hostile takeover

When states take over school districts, they say it’s about academics. This political scientist says it’s about race and power.

Debates about states taking over school districts are often deeply fraught.

“The right to vote to select your own representation is a right of what we call freedom,” said Dwight Gardner, a pastor in Gary, Indiana, where the state recently removed all sway from elected school board and gave even more power to the state-appointed emergency manager.

Race and racism is usually not far from these disputes. “Legislation adopted for ‘these people’ in ‘that place’ is how Jim Crow became law of the land,” Gardner said last month, pointing out that in some respects Gary, a predominantly black city, was being treated differently than Muncie, a majority-white district also being taken over.

In a new book, “Takeover,” Rutgers political scientist Domingo Morel concludes that the prevailing logic for takeovers is indeed tainted with racism. That’s based on an examination of data from every school district taken over by a state over a 30-plus year period, and case studies of the takeovers of Newark, New Jersey and Central Falls, Rhode Island.

Domingo Morel

Predominantly black school districts are more likely to be taken over, Morel documents, and those takeovers are more likely to fully remove the elected school board. He also finds that cities with a greater share of black city council members are more likely to face takeovers, with state leaders arguing they must wrest control of chaotic local politics.

“Unlike previous groups, which had the opportunity to govern their cities for decades and fully participate in patronage practices, black communities and their political leaders were castigated for engaging in political practices as old as American politics,” Morel writes. Still, Morel concludes that school takeovers have been empowering for some communities of color.

They are provocative claims, and timely ones. A number of school districts taken over years or decades ago, including Detroit, New Orleans, Newark, and Philadelphia, have recently returned to local control. And debates are still live across the country — in Indiana, Kentucky, and Mississippi — about when states should intervene in districts where students appear not to be learning necessary academic skills.

Morel’s analysis has some key limits. He can’t prove why some districts are taken over or others are not, and “Takeover” focuses on political, not academic, ramifications of the moves — though some research has found takeovers do improve academic outcomes. He also doesn’t spend much time in the book backing up his claims that collaboration between schools and communities is a better strategy for improving academics.

Chalkbeat asked Morel more about his book and his conclusions. The interview has been edited for clarity and brevity.

Chalkbeat: One thing that surprised me that I learned from your book was the relative recency of state takeovers of school districts as a strategy. Can you tell me when and where the idea started and how it spread?

Domingo Morel: I go back and I trace the idea to New Jersey, which happens to be the first state to take over a school district, and that idea going back to at least the 1960s. But states actually passing laws to take over school districts — that doesn’t start happening until the 1980s. New Jersey being the first state in 1989; they take over the Jersey City school district. But then it spreads out beyond New Jersey.

My research is based on data looking at the 1980s up to 2013. Up to that point, we’ve had about 100 takeovers. Since then there’s been a couple more — probably 105, 107 or so.

How many states have takeover laws currently?  

So as of 2017, 33 states had takeover laws and by then 22 states had actually taken over school districts.

What is your overarching thesis about state takeovers?

I think people don’t pay enough attention to how political education is — that education in the country is a political project. I think that’s the most important thing that I think we need to understand. And so if education is a political project, when we think about reforms, we need to think about them as political objectives as well. And so if we’re going to take over a school district, it just doesn’t seem consistent with what the literature says about improving schools that you just remove a community from the entire decision-making process. Because what the literature tells us in education is — and it’s just very intuitive — if you look at school districts across the country who are doing well, everybody has a stake in the school district.

Source: Takeover, by Domingo Morel. Graphic: Sam Park

But then we get still the expansion of takeovers. It suggests that there’s something else there. And this is where I come in and say that we need to understand historically role that education has played in communities and what type of power it gives a community.

If we look at education as a political problem and we see how important the schools are to communities’ political empowerment, then we can start to see how how takeovers make sense for two major reasons: Conservatives had consolidated within the Republican Party by the 1970s and blacks became an important part of the Democratic coalition by the 1970s. Moreover, the schools served as the political foundation for black political empowerment. This provided the context for increasing political tension between increasingly conservative state governments and cities. The schools were a major part of this political struggle.

Second, cities began to win court cases to secure more school funding from state governments, which led to further tensions.

Reed Hastings, the Netflix founder, charter school advocate, and education reform funder, has said that “the school board model works reasonably well in suburban districts” but that the politically ambitious “use the school board as a stepping stone to run for higher office” in cities. And I take your argument to be, yes it’s true that the school board can be a stepping stone, but that has proven crucial for the political empowerment of communities of color. Can you speak to that?

Let’s think about that comment and put it in perspective. So what he’s saying is democracy works for certain communities but it can’t work for others. Yes, you have ambitious people, but you also have people who are just interested being school board members. But even if you have ambitious people who want to be city council people, mayors, and so forth, why is that a justification for saying that school boards are not important?

And so the message that sends is that democracy is worth fighting for and worth having in certain places and not in others because it may seem like it’s more messy in big cities and urban areas. And I say it “may seem” like that because I don’t think there’s any evidence that you find more corruption or people are not as prepared to be school board members in urban localities compared to suburban or rural — there’s just no research to support that.

You make a connection in your book between school funding and takeovers, arguing when school districts push for more resources, they face a greater chance of being taken over. Can you explain that?

What I find in the research and this period, in what I call the incubation period from 1982 to 2000, there were 18 states where plaintiffs actually won school funding court cases. And in 14 out of those 18 states, we see takeover laws pass after they win these court cases and the only states where they didn’t were some of the whitest states in the country: Montana, South Dakota, Vermont, and Wyoming. In this incubation period, if plaintiffs did not win court cases securing more resources for the school, we actually don’t get takeover laws passed during this time.

Has that trend continued?

Between 2000 and 2015, you had about 17 other states that passed takeover laws, and I haven’t studied all of them as related to state funding litigation. What I do know is that most takeovers that have happened across the country happened in those first 14 states.

One response might be, there may be different motives, but it really is true that places that have seen state takeovers, also had low academic achievement. And why not just take that at face value as the reason why?

I think that’s a fair point, as these school districts have struggled. My response will be multi-level here. The first is that we have a lot of students who have struggled and are currently struggling but they don’t experience takeovers. Takeovers are relegated to a particular community.

The second part is that if we’re interested in improving schools, I go back to what we know works with improving schools, which is a collaboration. That doesn’t mean that a state doesn’t intervene, that a state is not involved.

What I’m suggesting here is that if we look historically at the reasons why schools struggle, the premise behind the takeover is that the community is the problem, whereas I say if we look at it historically, we see that the community is not the basis for the problem, that in fact communities have been doing what they should be doing to improve schools. There are models of collaboration that are out there to improve school districts that do not involve coming in and taking it away from the community.

Let’s talk about the research on academic gains from state takeovers. I know that’s not the focus of your book, but advocates for state takeovers could point to studies of New Orleans and in Newark, after three years, to say look, it has been successful in boosting test scores in some contexts.

My response to this is multi-level. The first is that it’s contested to what degree these academic scores actually improved. But I spend very little time on this because as a political scientist, I’m interested in the politics of this mostly. What I will say is, OK, so let’s just agree that test scores have improved. What has been the cost of test scores’ improvement in New Orleans for example?

In New Orleans, 25 percent of the black teachers lose their jobs. Seven thousand people lose their jobs. The school board  was removed from the political process. The school governance  was based on a two-tier level: one is the state-created board made up of people that are not from New Orleans and the second is actual charter school governing bodies, 60 percent of which have white members although 67 percent of the community is African-American. And so all of that is the price that the city of New Orleans — that black New Orleans — has to pay for contested improved test scores.

You do talk about some contexts where, in your view, the state takeovers have been successful and that is often with Latino communities. Can you talk about one or two cases where you’ve seen it as successful and why it’s been successful?

The city of Central Falls is a community that was essentially marginalized before the takeover. The takeover comes in and the state is invested in helping that community become part of the decision-making process. And over time, you have a state government working together with city officials and school boards to improve outcomes.

And so what I find is that this is most likely to happen in states where you have Democratic state administrations that essentially rely on that particular city for its political power. You have what I call cohesive regimes, where state government doesn’t take for granted that local government because it needs that local government in order to to be in power and vice versa. That’s why Central Falls is a case where a takeover has not been detrimental to that community.

Scholars in Harvard have looked at the city of Lawrence, Massachusetts and have shown how that has led to improved academic measurements there. Lawrence is another place where I would argue, for the most part, state government has not treated the city of Lawrence and its leadership there the way that you see Chris Christie treat Newark or Louisiana treat New Orleans and so forth.

And you show that in Central Falls and in Newark that Latino representation on the school board actually increased after the state takeover, correct?

Absolutely. The data that I have over time from the 1980s to 2013 show it’s consistent with this — that Latino communities actually benefit in their representation on school boards actually increase after takeovers.

And the opposite is true for black communities.

Yeah, we see that over time takeovers lead to decreased representation for black communities.

One thing that I think is interesting is that once school choice and charter models are put in place through state takeovers, it becomes difficult to fully remove them or go back. The departing superintendent in Camden said in an interview after he announced that he was leaving — talking about “renaissance schools,” which are these charter–district hybrids — he said, “Those are schools that have already over a thousand students and families who have supported and advocated for it. You can’t unwind that.” I thought that was really interesting in the sense that even after a district maybe returned to local control, the system is set up to be politically sustainable.

Absolutely. I think that’s the reason why we’re seeing the recurrence of local control in districts and we’re going to continue to see more of them.

Obviously, it’s the case in New Orleans, where 95 percent of the schools are charter schools. It’s the case in the case of Philadelphia; to some degree it’s the case in Newark. I think that these folks are like, this is in place and it is not going to go anywhere, essentially because the train has left the station.

I go back to Newark: 30 percent of the schools are now charter schools. From the perspective of charter critics in the community, now the political struggle is to prevent that 30 percent from going to 50, 60, or 70 percent.

One thing that might be surprising to some people is that at the end of your book, you advocate for an increased federal role in schools. That seems at tension with the skepticism of state takeovers. Can you talk about that?

It’s a good point. The major issue for the communities is twofold. One is lack of resources and two, when you ask for these resources, it makes you susceptible for intervention that leads to your removal. In thinking about the potential solutions to these two problems, there’s ample opportunity and space there for the federal government to provide funding, since right now they only provide about 10 percent of funding to these localities. And then on the political side, for the federal government to provide the protections to keep local communities able to decide what happens here.

The proposal here is not saying that the federal government comes and intervenes in the way that states have intervened — all I’m saying is more funding and political protection.

End of an era

Rising test scores and dwindling trust: Denver’s Tom Boasberg leaves a complicated legacy

PHOTO: Helen H. Richardson/The Denver Post
Denver Public Schools Superintendent Tom Boasberg smiles as he checks out the new lights on the football field at the Montbello campus earlier this month.

Tom Boasberg paused on his way out of the elementary school and held his phone to his mouth. The October sky was growing darker, and the Denver superintendent had just half an hour to get across the city in rush-hour traffic.

“Montbello High School,” he said in a low tone, enunciating each word so his phone would understand his destination.

GPS will still get you there, but the high school doesn’t technically exist anymore. In late 2010, nearly two years into Boasberg’s tenure, he advocated for closing Montbello High and replacing it with three smaller schools. The oft-cited statistic at the time was that just six of every 100 Montbello freshmen graduated ready for college. Boasberg — and a majority of the school board — thought the district could do better.

Now, in the waning days of his superintendency, Boasberg was headed back to Montbello for a celebration. The small schools that share the campus had just reopened their library after months of renovations and years of not having a full-time librarian. Plus, the football field was set to switch on its first-ever stadium lights — a big deal in a neighborhood with a proud history of excelling at high school sports and the packed trophy cases to prove it.

The upgrades were the result of relentless advocacy at public meetings by coaches, parents, and other residents. The scenes resembled countless others that played out over Boasberg’s near-decade at the helm of Colorado’s largest school district, which he led through a steady stream of big and sometimes unpopular changes to try to improve its schools.

His legacy is deeply entwined with those changes. Supporters hail him as the engine behind an urban success story with an impressive track record of turning around struggling schools. State test scores rose steadily under his watch. The high school graduation rate increased by 15 percentage points from 2010 to 2017. And district enrollment, once anemic, surged by more than 14,000 students, which some see as proof of parents’ confidence.

“There’s been a continuity over a period of time that provided stability, capable leadership, and direction,” said Bill Kurtz, founder of DSST, Denver’s largest homegrown charter school network. “That’s not the typical trajectory of a lot of large, urban public school districts.”

But critics point to stubborn problems that haven’t gone away. Schools, on the whole, remain segregated by race and family income in a district where a majority of the nearly 93,000 students are black and Latino and come from poor families. Test score gaps between more and less privileged students haven’t closed. And parents and residents of the neighborhoods most affected by controversial reforms continue to feel the district ignores their concerns.

Most everyone would lay the district’s failures and successes at Boasberg’s feet. However, even his harshest detractors agree that if nothing else, he was driven.

“He wasn’t a superintendent that just put out fires,” said Corey Kern, deputy executive director of the Denver teachers union, which butted heads with Boasberg on a multitude of issues over the years. “He had a clear vision of where he wanted the district to go.”

PHOTO: Denver Post file
Boasberg answers questions from kindergarteners in 2009 soon after being appointed superintendent.

That’s perhaps surprising given that Boasberg, whose last day is Friday, never intended to be superintendent. He came to work for Denver Public Schools from a private-sector telecommunications company in 2007, recruited by then-Superintendent Michael Bennet.

The two are childhood friends. Boasberg, 54, grew up in Washington, D.C., in the ’60s and ’70s. Living in what he described as a newly integrated neighborhood and attending a newly integrated school — which was private, not public — he said he learned the importance of “not misjudging or undervaluing people because of who they are or the color of their skin, but ensuring people get the respect and opportunities they deserve.”

As a child, he dreamed of becoming a civil rights lawyer. But though he earned a law degree, he did not make his career in the courtroom. He worked for a time in Hong Kong, including a stint as a junior high school English teacher. He also served a higher-profile stint as the chief of staff to the chairman of what was then Hong Kong’s largest political party.

When Bennet asked him to join Denver Public Schools, Boasberg said he was drawn to it for the same reasons he’d once wanted to fight for people’s civil rights in court.

“As I got older, I recognized that, obviously, the law plays an incredibly important role” in driving equity, he said, “but I think our schools play an even more important role.”

At the time, Denver was the lowest-performing large school district in Colorado. It was also a few years into a big shift. Bennet was the first leader in years who hadn’t come from an education background, and he was shaking things up. He had a strategic plan full of lofty goals and some controversial ways to achieve them, including closing struggling schools. Student test scores, while still far below the state average, were beginning to show growth.

Boasberg was hired as the chief operating officer and tasked with overseeing the behind-the-scenes departments, such as food services and transportation, that make schools run. Gifted with numbers and a knack for efficiency, he earned high praise in that job, including from those who would come to dislike his policies as superintendent.

When Bennet was tapped in early January 2009 to fill a vacant U.S. Senate seat, the school board scrambled to find someone who would continue what Bennet had started. Board members quickly settled on Boasberg, who was voted in on Jan. 22.

From the start, Boasberg made plain his ambition.

“The opportunity for us, and the challenge, is not to rechart our direction or search for our destination,” he said after the vote, which his parents flew in from D.C. to watch alongside his wife and three children, “but to accelerate our reforms and do the work that will enable us to reach our goal of becoming the best urban district in the nation.”

PHOTO: RJ Sangosti/The Denver Post
Boasberg high-fives Damian Lopez, 4, as he arrives in August for the first day of school at Escalante-Biggs Academy, a district school that serves students in preschool and kindergarten. The high-five was Boasberg’s signature greeting.

Both supporters and critics view Bennet and Boasberg as something of a package deal. When asked to reflect on Boasberg’s tenure, most people start with Bennet. But while the two remain closely aligned on policy, their personalities are vastly different.

Deputy Superintendent Susana Cordova, who is thought to be on the short list to succeed Boasberg, provided an evocative example.

“One of my strongest memories of Michael Bennet is if you were in an elevator with him, he talked to everybody,” she said. “Tom is not nearly as extroverted, but he’s very approachable.”

Tall and fit, with rimless glasses and short hair that has grown more gray over the years, Boasberg often dressed for the job in khakis and polo shirts. When he showed up at a middle school in a suit and tie last week, people remarked on his attire.

He’s more comfortable with data and details than with crowds, though longtime observers note he’s gotten better over the years at addressing packed auditoriums and schmoozy fundraising galas. He’s a naturally soft speaker, a patient listener, and a deep thinker. His default expression is serious, but he’s also quick to crack a joke (often of the dad variety).

“He’s articulate and charming,” said Paul Hill, founder of a Seattle-based think tank called the Center on Reinventing Public Education, who has known Boasberg for years and supports his reforms, “but he’s not somebody that gets the troops riled up.”

He is somebody who gets things done. For his entire tenure, he had the backing of a majority of the district’s seven-member school board, and Denver voters twice approved tax increases to funnel more money into the schools. The initiatives he successfully pushed for include:

Many of those elements make up what’s known as the “portfolio strategy” for managing schools, and Denver’s deft execution of the model has made it a darling among charter school advocates. It has also made the district a cautionary tale to traditionalists and teachers unions who think independently run charter schools are “privatizing” public education.

For his part, Boasberg doesn’t want the portfolio strategy to be the thing that defines his legacy.

He points instead to much lower profile, more methodical work as his biggest achievement: a collection of district programs meant to raise the quality of its teachers and principals, which research shows is one of the most important factors in student success.

“Above all, it’s been around talent,” Boasberg said of the district’s strategy, and “just a real deep belief that this work is extraordinarily hard and challenging. The level of skill we need from our teachers, our school leaders, our district-level folks is very, very high.”

The initiatives include a cadre of residency programs, some of which give student teachers hands-on experience in the classroom and another that allows aspiring principals to spend a year working under veteran school leaders who act as mentors. Three-quarters of the new principals hired this year came up through one of the district’s programs.

One of the initiatives Boasberg is proudest of has standout teachers spend half of their time teaching students and the other half coaching other teachers. The arrangement is meant to help the other teachers improve and keep the district’s strongest teachers in the classroom.

Justin Jeannot, a teacher coach at Abraham Lincoln High School, said the opportunity to become a leader without having to give up teaching has kept him in Denver Public Schools.

“I have found purpose and a home in teaching students,” said Jeannot, who became a teacher after a career in engineering, “but it has been much nicer to be in a district that really is trying to be on the cutting edge of harnessing the leadership power of their teachers.”

PHOTO: Susan Gonzalez/Chalkbeat
Boasberg receives a pin to mark his fifth year on the job. His lanyard grew more crowded by the end of his tenure.

Counted among those who think Boasberg will leave the district in better shape than he found it are school principals who took advantage of the flexibilities he afforded them, the founders of Denver’s biggest charter school networks, and advocates who believe so wholeheartedly in the portfolio strategy, they wish Boasberg would have been even more aggressive.

They see his legacy as one of setting aside ideological squabbles about which types of schools — charter or traditional — are best, and instead focusing on what would serve students.

“It’s always been about quality for him, not about ideology,” said Chris Gibbons, the founder of STRIVE Prep, which began with a single charter school in Denver and now has 11.

Mike Vaughn, who served as Boasberg’s chief communications officer for five years, said although his former boss had good political instincts and was able to anticipate who might be mad about a particular decision, “his calculus was always a family calculus: ‘How can we better serve families and give our families better schools?’”

Many say Boasberg has done that. A decade ago, a quarter of the city’s school-age children didn’t attend Denver Public Schools. Their parents opted instead for private or suburban schools they thought were better. That’s no longer the case.

“What’s happened in this era over the last 10 or 13 years is there’s an expectation that if you live in Denver, you should be able to send your kid to a good school,” said Van Schoales, CEO of A Plus Colorado, an advocacy group that supported many of Boasberg’s initiatives.

Others said Boasberg will be remembered for decentralizing district decision-making and pushing his school principals to think like entrepreneurs.

“One of his big mottos was, ‘Don’t wait, lead,” said Sheldon Reynolds, principal of the Center for Talent Development at Greenlee, a district-run elementary school that had a history of low test scores. Reynolds competed for the chance to restart it with a new program. “To know that from the top down, that’s the message — that spoke to me.”

Still others pointed to Boasberg’s commitment to equity, which included giving schools extra money to educate students with higher needs, such as those living in poverty, and doling out millions of additional dollars each year to the most academically struggling schools.

Equity is one of the six shared core values that district employees chose in 2012. Boasberg remembers the day that a thousand people brainstormed them in a huge banquet hall as one of the most fun of his tenure.

The core values have given way to a tradition where employees shout out their colleagues for demonstrating one of the values, which earns that person a small pin to fasten to their work-badge lanyard. Boasberg’s lanyard is full of them.

“Everyone who comes to work in the Denver Public Schools is extraordinarily mission- and values-oriented. That’s why we’re here,” Boasberg said, reflecting on what prompted the tradition. “What we sought to do is to say, ‘What an unbelievable strength that we have. How do we bring that together? How do we celebrate that?’”

That feeling is one of the things Boasberg said he’ll miss the most about working for the district. He does not have immediate plans for what he’ll do next beyond spending more time with his wife and kids. The family lives in Boulder, a city 30 miles northwest of Denver.

“That thought of getting out of bed on the morning of the 20th — probably I’ll get up a little bit later that morning — but I will deeply, deeply miss the shared mission here and the incredible group of people,” Boasberg said, referring to the day after he steps down.

Teacher Rebecca Erlichman said she’s appreciated having a shared vision under Boasberg.

“Even when you’re super stressed out, you know you’re all working toward a common goal,” said Erlichman, who is in her 11th year of teaching at Godsman Elementary School. “There’s something that’s really empowering about that.”

PHOTO: AAron Ontiveroz/The Denver Post
Boasberg sits in a meeting with school board members in 2017.

But not everyone felt empowered by Boasberg. Students, parents, teachers, and residents whose schools and neighborhoods were in the crosshairs of his most controversial policies say he will be remembered for disregarding community voice.

Time and again, they said, district officials called meetings to gather community feedback on an unpopular proposal, dutifully wrote down people’s concerns in colored marker on white butcher paper, and then did whatever they were going to do anyway.

“You get a dog and pony show: D.P.S.,” said Jeff Fard, a Denver Public Schools graduate, parent, and black community activist. “I’ve sat through too many of those meetings where they’re listening to the community and they go out and do the exact opposite.”

“It doesn’t matter if you speak in a low, soft tone to our faces,” said Candi CdeBaca, a graduate who founded a nonprofit that trains youth to advocate on education issues. “What matters is what decisions you are making, or you are failing to make, behind closed doors.”

Even those who think Boasberg was a great leader admit that community engagement was an area of weakness for him.

“Maybe it was the type of decisions we had to make that were really hard,” said Mary Seawell, who served on the school board from 2009 to 2013 and was a Boasberg ally. But, she said, “it didn’t get better, it just deepened. I’m talking about parents who walked in, in good faith, to a gymnasium and ended up leaving disappointed.”

Recently retired teacher Margaret Bobb, who taught in the district for decades and was active in the teachers union, said teachers often felt the same way. Boasberg’s support for evaluating teachers based on student test scores, and his defense of a pay-for-performance system that some see as favoring one-time bonuses over salary raises, made his insistence that teachers are the most important ingredient in a good public education seem disingenuous, she said.

“As I reflect on Tom, it’s been 10 years of lip service to teachers but not anything tangible that shows he believes in their intrinsic value,” she said.

Others say that for all his talk of equity, Boasberg did not do well by teachers of color. Recent efforts to diversify the teaching force have barely moved the needle, perpetuating an environment where 76 percent of students are students of color but 73 percent of teachers are white. A report commissioned by the district in 2016 found that black teachers, who make up about 4 percent of the teaching force, felt isolated and passed-over for promotions.

Some educators of color have another interpretation of the district’s acronym: Don’t plan to stay.

Still others blame Boasberg’s commitment to school choice for exacerbating gentrification in Denver by making it easier for wealthier families to move into working-class neighborhoods, knowing they don’t have to send their children to the neighborhood schools.

Critics say all of that has hurt students of color and those from low-income families. While their test scores have risen over the years, they continue to lag behind those of their white and wealthier peers. Black and Latino students, and those living in poverty, have also borne the brunt of the district’s practice of closing low-performing schools.

Azlan Williams was a junior at Montbello High in 2010 when Boasberg proposed phasing it out and replacing it with three smaller schools. He went with his parents to the community meetings, and he remembers the anger and the pleas for more time to turn things around. Williams, who was a good student and star basketball player, also remembers the disappointment when they didn’t get it, and how his school, home of the Warriors, felt different after that.

“It was like the air came out of the school,” he said.

PHOTO: Helen H. Richardson/The Denver Post
Boasberg chats with teacher librarian Julia Torres, left, and the district’s director of library services, Caroline Hughes, middle, in the renovated library on the Montbello campus.

More than half an hour after leaving the elementary school for the Montbello campus, Boasberg walked into the new library around 6 p.m. There was comfy new furniture, $30,000 worth of new books, and five new flat-screen TVs that students in a book club organized by the new librarian used earlier that day to Skype with the author of a novel they’d just read.

The hard-won renovation “restores that sense of respect that the children do deserve nice things,” said librarian Julia Torres, who previously taught English at one of the schools on the campus. “This has been a huge confidence booster.”

Boasberg argues that the closure of Montbello High achieved its intended goal: better opportunities for the students in far northeast Denver. He points to the numbers as proof. In 2010, 333 students graduated from high schools in the region. This year, 768 did.

“Students are feeling more challenged, they’re getting more individualized supports, and the culture at our secondary schools is stronger,” Boasberg said recently.

There were no big speeches in the library, no ceremonial ribbon to cut. Just chit-chat and a tray of finger sandwiches. As the sky turned black, a small group headed outside. It included Boasberg; his deputy, Cordova; two school board members; three principals; and two of the football coaches who’d agitated hardest for the changes.

The field was flooded with light so white and sharp that it made everything look as if it were in high-definition. The head coach trotted over to shake Boasberg’s hand. It was a much different scene than when the coach had shown up at school board meetings to air concerns that his players, who come from several small schools but play together as the Warriors, had no lights and varying bell schedules that made it hard for everyone to get on the field before dark.

“I don’t have nothing else to ask you for,” coach Tony Lindsay said, laughing and grasping Boasberg’s arm, his breath visible in the chilly night air. “Now I gotta do my thing.”

Boasberg and the others watched the players practice for a minute before huddling in a circle. The principals thanked the district. Boasberg thanked the principals. He also thanked the coaches and community members for their advocacy — and their criticism.

“We needed to get to work here and make some really necessary improvements,” Boasberg said. “This is a night I will remember for a long time.”

Afterward, he stopped to chat with a group of teenage girls standing on the sideline. He asked what they thought of the lights. “Pretty good,” one said. And the library? The girls told him they didn’t go to school at Montbello. They went to a different small high school, one of the original three that had replaced Montbello High but had since moved to another location in the neighborhood. Their school, they said, doesn’t have a library.

As Boasberg turned to walk back into the building, he recounted the story to a school board member. Even though he was set to step down as superintendent in little more than a week, he hadn’t stopped thinking about the future of the district.

“I told them, ‘You’re next,’” he said.

PHOTO: Helen H. Richardson/The Denver Post
Boasberg addresses school officials, members of the media, and football coaches under the new lights.

New mayor

Illinois charter PAC ready to spend millions in Chicago elections

PHOTO: Creative Commons

A pro-charter Illinois PAC will expand its focus from statewide politics into Chicago’s upcoming mayoral and alderman elections, with a plan to infuse millions of dollars into contested races where education is at issue.

“The stakes couldn’t be higher for urban public education,” Andrew Broy, president of INCS Action, a political action committee that advocates for charter schools in Illinois, told Chalkbeat. “We expect to spend a seven-figure sum in each of these races.”

INCS Action is the political advocacy arm of the Illinois Network for Charters Schools, and in the past has advocated for lifting a cap on charters statewide and against a statewide charter moratorium.

The expansion of charter schools is a live-wire issue in Chicago, with some advocates arguing that the growth of charters, which are publicly funded but privately run, pushes out resources for neighborhood schools in low-income areas. Charter advocates, meanwhile, argue the charter school model offers a faster way to bring high-quality education to students in Chicago.

Chicago Public Schools has 121 charter schools, down 7 percent from two years ago when the teachers union negotiated a cap on charter enrollment.

The upcoming elections make up just one part of a the network’s larger legislative agenda, with three of its five legislative goals already in place, Broy said. They’ve established the state charter school commission, secured charter funding equity in Illinois, and created a 10-year renewal term for charter contracts, he said, adding, “we still need to secure state facility funding and lift the cap on charter schools nationwide.”

INCS Action has not yet named the candidates it will support, but said its criteria for endorsement include contested races featuring candidates with different positions on charter schools. “For aldermanic races, if we can impact 2,000 or 3,000 votes in a ward, that offers a lot of opportunity,” Broy said.

Aldermen can introduce city-level resolutions against charter openings or ban a charter’s expansion into their ward or, if they are supportive, offer tax-increment financing for charter school buildings or other investments.

The Chicago Teachers Union also runs a PAC, through which it has supported candidates at the state, mayoral and aldermanic levels. The union opposes charter expansion. 

Broy expects his group will support candidates by sending out mailers, canvassing and telephoning voters.

According to election finance data obtained by Illinois Sunshine, the INCS Action PAC has already contributed more than $65,000 to the campaigns of state-level candidates for congressional seats in Illinois since Sept. 11. The largest sums went to the campaigns of Rep. Jim Durkin, R-Burr Ridge, the House minority leader, and Rep. Monica Bristow, D-Alton.

In state-level races, INCS Action has been a heavy hitter since it started in 2013. This past spring, the organization said in a press release that 13 of the 15 primary candidates for Illinois’ state Senate and House of Representatives supported by the group won their primaries.

The next governor could play a big role in the future of charter schools in Illinois, and by extension in Chicago, but Broy says the committee has declined to endorse a candidate because of the amount of spending required to sway a candidate or the election. The committee gets more bang for its buck focusing on local races.

Incumbent Gov. Bruce Rauner and challenger J.B. Pritzker have staked out opposing positions on the charter debate, with Rauner a supporter of charter schools, while his opponent says he’d place a moratorium on opening new charters.

Meanwhile, Broy said his political action committee will soon begin throwing money into campaigns he believes they can win. “In some races, we see a pathway to victory with our support.”