charter closure

In debt, with too many unlicensed teachers, Indiana College Preparatory School loses charter

PHOTO: Alan Petersime

Roiled by unsustainable debts, a disintegrating school board, and violations of state requirements, Indiana College Preparatory School lost its charter and will close at the end of the school year.

Families were also complaining about frequent teacher turnover, discipline issues, and a lack of services for students with disabilities, according to Indianapolis Mayor Joe Hogsett’s office.

The future seemed uncertain, too, for I CAN Schools, the nonprofit company contracted to run the school, after some of its struggling schools in Ohio were absorbed by another company.

The mayor’s office, which authorized Indiana College Preparatory School’s charter, said it tried to work with the school for nearly two years to improve its finances and governance. But it revoked the charter Tuesday after the school’s entire board resigned.

The shutdown in June will leave about 240 students looking for new schools.

The mayor’s office decided not to shutter the school immediately to try to minimize disruptions for students, who begin ISTEP testing next week, said Brian Dickey, interim director of the mayor’s charter school office.

School leaders did not return calls or an email seeking comment.

Indiana College Preparatory School, which serves grades K-8, opened in the 2015-16 school year. It had replaced a closed charter school, Andrew Academy, near 38th Street and Sherman Drive, and many of the students stayed to enroll at Indiana College Preparatory School.

It was put on probation last year.

“We’d started seeing red flags on the financial side,” Dickey said.

The school seemed unable to pay its bills in the short-term, and accumulating debt raised concerns about long-term financial health, he said.

It ended its first year with only four days’ worth of cash on hand, according to city documents. At one point, the school was running a deficit of about $780,000.

The Archdiocese of Indianapolis, which owns the school building, reached out to the mayor’s office when Indiana College Preparatory Academy didn’t pay its rent.

An audit filed in February 2017 showed Indiana College Preparatory School was not in compliance with the state’s guidelines for charter school accounting, highlighting questions about the schools’ internal controls.

Indiana College Preparatory School was receiving more than $2 million from the state for its students, the audit showed. The school had also received a $174,000 federal charter school grant, according to city documents, and it took out a $500,000 loan from the state’s Common School Fund.

Dickey and Deputy Mayor of Community Development Jeff Bennett said some of the school’s financial problems stemmed from an unexpected drop in enrollment.

“New charter schools are start-up organizations, and they are very sensitive to enrollment,” Dickey said. “And if that enrollment isn’t maintained, particularly in the early onset, it can really complicate things on the finance side.”

In the school’s second year, it lost about one-quarter of its students by the spring, the mayor’s office said.

Considering that Indiana College Preparatory School offered transportation, Bennett said, “for 25 percent to vote with their feet not to come back is just a red flag. For whatever reason, we don’t know. But it’s beyond the norm of any school to drop that much.”

Last year, the mayor’s office found out that I CAN Schools, the nonprofit organization that managed Indiana College Preparatory School, had transferred seven Ohio schools to another company, in part because of financial deficits.

The mayor’s office was already concerned that the Ohio operator was unfamiliar with Indiana policies. But now, Dickey said, he questioned if I CAN’s educational offerings would be diminished without a broader network to rely on.

I CAN said it intended to rebrand itself, but never did, Dickey said.

Indiana College Preparatory School’s board tried to address the city’s concerns about governance and teacher hiring, but Dickey said the mayor’s office was unsatisfied with the response.

Academically, the school was receiving low ratings from the state. Its students weren’t showing much growth. The school was hiring many substitute teachers, city documents show, failing to employ enough teachers licensed in their subject areas to meet state requirements.

And the school’s financial situation, Dickey said, only grew worse.

When the mayor’s office put the school under “threat of potential revocation” last month, three out of four board members resigned. Unable to operate with a sole board member, the last remaining one resigned this week.

“Anytime a school has to close, I don’t know that that’s ever a good thing,” said Jamyce Curtis Banks, the former board president. She declined to answer questions about the school’s challenges, saying they should be directed to the school or I CAN instead.

Other former board members did not return messages.

A parent who recently pulled her children out of Indiana College Preparatory School said the school needed to be shut down.

La’Key Eldridge said her second-grade son did not have a special education teacher, and she felt the school wasn’t equipped to handle his disorders.

“I knew that my son needed special education help, because he wasn’t picking up on certain vocabulary words,” she said.

Eldridge transferred her two sons to another charter school, and she said her son with special education needs will have to repeat the second grade.

She also raised concerns over how the school handled an incident in the fall reported by Fox59, when two students at the school tested positive for cocaine after eating what they thought was candy.

The last time the mayor’s office revoked a charter was in 2014, because of allegations of systemic cheating on standardized tests at Flanner House Elementary Charter School. That school closed immediately, leaving families scrambling to find new schools after the academic year had already started.

Correction: An earlier version of this story incorrectly stated that I CAN Schools is a for-profit company. It is a nonprofit company.

Mapping a Turnaround

This is what the State Board of Education hopes to order Adams 14 to do

PHOTO: Hyoung Chang/The Denver Post
Javier Abrego, superintendent of Adams 14 School District on April 17, 2018.

In Colorado’s first-ever attempt to give away management of a school district, state officials Thursday provided a preview of what the final order requiring Adams 14 to give up district management could include.

The State Board of Education is expected to approve its final directives to the district later this month.

Thursday, after expressing a lack of trust in district officials who pleaded their case, the state board asked the Attorney General’s office for advice and help in drafting a final order detailing how the district is to cede authority, and in what areas.

Colorado has never ordered an external organization to take over full management of an entire district.

Among details discussed Thursday, Adams 14 will be required to hire an external manager for at least four years. The district will have 90 days to finalize a contract with an external manager. If it doesn’t, or if the contract doesn’t meet the state’s guidelines, the state may pull the district’s accreditation, which would trigger dissolution of Adams 14.

State board chair Angelika Schroeder said no one wants to have to resort to that measure.

But districts should know, the state board does have “a few more tools in our toolbox,” she said.

In addition, if they get legal clearance, state board members would like to explicitly require the district:

  • To give up hiring and firing authority, at least for at-will employees who are administrators, but not teachers, to the external manager.
    When State Board member Steve Durham questioned the Adams 14 school board President Connie Quintana about this point on Wednesday, she made it clear she was not interested in giving up this authority.
  • To give up instructional, curricular, and teacher training decisions to the external manager.
  • To allow the new external manager to decide if there is value in continuing the existing work with nonprofit Beyond Textbooks.
    District officials have proposed they continue this work and are expanding Beyond Textbooks resources to more schools this year. The state review panel also suggested keeping the Beyond Textbooks partnership, mostly to give teachers continuity instead of switching strategies again.
  • To require Adams 14 to seek an outside manager that uses research-based strategies and has experience working in that role and with similar students.
  • To task the external manager with helping the district improve community engagement.
  • To be more open about their progress.
    The state board wants to be able to keep track of how things are going. State board member Rebecca McClellan said she would like the state board and the department’s progress monitor to be able to do unannounced site visits. Board member Jane Goff asked for brief weekly reports.
  • To allow the external manager to decide if the high school requires additional management or other support.
  • To allow state education officials, and/or the state board, to review the final contract between the district and its selected manager, to review for compliance with the final order.

Facing the potential for losing near total control over his district, Superintendent Javier Abrego Thursday afternoon thanked the state board for “honoring our request.”

The district had accepted the recommendation of external management and brought forward its own proposal — but with the district retaining more authority.

Asked about the ways in which the state board went above and beyond the district’s proposal, such as giving the outside manager the authority to hire and fire administrative staff, Abrego did not seem concerned.

“That has not been determined yet,” he said. “That will all be negotiated.”

The state board asked that the final order include clear instructions about next steps if the district failed to comply with the state’s order.

Changing fortune

Late votes deliver a narrow win for Jeffco school bond measure

PHOTO: Denver Post file
Fourth-graders Kintan Surghani, left, and Rachel Anderson laugh out the school bus window at Mitchell Elementary School in Golden.

Voters in Jefferson County narrowly approved a $567 million bond request that will allow the school district to improve its buildings.

Jeffco Measure 5B, the bond request, initially appeared to have failed, even as voters supported Measure 5A, a $33 million mill levy override, a type of local property tax increase, by a comfortable margin. But as late votes continued to be counted between Election Day and today, the gap narrowed — and then the tally flipped.

With all ballots counted — including overseas and military ballots and ballots from voters who had to resolve signature problems — the bond measure had 50.3 percent of the vote and a comfortable 1,500 vote margin.

In 2016, Jeffco voters turned down both a mill levy override and a bond request. Current Superintendent Jason Glass, who was hired after the ballot failure, made efforts in the last year to engage community members who don’t have children in the district on the importance of school funding. This year’s bond request was even larger than the $535 million ask that voters rejected two years ago.

“We are incredibly thankful to our voters and the entire Jeffco community for supporting our schools,” Glass said in a statement. “The 5A and 5B funding will dramatically impact the learning environment for all of our students. Starting this year, we will be able to better serve our students, who in turn will better serve our communities and the world.”

The money will be used to add new classrooms and equip them, improve security at school buildings, and add career and technical education facilities.