The wild west produces a judgment

Solution:  Eliminate the middle man.  Keep all of the rent!  Open a virtual school.  (It works, see K-12, Ohio Connections or ECOT)

Columbus Dispatch is getting on board.

 

$1 million judgment against charter school operator

By: Catherine Candisky

The Columbus Dispatch - January 21, 2015 01:00 PM

A federal judge in Missouri ordered Imagine Schools, one of the nation’s largest charter-school operators, to pay nearly $1 million for forcing a lucrative lease agreement on a school it operated.
Under the complex deal, Imagine Schools negotiated the pricey lease with SchoolHouse Finance and presented it to the school board of the Renaissance Academy for Math and Science for approval. Imagine Schools owns SchoolHouse Finance and directly benefited by the agreement.
“This clearly constituted self-dealing,” U.S. District Judge Judge Nanette K. Laughrey wrote in a blistering 29-page ruling.

Sound familiar? The Dispatch in October reported about a North Side charter school spending more than half of the tax dollars it receives on rent in a very similar lease deal with Imagine Schools and SchoolHouse Finance. The board of the Imagine Columbus Primary Academy asked Imagine to renegotiate the lease but that has not happened.

Other Ohio charter-school operators use similar lease deals, and while apparently legal, supporters and opponents complained that they wasted tax dollars and lawmakers pledged to take a look.
"Legislators who are working on charter school reforms should make prevention of these types of abuses a top priority," said ProgressOhio Executive Director Sandy Theis.

Charter schools are privately operated with public tax dollars and many contract with management companies to handle day-to-day operations.

ProgressOhio recommended placing a cap on state money used for rent, requiring the Ohio Board of Education to sign-off on leases, requring charter-school boards to have independent attorneys and financial officers and other changes.

In the Missouri case, the school board of the now-closed Kansas City school sued its former management company, claiming it had manipulated the board and failed to act in the school’s best interest. “While the Renaissance Board theoretically had authority to act independently on some limited issues, it was in fact a captive of Imagine Schools by both design and by operation,” Laughrey wrote. “While this changed over time with the assistance of the sponsor, the University of Missouri, intervention came too late to save the school, which operated consistently with too few expenditures for instruction and low student performance.”

Laughrey found no evidence that Imagine Schools discussed the market rate for similar leases with the Renaissance board or informed members that SchoolHouse calculated the rental rate based on a 12 percent return on investment regardless of the market rate. They also neglected to mention that the higher-than average rent would result in lower-than average expenditures on books, supplies and teacher salaries.

“For example, in 2007-2008, Renaissance spent 27.9 percent of its funds on instructional costs while the national average was 65.8 percent and Missouri was 64.6 percent,” the judge noted.
Laughrey also had some interesting findings about how Imagine gets board members to go along with these not-so-sweet deals. Imagine recruited inexperienced school board members and one who had received political contributions from the companies and had family members working there.

Editorial Voices

The worm is turning...

ECOT

More online fun.  $112 million this year!

ECOT received $19 million more in state funding than Cincinnati received, despite having fewer than half as many students.

Most of the publicity, including comments from governor, have been quite negative. The worm is turning....

In 2006, the Columbus-based online charter school Electronic Classroom of Tomorrow was under fire.

The state disputed its attendance numbers, and the Newark schools superintendent accused it of committing fraud by “failing to meet even minimum standards of operation.”

Since then, ECOT — whose founder, William Lager, has been a major contributor to Ohio politicians over the past five years — has continued to grow rapidly, in both enrollment and budget. Last school year, ECOT enrolled 14,561 students, more than twice the number it did in 2006.

ECOT, whose students take classes from home on a computer, grew by 122 percent during Ohio’s eight-year moratorium on new online charter schools. Some of its strongest growth was in elementary grades, including kindergarten.

ECOT now has more students than Canton, Dayton, Dublin or Westerville schools. It is the state’s 10th-largest district. And growth came for ECOT despite its consistently low state report-card results: It ranks among the worst-performing schools in the state.

“The growth has been huge,” said Aaron Churchill, who is Ohio research director for the Thomas B. Fordham Institute. It has offices in Columbus and Dayton and sponsors charters but criticizes weak oversight and poor-quality schools. “There are clearly a lot of questions about the quality of the education they’re putting out. I’d be curious to know why parents are selecting it.”

ECOT’s tax revenue grew in step with its enrollment, to $112.7 million, 90 percent of which is funded by the state. Charter schools are funded with tax dollars but often are privately run.

According to a state financial audit made public last week, ECOT paid $21.4 million last year to the two for-profit companies Lager formed to serve the school — nearly one-fifth of the school’s total revenue.

IQ Innovations, Lager’s software firm, sells the IQity online-learning platform to ECOT as well as to other schools and districts elsewhere in the country. Altair Learning Management is Lager’s school-management firm, and it oversees ECOT’s day-to-day business, including hiring and firing.

Most of the money sent to the for-profit companies — $17.4 million — is for purchasing curriculum from IQ Innovations, an expense that has grown steadily each year since ECOT first paid $5 million to IQ for the 2008-09 school year.

ECOT also spent another almost $11 million on communications last year. ECOT spokesman Ryan Crawford said he couldn’t immediately say why the communications budget was so large but said it might include advertising. ECOT has used Jack Hanna, director emeritus of the Columbus Zoo and Aquarium, as a spokesman in TV spots for the school.

Just over half of ECOT’s revenue goes to employee salaries and benefits, compared with 80 percent or more in traditional districts.

Critics say that ECOT owes its existence to its lavish campaign donations, mostly to Ohio Republicans.

“These guys set up companies and pay themselves,” said William L. Phillis, the executive director of the Ohio Coalition for Equity & Adequacy of School Funding. He calls the relationship between Lager and the Ohio GOP “incestuous.”

“It’s pathetic from the standpoint of the taxpayers,” Phillis said. “This money’s being laundered, wasted, going into somebody’s pocket. It’s a crime, but, of course, it’s all legal.”

ECOT spokesman Crawford said that critics have raised questions about the relationship between the school and the two affiliated for-profit companies before. ECOT considers the debate a philosophical one, and he points out that neither state auditors nor the Ohio Department of Education has found fault with the relationship.

He said the school’s growth has been driven exclusively by enrollment gains from students choosing its program over other schools.

“We’ve heard these questions for 15 years now. We have a different feel for how it works than our critics. We feel confident that what we’re doing is correct,” Crawford said. “We do our very, very best to be good stewards of public dollars.”

Students interviewed for ECOT’s website for its graduation ceremony last summer said they enroll for lots of reasons, including the need for flexible schedules because they have jobs or children.

Although the online school boasts on its website that “over 10,000 students have graduated from ECOT” since it opened in 2000, its track record for helping students graduate on time is among the worst in Ohio. In the past four graduating classes alone, about 5,600 seniors did graduate on time. But two-thirds of ECOT seniors during that time — 10,600 — did not graduate with their classes.

With its most-recent graduation rate of 38 percent, few districts in the state rank lower. Only 35 of the roughly 700 traditional school districts and charter schools that serve high-school students have a worse outcome, and most of those are other statewide e-schools and charters that exclusively serve dropouts.

By comparison, Columbus schools’ most-recent graduation rate was 77 percent. Cleveland’s was about 64 percent.

Phillis said it’s astonishing that ECOT continues to escape the scrutiny of lawmakers despite meeting only three of the 24 possible state testing and graduation standards, receiving F grades in all but one category. ECOT got a D in the performance index, which is an index of state testing performance.

“It has to end,” Phillis said, “taking money that’s appropriated for the education of children for enormous advertising, campaign contributions and profit.”

Altair and the IQity software firm have several lobbyists who step in to protect their interests during state budget times and when charter-school issues crop up in the state legislature.

And ECOT’s founder, Lager, has spent at least $1.13 million on Ohio campaigns in the past five years alone. Lager could not be reached for comment, and his spokesman said he couldn’t reach him, either.

That’s more — on Ohio politics, anyway — than was spent by David Brennan, the well-known Akron charter entrepreneur who lobbies heavily on behalf of his White Hat schools group. During the same time period, Brennan donated about $820,000, according to campaign-donation records kept by the Ohio secretary of state.

For the past three years, Lager has funneled more than $200,000 per year to mostly Republican officeholders, including William G. Batchelder of Medina, the outgoing speaker of the Ohio House. The largest single donations went to the Ohio Republican Party.

Political contributions also were made through Lager’s two privately held companies. Since 2009, IQ Innovations has sent more than $154,000 to Ohio political candidates and groups. Altair’s contributions totaled about $38,000.

Lager is a member of former Florida Gov. Jeb Bush’s Digital Learning Now initiative, whose 10-point plan includes pushing lawmakers to require all students to take at least one online course; loosening laws on class size, student-teacher ratios and required amounts of instructional time; requiring state proficiency tests to be taken digitally; and providing digital charters with the same per-pupil public funding that other schools receive.

bbush@dispatch.com

http://www.dispatch.com/content/stories/local/2015/01/04/popular-ecot-poor-performer.html

Quote

“When you wage war on the public schools, you're attacking the mortar that holds the community together. You're not a conservative, you're a vandal.”
― Garrison Keillor

Some things I learned while living with a charter school administrator, Part 3

Some more things I learned while living with a charter school administrator.

That students come and go. That parents will enroll children, at least temporarily, get the local truant officer off your back.  That the military does not consider the E-schools graduates, and the education they receive,  as qualified to join the service.

That the E-schools are special, cutting edge, and high tech.  But results are hard and expectations should be lowered.  It is not fair to expect results based on the students they enroll.  If they are unsuccessful, they should change the testing.  If they are unsuccessful, they should open blended learning schools.  Or, insert the excuse of the month here…..  The theory goes, sooner or later, if Ohio throws enough money at the schools, they are bound to figure it out.

That charter schools come and go.   Administrators and teachers are recycled and show up somewhere else.  Keep the building, change the name.  Jump from White Hat to Connections or K-12.  Only the best and brightest in this system.  Its a living,  Honor and ethics are preferred but not required.

My personal favorite;  that you can have an affair with you underlings and then promote them.  That you can be promoted by having an affair with the superintendent.    You can have the same person you sleep with complete your evaluation. Then you can be superintendent.  That the board remains clueless.  In a corporate world, leadership like this will get you fired, not promoted.

That the State of Ohio is paying over a billion dollars for this model.  Six billion dollars to date.  Pretty soon you are talking about real money. 

That this model will not succeed.

Some things I learned while living with a charter school administrator, Part 2

Some more things I learned while living with a charter school administrator.

Procuring Federal title money and grants is profitable.

That the management company wants and expects every dime from the grants and title money.  It is the administrator’s job to get all the money.  If you do not get it, the company will be less profitable.  That may not be a wise career move.

Justifying title money is hard, it takes creative writing and accounting.

You can allocate and reallocate teacher hours and roles to maximize the amount.  You assign teacher hours to maximize the title money.  You can do this after the fact, even  while sitting in your home watching TV.  An observer might think this is fraudulent. 

That you can pay teachers less than at a public school.  That the teaching market is very weak.
That you can go somewhere warm in the winter for meetings and be dined and wined.  That these expenses , normally not allowed to the school, are paid by the management company.  You can go on a similar excursion in the summer.

That the management company picks the board.

That you can handpick a board and include some parents which can be “easily led around by the nose.”
That you can put your neighbor on the board.

That you can put some parents on the board who do not need to understand anything about finances or board operations.  It is a learning position and the school leaders will feed you what you the information they deem that you need to hear.  It is an ego boost for some.

That lobbying is an important part of the business plan.  That politicians love the idea and the political contributions.

That they have hired their own lobbyist.  A lobbyist can throw a good party.

That marketing is a key element in securing enrollment.  You can spend tens of thousands of dollars on slick TV ads, slick radio ads and the internet.  Your competitors will do the same.   That you can quote a result from 2010, but ignore subsequent results.  That you will never see the state report card mentioned in any marketing materials.

Freedom of choice, even if it is a foolish decision, is a strong marketing point.

Lobbying and marketing expenses ultimately come from the taxpayers of Ohio via the management company.

Some things I learned while living with a charter school administrator, Part 1

My grandfather had a favorite saying.  You are either part of the problem or part of the solution.

My Ex-wife was an administrator for an E-school.  The marriage ended on bad terms. 

Some things I learned while living with a charter school administrator.

That charter schools are called community schools in Ohio.  Many are not located in the community and actually suck significant amount of money from a local community or district with no charter schools.  Community schools has a folksy sounding name, better for marketing.

That ethics are optional.

That there are many ways to game the system to benefit your own interests. 

There is little oversight.

Self-preservation is a powerful force.  Being an administrator is a pretty good gig.

There is an inherent conflict between producing results and producing revenue by increasing  the headcount.  This conflict causes some stress at first but you get over it.  More students mean more dollars.

That E-schools are not for everyone, and probably not for the majority of the students enrolled.

That E-schools are a profitable business.  The schools themselves are “non-profit”.  How it works is that you send most of the money to the management company who set up the school.  That school money gets siphoned to the management company, usually to a local entrepreneur who established the management company or to a large or giant corporation like K-12 Inc. and Pearson Education.  They need to take enough so that the school never will show a profit.  Non-profit status does not apply to the management company.

That you can pay students and parent to take tests by offering them gift cards.  That the schools really would prefer that some students not take the tests.

That despite millions of dollars coming in the door, that you can have a part-time treasurer.  That treasurer can serve many charter schools.  The treasurer does not audit the management company.

If your treasurer gets indicted for malfeasance at another school, you should hire a new one.

The majority of the Ohio E-schools have the same sponsor.

The sponsor takes their fee based on total revenue.  It is very profitable to be a sponsor.   I don’t see much in the way of staff or overhead for these sponsors.

That the management company can make millions for it’s founders.

That the salary information listed on web sites is out of date and inaccurate, too low for administrators.

That you can invest the money earned from one state to expand in another and internationally.  More students mean more dollars.