Steven Elbow:

To make their point, the couple traced reading and math proficiency rates for the class of 2017 through the years, finding that the black and Hispanic cohorts saw little if any improvements between grades three to 11 and trailed white students by as many as 50 percentage points.

“Both of these things suggest to us that the district’s efforts to educate our minority students have failed (for whatever reason or reasons),” they wrote. “Nevertheless, we are finding ways to give these students high school diplomas. But what good is a high school diploma to a young person if they cannot read or do math?”

They’re calling for more resources, especially in younger grades, like reading specialists to oversee literacy programming, and reading specialists to run intervention programs in the middle and high schools.

“Further, we need to hold those people and other school staff accountable for improving literacy in their student body — i.e., for increasing the percentage of students (in every demographic group) in their school who are reading at grade level,” they wrote.

In the Isthmus article, Henriques and Frost also accused the district of whitewashing data.

“We have long been frustrated by the way the district selectively compiles, analyzes, and shares student data with the community,” they wrote, adding, “For too many district administrators and school board members over the 20+ years we have been paying attention, making the district look good has been more important than thoroughgoing honesty about how our students are doing.”

Cheatham bristled at the criticism, maintaining that the district publicly posts all data, both favorable and unfavorable, and that there’s nothing wrong with publicizing good results.

“We’ll never hide our progress,” she said, “and it’s important to recognize the progress we have made, which is substantial.”

Madison has long spent far more than most taxpayer supported K-12 school districts, now around $20k per student.

Yet, we have long tolerated disastrous reading results.

2005: When all third graders read at grade level or beyond by the end of the year, the achievement gap will be closed…and not before:

On November 7, Superintendent Art Rainwater made his annual report to the Board of Education on progress toward meeting the district’s student achievement goal in reading. As he did last fall, the superintendent made some interesting claims about the district’s success in closing the academic achievement gap “based on race”.
According to Mr. Rainwater, the place to look for evidence of a closing achievement gap is the comparison of the percentage of African American third graders who score at the lowest level of performance on statewide tests and the percentage of other racial groups scoring at that level. He says that, after accounting for income differences, there is no gap associated with race at the lowest level of achievement in reading. He made the same claim last year, telling the Wisconsin State Journal on September 24, 2004, “for those kids for whom an ability to read would prevent them from being successful, we’ve reduced that percentage very substantially, and basically, for all practical purposes, closed the gap”. Last Monday, he stated that the gap between percentages scoring at the lowest level “is the original gap” that the board set out to close.
Unfortunately, that is not the achievement gap that the board aimed to close.

More.

2006: They’re all Rich White Kids, and they’ll do just fine, NOT!”

2013: “Plenty of Resources“.

“What’s different, this time?”

2017: Adult employment.

2018: Seeing the Forest: Unpacking the Relationship Between Madison School District (WI) Graduation Rates and Student Achievement

Wisconsin State Journal Editorial:

Cheatham has the right attitude on “repurposing” school resources within existing spending levels. She wants to add three more employees to focus on student academic and career planning, for example. That should help more struggling students graduate. She also wants to advance the district’s technology plan.

Cheatham is proposing $2.1 million in new spending for key priorities. She plans to offset that expense through savings in the district’s central office.

“Rather than continually looking for more funding — kind of piling on each year, adding cost — we’re very strategically looking for the highest and best use of our dollars for the coming year,” Cheatham said.

Sounds good.

Despite the Legislature’s strict limits on public schools, Madison needs to set strong priorities with the money it has.

Madison, at $17,000+ per student spends far more than most government school districts. Columbus, Mississippi spends $6,602 per student….

Matt Stoller:

It was an immensely slick and effective public relations campaign, and devastating to the firm’s image. Haugen offered a lot of great information, and she was compelling, articulate, composed, and authoritative. She was impressive, even if you are somewhat skeptical of her motives. Along with these documents, she also offered some a good policy ideas, like making platforms responsible for the speech they amplify through algorithms (changing the law known as Section 230 of the Communications Decency Act), as well as creating rules to move social media away from an engagement-based business model. Haugen’s goal was, in part, to simplify Facebook as a platform, to make it human scale. 

But there is a huge problem with Haugen’s overall policy recommendations. And since she got a lot of attention, her ideas are getting attention as well.

Haugen is a trained designer of algorithms, and along with many naive Silicon Valley insiders turned critics, at heart does not see a danger with concentrated power. “I don’t hate Facebook,” she has said. “I love Facebook. I want to save it.” Her approach to social media is similar to what many left consumer oriented groups support, which is not to take apart a concentration of power, but to regulate it. It is, in many ways, a similar framework as Obamacare and the Dodd-Frank financial reform package, which, rather than making systemic changes to concentrated and bloated dysfunctional sectors, simply overlaid captured regulators on top of them.

In fact, Haugen’s proposal is also very similar to that of… Mark Zuckerberg. Both want to keep Facebook a dominant monopoly. Why? Both Haugen and Zuckerberg think the firm’s market power allows it to make a lot of money, and that money can be reinvested in safety systems and better site features. Haugen thinks that Facebook is a natural monopoly, as advertisers will only learn and finance one social media platform. Splitting off Facebook Blue from Instagram effectively would mean that all the ad revenue would go to Instagram. Facebook Blue, she suspects, would remain a dangerous social network, but would lack financial resources to mitigate problems. 

If the firm stays together, so goes Haugen’s story, then WhatsApp, Facebook Blue, and Instagram will all have plenty of resources to invest in safety. So what does she suggest with this dominant natural monopoly? Her recommendation is to place a separate data-specific regulatory overlay on top of Facebook and its subsidiaries to protect the public interest. This agency, according to Haugen, would allow people who are in between stints at social media firms to join the government and help make regulations on the sector. And here again she joins team Facebook, as Facebook’s Nick Clegg wrote an oped earlier this year recommending just such a regulator.

And:

Katie Harbath:

Link:

If you’re a self-taught engineer or bootcamp grad, you owe it to yourself to learn computer science. Thankfully, you can give yourself a world-class CS education without investing years and a small fortune in a degree program ?.

There are plenty of resources out there, but some are better than others. You don’t need yet another “200+ Free Online Courses” listicle. You need answers to these questions:

• Which subjects should you learn, and why?

• What is the best book or video lecture seriesfor each subject?

This guide is our attempt to definitively answer these questions.

Paul Fanlund, in an interesting contrast to recent Isthmus articles:

She said Madison should look beyond simple metrics and keep working to “create a liberating experience for students where they’re valued, where they’re seen as fully human and complex. That’s what this community needs to hold at the center as it’s making its decisions in all the years ahead.”

As an example of a step in the right direction during her tenure, she pointed to the community school program, in which the school serves as a hub for health care, academic tutoring, mentoring, food access and parental involvement. Looking ahead, she endorsed integrating mental health support into all schools and expanding the “pathways” model of personalized learning and exploration.

Cheatham said she understands why some educators feel a shock after doing things one way and then being asked to change. “All of a sudden, you’re hearing from black students, black families, black staff members, for example, that the ways of working that you’ve been using are actually maybe doing damage,” she said.

“That causes a terrifying feeling of disequilibrium, and it seems natural to me that we want to blame someone, right? When I’m feeling that way, I want to declare: ‘Whose fault is it? ‘It’s got to be Jen Cheatham’s fault. It’s got to be the fault of this policy. It’s got to be someone’s fault.’ ”

All along, Cheatham said, she knew creating something new in Madison would have a cost: “As a white female, I know that it has been my obligation to use my white privilege — and sometimes burn down the capital that I have built up — so that I can make change for people who don’t have the privilege that I have, and if that means getting a crummy article written about me, if that means social media chatter that, quite honestly, I don’t look at, then so be it, because guess what?

“I am going to be able to wake up the next day and go back into the office and be OK.”

2013: Jennifer Cheatham at the Madison Rotary ClubWhat will be different this time?

2019: Jennifer Cheatham at the Madison Rotary Club

2013: “Plenty of Resources“

“The data clearly indicate that being able to read is not a requirement for graduation at (Madison) East, especially if you are black or Hispanic”.

Madison has long spent far more than most taxpayer supported K-12 school districts.

2019: WHY ARE MADISON’S STUDENTS STRUGGLING TO READ?

Jenny Peek:

Mark Seidenberg, a UW-Madison professor and cognitive neuroscientist, has spent decades researching the way humans acquire language. He is blunt about Wisconsin’s schools’ ability to teach children to read: “If you want your kid to learn to read you can’t assume that the school’s going to take care of it. You have to take care of it outside of the school, if there’s someone in the home who can do it or if you have enough money to pay for a tutor or learning center.”

Theresa Morateck, literacy coordinator for the district, says the word “balanced” is one that’s been wrestled with for many years in the reading world.

“I think my perspective and the perspective of Madison currently is that balanced means that you’re providing time to explicitly teach those foundational skills, but also that’s not the end-all be-all of your program,” Morateck says.

According to the district, students in elementary school get 120 minutes of daily literacy instruction.

Lisa Kvistad, the district’s assistant superintendent for teaching and learning, lays out what those two hours look like for kindergarten, first and second grade. For 30 minutes, students focus on foundational skills including print awareness (the difference between letters, words and punctuation), phonemic awareness (the ability to hear, identify and make individual sounds), and phonics (correlating sounds with letters or groups of letters).

Then teachers move into a 15-minute group lesson on a topic the class is focusing on. That’s followed by a workshop in which students are broken up into different groups for 20 to 40 minutes.

In these workshops, says Kvistad, “students are in varying groups and approaching literacy acquisition through opportunities to work with the teacher, read independently, and engage in word study.”

That independent learning allows students to choose books at their assessed skill level, Kvistad says. The district also offers a supplemental online program called Lexia for students who want to work on phonics.

At the end of the workshop, teachers bring students together again to connect their independent or small group study with the mini-lesson they started with.

After reading, 30 to 50 minutes are dedicated to writing, which is also done in a workshop model. The 120 minutes are rounded out by about 20 minutes of “speaking, listening and handwriting.”

For third, fourth and fifth graders, the 120-minute block looks similar, except no time is spent on foundational skills — except for the continued ability to use Lexia.

Kvistad explains that getting the right balance of foundational skills and exposure to grade-level curriculum is an art.

“There’s always a temptation to do more phonics,” Kvistad says. But she says there are drawbacks to that: “Those little ones never get a chance to access grade level curriculum, to engage in rich dialogue with the students in class, to have experience with grade-level vocabulary.”

But for those who advocate for a purely science-based approach to teaching reading, children need to master foundational reading skills before they have any hope of progressing to the more advanced skills that are emphasized with balanced literacy.

Steven Dykstra of the Wisconsin Reading Coalition, an organization that advocates for science-based reading instruction, pulls no punches, calling balanced literacy the “current name for the bad way to teach reading.” He says it evolved from “whole language,” a now-discredited type of instruction.

“In whole language you would have taught no phonics, and when you read books with kids you would have taught them to guess and use pictures,” Dykstra says. “In balanced literacy you teach some phonics, but when you sit and read a book you still give priority to guessing and pictures as a way to identify words. And you resort to phonics as a last resort.”

The UW’s Seidenberg explores the complex science of reading in his book Language at the Speed of Sight.

“What happens when you become a skilled reader is that your knowledge of print and your knowledge of spoken language become deeply integrated in behavior and in the brain,” he tells Isthmus. “So that when you are successful at becoming a reader you have this close, intimate relationship between print and sound.”

Related:

2018: “The data clearly indicate that being able to read is not a requirement for graduation at (Madison) East, especially if you are black or Hispanic”.

“Plenty of resources”. Madison has long spent far more than most taxpayer supported K-12 school districts, between $18 to 20K per student, depending on the district documents one reviews.

2005: When all third graders read at grade level or beyond by the end of the year, the achievement gap will be closed…and not before

THE PRICE OF TEACHER MULLIGANS: “I DIDN’T STOP TO ASK MYSELF THEN WHAT WOULD HAPPEN TO ALL THE KIDS WHO’D BEEN LEFT IN THE BASEMENT WITH THE TEACHER WHO COULDN’T TEACH”
– MICHELLE OBAMA.

The Wisconsin Department of Public Instruction has granted thousands of elementary teacher reading content knowledge waivers.

Wisconsin elementary teachers are, by law, required to pass the Foundations of Reading exam. This requirement – our only teacher content knowledge imperative – is based on Massachusetts’ highly successful MTEL initiative.

An emphasis on adult employment.

Judy Newman:

The report, conducted by Market Street Services, an Atlanta business consulting firm, updates the first Advance Now plan, presented in 2012, and many of its recommendations are similar: Develop a brand identity for the Madison region — identified as Dane, Columbia, Dodge, Jefferson, Rock and Sauk counties — and promote it; educate and train more students for STEM (science, technology, engineering and math) careers; promote a more diverse workforce; and create more centers of excellence.

As a companion to Advance Now 2.0 is a series of in-depth analyses conducted by MadREP and UW-Madison Extension over the past several years that explores each of the sectors determined to be the area’s main employment clusters: information and communication technology; bioscience; health care; agriculture, food and beverages; and advanced manufacturing.

In all, the reports comprise 900 pages of data and strategy, Jadin said.

They show the Madison region is strong in the technology, biotechnology and health-related industries.

Related: “The data clearly indicate that being able to read is not a requirement for graduation at (Madison) East, especially if you are black or Hispanic”.

Related: Superintendent Cheatham’s 2013 Madison Rotary Club speech and, again in 2019.

2013: “Plenty of resources”. Indeed, Madison taxpayers spend far more than most K-12 school Districts, now between $18k – 20k per student.

Dylan Brogan:

But the transfrmation has been a rocky one and disparities persist. Isthmus collected over 30 hours of interviews with dozens of Madison educators over the past two months. Teachers from three elementary schools, five middle schools and three high schools shared their experiences in the classroom. Most requested anonymity because of fears of retribution and were given pseudonyms.

Some teachers are frustrated by the changes they see: few consequences for disruptive and disrespectful behavior; a lack of trust from administrators; and concern that recent reforms aren’t actually helping kids of color. Others believe their colleagues need to embrace the cultural shift brought by Cheatham’s time as superintendent. They say that white teachers might need to feel uncomfortable in order to purge the schools of systemic racism.

Adding to the tension are several highly publicized incidents centering around race that have sparked renewed outrage over the achievement gap. The cumulative result is that many teachers feel stressed, unsupported and disrespected.

Jim Lister, a science teacher at Hamilton, has taught in the district for 29 years and is retiring in June. He didn’t witness the April 5 incident but says that navigating both the school bureaucracy and the sensitive issue of race can become a quagmire for many teachers.

“What’s new this year is that there’s a feeling of walking around on pins and needles for many teachers. You don’t know how an interaction with a kid is going to go or that the district will support you after the fact. What ends up happening is teachers do nothing,” says Lister. “If a kid says, ‘Fuck you’ to you six or seven times and there are no repercussions — it becomes pretty clear who is in charge.”

“She is more interested in seeming woke than supporting teachers. Downtown [administrators] just want to look a certain way and when they don’t, teachers get blamed,” Leah says. “There’s no recognition that the daily grind is just unmanageable. I suspect we will see another exodus of teachers at the end of this year. That’s at least what I’m hearing.

“Everything is being dumbed down to make the numbers look better. We’re being told that a kid that hasn’t shown up for a majority of classes needs to be given the opportunity to make up work and it’s my fault for not engaging that kid the right way,” says Rebecca, the longtime high school teacher. “So forget that that is asking a lot of teachers, we want to do the work to get students to achieve at a high level. But too often it’s a Band-Aid. We are giving kids Ds who are doing 30 percent of the work.”

Opps, from La Follette, says the scrutiny from administration is making it harder to be an effective teacher. When one of his students is found wandering the hallway he’s asked, “Why aren’t you engaging this kid?”

Related: “The data clearly indicate that being able to read is not a requirement for graduation at (Madison) East, especially if you are black or Hispanic”.

Related: Superintendent Cheatham’s 2013 Madison Rotary Club speech and, again in 2019.

2013: “Plenty of resources”. Indeed, Madison taxpayers spend far more than most K-12 school Districts, now between $18k – 20k per student.

Howard Blume & Anna Phillips:

Under a proposal being developed confidentially, Beutner would divide the system into 32 “networks,” moving authority and resources out of the central office and into neighborhoods. He is expected to make his plan public next month.

In L.A. Unified’s downtown headquarters, managers and other employees recently have been asked to explain their duties — and to justify why their jobs should continue to exist in a leaner, more localized school system.

The network strategy is not a plan to break up or end L.A. Unified, but it could transform how the school system functions.

“The superintendent is trying to move toward a decentralized system that puts the student first,” said one person close to the process who was not authorized to comment publicly. “He’s trying to generate better educational outcomes. That’s the No. 1 goal.

“Savings from the central bureaucracy could be plowed back into education at the school level,” he said, “as well as [used] to deal with the fiscal crisis the district faces.”

Beutner declined to comment on the plan, saying it would be premature to talk about a work in progress.

Related: Madison spends far more than most, yet we’ve long tolerated disastrous reading results.

2006: They’re all Rich White Kids, and they’ll do just fine, NOT!”

2013: “Plenty of Resources“.

“What’s different, this time?”

2017: Adult employment.

2018: Seeing the Forest: Unpacking the Relationship Between Madison School District (WI) Graduation Rates and Student Achievement

Madison has long spent far more than most taxpayer supported K-12 school districts, now around $20k per student.

Yet, we have long tolerated disastrous reading results.

2005: When all third graders read at grade level or beyond by the end of the year, the achievement gap will be closed…and not before:

On November 7, Superintendent Art Rainwater made his annual report to the Board of Education on progress toward meeting the district’s student achievement goal in reading. As he did last fall, the superintendent made some interesting claims about the district’s success in closing the academic achievement gap “based on race”.
According to Mr. Rainwater, the place to look for evidence of a closing achievement gap is the comparison of the percentage of African American third graders who score at the lowest level of performance on statewide tests and the percentage of other racial groups scoring at that level. He says that, after accounting for income differences, there is no gap associated with race at the lowest level of achievement in reading. He made the same claim last year, telling the Wisconsin State Journal on September 24, 2004, “for those kids for whom an ability to read would prevent them from being successful, we’ve reduced that percentage very substantially, and basically, for all practical purposes, closed the gap”. Last Monday, he stated that the gap between percentages scoring at the lowest level “is the original gap” that the board set out to close.
Unfortunately, that is not the achievement gap that the board aimed to close.

More.

2006: They’re all Rich White Kids, and they’ll do just fine, NOT!”

2013: “Plenty of Resources“.

“What’s different, this time?”

2017: Adult employment.

2018: Seeing the Forest: Unpacking the Relationship Between Madison School District (WI) Graduation Rates and Student Achievement

Paul Fanlund:

For example? “If you’re looking for the simplest examples, we weren’t consistently teaching students the fundamentals of reading in the earliest grades. We weren’t teaching phonics consistently in the early grades, and then you wonder why students aren’t attaining the skills, the basic skills … the foundational skills of reading. We still have some more work to do in that area, but boy, we have come a long way.”

With her background in California schools before she held senior-level jobs in the gigantic Chicago school district, one wonders whether a successful 45-year-old administrator might find appeal in returning to lead a big urban district. When she was hired, Cheatham talked about being here for the long haul. She still does.

She says she is excited that her son, Theo, is starting elementary school at Crestwood this fall and adds: “I am more committed and invested than ever. Like I said, I think we had this foundation-building phase that we’re going to be bringing to a close and I’m really excited about what comes next. I think we’re poised to do so much and especially for students who need and deserve more, students of color in particular.

“When I signed up I told the board that I was walking in the door thinking that I was here for a good 10 years, or as long as you guys will keep me, and I serve the community, and so that commitment remains, so I’m not planning on going anywhere.”

Notes and links:

“Plenty of resources“, now nearly $20k/student.

Madison’s long-term, disastrous reading results.

Jennifer Cheatham. Previous Superintendents.

A majority of the Madison school board rejected the proposed Madison preparatory IB charter school.

Phonics.

Madison School District Administration (PDF)::

June Preliminary Budget Financial Status

Balanced Operating Budget: $390,045,697

All Funds Budget: $494,652,025

All Funds Budget: $494,652,025

Total Tax Levy $298,495,588

Tax Rate Increase from $11.92 to $12.03 per $1,000 of home value

Tax Impact on Avg. Home Valued at $258K is estimated at $74.57

Under-Levy of $2.0 million (Not Using Full Levy Authority)

2017-2018 Budget Summary (PDF)

“Plenty of Resources“.

Madison School District tax and spending history.

Per student spending is approaching $20k (!), far above most public school districts.

Amber Walker:

Marie thought the “one-size-fits-all” model of public schools would not work for their kids.

“I wanted them to be able to explore their individuality and find out what they really love to do,” she said. “Schools tend to tell you what you are not good at and then make you work harder at that. I wanted to find out what they were good at first. Then, once you have that confidence, you can try to do the things that you need to work on.”

Michael Apple is a professor of educational policy and curriculum and instruction at the University of Wisconsin-Madison and wrote the book “Educating the Right Way,” which, in part, discusses religious home schooling. From his research, Apple estimates about 50 to 80 percent of students who receive a home-based education learn under a conservative, religious course of study.

“Home schooling is one of the fastest growing movements in education in the United States. There are many, many more children being home-schooled than being unschooled,” Apple said.

Although unschooling falls under the umbrella of home-based private education, its history and foundation differ from traditional home schooling.

“Unschooling, by and large, has its roots in progressive schooling, with student interests guiding what the learning should be,” Apple said. “A good deal of home schooling, for the majority, is much more cautious about that. It is a much more conservative sense about parental authority and the authority of churchly wisdom.

“Both of these groups are widely varied, but certainly, the home-schooling movement tends to be much more conservative in its pedagogy.”

Johnny and Marie Justice are entrepreneurs and own a film company, Justice Media. Their most recent documentary, “Walk a Mile in Their Shoes,” profiled Dane County residents as they navigated issues like rejoining society after incarceration and living with a spouse who is undocumented. Marie said that a part of the reason they decided to unschool their children was to show them an alternative path to success.

“We are modeling our lives as entrepreneurs,” she said. “We wanted our kids to be able to see that and know that there is more than one track. You can make your own way in this world.”

….

Apple said given the current state of public education — including the challenges of recruiting teachers, lack of funding, demands on teachers to focus on standardized tests and increasing class sizes — it is difficult for schools to meet the needs of parents who want a different experience for their children.

“Many teachers are under immense pressure to teach to the test,” Apple said. “But one of the things unschooling parents are saying is, ‘The tests don’t measure what my kid is interested in. We want to teach values, skills and knowledge that kids can learn by doing a lot of things that are not measurable.’”

“lack of funding?”. Madison spends more than most, now around $18k per student, annually.

“Plenty of resources“, despite this, we continue to tolerate long term, disastrous resding results.

Valerie Strauss:

“Their priorities are distorted. We need to make a decision to put kids first. Especially when they’re savings is about $500,000 to $750,000, when they’re paying out a million dollars on, on public relations specialists and on lobbyists, a million dollars.”

Former Superintendent Art Rainwater frequently attempted to kill Madison’s strings program.

Like Albuquerque, Madison long had a lobbyist. Do they have one today?

Madison, with “plenty of resources” spends about $18,000 per student annually – well above the national average.

An emphasis on “adult employment“.

teachyourselfcs

If you’re a self-taught engineer or bootcamp grad, you owe it to yourself to learn computer science. Thankfully, you can give yourself a world-class CS education without investing years and a small fortune in a degree program ?.

There are plenty of resources out there, but some are better than others. You don’t need yet another “200+ Free Online Courses” listicle. You need answers to these questions:

Part 1

Part 2

Part 3

Part 4

Much more on the candidates, here: Seat 6 and Seat 7.

Nostalgic visitors might find past school board election links and videos of interest.

I’m glad that we’re blessed with choice. I’m also glad that several candidates mentioned our abundance of resources (we spend far more than most) and our longstanding disastrous reading results.

I appreciated seat 6 candidate Cris Carusi’s statement that she does not support relaxing teacher standards and Matt Andrzejewski’s comment on phonics and the District’s long term, disastrous reading results.

……

I was somewhat surprised to read current Madison Superintendent Cheatham’s words (I assume that she wrote this…) lamenting this or that:

It is absurd to me that some policymakers believe that the solution is simply to give parents “choice” — or in other words, drain more and more resources from public schools.

My key question to our legislators is this: What is your agenda for helping our public schools better serve the vast majority of students in the United States and in Wisconsin? How can you help us do more of what we know works in education?

What can you do to help us address gaps in students’ health and well-being, making it possible for every child to attend school daily and be fully attentive and ready to learn? Even if our academic strategies are perfect, if a child is not ready to learn, we won’t see better results. We have to find ways for our system to ensure those needs are met so that children are ready to excel.

Here in Madison, we are embracing the community school model. Community schools take our support of students and families to the next level through power sharing and integration of coordinated services into schools, where our students and families are every day.

Madison has “plenty of resources” (18k/student budget background), yet our long term disastrous reading issues continue…. I am surprised that the Superintendent, in light of these issues, spent time focusing on state and national rhetoric, rather than the real issues we face.

2013: Superintendent Cheatham: “What’s different, this time?” More, here.

2015: “Reverting to the mean“.

Nearly 12 years ago, on then Superintendent Rainwater’s achievement gap rhetoric.

Amber Walker’s event summary

Jennifer Cheatham:

With a contested race for state superintendent of public instruction and a legislative session that is swinging into gear, much is at stake for public education in Wisconsin.

One of the fundamental issues at the center of the debate is the potential expansion of “school choice,” which is the term used to describe using public school funds to expand independent charter schools, school vouchers, and a more recent phenomenon called “education savings accounts.”

The way “choice” works is that state lawmakers force public school districts to pay for vouchers for private schools or the creation of charter schools that have no accountability or connection to our local districts.

In other words, even if the state provides us with more aid, which some have promised, it is then drained from our public schools and given to independent charters and private schools on the back end.

This is the thing. Over 50 million students are served in K-12 public schools in the United States. In comparison, 5 million are served in private or independent charter schools. Public education is paramount to the success of our students, our communities and our country.

As a public school superintendent and longtime educator, I am exhausted by the oversimplification of the problem and the potential solutions. That’s because the persistent correlation between socioeconomic status and educational achievement in our country is real. And race, structural racism in particular, is the driving force behind it.

It is absurd to me that some policymakers believe that the solution is simply to give parents “choice” — or in other words, drain more and more resources from public schools.

My key question to our legislators is this: What is your agenda for helping our public schools better serve the vast majority of students in the United States and in Wisconsin? How can you help us do more of what we know works in education?

What can you do to help us address gaps in students’ health and well-being, making it possible for every child to attend school daily and be fully attentive and ready to learn? Even if our academic strategies are perfect, if a child is not ready to learn, we won’t see better results. We have to find ways for our system to ensure those needs are met so that children are ready to excel.

Here in Madison, we are embracing the community school model. Community schools take our support of students and families to the next level through power sharing and integration of coordinated services into schools, where our students and families are every day.

What can you do to help us personalize the educational experience for students? Our students deserve unique educational opportunities that build on their strengths and interests and help them meaningfully explore future college and career options so that they can be successful at each stage of their education and graduate ready for today’s world and today’s economy.

We are doing that locally — through the implementation of our technology integration plan and through the establishment of personalized pathways to graduation at the high school level.

Unfortunately, Madison has long tolerated disastrous reading results. This, despite “plenty of resources“.

Related: Jennifer Cheatham on “what’s different, this time?“.

The Madison School District is considering another property tax increase referendum for the upcoming November election.

We’ve long spent more than most districts (“plenty of resources”), despite challenging academic outcomes. I thought it might be useful to revisit the choices homeowners and parents make. I’ve compared two properties, one in Middleton (2015 assessment: $257,500.00) and the other in Madison (2015 assessment slightly less: $249,300.00).

A Middleton parent/homeowner pays less over the years, with the difference growing significantly in recent times (note that my example Madison property features a 3.2% lower assessed value).

Tap to view a larger version of these images.

It is useful to review the assumptions in the District’s limited 2017-2019 budget disclosure document (lacks total spending….) 900K PDF. Related memo and proposed language.

Wisconsin redistributed taxpayer K-12 (and higher ed) spending: 2004-2014. Details below:

Tap for a larger version. Excel or Numbers versions.

Madison Schools’ 2013-2014 budget, charts, documents, links, background and missing numbers:

Where have all the students gone?

In closing, I’ve found that full budget information is much easier to find and review from Boston (spends more, but has lots of student choice) and Long Beach (spends quite a bit less per student, but offers more student choice).

Superintendent Jennifer Cheatham mentioned Boston and Long Beach as urban districts that have narrowed the achievement gap. Both districts offer a variety of school governance models, which is quite different than Madison’s long-time “one size fits all approach”.

SIS:

In 2013, Madison Superintendent Jennifer Cheatham said “What will be different, this time“? The Superintendent further cited Long Beach and Boston as beacons in her Rotary speech. However, based on recently released 2015-2016 budget slides (PDF) and Molly Beck’s summary, it appears that the same service, status quo governance model continues, unabated.

2013, SIS

“The thing about Madison that’s kind of exciting is there’s plenty of work to do and plenty of resources with which to do it,” Mitchell said. “It’s kind of a sweet spot for Jen. Whether she stays will depend on how committed the district is to continuing the work she does.”

The District seeks increased tax & spending authority soon, perhaps in November. Ideally, a complete budget picture – with related outcome changes over time – would be easy to find and understand. Unfortunately, that is not currently the case. Boston publishes a handy 2 page summary (pdf).

PDF slides from a recent Madison School District Quarterly Board retreat. Readers may wish to understand “MAP” or “Measure of Academic Progress” [duck duck go SIS 2012 Madison and Waunakee results]

Using MAP for Strategic Framework Milestones and SIP Metrics

Feedback from various stakeholders has led us to examine the use of MAP (Measures of Academic Progress) to measure Strategic Framework Goal #1: Every student is on track to graduate as measured by student growth and achievement at key milestones. In particular, we have received three specific questions regarding our use of MAP data for Strategic Framework Milestones and SIP Metrics for 2016-17:

1. What is the best way to measure growth on MAP?

2. How should the district and schools set MAP goals for growth?

3. How should the district and schools set MAP goals for proficiency?

4. Should we track progress based on Proficient-Advanced or Basic-Proficient-Advanced?

In this document, we summarize the key issues for each of these questions and provide our recommendations.
1. What is the best way to measure growth on MAP?

Currently, MMSD uses the percent of students meeting or exceeding fall to spring growth targets on the MAP assessment as both a Strategic Framework Milestone and School Improvement Plan (SIP) metric. In addition, this metric receives significant attention in our public reporting on MAP in other venues and teachers have been trained over the past several years to use it to measure progress at the classroom and student level. We have included growth as a complement to MAP proficiency; it allows us to look not just at how students are performing, but also improvement during the year.

For MAP growth, our initial growth trajectory involved a 10 percentage point improvement each year for the district. This goal has extended to SIPs for the past three years, as schools near district averages have received the goal recommendation of 10% improvement; that recommendation changed to 5% starting in 2015-16. The graph to the right illustrates our original trajectory of 10 percentage points a year, our recommended goals for each year (the previous year’s actual result plus an improvement of 10%), and our actual results from each year.

This graph shows us that the original plan of 10% improvement in growth per year would have placed us around 80% in the current school year. Although we believe in setting ambitious goals, the idea that we would continue to improve 10 percentage points every year likely was not realistic, and now that we are around 60% of students meeting growth targets, we may want to consider a lower target than 10 percentage points each year, as even 5 percentage points is relatively large.

Almost all schools set goals for MAP growth that aligned with a district recommendation: 5%, 10%, or 15%. In addition, we see that very few schools actually achieved growth improvements of 5% or more, with changes in growth generally clustering around 0%.

Recommendation: Schools/groups within 10 percentage points of the MAP growth threshold would receive a recommendation for 2% improvement and schools/groups more than 10 percentage points from the threshold would receive a recommendation for 5% improvement.

## On the other hand, one might view this discussion positively, compared to the use of “facts and figures” ten years ago, in the Math Forum.

2015-16 Analysis: Equitable Distribution of Staffing.

Overview:

Call to Action: Together as a community, we can commit to ensuring all of our students are successful. We must work in partnership, creating an organized effort to lift up our students of color, especially our African American students.

Technology plan One Pager:

The MMSD Information and Technology plan undergirds all three of the goals and five priority areas in the Strategic Framework. The plan includes deliberate preparation, implementation, and monitoring phases to ensure each project’s success. We are learning from emerging best practices, building on successes, spreading out costs and addressing key challenges that arise. Technology is a powerful tool for enhancing teaching and learning and meeting students’ needs in creative, innovative and flexible ways. We are committed to providing more equitable access to technology for all students.

The first cohort (G1) began device implementation this school year after a full year of planning and targeted professional learning. Staff and students from other schools are in need of devices to access core digital resources, intervention programs, linguistic resources, and just-in-time learning. To continue progress towards equitable access and device implementation as stated in the original Tech Plan, we would like to phase in the next cohort of schools (G2) in January 2017 by instating the following actions:

Technology plan budget.

Behavior Education Plan – Draft:

The Behavior Education Plan (BEP), MMSD’s policy for addressing behavior and discipline, was approved by the Board of Education in the spring of 2014 with initial implementation in the fall of 2014. The BEP moves us toward the use proactive approaches that focus on building student and staff skills and competencies, which, in turn, lead to greater productivity and success. Moreover, the BEP is also designed to reflect a commitment to student equity as we hold all students to high expectations while providing different supports to meet those expectations. Ultimately, the BEP seeks to decrease the use of exclusionary practices through the use of progressive, restorative discipline while also impacting the significant disproportionality experienced, in particular, by our African American students, male students, and / or students with disabilities.

Given the complexity of implementing the many layers of the BEP, ongoing implementation of the BEP continues to require differentiated and stable supports for our schools including allocation of resources targeted to the needs of students. BEP focus areas for 2016-2017 include implementation of Positive Behavior Support (PBS) universal school-wide systems, PBS classroom systems and practices, behavior response, and tier 2 and 3 interventions.

Priority Actions for Board Consideration (Draft – February 2016):

Pathways Professional Development – In order to support the planning and implementation of personalized pathways in year one, the District will provide professional development to support the first health services pathway.

$400,000 Grant Total (Grant Funding for Professional Development – pending)

$200,000 -(Direct Grant to support local Professional Development)

$200,000 – (In-Kind Grant for Professional Development)

Major Capital Maintenance- The capital maintenance budget is currently funded at $4.5 million, well below the $8.0 million target level recommended in the latest (2012) facility study.

$500,000 – Provides incremental progress towards annual funding goal of $8,000,000 to maintain our schools. (Funding from Local) – Questions have been raised about past maintenance and referendum spending (editor)

Priority spreadsheet that requires new funding.

Measuring Strategic Framework Goal #3:

Goal 3 of MMSD’s Strategic Framework is that “Every student, family and employee experiences a customer service oriented school system as measured by school climate survey data.” The district’s Climate Survey, first administered in the spring of 2015, provides the data we need to measure progress on this goal. In this document, we introduce our recommendations for using climate survey data to set goals and track progress at the district (Strategic Framework via the Annual Report) and school (SIP) level.

Our recommendations are designed to answer five questions:

1. How should we account for different surveyed groups?
2. What metric(s) should we use?
3. Which dimensions should we include?
4. How should schools set goals?
5. Should schools goal set on focus groups?

Personalized Pathways- Draft

Introduction
Personalized Pathways- Draft 2016-2017
The development of Personalized Pathways is a major strategic priority action for 2016-17. The goal next year is to prepare for and establish the right conditions for a successful launch of Personalized Pathways in the fall of 2017 that will improve the level of engagement for our students, the number of students on track for graduation and our graduation rates. In alignment with state legislation, the continued development and expansion of Academic and Career Plans (ACP) undergirds the development of Personalized Pathways by ensuring that every student graduates with a clear post-secondary plan that has been developed throughout their secondary school experience. The key actions for 2016-17 are outlined below and are essential to improving the readiness levels of our schools and central office staff.

Personnel
Next year, the expansion of ACP to 7th and 10th grade will require a small increase of 1.9 FTE at middle school and 1.5 FTE at high school (total 3.4 FTE) to support these new work streams.

With the continued expansion of ACP to grades 6 through 12 over three years, staffing will need to increase across our middle schools to 3.8 FTE where it will level off for full implementation. ACP expansion at high schools will also need to expand over the next three years to support the number of students needing experiential learning related to college and career exploration, as well as Pathways coordination, leveling off at 6.8 FTE. The funding strategy may include repurposing existing roles or grant opportunities.

Indeed, spending more than $500,000,000 annually for 27K students provides “plenty of resources”.

“The thing about Madison that’s kind of exciting is there’s plenty of work to do and plenty of resources with which to do it,” Mitchell said. “It’s kind of a sweet spot for Jen. Whether she stays will depend on how committed the district is to continuing the work she does. plenty of resources”, Derek Mitchell, 2013.

The Neenah Superintendent wrote a letter to Madison School Board Member & Gubernatorial Candidate Mary Burke on 19 September.

Ms. Burke recently apologized for her Act 10 remarks:

Democratic gubernatorial candidate Mary Burke has apologized to the superintendent of the Neenah school district for comments she made on the campaign trail.

Burke had been citing the district as an example of negative effects she says have been caused in Wisconsin schools by the law known as Act 10 that effectively ended collective bargaining for teachers.

District administrator Mary Pfeiffer said Friday that Burke reached out to her on Wednesday and apologized by phone. Pfeiffer says Burke agreed not to use Neenah as an example again.

Neenah Superintendent Dr. Mary Pfeiffer’s letter to Mary Burke, via a kind reader (PDF):

Neenah Joint School District
410 South Commercial Street
Neenah, WI 54956
Tel: (920) 751-6800
Fax: (920) 751-6809

Burke for Wisconsin
PO Box 2479
Madison, WI 53701
September 19, 2014

Dear Ms. Burke,

On behalf of the Neenah Joint School District I would like to express my disappointment regarding your use of our District as an example of your perceived negative impact of Act 10 on education as reported by John McCormack in the Weekly Standard and at least one additional news publication in the Green Bay Press-Gazette.

In your position as a Madison school board member, I’m sure you’ve seen that Act 10 has created a variety of challenges for school districts across Wisconsin, but I’m sure you’ve also seen plenty of positives as well. It is unfair and misleading to claim that Act 10 is the primary reason why one specific candidate chose to accept a position in Minnesota over an opening in the Neenah Joint School District. There are many reasons why candidates choose to work in other districts and certainly some effects of Act 10 may factor into those decisions. However, to make a blanket statement that Act 10 is the reason why teachers are leaving school districts in Wisconsin (in this case the Neenah Joint School District), especially by citing only one candidate’s decision to go elsewhere, is an unfortunate exaggeration at best.

We are extremely proud of our schools in Neenah and incredibly proud of the staff we have assembled both prior to and since the passage of Act 10. We have never settled with an inferior candidate to fill a position and will never do that to our students or families.

Since you have not reached out to me to learn more about our District, I will provide to you some data points that you might find revealing about why we continue to be a high performing District in Wisconsin.

Since Act 10, we have faced, and met, the difficult challenges necessary to support student learning while retaining our excellent staff.

we have significantly reduced an unsustainable $184 million unfunded liability regarding our Other Post Employment Benefits (OPEB). Meanwhile, we still provide all of our most veteran employees a $100,000 retirement benefit. New employees are also provided OPEB benefits and that is something most districts have eliminated. As you are aware, this is in addition to the state retirement benefit.

we have reduced class sizes and increased the number of our certified staff.

we have had no certified staff (teacher) layoffs since Act 10.

our school board has supported pools of dollars for 2% salary increases (above the CPI) and 2% one-time stipend awards every year for all employee groups for a total of4%.

over the past two years, 57 certified staff members have received a $5,000 or more increase in their salary.

more than 33% of certified staff received a 3% or higher salary increase in 2013-14,

with 6% of them receiving a 6% increase or higher.

our insurance costs are the lowest in our area.

we have no long-term debt.

our mill rate remains the lowest in our area at $8.53 and a decrease for the third consecutive year.

I respectfully ask that you stop using Neenah as an example of the negative ramifications of Act 10. This request has nothing to do with my personal feelings or political stance. It is about a dedicated staff that is proud to work in Neenah. I would be p1eased to speak with you further about this issue.

Thank you for your time.

Sincerely,

Dr. Mary Pfeiffer ~
Superintendent of Schools
Neenah Joint School District
Copy: Neenah Joint School District Board of Education Members

Act 10 notes and links.

Neenah plans to spend $80,479,210 for 6,226 students (DPI) during the 2014-2015 school year, or $12,926 per student (PDF Document). Ms. Burke’s Madison School Board plans to spend more than $15,000 per student during the same period, 16% more than Neenah.

“Plenty of Resources“.

Pat Schneider:

Kelly Ruppel grew up on a dairy farm outside Racine, headed to the west coast for college and worked in Washington D.C. before moving back to the Midwest and becoming a private consultant to the embattled Chicago Public Schools system.
When she received a job offer from new Madison Schools Superintendent Jennifer Cheatham, whom she met when Cheatham was a top administrator at Chicago Public Schools, she and her husband packed their bags.
Today Ruppel is Cheatham’s chief of staff, one of five top administrators hired by Cheatham with ties to Chicago since taking the reins of the Madison School District in April.
In addition to Ruppel, a former principal at Civic Consulting Alliance, they include:
Alex Fralin, assistant superintendent for secondary schools and former Deputy Chief of Schools for CPS
Rodney Thomas, special assistant to the superintendent and former director of Professional Development and Design for the Chicago Board of Education
Nancy Hanks, deputy assistant superintendent for Elementary Schools and a former Chicago public elementary school principal
Jessica Hankey, director of strategic partnerships and innovation, formerly manager of school partnerships at The Field Museum in Chicago.

Fascinating. Are these new positions, or are the entrants replacing others? 10/2013 Madison School District organization chart (PDF).
Related: “The thing about Madison that’s kind of exciting is there’s plenty of work to do and plenty of resources with which to do it,” Mitchell said. “It’s kind of a sweet spot for Jen. Whether she stays will depend on how committed the district is to continuing the work she does.”

Brad Plumer:

The median household income in July was $52,113, according to a report by Sentier Research. That’s 6.2 percent lower than the median in September 2008, the start of the financial crisis. And there hasn’t been much growth since 2011.
That jibes with Saez’s research, which notes that incomes of the bottom 99 percent have fallen 12 percent in the recession and have grown just 0.4 percent in the recovery.

Related: Madison Schools’ 2013-2014 budget includes a 4.5% property tax increase after 9% two years ago.
“Plenty of resources” and “the Madison School District has the resources to close the achievement gap“.

Madison Superintendent Jennifer Cheatham recently cited the Boston and Long Beach Schools for “narrowing their achievement gap” during a July, 2013 “What Will be Different This Time” presentation to the Madison Rotary Club.
As time permits, I intend to post comparisons between the Districts, starting today.
Student / Teacher Ratio



Per Student Annual Spending



Boston Schools’ budget information was, by far the easiest to find. Total spending is mentioned prominently, rather than buried in a mountain of numbers.
Finally, after I noticed that Madison’s student / teacher ratio is significantly lower than Boston, Long Beach and the Badger state average, I took a look at the Wisconsin DPI website to see how staffing has changed over the past few years. Madison’s licensed staff grew from 2,273 in 2007-2008 to 2,492 in 2011-2012.
What are the student achievement benefits of Madison’s very low ratio?
Related: Madison Schools’ 2013-2014 budget includes a 4.5% property tax increase after 9% two years ago.
“Plenty of resources” and “the Madison School District has the resources to close the achievement gap“.

Matthew DeFour:

“I have no doubt that the way we’re going to improve student achievement is by focusing on what happens in the classroom,” Cheatham said.
Clash with unions

Madison Teachers Inc. executive director John Matthews and others say poverty drives the achievement gap more so than classroom factors.
“We do have a high-quality teaching force in Madison — it’s been that way for years,” Matthews said. He added that one challenge he’d like to see Cheatham address is the administration’s tendency to adopt new programs every few years.
Cheatham’s salary will be $235,000, 17 percent more than predecessor Dan Nerad. Unlike Nerad, a former Green Bay social worker and superintendent, Cheatham has never led an organization. She also hasn’t stayed in the same job for more than two years since she was a teacher in Newark, Calif., from 1997 to 2003.
Mitchell, who beat out Cheatham for the top job at Partners in School Innovation where she worked for a year before moving to Chicago, said Cheatham has the talent to become schools chief in a major city like Chicago or New York in seven to 10 years. That’s a benefit for Madison because Cheatham is on the upswing of her career and must succeed in order to advance, Mitchell said.
“The thing about Madison that’s kind of exciting is there’s plenty of work to do and plenty of resources with which to do it,” Mitchell said. “It’s kind of a sweet spot for Jen. Whether she stays will depend on how committed the district is to continuing the work she does.”

Related: A history of Madison Superintendent experiences.
I asked the three (! – just one in 2013) 2008 Madison school board candidates (Gallon, Nerad or McIntyre), if they supported “hiring the best teachers and getting out of the way”, or a “top down” approach where the District administration’s department of “curriculum done our way” working in unison with Schools of Education, grant makers and other third parties attempt to impose teaching models on staff.
Union intransigence is one of the reasons (in my view) we experience administrative attempts to impose curricula via math or reading “police”. I would prefer to see a “hire the best and let them teach – to high global standards” approach. Simplify and focus on the basics: reading, writing, math and science.