Former HISD superintendent blasts district

Former HISD superintendent blasts district

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Former Houston ISD superintendent Richard Carranza is speaking out about his disappointment in HISD’s failure to pass major reforms while he was here. Carranza, who now leads the New York public school system after abruptly quitting HISD, said the district lacked the appetite for changes that would boost outcomes for lower-income and minority students.

“As soon as I left, it seemed like people just didn’t have the stomach to take the fight,” Carranza said.

In an interview with Atlantic Magazine, Carranza who was with the district for 18 months, said HISD leaders resisted changes that would benefit historically underserved students, creating inequitable access to quality education among students from all backgrounds.

The Atlantic article largely focused on his immediate reform efforts in New York City, but Carranza didn’t mince words as he talked about HISD’s current campus funding model and the geographic layout of its magnet schools, which he said have favored students from more affluent and white backgrounds. In the months before his departure from HISD, Carranza proposed shifting toward a more centralized funding model that largely would benefit schools in lower-income and predominantly Black and Hispanic neighborhoods.

“You would think if you want to integrate schools and really provide a robust push for the entire system, you would place some really sexy magnet schools in those African-American neighborhoods. No! They were all concentrated in white, upper-middle-class neighborhoods, so that if you’re an African-American student, you have to leave your neighborhood to go to those programs,” he said.

Carranza’s comments cut to key questions about the district’s dedication to impoverished and minority students, while also raising the specter that Carranza’s abrupt departure contributed to the proposals stalling. During his tenure the district dealt with

Ultimately, HISD trustees tweaked the district’s current campus funding model and shelved the magnet proposals, to Carranza’s dismay. However, it is arguable whether trustees resisted Carranza’s proposal because they “didn’t have the stomach to take the fight.” Some trustees embraced Carranza’s proposal, but others thought the district administration was moving too hastily and did not provide enough details about the proposal’s merits.

“Carranza didn’t leave any definite plans on the table. Only ideals,” HISD Board President Rhonda Skillern-Jones said. “For me, there were conceptual changes that were never fully vetted or fleshed out by the administration.”

The district also was dealing with a large budget deficit and a looming threat of a state takeover of the school system resulting from a state law that required the Texas Education Agency to control operations of any school district in which one or more schools failed to meet state academic standards for five consecutive years, prompting a few trustees to question whether HISD was tackling too much at one time.

Massachusetts Initiative Prioritizes Hiring Teachers of Color

Massachusetts Initiative Prioritizes Hiring Teachers of Color

By Brenda Álvarez

Audrey Murph Brown (Murph), a school social worker of 26 years and a member of the Springfield Education Association (SEA) in Massachusetts, describes the events that occurred in the 2017 – 2018 school year as “a perfect storm at the perfect time.”

This storm was heavy with institutional biases, nepotism, and favoritism. Institutional biases kept many highly qualified educators of color from becoming lead teachers or being offered lateral promotions. “Rarely were those opportunities given to educators of color,” says Murph, “but what they would get was the unspoken bias that only educators of color can deal with difficult children, and as a result don’t get to show their academic skillset and abilities in classrooms.”

And when there were opportunities for advancement, explains Murph, administrators would often bypass the hiring process by burying job postings, not interviewing qualified candidates of color, and handpicking their friends. “This was nothing new,” she says. “It’s always happened, but it’s never been addressed.”

The Teacher-Student Racial Gap

In Springfield, 80 percent of public school students are of color while educators of color make up only 15 percent. The gap between the percentage of students of color and the percentage of teachers of color nationwide is large. Approximately 42 percent of PK-12 public school students today are students of color, and this number is expected to rise through 2024. Yet, about 80 percent of public school teachers are white, 9 percent are Hispanic, 7 percent are black, and 2 percent are Asian, according to the National Center on Education Statistics.

The Initiative was an outgrowth of the Next Generation Leadership Program, which ALANA leaders and allies had previously attended. Next Generation was designed to create a safe space to talk about the issues educators face and it helps to identify, recruit, and train members to be active at the work site level, resulting in local affiliates becoming powerful and effective organizations. The program is unique in that it works with educators with three years or less of leadership experience, and that it’s mostly conversation. There’s no agenda other than the topics participants bring up. There’s no PowerPoint. No flipcharts.

“It’s all based on the lived experiences of educators, which helps to create the kind of space where people can build confidence in that change can happen through collective action, and learn the skills to bring people together and overcome their fears of taking action,” says George Luse, who, at the time, was an MTA organizer before his retirement.

He explains that the blueprint of the training does what it’s supposed to do: give people skills, encourage them to act, and build collective member power. “Nothing works without members who are excited about the union and understand the union as a tool to improve their working conditions and the environment around them,” says Luse, who has 30 years of organizing experience…

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