Group items tagged

While past annual Profiles reports have focused on either for-profit EMOs or nonprofit EMOs, this is the first annual Profiles report to cover both categories in a single report which allows for easier comparisons. The 2010-2011 school year marked another year of relatively slow growth in the for-profit education management industry and another year of steady growth in the nonprofit EMO industry. We believe our key finding from the past three years, that the for-profit school management sector has leveled off and that many for-profit companies are expanding into supplemental services, continued in the 2010-2011 school year. The nonprofit management sector's growth remains steady, both in terms of new nonprofit EMOs and new managed schools. While the number of new schools under for-profit EMO management has slowed, enrollments in all managed schools continue to grow at a rapid pace.

In some cases, charter schools are managed by for-profit entities (referred to in this article as "management companies"). The management agreements documenting these relationships range from agreements to provide general administrative support to agreements to provide virtually every service to be offered by the charter school, including curriculum, payroll, compliance reporting, providing teachers and staff through employee leasing, and the purchase and leasing of facilities. Many charter schools are intended to be operated as 501(c)(3) public charities. Historically, the Internal Revenue Service ("IRS") has carefully reviewed other types of charitable organizations operated by management companies to determine whether they qualify as a tax-exempt charities because they are, in fact, operating for the private benefit of the for-profit management company. However, the IRS has not brought a similar focus on this issue to charter schools generally - until now. The IRS is poised to increase its scrutiny of charter school/management company relationships and is now subjecting charter schools to more stringent standards defining such relationships.

The 2009-2010 school year marked another year of relatively slow growth in the for-profit education management industry. The greatest increase in profiled companies occurred in the category of small EMOs (i.e., EMOs that manage three or fewer schools). We believe our key finding from the 2007-2008 and 2008-2009 report, i.e., that the growth of the EMO sector is slowing, still holds true for the 2009-2010 academic year overall. While the number of new schools under for-profit EMO management has slowed, the enrollments in these schools continue to grow at a more rapid pace. This Profiles report shows that generally large for-profit EMOs are managing fewer schools, and that small and medium for-profit EMOs are growing. While past annual Profiles reports have focused on descriptive data related to the number of EMOs and schools under EMO management, this year's report adds new variables on school performance as measured by federal or state rating systems. 

Yesterday I wrote about Juan Gonzalez's article on Success Academy, which was seeking a 50% increase in its management fee from the state, even though it has a surplus of $23.5 million and spent $3.4 million last year on marketing. The typical charter management organization in New York City has a management fee of 7%, but CEO Eva Moskowitz wanted to increase hers to 15%. Given her surplus, it is hard to see a case for "need," especially in light of her fund-raising prowess and the presence of several well-heeled hedge fund managers on her board. Needless to say, she is handsomely compensated at a salary close to $400,000 a year.

Education reform proposals are often based on high-profile or dramatic policy changes, many of which are expensive, politically controversial, or both.  In this paper, we argue that the debates over these "flashy" policies have obscured a potentially important direction for raising student performance-namely, reforms to the management or organization of schools. By making sure the "trains run on time" and focusing on the day-to-day decisions involved in managing the instructional process, school and district administrators may be able to substantially increase student learning at modest cost.In this paper, we describe three organizational reforms that recent evidence suggests have the potential to increase K-12 student performance at modest costs: (1) Starting school later in the day for middle and high school students; (2) Shifting from a system with separate elementary and middle schools to one with schools that serve students in kindergarten through grade eight; (3) Managing teacher assignments with an eye toward maximizing student achievement (e.g. allowing teachers to gain experience by teaching the same grade level for multiple years or having teachers specializing in the subject where they appear most effective). We conservatively estimate that the ratio of benefits to costs is 9 to 1 for later school start times and 40 to 1 for middle school reform. A precise benefit-cost calculation is not feasible for the set of teacher assignment reforms we describe, but we argue that the cost of such proposals is likely to be quite small relative to the benefits for students. While we recognize that these specific reforms may not be appropriate or feasible for every district, we encourage school, district, and state education leaders to make the management, organization, and operation of schools a more prominent part of the conversation on how to raise student achievement.

Just at a time when the future of charter schools in Louisiana looks brightest, more and more charter school operations are self-destructing. A few months ago, numerous violations of child protection laws and alleged cheating and other improprieties caused the cancellation of the charter for Abramson Science and Technology Charter in New Orleans. A State Department investigation continues of its sister charter, Kennilworth Science and Technology in Baton Rouge. Now we learn (click for the Advocate story) that all 5 schools managed by the Advance Baton Rouge charter management organization will gradually be taken over or turned over to other managers by the State Recovery District. (There is apparently no consideration of returning these schools to their former parish school boards)

This report details how charter schools are increasingly run by private, nonprofit management organizations called charter school management organizations (CMOs). The researchers find that most CMOs serve urban students from low-income families, operate small schools that offer more instructional time, and attract teachers loyal to each school's mission, based on survey data and site visits. The authors conducted an impact analysis focused only on middle school grades, finding that a small fraction of CMO-run middle schools boosted achievement growth at notable levels. But on average, student performance in the CMO-run schools did not outpace achievement growth in other charters or in host districts for a statistically matched set of students. This review finds that the report offers an objective assessment of the comparative benefits for middle-school students of a highly select set of CMOs. It also helps to identify organizational features that operate in successful CMO-run schools that are modestly associated with stronger student growth in the middle grades. However, the authors downplay aspects of their methodology that resulted in significant selectivity concerning which CMOs were studied, raising questions regarding the population of charter schools to which they hope to generalize.

A recent report on the organizations that manage public schools depicts an industry in flux, as the number of for-profit companies and the student enrollment in their schools continue to grow, though not as quickly as for their nonprofit counterparts. Since the late 1990s, the number of for-profit "education management organizations," or EMOs, has tripled, to nearly 100, and the number of states those entities work in has nearly doubled, to 33, the new research shows. Over the past few years, though, the growth of some of those companies, particularly large providers, has slowed somewhat, even as the number of students they serve has increased. Meanwhile, the number of nonprofit EMOs has continued to grow, and their schools' enrollment over the past few years has boomed.

While the importance of effective principals is undisputed, few studies have addressed what specific skills principals need to promote school success. This study draws on unique data combining survey responses from principals, assistant principals, teachers and parents with rich administrative data to identify which principal skills matter most for school outcomes. Factor analysis of a 42-item task inventory distinguishes five skill categories, yet only one of them, the principals' organization management skills, consistently predicts student achievement growth and other success measures. Analysis of evaluations of principals by assistant principals confirms this central result. Our analysis argues for a broad view of instructional leadership that includes general organizational management skills as a key complement to the work of supporting curriculum and instruction.

"Charter schools that start out doing poorly aren't likely to improve, and charters that are successful from the beginning most often stay that way, according to a new study by researchers at Stanford University. The report, done by Stanford's Center for Research on Education Outcomes (CREDO) and funded by the Robertson Foundation, also found that charter management organizations on average do not do a "dramatically better" job than traditional public schools or charter schools that are individually managed."

"A charter school's performance in its first three years of operation is a solid predictor of the program's long-term chances of success, a new study by Stanford University researchers concludes. On Wednesday Stanford's Center for Research on Education Outcomes (CREDO) published Charter School Growth and Replication, which focuses on what can be learned from the track records of more than 1,300 independently managed public schools and nearly 170 Charter Management Organizations (CMOs). "

Let us now praise the public school parents of Florida. They organized to oppose a bill known as the "Parent Trigger" or "Parent Empowerment." Under this proposed law, if 51 percent of the parents in a public school signed a petition, they could take over the school and decide whether to close it or turn it over to a charter management organization. The bill was wrapped in a deceptive and alluring packaging. Who could resist the bold idea of giving parents the power to take control of their public school? Well, it turned out that Florida parents had become savvy after watching their elected officials endorse one bill after another to advance the interests of charter schools and for-profit entrepreneurs. They figured out that the real beneficiaries of this legislation would be charter management corporations, not parents or children.

Here the report lets the cat out of the bag: one of the keys to effective CMO behavior management is bribing students to behave. The report notes that "paycheck" of merit/demerit systems are the "backbones of culture-building efforts." At KIPP schools, one of the CMOs honored as "successful," students are, on average, paid $40-$50 a week to incentivize compliant behavior.

The NewSchools Venture Fund (NSVF) is a nonprofit organization with ten years of experience in K-12 education. NSVF is an interesting organization for the following reasons: * NSVF invested in a number of management organizations before management organizations were well-known * NSVF is an excellent example of venture philanthropy, or the application of venture capitalism to philanthropic giving * NSVF is an influential organization The purpose of this post is to provide some descriptive information about NSVF grants and changes in spending over time. I am using data pulled from NSVF's IRS 990s between the years 2002 and 2010. I then compiled that information to create a dataset of all NSVF grants

Detroit teachers could go out on strike this fall as the result of a new contract imposed on the union Sunday by Detroit Public Schools Emergency Manager Roy Roberts. Although contracts are usually negotiated between DPS and the Detroit Federation of Teachers (DFT), the emergency manager law, Public Act 4, allows Roberts to bypass the collective bargaining process, unilaterally determining the terms of employment for DPS teachers. The union's previous contract expired at the end of June. Roberts is waiting for DFT to inform its membership before he makes details of the new contract public.

A nonprofit body set up by the Minneapolis Federation of Teachers has been granted the authority to charter schools, in what's apparently the first such arrangement of its kind in the nation. An charter authorizer, let's be clear, is not the same thing as a charter-management organization. It does not act as management or get involved in the operations of such a school. Its main goal is to approve the new schools to open, to monitor them, and to shut them down if necessary if they fail to meet academic or financial benchmarks.

Achievement First's zero tolerance or "no excuses" model uses shunning and isolation to discipline its students. AF Brownsville describes this practice as being "put in the Den" by which it is, "in essence, isolating students from the rest of the school." The Achievement First Brownsville Family Handbook (included as an exemplar in the charter management organization's application to the RI Department of Education) describes how the school employs ostracism and isolation to manage student behavior.

A follow-up to a major national study on the performance of charter school networks shows that they have varied results on their students' high school graduation rates and on their postsecondary enrollment. The study shows that, of the six charter-management organizations for which data were available, three have significant positive impacts on graduation compared to the traditional public schools in their area. One of those organizations increased the probability that its students graduate from high school in four years by 23 percentage points. Two other charter-management groups have positive but not statistically significant impacts on graduation. And one network had a serious negative impact on the graduation rates of its students compared to the local public schools, reducing the probability that students would graduate on time by 22 percentage points.

Most of the coverage about the Department of Education's role as a charter authorizer in recent weeks has focused on the management scandals at the Believe Network and the decision to close Peninsula Prep after three years of C's (although interestingly enough, the role of for-profit charter manager Victory Schools has mostly been left out of the Peninsula Prep story, despite quotes from current Victory executive and past DOE Charter Office head Michael Duffy in the Times coverage of the school's closing). Equally important, however, was the DOE's decision to grant a two-year renewal to the third school it had placed on the closure list this year - Opportunity Charter School, a charter founded to serve students with special education needs. The DOE's threat to close Opportunity had inspired a passionate response from the school's community, including powerful presentations of evidence from the district's own progress reports showing its success in helping students with intense special education needs achieve academically and graduate from high school at rates well above other schools in the city.

A Miami lawmaker wants public charter schools to be more transparent. State. Sen Larcenia Bullard, D-Miami, filed a bill Wednesday that would require charter schools to post information about their management companies on their school websites.