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Edited on Sat Apr-25-09 01:37 PM by LWolf
invite them in by offering infrastructure, funding, and support at least equal to what they can find elsewhere. That's pretty simple. The reality, the invisible elephant in the room, is that every social problem suffered in "inner city" environments would be relieved by abolishing poverty. Not everyone sees Duncan's tenure in Chicago as positive. Here are a few snips and links; bolding is mine: <snip> So it is important to describe the agenda in which Duncan is complicit. Two powerful, interconnected forces drive education policy in the city: 1) Mayor Daley, who was given official authority over CPS by the Illinois State Legislature in 1995 and who appoints the CEO and the Board of Education, and 2) powerful financial and corporate interests, particularly the Civic Committee of the Commercial Club of Chicago whose reports and direct intervention shape current policy. As Pauline documented in her book, High Stakes Education, the mayor and Civic Committee are operating from a larger blueprint to make Chicago a "world-class city" of global finance and business services, real estate development, and tourism, and education is part of this plan. Quality schools (and attractive housing) are essential to draw high-paid, creative workers for business and finance. Schools are also anchors in gentrifying communities and signals to investors of the market potential of new development sites. For Chicago's working-class and low-income communities, particularly those of color, this has meant gentrification and displacement, including of thousands of public housing residents. As in other U.S. cities, Chicago has also handed over public services (public housing, schools, public infrastructure) to the market and privatized them, and public education has been in the forefront. Although not the architect, Duncan has shown himself to be the central messenger, manager, and staunch defender of corporate involvement in, and privatization of, public schools, closing schools in low-income neighborhoods of color with little community input, limiting local democratic control, undermining the teachers union, and promoting competitive merit pay for teachers..................................................Let's separate myth from reality. The myth is that Chicago has created a new, innovative way to improve education—Renaissance 2010. The heroes in this myth are Mayor Daley, who introduced Renaissance 2010 in June 2004 at a Commercial Club event, and Arne Duncan, who oversaw its implementation and was its chief spokesperson. Renaissance 2010 was touted as the future of education in Chicago, with a plan to close 60 schools and open 100 new, state-of-the-art, 21st-century schools. These schools would be either small, charter, or contract schools. Renaissance 2010 was (and is) marketed as an opportunity to bring in new partners with creative approaches to education. That's the myth.
There is a completely different reality on the ground. For affected communities who have longed for change, Renaissance 2010 has been traumatic, largely ineffective, and destabilizing to communities owed a significant "education debt" (to quote Gloria Ladson-Billings) due to decades of being underserved. .......................................................
In a democratic society, instruments of engagement allow citizen voice in decision-making processes. In Chicago education, that instrument is Local School Councils (LSCs). The most powerful parent, community, and teacher, local-school, decision-making structures in the country, LSCs' responsibilities include hiring principals, monitoring budgets, and developing school improvement plans. With support, LSCs have demonstrated that they are effective models of local school decision-making. A 2005 Designs for Change study of 144 of the most successful neighborhood schools in Chicago serving primarily low-income students listed effective LSCs as a key reason for success. Despite this and other evidence documenting LSC effectiveness, CPS, under Duncan, has worked tirelessly to weaken LSCs by whittling away at their authority.Much more from this one article at: http://www.rethinkingschools.org/archive/23_03/arne233.shtmlHere's another source less than impressed with Duncan's tenure in Chicago: http://www.substancenews.net/articles.php?page=122<snip> But the Board of Education’s own website shows that the claim is false. "Turnaround" is the corporate phrase that Duncan is using this year to describe the reconstitution process, since research has shown across the USA that reconstitution has failed to improve inner city schools. During the 2007-2008 school year, the Chicago Board of Education established an "Office of School Turnaround" under a $150,000 per year "Chief Turnaround Officer."
The Alice in Wonderland Facts Used for "Turnaround"
But the main reason for forcing "turnaround" on the four elementary schools is false.
None of them send the majority of their students into the supposedly "failing" high schools.
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