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• W214258247 abstract "We close 1997-98 school year with a report being taken by Right - and by some moderates, too - as latest and most powerful proof that throwing money at schools doesn't work. This apparent downer, dated 16 March 1998, is a report from Paul Ciotti, a Los Angeles writer who put together a monograph for Cato Institute titled Money and School Performance. There are problems with Ciotti's exposition. For example, anyone who uncritically accepts Eric Hanushek's analyses isn't examining data very analytically. In addition, Ciotti reports interviews from single sources without triangulating data to see if different sources give same story about same situation. But there are lessons in monograph, too. The news in this report - desegregation debacle in Kansas City, Missouri - is not new. 60 Minutes provided an account a few years back. Even allowing for rightward slant in Ciotti's analysis, he presents some pretty clear evidence on how not to spend money, and that is worth knowing. Indeed, what comes out of his monograph is that money in question not being thrown at what most people would call an education system. I have no doubt that, had money come into school districts where I have lived or worked, would have had an impact. From 1954 to 1984, enrollment in Kansas City School District (KCSD) declined from 70,000 to 36,000; ethnically, changed from 75% white to 75% nonwhite (mostly black). Voters turned down school tax increases 19 times in a row. A group of plaintiffs sued in an attempt to force consolidation of KCSD with suburban districts. When federal judge in suit, Russell Clark, ruled against plaintiffs and released suburban districts from court, plaintiffs' lawyer, Arthur Benson, launched a Field of Dreams strategy: make KCSD attractive to whites in suburbs, and they will come. Indeed, Judge Clark invited Benson and plaintiffs to dream about what they might want in a school district. Their dreams and Judge Clark's decision sent school budget from $125 million in 1985 to $432 million in 1992. No one knew how to handle all that money. Waste and fraud abounded. Perhaps worst problem for what one school board president called district's 'modestly qualified' administrators, Ciotti writes, was sheer volume of paperwork. When judge started building schools and inviting school principals to order whatever they wanted, purchase orders flooded into central office at rate of 12,000 a month. Clerks were overwhelmed, devastated, and too ashamed to admit they couldn't handle crush. The system just collapsed. Earlier in report, Ciotti had observed that, as KCSD declined, it hard to find people to run for school board. Those who did run tended not to be particularly sophisticated, usually earned less than $30,000 a year, and had difficulty dealing with complex financial issues. Just kind of people you want overseeing a $432 million budget. As gold flowed in streets, other districts began to hate and resent Kansas City. Judge Clark labeled King George and derided as Poster Boy of Imperial Judiciary. The money, though, mostly seemed to be spent on physical goodies, as 12,000 monthly purchase orders attest. Not once does Ciotti mention anything about staff development, save to say that district powerless to improve teacher quality. People who might have had some ideas about how to improve system steered clear. Candidates with national reputations voluntarily took themselves out of consideration for Kansas City superintendent's position once they actually met school board, writes Ciotti. When board hired a superintendent, did little to make him comfortable. Thus KCSD had 10 superintendents in nine years. Such transitoriness at top made hard to hold anyone accountable, and the turnover problem also left district with neither ability nor political will to do anything about improving quality of teachers and principals. …" @default.
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• W214258247 date "1998-06-01" @default.
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• W214258247 title "A Lesson in Throwing Money." @default.
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