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The terrible, heartbreaking story about Ballou should remind all of us that when there is inadequate oversight of our educational institutions, the losers are our kids, especially those whose educational needs are the greatest and whose families have the least political power.
According to the WAMU report, most of the Ballou students who were awarded diplomas last summer had been absent from classes for over a month. According to those interviewed, many students only passed their courses because of what teachers said was a grading policy that effectively prevents failure and, frankly, because teachers were pressured to give passing grades, raise lower grades, and because students were assigned to less-rigorous “credit recovery” classes. According to the article, teachers who objected to these practices faced retaliation via negative evaluations which can lead to dismissal. The biggest losers were the kids, who didn’t get the education they deserved and will likely struggle as a result and whose school’s reputation has now been tarred.
It’s important to note: all of this happened while city officials congratulated themselves on the city’s ever-rising graduation rates. And, it happened only months after a Washington Post story reported that an unprecedented number of the school’s teachers (roughly a quarter) resigned mid-year.
It’s also important to note: none of these allegations should be new to anyone who pays attention. These complaints have been in the media and have been formally presented to at least the City Council’s Education Committee, the State Board of Education (see public comments) on which I sit, and DCPS. At the July 2017 meeting of the State Board of Education, Scott Goldstein, the leader of EmpowerEd, described the school culture he has experienced as one “where anything, including grade inflation, under-reporting suspensions, and more happens not because of bad people—but pressure to put impressive stats on a shiny brochure for next year or the next campaign.” (For his full testimony, see “public comments”, above.)
It’s also important to note: Comparable concerns have been raised about a much broader range of issues affecting a much broader range of schools–indeed, about our entire system of educational oversight. Last winter, the Washington Post reported that schools had altered their suspension data, at the same time that the school district was touting its lower suspension rates. In June 2015, no less than the National Academy of Sciences (see below) reported to the DC City Council on our weak system of oversight. Concerns about the inadequacy of credit recovery courses and their role in lowering graduation standards have been raised in DC and around the country for some time.
The reality is that when the city switched to mayoral control of its schools a decade ago, it did not establish a viable mechanism for overseeing those schools. Schools and teachers face strict accountability for reaching specific outcome metrics, whether for high school graduation, test score thresholds, attendance, or suspension. But, there is no effective oversight for the institutions that oversee these schools–and no oversight of the processes that lead to the outcome data. Were the high school graduation rates reached legitimately? the suspension data? the test score increases? No independent entity is responsible for even looking. In effect, we’ve outsourced educational accountability to the media. That’s not how it should be.
But the greatest problem isn’t the wrongdoing that is not caught, it’s the unhealthy culture that results and the damaging effect that that culture has on our kids’ education. When we richly reward schools and their system leaders for school outcomes–and the political leaders who take credit for those improvements—-while ignoring the processes that produce the outcomes, it assures that over time, the processes will be corrupted. As important, when we ignore the processes that produce genuine improvement (or for that matter far to produce great improvements), we also make it impossible to learn from what works.
We need an independent and broad (not just Ballou, not just graduation and attendance) review of what happened at Ballou. But, more broadly, I hope that one result of this latest news is a more energetic conversation about the need for independent oversight, research and evaluation.
Let’s revisit what The National Academy of Sciences told us about these issues when it was asked to study DC’s educational governance under Mayoral Control. In its 2015 report, the renowned Academy:
—questioned “whether the current oversight structure provides sufficient monitoring of the educational opportunities provided to students attending DCPS and charter schools through the city.” [ p197] It reported that “Of significant concerns is ….that no one entity has has both the responsibility and the authority for monitoring the provision of education and supports for students, particularly those at risk for school failure, across both the DCPS and charter schools. ” It found that “Oversight of the ways all public schools are addressing the needs of these students is variable and in some cases minimal.” [p201]
— raised specific concerns about how outcomes were reported, noting that it “did not have the data needed” [p 202] to understand student outcomes, noting in particular that “Publicly available reports [of DC CAS] often highlight only the overall proficiency rate…. [which] can mask important changes in the performance of the lowest scoring students and disparities in achievement among student groups…”[p204]
–noted that the lack of oversight and credible, adequate data existed for both sectors. The NAS noted specifically that its “committee could find very little information about learning conditions in charter schools because many types of information are not collected systematically for this sector. We found slightly more information about DCPS schools but still saw many gaps in the information needed.” [p201]
-called for the city “to establish institutional arrangements that will support ongoing independent [italics mine] evaluation of its education system;” to assure that “the evaluation entity should have sufficient resources to collect and analyze primary data, including at the school level, rather than being entirely dependent on city-generated and administrative data”; and assure that “All products by the entity should undergo rigorous peer review. [p207]
–recommended that the city would “benefit from having access to ongoing independent evaluations of its progress…. Other cities including Boston, Chicago, Houston, Los Angeles, and New York, have programs that provide independent data collection analysis. Each is structured differently, and their examples may e useful to DC.” [p207]
–calls for the city to “establish institutional arrangements that will support ongoing independent evaluation of its education system.” [p207]
The issues of research, evaluation, accurate data, transparency, and oversight are critical for improving our schools. Here are articles that I’ve written on these topics since being elected to the State Board of Education three years ago, including an article for City Paper written in collaboration with my School Board colleague from Ward 8, Markus Batchelor.
What we need to know about our schools. Washington Post 2015
What DC test scores don’t tell us. Washington Post, September 2016
Memo to the DC Chancellor: Enough with the mandates and rosy data. Our recommendations for really raising student achievement,. with Markus Batchelor, SBOE rep from Ward 8. City Paper, August 2017
Why we should change how we report PARCC scores: An innocent error shows how city test score reports can mislead, Ruth’s Newsletter, October, 2017
My testimony before the City Council in favor of an independent research entity, spring 2016
See also, How can we close our persistent education achievement gaps in DC, by SBOE members from Wards 2 and 6, Jack Jacobson and Joe Weedon. Greater, Greater Washington, October 2017
Plus, relevant excerpts from City Paper article, with Ward 8 SBOE representative Markus Batchelor
by Markus Batchelor and Ruth Wattenberg, Ward 8 and Ward 3 members of the DC State Board Of Education
lead article in City Paper, Aug 3, 2017, For the full article, click here:
Enough with the mandates and rosy data. Our recommendations for really raising student achievement.
“Most people don’t realize it, but the high schools in Wards 8 and 3—Anacostia, Ballou, and Wilson—and the elementary and middle schools that “feed their students to these schools enroll a near-majority of all students in DCPS neighborhood schools. In the school year that just ended, there wee 9144 students enrolled in those Ward 8 schools and 9703 in Ward 3’s. Citywide, DCPS neighborhood schools enrolled 43,389. It’s no secret that Ward 8 is the lowest-income ward and Ward 3 the highest. They are two very different communities, with divergent student and family populations. Nonetheless, and perhaps surprisingly to some, our concerns about our schools—in Wards 8 and 3, respectively, where we are the elected State Board of Education members–and for the system as a whole are quite similar. As Board members, we have a special opportunity to meet, visit, and interact regularly with the families, teachers, principals, and staff who depend on and work in the DCPS schools across the city.
“Solutions to one perceived set of problems have a way of producing a new generation of problems. So it is with our school system. As our new chancellor prepares to release his new strategic plan in the next few weeks, he faces a different set of challenges from his predecessors. And so his agenda must be distinct. We are optimistic about the leadership and ideas that Chancellor Antwan Wilson is bringing to our schools, but we have some advice.
“The past two chancellors inherited a school system suffering from horribly low student achievement. They were charged with taking urgent action. As they saw it, the core of the problem behind low achievement was inadequate teachers and principals—and, more broadly, a culture of low expectations where poverty was blamed for students’ failure. The reform agenda of these chancellors was clear: There was a laser-focus on identifying and removing inadequate teachers and principals and replacing them with better ones. The relatively lax system was tightened with a stream of mandates from central office. Evaluation criteria emphasized test scores and adherence to particular teaching and operating approaches. For a long time, a high-quality curriculum was an afterthought.
“How successful this agenda has been is subject to debate. While average scores have risen, leading the district to be “the fastest growing urban school district in the country,” the rise is at least partly due to gentrification: The 8th grade reading and math scores of our poorest students have hardly budged. After 10 years of aggressive education reform under Mayoral control, the achievement and opportunity gaps across race and wealth have gotten wider.
“Therefore, the DCPS reform agenda must change. There is consensus that successful schools—especially those with the lowest-income children—have, and depend on strong, supportive, trusting school cultures in which staff members hold high expectations for all students; where all staff are constantly improving and encouraged to recognize, understand and solve problems that are impeding achievement. Such schools can thrive only in districts that give them the autonomy to do what’s needed –and where data and research, good and bad, are transparent and welcome because they show whether progress is actually being made or whether improvement strategies need to be adjusted..….
For the full article, click here: http://www.washingtoncitypaper.com/news/article/20971334/a-memo-to-the-dc-public-schools-chancellor
Testimony of Ruth Wattenberg to
The DC Council Education Committee Roundtable on School Reform, March 19
Thank you for having this important discussion.
The argument for mayoral control is that greater, focused accountability leads to greater results.
Well, if that was true, it wouldn’t have been a young reporter from WAMU who told us the truth about our graduation rate. The mayor would be in a competitive election defending–or revising–her educational plan.
It has not worked as hoped. I am not for “going back.” But I am not for staying a course that is not working for our kids.
Minimally, this particular form of mayor control and this particular form of education reform are not working as we hoped. It need not be all or nothing. There are things that can be fixed in the short term; others in the longer term.
I have 4 points around governance:
- Mayoral control of school districts is NOT the norm. Of the thousand largest school districts, only 15 are under mayoral control. Almost nowhere is this regarded as desirable.
- We are unique even among mayor-controlled districts for the unchecked power we give our mayor, over policy and information.
Every other such district is part of a state. These districts are supported and overseen by politically independent state education agencies run by politically independent state superintendents, overseen by State Boards of Education. The state superintendent is named by and responsible to the Board, governor or some combination of the two—not to the same mayor who appoints the district chancellor.
Under our structure—and only ours–there is no independent entity that vets data or conducts independent evaluation. Data can be spun, go uncollected or unreported; investigations can be partial or slow walked. Information lives in a silo.
It is no slight on the integrity of any individual to acknowledge the conflicts this creates in reality and perception. We have no checks and balances.
At the very least, data, evaluation, investigations should be spun out of the mayor’s orbit. I hope the Council will insist on establishing an independent research entity, perhaps like the Chicago Consortium on School Reform, that will help us understand what works and what doesn’t.
- We are unique in the lack of voice for DCPS parents and residents. In virtually every other mayoral control district, there is still a school board. It may have limited or broad powers. Members may be wholly or partly appointed by the mayor, county exec, or governor. But there is a board. It meets regularly, publicly. In some places, it has the same powers as any other local school board. The chancellor reports on key issues. Data gets reviewed. Board members ask questions. Parents, teachers, and students testify. The media covers it. Skepticism gets a voice. Issues get vetted. Policy discussions break out of the silo.
DCPS families have no such local school board forum. Despite great efforts and intent, a small number of education committee hearings a year on general issues are no replacement for a chancellor regularly, publicly facing stakeholders and board members on a full range of issues.
It is inconceivable to me that, with even that regular scrutiny, the mass promotions and graduations of unready kids–and the pressure on teachers and principals that led to it–would have happened as they did. Nor would the high levels of turnover and unfunded, cookie-cutter mandates be tolerated.
- Finally, we are unique in that the rules governing the coordination and competition of our charters and traditional schools were largely imposed on us by a Congress that we did not elect. And our elected officials, apart from the mayor, have virtually no say in how this two sector system functions. Most people in this city appreciate that we have charter schools—which can provide innovative options and alternatives. But most people also, maybe more fervently, want a system of strong, neighborhood, by-right schools. In other mayoral control cities, the council, voters, parents have a way to influence rules of competition between charters and neighborhood schools that can assure the viability of both. We don’t and the neighborhood system and neighborhoods are suffering.
We have made progress. We don’t want to throw out the baby with the bathwater. But let’s recognize: some of that bathwater is very dirty. Absolute power is not healthy. Siloed information leads people to believe their own good PR—and not undertake the evaluation, discussion, and modification that is necessary in any school reform. We need checks and balances. We don’t need to go back to the past. But it is irresponsible to stay put when so much is not working as we want.
Finally, I hope that in addition to any legislative work you do, you will insist in the short term on a citywide discussion about the direction of DCPS in connection with the selection of a new chancellor.
Oct 17, 2017
Sometimes an unintentional and innocent error helps us see a bigger problem. This year, due to a coding error, all of the students at Deal Middle School were classified as “economically disadvantaged.” Test scores are notoriously correlated with family income, with students from lower income homes scoring below those from more affluent homes. (The goal, of course, of education is to change that—but, at their best, schools bring about such changes over time, not in a year.)
So, when DC officials reported the test scores of the city’s disadvantaged students this summer and included all of Deal’s students in that category, the scores were, not surprisingly, higher than they would otherwise have been. Likewise, when the coding error was discovered and the scores corrected, the overall portion of disadvantaged DC students who had reached proficiency dropped. The Washington Postreported this on October 5th and the Office of the State Superintendent of Education (OSSE—DC’s state education agency) and DCPS have made corrections on their websites.
But here’s what’s most interesting to me. In a very large number of DC schools, all students, regardless of their income, are regularly and routinely classified as “economically disadvantaged”for the purposes of reporting test scores. In other words: What is a coding error at one school is the accepted, standard practice for other schools. That’s because if 30/40% or more of a school’s students are eligible for free or reduced lunch based on their family’s income, the entire school can opt to provide a free lunch to all students. This option, known as “community eligibility,” makes total sense; it allows schools to lower the administrative costs/bureaucracy/stigma of identifying and overseeing a system in which some kids in a school get a free or reduced lunch and others don’t. The problem is with the test score reporting; when these students are categorized as “economically disadvantaged,” it means reports about the scores are misleading. My SBOE colleagues, Joe Weedon and Jack Jacobson, explained this in this Greater Greater Washington post.
As I said to City Paper when asked about the coding error, the way we report scores “are misleading in multiple ways. When students who are not disadvantaged get coded as disadvantaged, as appears to be the case in many schools, the scores of disadvantaged students will seem higher than they genuinely are.”
This is one important way in which the reporting of test score data ends up being misleading. For other ways, see this Washington Post op-e d. that I wrote last year about the test score problems at Wilson High School.
Despite DC council vote to increase school funding and relieve staff cuts…
Wilson HS still faces large staff cuts, with no apparent plan to restore them
Email Mayor firstname.lastname@example.org, Deputy Mayor for education email@example.com, about unrelenting staff cuts at Wilson. cc:firstname.lastname@example.org. Details below; scroll down for City Council addresses.
Also, scroll down for information on: new ESSA Task force; Chancellor Wilson on Social-emotional learning; survey for Wilson feeder school families on space/overcrowding; DC’s extremely high teacher turn-over rates are much higher than in other urban districts.
Last spring, the Mayor proposed a city budget that dramatically underfunded the city’s schools. As a result of the underfunding, DC Public Schools (DCPS) cut the 2017-18 budgets of schools across the city.
The cuts sparked huge opposition, with many people on this list emailing, calling, and visiting their City Council members. The DC Council scraped funds from other parts of the budget and voted to increase per-student funding by 3%–compared to the Mayor’s inadequate, below-inflation increase of 2%.
Moreover, the Council explicitly stated in its budget report (p5) that “the Council expects the additional funds at DCPS to be used for restoring instructional staff and programs at schools.”
Despite these efforts, it appears DCPS will not restore staff at Wilson HS
The chancellor has emailed Bethany Nickerson, the chair of Wilson’s Local School Advisory Team (LSAT), writing that he believes “Wilson is positioned well for School Year 2017-18” and that the additional funds will be targeted instead to a variety of DCPS initiatives.
Wilson has lost 30+ positions in 3 years, despite stable enrollment
In fact, Wilson is not well positioned. It has lost over 30 positions in 3 years, with no significant decline in enrollment (see below). And, the council was clear: The extra funding was intended to allow schools to restore staff and programs that had been cut.
Councilwoman Cheh calls for explanation
Ward 3 Councilwoman Mary Cheh has written the Chancellor and Deputy Mayor for Education, noting that “Wilson has been regularly subjected to drastic budget cuts…. and has had “to cut nearly 30 staff members over 3 years…. Today, with an additional $11.5 million available and an obvious need at Wilson for additional financial support, it would be unacceptable for Wilson to yet again be denied the funding it needs to succeed.”
Please add your voice; email the Mayor
Unlike in most of the country, DC schools are under mayoral control. It’s important for her to understand the issues.
Please write the Mayor and tell her the relentless cutting of Wilson staff–30+ over 3 years–is not fair. It will hurt a school that so many have worked so hard to improve over the years–a school that serves students from every ward. It serves over 400 students classified as “at-risk,” roughly the same or more at risk students than all but 4 DCPS schools. See enrollment and staffing details below
1. Mayor Bowser, email@example.com;
Dep. Mayor for Education Niles, firstname.lastname@example.org.
2. Would love if you copied me: email@example.com
3. Consider copying your city council person as well, so that they are fully aware of how their wishes are being ignored. Here is a list of council members:
firstname.lastname@example.org At large
email@example.com Ward 1
firstname.lastname@example.org Ward 2
email@example.com Ward 4
firstname.lastname@example.org Ward 5
email@example.com, Ward 6
firstname.lastname@example.org, Ward 8
Enrollment and staffing details
Wilson has lost over 30 staff in 3 years, despite stable enrollment
It is unclear what is driving these cuts. Sometimes officials with DC Public Schools or the Mayor’s office have argued that the staff cuts are due to enrollment cuts. But over these same three years, Wilson’s enrollment has remained essentially stable. Enrollment in 2014-15 was 1788. Enrollment on “audit” day this past October, 2016, was 1749. Actual enrollment this past April 20 was 1806. DCPS’s official projected enrollment for next year (almost surely underestimated) is 1745. Many parents believe, based on the large class coming in from Deal, that Wilson’s actual enrollment next year is likely to exceed 1800.
Regardless of which numbers you use, enrollment has declined by 43 at most, or has increased, using this spring’s actual enrollment, by 18. The fact is: Wilson has lost nearly a full staff person or more for each 1-student decline in enrollment.
-12 staff fr 14/15 to 15/16
– 9 staff fr 15/16-16/17
– 10 staff fr 16/17-17/18
Enrollment #s from OSSE
Thanks for lending your voice!
Apply for new Task Force on ESSA
Apply here. Deadline Monday, July 24, at noon. As readers of this newsletter know, this spring the DC State Board of Education adopted a new plan for judging the quality of DC’s public schools. But the new plan is intended to be a first strong step towards a better accountability system, not the final word. The SBOE is convening a public task force to advise it on further improvement and changes.
Chancellor discusses the need for Social/Emotional Learning
DCPS Chancellor Antwan Wilson is developing his first strategic plan for DC Public Schools. He is a strong advocate of social/emotional learning. He explains his ideas on this important educational approach and how he hopes to bring it to DC in this story for the Hechinger Report. I look forward to supporting this initiative (but, yes, implementation requires adequate staffing!)
Wilson Feeder School Families: complete the survey on school space/overcrowding
If you haven’t yet filled out a survey on the space/overcrowding challenges faced by your school, please click here and get your survey in to DCPS. These surveys are helping DCPS and a community Task Force (made up of parents and principals from each Wilson feeder school, the chair of the W3/Wilson Feeder Education Network, a representative from CM Mary Cheh’s office, and me) develop recommendations for alleviating the current and future overcrowding that our schools face.
DC’s extremely high teacher turn-over rate is much higher than in other urban areas. Find out more:
Hear teachers/researchers discuss the causes, implications for student achievement and solutions for this crisis-level issue. From testimony at the DC State Board of Education meeting, July 19. Click here:
Chairman Mendelson & The DC City Council
Want to Know:
Are DCPS & Charter Schools
Doing Right by Struggling Readers?
Old Hardy Update, April 7, 2019
New estimate projects enrollment in Wilson Feeder schools will rise even more than previously predicted: by 2000 in 5 years, over 3000 in 10 years.
In my last newsletter, I wrote about the new report prepared by DCPS, in cooperation with the Ward 3/Wilson Feeder Education Network, showing that most schools in the feeder pattern were already at capacity and most were projected to grow much more over the next 5 and 10 years. Overall, the student population in the feeder school population was expected to grow by some 2000 students by 2027-28, a number that can’t be met without additional school buildings AND creative planning and programming.
But now the growth estimate is even higher! According to a revised report from the Deputy Mayor’s office, called the Master Facilities Plan, there are now 1587 additional students projected to be enrolled in feeder pattern schools by 2022-23 and 3185 by 2027-28.
Not to sound alarmist or anything, but with an average size of 600 kids per school, that’s 5 schoolsfull of kids! And, keep in mind, most of the existing schools have already maxed out their physical footprint with trailers and/or additions. There is physically no room for them to expand, not to mention, many already have enrollments higher than many would regard as desirable (e.g. elementary schools with over 700students) . (See charts beginning on Appendix page A-24 in the Master Facilities Plan for school by school enrollment projections.)
But Mayor continues support for giving up the area’s only unused public school building via a 50-year lease
Under the best of circumstances, this enrollment surge, which has been underway for over a decade, is going to require creativity—for example, maybe DCPS needs to be in the business, as charter schools are, of leasing space, possibly in one of the many new developments or a private school that’s selling; maybe we can set up early childhood centers, possibly in partnership with existing nursery schools; maybe some students would choose to leave the ward for desired programs not too far away.
We need to be creative. But, even with all our creativity, we need every available building. In Ward 3, there is just one unused DCPS school building: The Old Hardy building. It was leased away a number of years ago on a series of short-term leases, when area schools didn’t need the space. Its current lease, for 5 years ending in 2023, is with the Lab School, a very well-regarded school, offering needed services (for students with learning disabilities) to a number of DC, Maryland, and Virginia families.
Giving away the Old Hardy School for 50 years is monstrously irresponsible
Lab has two campuses; the Old Hardy campus is its lower school, and currently houses roughly 65 students, with most residents of Maryland and Virginia. Lab is a well regarded school providing important services. It should be able, easily, with nearly five years of advance notice, to find an alternative space for its 65 students. It doesn’t face restrictions, as DC schools do, about where it can locate; in fact, it could locate in DC, Maryland or Virginia.
As I wrote in my last newsletter, the Mayor has proposed to give up any DCPS right to the Old Hardy School for 50 years, via a long-term lease to the Lab School. As I also inferred in the last newsletter, this is madness. Only with the new enrollment projection, it’s even crazier. We really, really need that school to be a DCPS elementary school!
Take a look at the attached map (courtesy of Nick Keenan, former president of the Palisades Community Association), which shows each elementary school in the Wilson feeder pattern as a circle along with the increased number of students projected to enroll at that school by school year 2027/28. Based on the revised Master Facilities Plan, keep in mind that about half of that growth will happen within 5 years! It would be monstrously irresponsible to give the Old Hardy School away for 50 years!
As of my last newsletter, the Mayor was asking the Council to accept the lease on an emergency basis, without even a public hearing. Thanks to the hard work of the Keep Old Hardy Public Coalition (see their website, KOHP.org) and the strong advocacy of Ward 3 Councilwoman Mary Cheh (who wrote a strong letter to her council colleagues), it appears that there are not enough votes on the Council to pass this as an emergency, without a hearing. That means it will come up at some point for a vote, preceded by a Council hearing, when the public can make its case. We don’t yet know when that hearing or vote will be. (And, in fact, any single Councilmember could force an emergency vote on it at any time, though that seems unlikely.)
For a reminder of some key facts from last newsletter, see bullets at the bottom of this newsletter taken from the DCPS/W3-Wilson Feeder EdNet report:
- As of last school year, 10 out of 15 Wilson feeder schools were already at or above 100% utilization (p4)–even though full utilization is defined as 95% capacity, since, by that point, all kinds of scheduling options are precluded. (p13)
- All but two schools in the feeder pattern have grown over the last five years—with “double digit growth across the elementary schools and 18% growth at Deal Middle School.” The only schools that didn’t grow were two schools that were in swing space (which typically lowers enrollment) (p5)
- “Many buildings are already built to their maximum footprint and do not have space to expand on-site.” (p5)
- By 2025, the high end forecast has Deal’s enrollment increasing some 50% to 2253 (from last year’s 1507), many elementary schools increasing by 20-25% or more, and Hardy up by nearly 20%.
Additionally, a study by the DC Auditor projects that Wilson’s enrollment will rise to over 2300 students by the mid-2020’s. That’s 700 students over the school’s capacity—a number larger than the size of most DC high schools.
No One Solution Solves the Problem
- New schools in the feeder pattern. There are short-term and smaller scale solutions that can help. But any viable solution to thousands of new students entering an already overcrowded system must include new buildings, whether purchased, leased, or constructed.
- Reopening the Old Hardy School, now leased by a private school.
“The Old Hardy School—the only DCPS building in the boundaries of the feeder pattern not currently in use by DCPS—could be reopened and modernized. The location is ideal as it sits adjacent to the Hardy Recreation Center, providing ample space for play and outdoor recreation. It is also close to Stoddert and Key, two very overcrowded elementary schools.”
- “Increased capacity in the Wilson feeder pattern must be coupled with strengthening and improving schools across the city.”
- Improved DC options outside the ward, including language immersion and magnet programs could reduce the demand.
The size of the challenge suggests that it won’t be solved by a single solution: The DCPS report offers general solutions options, including additional capacity to be gained through leasing, purchasing, or constructing buildings; policy changes; and co-location of new school space, perhaps at a college. The report is also clear that “investing in the long-term strategy to improve DCPS school options outside of the Wilson High School feeder patter would help alleviate the growing demand.”
The Ward 3/Wilson Feeder School Education Network letter makes several concrete proposals, including:
In the words of the letter,
“Not using the Old Hardy School, when the city already owns the space, would be fiscally irresponsible in the extreme. And it would also be an insult to the rest of the city if precious resources that otherwise would not have been needed had to be used to acquire private space and construct additional buildings when many schools in other wards desperately need to be modernized or renovated.)
Additionally, a study by the DC Auditor projects that Wilson’s enrollment will rise to over 2300 students by the mid-2020’s. That’s 700 students over the school’s capacity—a number larger than the size of most DC high schools.
Testimony of Ruth Wattenberg, June 26, 2016
Bills 23-0046 and 23-0239, on at-risk and school budget transparency
Thank you Councilmembers for holding this important hearing. My name is Ruth Wattenberg, I am the Ward 3 member of the DC State Board of Education.
- Proper use and reporting of At Risk funds
First and foremost, I want to add my voice to others who are calling on the Council to assure that at-risk funds are used to supplement, not supplant, other funding and to create reporting categories and requirements to assure that. The reality of misuse of these funds is most recently and precisely shown in the new report from the DC Auditor. The misuse must stop and enforcement must begin.
It is also critical that the transparency we require of our DCPS schools, including the ability to FOIA, be required of our charters as well.
I also want to support the comments of Danica Petrocious in calling for immediate answers and long-term transparency about sexual assault in our schools.
The DCPS budgeting system is strewn with problems. I greatly appreciate that Chancellor Ferebee is committed to revising it, and I appreciate that the Council is looking at it as well. I will make a few additional points on budgeting–and on transparency.
First, on school discretion—
Schools—meaning, principals along with their Local School Advisory Teams–need greater discretion. There was a good reason for the Comprehensive Staffing Model—it helped to assure many years ago that curricular offerings at more and less affluent schools were comparable. The goal is still right. But, the approach has proven too rigid, denying schools the ability to move dollars around in ways that make sense for student learning.
–The lack of discretion is exacerbated by what seems to be a lack of coordination of priorities at the DCPS level. For example, a school might be told to staff a CTE program in a certain way, professional development in a certain way, sped in a certain way, and ELL in a certain way. It all makes sense, except that when all these mandates along with scarce funds hit the school, it requires the school to shortchange—meaning, overcrowd!—its core classes. That’s not helpful for students.
–Plus, really great ideas—both about what a given school’s kids really need and how to make the scarce dollars do double-duty–flow best from dynamic conversations at the school level. Right now, these ideas can’t get funded. Some greater discretion must be allowed.
–This isn’t black and white. I don’t think school discretion should be unlimited. But, neither should Central Office decision-making. Plus, the over-centralization of programming helps drive the unhealthy, excessive Central Office spending. I hope the Chancellor will shift this balance—and that the Council will insist on it and follow up.
Second, on Central Office spending:
That’s my next quick point: It’s now well known that our Central Office is excessively staffed relative to comparable districts. The budget reporting rules need to help us understand where these dollars are going. A new report from the State Board of Education’s Task Force on ESSA has made recommendations about line items that should be included. We will pass on that report.
Third, Program Evaluation: Whether it’s the LEAP professional development program, Impact, DCPS’s curriculum units, our pre-k program, how we teach early reading, or any of the dozens of initiatives that have been introduced over the years: There is no public evaluation of these efforts. They go on forever, absorbing millions and millions of dollars. They are all well-intentioned–and may be effective–but we don’t know. Moreover, programs aren’t born excellent. They growto excellence, as they learn from their experience—and benefit from feedback, from those who use the programs and from independent research. Are their ways to strengthen these programs? The Council should insist that key programs undergo periodic public evaluation. I hope such evaluations will be a focus of the new Research Practice Partnership. That also is a recommendation of our ESSA Task Force.
The use of “additional targeted research,” “to ensure equitable Outcomes” conducted by the new RPP as well as by smaller networks of schools, is another recommendation of the State Board of Education’s Task Force on ESSA, which has just released its report, and which I will pass on.
Fourth, differentiated funding for–and disaggregated reporting of–different At-Risk categories. We should consider increasedat-risk funding for those at-risk students with the most at-risk factors. What I mean: Roughly 45% of our DC public school students are at-risk—some 40,000 students. In any category this large, there’s a lot of diversity. It includes students whose families are on SNAP, meaning an income of no more than roughly $48,000 for a family of 4. But about half of our at-risk students are from homes where the income is significantly less; these students are homeless, in foster homes, or in families on TANF, meaning an annual income for a family of 4 of less than roughly $8,000. The students in the latter categories are likely to need much greater support. And, especially, if a given school has a high concentration of students in these latter categories, its need for greater resources will likely be much larger than schools whose at-risk population has fewer students in these categories.
Speaking about transparency: We should also report our test score data and school progress according to these categories. Specifically, the State Board of Education has asked OSSE to disaggregate its at-risk data in its reporting. That is, we shouldn’t just report how the whole diverse at-risk group is faring. We should report how different subgroups are doing—or, at least—and likely more realistically– separate out a category of those who are most at risk so that we know whether certain policies are potentially working with part of the AR group but not the other. In particular, it will help us better understand the effects of the most devastating poverty and the greatest concentrations of such poverty—and help us adapt our programming appropriately.
Sign the Petition/Email City Council
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@ruth4schools ruth4schools.com email@example.com
Mayor’s below-inflation budget proposal is unsustainable for our schools
Unless the City Council intervenes in a big way, our schools will be badly hurt by the Mayor’s proposed education budget. This will be the third straight year in which per student funding for public schools will decline in real terms.
Because of the way DC Public Schools (DCPS) allocates funds to schools, the most severe effects are felt by the largest schools, at all grade levels. At Wilson High School, the citywide high school located here in ward 3, eight staff will be cut, including two counselors. This is on top of 9 staff cut last year and 12 the year before: A total of 29 staff cut in three years.
These cuts will affect schools across the city. At the only somewhat smaller Columbia Heights Education Campus, 5 staff are being cut. At Eastern and Ballou, two other large high schools, schools are losing some combination of teachers, counselors, art programming, office and custodial staff.
This is a key time to tell members of the City Council that the proposed education budget must be raised and that new funds must get to the schools that are most affected.
Please do three things:
1.Please sign this petition, which will be submitted to the Council, calling for the full 3.5% increase and an assurance that added funds are allocated directly to schools, especially those that have been most damaged by the proposed cuts.
2. Please circulate this petition to your family, friends, neighbors, and colleagues.
3. Please email City Council members: Please talk about the specific issues facing your school, the citywide need, and the importance of a more transparent, sensible
DCPS process for allocating funds to individual schools.
(and I’d love if you’d bc me: firstname.lastname@example.org)
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