DPS Board wastes 4 hours to move backwards

Once again, Dayton Public Schools believes rose colored glasses will somehow solve their public relations fails. In an epic 4 hour meeting, first we handed out awards for showing up to bus drivers, awards for janitors for cleaning and a real award from the State for Teacher of the Year to a Stivers teacher, Rachael Murdock.

Then it was into a presentation first by Dr. Sheila Burton and then Dr. Elizabeth Lolli about how there was some good in the state test scores- which put us as the second worst district in the State (behind Trotwood). While this kind of information is great, it’s not really useful as “good news.” It’s like saying “we got shutout, but, at least we didn’t fumble the football” (and by the way, the score was 654-0).

It also shouldn’t be presented by administrators.

The proper way to present this, by a competent PR staff, would be a presentation outlining the steps we’re taking over the next 3 years, in order to remedy the issues. What best practices have we implemented that caused things to move up, how we compared to the State in areas we didn’t move up, and what are the performance goals for the future.

While identifying that Horace Mann got 5 “A”s is nice – without knowing what the “A’s” were in, or why, or how- is useless information and a waste of our time. How are we going to replicate those “A’s” across all the other schools is more important. It’s not what grade you got, but what you learned- and how you will improve that counts.

This set up the first fireworks. After Burton and Lolli finished, Baguirov had to blather on about schools getting “A’s” and how we’re not all failing. It was a ramble- unchecked. Joe Lacy had a totally illegible slide to show his analysis- and was promptly cut off by Walker. Rudely. Joe, stormed off the dais. When he returned to vote on an unscheduled Exec session midway through the meeting- he asked if he was allowed to vote now- after he’d been cut off.

The discussion in executive was obviously about the upcoming decision to replace Pete Pullen with Chuck Taylor as the head boys basketball coach at Dunbar. The public comments were dominated by people singing Pete’s praises. The only one to not talk about Pete, was the poor girl who was a DECA student who had cheered for Dunbar for her entire high school career- only to be told she couldn’t finish her senior year for her school, with her friends- and was risking her chance at a scholarship.

Sheila Taylor took a roundabout way of explaining how this was all the Ohio High School Athletic Associations fault and sorry. “We tried to appeal” was Taylor’s line- nevermind the fact that had she not given district athletic director Mark Baker a 2 year contract- this probably wouldn’t have happened.

The fireworks finale was the vote on Taylor/Pullen for the coaching job, but slipped in-between was the board voting not to pay Huffmaster on the contract they signed for Strike Prep. $35,766.78 will be cited in the lawsuit Huffmaster files- and then throw in fees, and penalties and this will cost even more.
The board should be held personally liable for the breech of contract. The superintendent as well, since she didn’t bother explaining that this wasn’t an optional payment.

The Taylor vote had a lot of BS attached. First and foremost, Baguirov announced he’d abstain. Why, not sure. Reality- dereliction of duty. He did this after Lacey actually made a competent case for why the board should reject the recommendations to not rehire the legend for a rookie coach.

He cited 20 years experience, the winning record, the loyalty, and the scoring system which seemed more subjective than objective- especially when you are talking a coaching legend with a record that’s unmatched- compared to a rookie with zero high school coaching experience. But his most damning point was that only 2 people applied to be head coach at one of the states premier programs.

There could only be one reason- insider information and bias. Why wouldn’t we have more applicants? Probably because no one that knows anything about the program and Pete’s legacy would apply until Pete resigned- what idiot would think they’d get picked over a coaching god?

And there lies your problem- only a system run by idiots would toss away one of the best coaches in the State- and possibly in the country – and that’s what we have. Only Chuck Taylor had the inside line on the plan, and here we are.

Lacey walked off to talk to the Dunbar parents, former players, coaches and of course the media- because he’s running for reelection, and because, he’d already been disrespected by the board that evening. This one vote isn’t a good reason to keep him, but, for the first time in a long time- Joe was actually right on the money. That should scare us all.

Until next meeting of the circus clowns, stay sane, and send your kids to CJ or the Miami Valley School. No signs of intelligent life emanate from the puzzle palace on Ludlow.

McManus makes his case for change

At last nights Dayton Board of Education circus, there were two prepared speeches. One was on the agenda, and was supposed to go before citizen comments- from John McManus, and the other, came out of left field and was read by Joe Lacey.

Lacey was grandstanding, suggesting that the board that brought this rookie superintendent into the district to raise havoc, was soundly behind the teachers and valued them. This despite the breakdown of contract negotiations after Rhonda Corr kicked the professional negotiators out and tried to do it herself.

Talk is cheap. And Lacey is the only one running for re-election.

I’d not prepared a speech, because I was hoping to respond or build on what McManus would say. I knew something was coming, although I didn’t know what it would be. As usual, he’s too much of a southern gentleman to actually name names or point a finger directly, but, it was a well reasoned preamble to either firing Corr, or changing business as usual.

Here’s what hasn’t been said- since last years resignation deadline, 135 teachers have already resigned. Despite what HR Director Judy Spurlock said last week at the review session, this is a huge number, and it will grow by July 10, this years deadline. There isn’t a teacher or an administrator in the district that has faith in Rhonda Corr, with the possible exceptions of Dr. Sheila Burton who has turned into Rhonda’s lap dog, and LaMark Baker, who owes his career to her. Any other superintendent and board would have fired him, the Dunbar AD Pete Pullen, and the Dunbar Coach Darren Powell after the Dunbar fiasco game. As we saw yesterday, this derelict board decided to pin all the responsibility on Darren Powell, wrongly. He’s probably the least culpable of the above in this matter.

I asked McManus for the text of his speech, and thought it should be published. Between his speech, which Sheila Taylor actually stood and clapped for after, and the overruling of the superintendents recommendation to rehire Powell, we started to see visible questioning of Corr’s future at the helm.

My prediction is that she won’t last 3 months. The lawsuits will begin to expose her working style and lack of leadership, as well as other questionable practices. I’ll also be surprised if this board isn’t replaced wholesale before the end of July- as resignations mount and the floodgates open from depositions and legal filings against the board.

Here is the McManus speech as written-

John McManus, reading to DPS kids. This is the only board member who gets it.

John McManus, reading to DPS kids. This is the only board member who gets it.

Last week I had the pleasure of traveling to our nation’s capitol, something I enjoy doing from time to time to take in the history and the magic of the place. While there, I took the opportunity to visit a small national landmark, a quiet place that was intimately special and familiar to one of our nation’s founding fathers. As I walked the grounds and reflected on my own life, I found myself overcome with a profound sense of gratitude to the people of this community who have given me the incredible opportunity to serve in this elected system of government that has been left to us by many who came before us.

At that moment, I promised myself that I would spend my remaining time on this Board giving it every single thing I could to earn the tremendous honor that the people of Dayton have given me. I promised myself that I would no longer allow myself to be content when I should demand more. The people of this community deserve no less. Towards that effort, I would like to re-commit myself to my campaign promises to the people, and also make my own expectations known as we close one school year and hurdle towards the next.

I ran for this seat for three primary reasons. The first was due to the fact that I thought I could put my government experience to use in helping this District navigate its way out of a takeover by state government. It struck me as a fascinating challenge. Thanks to the incredible work of our amazing teachers, our staff, students, and parents, that threat is now gone for the foreseeable future.

The next reason I chose to run is because I wanted to put my experience in public sector human resources to work, hoping to improve the District’s once-dismal HR office. No government agency can expect to be well-performing if its HR office if failing. Under the strong leadership of Judy Spurlock, our human resources office is now miles ahead of where it once was, and I am so proud of her and her staff for transforming DPS HR into what I knew it could be.

The next reason that I chose to run was to take my passion for public sector administration to our community’s school district and help oversee a large scale government agency in the hopes of making it the most effective and efficient that it could be.

With the takeover threat gone for now and with the knowledge that our HR department is in the best health it has been in in a very long time, I am re-committing myself to my promise to deeply focus on administrative effectiveness and efficiency. This year has been a year of large-scale administrative changes downtown. We have a new superintendent, a new treasurer, new administrators in new positions, and long-term administrators in different positions than they once held. By now, I am confident that everyone sufficiently understands their role, and I am making a promise to my constituents to do everything that I can to help the administration effectively run this district.

I have worked in government my entire life. I’ve worked for the federal government, state government, and local government. I’ve worked in the executive branch, the legislative branch, and the judicial branch. Having served in all three branches of government and at all three levels of government, I have seen what it takes to ensure that a government agency runs well.

There is one common denominator, and that is planning.

We have done some incredible things at Dayton Public this year. We’ve provided expanded learning and development to our teachers. We successfully ensured the roll out of the 1 to 1 technology program. We selected and utilized Achieve 3000 and Imagine Learning to support a differentiated and personalized support system. We implemented the gold standard of ongoing assessments, that being NWEA. We have brought career technical education programs to every single high school, and we launched the Dayton Innovative Virtual Academy. The State of Ohio has commended DPS on our groundbreaking TBT, BLT, and DLT model.  We’ve invested long-overdue resources in transportation, and we’ve invested in new text books and a course of study where one had not been introduced in 6 years. Everyone in this District, from the superintendent, staff, teachers, parents, and students have my most sincere appreciation for ensuring this progress.

While applauding this progress, it is absolutely fundamental that Dayton Public Schools begin to sufficiently engage in long term and short term planning, and communicate that plan both internally and externally in a consistent and robust way. Our staff expect it, and they deserve it.

In the coming year, I will make it a non-negotiable requirement that I be provided with weekly updates from the administration of what is being done throughout the District. A Board cannot effectively carry out its responsibility of oversight if it is not well informed. Moreover, I will require monthly status reports on progress made that is specific to our strategic plan. We have a strategic plan, but I cannot recall the last time that we as a group sat down, studied it, and asked what progress has been made in critical areas outlined on the plan. No government agency can even hope to be performing at an optimal level if it does not develop a plan, continuously reference its plan, and dedicate itself to implementing the provisions of its plan with discipline in its execution. The plan must have appropriate point persons, coupled with actual deadlines, and specific ways in which to measure progress.

My intent here is not to micromanage. My intent is to do my job as a supervisor in ensuring that my employees are adhering to their own strategic plan in a disciplined and effective way. The people of Dayton elected me, and all of us on this Board, to do exactly that.

The most effective bosses I had were the ones who expected consistent, thorough, and reliable progress reports from me on the plan that they and I set up together. I hope to do the same for those that answer to this Board, as it will help all of us stay relentlessly focused on a charted course aimed at student achievement. Remember: accountability is not punishment. Accountability is evidence of proper management.

Finally, I will specifically refer to two examples where insufficient planning led to dissolution of order and discipline. The first example is that of the proposed reduction of force of building employees in the middle of the academic year. Although I was opposed to the RIF, I can readily acknowledge that its primary reason for falling apart was the fundamentally insufficient planning of what would come after the RIF. In fact, we had failed to replace multiple positions in senior management at the transportation garage for months after the RIF, leaving our director of transportation doing his best to lead our entire operation on his own. Our students, families, educators, and staff deserve a reliable transportation system, and I cannot help but wonder if better succession planning would have helped avoid confusion and embarrassment related to busing this year. We cannot lead and make critical and strategic decisions when the planning is insufficient.

The next example is that of the process surrounding the acquisition of marketing services. At the beginning of the year, I made a video informing my constituents that one of my three top priorities this year would be the implementation of an effective marketing program at Dayton Public Schools. This responsibility is a sacred one for me, as I was asked to approve others to speak for me to my constituents who gave me the honor of sitting in this seat. It pained me to vote against the proposal, considering that marketing was one of my highest priorities. The RFP and RFQ process was ill-handled to the point that we had to start over. That kind of performance is unacceptable for a government agency with nearly 3,000 employees and an annual budget of hundreds of millions of dollars. By the end of the ordeal, I had little to no confidence in the process and little to no knowledge of the vendor’s actual plan of action to provide effective marketing for Dayton Public Schools. By now, we have spent a small fortune on marketing, and I can only hope that it has tangible and measurable results by the time enrollment numbers are provided to the Board.

I have said what I felt I needed to say. In the coming year, I expect more information, more coordination, and more planning. Updates to the Board are critical, as is relentless adherence to our strategic plan. Long term and short term planning must be at the heart of what we do, and that plan must be communicated externally and internally on a consistent and revolving basis.

I will remind you of my reference to all of the transformational changes that have occurred at Dayton Public Schools this year. To all of you who were responsible for its implementation, I am so thankful to you for a job well done there. In the year ahead, let our planning and communication be at the center of all we do, and you will see that the changes that have been made this year are only the beginning.

Thank you.

School board member, John McManus, Business meeting, 20 Jun 2017

It has been revealed that the DEA and the professional DPS negotiating team are scheduled to meet with the Federal mediator separately in early July. The goal is to put a contract in place to stop anymore teachers from leaving the district and to begin the slow process of rebuilding respect between the parties.

I don’t see any hope for this district with either the current Superintendent or board and believe both should be removed by a judge, who can evaluate a number of insanely bad decisions, disruptions and questionable practices. Considering there are 14 people with petitions out right now, very easily the top 7 could be sworn in as soon as the election is completed in November. It would be up to the judge to say which of these existing board members should be allowed to run again.

In the meantime, an interim superintendent or superintendent team, should work hard at teacher retention, solving the bus/driver problems, and rebuilding the trust of the staff that’s stayed and the parents that haven’t walked.

DPS Athletics asks who’s on first?

Abbot and Costello had a skit about funny names in baseball called “Who’s on first” and while it was funny, the Dayton Public Schools rendition tops it in complexity and isn’t funny at all.

The players? three Powells, a Pullen, a Baker and a candlestick maker (actually two principals, Ms. Phillips – Dunbar,  and Ms. Walter, Belmont). Throw in a Bullens in a China store and the whole thing becomes more complex than it has to be.

While we already published Director of School Security Jamie Bullens report on the ineligible player and the OHSAA findings, we are still waiting for the transcripts of Mr. Bullens initial interviews, which were conducted individually, soon after the initial Belmont/Dunbar thrown game attempt.

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The Transcripts from two OHSAA hearings on Belmont-Dunbar thrown game. Redacting players name

What we have for you today, is transcripts of the two visits to the OHSAA board. The first, is right after the game, on Oct. 31, 2016. The second, is on 27 Feb, 2017 which also had Mr. Bullens in attendance. The name of the player has been redacted.

They read like the skit- “who’s on first.” At one point, even the stenographer gets confused with all the Powells and starts referring to one as “Dr.” and another is Uncle Albert.

What becomes ridiculously obvious is that the coaches, the building athletic director and the district athletic director have no clue on how to calculate eligibility. It’s pretty clear that both building principals knew- and made it clear that the kid in question wasn’t eligible.

There was also a bit of finger pointing- since the Belmont principal accessed the district system to check the eligibility of the Dunbar player and was the one who informed the Dunbar Principal, who ostensibly didn’t know he was ineligible. At this point, no one had figured out that he had already played the previous week and was ineligible then. #FAIL

The coaches hadn’t played the player, but had let him dress for “team photos” the night of the big game. This was a mistake of convenience, and set the scene for the next screw up- which is being piled on District AD Mark Baker who supposedly came to the game and had started recalculating grades- something he, Pete Pullen and the Powells shouldn’t have been allowed to do.

It’s pretty obvious reading the transcripts that we’re dealing with athletes, not scholars. The grammar is abysmal. Why was it so important this kid play? Dunbar was winning without him. The answer comes down to either- because he’s got people looking at him for scholarship, or, the more likely reason, he’s related to one of the coaching staff. (updated Wed May 7, 2017 after confirmation that this is not true from an informed reader. We drew this from the OSHAA transcript- but it was talking about the Powell’s relationship- sorry).

Either way, it’s clear that the Principals both said don’t play him, laying the blame clearly on the coaches, the building AD and the district AD. Who came up with the insane idea to lose the game to try to make this all OK- doesn’t really matter at this point. None of these people demonstrated the kind of personal integrity we’d expect from coaches. The kids grades sucked. He shouldn’t have been playing the week before, he shouldn’t have dressed, and the real question is why none of these people had been able to explain to him that there is no future for him in sports if he can’t get better grades.

We have to do better. Building AD Pete Pullen resigned from his AD position. That was the right thing to do. As to the Powells and Baker? Maybe we should use the Mark Baker solution to work things out- let them all fight each other.  (Baker let his basketball players fight at Trotwood- ending his coaching tenure there).

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Bullens 2nd Report- after OHSAA investigations

However, the smoking gun belongs to the former Dayton cop who heads security for DPS. Jamie Bullens did two investigations, and seemed to ignore the issue that brought the censure- the who told who to throw the game. Trough both his first report, he doesn’t  mention it. He seems to have not asked for the OHSAA transcript from Oct. 31st. And in his second report, to the board, because Joe Lacey seemed to miss the whole thrown game part of the sanctions, only having read Bullens’ first report- he again, barely scratches the surface of what the OHSAA transcript reveals.

It becomes clear his directive was to protect Baker and shift blame to the Powells and Pullen. It’s the Inspector Clouseau report- not the Magnum PI report.

In the meantime, “A. Powell” claimed to have a recording of Baker telling him to throw the game, but lost it after sharing with just a few people. The real question is did any of them save it- and will it surface next?

The Board rushed last week to extend Baker’s contract for two years. Soon after, the anonymous letter outlines plenty of other problems with Baker. Tonight, they unveiled their “Accountability Plan for Transforming DPS Athletics” which was presented by Dr. Winston. Board member Sheila Taylor practically fell all over herself to congratulate Dr. Winston and Mark Baker for coming up with this new system. It’s integrated with a new electronic HR system implemented by HR Director Judy Spurlock.

I’ll have it posted tomorrow. What else was revealed tonight is that there are conditions for employment that aren’t included in the publicly posted job descriptions. You have to actually login and begin the application process to find these conditions.

I just applied to be a coach.
Here they are, hidden behind a login:

Questionnaire Form

You are required to fill out this questionnaire to continue with this request.

* Have you had any reprimands (verbal or written) related to your coaching responsibilities in Dayton Public Schools or any other school district?
* Have you had any OHSAA allegations related to your coaching responsibilities in Dayton Public Schools or any other school district?
* Have you had any OHSAA violations related to your coaching responsibilities in Dayton Public Schools or any other school district?
Why did the district do this? To not rehire the Powells and Pullen. Yet, Baker already had a 2 year contract previous to these restrictions being put in place.

There is no excuse for this.
Baker was the one who was trying to recalculate the grades mid-game, when the principal’s had already said no and the head coach hadn’t played the kid. Take him out of this equation, and none of this would have happened.

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Millennial Medical dissolution filing

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Dissolving Montgomery Medical

Factor in the other allegations in the anonymous letter- and a full investigation is warranted, but not by Bullens. It has to be an independent investigation at this point.

That the Board is adding these conditions, that they rushed to rehire Baker, all point to a lack of integrity that fits with their former actions- from the RIF, the real estate deals, the marketing contract, the rehire of Corr despite her poor performance, their inability to police their own member who doesn’t live in the district and then does the purchase deal on the buses despite his conflict of interest and then votes on it.

If you need any further proof that Baguirov is being given time to manufacture his defense- he’s now shut down two of his shell corporations since I  first revealed them in the post: International Man of Mystery: Adil Baguirov on April 5, 2017.

There is plenty wrong with this district, but the best explanation of it comes from the transcript of the OHSAA hearing in February- unfortunately, we don’t know if it is Albert or Alfred:”MR. A. POWELL: The district is broken.”
Abbot and Costello couldn’t have said it better.

The calamity named Rhonda Corr

Warning, this post will be long. There will be a lot of pieces and parts of stories of incompetence, coming from many sources. It’s easy to say To Long/Didn’t Read. But this is for the people who care about our schools, our city, and our kids. It’s a compilation of antics that I’ve observed and heard and been asked to deal with over the last 6 months, but, because I wanted to step up and be a part of the solution, I stayed quiet. That’s not my style. It’s also not fair to the people of the city who’ve come to depend on me to speak the truth. I apologize.

This post will probably preclude me from ever doing what needs done for the district. It’s not the first time bringing the truth to light has cost me and my business work. I’m not known as the ninja for nothing.

If you want the short answer: The Dayton Board of Education made a mistake of epic proportions when passing over a qualified internal candidate with known flaws to bring in an untested rookie superintendent with a mottled past to be a “turnaround specialist.” There are questions of racial discrimination, a propensity to hire women (the entire “cabinet” of DPS is now female) and there have been so many public relations disasters that morale within the district, confidence in the administration and the community is at an all time low. There are multiple lawsuits either pending or coming.

full disclosure: I’ve done work for the district over the last half-dozen years. I’ve talked to Superintendents since Percy Mack about restructuring marketing, schools and the message to the community. I’ve served on the Technology Steering Committee off and on since 2012. I was an early advocate of 1 to 1 computing. I was asked by the new superintendent, Rhonda Corr to tackle two projects, weeks after her arrival. There was no P.O. or RFP or even an arranged price. What I turned in included a proposed payment of $1000 for the work to date, an estimate of approximately $12K for the work as specified and about $50K to produce it, or, hire my firm for a complete outsourcing of all PR for the year for $250K.

The district issued an RFP with a short time line. I offered my assistance in how to frame the RFP to the treasurer- I was rebuffed. I worked through my fathers death to turn in what was a comprehensive plan to a poorly constructed open ended RFP with no budget, goals, or the normal briefing that comes with an agency selection. They published the request for bid, but the only agencies that submitted were The Ohlmann Group, Hafenbrack/Upward, Nova Creative, Noir Marketing and my firm, The Next Wave. I know this because they mistakenly sent an email with everyone CC’d- plus this community is pretty small. The contract was to be awarded Sept. 20 with work to commence Sept. 21. The purchasing department missed all deadlines they set. When I asked why it wasn’t on the Sept. agenda- I got an answer from Corr that they weren’t done with evaluations- and that she was one of the guilty parties. I kept pushing for the award, and asking why there were zero communications from purchasing. I spoke at a board meeting. I’ve heard board members blame the drop in enrollment on everything from stabbing at schools to bad marketing. When the purchasing department did finally do their interviews, it was the most unprofessional selection committee I’ve ever seen. They handed us a two page form as we headed up the elevator on what they wanted. There were to be no questions specific to our proposal. Finally, the board pushed and on Nov 1, the superintendent presented the recommendation that they hire Ohlmann- the highest and largest bidder. The board refused the recommendation. The superintendent’s suggestion was to ask other school systems how to run a selection process for a creative services firm. This is like asking me to do advanced calculus. School systems aren’t marketing driven organizations, nor do they have people that understand marketing and have experience working with these types of firms. Out of frustration, I wrote a guide to government agencies on how to run an agency selection process and forwarded it to the board. They still haven’t acted, even tough their Public Information Officer retires at the end of the year and their Telecommunications director leaves for UD after 31 years at the district at the same time.

end of disclosure.

Out with the old…

The reason Lori Ward and the board parted ways will never fully be known, I even called for her to go. Both my reasoning and the boards reasoning are probably in alignment on her inability to cut deadwood from the bloated organization. If you wanted to see the Peter Principle in action, you could swing a dead cat around the administrative palace on Ludlow and hit several people who had far out climbed their bandwidth.

Sitting on the Tech Steering committee I was facing at least two of them, maybe three. It was hard to say, because the committee often had 20 people in attendance, but very few actually participate. Being silent is an acceptable job role in DPS.

I also believed that their PIO, although a very nice lady, didn’t know good marketing from bad. Several examples of failure have made it to this blog– but “enroll, commit, succeed” is still one of the worst taglines I’ve ever seen.

Lori Ward didn’t fire people. She is also black, a well respected member of the community and knows the district inside and out. It wasn’t long before she left with a large buyout of contract, sick time, vacation pay and headed to Cleveland Public Schools to head HR. Kind of an odd position for a person that doesn’t fire people.

The board also parted ways with Craig Jones, the Treasurer. Craig was a very conservative guy. He was also, as one board member put it, “insubordinate.” This might be because he was vehemently against giving tax abatement to companies like GE, Emerson, CareSource, and whatever other private pied piper that had become part of Nan Whaley’s plan to raise more money than god to stay in power and to subvert the schools.

The board picked Hiwot Abraha to take over. She was the person who under the pre-Craig treasurer Stan Lucas, ran the show while he was out ill. Hiwot stepped into Craig’s shoes with a solid balance sheet- and a $30 million dollar reserve. All the computers had been paid for and software money allocated before the school year started. The schools had even refinanced bonds under Craig to put us in a stronger position.

The board screwed up the process and procedure for firing Craig. He’s now suing them. He is the first of what will be many.

The Interviews…

Normally, a district the size of Dayton would have 20+ applicants for Superintendent. With Dayton facing takeover by the state of Ohio for failing performance grades, the applicant pool was less than half that. Indecision by the board let their first round first choice candidate slip away. She was an assistant superintendent in Beavercreek with a penchant for finding grant funding. Passed over in this round was internal candidate David Lawrence, so when round 2 came, and he was excluded, a lot of people, including most of the building principals who were under him were confused. Board members said the reason was they wanted an outside perspective- someone who wasn’t part of the problem they thought they had. Another barrier to attracting talent was that they were only offering a one-year contract. That’s not really a vote of confidence, but since the job might disappear in a State takeover in 2 years- why have to pay more to buy them out.

Round 2 was covered on this blog. Even though they didn’t want an insider, this time Dr. Roberson who hadn’t been with the district long enough to learn the names of the principals was a finalist. Lawrence sat in the back of the room. Next to Dr. Tom Lasley of “Learn to Earn.”

With time to hire already at a premium, the passed on their token internal black male candidate, ruled our Dan Schroer (who was quickly hired by Springboro) because of his pro-police in schools answer which had the Racial Justice Now people ready to lynch him, and left them with Rhonda Corr.

Corr had been in the running for Salt Lake City, and had a bite from Parma, who offered her the job and then rescinded. Her letter of application has a recommendation written by Barbara Byrd Bennett. Barbara Byrd Bennett is sometimes referred to as BBB, in this case, it doesn’t stand for the Better Business Bureau- it stands for Better Behind Bars- as she was quickly deposed from Chicago and is now heading to 7.5 years in prison for corruption – accepting kickbacks on contracts.There were warning signs all over- but the board pressed on.

Dayton offered Corr a paltry $140K for a year. She took it.

Corr hits the floor…

Rhonda Corr FUDD- fear, uncertainty, doubt, distruptionCorr had told the board that originally she was going to spend 90 days listening before being hired. By the time the ink dried, it was down to 30.

The funny thing is, it didn’t take much searching to find out that despite Corr’s boasts of great performance boosts in schools she managed- when I tried to look up Ohio rankings- as I had done for David Lawrence who demonstrated sizeable gains when taking over Thurgood Marshall, in Cleveland I could only find one valid state performance report card for Thomas Jefferson International Newcomers Academy, in 2010-2011, where she had a performance index of 40. The 2011-12 was incomplete. 2012-13- didn’t exist. Lawrence was hitting 82.1. This isn’t a state report card, but it lists all the Cleveland schools- and Corr only pulled a C+ in a 2013 principal report card. She claims that’s a union generated score sheet and it doesn’t mean much. She also claims to have been a rock star at her previous school- and in Chicago. Why do I have to go look there, when we have talent here? Why does Dayton think less of it’s own graduates that have put the time in?

I met with Corr early on, at the Third Perk coffee house, catty corner from HQ. She brought Colleen Wells as her scribe. I showed previous work my firm had done for the district, talked about ideas that were rejected including a “day in the life” type project, curated by 2x Pulitzer Prize winning photojournalist Larry Price– who even offered to shoot for 2 days in the District for free- and was rejected.

The meeting went an hour and a half in late afternoon on July 7. She seemed receptive and we got along fine. A few weeks later, on Tuesday the 26th at the Tech Steering committee she asked me to take on two challenges: graphics for the windows around the board meeting room because there is no district branding on that end of the building, and a way to increase attendance because “we know for a fact that if kids don’t miss more than 10 days of school our scores go up.” I responded, so you watched Dr. Roberson’s presentation on my blog? She denied it. His simplistic solution as presented at the 3 ring circus came down to a catch phrase that he had the audience chanting: “success begins with less than 10” as in absences.

To me, this assignment was like the captain of the Titanic handing an ice pick to a deck hand and saying- go take care of that iceberg for me. The district has serious communications deficits and window dressing and a marketing solution to attendance issues are the first challenge. Typically, we start with a comprehensive strategy for repositioning and then work tactically to get there.

There was no request for proposal, no PO, just go ahead and do the work. A week later I met with her to give her a plan. It solved the window dressing problem with a much bigger idea- complete with a strategy to begin to reposition the district honestly, and a strategy for incentivizing/gamification of attendance along with a playbook. We threw in reference to other critically needed components and addressed the payment for services as outlined in the above disclaimer.

Other things were happening in the district around the same time. The annual week long principals institute, a program that had been run by Chief of School Innovation David Lawrence was scheduled to meet at Charity Early. Part of the reason, was as a celebration of the principal’s 50th year in education. Charity Early is almost like a retreat- because it was built in collaboration with the Girl Scouts who have their facility there. None of this was known by our new Superintendent who cancelled it- and instead decided to spend money to rent the Crowne Plaza for a day – to make it feel more like a conference. So much for paying for a facility- the A/C was out the entire day.  This was the beginning of the undermining of Lawrence by Corr.

In fact, their first meeting, was a fraction of my first meeting a week before. She had district lawyer Jyllian Guerriero with her, as she met with him for 15 minutes at which time there was no listening- just orders. You are to have no further contact with principals in the district. You are going to be over special projects: Athletics, Males of Color, Dayton Biz Tech and Longfellow Alternative School. There was also a fracas around this time over the hiring of the new district Athletic Director. Mark Baker, a Dunbar grad, had been offered the job by David Lawrence, and in a power play- someone wanted to rescind it and give it to another candidate out of D.C. This may have been Corr’s first wake up call that there people in this town with more juice that she’ll ever have. After a few days of confusion, the Baker appointment went through.

I had a conversation with Corr about demoting Lawrence. She said it wasn’t a demotion, it was putting him in charge of the things that needed the most help. She wanted to make sure the Males of Color initiative was a success, and she didn’t want him overloaded with other things.

Several people seem to be in the good graces of the new superintendent. Bob Bucheim, a recent hire to the district, who gets promoted to Executive Director Curriculum and takes over a number of schools that had previously reported to David Lawrence. I’d worked with Bucheim on the Technology Steering Committee and found him to be enthusiastic, positive and a lot like my golden retriever when she was a puppy. When asking a former supervisor of his about him, the response was “I had 12 principals under me, if asked to rank them 1-12, Bob would be 15.” His claim to fame was as a scheduling wizard. Scheduling is a critical part of high school enrollment- so critical that when Lawrence was over Thurgood, they used to have a schedule preview day about a week before school started to give them a chance to dry-run the classes to iron out any mistakes.

When school started, Meadowdale High School still didn’t have a master schedule. The process had begun with Lawrence before his demotion, but when he was told not to talk to anyone- he obeyed. It’s a complex process, including input from the DEA reps in the building, the principals, the guidance counselors. Eleven days in, Corr asked Lawrence to step in to intervene and clean up the mess left by Bucheim and Dr. Sheila Burton who didn’t put a master schedule in place. He outlined clearly what he had done to start the process, when he was told to stop and wanted to make sure this wasn’t another attempt to find fault with him. Soon after he wasn’t in charge of Athletics anymore. And then Males of Color was stripped as well.

Speaking of the Males of Color Initiative, David Lawrence had taken my Websitetology course over the summer. He thought it was incredibly insightful and useful- so much in fact, that he wanted the team from Males of Color to take it. Five sharp young men showed up on the morning of Aug 24 to take the class. I get a call, the PO for $495 wasn’t approved and I may not get paid by the district. At 8:47 am I send a text to Corr:

David Esrati:I hear the po for my training of the men of color wasn’t approved yet. I made a command decision- to allow them to stay at my risk. Teaching the rest of the day.
Rhonda Corr:What training?
David Esrati:Websitetology seminar. How to use the web effectively. You are welcome to stop by

Lawrence is dumbfounded. He’d never had to get a PO for less than 10K approved before, and, esp, by this one being held up by the Superintendent, who is playing dumb. Internal secretaries, the ones who run most organizations confirm with me as I’m trying to get paid a month later that Corr was the only hang up.

The Males of Color all told me they thought the training was outstanding. It tool the district until 9/29/16 to pay the bill.

Meanwhile, at the Tech Steering Committee, it’s come out that one of the pieces of software the district bought, Imagination Learning, requires headsets to work. No one bought headsets. Bucheim does his best puppy imitation- and no solid answers are given. I’ve been asking for a report of what we bought- basic computer/configuration/software packages and what the cost per seat per year is for software. I’m still waiting for that report, and it’s been promised for the November meeting. I’d been asking since May. The Imagination Learning software was $330K for a year, as days are dwindling and it can’t be used. I’m wondering who gets fired for this? Or do we negotiate with the vendor for a discount- since obviously, their sales team didn’t bother to stress what equipment is necessary. No one seems to care.

The problems at Meadowdale continue. Taylor Porter was a young black male scholar who was in the Bright Fellow program– sponsored by Ohio State and the Ohio Business Roundtable. On Friday, September 16th, word is he was handed a pink slip by Ms. Corr. Monday, veteran principal Jacquelyn Pope PhD resigns abruptly, sending out a robocall to parents. It makes the news. She blames Corr and lack of support. Corr all of a sudden wants to promote young Mr. Porter to Principal, but, unfortunately, his principals license won’t be ready till January. She’s forgotten that she fired him- and now makes him “dean of students.” The firing on a Friday, rehire on Tuesday seems to be a patented Corr move.

The funny thing is, in the last three years, Meadowdale has had two other principals quit mid-year. Both times Lawrence stepped in, took care of things and there was no brew-ha-ha. In the Army, they call Special Forces, the elite military unit I had the honor of serving with, “the silent professionals”- that’s what Mr. Lawrence provided to the district. Elite intervention in sticky situations.

The Meadowdale saga is still continuing. I was at the board meeting where the audience set up their kumbaya circle to try to bring peace back to the district in the wake of Ms. Slash and Burn Corr’s actions. I looked carefully at Board Docs and the list of employment moves. Sometime after the meeting a new sheet went up- and all of a sudden, we’re hiring a new principal for Meadowdale, at $95k a year. That makes him the second highest paid principal in the district. When David White, the well respected principal who turned around Belmont, left Ponitz for Trotwood, as did Tracy Mallory, Lisa Minor, and a host of other former DPS “superstars” we couldn’t find money to pay any of them more. And, of course, with Corr comes controversy. The hire, Donetrus Hill PhD. had resigned from his last position in Dallas in May of 2015 after it was exposed that he was offering students academic make up credit for floor mopping. By the time you throw in relocation expenses, this is a very expensive solution to the problems at Meadowdale. In the meantime, she’s stripped Lawrence of responsibility over anything and has him in a closet in the far corner of the first floor next to some IT equipment with a schedule saying that he has to be at his desk from 8:30 to 4:30 with no more than a half hour for lunch. He’s still making $102.5 K a year. He’s a proven principal.

There isn’t a single DPS employee that won’t vouch for Mr. Lawrences pre-Corr work ethic. Not only was he known to be in the office earlier and later than most, he’d work weekends as well. And, if there was a sporting event, he was there too. In fact, when you used to drive by the district parking lot at 8:30 at night most nights pre-Rhonda Corr, and you knew who drove what, you’d usually have seen Ward’s Volvo SUV and Lawrences’ car in the lot. Now, it’s empty.

Resetting the doomsday clock

It’s September 14th, my birthday. At 3:25 in the afternoon I get a call from Rhonda asking me to look over the press release that the district is preparing to send about the single “A” they received for the 2016 report card. It’s in Annual Yearly Progress- and it’s the only A that mattered. It meant the 2 year countdown to state takeover was now reset. Jill Moberley had written her version- and Corr didn’t feel comfortable with it. Could I take a crack at it.

I don’t have any of the actual data to work with- just what Jill included. Her headline: “Dayton Public Schools receives an A for student growth” and then a meandering mess of stats that no one cares about and fake quotes. I get to work. In 30 minutes, I’ve rewritten it, added some Cleveland flavor to it to make it sound like Corr actually has a heart, and send it back. My headline: “Dayton Public Schools resets takeover countdown”- what appears in the Dayton Business Journal is my release. People compliment Jill on her release, she says “I decided to try something a little different this time.”

No payment arrangements made, no bills issued.

This news barely hits the streets and next thing in the news, a new DPS teacher with an incredible vitae- gets arrested in Edwin Joel Brown school- for allegedly raping a child. DPS can’t buy a break, but, they think the best thing to do is keep stressing it wasn’t one of our students, we barely know the guy. The problem is, this isn’t the first sex offender news of the year, a Ponitz employee, who didn’t have a valid teaching certificate had been caught up in a prostitution case. Help is offered, but not accepted on this one.

One last thought: the A that saved the district had nothing to do with the new administration or leadership. The academic plan that got the district an A was written mostly by Lisa Minor who is now in Trotwood, and David Lawrence who is in purgatory.

The Marketing Bid Status

At this point, we’re a week from the award for the “comprehensive marketing services” contract which was supposed to be awarded on September 20th with work to start on the 21st.

I’m feeling pretty confident. Here I am, being asked to do emergency PR help. But, I’d also seen the email of who my competition was. Corr had told me that there were 5 bidders when I’d asked. But, here’s the part I’m struggling with, before the bid was turned in, after my father had died, I was taking my mom to Ben & Jerry’s on Brown Street to help fatten her up. I ran into Rhonda coming out of the Pine Club with friends of hers. I’d introduced my mother to her- and she’d asked how I was doing. I’d responded, I’m stressed out, working on this RFP from hell- her response to me, was “don’t worry, I want to work with you- this process is just a formality.”

I had come into the office the next day and told my staff. I wasn’t happy about it- because I don’t think things should work that way. I believed in the strength of our proposal. Others who have looked at it who work in the district, in the field, all thought it was outstanding. But, after years of trying to get federal contracts, it had become clear- RFP’s are usually issued AFTER the buyer has the vendor picked. For once, I was going to shut up and let it ride. Dad had died, I’m struggling with taking care of mom who is slipping into dementia, it’s about time something came my way. And, I know I’d do a good job.

Come the weekend before the award, I spend Saturday night writing the press release for the district to issue when they post the contract to Board Docs on Sunday- 48 hours before the board meeting Tuesday. I send it off- it mentions Jill’s retirement. It talks about why they picked The Next Wave and the expectations. I send it to Corr. When Board Docs comes out on Sunday- with no mention of the contract- I immediately write Corr asking WTF? You can’t slide this on at the last minute- it looks shady, and if there is one thing I don’t want to start out with is some sort of idea that this was snuck in. She has no answers to why. I research and find the State doesn’t have any requirements about 48 hours notice on contracts, but apparently DPS does. Doesn’t matter, it’s not happening now. In fact, Corr admits she hasn’t finished her review and rating of the 5 submissions.

The problem with an RFP, especially one with timelines and implementation schedules- is that the dates matter. Your request, my offer, make up a contract. If the dates aren’t right- it just doesn’t free flow into the next quarter. Especially with schools that run on a half a year schedule.

Crisis

November comes. School has already been going along for two months. Teachers and students have formed bonds, expectations set. Rhonda tells me that she’s got a plan to fire everyone downtown and make them all re-apply for their jobs. She doesn’t know what half of them do. This is in central office- well away from the classroom. I’m pretty sure I can name a few people that need to go.

After me pushing at the October business meeting for them to award the contract to someone, and that it was disrespectful to small business and to the community and to the leadership including the board that tasked purchasing with hiring someone, they finally act on Nov 1. I’m at the meeting. The board is asked to waive the 48 hour rule to award the contract to the Ohlmann group. Ron Lee makes the motion, Dr. Baguirov complains about how the numbers don’t add up, how does a firm (mine) with a 2x Pulitzer Prize winner and is Veteran Owned not score higher. Why are we always giving contracts to the big company and in this case with the highest bid. The motion doesn’t get a second. Ohlmann had the contract in it’s grasp for a few hours- and gone. I get the notification from purchasing about this epic fail 20 hours later. The first communication at all from them.

But, now, the district has to make cuts. It seems they’ve lost 500 some students, which means somewhere between 3.5 and 5 million dollars won’t be there. We hear reasons that just help the district dig a deeper hole- “the stabbing at World of Wonder” caused it was the worst- straight out of Dr. Baguirov’s mouth. And while that story made headlines because it was on the school security cameras and in broad daylight, there was also a gun brought to Wright Brothers within a week and fights and other stuff that goes on all the time. You don’t need to bring any of that up.

Corr says if every principal just went out and recruited 15 students we’d be fine…. in November…. with what materials? With what story- “we got a single A and a bunch of F’s.” The community half buys this line of malarkey. Corr promises once again, cuts will be kept as far away from the classroom as possible.

Until the list comes out and a ton of para-professionals are all getting pink slips.

Para pro- what? You mean they went to jump school and are Airborne qualified? No- paraprofessionals are teachers aides, they come in many varieties, from bus aides, to handicapped student aides, to one-on-one coaches in the classroom. We have some that have been doing that hand holding for as long as 30 years. They don’t do it for the money- the most they could make is about $25k a year. Most of them have at least 2 year degrees and have passed their PRAXIS exams. The best part- is they aren’t paid out of general fund money- they get their money from the feds- Title 1- money for urban disadvantaged kid interventions. And, if you ask the instructional leaders of the district, the principals, the para-professionals are the ones who helped the district get the A in annual yearly progress. Without the chrome books.

Board Member Joe Lacey was at Kiser PK-6 the day the cuts came out- and he said “well where do you think the money came from to pay for the computers?” Never mind it takes a para in the room working with a teacher in order for those computers to be up and running- and in Kindergarten- where kids have never used a mouse- it can take as many as 5 para professionals to get the whole class online and working.

But it doesn’t stop there. The same day the para’s get cut, Karen Lombard gets her pink slip. She’s in tears. She’s been working in the district for 26 years, she’s known as an expert in her field, not just locally but nationally. She’s the one who made DPS preschools, all 14 of them, top notch and worthy of the vaunted 5 Star rating. In 2016 the Dayton Association for Young Children named her the “Administrator of the Year.” Principals who count on her to manage all the compliance issues and keep the pre-k thing on track are devastated. Tuesday comes, and Corr has been told she’s made a mistake. Someone calls and tells Ms. Lombard “we had a change of heart, would you come back?” She agrees. She’s not supposed to speak about the Friday firing- but, just like the internet, once something happens in a Dayton Public School the grapevine doesn’t forget or just stop.

At the Board meeting last week, parents, paras, teachers come out and the board goes into executive session. They have to do it early, even making their guests wait. The people engage in the most amazing spontaneous group therapy session I’ve ever witnessedI run the camera. The board scolds a parent. I’m sure she’ll be at the meeting tomorrow, Nov 17, 2016 at 5pm with a few hundred friends to battle back. It was uncomfortable to watch.

Joe Lacey has no problem with firing MariJane Recob, director of the Challenger center at Kiser. He calls her a “museum curator” and says that he thinks that certified teachers are what make a difference. Even though he’s the longest serving member of the board, he seems clueless that not only was MariJane teaching before he put on his first speedo, she was doing STEM before anyone knew what STEM was. Board Members McManus and Taylor try to save her from the axe that week. Of course, they had very little time to prepare, because as usual, Corr can’t get her act together- the list was posted about an hour before the meeting. Also gone were Toni Perry Gillespie and Richard Melson- two people I never thought were good fits for the district. Melson likes to be called Dr. Melson, a salutation that leads people to believe he’s a PhD or EdD- but, no- it’s a divinity degree. He was a director of IT who never heard of open source software, and was responsible for directing the district into a very expensive proprietary piece of software called SunGard which is an expensive enterprise solution for running a district.  Gillespie is part of the Monarchy of Montgomery County- and was hired as a coordinator of Community and Family Engagement, yet didn’t do much of either.

Jill Moberley and Ken Kreitzer hard at work at Coffee with the SuperintendentIt was her office that set up the “Coffee with the Superintendent” last Saturday at Ruskin Elementary School. I attended for a part of it. If they had competent PR it would have been considerably different. I’m not going to spell out how to do one of these events, but ideally you have a presentation that knocks peoples socks off with your vision of the future to begin, and everyone leaves with a happy handout recapping the plan and gives them something to share with their friends and neighbors. None of that happened. Jill Moberley and Ken Kreitzer were both there. No, they weren’t filming, no they weren’t taking notes- just standing on the sidelines, playing with their phones.

The Superintendent is asked for an actual attendance figure. This is something Lori Ward could recite in her sleep. Corr’s answer was “thirteen thousand something.”

When asked about classroom size limits, she had to refer it to the principals in the room for the answer.

Learning to count

Remember, all these cuts and disruptions a few months into the school year are being driven by a “drop in dollars due to decreased enrollment.” There is one problem, every student that leaves the district has to be accounted for. It’s an exit interview. You have to track it to the state. We’re saying we lost about 450 or so, but no one has the report. A report that says “this many 7th  and 8th graders went to the STEM school from Horace Mann and Wright brothers” when the school reconfiguration for middle schools happened. Or, we had lost a bunch to the middle school that DECA just opened downtown. Nope- no reports. No facts, no figures- but, remember, Corr said cuts would be far away from the classroom and if we just recruited students, and if we had better marketing…

This drop in enrollment and dollars is driving a RIF- reduction in force. It is the excuse you have to use to cut people who’ve signed contracts or are covered by union contracts. You also have to eliminate the position as part of a RIF- for instance you can’t RIF David Lawrence who has a contract through 2018 if you gave his job to three different people- two of which you hired in (Dr. Libby Lolli and Dr. Markay Winston).

And if it isn’t already bad, Dr. Baguirov is proud of himself for hiring an internal auditor to cut out waste. As the sole Republican on the Board- it’s his job to always go on about cutting government waste. The board lets the auditor go up on November 1, and present a whole list of things he identified as waste- just handing negative publicity and generating the easiest “DPS is incompetent” story Dayton Daily news reporter Jeremy Kelley ever had to write. So, not only can’t we hire enough bus drivers or get your kids to school, we also can’t stop them from taking lunches or using the bus for personal trips.

Then, this morning, the whole thing turns into a joke. Now, we’re still going to fire 30 paraprofessionals, but we’re going to hire 30 certified teachers with Title 1 money. We’re not really broke after all.

On Tuesday, DPS school board president Adil Baguirov added a new wrinkle to the process, saying the district plans to hire more teachers that will make up for the cuts of classroom aides, also called paraprofessionals.

“Instead of paraprofessionals, who are not certified and often don’t have college degrees in education or related fields, DPS now plans to have 28 new teachers, one for each building, to augment data-driven, modern, research-based education,” Baguirov said.

It was not immediately clear how the staff moves — layoffs of 20 administrators last week, an estimated 40 total cuts to be voted on Thursday, and the 28 hires that Baguirov mentioned for the first time Tuesday — fit together financially.

District officials have said millions of dollars in cuts per year are necessary because of an unexpected drop in enrollment that will lead to less state funding.

Classroom aides generally max out around $25,000 per year, while certified teachers in Dayton make between $38,000 and $71,000. Baguirov said those new teachers would be paid with the same Title 1 funding stream for low-income students that paid the 32 or 33 laid-off aides.

DPS Assistant Superintendent Elizabeth Lolli said the Title 1 money from the laid-off aides would also be used for professional development on blended learning, literacy and teacher leadership.While state money is expected to decrease midyear for DPS because of a drop in enrollment, federal Title 1 funding is basically constant until next school year, according to the Ohio Department of Education.

Source: DPS may lay off 3 teachers, 30 aides

Newsflash-  somehow, the count of missing students is off. Not a little, but hundreds. Somewhere we went from having solid numbers and accounting, to flying by the seat of our pants. Here DDn confirms the numbers weren’t legit.

The people directly responsible for these numbers: Treasurer Hiwot Abraha and Dr. Sheila Burton. Two of Corr’s trusted confidants. One other person to look as part of the inner cabal is the district attorney, Jyllian Bradshaw (nee. Guerriero) who worked with the hired firing hands.

Superintendent Rhonda Corr said last month that she brought in two outside consultants to do a review of district staffing levels and efficiency, helping shape the job cuts and realignment. Corr said the consultants were Deborah Heater, who spent years leading human resources efforts for Cincinnati Public Schools, and attorney David Lampe of Bricker & Eckler.

Heater’s company was paid $19,800 for its work on the “rightsizing” initiative. The contract was technically with the Montgomery County Educational Service Center, with Lolli as a signatory.

The funny thing is outside of school or government jobs Heater can’t stay put anywhere much over a year and she has her own consulting firm and apparently works at another consultant as well. Reading her Linkedin Profile is a laugh a minute with “I” being the focus of everything.

Was there an RFP for the henchman? Nope. And why the sneak around through the MCESC? Maybe because the new Sheriff in town needs someone to blame when it all goes seriously south? Deniability is always the fallback for weak leaders.

The Dunbar fiasco

While much of the focus of the sixth floor is on educational achievement, one thing Dayton Public is known for is strong football and basketball teams. This year was no different with Dunbar’s football team going to State. Only one thing went wrong, the last two games the coach played an ineligible player. At the November 1 board meeting, this was a topic of discussion. The head of the district security, former Dayton cop, Jamie Bullens was there after conducting an extensive investigation. The discussion turned interesting when Board VP Sheila Taylor wanted to know how we prevent things like this. When study tables were mentioned, a staple of college programs, this was news to Taylor and she was asking why it wasn’t standard practice? This brought venom from Lacey who called her and the rest of the board out for even suggesting athletes deserve any kind of special treatment or extra help.

Corr got on her pedestal talking about how this “hurt children” and she was demanding resignations from two people. She had one in hand and was waiting on the other.

We’re not sure what she was asking for- the football coach or the athletic director, who is also the head basketball coach and a Dayton Legend, Pete Pullen who has now resigned as AD for Dunbar, but she was asking for his complete resignation on the first day of basketball practice. Had she pushed it, she would have been hanging from a rim, and not because she just dunked the ball.

Let’s see, play an ineligible player and you have to resign. Don’t follow board direction to hire a marketing firm- keep your job. Buy $330K of software that your students can’t use- keep your job? Don’t properly get the master schedule done at a high school and the principal quits- and keep your promotion. The list goes on.

The big money questions?

The district took a strange stance on Issue 9. The end of the happy loving relationship between the board and the Dayton City Commission happened in early August when both the city and the school board were headed to the ballot to float a levy. DPS backed down, even though the city was now going to encroach on education by funding the quasi-public organization “Learn To Earn” with unfettered money for 8 years to go to pre-school. The pre-school promise will get about $4.5 million every year- of which they get to keep 20% or $900K for their salaries and overhead. Not a bad deal. Poor school board members are capped at $5K a year. DPS board, which meets more, longer and seems less effective than any other board in the county according to Dayton Daily News reporter is effectively working for free.

Not fully understanding why the district wasn’t making a peep against Issue 9, on my own I dug into it and found where the money was coming from, and decided to make a few videos to try to steer people away from voting for it. It didn’t make sense to be throwing so much money at a private org with no legitimate oversight that can dole out money to private schools, charters, and even home schoolers. No income restriction. Flat out discretionary money. I thought with that kind of cash we could do something to really make a difference, roll out city wide wi-fi so that the kids could go home with their chromebooks and continue their learning. The short video had 15,000 views on Facebook in 4 days. Some board members appreciated the work – and saw what real marketing looked like.

One board member thought that by working with the City we’d have a seat at the table. Little did they realize, the table isn’t in the same room as the big boys. Another board member, may have financial connections to a pre-school, and could benefit from Issue 9 money floating their way. None of this made sense- and most importantly, this was an ideal time to be talking about the districts own 5 star free preschools that aren’t at capacity- not a peep. Was their a written guarantee of support from the people backing Issue 9 to throw money toward the DPS levy next spring? Or was it more like the kind of deal Dayton did with Kroger for the new Wayne Avenue store that never materialized?

Remember one of the big donors to the Issue 9 campaign was CareSource? $25K, in the pre-election report. They bought the old Patterson Co-Op land for a cool million from the board recently and immediately turned it over to the Port Authority so they wouldn’t have to pay taxes. Had this board had any competent legal help, or just a modicum of common sense, they would have put a deed restriction on the real estate that it couldn’t ever have it’s property tax abated. But, we only tax the poor people in Dayton anymore- and the ones who can’t vote.

Morale and the moral of the story

In my business, long ago, an agency defined advertising as “Truth Well Told” – a slogan that is probably even more important today than it was back in 1912 when McCann Erikson trademarked it as their credo. We seem to be missing a whole lot of truth in Dayton Public Schools since the arrival of Rhonda Corr. And while there are always two sides to a story, I put my faith in my long standing connections in the community. There are people all over this city who in front of the powerful- say, “that Esrati is crazy”- because in Dayton, you need a herd to be heard (a quote I heard early on from former Dayton Planning Director Paul Woodie) but in private, they call me, tell me the dirt, and ask me to do their dirty work.

It’s a thankless job. The strangest thing happened tonight as I was writing this. At 8:31 pm, Rhonda Corr called me. She can’t figure me out. She wasn’t happy that she saw me comment on Facebook that she had been fired in Chicago in the wake of the BBB debacle. She calls it laid off. We had a long talk, where she reiterated that she wants to work with me and my firm. That she sees something special there, but, I seem to turn on people. She said she had been warned, extend me an olive branch and you’ll get hit with it. I told her it was odd timing- I was 6,700 words in on an post about her and the district. Trying to set the record straight. As to her being fired or laid off, I wonder if it makes a difference what she calls it when she does the same thing to people here- proven people? Long time employees?

She talks about the building principals as CEO’s of their buildings. They are the true instructional leaders in the district, the master teachers. The ones who are held responsible for what learning goes on in school. When you have a 17 year district veteran saying this in the paper, you know something is seriously wrong with the changes:

Kiser Principal James Fowler understands the need. “We’re going to rethink how we deliver services based on them not being here,” Fowler said. “They make our 1-to-1 technology work. … It’ll be a big loss. They’re just so valued.”

Source: DPS may lay off 3 teachers, 30 aides

That is from a former Air Force Major, a guy who toes the company line. The board may think they are brilliant, but if they opened up an anonymous chat room and asked the 30 building principals to give honest feedback about the Superintendent and where the district was going, they’d leave enlightened, and would reconsider keeping her here.

That the district’s doomsday clock isn’t ticking down the final two years of their rule has given them a false sense of security. Without major changes in the way the district delivers education, without absolute community buy in, without the full support of the unions who are all ready to stage a walk out or sit across the table and say “really? are you dreaming?” this district will be right back in the same situation in another year.

And Corr still thinks I’m the problem. I’m too abrasive or something. People said the same thing about someone people think I look like- Steve Jobs. I didn’t make this mess. I’m just the observer. The real test will come in approximately 17 hours when the board has its business meeting and parents, paras and teachers and community activists and political types converge on 4th and Ludlow.

I can see the signs now- “I’m not Fond’a Rhonda” “Show Corr the Door” “RESIGN” or “Rotten to the Corr” and they’ll want answers.

How did you go from controlled mediocrity for so many years to this tornado of turmoil? There are only 9 people who can be held accountable, the 7 board members, the treasurer and the Superintendent. In Ohio, you can’t recall a school board. The board hires and fires both the Treasurer and the Superintendent. Both have failed to give us honest answers causing the district to turn into a circus.

As I was leaving the Coffee with the Superintendent om Saturday, I heard one girl say to her friend “no wonder this district can’t keep teachers.” And here we are mid-school year, firing 30 classroom aides, based on bad data, saying we are going to hire 30 new reading intervention specialists mid-year, and put them in place. Even in spring, finding 30 qualified reading specialists is incredibly difficult.

You know what’s even more difficult? For this board to put their big boy pants on and realize they made a huge mistake. They could cut Corr, reduce the number of pending lawsuits immediately, start re-assessing the layoffs under a competent superintendent who knows the district, the players and who would have the support of a large majority of the current principals: David Lawrence.

But, that would never happen, right? They said that about Brexit and Trump. 3 for 3 anyone?

 

 

 

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