My investigation into the inner workings of the
Minneapolis Public Schools (MPS), detailed in my substantially complete book (Understanding the Minneapolis Public
Schools: Current Condition, Future
Prospect) on course for presentation of final draft in May 2018, reveals
clear reasons for the abominable quality of education delivered by this salient
representative of the locally centralized school district.
The most important reasons are as follows:
1) Those
making key decisions regarding curriculum are not dedicated to a knowledge-intensive,
skill replete education. Ed Graff,
Michael Thomas, Cecilia Saddler, Naomi Taylor, and Carey Seeley Dzierzak have
all trained under education professors who devalue knowledge as the key pursuit
of K-12 education.
2) The
resulting curriculum is extraordinarily weak:
Students at K-5 learn very little regarding the key subject areas of
biology, chemistry, physics, history, geography, economics, and the fine
arts, and they read very little
challenging, high-quality literature;
students at grades 6-8 fare little better; and high school curriculum is
bolstered only by the presence of Advanced Placement and International
Baccalaureate courses, for which too few knowledgeable teachers are available.
3)
Teachers come to their positions ill-prepared; those at K-5 have endured the weakest program
on any college or university campus;
those at grades 6-8 and 9-12 may be certified even with lackluster
performance in their subject area undergraduate programs, and they rarely
pursue advanced degrees in any programs other than education.
4) There
is no district-wide, coherent tutoring program to assist struggling students.
5) Efforts
to reach out to families struggling with poverty and dysfunction are few and
ineffective.
6) Central
bureaucracy staffing is bloated and staff is overpaid, with 68 staff members
(of a total 444) receiving salaries in excess of $100,000.
7) The
guiding Strategic Plan Acceleration 2020 is
a mere exercise in setting goals for student achievement, none of which have
been reached; the plan offers no viable
means for boosting student performance and errantly identifies the school as
the unit of change, rather than correctly designating the district as a whole
for transformation.
8) The
district’s Educational Equity Framework
is a jargon-infested document that typifies the tendency of district
decision-makers and members of the MPS Board of Education to profess concern
for student outcomes and equity in the abstract while offering no plan for
moving verbal proclamation to action.
9) The
fourteen programs identified for meeting Minnesota Department of Education
(MDE) World’s Best Workforce (WBWF) regulations for closing racial
achievement gaps or boosting academic performance for impoverished students
have no prospects for success; they serve
too few students and have too little academic focus.
10) Members
of the MPS Board of Education, individually and collectively, have no guiding
educational philosophy; they ask few
discerning questions regarding academic programming and have no committee
dedicated to advancing the academic program of the district.
11) The
teacher’s union, Minneapolis Federation of Teachers (MFT), resists objective
measurement of student performance and the establishment of knowledge-intensive
curriculum; eight of the nine MPS Board
of Education members have strong ties to this politically powerful union.
12)
Disciplinary policies in MPS schools are weak: Many teachers have so little control over their
classes that very little learning occurs; cases at Folwell K-8, Justice Page (formerly
Ramsay) K-8, and North High School have come to my attention as particularly egregious.
13) Building
principals are so weak as to engender an extra layer of bureaucracy occupied by
associate superintendents (four in number);
with weak academic training themselves, Ron Wagner, Laura Cavender,
Lucilla Davila, and Carla Steinbach are paid $144,333 per annum to try to
improve site level leadership.
14)
Students are not prepared well for either the Minnesota Comprehensive
Assessments (MCAs) or the ACT college readiness exam; teachers resist the former, which has been
vitiated by opt-out tactics, and few teachers are academically competent enough
to prepare students for the latter.
15)
Chief of Academics, Leadership, and Learning Michael Thomas has
potential for articulating a better academic program; Chief of Research, innovation, Assessment,
and Accountability Eric Moore is a talented statistician; and Finance Chief Ibrahima Diop is a person of
enormous integrity and considerable talent;
but on the whole performance of staff members at the Davis Center ranges
from wretched to merely acceptable, and high salaries promote the comfort of
sinecure rather than courageous calls for change.
This is a school district long mired in
trouble.
This is a school district that must be
dismantled and reconstructed with dedication to knowledge-intensive,
skill-replete education for students of all demographic descriptors.