Because of its location near the nation’s capital, its charming historic Old Town, and its median family income of $109,228 (the highest of any city in Virginia), outsiders might think that Alexandria boasts a first-rate public-school system. It doesn’t. The quality of the public schools within the city varies greatly, and system as a whole lags behind those in neighboring Arlington and Fairfax Counties. Pick your measuring stick: U.S. News & World Report, Zillow, GreatSchools.org, Trulia, parental chat boards, the Washington Post ranking of local high schools. Alexandria performs poorly by any metric. SchoolDigger ranks the district 96th out of 130 districts in the state. This isn’t to say Alexandria schools are bad, exactly, but some of them are particularly subpar for an area with such relative wealth.

Jefferson-Houston, which teaches students from pre-K to eighth grade, lost its accreditation in 2012. The school, which is 67 percent black, narrowly avoided being taken over by the state in a subsequent court battle. A little more than 15,000 students attend 16 public schools in Alexandria, and the district spends $16,999 per student, according to the latest statistics. Class sizes are small, averaging 18 students in elementary school, 20 in middle school, and 22 in high school. Despite those advantages, students in Alexandria’s public schools underperform the statewide average in subject after subject. In the 2015–16 school year, 80 percent of Virginia students passed English proficiency exams; 73 percent of students in Alexandria did. In math, 80 percent statewide passed; 68 percent of Alexandria students did. Statewide, 77 percent of students passed a test of writing proficiency; 69 percent of Alexandria students did. In history, 86 percent of students passed statewide; 77 percent of Alexandria students did. In science, 83 percent of students statewide passed; 69 percent of Alexandria students did.

Madison spends more, about $18,000 per student. Despite this far above average spending, Madison has long tolerated disastrous reading results.

“An emphasis on adult employment“.

Howard Blume:

Paying for Plan A was accomplished in part by persuading members last year to raise their dues by about 50%, to around $1,000 a year.

Caputo-Pearl has added eight senior union positions, with a ninth paid for by a national parent union. In line with his organizing and political goals, these jobs include a campaign research director, a political director, four organizers and two staff members to represent teachers at charter schools.

For years, Caputo-Pearl said, “UTLA was operating in a way that lacked sufficient strategy, coherence, and direction. … We have addressed this, and UTLA is operating with unprecedented strength.”

An emphasis on “adult employment“.

Chris Rickert, using facts:

For context, Wisconsin employees who get health insurance through their work pay about 22 percent of the annual premium, on average, or about $1,345 a year for single coverage, according to 2015 data from the Kaiser Family Foundation. The average salary for a private- sector worker in Wisconsin was $45,230 in 2015, according to the Bureau of Labor Statistics.

Madison teachers made, on average, $55,600 a year last school year and contribute 3 percent of premium costs, or about $205 a year for single coverage. Bringing that contribution up to 12 percent would mean the average teacher contributing about $600 more per year for single coverage.

While spending more than most ($18k/student), Madison’s benefit spending is substantial. This, despite its long term, disastrous reading results.

Related: an emphasis on adult enployment.

Molly Beck:

A spokeswoman for Senate Majority Leader Scott Fitzgerald, R-Juneau, said Act 10 has been an “undisputed victory for Wisconsin taxpayers.”

“Wisconsin’s declining union membership since the passage of right-to-work legislation only reflects that workers now have the ability to make their own decision about the costs and benefits of union membership,” said spokeswoman Myranda Tanck. “Senator Fitzgerald maintains that the heart of this issue is a simple matter of individual freedom.”

Nationally, according to Thursday’s BLS report, about 14.6 million workers were members of unions in 2016 — down by 240,000 members, or 0.4 percent, from 2015. By comparison, the union membership rate was 20.1 percent, or 17.7 million workers, in 1983.

UW-Madison economist Steven Deller said the level of union membership nationally has been declining for years — a trend that is likely to continue with large-scale, labor-intensive manufacturing being replaced with smaller-scale technology that requires more capital but less manual labor. Large-scale manufacturing companies tend to be unionized and their replacements are more likely not to be.

Madison’s long term, disastrous reading results.

Act 10.

An emphasis on adult employment.

WEAC: $1.57 million for four senators.

K-12 Tax & Spending growth.

Madison schools 18k per student budget, up from about 15k in 2010.

Chalkbeat:

Compared with other large Colorado school districts, Denver Public Schools has a higher proportion of teachers set to lose tenure under a sweeping educator effectiveness law passed six years ago.

Forty-seven Denver teachers are poised to lose non-probationary status — or tenure — after two consecutive years of being rated ineffective at their jobs, according to district officials. Those teachers represent about 2 percent of the total number of non-probationary teachers in DPS, the state’s largest school district.

Related: an emphasis on adult employment.

Josh McGee:

CPS’ budget crisis was not created overnight. For more than a decade, the district has struggled with a widening structural budget deficit. Since 2001, inflation-adjusted spending per pupil increased by nearly 40 percent. In 2001, CPS spent close to $12,000 per student; in 2015, $16,432. Yet revenue has not kept pace: CPS per-pupil revenue has not matched per-pupil spending, with revenue falling short, on average, by $1,000 per pupil since 2001. More recently, the revenue gap has widened to nearly $3,000 per year.

CPS has papered over its annual shortfalls by borrowing vast sums from bond markets. As a result, CPS bonds are now rated as “junk” and the district has to pay a huge premium to get anyone to buy them (three times the rate for benchmark government bonds).

What’s more, by failing to make the necessary pension contributions, CPS has borrowed even larger amounts from its current and former teachers through the pension fund—today the district owes the fund billions upon billions. CPS owes bondholders and the pension fund more than $38,000 for every student, up from less than $10,000 in 2001.

What’s more, by failing to make the necessary pension contributions, CPS has borrowed even larger amounts from its current and former teachers through the pension fund—today the district owes the fund billions upon billions. CPS owes bondholders and the pension fund more than $38,000 for every student, up from less than $10,000 in 2001.

It is useful for the 4th estate to review spending, debt and outcome data.

“An emphasis on adult employment“.

Caroline Bermudez:

In a city with the greatest economic inequity in the country and with a rapidly expanding charter school now serving nearly half of the city’s students, D.C. is one of the few traditional public school districts in the country with enrollment gains and is on track to exceed 50,000 students by 2017. Much of the credit goes to Henderson’s leadership.

STRONG LEADERSHIP
Henderson’s relentless energy and boundless public praise in support of her teachers and principals has created positive morale and considerable buy-in among classroom educators to what is one of the most ambitious reform agendas in the country.

She has also maintained labor peace even while driving an aggressive teacher quality agenda that links evaluation and compensation in part to student growth, something few other urban superintendents can claim.

Madison rejected a proposed IB charter school several years ago.

“An emphasis on adult employment“.

Thomas Arnett:

Fortunately, the tides in education policy are finally pushing the system to realize the importance of its teachers. Test-based accountability is forcing districts to look past their myopic focus on enrollments, course offerings, and graduation rates and to take students’ academic performance more seriously. And because modern research has shown that teachers are the most important school-level factor influencing student achievement, many of today’s most prominent reform efforts focus on ensuring there is an effective, expert teacher in every classroom.
If schools and districts intend to fulfill the mandate to boost student achievement, they will need to adopt new strategies that place paramount emphasis on recruiting and retaining the best teachers. This shift in district strategy should then put individual teachers in a position to negotiate their salaries and working conditions based on the value their individual expertise brings to their schools.
But unfortunately, even in this era of increased accountability, many districts still operate as if teachers are commodities. Instead of recruiting strategically from the best teacher preparation programs in the country, they take the teachers that the nearest regional state school has to offer. Instead of putting together competitive and attractive salary and benefit packages and then working in the early spring to attract the best teachers to their schools, they wait until just before the start of the school year to frantically fill their open teaching slots. Instead of giving principals control over staffing so that they can build great faculty teams across multiple years, they move teachers around capriciously from one year to the next—and sometimes during the middle of the school year—and prioritize allocation targets over effectiveness. Instead of working with individual teachers to find roles where their particular areas of expertise are most relevant, districts often shift teachers at the last minute to grade levels or subject areas that are technically within their certification but realistically outside the domains where those teachers are most experienced, passionate, and able to excel.

Related: a focus on adult employment.

Tap or click for a larger version of the above chart.

Madison Superintendent Jane Belmore:

In investigating the options for data to report for these programs for 2011-12 and for prior years, Research & Program Evaluation staff have not been able to find a consistent way that students were identified as participants in these literacy interventions in prior years.
As such, there are serious data concerns that make the exact measures too difficult to secure at this time. Staff are working now with Curriculum & Assessment leads to find solutions. However, it is possible that this plan will need to be modified based on uncertain data availability prior to 2011-12.

Much more on Madison’s disastrous reading results, here. Reading continues to be job one for our $392,000,000 public schools.


Tap or click to view a larger version of the above image.
Measuring Madison’s Progress – Final Report (2.5MB PDF).
Given the results, perhaps the continued $pending and related property tax increases for Reading Recovery are driven by adult employment, rather than kids learning to read.
UPDATE: April 1, 2013 Madison School Board discussion of the District’s reading results. I found the curriculum creation conversation toward the end of the meeting fascinating, particularly in light of these long term terrible results. I am not optimistic that student reading skills will improve given the present structure and practices. 30 MB MP3.

UPDATE: December, 2017…. ….

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

The teachers are angry because we are being held accountable for things that we didn’t do at the high school level. Of those 24 students, 21 of them have been enrolled in Madison for four or more years.

Of those 24 students one is Caucasian the rest of them identify as some other ethnic group.

I am tired of the district playing what I called whack-a-mole, (in) another words a problem happens at Cherokee boom we bop it down and we we fix it temporarily and then something at Sherman or something at Toki or something at Faulk and we bop it down and its quiet for awhile but it has not been fixed on a system-wide level and that’s what has to change.

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