edbizbuzz

Public education’s core functions are teaching and learning, an endeavor in which private enterprise plays a growing role. Edbizbuzz offers perspective on this emerging school improvement industry. (For entries prior to September 2007, visit the archives.) (Disclosure: Marc Dean Millot is an unpaid adviser to the presidential campaign of U.S. Sen. John McCain.)

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October 31, 2007

So What If Charter Competition Has a Negative Impact on Student Achievement in Traditional Public Schools?

I respect Hank Levin greatly for starting Accelerated Schools, moving it from grant to fee-based revenues, and then turning over the national Comprehensive School Reform design nonprofit to its member organizations. His National Center for the Study of Privatization in Education at Teachers College does reasonably solid research, and gives a lot of new, young, lesser-known academics a forum. At one point NCSPE was a client of K-12Leads and Youth Service Markets Report. Still, I think it's fair to say that the reports found on its website are framed by at least a modestly negative policy bias on the subject.

So what to make of University of Utah's Yongmei Ni's finding that three different methods "consistently show that charter competition has a negative impact on student achievement and school efficiency in Michigan’s traditional public schools. The effect... becomes more substantial in the long run, which are consistent with the conception of choice triggering a downward spiral in the most heavily impacted public schools?

I'm going to leave a critique of the research method and findings in The Impact of Charter Schools on the Efficiency of Traditional Public Schools: Evidence from Michigan to others. Instead, I want to look at how the policy bias frames the finding and its implicit conclusion.

Assume it is true that instead of improving in the face of charter school competition, or even holding their own, the educational performance and efficiency of traditional public schools declines. Is this an argument against charter schools, or for higher levels of traditional school funding?

The tone and tenor of Ni's writing, captured in his phrase "choice triggering a downward spiral in the most heavily impacted public schools," suggests that he would not use it as an argument to ramp up efforts to form charter schools.

But what if we look at his finding from the perspective of taxpayers and students?
Assuming charter schools are doing no worse than traditional public schools (before they started to decline), we know they consume fewer total tax dollars per child. I see an argument for replacing traditional schools with charters.

This takes us to Ni's implication that advocates rest their case for charter schools on the proposition that competition will improve all schools: "School choice advocates argue that introducing school choice will result in TPSs (traditional public schools) working more efficiently."

That's a vast overstatement. Thoughtful charter advocates will tell you that competition provides disincentives for traditional schools to maintain business as usual, that it should spur traditional school managers to reform their institutions, and that it can give leaders who want to improve their traditional schools useful leverage internally. Most, but certainly not all advocates, hope that the improvement of traditional public schools will be an outcome.

But we all know that competition creates losers as well as winners, and for a variety of reasons some charters and some traditional schools just won't survive. Some won't attract enough students to be financially viable, others won't produce test scores that justify remaining open.

The idea that markets kill failures off, while monopolies allow them to prosper, lies at the core of the charter advocacy. Few charter advocates see the death of traditional schools districts as an objective. But by the same token, the preservation of traditional public education is not a legitimate end in and of itself either. The end we all should seek is vastly improved student outcomes, and if that means the end of traditional schools, it wouldn't be in the interests of those who benefit from that arrangement, but it would be in the interests of students and taxpayers.

The introduction of the automobile was not in the best interest of liveries, carriage makers, or smithies, but few would argue that consumers should have kept them going instead of switching to cars - even with today's interest in reducing our environmental footprints.

In the end, the problem with Ni, and to some extent NCSPE, is an unstated presumption that the traditional system of public education has legitimacy or value independent of its performance. Because it is more or less the infrastructure we have, it's not advisable to tear it down willy-nilly. But let's not confuse that fact with something like a belief in the divine right of kings.


This Week's Podcast: S. 2117 Incentivizes a School Improvement Industry

Senators Jeff Bingaman (D-NM) and Richard Lugar (R-IN) have introduced S. 2117, The Education Research & Development to Improve Achievement Act of 2007. With minor changes, the school improvement industry should support the bill. Listen here.

See relevant excerpts of the bill.

S. 2117

A BILL To encourage the development of research-proven programs funded under the Elementary and Secondary Education Act of 1965

SECTION I. Short Title.... the “Education Research & Development to Improve Achievement Act of 2007.”....

Subpart 1 of Part D of Title V of the Elementary and Secondary Education Act of 1965 is amended by adding at the end the folllowing:

SEC. 5415. STUDIES FOR THE DEVELOPMENT OF CORE PROGRAMS.

(a) PURPOSE. - The purpose of this section is to develop replicable, research-proven activities for core title I programs,

(c) APPLICATION. -

(2) CONTENTS. - Each application... shall -

(A) demonstrate a record of development of successful educational programs or conduct of large scale, peer -reviewed research, or both, as appropriate;

(B) establish clear objectives;

(C) establish annual benchmarks for progress;

(D) describe plans to develop or evaluate programs likely to enhance student achievement; and

(E) describe plans to disseminate findings and products of research and development.

(d) USE OF FUNDS

(1) Creating and evaluating new approaches in one or more of the following areas:

(A) Targeted areas of instruction under section 1111(b)(1)(C) [including at least mathematics, reading or language arts, and (beginning in the 2005–2006 school year) science]

(B) School improvement and restructuring under section 1116.

(C) Supplemental educational services under section 1116(e).

(D) Reading First under subpart 1 of part B of title I.

(5) Other programs as determined by the Secretary....

(2) Carrying out large-scale randomized evaluations of activities that have proven promising in small-scale evaluations.

(3) Carrying out large-scale randomized evaluations of existing programs.

(4) Supporting nonprofit developers of research proven activities in the creation of capacity for training, material production, and other needs to scale up programs rapidly.

(5) Disseminating information about effective activities and providing incentives for schools to adopt such activities

(c) MINIMUM GRANT. - The minimum amount for each grant awarded under this section shall be $500,000 annually....

(f) CONTINUATION OF GRANTS....

(1) if the grantee was reasonably on track with the objectives and benchmarks stated in the application; and.

(2) if the grantee has shown promise in the creation and evaluation of an effective program

(g) AUTHORIZATION OF APPROPRIATIONS....

(1) for fiscal year 2008, $100,000,000 or one fifth the amount appropriated to carry out this part for such fiscal year, whichever amount is greater....

(6) for fiscal year 2013, $150,000,000, or one fifth the amount appropriated to carry out this part for such fiscal year, whichever amount is greater.

October 30, 2007

K-12Lead of the Week

Can Community-Based Nonprofits Be A Way Into School Districts?

From the October 29 issue of K-1Leads And Youth Service Markets Report

Announcement: Community Based Organization-Grant Partnership (adult education) Due November, Miami Dade County Public Schools System

Their Description: Miami-Dade County Public Schools (M-DCPS), Division of Adult Education programs are designed to prepare students to enter the career of their choice.... The purpose (of this announcement) ... is to determine qualified... Community Based Organizations....

Supplemental grant dollars provide instructional services that include staff development for classroom teachers, adult education tutors for adult learners... and technology services for both classroom teachers and adult learners....
Grant Funds may be used for most activities to support supplemental education instruction. This includes teachers salaries and benefits, project supplies and materials, equipment and software....

A. Technical Requirements
1. An existing adult education program.... (at least 15 adults for 6 months).
2. An adult conducted by a CPA...

B. Scope of Work
1. Instructional services including traditional classroom instruction, tutorial services, or instruction in a technology lab setting.
2. Teachers compensated by this supplemental funding are required to hold a state of Florida teaching certificate....

Focus Area - Definitions

All grants implemented and managed through M-DCPS School Operations, Division of Adult Education are based on adult literacy. The existing educational program at your organization must meet at least one of the following focus-areas:

Educational Gains in Adult Education.... (individuals who have attained 16 years of age, who are not enrolled... in secondary school....

Corrections.... criminal offenders in correctional institutions and for other institutionalized individuals, including academic programs for basic education, special education programs... English literacy programs and secondary school credit programs.... The term Correctional Institution includes prisons, jails, reformatory, work farm, detention center, or halfway house, community-based detention center, or any other similar institution designed for the confinement or rehabilitation of criminal offenders.....

Literacy for Households.... Interactive Literacy Activities between parents and their children.... Training for parents on how to be the primary teacher for their children.... An age-appropriate education to prepare children for success in school and life....

My Thoughts: The fundamental marketing and sales problem is gaining a toehold in a school district. It is less costly to sell more to a current client than to land a new one. By the same token, the high cost of acquiring a new client often can only be recouped by expanding sales over time.

For the small school improvement provider, the frontal assault on the big RFP is risky. The cost of competing is high, the prospect of a payoff low. The indirect approach, fishing where there are fish, but not other fishermen, works the other way - fewer competitors, lower costs, a better chance of winning. A smaller payoff, but the name of the game is growing sales over time, not one win.

This business opportunity offers one example the indirect approach: 1) the right local nonprofit may enhance the likelihood of winning; 2) there are many ways to generate revenue; 3) it is long-term revenue stream; and 4) there are many routes into mainstream k-12.

Working with local nonprofits can be problematic, but I would argue that this challenge is best addressed in the skills and experience sought when small providers hire marketing reps.

October 28, 2007

Wireless Generation's Berger and Stevenson on Hurdles Facing "Real" - Make that "Classic" - Education Entrepreneurs

Probably the best of the bunch of papers from the American Enterprise Institute's conference on education entrepreneurship in school reform - with entrepreneurship broadly defined to include philanthropy and nonprofits. Yours truly could not attend because he was not invited, but the papers are available to all here.

By way of full disclosure, Wireless Generation was one of K-12Leads and Youth Service Market Reports ($1500/yr) first clients. (I write this not so much to attract new clients, but to show readers' where there is a business relationship with an organization I discuss, and that it's going to be a small dollar value.)

Placing both personal wealth and energy at risk defines entrepreneurship. (See for example, American Heritage Dictionary: A person who organizes, operates, and assumes the risk for a business venture.) To my mind, nonprofits engaged in public education on a fee-for-service basis are a crucial innovation in school reform (for reasons you can find in chapter 17 here), and I spent a good deal of my education career studying, working and investing in and for them. But it obscures the meaning and consequences of the term to call their managers "entrepreneurs" - social or otherwise.

Having studied, worked with, and invested in owner-operated k-12 firms - and started my own small business in the field several years ago, I can say that there is nothing quite like the mindset of people who have placed everything they own and are behind an idea. It may not be a better or worse mindset for school reform, but it is different enough from working for other people, or just with other peoples' money, or with philanthropy's free money, that it deserves its own label.

This isn't a moral judgment, so much as a cry for clarity. To show that I'm not trying to denigrate the nonprofit manager, I'll call the person who puts her own wealth at risk in her own enterprise a "classic" entrepreneur.

There's not a lot of writing on the subject of "classic" entrepreneurship in school improvement, let alone thoughtful writing based on direct experience/lessons learned/mistakes made. Kudos to AEI's Rick Hess for bringing some new blood into an otherwise inbred eduwonk community. For the most part, eduwonks concerned with the supply side of school improvement are just too closely tied into the new philanthropy/education nonprofit axis - and especially its' flawed Charter Management Organization business model. (A critique of mine that only explains the lack of an invitation in part.)

Berger and Stevenson have something to say about the differences between the new philanthropy's interest in replacing traditional school districts and the classic entrepreneur's interest in modernizing them - and how those differences play out on the ground. As a teaser to get you to read the paper, consider their "top ten barriers to entry" facing classic entrepreneurs in k-12 education:

• The Education Sector Does Not Invest in Innovation

• Oligopoly

• Decentralization

• Vicious Sales Cycles

• Pilot Error

• No Return

• Viewing Teacher Time as a Sunk Cost

• Short-Lived Superintendents

• The Vendor Wall

• Start-Up Capital

It does read like a list of reasons for leaving the market to nonprofits, but these two hope to do well by doing good, so the barriers are not insurmountable. Classic education entrepreneurs will find it refreshing to hear from one of their own. Nonprofit managers should do the "compare and contrast" exercise.

As I sometimes say, "get out of your in-box!" Have a look.

October 27, 2007

The Seamy Side of School Purchasing - and Superintendent Power

One of the greatest barriers to the purchase of my firm's RFP service, K-12Leads and Youth Service Markets Report, by small and medium-sized school improvement providers is the perception that the system is rigged. Many firm leaders believe that the best contracts are not put out to bid, and that those put out to bid are written and released for some favored provider.

Many of my potential customers would tell you it's all about who the superintendent favors. There's enough evidence out there to make reasonable people worry that what's being said amounts to more than "sour grapes."

At the district level, the perception of corruption is being reinforced by the federal prosecution of Andre Hornsby, former superintendent of Prince Georges County, Maryland and Yonkers, New York. Among other things, Hornsby is alleged to have received a kickback on a commission his then live-in girlfriend, a sales representative for Leapfrog Schoolhouse, split with another sales person whose territory included Hornsby's district.

Georgia schools Chief Linda Schrenko's money laundering scheme tarnishes state agencies.

The role of the Department of Education's leadership and staff in the federal Reading First scandal put the ugly icing on a bad-tasting cake. (See more below.)

Today, public school corruption is actually a priority of the FBI.

What's important about the Hornsby case and others including - to list just a few - Ravenswood and Manhattan Beach, California; Memphis, Dallas, and El Paso, Texas, Delaware County, Pennsylvania, and Long Island, New York is that these are not cases of the central office run amok. These are examples of the Sicilian saying - "a fish rots from the head." They are about the people we hire to run school districts.

Two points to consider:

• Before making public employees "at-will" employees in places like DC, and giving the superintendent the authority to hire and fire on his or her own view of performance - bypassing civil service protections, take a close look at these cases and ask yourself whether the superintendents under the gun would have been likely to abuse that power.

• The procurement process in public education deserves a much closer look at the federal, state and local levels. It defines the saying "an accident waiting to happen." What we have today can't possibly be the best we can manage. We should expect state legislatures and local school boards to clean up this act. The idea that school improvement program purchases would be based on anything but value; i.e. results at a price, is simply disgusting.

Additional Reading:

This is an area that deserves a lot more attention from the media, eduwonks, educators and the public. Some of my own postings offer jumping off points for more research.

I wrote a commentary on the general subject for Education Week last December. Reader reactions can be found here.

When we hire superintendents, do we intend to give them carte blanche when it comes to the purchase of educational programs? I'm afraid most school boards do; and it's a policy that sends the wrong message to district's educators when we are talking about the need for a data-driven culture in public education. Duval County, Florida offers an example of how district procurement practices driven by the superintendent discretionary (arbitrary?) preferences start us down a slippery slope to corruption.

My take on procurement practices in education technology, originally in Education Next.

Some of my take on the Reading First mess starting here.

I discuss the relationship between procurement practices and current k-12 industry structure here.

October 26, 2007

Education Plaza Could Be the Virtual Marketplace for Public Education

I don't know how many edbizbuzz readers use C|NET to research electronics purchases, but I've often thought public education - and especially school improvement, could use something similar.

Education Plaza has a chance to claim the place. But if it simply moves the typical education publication format to the web, a great opportunity will be lost.

C|Net provides guides for new buyers; professional and consumer reviews; price comparisons; links to sellers; news - everything an electronics buyer needs or wants in the way of information support. Moreover, because the site's professional reviewers call it as they see it and the site attracts a good number of articulate consumer reviewers, the site draws the kind of traffic that almost requires manufacturers to advertise. So it's a good example of doing well by doing good.

On October 4, 1105 Media (among other things publisher of T.H.E. Journal) announced its acquisition of Education Plaza.

The site is still a shell and the new buyers have a choice. They can look to C|NET for inspiration, or they can move the k-12 print publication model to the web.

Most k-12 magazines are written not to upset advertisers. There's nothing wrong with the stories, and the ads bring firms to the attention of buyers, but the reader would hardly rely on the magazine to make a buying decision.

Judging from the site, I fear Education Plaza's new owners will be inclined to do what they know. Sites that are essentially a database of providers linked to product and service categories are no great technical feat, and not much of a barrier to entry to rivals. (1105 Media already owns EduHound.)

Education Plaza's competitive advantage is supposed to be exclusive ties to state education agencies and boards of education, and I think it's helpful, but absent something really useful to buyers, its just not a compelling "must visit" destination. It might make some money, but 1105 Media will miss out on the much bigger business possibility of dominating k-12's online marketplace.

K-12 education needs its own C|NET, and 1105 Media could build it with Education Plaza.

October 25, 2007

What Angel Learning's Deal With Harcourt Illustrates About k-12 Online Learning

I know the school improvement industry is far short of the investment it requires to help leave no child behind. I also know that wrong-headed investment trends have hurt the industry overall. The mad dash to Education Management Organizations (EMO) in the late 1990's sucked up money that could have gone to products and services that actually work. The great disappointment in EMO's discouraged other investors from taking far less risk in those same offerings. The pack mentality and its effects were repeated with the Supplementary Educational Services boomlet early this century.

That's why I've been so critical of the proposed Initial Public Offering for virtual EMO K12. If it goes forward, it will get a lot of media coverage, raise a lot of hopes and, for reasons I've stated earlier, disappoint. The result will not only harm firms seeking investment for online k-12 education; once again investors will be turned off by the school improvement industry. This worry is all the more salient as we move into a period where the sub-prime mortgage mess is turning investors towards more conservative positions in general.

One of the more important points I've made is that the turnkey/one stop shop/soup to nuts solution to online learning is becoming less necessary. I've pointed to evidence in the RFPs showing how potential clients are asking for parts and building their own solutions. Now let's look at the supply side and how providers are offering those parts.

On October 22, Angel Learning, a provider of the software backbone required to operate an online program, signed an agreement with Harcourt Education facilitating linkage between Angel's Learning Management System and educational offerings from Harcourt School Publishers and Holt, Rinehart and Winston. A quick review of the Angel Learning website will show similar relationship with other content providers.

Last week, I noted that DeVry's acquisition of Advanced Academics showed a movement by post-secondary providers into the online high school market. The Apollo Group made a similar move in January, purchasing online Insight Schools. It's worth noting that Angel's main client base is higher education, and it too has diversified its revenues and risks by migrating into k-12.

Angel Learning is a privately held firm building on technology developed in the late 1990's at Indiana University-Purdue University Indianapolis (IUPUI). It may not be looking for new investment. Still, it represents the kind of school improvement business investors should be following if they believe the promise of online public education.

(By way of disclosure, both Harcourt and Angel Learning are clients of my firm's $1500/year RFP reporting service, K-12Leads and Youth Service Markets Report.)

October 24, 2007

This Week's Podacast: Real School Improvement Providers Back S. 2118

S. 2118, introduced by Senators Jeff Bingaman (D-NM) and Richard Lugar (R-IN), merely spells out standards for evaluation that define what school improvement providers have always done, will always do, and reasonably assumed NCLB mandated for everyone else.
Listen here.

Read the proposed standards.

SECTION I. Short Title. This Act may be cited as the “Proven Programs for the Future of Education Act of 2007.”....

[T]he Elementary and Secondary Education Act of 1965 is amended....

SEC. 9701. RESEARCH-PROVEN PROGRAMS AND COMPETITIVE GRANTS. In all competitive grants that are awarded by the Department to a State education Agency [or a local education agency] or by a State agency to a local educational agency under this Act, competitive preference points equal to 10 percent of the total number of points awarded maybe awarded to a State educational agency or local educational agency if such State educational agency or local educational agency proposes in the grant application to use research proven programs, when appropriate....

SEC. 9101(37). RESEARCH PROVEN PROGRAM....

(A) IN GENERAL. The term “research proven program” means a program that is determined to be a qualified program pursuant to to subparagraph (B), and that is evaluated in not less than two studies, both of which meet the following minimum criteria:

(i) The program was compared to a control group using alternative or traditional methods.

(ii) The study duration was not less than 12 weeks.

(iii) Program and control schools were equivalent at pretest in achievement (within 0.5 standard deviation). Analyses of posttest differences are adjusted for pretest differences.

(iv) The post-test measures used to compare program and control groups is a valid standardized or criterion-referenced test, such a State accountability test, and is not inherent to the program. For example, tests made by program authors, or tests of content not studied by control students, do not qualify.

(v) The sample size of each study is not less than 5 classes or 125 students per treatment (10 classes or 250 students overall). Multiple smaller studies may be combined to reach this sample size collectively.

(vi) The median difference between program and control students across all qualifying studies is not less than 20 percent of student-level standard deviation, in favor or the program students....

RESEARCH-PROVEN REFORM IN READING FIRST.... SEC. 1202(c)(2)(C). PREFERENCE. - In making subgrants to eligible local educational agencies, a State educational agency shall award competitive preference points equal to 10 percent of the total number of points if applicants propose to use research-proven reading programs....

SEC. 1208 (6) RESEARCH-PROVEN READING PROGRAM....

(A) IN GENERAL [Reads as Sec.9101(37), but substitute “research-proven reading program” for “research-proven program]....

(B) REVIEW. -

(i) IN GENERAL. - The Department shall constitute a review panel to review scientific reviews of reading evaluations and determine which programs qualify as qualified research-proven reading programs.

(ii) PANEL MEMBERS. - Review panel members shall have expertise in scientific research review and in scientifically-based reading research, but may not have financial or personal connection with the authors or publishers of any program.

(iii) PANEL MEETINGS. - Review panel meetings shall be open to the public and minutes shall be made available to the public.

October 23, 2007

K-12Lead of the Week

Student Information Systems remain a wide-open, if highly fragmented market.

From the October 22 issue of K-12Leads and Youth Services Markets Report.

Announcement: Student Information System Due November 21 (Oct 17), Stockton Unified School District, California

Their Description: Stockton Unified School District is asking for proposals to provide an integrated enterprise Student Information System.... as conceptualized in Figure 1. SUSD’s primary goal... is... a system... for the next seven to ten years (and).... a vendor partner who will grow with the district’s needs.... The proposed... System must include....

• Student enrollment, student entry and withdrawal, daily and period-by-period attendance accounting including Average Daily Attendance (ADA), student grading and grade reporting, student discipline, student testing and assessment, student scheduling, special education, student health, and district, state (CDE), and federal compliance regulations and report generation.

• [Interface] with.... a library management system, student transportation system, district calling system, testing/assessment system, and the SUSD human resources system as well as the California Department of Education CSIS.... (SUSD) currently maintains its student information using... SASI xp by Pearson School Systems.... Additional... information... is maintained by multiple data systems.... managed in both electronic and paper formats with records located in centralized databases as well as... departments. The K-8 schools use SASI xp... and Data Director.... Special Education students are managed by... GoalView by Learning Tools International.... [H]gh schools use SASI xp...

• [A] complete system consisting of software, hardware, installation, software customization, training, and software support, including all standard SUSD, CDE, and federal reports.... All legacy and historic student data will be converted to the new SIS system by the software vendor...

SUSD is seeking a single supplier...

My Thoughts: Without an “integrated student information system,” it will be very hard for any district to leave no child behind (or, for recent edbizbuzz readers, even 20 percent). Each of our nearly 15,000 school districts will eventually “make or buy” one. As this RFP suggests, the phrase remains an oxymoron rather than a description of reality on the ground, and so a worthy market. (See also DeKalb County, Georgia, and other districts across the country.)

I last looked seriously at the supply side of student information services in 2003, courtesy of work done for New American Schools by the Parthenon Group. At the time, the market was highly fragmented. Perhaps six providers trying to do it all, sharing well under half the total revenues, and hundreds of local, state and regional providers doing bits and pieces of the rest.

Mergers and acquisitions have since reduced the number of top players, but I don’t see a vast increase in their market share. If a truly dominant player is to emerge, it will have to offer both parts of a system that can operate with what client districts want to keep, and whole new systems or replacements. That’s a tall order and a tough business strategy to pursue.

October 22, 2007

Do We Have the Capacity to Achieve NCLB's 100/2014 Goal?

The reason schools and districts are not making AYP is not that NCLB’s “100/2014” lacks realism – the nation is just too far from that goal for it to have any practical relevance to arguments about progress on the ground today. Moreover, the “existence theorem” has been proved. We can find examples of success in schools located in wealthy suburbs with small minorities of historically disadvantaged student groups and schools dominated by those groups in economically deprived urban centers.

A lack of political will is a more plausible explanation, but a partial explanation. After seven years of implementing NCLB, it’s reasonable to argue, and maybe self-evident, that schools in need of improvement, corrective action and restructuring lack the capacity to change.

Many (certainly not all) of the schools that have made AYP despite their challenges, while comparable schools have failed, have benefited by working with for and nonprofit organizations in the business of improving schools. This at least suggests that failing teachers, principals, schools lack some mix of the diagnostics, training, techniques and materials required; especially to help disadvantaged and historically neglected student groups.

At some very fundamental level of practicality and morality, public education's lack of capability is a reason to abandon 100/2014. If the nation cannot address the capacity gap, we can hardly punish schools that miss AYP because they lack the means to do better. If the supply of products, services and programs cannot address disparities in the technology of teaching and learning, we can hardly blame schools. To hold educators accountable for results - especially with the historically neglected subgroups that are the focus on NCLB, we have to be able to show some capacity to meet the needs of these students at scale.

This is a truth governors and state legislators understand. It’s one thing to support high standards and accountability if the capacity exists to raise student performance. Even in the face of institutional opposition to change, a political leader might be prepared to take on the challenge – if he or she is convinced improvement is technically feasible. It’s quite another to continue the political battle for school reform if standards and accountabilty legislation identifies and punishes failure, but there is no practical way to improve performance.

After seven years of NCLB implementation, I think governors and state legislators who once saw the advantage of blaming the feds for pressures on public education's adult stakeholders to change, have become at least discouraged by the meager evidence of national capacity. Any observer of the reading, math, privatization, charter, voucher or other "education wars" at least knows that overall the evaluations suggests that the new ideas are about as likely to improve student and school performance as the old. And when politicians measure the political pain caused by NCLB today against the promise of improved performance tomorrow, continued supported for the law has become an unattractive proposition.

Today's political context was not forordained. When the 2014 goal was set in 2001, it was not unlike 1961 when President Kennedy set the goal of placing a man on the moon and returning him safely to earth by the end of the decade. No one knew exactly how to achieve either, but research suggested it was possible, and there was reason to believe that if we engaged the private sector, government policy could take us there.

We got to the moon by breaking the challenge into manageable parts and tackling each in sequence: suborbital flight with one man; orbital flights with one, two and three men; docking maneuvers and spacewalks; a trip around the moon; and then a landing and return.

In NCLB we simply set the goal and left the solution to schools and private providers. I love markets, but they need guidance and direction from government.

The challenge of school capacity breaks down to four parts, and government has a role to play in each:

• We don’t know exactly how some schools make AYP - with or without school improvement programs, while others don't.

• To the extent that we do know, we haven’t learned how to scale the solution(s) well.

• To the extent that we have learned to offer the solution(s) to new schools, we haven’t given the new solutions’ providers much of a chance to compete in a market that has favored brand over results.

• To the extent that we have favored what works, it hasn't been enough to attract the investment required to actually serve schools.

None of these problems is an absolute bar. The solution to each is a matter of government policy, call it "industrial policy."

And call that the subject of future edbizbuzz postings.

October 21, 2007

Does a Lack of Political Will Make NCLB's "100/2014" Impossible?

There are three potential reasons the 100/2014 goal might be impossible:

The first is that the goal lacks realism in some existential, absolute sense. As noted Friday, that argument would have more credibility if its makers were achieving 90% and the year were 2012, instead of 60, 70 or 80% today.

The real protest gets to the second possible reason. Opponents of 100/2014 would like to conflate their inability to reach the lower targets with the impossibility of the higher. The fight against 100/2014 is not about the higher goal for students. That's a diversion. The underlying issue is what must happen to adult interests if the public school system is to get anywhere near the vicinity of 100/2014 and the stability of the balance of political power among adult stakeholders if those changes are made.

The second reason it might be impossible to achieve 100 percent student proficiency by 2014 amounts to a lack of political will.

Here's what the industry ought to be saying....

Political Will. None of the innovations required by NCLB were welcomed by state education agencies, school districts' boards or superintendents, or the teachers unions. The law was challenged as an unfunded mandate in the courts. Its standards, testing measures and rules about student populations were manipulated to assure the maximum number of schools made Adequate Yeartly Progress, rather than identify real student needs. Supplemental Education Service provisions were undermined through active and passive resistance. Restructuring has been something of a joke.

It's just not credible to argue that states, districts and unions were motivated to resist NCLB implementation from "Day One" in 2001 because they believed it's impossible to make every student proficient.

A far more plausible explanation is that incentives to resist arose from how NCLB moved power in k-12 education from the states to the federal government; from school districts to parents; and from a market based on arbitrary relationships between administrators, publishers and local consultants, to one driven by objective measures of performance favoring evaluation-based products, services and programs.

It is equally reasonable to argue that if what it takes to move in the direction of 100/2014 is a decentralization of authority from states to districts to schools, and greater reliance on a review of outputs rather than a control of inputs, institutions threatened by the change will resist. State agencies, school boards and superintendents, and teachers unions, whose power has been based on central control of inputs with virtually no accountability for outcomes have not been eager to give up power or favorable rules.

States are used to regulating down to the classroom. They are not used to answering to Washington for performance. School boards are used to political interference in their own individual schools, but not to seeing a spotlight placed on schools that serve the mainstream well but minorities quite poorly. Superintendents are comfortable with sole command of a multi-million/billion enterprise, but not portfolio management of independent schools. Teachers unions' influence over school systems disintegrates if they cannot exercise the privilege of seniority over assignment and pay grade.

Any leader of any of these institutions looking at what it will take to radically improve student performance can only be worried about what it means for their organization and the adults they represent. The vast majority can only be expected to balk, and do what they can to slow things down. And that's what they've done.

Bottom Line: It is simply impossible to meet the individualized needs of student subgroups - precisely what is required to get in the vicinity of 100/2014, without giving schools a kind of authority that undermines the power of public education's traditional adult stakeholders. Institutions resist this kind of assault with everything they have; state education agencies, school districts and teachers unions are no different.

Tomorrow: Where there's a will, there's a way. Not exactly. Public education lacks the capacity to approach 100/2014. Both the traditional k-12 education industry and its new "school improvement" rival share some blame.

October 20, 2007

What DeVry's Entry into Online High Schools Means for Virtual EMO K12

DeVry Inc., a publicly held firm you probably associate with television ads for adult technical education, is coming to public schooling. Today it signed an agreement to acquire Advanced Academics Inc., a venture-backed provider of online education for high school. AAI's clients include virtual high schools formed by school districts and as charters as well as traditional "bricks and mortar" public schools who employ online courses to supplement their own teaching and learning capacity.

I bring this transaction to readers' attention because of previous edbizbuzz postings about "virtual EMO" (Education Management Organization) K12's proposed initial public offering, an opportunity I have not embraced.

On the one hand, DeVry's entry into the market says that at least one investor believes online public education is something to consider, so maybe K12 is worth looking into. I don't disagree. My view is that on review K12 is a risky investment, for reasons stated earlier.

One of those reasons was that others will enter a market in a service that is becoming commoditized. Public education doesn't need the "turnkey solution" to online education it required even five years ago. More important, it will need it much less five years from now.

State education agencies in particular are setting up their own online activities and seeking courses, professional support and technical infrastructure. Like the bricks and mortar EMOs, the virtual EMO is only a contractor who can be replaced. As it builds capacity in its public school partner, it necessarily looses bargaining power to its client. Lots of providers can offer something that goes into an online school, and administrators are moving towards becoming their own general contractors. My own work listing RFPs weekly for several years through K-12Leads and Youth Service Markets Report leads me to argue that this car is fast being cut up for parts.

A second reason was that more powerful providers would find the market attractive and reap whatever benefits may have been created by K12's "first mover" efforts. DeVry's acquisition of AAI is presented as evidence.

Investing now in DeVry is to invest in a firm that has diversified its risks - and just maybe added to the pipeline for its post-secondary students. Investing in K12 is to make a bet on a firm that's placed all its eggs in one basket.

October 19, 2007

What the School Improvement Industry Ought to be Saying About "100/2014" and the "Impossibility Argument"

As a whole, the school improvement industry has tended to respond to potential changes in a reauthorized No Child Left Behind that threaten sales from a position of thinly veiled self interest. What passes for a public policy argument is that the kids who use their services will lose a benefit. Whether that argument is made sincerely or cynically, it simply misses the larger point in opposition to the law as it now stands – that the idea of one hundred percent student proficiency in core subjects by 2014 amounts to an impossible dream, and an unrealistic basis for public policy.

NCLB’s bedrock principle is “100/2014.” Unless the “impossibility argument” is addressed head on, the entire market for school improvement services is vulnerable to death by a thousand amendments.

What should the industry be saying?

There are three reasons the 100/2014 goal might be impossible:

• The goal lacks fundamental realism. In some existential, absolute sense, no matter where the bar for proficiency is set, some students won’t pass.

• Our system of pubic education lacks the will required. The protection of other institutional values is more important than making AYP through 2014.

• Schools lack the capacity they need. Educators haven’t been given the wherewithal to bring students up to minimal standards

Realism. Today’s debate centers on the goal’s grounding in fundamental reality. And if we use a proficiency standard comparable to other highly developed economies, I doubt every student in America will pass. But many states standards fall well below our international economic rivals, and even our own benchmark, the National Assessment of Educational Progress.

It is ironic that in 2007 people are arguing the 100/2014 is an impossible dream. I would have a great deal more sympathy if this was 2012 and schools were meeting a 90% target. What many opponents of the goal really mean is that they don’t think schools can’t meet today’s 60, 70, or 80% AYP target. An alarming number of schools are so far from meeting their own lower standards with African-Americans, English Language Learners and students with special needs, that is entirely unclear what requirement they could meet.

That slight of hand ought to be called out by the industry, because these opponent’s real argument implies the continuation of widespread mediocrity and a return to the days when the system turned a blind eye to the economically and socially disadvantaged.

Bottom Line: After a heart attack, a man is advised to work with a fitness coach. After failing to complete four laps around a quarter mile track, the fellow rationalizes his lackluster performance by saying “it’s impossible to run a three-minute mile.” Maybe so, but the argument isn’t relevant to the matter at hand.

Tomorrow: The role of political will in 100/2014.

October 18, 2007

Should/Does the School Improvement Industry Have Anything to Say About 100% Proficiency by 2014?

Over the last several days, I've seen a spate of articles on the large and growing number of schools in need of improvement under No Child Left Behind.

Stephanie Banchero
of the Chicago Tribune notes that some 900 Illinois schools missed state targets Adequate Yearly Progress, up 30% from last year. Another 572 schools would have joined them, but for changes to the meaning of "pass" on state math and reading tests.

In the New York Times Diana Jean Schemo notes that 441 schools in Florida, 77 in New York state, and even 49 in Baltimore, Maryland fall into this category. Over 1000 California schools are failing, and the state predicts 6,063 by 2014.

Philip Ireland of the North County Times, quotes the school board president of Carlsbad Unified School Districts - one of the best in the state - Kelli Moor: "Within two to three years, our school district will be in the headlines for failing." Schemo quotes Guadalupe Parama, director of high schools on the East Side of Los Angeles Unified School District: "What are we supposed to do? Shut down every school?”

That depends on why schools aren't making AYP.

It's an important question, and not just for politicians and eduwonks debating NCLB reauthorization. Proficiency targets are the single most important factor determining the size of the school improvement market as measured by potential sales revenues.

No Child Left Behind requires that by 2014 every student in every public school in the United States will achieve proficiency in math, reading and other essential subjects, as measured by state defined tests against state-defined standards. In the interim, schools must meet an ever rising set of targets on the way to the 100 percent goal, and not only for students as a whole, but for significant subgroups, the most important being students with special needs, English language learners, and African Americans.

In the midst of the debate over NCLB reauthorization, critics from the left, right and center; Democrats, Republicans and independents; eduwonks, educators and elected school leaders, are saying the goal of 100% proficiency is impossible. At current course and speed, I think it’s a safe bet that politics will compromise this objective substantially in NCLB II.

The charge goes to the core of a de facto (if unrecognized) federal industrial policy towards k-12.

NCLB’s role in the development of a school improvement industry is straightforward. In any given year, in any given state, the percentage of proficient students the state has set as a benchmark, the rigor of the standard defining proficiency, and the rules governing what constitutes a passing grade for proficiency, define how much money will be spent on school improvement services. Most observers focus on the market created when schools fail to make Adequate Yearly Progress. Students obtain a right to tutoring (supplemental education services) purchased by the government at as much as $2000 per student. Schools become eligible for support services and eventually subject to the possibility of private takeover. In my view, the more important market opportunity consists of the schools that want to avoid failure by addressing the needs of students who are not making proficiency. In either case, the more demanding the expectations of AYP are, the larger the potential addressable market becomes; the less demanding, the smaller.

Does the school improvement industry have anything to say about the substantive debate over proficiency and AYP? After seven years of experience with the implementation of NCLB with hundreds of thousands of students in thousands of schools in every major urban area in every state, it should.

I have heard a good deal of opposition from Supplemental Educational Services providers acting through the Education Industry Association that changing NCLB’s school accountability rules will reduce the number of students eligible for their services. I've heard their appeal to feelings that those kids need assistance. But the arguments have not been grounded in a view on the basic public policy. I’ve yet to hear or read anything on proficiency objectives as a public policy matter from the other school improvement industry’s trade associations. If there are policy statements, I'd be more than happy t publish them at edbizbuzz.

Trade groups that can’t or don’t relate their self-interest to the larger national interest doom their industries to the margins. That imperative requires the school improvement industry to engage the question of 100% proficiency by 2014 head on.

Tomorrow:
Three substantive reasons why the 100% goal might be impossible, and what the school improvement industry ought to be able to say about each.

October 17, 2007

This Week's Podcast: Why School Improvement Marketing Reps Need a Bit of the Eduwonk

Nonprofits Teach for America, New Leaders for New Schools, Green Dot, and KIPP sell to the same school districts as for-profit school improvement firms. Their gross revenues are smaller than many for-profit providers. Most have no explicit marketing budget. Yet, they are as close we get to “household names” with the buyers of school improvement offerings.

It’s hard to beat their success generating free publicity. What’s the secret? Their leaders and staff understand education politics, policy and evaluation. And they “sell” their offerings in the context of the ongoing debate that is the real subject of all education reporting. Listen here.

October 16, 2007

K-12Lead of the Week

Some RFPs should be seen primarily as opportunities for winning future work.

From the October 15 issue of K-12Leads and Youth Services Markets Report

Announcement: Promote Quality Middle Grades Teachers Training Programs Due November 2, South Carolina Education Oversight Commission

Their Description: To promote the development of high quality middle grades teacher training programs, the Middle Grades Initiative has worked with the State Department of Education (SDE), the Commission on Higher Education (CHE), and other stakeholders to organize support for the IHEs’ efforts to initiate middle grades programs. Starting during FY’02 the Middle Grades Initiative began preliminary deliberations with the IHEs, the SDE, and middle grades stakeholders on program quality, growth, and development through a contract with the SC Middle School Association. From FY’02 through FY’07, the Middle Grades Initiative vigorously promoted quality teacher preparation programs with the continuing assistance of middle grades stakeholders and a qualified contractor. During this time, middle level teacher training programs increased from the existing two to fourteen IHEs; and the concerns of the middle level were brought to the forefront in discussions with the SDE, CHE, EOC, IHEs and other stakeholders....

The contractor must....

• collaborate with SDE Division of Educator Quality and Leadership and the Commission on Higher Education;

• assist IHEs which have started new programs; and provide support as IHEs prepare to meet new NCATE guidelines;

• provide priority support to those IHEs which are the most likely to start middle grades programs and have the best capacity to train the most teachers in both undergraduate and graduate programs;

• assist the remaining IHEs to investigate and plan start-up of middle grades programs at undergraduate and graduate levels;

• collaborate with middle grades partners to estimate the annual hiring needs of middle schools as compared with likely production of graduates from in-state IHEs plus predicted hires from out-of-state; and assist IHEs in increasing their production of graduates to meet local educational agencies hiring requirements;

• monitor impact of the No Child Left Behind Act and the progress of the Success in the Middle Bill of 2007;

• hold quarterly face-to-face and/or electronic meetings for IHEs, SDE, CHEs, and other stakeholders to discuss the challenges and possibilities for creating quality middle grades programs (additional meetings may be required as conditions present);

• identify needs and challenges of IHEs in developing quality middle grades programs so that the middle grades stakeholders in South Carolina can address them;

• make stakeholders aware of successful middle level teacher education program models and highly effective middle level schools;

• support networking of middle level professors and other stakeholders through professional activities that promote the development of quality middle level teacher education programs....

Maximum budget allocated to this project is $37,500 per year.

Our Thoughts:
This RFP certainly reads like someone has a winner in mind - too much work for too little money.

Nevertheless, this kind of project could hold a lot of potential. Middle grade teacher preparation across the state; an outside contractor (so outsourcing is already happening); and all kinds of ties to schools, teachers’ colleges and state education agencies. A professional development provider in the region might do well to devote an existing staff member to the project and see where it leads. ••••

October 15, 2007

District (De/Re)Centralization Influences the School Improvement Industry

Washington, DC is joined by Seattle, Washington in its leaders' efforts to do a better job of central control. In DC, Chancellor Michelle Rhee is trying to get hold of a bureaucracy that decades of leadership failures left untethered. In Seattle, Superintendent Maria Goodloe-Johnson, is reversing her predecessors' deliberate plans to push decisionmaking authority to individual schools.

It’s no great secret that I prefer decentralization as a matter of public policy. It's also a better choice for the school improvement market.

As for public policy, I think we will get better student outcomes by letting individual schools respond to their unique human circumstances, than by requiring every school to respond to decisions made for every human by any superintendent. Moreover, I believe the first scenario will attract the most competent educators, while the second leaves the district with the least capable - and so left with no alternative but centralization.

Can I prove my policy case for district decentralization with evaluation? Not at this point. But I can say that the last fifty years of commitment to the strategy of centralization have offered a pretty good case for trying. The overall record certainly doesn’t provide much of argument for re-centralizing DC or Seattle.

The choice of centralization or decentralization is not an "academic matter" for school improvement industry leaders. A market consisting of over 10,000 school districts is quite different from one made up of over 100,000 schools. Sticking with the first reinforces the marketing advantages today’s large providers – the publishers. Moving to the second changes the rules of the game, and so opens up sales to hundreds of small, innovative- and research-driven providers.

I don’t see how we get the educational programs we need to improve student achievement if we leave school improvement to superintendents who seek programs that will work across their districts, and providers able to block all but their sister oligarchs from the marketplace. I can see it happening with principals who purchase programs that meet their needs and providers whose marketing advantage is based on demonstrated results with like-minded clients.

More later on the link between public policy and market structure - i.e., industrial policy.

October 13, 2007

Don't Buy the "Emergency Powers" Argument for the District of Columbia Public Schools

What powers!

What emergency?

There's no "state of emergency," no need for dictatorial authority, and no relationship between the real predicament and the requested powers.

Imagine if President George W. Bush and Robert Gates were to argue for making every civil servant in the Office of the Secretary Defense an "at will" employee responsible to the Secretary, who would determine which employees would stay or go based on their performance over the next ninety days.

Their justification? First, a state of emergency brought on by wars in Iraq, Afghanistan and against Islamic terrorism. Second, the failure of the Department of Defense bureaucracy to identify weapons of mass destruction in Iraq, supply our troops with up-armored vehicles, prevent the abuse of prisoners at Abu Graib and Guantanamo, and take adequate care of wounded troops here at home, just to name a few shortcomings.

You decide the details of the response from Congress or among the public, but it's pretty clear it would not be positive. First, the Second World War didn't require turning the civil service over to the personal control of an appointed cabinet official. Surely the Republic is under no more serious threat today. Second, the failures cited were not fundamentally ones of the bureaucracy's inability to execute policy, but of the political leadership's decisions about policy.

Third, there are very good reasons civil servants are not at will employees. We don't want them beholden to politics. We don't want them to so fear for their job security as to put loyalty to the boss above loyalty to the people. We don't want department heads to think they have such power. And we don't confine this idea to the national security apparatus, domestic law enforcement, or the tax collectors. We extend it to the entire government, right down to the local level.

So why is it even debatable whether the District of Columbia City Council should give Mayor Adrian Fenty and Public Schools Chancellor Michelle Rhee precisely this power over the school system's central office?

Stop, think.

What they are saying is:

1) The public schools are in a "state of emergency," a stretch of that term's general meaning that seems worthy of Vice President Cheney. They want the City Council to state that public education in the District - by which I presume they mean overall student performance - is in such dire straights that these elected officials must eliminate civil service protections so that the Chancellor can decide who in the central office will have a job.

2) The central office is the problem. It's why paychecks haven't reflected what many teachers are owed, the district pays too much for external special education, schools aren't ready for kids in September, etc., etc.

3) There is a direct and immediate relationship between 2) and 1). That is, unless the central office staff can be made personally responsible to the Chancellor immediately - and subject to her assessment of performance, there's just no way the Mayor and Chancellor can improve student performance.

I don't buy any of it, and I don't see why the City Council should either.

1) We can't possibly be in a state of emergency so dire that the Chancellor needs to be given absolute power over the school system's civil service. Even if she and the Mayor are as pure as angels, what about the next Chancellor, the next Mayor? The Roman Senate gave dictatorial powers to Caesars when barbarians were at the gate, and found it hard to see those powers returned. I don't see the barbarians; do you?

2) The bureaucratic failures cited are of policy making, not policy execution. O.K., unlike Bush, Fenty and Rhee weren't "the deciders" who got us into this. But just like their predecessors who did by failing to use existing powers, they could use those same powers to get the system out of the mess. For the Mayor and Chancellor to say otherwise is to admit they are no more competent to run the government under the same rules that apply to every jurisdiction in the country than the folks they've just replaced. By that logic, the Mayor could just as easily have given the power to former Superintendent Clifford Janey and dispensed with hiring Rhee.

Yes, It's easier to dictate policy without the restraint of law, but that's not how we run this republic - and it's certainly not how a jurisdiction that wants statehood demonstrates its maturity.

3. There's no relationship between the supposed emergency and the requested powers. If the Chancellor fires every single central office employee tomorrow, reorganizes, and hires people she deems competent by the end of the week, there will be no change in student performance. For her and the Mayor to imply that student performance can't improve without the central office they'd prefer is ludicrous. There is simply no reason why the Chancellor can't put in some extra effort/people/funds to use the procedures already in place to do what she and the Mayor deem necessary to improve central office operations and terminate incompetents, while at the same time doing the other things required to improve teaching and learning in the classroom, and accountability and support in the schools.

October 12, 2007

The Central Office (V): Doing Things Wrong or Doing the Wrong Things?

The fundamental problem the central office presents to those interested in school reform isn’t bureaucratic obstructionism, individual shortcomings, an excessive draw on resources, ineffective procedures, or its very existence in the structure of school districts.

The problem is that school boards and superintendents are asking it to do the wrong things.

Unlike the teachers’ union, the central office is not a force independent of the superintendent and school board. Yes, it can go haywire without adequate supervision. Nevertheless, a superintendent who makes regaining control of a runaway central office a priority has the power to terminate staff members who get in the way of reform.

The central office may well be inefficient. But the urge to streamline only strikes superintendents when the entire budget is out of whack and the system is in a financial crisis. This is rarely a time for well-considered judgments about activity costing. The money saved doesn’t end up in the classroom. At best it keeps classroom budgets from being cut.

The central bureaucracy is slow to respond to school needs, primarily because school boards have not invested in effective information support systems, and have allowed it to become a place where professionalism fights a constant battle with patronage.

In short, if the central office is a monster to be mowed down – school district leaders might start with themselves, because they define it.

This gets to the heart of the matter. The central office gets in the way of school improvement not because it’s doing things wrong, but because it’s doing the wrong things.

In my own experience scaling up a dozen New American Schools’ and affiliated Comprehensive School Reform models in hundred of schools in dozen of districts, I certainly heard principals and teachers complain that “central” was making it hard, maybe even impossible, to implement the design they had selected for their school. But the protest wasn’t that books were late or the air conditioner wasn’t working, although those might well have been true.

The problem was far more serious. Activities that the school deemed essential to the implementation of its design were contradicted by policies the central office enforced. Invariably, the time teachers needed to conduct planning and other activities essential to address teaching and learning issues at their school was preempted in whole or part by district-wide training activities. Invariably, the school had adopted a design that featured some element of curriculum or instructional strategy that was inconsistent with a district-wide approach. The planning schedule and instructional strategy were part of the package the district had offered schools to choose, not post hoc decisions made by teachers after design adoption. Indeed it was often the case that district-wide policies were promulgated after design adoption. Of course, the district policy trumped the schools model.

The problem with the central office is the decision of school boards and superintendents to use it as an instrument of central control. The problem is not a central office; the independent charter school movement shows the disadavantages of giving up an important means of capturing economies of scale in school support, and some centralized activity is required to collect the information on performance for school accountability. But if school systems are serious about school improvement and holding schools accountable for performance, they have to give schools full control at least over decisions about time and curriculum

Mowing down one set of bureaucrats only to replace them with another performing the same control functions won’t get us to better schools.

October 11, 2007

The Central Office (IV): Why Schools Don’t Get Support?

So far this series has explained why two commonly cited reasons to mow down the central office bureaucracy don’t pack much punch.

Bureaucracies are not independent actors aimed at wrecking reform, and employees who have that effect can be let go if district leaders have the will to do so.

The bureaucracy may be seen as a source of funds for teaching and learning. Nevertheless, because central office budget cuts invariably take place in the context of an overall shortfall, classrooms rarely end up with more money at the end of the exercise.

What of the third argument? Surely the central office can be demonized for its lack of responsiveness to schools? Again, let’s not be hasty.

Sluggish Support. In his October 3 speech to the National Press Club on urban school reform, District of Columbia Mayor Adrian Fenty told a classic story of central office bureaucracy. The Mayor visits a school, sees that it is short of essential supplies and materials. He asks why, and is told that the central office rejected the requisition form – and the whole order - because it was a over the limit by a dollar and some change. Fenty concludes this vignette with the obvious point that something is wrong with this outcome and the system that produced it.

No doubt something went wrong. But should the audience have inferred that the problem was the central office bureaucrat or the bureaucracy? Is it really that simple?

The Mayor could just as easily told the story of the central office official who hired her friends to work in the charter school office, or the one about the excessive car benefits for DCPS personnel. Those stories would have concluded with something about his plans for procedures to stop waste, fraud and abuse.

Guess what? Those were the procedures the central office official was following when he or she rejected the purchase order. On balance, district leaders would prefer stopping the purchase order with the dollar forty overage, than to give employees discretion that allows them to defraud the system of hundreds of thousands of dollars. This bureaucrat was doing his or her job.

My own view is that the “proximate cause” of the school’s lack of materials was the principal at the school. He or she did not know the limit, did not check the total cost, or did not check the math. I’d like to think that when the central office staff member got the form, a call was put into the school to solve the problem. What we don’t know is whether this form was sent in two months before the deadline or two day afterwards; the revisions to the form would require the principal to sign again, necessitating the form to be sent to the school or the principal to come down to central; and a whole host of other factors that bear on responsibility for the result. But we do know that the problem started at the school, not the central office.

School system support structures are slow for three reasons. First, as noted above, school district leaders have not sought a bureaucracy with vast discretion, they want bureacrats to make sure there is no waste, fraud or abuse. As a result, “support” structures emphasize restraint over speed.

Second, because the leadership has decided not to invest, central office support structures have not benefited from thirty years of corporate experience with information systems. Many processes are not automated, there are few databases, and there is little linkage across departments.

Finally, patronage has been at least as important to the hiring of central office staff and managers as professionalism. If professionalism isn't valued, it's no surprise that training in key areas like purchasing is sub par. This history is why so many superintendents and mayors are now trying hard to hire managers away from business.

We came back to a common theme. The bureaucracy doesn’t set policy or promulgate procedures. The bureaucracy works with the support system the political leadership provides. The bureaucracy follows policies and procedures set by school district leaders – the school board, the city council, the mayor, the superintendent. If those policies are not meeting the needs of schools, we don’t want the bureaucracy to make up new ones or devise clever work-arounds. We want the districts leaders to make the development of appropriate policies and procedures a priority.

Bottom Line: The process of school support isn’t working in many school districts. The fault lies not with the central office, but with the district leadership that approved the sluggish process.

October 10, 2007

This Week's Podcast: Can One Hate the Central Office Yet Love the CMO?

Adherents to the New Philanthropy believe that public schools need central direction. They just think they could do a better, smarter, cheaper job of it.

The Charter Management Organization (CMO) exemplifies that strategy - its schools are no more autonomous than those of any traditional district.

In the case of District of Columbia Public Schools Chancellor Michelle Rhee, painting her staff as a monolithic class of recalcitrants, and asking for an end to civil service protections so she can be rid of them, simply makes it easier to replace one central office with another more loyal to her regime. Listen here.

October 9, 2007

The Central Office (III): A Source of Money for the Classroom?

On examination, the first argument for mowing down the bureaucracy isn't all that powerful. The central office does not deliberately interfere with school improvement policies as an independent actor, and the individuals who do could be removed if district leaders made following procedures to do so a priority.

The second argument, that the central office draws more funds than are required for its activities, and cuts to its budget will go to the classroom, is equally marginal.

Money for the Classroom. If the central office can do its job with fewer people, any humane superintendent should see that the staff is downsized through attrition and reassignment. Still, as a general rule, downsizing does not increase the amount of money available to the classroom. Typically, districts are compelled to make central office cuts because the budget is already out of balance. Classrooms may see a greater percentage of the budget when the central office is cut, but not more money.

In the District of Columbia, Mayor Fenty is asking the city council for an additional 75 million in spending for the schools - after turn-around advisors Alvarez and Marsal found 74 million in potential savings across the system.

See also: Philadelphia; Florida; school districts; Greenville, South Carolina; and Flagstaff, Arizona

Bottom line. Streamlining the central office makes sense, but more often than not central office cuts leave a bureaucracy with the same responsibilities and fewer people, and offers the superintendent a temporary respite from ongoing pressures to reduce classroom expenditures.

K-12Lead of the Week

Shot in the Dark? Or Market Opening?

From the October 8 issue of K-12Leads and Youth Service Markets Report

BISD%20RFP.jpg

October 8, 2007

The Central Office (II): Dysfunctionality's Cause or Symptom?

As the instrument of and transmission belt for policies made by every school district's elected and appointed leadership, the central office should be a force that accelerates school reform. Instead, it's been a drag.

Before deciding that "the central office" is responsible for the crisis in urban school reform, and cheering what at least one group of eduwonks calls District of Columbia Public Schools Chancellor Michelle Rhee's "vow to mow down the bureaucracy," it's worth taking a closer look at its role in a district , where and how it's become dysfunctional, and the likely impact of proposed changes on teaching and learning.

In theory, the central office might interfere with school improvement in four ways:

• Obstructing reform efforts - actively or passively but, in either case, deliberately.

• Drawing more funds than are needed for its activities, and so “taking money from the classroom.”

• Following procedures that are too sluggish to support schools' real needs.

• Performing functions that make it harder to improve teaching and learning.

As a general rule, new school district leaders committed to reform emphasize the first three. Nevertheless, all but the last have a marginal impact on efforts to improve teaching and learning. And all, including the last, are well within the control of any school system’s leadership. They require hard work and will, but not extraordinary intelligence or even vast creativity. Finally, none require making an enemy of the bureaucratic class. Indeed, that approach only makes the new management's job that much harder.

Deliberate obstructionism.

In all my experience at New American Schools supporting the efforts of a dozen organizations to implement Comprehensive School Reform models in hundreds of schools under Memoranda of Understanding with dozens of districts, I never once encountered a case where the bureaucracy or even individual bureaucrats acted with a deliberate intent to wreck the superintendent’s reform plan. I’ve seen individual laziness, stupidity, indifference and borderline criminality in every bureaucracy I’ve ever worked with at the federal, state and local level, in domestic and national security policy. Still, I have never seen the bureaucracy as a whole adopt an intentional campaign to grind the wheels of change to a halt.

For what it's worth, I can’t say the same of teachers' unions. I have seen "working to the rule," slowdowns, walkouts, sickouts, refusals to permit school-by-school variances to collective bargaining agreements provisions, political campaigns to change the school board etc., etc. used to block a superintendent's reform plans. These results from deliberate union leadership decisions to draw on the standard set of tools every union has to make its interests known to management. I'm not saying these tools have or lack legitimacy. I'm just pointing out that the central office doesn't work as an independent, unified, rational actor in any school district.

That said, individual staff in the central office do get in the way of reform. Where staff members are not doing their jobs, they should be helped, reassigned to places where they can be helpful, disciplined or fired. In the case of the DC Public Schools, Chancellor Rhee has managed to get several employees who seem to have been individually incompetent or criminal out of the chain of command pending investigation and probable termination.

Yet the real disgrace here isn’t problem employees, so much as the fact that prior administrations' didn't get rid of them long ago. Yes, considerable paperwork and procedure is involved in firing an employee for cause. Guess what? The same is true of almost every company that approaches the size of a school district. Without procedural and substantive employee protections, it's just too easy for managers to get their institutions in trouble for sexism, racism, harrassment, and age discrimination.

Managers in large public and private institutions who want to fire someone have the burden of documenting poor performance, providing notice to the employee, offering a plan for improvement, and showing non-responsiveness. I’m sorry, but every worker deserves due process. If management wants to fire folks, they ought to be able to document their case.

Frankly, people who should be fired don’t get fired because their managers don’t find making that case a high priority relative to other matters in their in-box. In the case of DCPS, it's understandable that the Fenty Administration would like to deal with an accumulated mess of incompetents in one fell swoop. But the right way to do this is to put the required time and resources against the problem, rather than reduce the burden that protects every employee - not just poor performers.

Only by unfairly stereotyping central office workers can the Administration hope to lower standards that protect individuals against potential abuse. I find it hard to understand how a young African- American Mayor, and his young Asian-American Chancellor who almost certainly have personal experience with prejudice, are so much less sensitive to the moral issue at stake here than this 50-plus Caucasian male.

The Bottom Line:
Unlike teachers unions, bureaucracies don't block district change strategies as a matter of deliberate policy, individual obstructionism is rare, and incompetent individuals can be removed if their managers make it a priority.


Next:
Does eliminating bureaucracy really send more money to the classroom?

The School Improvement Market Beyond Education Agencies - Feds

Beyond the Department of Education, the federal government offers a cornucopia of opportunities for school improvement providers:

• Two independent school systems

• Competitive grant programs open to schools that could be vehicles for sales no less than their ED counterparts

• K-12 and youth-oriented program evaluations

• Direct grants to support providers' own basic research and program development and capacity building activities

• International education and youth development in developing countries

Again, hot-linked examples instead of a long essay.

From K-12Leads and Youth Service Markets Report

Basic Research - National Institutes of Health
• Mathematical Cognition and Specific Learning Disabilities (R01) Due October 29 (Jul 23)

Applied Research - Department of Defense
• Bootstrapped Learning (develop an “electronic student” that can be taught complex concepts incrementally over a very wide range of problem domains) Due November 29 (Nov 14)

Product Development – National Science Foundation
• Small Business Innovation Research and Small Business Technology Transfer Programs Phase I Solicitation FY-2008 Due December 4 (Sep 4)

Program Evaluation – Department of Labor
• Workforce Investment Act Random Assignment Evaluation (of Adult, Dislocated Worker, and Youth formula programs) Due October 5 (Sep 20)

Curriculum – Department of Defense Education Agency
• 7-12 English Language Arts (ELA) Due October 9 (Aug 31)

Vocational Education - Agriculture
• Secondary and Two-Year Postsecondary Agriculture Education Challenge Grants Program Due January 11 (Sep 25)

School Management – National Aeronautics and Space Administration
• NASA Explorer Schools Support Services (manage project operations nationwide) Due December 20 (Sep 5)

October 7, 2007

The Central Office (I): School Reform's Scapegoat

Truth is the first casualty of war. Why? Because it’s relatively easy to motivate popular support by settling on an enemy, fashioning a stereotype and demonizing it. It’s very hard to build that base by explaining that nothing is ever quite so clear; the world is a complex place; there’s a lot of fault to go around; and when it comes to large institutions, the root cause is a failure of leadership.

So it is with urban school districts. The public wants to fix responsibility for poor performance. When new superintendents and their managers come in to “turn things around”, the public wants to identify who is to blame for the mess and what the new team is going to do about them.

All too often the new management feels a need to throw red meat to the crowd.

Blaming parents is obviously a nonstarter. Blaming budgets doesn’t square well with the fact that most urban districts spend more per pupil than many more successful districts in the inner suburbs. Blaming political interference from elected officials is suicidal. Targeting specific schools only leads to local uprisings. Blaming teachers and principals always backfires politically, and the public has never been convinced that an attack on the teachers’ or principals’ unions is not an attack the members. Blaming janitors, bus drivers and kitchen staff would be laughable. Stating the truth, that the public school system has gradually become organized for failure, and that disorganization is ultimately the responsibility of leadership rather than employees, is unimaginable.

Hence, the interest of District of Columbia Mayor Adrian Fenty and Chancellor Michelle Rhee in targeting the school system's central office. It lacks an obvious constituency beyond its own staff. Even in a city like the District, where everyone works in, for or with government, no one really likes bureaucracy. Everyone on the planet has encountered a lazy, ignorant, uncaring bureaucrat; indeed several.

Attacking the central bureaucracy offers at least the impression of a commitment to change and some evidence of momentum. It buys time while the new leaders figure out how to address more fundamental problems – in DC, for example, an upcoming teachers' union contract negotiation. And it is an attack that has some basis in fact - the central office is part of the problem of urban school reform. Moreover, in any bureaucracy any manager can find a few truly poor performers, redundant employees, and obstructionists to make a generalized case in a way that just wouldn’t wash with the press or public if the target were teachers or principals.

I have no doubt that parents with children in DC’s public schools have no great quarrel with the Fenty Administration’s decision to take on the central office. And most education policy wonks – left or right, old philanthropy or new philanthropy, at least secretly agree when the Education Gadfly hails Rhee’s “vow to mow down the bureaucracy.” It’s understandable – everyone involved in urban school reform has been on the receiving end of “no” from someone in the central office responding to some request for a change in the rules to accommodate their school reform program. The accumulation of no’s eventually kills the program or prevents its expansion.

It’s hard not to personalize “no”. Its easy to fix responsibility with central office bureaucrats, rather than the central office bureaucracy. So while there is no greater political sin than attacking teachers as a class, it's entirely acceptable to stereotype and demonize bureaucrats.

Next: How the central office does get in the way of school improvement, the "value-added" of changes there, and why the problem is less the shortcomings of central office bureaucrats, than the failure of school district leadership.

October 6, 2007

The School Improvement Market Beyond Education Agencies - States

When providers' revenues depend on specific streams of government funding subject to political risk (witness the NCLB reauthorization debate), taking an expanded view of the market is akin to taking out insurance against business interruption.

Rather than a long essay, here are some current examples of requests for school improvement products, services and programs from states "non-education" agencies - hot-linked to their source.

From K-12Leads and Youth Service Markets Report

School Management
- Georgia Dept. of Juvenile Justice
• Middle Georgia Residential Treatment Program (develop and operate site for 30 male youth in wilderness or traditional setting providing education and treatment) Due October 11 (Aug 24)

School Management - Florida Department of Military Affairs
• About Face Charter School Due November 1 (Sep 28)

Day Care
- Hawaii Department of Health Services
• Respite services to parents with children from birth to five years residing in high-stress, high-risk environments Due November 5 (Sep 26)

Special Needs - Alaska Department of Health and Social Services
• Individualized Behavioral Health Services w/Additions (for severely emotionally disturbed children under the age of 21) Due Open (Apr 9)

Curriculum and Instruction
- California Conservation Corps
• Driver’s Education and Training Due October 12 (link)

Vocational Education - Indiana Department of Workforce Development
• Pre-Apprenticeship Training Program Services for Construction Trades Due October 30 (link)

Program Audit
- Iowa Depatment of Human Services
• Independent Verification and Validation for the Healthy And Well Kids in Iowa (hawk-i) program Due October 30 (Sep 26)

October 5, 2007

And Another Thing (About Rhee)

If you were an MBA candidate discussing the District of Columbia’s public schools as a case study at the Harvard Business School, would you propose that the Chancellor treat her central office as demoralized troops, or an enemy army? Would you deal with poor performance as a series of individual cases, or would you favor blanket indictments of the organization? If you believed that central office performance was universally poor, would you propose that she dress the troops down in a staff meeting behind closed doors, or in front of the camera for national television? If you found that improvements in efficiency made it necessary to reduce staff, would you want the Chancellor to show some compassion in front of the press or tell radio reporters “that’s not my problem?”

If Michelle Rhee were that student, I find it inconceivable that she would defend the choices she’s made as Chancellor. They are so obviously self-defeating.

K-12's Public Education Market Extends Beyond "Education" Agencies

“[S]chool board OKs charter school at jail,” by Susie Gran in today’s Albuquerque Tribune illustrates that public education agencies are hardly the only source of business for school improvement providers. Federal and state agencies responsible for juvenile justice, workforce training, health and human services, and other government functions have significant needs for the same products, services and programs. More on this over the weekend.

October 4, 2007

Michelle Rhee: What Kind of a Leader?

In John Merrow's recent report on The News Hour with Jim Lerher, at least one article in the Washington Post, and at least once on local public radio station WAMU, the new Chancellor of public schools has declared war on the central office. Unlike Mayor Adrian Fenty, whose October 3 speech at the National Press Club demonstrated an understanding of the difference between bureaucracy and bureaucrat, between the institution and individuals, Rhee has consistently made a whole class of people the problem.

"What goes around, comes around," and this strategy will eventually backfire.

Bureaucracies are simply conveyor belts on automatic pilot. They don't make policy; they carry it out. Bureaucrats resist change - all people do, but once they become familiar with new routines, DC's central office staff will be no less resistant to changing that approach.

By the same token, leaders don't carry out policy, they pronounce it. The Chancellor needs her central office staff to achieve the goal for DCPS that Mayor Fenty telegraphed in his speech - not an "excellent school system" so much as "a system of excellent schools." The decentralization of education policy that implies does not eliminate the need for a central office or vastly reduce its size; it simply changes its role from manager to servant. In short, the Chancellor needs a central office staff no less than she needs teachers and principals - two groups she's been careful to embrace, although they bear as much responsibility for the system's failures as the scapegoats in the bureaucracy.

It's one thing to fire thieves, incompetents or obstructionists - that's doing your job. It's quite another to combine those actions with blanket indictments of staff and insensitive remarks about entire groups of people - that's intimidation. The Chancellor's challenge is not to bully the central office into submission, but to train its people for a new era. That task depends on positive motivation.

All bureaucracies outlive the boss; this central office will outlive Chancellor Rhee. The way things are going now, the boss can only expect a central office that offers grudging acquiescence to her demands, waits for her to make the one or two job-threatening mistakes every change agent manages, and remains sustained by the collective vision of withholding whatever support that might save her from disaster and then helping her pack up to leave. That can't possibly bode well for school reform.

Michelle Rhee's appointment as Chancellor is important to the school improvement industry because she is really the first of an entirely new generation of school reformers. She represents the activism, ideology and managerial approach of a slew of education nonprofits formed by the new philanthropy - from Teach for America, to Citizen Schools, to New Leaders for New Schools. The group has reinvigorated the cause of reform, and attracted a vast number of new, mostly young followers. What's important about this group for the school improvement industry is its willingness to contract out.

By picking the 37 year old Rhee, Mayor Fenty made it entirely possible that school systems around the country will bypass a generation of "old school" superintendents waiting to move up to a larger district in favor of these new leaders. If she can make DC work, or at least be seen as making DC work, that possibility will become far more likely - and the school improvement industry will benefit. If she fails, or is perceived to be failing, the idea of drawing from the new philanthropy's children won't even get as far as the fad of hiring retired generals. A great opportunity will be lost.

I would like Rhee to succeed, but I think she's increased her chances of failure needlessly. There's not a lot of time to correct the impression that the Fenty Administration has declared war on bureaucrats and made them the demon of school reform. Only the Mayor can help the Chancellor out of the hole she's digging for herself. If he doesn't, she may well pull him into the pit.

October 3, 2007

This Week's Podcast: Miller-McKeon's CSR Program Isn't CSR

The Comprehensive School Reform Demonstration Program (CSRDP) sponsored by Democratic Representative David Obey and Republican John Porter, passed into law in 1998. Fencing off a portion of states’ Title I funds, the legislation created a market-based approach to school-level reform. Until it phased out of NCLB I by the Bush Administration in favor of Reading First (RF), the program was implemented in thousands of schools across America.

I was heartened to hear that the Miller-McKeon NCLB II Discussion Draft proposed to revive CSR. I was sorely disappointed when I read the Draft’s relevant provisions. Whatever the program is, it’s not Comprehensive School Reform. Listen here.

Ravitch is Wrong

Today’s New York Times carries an opinion piece by Diane Ravitch, a longtime Republican academic and an Assistant Secretary of Education for Research in the George “no W” Bush Administration. She's done some good work on textbook adoption. I’d place her loosely with Checker Finn, with or for whom she has published several school reform publications. For political convenience, pigeonhole her as slightly right of center.

Ravitch argues NCLB I is “fundamentally flawed” for three reasons:

The main goal of the law — that all children in the United States will be proficient in reading and mathematics by 2014 — is simply unattainable. The primary strategy — to test all children in those subjects in grades three through eight every year — has unleashed an unhealthy obsession with standardized testing that has reduced the time available for teaching other important subjects. Furthermore, the law completely fractures the traditional limits on federal interference in the operation of local schools.

She’s wrong on all points:

• The fact that some percentage of students may never achieve proficiency would be a more powerful argument if the nation’s schools were already achieving it at the 90 percent level and we were having this discussion in 2010. As we head into the 2008 School Year, the vast majority of schools are far enough from that goal to make the debate academic rather than practical - if not laughable.

Yes, many schools in the suburbs are failing to make AYP today only because one sub-group – often English Language Learners, often Latinos – was neglected (i.e., under-resourced) until NCLB I made that reality clear. More on this below, but even if holding schools accountable for this is somehow unfair, it is very likely that NCLB II will target the remedy for failure narrowly to the students who are not demonstrating proficiency.

• NCLB’s emphasis on demonstrating student proficiency may have exacerbated "an unhealthy obsession with standardized testing;" it hardly "unleashed" it. Teachers have been arguing that they are forced to "teach to the test" at least since the standards and accountability movement began in the states in the 1980s.

More important, there’s enough research out there to strongly suggest that proficiency is gained not by "drill and kill" on the subject matter of the test in an environment like the test, but by engaging students in the use of the skills that will be tested in authentic problem-solving situations, and so by integrating math and reading into every subject. The best way to become proficient in math is wanting to solve a math problem essential to learning more in a subject you love. If students are loosing time for music and art to classes aimed specifically at test taking, the fault is not the test, but district teaching strategies.

• I could argue that NCLB does not “completely fracture the limits of federal interference” in state education policy. The legal principle here is quite clear: Congress can attach conditions to funding programs for the states. States have a choice of whether or not to take the funds. As state educators are quick to say, the feds generally contribute under 10 percent of total k-12 funding.

Regardless of law and tradition under the 10th Amendment, viewed as a civil rights issue, there is no doubt that the federal government can impose laws aimed at equalizing children’s access to educational opportunities. NCLB I is fundamentally a civil rights law to assure that classes of students (the law's "subgroups") traditionally shortchanged by their local and state school systems get the resources they need to succeed. It happens that doing this will also create classes of students who add value to the economy rather than draw resources in the form of poor health, welfare and criminal justice. But at core, disadvantaged students who have not been getting the attention they are owed as Americans - because of failures by their local and state governments, need federal protection.

No Child Left Behind I was not fundamentally flawed in conception. It was hardly perfect, but the market-based reform strategy it laid out, tempered by a means of assuring quality through scientifically-based research, offered a way to harness the nation's powerfully innovative private sector to support the nation’s neediest children. NCLB I was fundamentally flawed in execution - development of the school improvement industry has been the last thing on the mind of the Department of Education - largely because of the George W. Bush Administration’s managerial incompetence, but that’s another posting.

October 2, 2007

K-12Lead of the Week

Florida Creates a Market-Based Reading Intervention Program for Failing Schools

From the October 1 issue of K-12Leads and Youth Services Markets Report

Announcement: Reading Intervention Instructional Materials And Technology Programs Due October 11 (Sep 26), Florida Department of Education

Their Description: On Line Item #99A, the 2007 General Appropriations Act states, “From the funds in Specific Appropriation 99A, $2,000,000 shall be for intensive reading instruction programs for children in failing schools for the purpose of improving student reading skills.” After review of programs received by the Department, a list of recommended programs will be provided to the Commissioner of Education, who will then approve programs for purchase by failing schools with the $2,000,000 appropriated for this purpose. Selected school districts will choose one of the approved programs for implementation. It is the Department’s goal to have selected programs in place during the 2007-08 school year....

The (proposed) content must thoroughly cover the major tool being proposed. The proposed tool must include the following, at a minimum:

• Alignment with curriculum – The content must align with the Florida Sunshine State Standards for the subject, grade level, and learning outcomes.

• Level of Treatment – The level (complexity or difficulty) of the treatment of content must match the standard, student abilities and grade level, and time periods allowed for teaching. Content must be developmentally appropriate for the age and maturity level of the intended students.

• Alignment with Specifications - The content must align with the Reading Specifications for this program type published by the Just Read, Florida! Office for the 2007 General Appropriation Line Item #99A....

• Record of Proven Success - Proposers are required to include documentation that will demonstrate a record of proven success in improving student reading achievement. A “record of proven success” is defined as research that indicates accelerated growth in reading for students using the program.

• Accuracy of Content - The content must be presented accurately. The content must remain factual and objective....

• Currency of Content - The content must be up-to-date for the academic discipline and the context in which the content is presented. The copyright dates for photographs and other materials and editions must be current. The proposed edition must reflect more up-to-date information than earlier editions. The text or narrative, visuals, photographs, and other features must reflect the time period appropriate for the objectives and intended learners.

• Authenticity of Content - The content must include problem-centered connections to life in a context that is meaningful to students. The content must make connections to the student’s life situations in order to make it more meaningful. There must be interdisciplinary connections made within the content.

Multicultural Representation - Gender, ethnicity, age, work situations, and various social groups portrayed, must be fair and unbiased. The representation of cultures and groups in multiple settings, occupations, careers, and lifestyles must be balanced. There must also be an integration of social diversity throughout the instructional materials.

• Humanity and Compassion - In the portrayal of people and animals, the content must demonstrate compassion, sympathy, and consideration of their needs and values....

Our Thoughts:
For providers interested in diversifying away from federal funding streams, especially small providers, this kind of program is a “must pursue.” Moreover, the best way to encourage a focused market approach to federal and state school improvement policy is to file for participation in those that exist. ••••

October 1, 2007

Following For-Profit Providers (IV): Industry Segments

With thousands of firms and more programs, it’s hard to understand and monitor the emerging forest called the school improvement industry. It’s relatively easy to watch one tree. Appreciating a part of the forest – a segment of the industry, falls somewhere in between.

As with all industries, it can be a challenge to identify where one part of the forest - say elementary reading, leaves off and another - like Comprehensive School Reform (CSR) picks up. Sometimes a stand is dominated by a handful of Giant Sequoias overshadowing a thousand saplings, as in textbook publishing. Most territories – Supplemental Educational Services (SES) and professional development, for example, consist of hundreds of trees, growing but still immature.

The best way to build an understanding of the industry is to start somewhere and work your way out. In the end, all market segments are part of one k-12 value chain. I started with charter schools and CSR, which led to Education management Organizations (EMOs), professional development, texts and other content, technology, curriculum and instructional strategies, and on and on. Start with what you know or, if you are an educator looking to fill an educational gap, with what you need.

There are four sources of information on industry segments.

Google is the first. Type in the name, e.g., “supplemental educational services” and see what comes up. It’s the online equivalent of walking into the stacks at the library, going to the appropriate Dewey Decimal number and seeing what’s there. Use the phrase to sign up for a Google news alert. Use some discretion in choosing the general internet and news sources you will rely on, but sample as much as you can.

Third parties often survey market segments. These are a shortcut to the list of providers you need to appreciate the stand. In the first posting I noted several examples. The author(s) may well have a point of view on the segment, and that at least helps you get at the issues as well as the players. Sometimes government will provide you a list. State education agencies often have lists of charter schools and must have lists of firms approved to provide Supplemental Educational Services.

Program evaluations styled as consumer handbooks offer another source.
The North West Regional Educational Laboratory produced a users guide for CSR. The What Works Clearinghouse publishes Topic Reports covering a variety of educational programs. Program guides lead researchers to the segments providers.

School improvement industry trade groups offer a crude guide to market segments and generally identify their members. Their most valuable feature is their identification of a segment's positions on the issues. The National Council of Education Providers represents EMOs. Historically, a majority of Education Industry Association members have been involved in tutoring, which now encompasses SES. The Software and Information Industry Association Education Division, represents digital instructional and student information services. The makeup of the Association of Educational Publishers and the American Association of Publishers School Division is self-explanatory

The purpose of these postings has been to suggest that it's not impossible to get started on understanding the real supply side of school improvement. I hope you’ll follow up - especially you eduwonks.

Marc Dean Millot

Marc Dean Millot

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About the Author

The opinions expressed in edbizbuzz are strictly those of the author and do not reflect the opinions or endorsement of Editorial Projects in Education, or any of its publications.
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