Madison School District PDF:

Executive Summary:

As part of its long-range facility planning efforts, MMSD requires a refined approach for predicting enrollment arising from new development and changes in enrollment within existing developed areas. As urban development approaches the outer edges of the District’s boundary, and as redevelopment becomes an increasingly important source of new housing, these issues are critical.

Study Approach

The study period examined MMSD enrollment through the 2036-2037 school year in five-year segments. The projection model applied current MMSD student enrollment rates to 26 specific residential building forms, ranging from single-family homes to downtown redevelopment mixed-use buildings. Using these “residential typologies”, future development was mapped on more than 300 redevelopment locations and more than 2,000 greenfield locations on the periphery of the District.

Development locations, typologies, and timing were confirmed by planning department staff in Madison and Fitchburg. The model also factored in the continued decline in students per household at a rate of about 1% for every five-year period, consistent with official projections. Three Scenarios were examined, varying by the pace of development. Scenario 3, based on an extrapolation of population growth in MMSD, between 2010 and 2015, was identified as most likely.

Key Findings
1. District Territory is Approaching Build-Out by 2040
Under the selected scenario, by the year 2040, all the developable lands in MMSD’s territory (including the transferring areas from the Middleton-Cross Plains and Verona Area School Districts) are likely to be fully developed. After that point in time, all future changes in land use will occur solely through redevelopment. The economics of redevelopment require greater densities, resulting in a larger proportion of apartments – which have lower student generation rates. As a result, MMSD enrollment is likely to decline after greenfield build-out. If current household size trends hold constant, the resulting rate of enrollment decline will be about 1% for every five years following build-out in about 2040.

and

MMSD “Leavers” and “Enterers” are a Significant Enrollment Factor.
Challenge:

District leavers include students living in the MMSD territory who choose to attend non-MMSD schools. These include students choosing open enrollment at other public schools, and students attending private and non-MMSD charter schools.

Overall net open enrollment patterns show more students living in the MMSD area choosing open enrollment in other districts, than students living in other districts choosing open enrollment in MMSD. In the fall of 2015, the net loss of 999 students was a result of 316 entering students and 1,315 leaving students. This is about 4% of MMSD’s total enrollment.

Many factors are involved in open enrollment decisions, including the availability of space in other districts. The Monona Grove School District (MGSD) is the most popular destination of students leaving MMSD through open enrollment. Several MGSD schools are at capacity, and MGSD staff has indicated that they maintain full capacity by adjusting the number of open enrollment attendees. Other important considerations, cited by studies and MMSD staff, include the proximity of other schools, the condition and range of school facilities, and resulting travel distances and routes.

This study estimates that about 2,000 resident students are enrolled in private schools in the region – which represents about 9% of MMSD’s total enrollment. This estimate is based on the difference between the 2014 American Community Survey 5-Year Estimates within the MMSD area for the total number of children of K-12 age enrolled in schools of any kind, the estimated number of resident students electing open enrollment outside of MMSD, and actual MMSD enrollment.

7.Key Trends:

MMSD net “Leavers” comprise about 3,000 school age children residing within MMSD territory.

Reduced capacity in many schools in adjacent districts, reflecting strong suburban population growth, is becoming a more frequent limiting factor on MMSD leavers being accepted through open enrollment in other school districts.

Rapidly evolving options, particularly for charter schools and distance learning, make projecting future enrollment changes through net leavers very difficult.

Key Assumption:
1. MMSD net “leavers” will be consistent with their current levels – about 3,000.

Related: Where have all the students gone?

Larry Winkler kindly emailed the chart pictured above.

Where have all the Students gone?

Madison Mayor Paul Soglin:

We are not interested in the development of new charter schools. Recent presentations of charter school programs indicate that most of them do not perform to the level of Madison public schools. I have come to three conclusions about charter schools. First, the national evidence is clear overall, charter schools do not perform as well as traditional public schools. Second where charter schools have shown improvement, generally they have not reached the level of success of Madison schools. Third, if our objective is to improve overall educational performance, we should try proven methods that elevate the entire district not just the students in charter schools. The performance of non-charter students in cities like Milwaukee and Chicago is dismal.
In addition, it seems inappropriate to use resources to develop charter schools when we have not explored system-wide programming that focuses on improving attendance, the longer school day, greater parental involvement and combating hunger and trauma.
We must get a better understanding of the meaning of ‘achievement gap.’ A school in another system may have made gains in ‘closing’ the achievement gap, but that does not mean its students are performing better than Madison students. In addition, there is mounting evidence that a significant portion of the ‘achievement gap’ is the result of students transferring to Madison from poorly performing districts. If that is the case, we should be developing immersion programs designed for their needs rather than mimicking charter school programs that are more expensive, produce inadequate results, and fail to recognize the needs of all students.
It should be noted that not only do the charter schools have questionable results but they leave the rest of the district in shambles. Chicago and Milwaukee are two systems that invested heavily in charter schools and are systems where overall performance is unacceptable.

Related links:

• Notes and links on the rejected Madison Preparatory Academy IB Charter School. [Kaleem Caire video interview]
• Comparing Milwaukee Public and Voucher Schools’ Per Student Spending
• 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 (2005)
• “They’re all rich, white kids and they’ll do just fine” — NOT!
• Paul Soglin notes and links.
• Madison School District Open Enrollment Leavers Report, 2012-13 (2009 Open Enrollment Leaver Survey)
• Paul Vallas visits Madison; Enrollment Growth: Suburban Districts vs. Madison 1995-2012
• Where does MMSD get its numbers from?
• 60% to 42%: Madison School District’s Reading Recovery Effectiveness Lags “National Average”: Administration seeks to continue its use
• Minneapolis teacher’s union approved to authorize charter schools

I am unaware of Madison School District achievement data comparing transfer student performance. I will email the Madison School Board and see what might be discovered.
Pat Schnieder:

Madison Mayor Paul Soglin has some pretty strong ideas about how to improve academic achievement by Madison school children. Charter schools are not among them.
In fact, Madison’s ongoing debate over whether a charter school is the key to boosting academic achievement among students of color in the Madison Metropolitan School District is distracting the community from making progress, Soglin told me.
He attended part of a conference last week sponsored by the Urban League of Greater Madison that he says overstated the successes elsewhere of charter schools, like the Urban League’s controversial proposed Madison Preparatory Academy that was rejected by the Madison School Board a year ago.
“A number of people I talked with about it over the weekend said the same thing: This debate over charter schools is taking us away from any real improvement,” Soglin said.
Can a new committee that Soglin created — bringing together representatives from the school district, city and county — be one way to make real progress?

The City of Madison’s Education Committee, via a kind reader’s email. Members include: Arlene Silveira, Astra Iheukemere, Carousel Andrea S. Bayrd, Erik Kass, Jenni Dye, Matthew Phair, Maya Cole and Shiva Bidar-Sielaff.

• Where Have All the Students Gone (November, 2005)?
• Where Have all the Students Gone? An Update (January, 2008)
• Madison School District Outbound Open Enrollment.
• Open Enrollment Leavers Survey

Paul Vallas will be speaking at Madison LaFollette high school on Saturday, May 26, 2012 at 1:00p.m. More information, here.
Much more on Paul Vallas, here.
Directions.
Per Student Spending:
I don’t believe spending is the issue. Madison spends $14,858.40/student (2011-2012 budget)
Middleton’s 2011-2012 budget: $87,676,611 for 6,421 students = $13,654.67/student, about 8% less than Madison.
Waunakee spends $12,953.81/student about 13% less than Madison.
A few useful links over the past decade:

• Notes and links on Madison Superintendent hires since 1992 (2007).
• English 10
• Small Learning Communities
• Connected Math
• Reading Recovery
• 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
• Madison School Board member may seek audit of how 2005 maintenance referendum dollars were spent
• Madison Preparatory Academy

Scott Girard (Machine generated transcript):

Hi, I’m cap tines K-12 education reporter Scott Gerard. Today. Our cap times IDFs panel will discuss how will COVID-19 change K-12 education. I’m lucky to have three wonderful panelists with me to help answer that question. Marilee McKenzie is a teacher at Middleton’s Clark street community school, where she has worked since the school was in its planning stages.

She’s in her [00:03:00] 11th year of teaching. Dr. Gloria Ladson billings is a nationally recognized education expert who was a U w Madison faculty member for more than 26 years, including as a professor in the departments of curriculum and instruction, educational policy studies and educational leadership and policy analysis.

She is also the current president of the national Academy of education. Finally dr. Carlton Jenkins is the new superintendent of the Madison metropolitan school district. He started the districts top job in August, coming from the Robbinsdale school district in Minnesota, where he worked for the past five years, Jenkins began his career in the Madison area.

Having worked in Beloit and at Memorial high school in early 1990s before moving to various districts around the country. Thank you all so much for being here. Mary Lee, I’m going to start with you. You’ve been working with students directly throughout this pandemic. How has it gone? Both in the spring when changes were very sudden, and then this fall with a summer to reflect and [00:04:00] plan, it’s been interesting for sure.

Um, overall, I would say the it’s been hard. There has been nothing about this have been like, ah, It’s really, it makes my life easy. It’s been really challenging. And at the same time, the amount of growth and learning that we’ve been able to do as staff has been incredible. And I think about how teachers have moved from face-to-face to online to then planning for.

A myriad of possibilities. And then, you know, ultimately not knowing where the next step might be. And so, um, although it’s been challenging and there has been so many times where there’s been frustration or glitches or those kinds of pieces, I also have watched. Staff, um, grow and blossom and try to [00:05:00] make the best of a situation.

Um, and I’ve also watched our district try to figure out, okay, how do we negotiate this? So it’s been hard. There’s no, no way around that. And, um, I also think we are learning and positioning ourselves to make some bigger changes down the road. Thank you, dr. Jenkins. You’ve spoken about how the transition to virtual learning went and Robbinsdale.
When you were there this spring, what lessons did you learn from that experience that you were able to bring here in Madison as you started the job with just a month until the school year began? Well, um, there were a lot of lessons out of this, the first one, the whole idea that the science. Was real. Um, we initially, uh, sent out a communication about COVID-19 February to six in our district.

And then again in February 28th, and we were watching what was coming out of Hopkins in terms of the information CDC, [00:06:00] but it was from afar, but when it hit us and we had the initial, um, case in our district, even though we had read up on it, it was real. And so in terms of all of your plans, when you have a crisis that we’ve done before, we’ve had crisis in schools, but nothing like this things we had talked about doing way out five years, 10 years from now with technology, we talked about it.

We’ve been talking about building our infrastructure. We went from being the first district to close in the state of Minnesota thinking we were closing for two days to disinfect, right. And we’ll be right back. To now the real reality of what we’re going through. But the lessons we learned in is in terms of how much we depend on one another and how much we need our children to be in close proximity to us, our realization of the children who are [00:07:00] behind, uh, during the traditional schools.

Or just illuminated 10 times, you know, more that, wow, we really need to do a better job of trying to engage, not only the children, but the families. This went from her, just totally child centered to whole family, whole community. And so COVID-19 for us has said let’s pause and check on the social, emotional wellbeing, the mental health aspect, and understanding our community even deeper.

Because the economic employment, the health, all these things that happened. So as a staff, we had to change our delivery models for instruction. Uh, initially in a crisis, we were trying to put in model the same things we were doing in traditional schools that did not work. And we learned from our students and our staff and our community, we needed to change it and not be so much it’s just on associate motion or that we didn’t.

Continue to [00:08:00] try to continue with the high levels of instruction. But initially we were just thrown off guard. I’m gonna be honest with you. And over the summer, you know, we worked together to really come up with a model that we think is better, but we’re not done. We’re still learning. Even being here in Madison.

Now the transition Madison staff did a lot in terms of just like across the country. People were taking food out to the community, getting devices out in the community, getting hotspots out. And we were not prepared for that level of support that we needed to give, but I was amazed at how all the staff and the community came together to try to get those things done.

Yeah. I still remember the lack of sharedness around the closures and how long it would be here. I talked to a number of teachers who said bye to their students for two weeks, and then it ended up being the whole semester. Thank you so much, dr. Ladson billings, this summer, you were involved in a program at Penn park that had some students outdoors learning STEM lessons for three [00:09:00] days a week.
What were the most important aspects of that sort of programming this summer for you? Well, I think dr. Jenkins actually hit upon what was central for me. I know that people are concerned about learning loss or learning, uh, opportunities, missed learning opportunities. But first let’s be clear. Our children are learning all the time.
They are human beings. There is no time when they are not normal. Maybe when they’re sleeping, I learned they’re always learning. Now, whether they’re learning academic things or curricular based things, that’s something different. But what I was doing really focused on and developing that program and we call it smartly in the park, um, I knew that the, the STEM.

Attraction will be there for the wider community. But my focus was on the children’s social, emotional and mental health needs. So many of [00:10:00] our kids are isolated. They, you know, they got a parent who was trying to go to work. Who says you may not leave the house. Okay. You got to stay here. And we figured that out when we started this with the lunches kids, weren’t coming to get the lunches because they were told don’t leave the house.

So, uh, at Mount Zion, one of the things we did is we got, we got the van together. We collected the lunches and we delivered them. So I said, this can’t be good for our kids to be this isolated. So, you know, we did not have sort of assessment metrics or any of those things in place for the summer. What it was, was the opportunity for kids to be in face to face communication with one another and with caring adults.

And I think that’s what we’re learning in this whole process. We can talk about curriculum. We can talk about instruction. But we are in the human being business. We don’t have any human beings. We have no business. And so indeed until we meet those basic [00:11:00] needs, those social, emotional, and mental health needs, we are, we’re not going to be successful.

And I think those were really underscored, uh, as, as spring went on and into the summer. Thank you very much. And that actually leads into another question I have here. Uh, all of you have spoken to me or publicly about social, emotional learning, being as important right now, uh, as academic learning, but how can that be done through a screen?
Um, I’m going to start with Mary Lee just because you’ve been trying to do that with your students. Okay. Um, so there’s a number of ways to do it. Um, It would be a misnomer to think that all of our students were showing up to school on a daily basis when we were seeing them face to face. And so, as teachers, as staff members, we’ve developed ways of connecting with students beyond the physical classroom to begin with.

Right. But there’s also ways to do that in front of a screen. Right. Taking the [00:12:00] time to check in with students. Yeah. I have 50 minutes with my group of students. But guess what? I spend that first five, 10, and that’s at least checking in, maybe it’s a silly question. What’s your favorite fall activity to do or fall flavor.

Right? It could be something silly like that, but it also could be something of like, how are you right now? Where are you at? Um, and then on top of that, it’s meeting students where they’re at some of our students. I have students who are not ready to do a zoom meeting. It’s too much for them. The and a number of ways.

So guess what I’m doing? Phone calls and text messaging and finding ways to connect with them in, in lots of different ways. Do I wish that I could be face to face with them? Absolutely. A hundred percent. And we are, we are finding ways to make those small connections that then lead to being able to open up to bigger connections.

And trying to provide some space during our class time or whatever, you know, [00:13:00] synchronous time that we have to also let them talk with each other. Because like dr. Ladson billings said our kids are isolated in their houses and some of them haven’t seen peers or reached out to peers. So creating some structures and spaces to have some of those conversations, to be able to have engaged in that discussion, that would happen in a classroom.

And, you know, creating those spaces. What are you hearing from staff and what are staff doing in Madison to foster those sorts of things? First of all, let me just say thank you, Mary. I mean, she really spoke to what I’m hearing from a number of our staff and, uh, not just here in Madison, but just throughout the country, as a meeting with other superintendents regularly on a national level to talk about what we can do to continue to build these relationships.
And funny go back to doctor Lassen billings. When she started talking about culturally relevant pedagogy and always look at that in terms of relationship building. [00:14:00] And that’s what Mary was talking about so way before everyone else was talking about it, that the last and bill has been talking about this whole thing of relationship relationship.
And we talk about relationships, but the reality of relationships as just describe that’s where our teachers are. Another thing in terms of uplifting. The voices of the teachers, all of the assessments. Some individuals think that when still need to be hard on the AP exam, harder and act, that’s not the main thing right now.

The main thing is that we put our arms around our students, around our staff, around our community. We see one another and we uplift the voices of the students and of the staff. How are they really experiencing this new thing? Taking those voices in the emphasis of our planning in the past, a lot of times we have gotten to planning from my office, all the other offices, the hierarchy that we’ve known must be flipped up on his head right [00:15:00] now that has not even worked doing a traditional for all.

Children serve some children. Well, but not all children. This is the time that we’re saying before you start the lesson, ask a simple question. But a big question. How are you today? And then pause and listen. Okay. And so our staff intentionally, but when we design our lessons and coming back and looking at how we get students in groups, how we’ll listen to them, individually, students talk to students and we have to be very careful about, um, just doing the content at this time.

But at the same time, our students. They want the structure. They need the structure to help them have some sense of what am I to do today. Parents need it. The other thing we’re doing, trying to connect more with parents and for us, we’re finding that we are actually having more contact with some parents than what we did prior to COVID in particular black and Brown [00:16:00] families.

We have the one group that’s been disengaged before Kobe that’s even more now. Particularly with black and Brown and special needs students. But right now, at this time, we’re trying to make sure we have that additional communication for those students who have been most marginalized prior to covert and now doing covert.

And so I think those things, uh, and students know we’re paying attention to them, staff know that we’re hearing their voices, parents know that we’re hearing their voice and then being prepared to pivot right now we’re in the middle of making shifts from what we’ve learned, even since school started back.

Our early learners, we have to define what the screen time mean, how we’re approaching our earliest learners, our ELL students, how do we give them the support? How do we support our students who may be special needs and just students who may be having anxiety and social, emotional issues and staff. So that’s what we’re trying to do to build a relationship, see people, and then actually.

Serve them based on [00:17:00] their needs and then provide the overall support, uh, systematically, not just an isolated classroom, how will all of our teachers in our face with our students now, that’s what we’re doing. Thank you so much for detailing all of that. Dr. Ladson billings, what sorts of best practices are you seeing on social, emotional learning right now?

So, you know, it’s interesting, there is an instructional practice that we had before all of this called the flipped classroom. And it suggests that a lot of the learning take place online and then you come face to face to do sort of minimal things. Well, I’m seeing that we have in flipped relationships.

What do I mean by that? Is this this stuff worried about in terms of communicating electronically, our kids already know how to do that. They can sit in a room right next to their best friend, and they’re not talking, they’re texting them. It’s become their way of communicating so we can learn some things [00:18:00] from them and not presume that we have to be the ones who are telling them, uh, I want to know, and visited a class, you know, visit as an electronic yeah.
In Baltimore. And I asked the kids, uh, what they liked or didn’t like about. Oh, virtual learning. And one kid said, Oh, I love it. He said, cause when she gets on my nerves, I just turn her off. He’s he’s I couldn’t do that when, when I was in the class, but to sit there and listen. So it’s interesting that the way that they are adjusting and adapting, um, and I think we can take some hints from them.
Uh, no, we don’t want everybody on screens all the time. I think we’re all sick of that. But I do think we can be a lot more creative with it and what I will say. And I think, you know, thinking of dr. Jenkins sitting there, I think that we’re having a diff totally different relationship with our it departments that before they were this group on the side, they were the [00:19:00] resource people.

If my internet goes down, if I can’t get my email, I call them they’re there moved to the center. And we are now in a partnership with them, which is the way it should have been, that they should have been our instructional technology folks as opposed to information technology on the side. So I think we’re learning a lot of how to improve education, uh, as a result of this.

Thank you so much. Are any of you concerned about the screen time for students right now? Does anyone want to talk about how they’re trying to manage it? Well, interesting. You asked that question because that’s been our conversation the last several weeks from parents, from students and staff, uh, and our team.

First of all, we need to redefine what the screen time and all the research prior to Colvin, we need to look at that research with a critical eye [00:20:00] because. You may be on a zoom. And as with dr. Lessen villain just said, the kid may be there. It may be working independently. It’s on, but you’re working independently.

You’re not just interfacing eyes and concerned about, um, whether or not the students engage from a visual straight up point. It just may be on. And so we need to define it first of all, and that’s what we’ve been talking about, but we do need to pay attention to our learning earliest learners. You know, four and five year olds and what can they really manage?

And do we want them to be in such a structured environment? Whereas they’re not being able to be them be independent learners because students can learn independent in what some would call it, unstructured environment. I’d say playtime playtime is very important. So we need to think about it on levels of primary and secondary.

Now, secondary students. They’re on it, but they’re doing it in a totally different way than what our early learners. And so we just need to be respectful. Then [00:21:00] that goes back to listening to the student. And sometimes they can’t manage as much as we were trying to. We’re trying to give them, we have, the pendulum has swung from last spring, not being as much.

And people say, Hey, we want more too. I think sometimes now we’ve got a little too far. And we need to engage the students, hear that voice engaged the teachers. The most important thing right now is to engage that teacher, those formative assessments will allow us to know how we need to pivot along with engaging the voices of the studio.

That’s where we are with. What about you for high schoolers, Mary Lee. I mean screen time is a conversation that we have with our high schoolers, even when we’re face to face in the building of how much time are they spending on their Chromebook in the classroom. Um, because. It’s still a lot. And then we expect them to go home and do homework.

And that a lot of times is on [00:22:00] the Chromebook or on a computer or on their phones. And then you bring in the phone piece. So are a lot of times my high schoolers are definitely multitasking with a phone in one hand and a zoom meeting in the other. And we’ve had some really good conversations about that.

Um, because as we kind of go back to that social, emotional learning, The high school students. And not that the elementary aren’t either, but like the high school students are searching and seeking that social connection. And right now it’s the device. It’s the phone that brings that social connection right level than it already did, even beyond, you know, students sitting next to each other and texting each other.

Like there’s, there’s so much more there. Um, I don’t know if there’s a good answer. For any of that? I think we have to keep learning. I think we have to keep a critical eye of thinking about how can we make our screen-time meaningful. And how can we also pull off the [00:23:00] screen? How can we get creative and pull off of the screen and get kids back outside?

I think of the STEM program that dr. LED’s and billings talked about of being outside working, um, one benefit we’ve had is we’ve had students in our, uh, community garden that we have outside of our school. And I look at that and seeing that is been amazing. Um, that they are engaging with, um, the food chain and how things are produced and you know, how can we build that into schools all over, not just at school, but in their homes, in their communities and connecting there.

I feel that it’s in billings. I know screen time was a concern. And part of the reason that you were so happy with the program this summer, that was outdoors. What are your thoughts on students avoiding too much screen time? So earlier this year, well, probably late, late, late summer, as we were thinking about going back to school, I did a workshop [00:24:00] for.

A local bank that has branches in Milwaukee and green Bay. And because a lot of those, uh, employees, so, you know, I still have to work, but what about my kids? And so we had really good conversation and I literally helped them build a schedule for whether it was elementary, middle, or high school. And I built into that schedule, like stop and go outside.

Like that was like written there. Oh, cause one of the things that we are forgetting is that, you know, as human beings, we, we are mind, body and spirit. We’re not just minds. And so this is an opportunity to literally say it’s important that you get some exercise. I talked to, to the parents about having more than one in one place in their home.
Or their kids to be engaged in their learning. So yeah, maybe the, the den or their room is where they, they might do English or [00:25:00] literacy or reading and mathematics, but maybe it’s the kitchen table or the kitchen Island where you’re going to do the craft activity. And then get outside, you know, minimum amount of time.

We need the very things that we need to do in a well-developed face to face program. We still can keep going, uh, modify at home. We want to make sure that our kids are taking care of their bodies. Um, you know, one of the unanticipated. A result of this pandemic is that a number of our high school students are, are taking jobs.

And we hadn’t thought about that. A merely talked about knowing that that some of the kids are not checking in. They’re not checking in cause they’re working. Uh, and they’re adding hours if they already had a job. So they need to be active. They need to minimize the amount of time that they have to be.

In front of those [00:26:00] screens. Um, cause they haven’t drawn to the many way. Um, my generation was drawn to the TV and back then it was like the television producers had enough sense to turn us off at midnight. It’s like, we go watch no more, but we are, you know, we’re in, in a generation in which. People getting most of their information through the screen.

So we’ve got to break it up and make it, uh, an opportunity for them to also get their bodies moving. And so that they just don’t, you know, secondary, um, activity is what leads to all the sort of heart disease and diabetes and things like that. So we don’t want to set them up for, um, a negative future.

Well, I have one other part about that, and I know we we’re talking about with the students screen time. We’ve also been talking about we’re wrestling as adults. When do we begin our day? When does our day end? So we’ve got to have more calibration around this whole moment. We’re [00:27:00] in, it seems like there’s no ending to it.

We did have a set time doing traditional, but now you’re at that desk. You’re in your space working from early morning to late at night. So we have to recalibrate on that. And I think as we think about ourselves, That will help influence what we’re doing with our students. Realizing too, as you mentioned about the phone’s constantly going, and if we don’t do that as dr.

said, it impacts our health. When our minds never shut down. And that’s whole about the whole sleep time study. And that’s another discussion, but yeah, that’s a great point. I mean, Mary Lee, how, how has that been for you as a teacher wanting to connect with students, but trying to live your own life? Well, and I, I thank you for bringing that up.

I really appreciate it because I do think as teachers, we spend a lot of time thinking about our students screen time, and then we’re not necessarily reflecting on how exhausted we are and understanding why that is. Um, I, I taught [00:28:00] online before online was the cool thing too do. And so I had to learn that I was, I was balancing both teaching some face to face some online.

And when I first started teaching that online piece, I realized I was working all hours of the day and I was responding to emails at eight o’clock at night and at five 30 in the morning. And I realized I had to set some boundaries for myself and. As a community of staff members, we haven’t, we haven’t, I don’t think we’ve gotten there yet because we feel like there’s so much to do and we’re learning and trying to stay on top of so many things.

And as I think about our staff, um, yesterday we were in a professional development and we, we did try to take some times to take a break, but it just becomes all consuming. And, um, I appreciate dr. Jenkins thinking about the staff and how [00:29:00] yes. We might be teaching face to face or not face to face, but on zoom, synchronous, you know, from nine to two, but guess what?

Our job doesn’t end there. And so then we’re on the computer on a screen beyond those hours, a lot of times, many hours beyond those hours. And so, um, And I think we are, we’re learning and we’re going to hopefully get into a place where we’ve gotten through the first term. We’ve started to realize, okay, here’s some strategies that really work and how we can set some of those boundaries.

Thank you both for speaking to that aspect of this, one of the other pieces that we’ve spoken about Mary Lee is that sort of this time has illustrated. That no learning system is going to work for everyone, including virtual, but, but I think, uh, a lot of people assumed the other system was just the way it was, but this has highlighted that it’s not going to work universally.

How can education move forward with that? [00:30:00] Understanding that not all systems work for every student. Um, I’ll actually start with dr. Ladson billings on this one. So now that you’ve, um, Toss me a nice softball, cause it’s kind of what I’ve been talking about all along all, since we’ve been in the pandemic and I’ve suggested that, um, this is an opportunity for us to do what I’ve called the hard reset, and I’ve actually used the analogy of the devices that we all have, that when they don’t work.

Um, we, you know, try something, things, we take the SIM cards out, put them back in the battery out, put it back. They don’t work, they don’t work. And we, we, we head off to the store, whether it’s the Apple store or the Samsung store, Android, wherever you got your device and somebody who was about 17 years old, wearing a tee shirt, tells you the dreaded words, we’re going to have to do a hard reset.

And what they mean. I mean, by that is if you haven’t backed up everything. When [00:31:00] they give you that phone back, all your contacts are going to be gone. All your pictures are going to be gone wherever you were in the candy crush. Thing’s going to be gone. You’re going to have a phone that’s like it was when it came to you from the factory.

And that’s really where I believe we are in education. I don’t think, I think we can, you know, when people say I can’t wait to get back to normal, well, normal. For the kids that I’m most concerned about was a disaster. Normal was they weren’t reading normal was that they were being suspended at a disproportionate rate.

Normal was, they were over identified for special education. Normal was, they were being expelled normal was they weren’t getting an advanced placement. So with the heart reset, We have this opportunity, you know, I’ve been siting a Indian novelist by the name of our Arundhati Roy who says this, the pandemic is a portal.

It’s a gateway from the old world into the new, [00:32:00] and that we have an opportunity. I know we’re all talking about how horrible this is, but I want to say that it’s also an opportunity. There’s also a chance for us to have a clean slate, to think differently about what we’re doing too. Focus differently.

I’ve got a panel coming up next week with the national Academy. And one of the things I’m going to say is that we need to center science and I’m not just saying science curriculum, but the problems of living in a democracy, whether it is climate change, whether it’s economic downturn, whether it’s an inability for people to access a quality education, that if we send it problems, then the curriculum will come along because.

You know, you, you can’t make a case if you’re not literate. Right. So I don’t want you to, just to read, because I want you to have a set of skills. I want you to be able to solve a problem. So I just think, yeah, again, I can’t remember whether it was [00:33:00] Ronald manual or some political person who said we should never let you know, not take advantage of a good crisis.

Well, we got a good crisis here and we need to take advantage of it. Mary Lee, how can you bring that idea of systems? Not universally working for every student into teaching? Uh, so I I’ve been really lucky. Um, I work at Clark street community school. We have started this step. We’ve gotten rid of grades.

Not, standard-based not one, two, three, four. Like we have truly, there is no GPA, there’s no grades. We are mastery-based. So we’re actually looking at when you write something or when you read something or when you do some math work, we’re looking at that and saying, okay, where can you improve? Where have you really mastered this skill, that kind of piece.

Um, we’ve looked at how do we. [00:34:00] Look at personalized plans for students. And how are the students taking the lead on that plan? What do they want to do? What do they want to pursue? I do think this, I cannot second enough. What doctor Ladson billings is saying is this is such an opportunity. That we can start saying maybe one size doesn’t fit all.

And here is our chance to actually make those changes that maybe we don’t need all of our students in our building at the same time, in order for them to be growing and learning, maybe we can connect with our communities. I think of, um, what dr. Jenkins was saying about how, you know, the outreach and the connection with community centers and community groups.

Maybe we need to make that the norm as compared to just the crisis situation. So I think there’s so many different opportunities within that to say, huh? Turns out when we take some of these pieces away, not everything [00:35:00] falls apart and maybe we are actually seeing students grow and seeing students thrive in, in a way that we haven’t seen before.

How can a whole school district embrace those ideas? Do you think. I think it’s critical that we all pause and look at what we have and turns out COVID-19 intersecting with the whole racial injustice. Um, since the emphasi of our country. For me, when I publicly witnessed mr. Floyd being lynched 16.2 miles from our home.

Um, a moment as an educator of 30 years, I said, I’m not doing my job. I’m not being disruptive enough. It came full circle, the historical wrongs of black and Brown, poor children, special needs children. [00:36:00] And I’m saying, what can we do? That was the question I asked. And I said, it’s time that we go back and look on the promise of America.
Of America and hold America accountable, but it’s reciprocal accountability. We have to do our parts and America must do their parts. We’re fundamentally flawed, no matter which system we try to implement right now, we’re fundamentally flawed how we resource education. We need to make education, the main thing.

And when I say resource, see, it’s not just money. It’s the resources. Be it human. Be it an opportunity for advancement once. An individual would come educated. This is an opportunity for us to hold America true to his promise. When Abraham Lincoln said we came together to form a more perfect union. This is the time to form a more perfect union and to be all inclusive, put the schools in a community and hold the community accountable.

Put the community in the schools [00:37:00] to hold schools accountable. It’s a shared responsibility. It’s not just schools is businesses. Is healthcare. It’s all about the employment. And I just think, regardless of where we stand, which system, if we don’t see the people, and if we don’t have a service mentality about the people, right.
And trying to support the people and we develop policies that impact our practices, that impact the people that are still not taken into that promise. We are Americans. I think this is the greatest opportunity in my time in education. It’s like I’ve had a rebirth. I consider myself as a first year educator right now, not superintendent dropped the titles.
That’s nonsensical, drop the titles and let’s just come together and do the work whichever system we designed, make sure it’s one of excellence and not non excellence. I think critically when we say excellent [00:38:00] excellence is not some children reading at 18% and other children reading it. 64%. And we’re trying to compare the students, black and Brown students to white students who are scoring at 64%.
64% does not put us on a competitive level internationally. That’s the very reason in math and science, we had 32 and 34 in terms of our rating. When you look at the performance of international that says, this is an opportunity for America to really lead how America can lead. And I truly believe with the great science that’s here in Madison.

Number one public institution share parking lots with MMS D share a parking lot is no reason that we can’t come together. Take the science, take the practice, listening to the students, listen to the staff and listen to the community. Whichever system we come up with. We’ve come up with it together. And it’s all in.

That’s what I believe that we have to do in a system that we choose must maintain [00:39:00] unhuman perspective. And not just test outcome perspective. Thank you all very much for that per those perspectives. We need to take a quick break here and we’ll be back to talk more about teaching and learning. Going forward.

Cap times idea Fest 2020 is made possible by the generous support of our spots. Presenting sponsor the bear-ish group that UBS a financial services firm with global access and a local focus to pursue what matters most. For its clients. Major sponsors are health X ventures, backing entrepreneurs who are creating value with digital health solutions, exact sciences pursuing earlier detections and life changing answers in the fight against cancer courts.

Health plans built with you in mind and Madison gas and electric. Your community energy company with goal is net zero carbon electricity. By 2050 co-sponsors are Epic systems and the Godfrey con law firm, [00:40:00] other sponsors are Wisconsin alumni research foundation savings bank, UnityPoint health Meriter cargo coffee, and the forward theater company, media partners are the Wisconsin state journal and madison.com.

Welcome back to our panel on how COVID-19 will change the future of education. So one of the things I think a lot of students and adults are facing right now through this pandemic is uncertainty. Uh, in their lives, how can teachers and, uh, educational institutions help students through that uncertainty, uh, while also managing, you know, their, their own, uh, challenges, Mary Lee, I’ll start with you.
Um, I think it starts with. Well, going back to the question of [00:41:00] how are we approaching social, emotional wellness? How are we looking at the wellness needs of our students, of our families and of our teachers? Um, I think we have spent a lot of last spring. Early this fall saying, okay, we’re going to check the box on making sure our kids are okay.

And I do have some concern that we’re going to, you know, get further in and be like, Oh, well we already checked that box. So we don’t need to continue to do that. And that’s where I think parents and staff members and students and administration and the greater community can help, continue to check in to.

Keep that pulse. Um, we’re going to head into winter here soon, whether or not the weather today actually looks like that. Um, and that’s going to change the dynamic. And so as we continue through these different phases, as the data changes as well, different events come through in the next few months, we need to continue [00:42:00] to check in, um, because the uncertainty is not right, going away, not for awhile.

And. The more that we are being aware of the mental health need. The more that we continue to message to families that the wellness of your family is of the utmost importance. Yes. We want students learning. We want students growing and they’re going to continue to do that. Especially when they are. Wow.

Especially when they have levels of security and that could look like a lot of different things, whether that’s a schedule. I love how dr. Ladson billings talked about working with families of how do you do a schedule? How do you actually, we make a schedule I’m going, I wonder if we’ve done that with our parents?

I don’t know if we have, we’ve talked with some of our high schools students about doing that, but that might be really great for our elementary students to think about. We’ve actually set up a schedule as teachers I’m really skilled at that. It’s what I live in, right? Like that’s my world that I live in.

Not everybody lives in that world. So as we [00:43:00] continue on, we have to continue doing those checkpoints. We can’t just check a box and say that we’re moving forward. Dr. Jenkins on that similar note. I mean, how can the district give parents and students certainty right now? I think right now we have to truly just be honest with the community.
We’re in a state of uncertainty and it’s all about how you view it. Uh, it doesn’t mean that it’s the end of the world because we’re uncertain. We’ll give you as much information as we can, based upon the information we’re getting, but I’m also really pushing for parents and for staff to be very careful about what information coming to you.

For example, there is a, an economist out of Harvard Shetty. He just put this piece out based upon his metrics really would fall into discern online curriculum about Wisconsin [00:44:00] and the high socio economic students have increased learning 83.3% on his own online curriculum and the lower socioeconomic students have.

Decrease by 1%. So we know we have gaps, we’re Wisconsin, number one in the nation. Right. But what does this type of data mean inflammation when you get it, it contained to perpetuate narratives of someone else versus trying to understand your own realities. And so that narrative individual may take, do we even use the Zurn curriculum in all of Wisconsin?

No, but right now the narrative is, these are the things that’s happening. So no, the information and from where it come, no, the metrics do your homework as much as you can to be in alignment with the guidance that’s coming out, we’re in a medical situation, the academic piece. And I wholeheartedly agree [00:45:00] with dr.

Our students are learning right to the staff. I’m saying, Hey, give yourself some space and grace and give the students in space and grace. You didn’t turn it in about two o’clock. Nope. Zero, hold up. Wait a minute. That kid was at home helping three of their siblings. You don’t know all the situation, ask questions before we make those final decisions.

Same thing to parents in particular, parents who are working and have children at home, give yourself some space and grace give you students in space and grace. And one of my former people, uh, student services, um, supervisor, she said that to our team. Because when we first started, we were in a crisis. She say, hold up, everybody, let’s just give some space.

And grace. And I really embraced that philosophy of saying, you’re not going to be perfect. I’m not going to be perfect, but we’re just striving to do better. And as long as we can understand that we’re going to strive to get better. You don’t have to be perfect. That’s the other thing, [00:46:00] too. Right? As long as we know our intent and we’re really working hard.

To get there. I think we’ll be a little bit better off, but that adds to the social emotional. I have to be perfect. I’ve had to have more psychologists talking to our 4.0 students over time because of the anxieties they have. Wait a minute. I just scored a 97 on that test. Oh my goodness. I didn’t get a hundred, hold up, slow down.

You know, that wasn’t all that bad, you know, and that’s not low expectations. But it’s just saying, relax, you know, and we all going to have to do that, help one another, uh, do that. And I think we’ll be better off the anxiety’s a real amongst all of us right now, dr. Ladson billings, how can uncertainty and, you know, disruption to routine affect kids’ learning, um, and development.

Um, so I think what’s important for us to understand is even though this panel is about COVID-19, we are in the midst of four readily [00:47:00] identifiable pandemics. We do have COVID-19 it’s the reason why, you know, people are distancing, why I’m here and not in the studio with you. We understand that one, but we’re also in a pandemic of anti-black racism that that’s everywhere.

I mean, was George Floyd and Arbery, um, C’mon Arbery and Brianna Taylor, and then lo and behold, Jacob Blake, I mean, right down the road and Kenosha. So that’s all around too, but we also are facing a terrible economic situation. We haven’t talked much about it, but the truth of the matter is that, um, even though the governor has, you know, had a landlord stay the requirement for people to pay their rent, those rents are going to come due.

And people don’t have jobs or they’ve had to cut hours. So rents and mortgages and all those things will come down, come, come due. And then the fourth one, although we think of [00:48:00] ourselves as kind of safe from it in the upper middle is the coming climate catastrophe. You know, I’m a grandmother who all of her grandchildren are on the West coast, so they can’t even go outside because the air is so bad.

So those fires raging in California, or if you live in that, um, in the, in the Gulf coast area, uh, we are now through all of the regular alphabet with storms and now into the Greek alphabet, Louisiana is bracing for, uh, the Delta, right? So all of these things are happening. So uncertainty is not just around COVID-19 it’s around living in this world right now.

So one of the things that I think will help us with the uncertainty is that as teachers, we have to begin to build our pedagogical repertoires, COVID-19, it’s forced you to do it. To some extent you can’t just do the same old [00:49:00] stuff. Uh, I recall as a professor at UWA because, you know, unlike, um, K-12 school and we don’t get a room.

You know, you don’t have a room. That’s your room. You have your office, what you teach, wherever they assign you, wherever their space. And I, I made a decision that whatever space I’m in, I’m going to take advantage of whatever, whatever resources are there. So my last. Couple of rooms were connected to our IMC, which meant I had all of this technology.

I had smart boards, I had docu cams. I had, uh, all kinds of listening and I decided to start doing some things differently. I began to run a, um, uh, a class hashtag. A Twitter feed. And what did I find out that many of my international students absolutely loved because they don’t like raising their hands and speaking out because that’s not how they came into education in their countries, but they can pull out their [00:50:00] devices and tweet about what we’re doing.

I would not have thought about that without that resource there in front of me. So I think the, again, you know, I want to look at the opportunity. So the opportunities are for us to build, um, better, um, pedagogical repertoires to learn, to teach together. That’s another thing that I think we, we, we give lip service to team teaching, but I think now we do have to work together.

Uh, and that as that Jenkins had said earlier, the whole notion of the community and the school and the school and the community, that, that, that gives us another opportunity. Um, Mary Lee talked about a community garden. Um, we could be doing so many more things, uh, and not letting the assessment tail wag the dog here that.

Uh, I just wanna, I just don’t want us to lose this opportunity to miss it because it really is, uh, an [00:51:00] opportunity. Thank you so much, dr. Jenkins, dr. Ladson billings just spoke a lot about teacher development and growth and learning right now. What are you doing as an administrator to learn and grow through this period of time?
JFK said that leadership and learning are indispensable. You can’t be a leader without wanting to continue to grow. And I am listening a whole lot more to everyone. Uh, and what I’m hearing from the children, uh, when I go out in the community, when I’m going and tapping into the schools, when I’m meeting yesterday with the principal groups and what, uh, when I’m listening to the parents.

Okay. When I say I’m in my first year of my new education, As a leader, this is my first year. And it’s exciting. It’s given, it’s rejuvenated me in a way as a learner, you know, reading, uh, [00:52:00] any and everything, because there’s not a blueprint for this where we are now. So as I walked through it and looking at the models, not of what has been, but what could be, I think what dr.

Less ability to say, this is an opportunity. I am in that mode of saying this is the learning should be occurring for myself, trying to educate also working in collaboration with our board, working with the staff and yesterday the principals, we had a great time conversations and we’re going to flip our model central office, bringing in all the experts central office, come in and leave.

No, no, no, no, no. Principals will lead the PD. They were going to come up with the topics and working in concert with the staff. And, um, I met with some amazing principals. Yes,
we have so much talent in MMS. D I just, I mean, I’ve been in a lot of places and I knew that when I left and it’s still [00:53:00] here. So that’s what I say as a, as a new leader, you know, I am in a learning mode. And I think I’ve been rejuvenated by this COVID-19, but it’s racial the whole injustice piece. So I think that’s what, from my level and lens, we have to do throw out what we were before this and start a new.

Yeah, in sort of to build on that. Are there any specific curricular or content changes that you see happening as a result of everything that’s going on right now? Mary Lee? I mean, do you plan to build any of what’s been going on in the world into your content going forward? We are, that’s a really amazing part.

Um, so the school that, uh, I work at, um, we’ve been doing this for almost 10 years now of looking at, um, how do we bring what students are already passionate about? How do we bring what is already, um, in [00:54:00] both popular culture, in the news in science and bring it into our focus. So right now our students are split into two cohorts.

One cohort is working on a, um, the theme is growing. You’re growing our future. So looking at food, sustainability, planetary health, looking at philosophy, how does philosophy impact how we, we, um, interact with the world poetry? So how can poetry and. Within that hip hop and language be impactful for communicating your ideas.

So that’s our one strand. And so we have a group of teachers who are then working with our half of our students for this entire first term interspersing, all of those ideas I’m in the coming of age. So thinking about what does it look like to come of age? Both in this time and in times, All over the world.

Right. [00:55:00] So thinking about it from a global perspective and right here in our community, so what are we looking at? What are we doing? How do we look at statistics and use that to inform our, our decisions that we’re making? How do we use literature to have that windows and mirrors effect? Right. What do I see in literature that is similar to me?

What is literature that opens my eyes to different pieces? Um, so. I’ve been really lucky that I’ve been doing this for many years now. And I think we are now we have an opportunity to say, how can we use what is happening in our world right now? If you take any of the pandemics that dr. Ladson billings talked about, you could develop curriculum for years on those topics alone.

And. We have an opportunity to do that. We have the materials, we have the ideas out there, but it’s going to take a massive shift. It’s a massive shift to shift away [00:56:00] from what we’ve been doing to what we can do. And I think this might be the time and yes, it’s going to be hard. It’s already hard. So what can, what are those steps that we can start taking as we look at that?

Dr. Ladson billings, how important do you think it is for teachers to do that sort of curricular adjustment, uh, for their students? Um, I think it’s imperative, you know, it’s interesting some years ago, um, psychologist, how a gardener who most people know from multiple intelligences, Howard said, you know, We keep talking about what schools need to do or what, you know, how, how to get better.

He said the truth of the matter is if you look around the world, there are different places in the world that are X.
[00:57:00] We keep talking about what schools need to do or what w you know, how, how to get better. He said the truth of the matter there is, if you look around the world, there are different places in the world that are expert at different aspects of it. He said, if you want, wanted to have a child have a perfect education, you put them in preschool, Italy at Reggio Emilia.

You put them in elementary school in Finland. You then put them in high school in Germany, and then you send them to college in United States. That indeed that’s the best system seemed to be. So we have this opportunity to look or what what’s going on at Reggio Emilia, how can our preschools be less sort of structured and focused and more whole child oriented what’s going on in Finland?

Why are the fins doing so well in elementary school? Uh, How much [00:58:00] latitude do their teachers have to make curricular decisions what’s going on in Germany, uh, with high school? Well, one of the things I know for sure is that German high school offers a promise. If you stick through this, this is what we’re promising you at the end.

So they’ve sat down with industry and ha and postsecondary ed and said, Buhr people come through the program. We guarantee them a route to one of these. They want to go work in the Mercedes Benz plant. They can do that, but if they want to go to belong, yeah. Uh, to study, they can do that. And then of course our colleges are the cream of the crop.

Everybody comes here. Everybody wants to go to a college and university in the U S we have to find a way to synthesize all of this great information and great opportunities, because we were one of the best resource countries, nations the world’s ever seen. And I don’t actually think it’s about quote money.
I think it is about our [00:59:00] political will. It is about our political, do we want to invest in just the fence or do we want to invest in our people? Thank you so much, dr. Jenkin, you spoke a little earlier about sort of some conversation about achievement gaps, uh, nationally, and that’s something that’s been certainly a big part of the conversation over the past seven months is the potential for widening achievement gaps through this time.

Uh, is that a concern here and how can you stop that from happening? Well, I think achievement gap is one thing, but the opportunity gap and based upon just even what you just heard. They were talking opportunities, right? And the higher, more wealthy families have opportunities before school, after schools on the weekend spoken language at home is so many opportunities.

And when I said there’s a resource with fundamental flaw, how we resource, this [01:00:00] is what I mean, it’s bigger than just money to these opportunities we can create, uh, for our children. And I’m still on the narratives. We have to shift the narratives. I said this when I was speaking at, um, the editorial board for the state journal, I think the media has a lot to do with shifting this narrative.
And when I mentioned Shetty’s work earlier or some other individuals who are economists or, and we should be shooting, what were you doing? The other side?

…. the remaining audio is indecipherable.

Related: Catholic schools will sue Dane County Madison Public Health to open as scheduled

Notes and links on Dane County Madison Public Health. (> 140 employees). Run for office. Spring 2021 elections: Dane county executive.

Molly Beck and Madeline Heim:

which pushed Dane County this week not to calculate its percentage of positive tests — a data point the public uses to determine how intense infection is in an area.   

While positive test results are being processed and their number reported quickly, negative test results are taking days in some cases to be analyzed before they are reported to the state. 

Channel3000:

The department said it was between eight and 10 days behind in updating that metric on the dashboard, and as a result it appeared to show a higher positive percentage of tests and a lower number of total tests per day.

The department said this delay is due to the fact data analysts must input each of the hundreds of tests per day manually, and in order to continue accurate and timely contact tracing efforts, they prioritized inputting positive tests.

“Positive tests are always immediately verified and processed, and delays in processing negative tests in our data system does not affect notification of test results,” the department said in a news release. “The only effect this backlog has had is on our percent positivity rate and daily test counts.”

Staff have not verified the approximately 17,000 tests, which includes steps such as matching test results to patients to avoid duplicating numbers and verifying the person who was tested resides in Dane County.

All 77 false-positive COVID-19 tests come back negative upon reruns.

Madison private school raises $70,000 for lawsuit against public health order. – WKOW-TV. Commentary.

WEAC: $1.57 million for Four Wisconsin Senators

Assembly against private school forced closure.

Wisconsin Catholic schools will challenge local COVID-19 closing order. More.

2017: West High Reading Interventionist Teacher’s Remarks to the School Board on Madison’s Disastrous Reading Results

Madison’s taxpayer supported K-12 school district, despite spending far more than most, has long tolerated disastrous reading results.

My Question to Wisconsin Governor Tony Evers on Teacher Mulligans and our Disastrous Reading Results

“An emphasis on adult employment”

Wisconsin Public Policy Forum Madison School District Report[PDF]

Booked, but can’t read (Madison): functional literacy, National citizenship and the new face of Dred Scott in the age of mass incarceration

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”.

Joel Kotkin:

Some suggest that the trends of the first decade of this century already are passé, and that more Americans are becoming born-again urbanistas. Yet after a brief period of slightly more rapid urban growth immediately following the recession, U.S. suburban growth rates began to again surpass those of urban cores. An analysis by Jed Kolko, chief economist at the real estate website Trulia, reports that between 2011 and 2012 less-dense-than-average Zip codes grew at double the rate of more-dense-than-average Zip codes in the 50 largest metropolitan areas. Americans, he wrote, “still love the suburbs.”

What is also missed by the Obama administration and its allies is the suburbs’ growing diversity. If HUD wants to start attacking these communities, many of their targets will not be whites, but minorities, particularly successful ones, who have been flocking to suburbs for well over a decade.

This undermines absurd claims that the suburbs need to be changed in order to challenge the much detested reign of “white privilege.” In reality, African-Americans have been deserting core cities for years, largely of their own accord and through their own efforts: Today, only 16 percent of the Detroit area’s blacks live within the city limits.

These trends can also be seen in the largely immigrant ethnic groups. Roughly 60 percent of Hispanics and Asians, notes the Brooking Institution, already live in suburbs. Between the years 2000 and 2012, the Asian population in suburban areas of the nation’s 52 biggest metro areas grew by 66 percent, while that in the core cities expanded by 35 percent. Of the top 20 areas with over 50,000 in Asian population, all but two are suburbs.

Related: Where have all the students gone?

Erika Sanzi:

Parents prefer relationships to data. Most of us enjoy people more than numbers and like parent teacher conferences better than bar graphs. We take comfort in knowing that our kids are being educated in a safe space and worry very little about the high school profile or SAT participation rate in our town.

It’s human nature to listen to our hearts instead of our heads and it’s normal to be driven by connections we feel to teachers and coaches and school leaders to whom we entrust our children every day.

Hard truths however are better learned early than too late. Parents in my little state of Rhode Island deserve to know how their kids match up educationally against kids from Massachusetts, Connecticut, and even Maryland. Is the education they’re receiving as good as it feels like it is or are there systemic and measurable deficiencies that parents need to acknowledge?

And will those deficiencies impact the future that they have already envisioned and perhaps even planned for their children?

For example, many parents do not realize that their child’s high school profile has a significant impact on how college admissions officers view their application. And unfortunately for top tier students especially, their applications are looked at less favorably because of what other kids in their class are or are not doing.

Related: where have all the students gone?

Where have all the students gone?
Madison School Board President Ed Hughes:

Esenberg sets out to identify the fundamental differences between voucher advocates and opponents. His thesis is that views on vouchers derive from deeper beliefs than objective assessments of how well voucher schools perform or concerns about vouchers draining funds from public schools. To him, your take on vouchers depends on how you view the world.
Esenberg asserts that voucher advocates are united by their embrace of three fundamental principles: that a centralized authority is unlikely to be able to decide what is best for all; that families should be trusted to select their children’s schools since ordinary people are capable of making choices for themselves without paternalistic direction; and that “government does not do diversity, experimentation and choice very well.”
By implication, he asserts that voucher opponents think that a centralized authority will be able to decide what’s best for all, that families shouldn’t be trusted to make choices for their children, and that government control is the best way to foster innovation.
And there you have it. Your views on school voucher expansion are entirely explained by whether you prefer individual freedom, like the voucher advocates, or stultifying government control, like the voucher opponents. In cinematic terms, voucher opponents are the legions of lifeless, gray drones in Apple’s famous 1984 commercial and voucher supporters are the colorful rebel, bravely challenging the control of Big Brother and hurling her sledgehammer to smash mindless conformity. You couldn’t ask for a more sophisticated analysis than that, could you?
While his thesis invites mockery, Esenberg’s short article does present a bit of a challenge to voucher opponents like myself. Can we set out a coherent justification for our opposition that doesn’t depend on the facts that voucher schools drain needed resources from public schools and don’t perform any better? Sweeping those fairly compelling points aside, Esenberg asks, in effect, what else you got?

Mr Hughes anti-voucher rhetoric is fascinating on several levels:
1. The Madison School District’s long term, disastrous reading results. How much time and money has been wasted on anti-voucher rhetoric? Reading has long been job one.
2. Local private schools do not have much, if any availability.
3. Madison spends double the national average per student (some of which has been spent on program explosion). Compare Milwaukee Public and Voucher Schools’ Per Student Spending.
4. Madison’s inability to address its long-term disastrous reading results will bring changes from State or Federal legislation or via litigation.
5. Superintendent Cheatham cited Long Beach and Boston 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”.
I recall being astonished that previous Madison School District administrators planned to spend time lobbying at the State level for this or that change – while “Rome is burning“. Ironically, Superintendent Cheatham recently said:

“Rather than do a lot of work on opposing the voucher movement, we are going to focus on making sure our schools are the best schools possible and the schools of choice in Madison,” Cheatham said.

Mr. Hughes in 2005:

This points up one of the frustrating aspects of trying to follow school issues in Madison: the recurring feeling that a quoted speaker – and it can be someone from the administration, or MTI, or the occasional school board member – believes that the audience for an assertion is composed entirely of idiots.

A great, salient quote. I would hope that the District would focus completely on the matter at hand, disastrous reading scores. Taking care of that problem – and we have the resources to do so – will solve lots of other atmospheric and perception issues.
In closing, I sense politics in the voucher (and anti-open enrollment) rhetoric. Two Madison School Board seats will be on the Spring, 2014 ballot. One is currently occupied by Mr. Hughes, the other by Marj Passman. In addition, local politics play a role in becoming school board President.

Stop the latest ploy by the WIGOP to destroy our public schools!The time to act is now: bit.ly/18zyVJW

— Madison Teachers Inc (@MtiMadison) May 30, 2013

Long term disastrous reading scores are the existential threat to our local public school “status quo” structure.



Related: Where Have all the Students Gone? Madison Area School District Enrollment Changes: 1995-2013.

Robin:

I frequently have my undergrad and grad students read Bill Easterly’s excellent book, The Elusive Quest for Growth: Economists’ Adventures and Misadventures in the Tropics. They are often a bit depressed after reading the chapters on growth, noting how little we seem to know about growth in the real world. It is the education chapter, however, which really gets to them. In it, Easterly points out what has been known for ages but is rarely mentioned in print (see Lant Pritchett’s “Where has all the education gone?” for a refreshing exception), namely, that education is not positively and significantly related to economic growth for most samples. Sometimes you can find a weakly positive t-stat in a sample of OECD countries, but you are lucky if you merely find zero correlation (instead of a negative and significant) in the developing world.

Related www.wisconsin2.org.

Tap on the image to view a larger version. Source: The Global Report Card.

Madison School Board Member Ed Hughes:

Recently I’ve been spending a lot of time thinking about the Madison school district’s achievement gap problems and other challenges we face. I’ve also been responding to the outlandish notion that Madison is a failing school district whose students deserve private school vouchers as their only lifeline to academic success.
At times like this, I find it helpful to remember that Madison’s schools are educating many, many students who are succeeding. Some of them are succeeding spectacularly. With apologies to those I’m overlooking, here’s a brief run-down on some of our stars –
Madison Memorial’s recently-formed science bowl team won the Wisconsin state championship in January. The team of seniors Srikar Adibhatla, Sohil Shah, Thejas Wesley and William Xiang and sophomore Brian Luo will represent Wisconsin in the National Science Bowl Championship in Washington, D.C. in April.

Related:
Credit for non-Madison School District courses and the Talented and Gifted complaint.
Census.gov on Madison’s demographics, compared to College Station, TX. 52.9% of Madison residents have a bachelor’s degree, compared to the State’s 26%. 57.5% of College Station, Texas’s residents have a college degree.
Madison High School UW-Madison and University of Wisconsin System enrollment trends 1983-2011:
East LaFollette, Memorial, West, Edgewood.
Where have all the students, gone? A look at suburban Madison enrollment changes.
National Merit Semifinalists & Wisconsin’s cut scores.
Madison’s nearly $15k per student annual spending, community support and higher education infrastructure provide the raw materials for world class public schools. Benchmarking ourselves against world leaders would seem to be a great place to begin.