another setback

With no one willing to run it, Klondike will be first to close in Achievement School District

PHOTO: Caroline Bauman
The ASD first took over the North Memphis school in 2013.

No one within the Achievement School District has stepped up to take over a school that lost its charter management — not even the network directly run by the turnaround district.

This means that Klondike Preparatory Academy Elementary will likely close this year. The announcement from ASD officials on Thursday sets the ASD up for its first-ever closure — the latest in a string of bad news that hints at deep troubles for the state-run district.

Gestalt Community Schools, a local charter operator, said in October that it would pull out of Klondike Elementary and Humes Preparatory Academy Middle schools because it was struggling to enroll enough students to sustain operations.

Two operators expressed initial interest in taking over at Humes and one appears likely to apply formally to run that school. But none are willing to run Klondike — including the district’s own operator, Achievement Schools, which already runs five schools in Frayser.

“This decision is based on what the Achievement Schools has determined as their inability to offer its full level of support and service to students with the financial implications of a lower student enrollment,” Bobby White, the ASD’s chief of external affairs, told parents and community members in an email Thursday revealing Klondike’s likely fate.

The setback provides another example of the ongoing challenges the charter operators within the Achievement School District face taking over neighborhood schools. A second operator, KIPP Memphis, announced this week that would also pull out of the South Memphis school it runs in the district because of enrollment struggles.

The ASD by design is comprised exclusively of low-performing schools in high-poverty areas, often with a dwindling school-age population. The state mostly restricts enrollment in ASD schools to neighborhood zoning, much like the traditional districts they once belonged to. That’s different from most charter schools nationwide, where operators are able to enroll students from anywhere in a city.

The ASD has also ruled out the possibility of Shelby County Schools reabsorbing the school, which the ASD took over in 2014 after years of poor performance. Shelby County Schools told the Memphis Daily News in October that it would “explore every possibility” of serving the students of Humes and Klondike.

“At this time it’s premature to speculate about what will happen with Klondike,” SCS spokeswoman Natalia Powers said in a statement. “SCS, however, commits to working with the ASD and impacted families to ensure students have the appropriate support.”

Both Gestalt and KIPP, which became the first charter operators to back out of turning around schools under its charge, cited low enrollment as their primary reason for exiting.

Frayser Community Schools, the second operator to show interest in Gestalt’s former schools, plans to submit an application, but only for Humes Preparatory Academy Middle. The ASD was originally unsure whether Frayser had the academic track record to be eligible, but gave them the green light to apply after state achievement scores came out last week.

Frayser isn’t certified to operate an elementary school, White said. He added that while Frayser is not necessarily committed to applying to run Humes, either, they have expressed interest. The application will be due in early January.

That leaves Klondike Elementary without an operator, meaning it would close at the end of this school year.

“As developments currently stand, students from Klondike Elementary School will be reassigned to a neighboring, higher performing school that will be identified through the collaboration of the Achievement School District and Shelby County Schools,” White said.

Frayser Community Schools currently operates one school, MLK College Preparatory High, located about five miles north of Klondike and Humes. The CEO of Frayser Community Schools Bobby White, no relation to Bobby White of the ASD, said his ties to the community makes his charter organization a natural choice to take over Humes.

“We care about the community, have a model to sustain the student population, and have a tremendous track record for leading middle schools and connecting to the community,” Frayser’s White told Chalkbeat.

Frayser’s White said that they have met with some of the families at Humes, and the feedback about what Gestalt has done in the school has been overwhelmingly positive.

“They want to keep the things Gestalt is currently doing,” White said. “They love the principal and asked if he would be able to stay. They had researched us and were excited that we came to visit.”

The ASD’s next steps will be holding public meetings:

  • 5 p.m. Jan. 9 at Klondike Preparatory Academy, 1250 Vollintine Ave;
  • 5 p.m. Jan. 11 at Humes Preparatory Academy, 659 N. Manassas St.

Reporters Grace Tatter and Laura Faith Kebede contributed to this report.

Editor’s note: This story was updated with comment from SCS.

good news bad news

Most Tennessee districts are showing academic growth, but districts with the farthest to go improved the least

PHOTO: Alan Petersime

It’s not just Memphis: Across Tennessee, districts with many struggling schools posted lower-than-expected growth scores on this year’s state exams, according to data released Tuesday.

The majority of Tennessee’s 147 districts did post scores that suggest students are making or exceeding expected progress, with over a third earning the top growth score.

But most students in three of the state’s four largest districts — in Memphis, Nashville and Chattanooga — aren’t growing academically as they should, and neither are those in most of their “priority schools” in the state’s bottom 5 percent.

The divide prompted Education Commissioner Candice McQueen to send a “good news, bad news” email to superintendents.

“These results point to the ability for all students to grow,” she wrote of the top-performing districts, many of which have a wide range of academic achievement and student demographics.

Of those in the bottom, she said the state would analyze the latest data to determine “critical next steps,” especially for priority schools, which also are located in high-poverty communities.

“My message to the leaders of Priority schools … is that this level of growth will never get kids back on track, so we have to double-down on what works – strong instruction and engagement, every day, with no excuses,” McQueen said.

Growth scores are supposed to take poverty into account, so the divide suggests that either the algorithm didn’t work as it’s supposed to or, in fact, little has happened to change conditions at the state’s lowest-performing schools, despite years of aggressive efforts in many places.

The results are bittersweet for Tennessee, which has pioneered growth measures for student learning and judging the effectiveness of its teachers and schools under its Tennessee Value-Added Assessment System, known as TVAAS.

On the one hand, the latest TVAAS data shows mostly stable growth through the transition to TNReady, the state’s new test aligned to new academic standards, in the first year of full testing for grades 3-11. On the other hand, Tennessee has invested tens of millions of dollars and years of reforms toward improving struggling schools — all part of its massive overhaul of K-12 education fueled by its 2009 federal Race to the Top award.

The state-run Achievement School District, which launched in the Race to the Top era to turn around the lowest-performing schools, saw a few bright spots, but almost two-thirds of schools in its charter-reliant portfolio scored in the bottom levels of student growth.

Shelby County’s own turnaround program, the Innovation Zone, fared poorly too, with a large percentage of its Memphis schools scoring 1 on a scale of 1 to 5, after years of scoring 4s and 5s.


District profile: Most Memphis schools score low on student growth


Superintendent Dorsey Hopson called the results a “wakeup call” for the state’s biggest district in Memphis.

“When you have a population of kids in high poverty that were already lagging behind on the old, much easier test, it’s not surprising that we’ve got a lot of work to do here,” he said, citing the need to support teachers in mastering the state’s new standards.

“The good part is that we’ve seen the test now and we know what’s expected. The bad part is we’ve seen the test … and it’s a different monster,” he told Chalkbeat.

You can find district composite scores below. (A TVAAS score of 3 represents average growth for a student in one school year.) For a school-by-school list, visit the state’s website.

chalk talk

Memphis’ new iZone chief shares his data-driven plan for fixing struggling schools

PHOTO: Caroline Bauman
Antonio Burt became assistant superintendent in July over the Innovation Zone and other struggling schools within Shelby County Schools.

When Antonio Burt left Memphis to jumpstart turnaround work in Florida schools known as “failure factories,” he took with him lessons from Shelby County Schools’ Innovation Zone.

A founding iZone principal at Ford Road Elementary School, Burt is now back in Memphis to oversee the district’s heralded school turnaround program. Among his responsibilities: sustaining the iZone’s growth and taking some of its strategies to other struggling schools in Tennessee’s largest district.

Since starting as assistant superintendent in July, Burt has acquired 66 schools in his caseload. Twenty-three are iZone schools, and the rest are in or near the state’s bottom 10 percent on test scores. The latter group includes “critical focus schools” that have a chance to turn themselves around or be recommended for closure by Superintendent Dorsey Hopson.

Chalkbeat sat down recently with Burt to talk about what iZone lessons worked in his last job with Pinellas County Schools near Tampa, as well as his plan for improving historically low-performing schools in Memphis. This interview has been edited for brevity and clarity.

How have you jumped into your new job, and what does it look like?

July was strictly around studying the data, formulating next moves, structuring teams, outlining programs that work, and also doing a lot of listening. You don’t want to implement things blind to what’s already in place, and you want to know if there are areas that you can build upon.

I looked at each school’s strengths, weaknesses, opportunities and potential threats or barriers. Based on that analysis, I designed what my support would look like for the upcoming year. Some schools will see me six times this year, some four, and some twice.  

"If you don't codify best practices, you run the risk of having silos of success. "

I’m thinking a lot about alignment. When you implement two new curriculums (for English and math) in the same year, you have to make sure all departments and supports are aligned so you won’t have any gaps or fault lines. I have instructional leadership directors (ILDs) going into schools together with content advisers to make sure they are saying the same thing, using the same language, so we don’t send out mixed messages. We have more ILDs this year with smaller caseloads. They’re really the drivers of change when you think about the number of times they’re in the building supporting schools.

If you don’t codify best practices, you run the risk of having silos of success. So how can we align those best practices and have more systemic success across the entire zone? That’s a lot of my major work.

How did you get interested in turnaround work?

My first teaching position was at Cypress Middle School in North Memphis. I was 22 and fresh out of college. At that time, Cypress was probably the toughest middle school, or one of the toughest schools in the city. Huge overage grade population and roughly 60 to 70 percent of the building was receiving some type of SPED services. Plus, that area is considered one of the most impoverished zip codes in the United States.

Seeing how the kids responded with the right leadership and the right individuals in the building was like they were yearning for structure and support. But as a teacher, there was only so much I could do. The whole time, I was painting a picture in my head: If I was a leader, these are the things that I would do; these are things I wouldn’t do. Two years in, I knew I wanted to be a principal, and I started to align my work around that goal.

What iZone practices worked in your last job in Florida?

Some of what I did was iZone practices, but some were specific to what worked at Ford Road Elementary. For example, my content coaches did a curriculum diagnostic to match curriculum with the state standards and we created instructional focus calendars. We introduced certain standards earlier in the year. … We also had teachers give bi-weekly assessments. That got a lot of pushback, but I’m a strong advocate that you have to practice how you plan on playing. I need to know on a two-week basis where you actually are after we’ve delivered nine days of instruction. I knew it would work because I did it at Ford Road. That was the driver that helped the two lowest-performing schools in Florida jump from F to C because they had real-time data throughout the school year. Before that, they only had district assessments given every nine weeks or so. So, for nine weeks, we don’t know how your kids are performing, and your teachers don’t know. And remember, these are brand new teachers primarily in these schools. It’s important that we give them real-time data and help them learn how the data drives your instruction.

Before you left for Florida, you worked briefly with the five state-run Achievement Schools in Frayser. What differences did you see between the Achievement School District and the iZone?

The ASD had been through a lot of changes, which brought about inconsistency. The iZone was probably moving the needle on scale more regularly. The iZone had a little more consistency. You had some of those same leaders, and they would do well in those seven or eight schools before you add more. They built upon successes, whereas I think the ASD was still trying to figure it out.

"When you walk into schools, a kid will ask you, 'Are you going to be here next year?'"

Leadership drives change. If you’ve got a leader who is proven, who has done it, and who can actually walk you through it and show you how, that helps. In a city like Memphis, it’s already a mobile city. When you walk into schools, a kid will ask you, ‘Are you going to be here next year?’ That lets you know that kid has experienced a lot of faces inside the building. Whether it’s Shelby County, charter or whatever, kids will ask you that question. It’s a question that used to pain me as a principal. I think one of the things that contributed to the iZone’s success was consistency in human capital — from the teachers, from school leaders — and they were able to take lessons learned and implement those into the next year.

How does poverty affect the classroom? What is a school’s role in mitigating those challenges for its students?

Poverty is a societal ill that we can’t overlook. When you think of kids who may be coming to school from impoverished areas, sometimes the socialization piece may not be there because they often have to fend for themselves for meals, protection, shelter. Poverty also plays a factor in school readiness. You may enter school with a 30,000-word deficit in vocabulary, which means schools are playing catchup at an early age.

If we don’t address the gap early in the game, then the likelihood of the kid being successful in third grade and after is very slim. We have to make sure kids are entering third grade as close to grade level as possible, and that means making sure that we’re providing foundational literacy skills that may be missing.

Schools play a major role in reversing some of the views or actions that come out of poverty. It’s the school leader’s responsibility to have individuals inside of the building that show that you care and you’re there for the kid. You can do that in multiple ways like sponsoring after-school activities or engaging kids in the hallway. When you do that, you’re breaking a mindset of “no one cares.”

Editor’s note: Periodically, Chalkbeat does Chalk Talk interviews with a leader, innovator, influential thinker or hero across Tennessee’s education community. Email your suggestions for future subjects to [email protected]