highlight reel

Beyond pre-K: Here’s what you need to know about de Blasio’s education record this election day

PHOTO: Alex Zimmerman
Mayor Bill de Blasio released a school diversity plan that calls on a working group to come up with additional ways to encourage integration.

If asked to describe Mayor Bill de Blasio’s education agenda, most New Yorkers would likely give a two-syllable answer: pre-K.

As voters head to the polls Tuesday, when de Blasio is widely expected to sail into a second term, the mayor is surely pleased with that answer. His expansion of free pre-kindergarten to 50,000 additional four-year-olds has proven to be his clearest victory as mayor, earning praise from advocates, researchers, parents — even Hillary Clinton.

In fact, universal pre-K and its unexpectedly smooth rollout have proven so popular that de Blasio recently announced plans to launch a parallel program for three-year-olds.

“Our obligation is to come up with new solutions,” he said at a breakfast talk Monday with business and political leaders. “And so, we did that with pre-K and we look forward, with everyone’s help here, to doing that with 3-K.”

Pre-K hasn’t just provided de Blasio a happy talking point — it’s also helped him steer the discussion away from more controversial education issues, from charter schools to school segregation to his expensive support program from struggling schools, which has so far achieved mixed results.

“In many respects,” said Aaron Pallas, a professor at Teachers College, pre-K has “overshadowed virtually all other features of the education agenda.”

But another reason education has been a marginal issue in this year’s sleepy mayoral election — it didn’t come up at all during the first debate — is that, even apart from pre-K, de Blasio has overseen a period of relative stability and incremental process for the nation’s largest school system. Two of the most closely watched indicators of the system’s health — the high-school graduation rate and grade 3-8 test scores — have edged up.

The school system, Pallas added, “does seem to be generally moving in the right direction.”

Below, we recap de Blasio’s education record beyond pre-K and tell you what to watch for in his (expected) second term.

A grab bag of initiatives meant to strengthen schools

Defining de Blasio’s vision for the city’s schools hasn’t always been easy.

Besides pre-K, much of his agenda has been a repudiation of the policies of his predecessor, former Mayor Michael Bloomberg, who closed dozens of low-performing schools, encouraged the growth of charter schools, and clashed constantly with the teachers union.

De Blasio has mostly halted school closures, instead flooding troubled schools with extra social services and academic supports. He’s been lukewarm about charters, drawing criticism that his administration has been slow to provide them space. And he revived City Hall’s relationship with the teachers union — which endorsed his reelection bid — agreeing to a significant pay bump in the new contract he negotiated.

In another union-backed effort, he’s funded over 215 “community schools,” which have embedded social-service providers, extended school days, and teams devoted to combating chronic absenteeism.

He’s also rolled out an assortment of initiatives called “Equity and Excellence for All” which, among other things, includes promises to make Advanced Placement classes available to all high-school students by 2021 and to provide computer-science courses to all students by 2025.

Besides some raised eyebrows about the long timeline, the plans mostly enjoyed a warm reception. They also fit within de Blasio’s education philosophy: If Bloomberg’s view was that the city school system was fundamentally broken and needed to be rebuilt from the ground up, de Blasio’s approach is to strengthen a system he says is in overall good shape.

The “Equity and Excellence” plans “were kind of presented as add-ons, instead of turning the whole system upside down,” said Clara Hemphill, director of education policy and Insideschools at the New School’s Center for New York City Affairs.

De Blasio said as much in his annual “State of the City” speech this February, when he touted the city’s record-high graduation rate, the new AP classes, and — of course — pre-K.

“The state of our schools,” he declared, “is stronger than many of us ever could have imagined.”

Setbacks and crises force adjustments to the agenda

As much as de Blasio prefers basking in the strengths of the school system and his efforts to enhance them, some dark spots have proven inescapable.

Having vowed not to shutter troubled schools — but under state pressure to overhaul them — de Blasio was forced to come up with a turnaround program during his first year in office. He called the program “School Renewal,” and promised “fast and intense improvement” in the 94 bottom-ranked schools that would receive extra money and resources.

Three years later, the $582 million program has achieved mixed results — providing fodder for critics who say the effort is “mired in failure.”

Evan Stone, co-founder of Educators for Excellence, a teacher advocacy group, said he welcomed the investments de Blasio has made in Renewal schools but added: “The success has not been there.”

Some of the Renewal program’s critics — many of them charter-school backers who argue that charters are a better alternative to “failing” district schools — have also pounced on de Blasio’s school-discipline reforms.

De Blasio has made it harder for schools to suspend students, instead pushing schools to adopt  “restorative” practices where students reflect on their misdeeds and make amends. The new policies have continued to drive down the number of suspensions, but critics say they’ve made some schools less safe and orderly.

Those concerns flared up in September when a Bronx high-school student stabbed two other teenagers during class, according to police, leaving one dead.

City officials point to better attendance and academic performance at some schools in the Renewal program, and a record-low number of major crimes across the school system. And in the wake of the school stabbing, de Blasio’s schools chief, Carmen Fariña, unveiled a suite of new anti-bullying initiatives.

The stabbing wasn’t the only school crisis that forced de Blasio into action.

The number of homeless children has swelled during his tenure, with one in ten students residing in temporary housing at some point last school year — a grim new milestone that has left the de Blasio administration scrambling to help homeless students make it to school while trying to create more affordable housing for their families.

Meanwhile, since de Blasio rode into office in 2014 with promises to end the growing inequality that he called New York’s “tale of two cities,” advocates have pressed him to attack the city’s severe school segregation. After repeatedly insisting that the problem was a relic of historic housing policies largely beyond his control, he finally gave into the pressure and released a “school diversity” plan this June — which left many advocates underwhelmed.

“I hope that without the prospect of reelection,” Stone said, referring to de Blasio’s likely second term, “the mayor can be much more bold on desegregation.”

What’s next?

If de Blasio’s first term has been about unveiling “transformative” education plans, his second term will hinge on executing and expanding those efforts.

That will include building out the new “3-K” preschool program, which the mayor has said will be even more challenging than the pre-K expansion.

He’ll continue to grapple with struggling schools in the Renewal program, which was billed as a three-year intervention and is now approaching its third birthday. De Blasio has said additional schools will close or be merged, while others might graduate out of the program, though the exit strategy for those schools isn’t yet clear.

And integration advocates are unlikely to let up. Even as they hold de Blasio to the goals laid out in his diversity plan, they also have signaled a desire to push him further — for instance, to revamp the high-school admissions process or invest in diversity-related teacher trainings and classroom materials.

It remains to be seen whether de Blasio will announce any major new education initiatives in the coming years — or a new chancellor to oversee them.

Among education insiders, there has long been speculation that Fariña — who was plucked out of retirement three years ago — will not stay on for a second term. If she does leave, her replacement could push the mayor in new directions, observers say.

“A new chancellor coming in could conceivably be more creative or bold,” said Pallas, the Teachers College professor, pitching ideas to the mayor “that are different from just, ‘Stay the course.’”

In a statement, a City Hall spokeswoman pointed to the higher graduation rate and test scores, lower dropout rate, and growth of free pre-K during de Blasio’s first term.

“The facts here are clear,” said spokeswoman Olivia Lapeyrolerie, “New York City public schools are the strongest they’ve ever been.”

Super Search

15 things to know about Denver superintendent finalist Susana Cordova and her record

PHOTO: Melanie Asmar/Chalkbeat
Susana Cordova visits a classroom at College View Elementary School in 2016.

The biggest criticism of Susana Cordova, the sole finalist for the Denver superintendent job, is also what some see as her greatest strength: The 52-year old deputy superintendent has spent her entire career working in Denver Public Schools.

Critics say she’s partly to blame for the district’s shortcomings, especially the wide test score gaps between students of color and white students. Supporters say her deep knowledge of the district, which goes back to childhood, is precisely what will help her make meaningful changes.

The school board is expected to vote Dec. 17 on whether to hire Cordova as superintendent. Before then, on Tuesday evening, the district has set a forum for the public to meet her and ask questions. Ahead of the forum, here are 15 things to know about Cordova.

1. She grew up in Denver during court-ordered busing, when the district was under a U.S. Supreme Court order to desegregate its schools. Cordova, who graduated from Abraham Lincoln High, said she benefited from attending integrated schools.

“It gave me access and opportunity to a world that didn’t exist in my neighborhood,” she said at a previous public forum Wednesday. “My mother grew up in Denver and went to the Denver public schools, as well. She didn’t have access to the kinds of classes I had access to.

“It leveled the playing field for minority kids like me.”

After the court order ended in the 1990s, many schools became segregated again. Cordova said she believes strongly in integration and in alternatives to mandatory busing. She pointed to what the San Antonio school district is doing, using students’ family income and other factors to create schools that are “diverse by design,” as an intriguing example.

About three-quarters of the nearly 93,000 students who attend Denver Public Schools are students of color, and two-thirds come from low-income families. More than one-third are learning English as a second language; the most common first language is Spanish.

2. Cordova is bilingual but didn’t grow up speaking Spanish.

“I grew up at a point in time where I found it more difficult to embrace my Latino culture, academically,” Cordova told Chalkbeat in 2016. “There were, I would say, probably some negative messages around what it meant to be Latino.”

Instead, she said the message she heard was to leave her culture behind if she wanted to be successful. She began reconnecting with her heritage when she attended the University of Denver and ended up traveling to Mexico to study Spanish.

3. She was the first in her family to attend college. Cordova said she personally understands the test score gaps, often called achievement or opportunity gaps, because she is on one side of the gap, and family members are on the other.

If appointed superintendent, Cordova said she’d take a different approach to closing such gaps — one that’s more in line with what the Milwaukee school district is doing.

“They’ve approached from a perspective of saying, ‘Our kids have excellence in them and our job as a district is to bring that excellence out,’” she said at the forum. “That’s the reframing we really need to have.”

4. Cordova became a teacher in 1989 and has worked in Denver ever since. She taught bilingual language arts, drama, and social studies to middle and high school students.

In her first job as a principal in 1998, she led Denver’s Remington Elementary School, which she said was the lowest performing elementary school in Colorado at the time. That school was eventually closed, though not while she was principal. Still, Cordova said she knows how devastating the closure of a school can be for students, parents, and neighborhoods.

5. But she doesn’t believe closure should be completely off the table when schools are not improving despite extra money and help from the district. Closing a school, she said, “has to be one of the tools in our toolbox, but I would consider it the tool of last resort.”

6. Cordova has spent the majority of her career working in and supervising traditional district-run schools, not charter schools. She has been a teacher, principal, curriculum director, chief academic officer, chief schools officer, and now deputy superintendent. (For more on her duties in these roles, check out her resume here.)

The only time Cordova oversaw charter schools was when she served as acting superintendent for seven months in 2016 when then-superintendent Tom Boasberg was on sabbatical.

7. She is not, however, anti-charter school. Charter schools are funded by public dollars but operated independently by nonprofit boards of directors. They are controversial because some people see them as siphoning students and money from district-run schools.

She and her husband sent their two children to district-run schools but were “super impressed” by charter schools they also considered, she said. Their son has graduated and their daughter is a high school senior.

“You can believe in two things: You should have a great school down the street from you, and you should be able to choose a different school if you want to,” Cordova said in an interview.

8. Cordova’s husband, Eric Duran, is connected to charter schools. He is an investment banker who helps charter schools get financing for construction projects. In 2015, he worked on a deal with Monarch Montessori, an elementary charter school in Denver.

Some critics see Duran’s work as a potential conflict of interest for Cordova. His company has said it won’t work with Denver Public Schools or any Denver charter schools if Cordova is hired as superintendent.

9. Cordova believes having charter and district-run schools share buildings can be beneficial. The arrangement, known as co-location, can lead to crowding and conflicts over the use of common spaces.

Cordova said at the forum that while sharing space can be challenging, it has also allowed for the incubation of small and innovative charter schools. She also pointed to shared arrangements with bigger, high-performing charter schools that have, in her words, “enriched our family of schools.”

10. Cordova has worked to ensure various options for low-performing schools, where students do poorly on state tests year after year.

In 2015, the school board passed a policy explicitly directing the district to close persistently low-performing schools or replace them with new schools.

In the past, the replacement schools had often been charters. Cordova said she believed district-run schools could serve that role just as well.

“We have incredibly talented and committed teachers and leaders who, given the right supports, can 100-percent provide a very high quality school option for our students,” she said in an interview.

After the school board voted in 2016 to replace two low-performing schools, Cordova’s team provided guidance to the district principals who won approval to restart those schools — in one case beating out a charter school that also wanted to serve as a replacement.

11. A big part of Cordova’s job has been to help struggling district-run schools improve before they get to the point of closure. The district provides extra money and training, and prioritizes the schools for things like getting a fresh coat of paint or help setting up email addresses. One recent analysis found the strategy is working.

12. Cordova has also led the district’s work to improve reading instruction for students in kindergarten through third grade, an initiative she said has led to higher test scores for the district’s youngest students.

In 2016, 32 percent of Denver third-graders met or exceeded expectations on the state literacy test. In 2018, 38 percent did. That’s still far short of the district’s goal that 80 percent of third-graders be reading on grade level by 2020.

13. She has also played a leading role in Denver’s efforts to better serve English language learners. The district is under a federal court order to do so. When Cordova was promoted to chief academic officer in 2010 and took on oversight of English language acquisition, she said she realized drastic change was in order.

She said her team changed training for teachers and principals, as well as changed the way parents opt their children out of specialized classes. She said that has resulted in more English language learners getting services.

Cordova also supported the district to become one of the first in Colorado to offer a “seal of biliteracy” that certifies high school graduates are fluent in English and at least one other language as a way to recognize the value of being multilingual.

Denver’s English language learners regularly outpace statewide averages on state literacy and math tests: 29 percent met expectations in literacy last year, compared with 22 percent statewide, according to the district. However, big gaps remain between the scores of English language learners and native English speakers.

14. Cordova doesn’t think everything about Denver Public Schools is working.

At last week’s forum, she listed several things that need improvement. She said the district’s school rating system, called the School Performance Framework, is too complicated, has undergone too many changes, and fails to measure non-academic factors like school culture.

Also too complicated, according to Cordova, is the district’s pay-for-performance system, which makes it difficult for teachers to predict their pay.

“We need to be able to pay our teachers more,” she said. “It needs to be in base (salary), as well as in incentives. It needs to have some predictability and understandability in it.”

Cordova also said she would change how the district engages the community in its decision-making. “Frequently we have acted like engagement is telling people something,” she said. “That’s not real engagement. It’s really important when working with the community to be clear about what’s open for discussion and what isn’t.”

15. Cordova served as acting superintendent in 2016 when Boasberg was on sabbatical.

In that time, she oversaw the publication of a report that synthesized concerns about how black teachers and black students were treated in the district. Known colloquially as the Bailey Report, it led to the creation of a task force that recommended ways the district could do better.

She also took responsibility for a bungled process to appoint a new member to the school board. Separately, she recommended the board approve the district’s first “innovation zone,” which granted charter-like freedoms to a group of district-run schools.

Cordova also called a snow day. While that may seem insignificant, Corey Kern, the deputy executive director of the Denver teachers union, said it’s one of two main things that union leaders are hearing from teachers since Cordova was named the sole finalist.

The first thing they’re hearing is a concern that Cordova will continue policies and practices that began under Boasberg and proved unpopular with union teachers, including approving more new charter schools.

The snow day, however, seems to be evidence that she’s different than Boasberg — at least when it comes to weather-related cancellations.

“It was like, ‘She gave us a snow day, and that’s something Tom would never do,’” Kern said.

Leadership

New principal hired for Denver’s storied Manual High School

PHOTO: Melanie Asmar/Chalkbeat
Denver's Manual High School

Manual High School, a storied school in northeast Denver that has struggled academically, finally will have a new principal: Joe Glover, who currently serves as an assistant principal at nearby East High.

Glover will start his new job on Jan. 1, according to a letter from district administrators to Manual students, families, and community members. Glover will take over for an interim principal who is leading the school this fall. The last permanent principal abruptly resigned in March.

This was the second time this year that Denver Public Schools had tried to hire a principal for Manual. Its first attempt ended when the top prospect turned down the job.

Glover was one of two finalists for the position. The other finalist, Douglas Clinkscales, has worked at Manual since 2007 and is currently the assistant principal and athletic director.

Manual serves about 300 students, nearly all of whom are black and Latino and come from low-income families. Though the school’s enrollment is small, its significance is big.

Manual is often held up as one of the most traumatic examples of the district’s strategy of closing low-performing schools and reopening them with a new program in hopes of better outcomes. Manual was closed in 2006 and reopened in 2007. While the school has seen some successes since then, its students have continued to struggle on state tests.

Read Glover’s resume below.