AK: Can The State Force District To OK Charter?

The Fairbanks North Star Borough School Board has made some charter fans big mad, and now the courts will be involved.

FNSBSD last fall dealt with a request to open a charter school in the district, to be the Pearl Creek Steam Charter School. The board voted unanimously to deny the request. They had plenty of reasons-- 52 pages worth, in fact. Those reason included a lack of a facility plan, lack of a clear enrollment projection, a mess of a contract, no transportation plan, an inadequate instructional plan that doesn't fully address state standards, no student lunch plan, no professional development plan, an admission plan that is probably illegal, an error-filled and incomplete budget, and the fact that this would have a big financial impact on the district. FNSBSD has already been closing schools to deal with dropping enrollment and funding. "Hey, the district is financially strapped, so let's open a new building," said no responsible school board ever. The Pearl Creek proposal is to reopen one of the closed schools as a charter school.

Also, said the FNSBSD board, this school is probably going to fail. "The plans in the application do not demonstrate likelihood of success," is how the board put it. Again, 52 pages of details covering the above.

The charter crew offers an estimate of $830,000 cost to the district. The district COO says it's more like $2.8 million. Coverage of the "controversy" has been extensive, especially from reporters Patrick Gilchrist and Shyler Umphenour at KUAC and Corinne Smith at the Alaska Beacon.

But Governor Mike Dunleavy would really like to see more charters, and so would Education Commissioner Deena Bishop, and so would the Dunleavy-appointed members of the Alaska State Board of Education, which has the power to overrule local school boards.

So in April, the state board went ahead and approved the charter over the objections and explanations of the duly-elected local school board. The state board declared that, essentially, the charter board had filled out all the paperwork, and that was good enough. Took them a whole fifteen pages to say it.

Bobby Burgess, the president of the FNSBSD Board of Education, had a comment for KUAC.

“Basically, my read of the state’s decision is that, if the application is filled out in full, the contents don’t really matter, even if the plan described is impossible to execute,” Burgess said. “It kind of seems like a lower standard than we hold students to on homework assignments.”

Cue the lawyers. The district appealed the state board decision. The charter board filed a civil lawsuit with request for a preliminary injunction in state Superior Court to force the district to sign the charter and get the building re-opened and ready. Last week Superior Court Judge Kirk Schwalm in Fairbanks denied the charter's request for preliminary injunction.

Now, in the newest twist, Acting Attorney General Cori Mills has filed an emergency petition to force the district to get that school opened. Because nothing says "We do too have an adequate plan for this charter school" than insisting you can get it up and running in two months. (Mills is Acting AG because the legislature rejected Dunleavy's first choice.)

Meanwhile, Pearl Creek STEAM Charter is still announcing that it will be open in the fall on both its website and Facebook page.

There are other issues at play here. Veteran reporter and columnist Dermot Cole points out that Pearl Creek will widen the gap between the haves and the have-nots, part of a larger charter trend in Fairbanks:

I believe that nearly all of the charter schools in the Fairbanks area have tended to attract enrollment from families with higher incomes or families where the parents have the time, energy and ability to be directly involved in their children’s education...

There are far fewer economically disadvantaged students in Alaska charter schools than neighborhood schools. There are also fewer students for whom English is a second language. Most charter schools do not have bus transportation for students, school lunch programs or other features that would make them more accessible to poor families.

I’m guessing, based on what I know about Fairbanks, that most charter school families have more flexibility built into their lives, whether it’s because of economic status, help from extended family members or the sense of mission that the best parents share.

Beyond all that, Fairbanks now has the bizarre situation of a district that has tried to cut costs by closing a school now being told by the state that they must reopen the building and pay for someone else to run a school there, reversing the decision of the elected local school board. 

It's not the most extreme version of state governments usurping the power of local school boards (take Ohio, where school districts can get in legal trouble for failing to hand buildings over to charters). But it is one more literal example of how running multiple parallel school districts costs the taxpayers extra. If only choice fans were honest enough to say, "We want choice, so we are going to levy a new School Choice Tax to pay for it." Good luck, Fairbanks.

Chugach, Alaska

As reformy advocacy shifts toward promotion of Competency Based Education (or Proficiency Based Learning-- they have really got to settle on the set of buzzwords they want to use), we are going to hear now and then about a magical place in Alaska-- the Chugach School District.

Back in the nineties, when Objective Based Education (the previous iteration of CBE) was all the rage, Chugach signed up in a big way. They developed an OBE system that is now bills itself as the first competency based school district in the country.When edutopia visited in 2007, they found a system that was the pinnacle of performance-based learning. The district had over a thousand standards, and students had to achieve mastery of each before moving on to the next. Students also design their own projects and a "school-to-life" plan. And the Voyage to Excellence program is a self-directed process with a big vocational-technical flavor. The leader of the district during the switch repeated one of the mantras of OBE:

"Time was the constant and learning was the variable -- that's the old model," says Roger Sampson, president of the Education Commission of the States, who led Chugach's transformation as district superintendent in the 1990s. "We switched. What's constant is learning. Time is the variable."

Or as is noted elsewhere in the article:

Even as globalization and media propel our culture -- and our classrooms -- toward modes of production that are bigger, faster, and more alike, Chugach has refocused on an approach to education that is smaller, personalized, and variably paced. As Douglas Penn, the districtwide principal, explains, "Our kids graduate when they're ready. We're not pumping them out the door with D's on their diplomas."

And "graduate when they're ready" means just what it says. When the district won a Malcolm Baldrige Quality Award in 2001, the write-up noted that students might graduate when they fourteen or when they were twenty-one.

The accolades have been steady. Here's a piece from the John Hopkins School of Education, written by Wendy Battino, a teacher-principal with Chugach who went on to join the Re-Inventing Schools Coalition (as well as a career as a life coach). Here's an edsurge paean. But, boy-- nobody loves Chugach like CompetencyWorks.org, which ran a five-part series in January of 2015 (here's part five).

In 2001, then-superintendent Richard DeLorenzo had this to say about the district's vision and their place in the educational firmament:

Education is in a crisis due to the fact that we must now educate all students regardless of their potential or socio-economic status to some degree of excellence. Relying on traditional methodology and practice will only lead to tinkering with mediocrity where we fail to meet the needs of individuals. In order to accomplish excellence we need to radically alter what we teach and how we teach. We at Chugach have undertaken this journey and have dismantled many of the barriers that were once thought unapproachable to reach excellence in education. We have endured many hardships and disappointments and yet we still proceed with this tiresome journey because every student deserves the chance to be successful and share the opportunity to reach their full potential.

So-- yay! Dismantling barriers. The end of "tinkering with mediocrity." I can see the appeal to reformsters. But after twenty years, the system seems to be working in Chugach Schools. Could it be a model system for the rest of us?

Well....

Here are some things to know about the Chugach School District.

* The largely rural district covers about 22,000 square miles, including some square miles which are islands.
* Number of students in the system has ranged from 150 to 300, depending. The district markets itself to students outside its geographical boundaries.
* 77% of the students are homeschooled.
* The district generally employs fewer than twenty full-time faculty.

Let's set aside the argument about "mastery learning" for a moment (at exactly what point does one declare that a student has "mastered" reading?). We'll also set aside some questions about whether Chugach really did involve all stakeholders as their Baldrige write-up suggests, or whether this researcher was correct to conclude that political maneuvering of a ham-fisted "visionary" drove the bus. Let's just check this idea for scaleability.

Let's imagine, for instance, Chicago, where students (public and charter) run around 400,000. Exactly what would a system where 400,000 students pursued 1,000 objectives independently look like? Would we, like Chugach, have 300,000 of those students home schooled, so that their families are responsible for making sure the student stays on task? Chugach requires students working on certain types of projects to contact and get advice from professionals. So if 25,000 Chicago students decide they want to do a photography project, where will all 25K turn for advice?

The system allows students to finish whenever they get there. How would that play out in a poor urban setting where there are already so many obstacles to school completion? What does a bright fourteen year old who has breezed through all the performance tasks and graduated "early" do next?

How does a staff of teachers monitor 400,000 students all working at their own pace? And how do parents react when they learn, as Chugach parents have, that at any given point, every child's report card may look different?

What does it do to the cohesion and culture of a school when students must choose between moving forward to their next standard and staying with their friends? How badly does it crush a child's confidence to be among those "left behind." I'm not asking because I'm afraid students might feel bad, but because I know these kind of blows to the ego and self really interfere with learning. With a predominantly homeschooled population, Chugach provides no window on how this kind of system affects the culture inside a building.

For reformsters who love CBE, Chugach is a model of how paradisey the competency based model can be. But to me, it's just one more example of how one size doesn't fit all, and that the continued search for a magical school approach that can be applied to any district anywhere is a fool's errand. Chugach is very unique system with very unique challenges that has landed on a very unique solution.

Chugach's approach may very well work for Chugach, a very rural district of a very few, predominantly home-schooled students.  But if someone starts telling me that Chugach is a reason to believe that CBE will be awesome everywhere, I'm going to assume that they are more interested in selling snake oil than helping schools.