Panelists talk immigration policy at CNN documentary screening
Panelists talk immigration policy at CNN documentary screening
Ana María Archila, the co-executive director for the Center of Popular Democracy, said immigrants are frightened and anxious just living their lives and going about their daily routines.
...
Ana María Archila, the co-executive director for the Center of Popular Democracy, said immigrants are frightened and anxious just living their lives and going about their daily routines.
Read the full article here.
Schedule Rules Prove Difficult to Implement
San Francisco — San Francisco, the country’s premier laboratory for new Internet services, is also used to innovating in municipal regulation.
But in its latest experiment, it’s starting to...
San Francisco — San Francisco, the country’s premier laboratory for new Internet services, is also used to innovating in municipal regulation.
But in its latest experiment, it’s starting to find that legislating good corporate behavior isn’t as easy as pressing a button on your smartphone.
In July, the city started implementing a first-in-the-nation law aimed at curtailing the trend toward “just-in-time” scheduling, where managers call in employees to work on short notice. The new measure requires large-chain retailers — such as Safeway and Walgreens — to publish schedules at least two weeks in advance and to compensate employees with “predictability pay” if they make changes less than a week ahead of time. It also mandates that additional hours be offered to existing employees first before new hires are made, and that part-time workers be paid at the same rate as people who work full-time.
So far, it’s been easier to publish schedules than live up to the spirit of the law.
“The two-week notice seemed to be instituted right away, but the other stuff is lagging,” said Gordon Mar, director of San Francisco Jobs With Justice, a labor-backed group that pushed for the “Retail Workers Bill of Rights” and has been monitoring its implementation.
The sluggish response may be because fines don’t kick in until Oct. 3; the city is still hashing out the rules. But the spotty compliance so far highlights the difficulty of attempts to mandate worker-friendly practices — especially the kind that touch the most fundamental aspects of business operations, rather than those that simply require higher pay and better benefits.
San Francisco employers fought the new ordinance, but couldn’t prevent its passage. Now, they complain it’s affecting service.
“We’re hearing from members in San Francisco that it really is not working well at all,” said Ronald Fong, president of the California Grocers Association. Stores can’t always predict surges in foot traffic, which might be brought on by a sunny day, leaving managers without the option to bring in more staff. That was a problem during the heat wave that swept over San Francisco this summer.
“Supplies weren’t able to get out to the shelves,” Fong said. “It just kind of snowballed, and our customers have a bad experience, or the stores lose sales.”
Some businesses don’t mind the rules in principle, but object to the red tape. “Everybody pretty much operates on a predictive schedule,” said Bill Dombrowski, president of the California Retailers Association. “But the process of implementing this, with offering the employees hours in writing and waiting three days for a response, it’s a lot of government intrusion into very minute detail.”
Also, not all industries schedule their workers in the same way. Milton Moritz is president of the National Association of Theatre Owners’ California and Nevada chapter, and said the theater business is by nature unpredictable, making the new law particularly difficult to comply with.
“We might not know until the Monday before the Friday a film shows, and even then we’re hiring, firing, scheduling people based on the business that film’s going to do,” Moritz said. “This ordinance flies in the face of all that. It really complicates the issue tremendously.”
The San Francisco ordinance hasn’t just been irritating for big companies. Some workers grumble the law discourages employers from offering extra shifts on short notice, because they would have to pay the last-minute schedule change penalty — even if workers would be happy for the chance to pick up more hours.
Rachel Deutsch, a senior staff attorney with the Center for Popular Democracy who has been helping local jurisdictions across the country craft fair-scheduling legislation, said that’s something that might change in future iterations.
“I think that’s the thing with any policy where it’s the first attempt to solve a complicated economic problem,” Deutsch said. “It’s been a learning process.”
So far, fair scheduling laws aren’t spreading as quickly as minimum wage and paid sick leave laws. A statewide bill in California failed a couple weeks ago, and no other local ordinances have passed besides San Francisco’s, though there are active campaigns in several cities including Minneapolis and Washington, D.C.
Meanwhile, several companies have acted on their own to curb some of the practices that workers have found most disruptive, like on-call shifts, where workers have to be available even if they aren’t ultimately asked to work. But in some cases — like that of Starbucks, which committed to eliminating many of those practices — those voluntary changes haven’t been any more effective than government mandates.
Erin Hurley worked at Bath & Body Works and campaigned for an end to on-call shifts. After she left the job, parent company L Brands said it would stop the practice at Bath & Body Works as well as another of its chains, Victoria’s Secret. But Hurley said she’s heard from current workers that managers are still doing effectively the same thing, by asking employees to stay a little longer.
“On-call shifts were replaced with shift extensions,” said Hurley. “Basically what L Brands did was change the name of the practice.” Keeping people on-call is very convenient for employers, and letting it go can be easier said than done. L Brands did not respond to a request for comment.
Still, advocates in San Francisco think the Retail Workers Bill of Rights has already done some good, and will be more effective when the city’s enforcement kicks into high gear — just like overtime rules did, when companies got used to obeying them.
Take Michelle Flores, 21, who has worked part time at Safeway for two years to support herself while in going to college. Unpredictable schedules made that difficult: She would only know her shifts a few days beforehand, which sometimes didn’t leave her enough time to hit the books.
“I would study from midnight until 5, 6 a.m., sleep for two or three hours, and then go to the exam,” said Flores, 21, who attends San Francisco State. This year, she expects that to change. “If I know that I have a shift scheduled, I’ll just study another day,” Flores said.
Also, the law came with some funding for community organizations to make employees aware of what workers are entitled to. That has ancillary effects — like getting people interested in joining a union, which can be better equipped to make sure companies are following the rules.
“It just creates an opportunity to talk to more workers about their rights under the law, and that leads to conversations about other issues in the workplace,” said Gordon Mar, of Jobs with Justice. “And that could lead to getting organized.”
Source: Valley News
Florence District One Candidate Questionnaire: Alexis D. Pipkins, Sr.
Florence District One Candidate Questionnaire: Alexis D. Pipkins, Sr.
The Morning News recently sent out a questionnaire to the candidates running for the Florence School District One Board of Trustees. Here are the answers from Alexis D. Pipkins, Sr. who is running...
The Morning News recently sent out a questionnaire to the candidates running for the Florence School District One Board of Trustees. Here are the answers from Alexis D. Pipkins, Sr. who is running for another term representing District 4; he faces one challenger.
1. What do you feel you have contributed during your current tenure on the board?
My background as a lifelong resident of the Florence Community, and working closely within the region has given me a clear sense of both the educational and economic issues and needs that we face. Over the past 15 years, as a member of the Florence School District 1 Board of Trustees, I have ensured that I have been knowledgeable of the issues, needs, and concerns of my constituents, and I have represented and I have been a voice even during turbulent of challenges. Further, I understand that leadership must be politically astute to represent the views and concerns of those you represent even though others may not agree, or do not care, and only want to advance their own agenda that is only best for “their community” and not all communities. I have attained the Level 6 on the SCSBA, which is the highest level for a school board member, and presently I serve as the President of the SC Caucus of Black School Board Members which provides dialogue on educational issues and concerns to address the full growth and development of Black and other minority children, and I am also affiliated with the National Local Progress Movement which focuses on progressive thought and insight for local officials
2. What are the issues that you think need to be addressed?
Student achievement, and recognizing the individuality and creativity of each student’s needs
Recognizing that the public schools are becoming more diverse
Equity in funding for all schools
Special Education
Technology infusion and integration for all students
Early Childhood
Career Clusters and Pathways- which is more opportunities for expansion of vocational and career center programs
Funding throughout the district
Special Education and meeting the diverse needs of students, to include the increase diagnosis of Autism
Impact of poverty, mental health, and other risk factors have on today’s learners
Lack of teachers
New and innovative approaches to teacher development and recruitment in order to develop and retain a diverse, qualified, and effective 21st Century pool of educators and staff
3. How have you sought to make changes in those areas?
By asking for items to be placed on the agenda, and engaging staff and others throughout the state and country on best practices and promising practices to ensure that we are utilizing the best program for all of our children. Also, researching the issues and knowing the national agenda. I have always committed myself to being engaged and welcoming to constituents and having a listening ear to see what the children are saying and feeling. As an educator and advocate for children and families, I always empathize and evaluate how I would feel when making decisions and question if policies or procedures that are guiding discussion or the direction of the Board are relevant today. I have demonstrated that my approach to knowing what the educational needs and issues are not based on perception or a one way train rail.
4. What specific program are you most proud of in FSD1 and why?
Small Learning Communities at our schools to decrease class sizes
Implementation of the Parents As Teachers Program to address 0-3, to provide parents with skills and supports to ensure that their children are ready to enter school
Montessori which provides learners the opportunity to be creative
Career and Technology which provides students the opportunity to enter the work place upon graduation
The work that was done by the previous Discipline Code Committees which has ensured the district recognized inequalities and unfair discipline practices and the underutilization and non-utilization of support services for students with complex needs and behaviors. This dialogue that I led was the foundation for the present Code of Conduct which will have to be assessed over the next few years to evaluate its effectiveness and impact on student learning and behavior.
Early College which provides students the opportunity to receive college credit and even an Associate Degree when they graduate from high school
Present dialogue on a Middle School Concept that has been talked about for years
5. How do you handle inquiries and complaints from the community?
I refer families to the Superintendent’s Office or to the appropriate office for support. I also follow-up with families and community that approach me to ensure that their complaints and inquires have been addressed. I also request items be placed on the agenda for discussion and action.
6. What do you think the role of the board is, in the district and in the community?
The board is responsible for establishing the Vision and Mission for the local school district, and ensuring that the Superintendent has the resources to implement the vision by having good policies and procedures, and good stewards of the district’s Operational Funds and Capital or Building Funds. This role must be student centered and family centered by recognizing the diverse needs of students within our community. Not all students learn in the same manner, thus the board must be aware of such and hold the administration accountable for creating programs and services which will help students achieve and be successful. It is the job of the board to be knowledgeable, and current on educational issues and trends, and not just be a “rubber stamping board” but ask questions, communicate with the public- and not just those who share your personal beliefs and positions.
7. What are your past/other areas of service? (church, civic organizations, etc.)
Professional:
I am an advocate, teacher, educator, trainer, and servant-leader. Presently, I am employed as the Executive Director of Lee County First Steps, and the Lee County Adult Education Family Literacy Coordinator.
Educational attainments include:
1990 graduate of the historic Wilson High School
Bachelor of Arts Degree in Political Science and a concentration in Secondary Education Graduate from Winthrop University
Master of Arts Degree in Management from Webster University
Education Specialist Degree Specialization in Leadership in Educational Administration from Capella University
Completion of the Non Profit Leadership Institute from Francis Marion University
Completion of the Francis Marion Rural Leadership Institute
Church:
My faith walk began at my home church, Snow Hill Baptist Church where I was active during my youth, and I was licensed to preach at Maxwell Baptist Church where I was Sunday School Teacher, Sunday School Superintendent, Minister of Christian Education and Membership Services, Boys Scout Troop Master. Presently I am a member and ordained Elder of the Gospel (2010) and serve as an Associate Minister and have served as a Youth Advisor at the Greater Gethsemane Apostolic Church in Florence, South Carolina.
Past and Present Civic:
Gate City Masonic Lodge 276
Florence 1 Local Education Association (SCEA) Treasurer, President
Weed and Seed Steering Committee
Queenie’s Helping Hands Ministry
Angel Tree Prison Ministry
The School Foundation Board
Pee Dee International Festival Planning Committee
PTA (North Vista Elementary, Williams Middle School)
PTSA (Wilson High School)
By Melissa Rollins
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As the federal government fails the people of Puerto Rico, local governments and states must step up
As the federal government fails the people of Puerto Rico, local governments and states must step up
Given the likelihood that even more Puerto Ricans will resettle on the mainland the Center for Popular Democracy and Local Progress have published a policy guide, the first of its kind, offering a...
Given the likelihood that even more Puerto Ricans will resettle on the mainland the Center for Popular Democracy and Local Progress have published a policy guide, the first of its kind, offering a roadmap for cities and states to address the immediate needs of their new constituents.
Read the full article here.
Is the Federal Reserve’s Leadership Diverse Enough?
U.S. Senator Elizabeth Warren (D-Massachusetts) has shown in the past that she is not afraid to aggressively confront members of her own party on issues that she is passionate about.
This...
U.S. Senator Elizabeth Warren (D-Massachusetts) has shown in the past that she is not afraid to aggressively confront members of her own party on issues that she is passionate about.
This has been especially evident on issues facing the mortgage industry. Warren famously grilled FHFA Director Mel Watt in November 2014 in a Senate Banking Committee hearing on why the Director had not yet instituted a principal reduction program for underwater homeowners. In September 2015, she and Rep. Michael Capuano (D-Massachusetts) led a protest in Washington over HUD’s and FHFA’s sales of delinquent mortgage loans to private investors. Both organizations are led by Democrats.
Now Warren has turned her attention toward the Federal Reserve Board and Chair Janet Yellen. On Thursday, Warren and 10 other U.S. Senators, along with 116 of the 193 Democratic members of the U.S. House of Representatives (led by John Conyers, D-Michigan) wrote a letter to Yellen calling for more diversity in the leadership of the central bank.
After starting off by calling Yellen’s tenure at the Fed “historic” and pointing out some economic gains the country has made since Yellen was appointed as the head of the central bank in February 2014, the lawmakers then addressed what they believe to be a problem in the demographic makeup among the Fed’s leadership.
“A lack of diverse leadership is hurting the Federal Reserve's policy decision-making process.”
U.S. Senator Elizabeth Warren
“However, despite these gains, we remain deeply concerned that the Federal Reserve has not yet fulfilled its statutory and moral obligation to ensure that its leadership reflects the composition of our diverse nation in terms of gender, race and ethnicity, economic background, and occupation, and we call on you to take steps to promptly begin to remedy this issue,” the lawmakers wrote.
The lawmakers cited a law passed by Congress in 1977 requiring the Fed’s leadership to more reflect the country’s diverse makeup without discrimination based on race, creed, color, sex, or national origin. The letter pointed out that nearly four decades later, “the leadership across the Federal Reserve system remains overwhelmingly and disproportionately white and male, while major financial institutions and corporations are overrepresented in senior roles.”
The letter cited a February 2016 study by the Center for Popular Democracy which found that 83 percent of Federal Reserve head office board members are white and nearly three-quarters of all regional bank directorships are held by men.
“When the voices of women, African-Americans, Latinos, Asian Pacific Americans, and representatives of consumers and labor are excluded from key discussions, their interests are too often neglected,” the letter stated. Warren further tweeted on Thursday that “[a] lack of diverse leadership is hurting the Federal Reserve's policy decision-making process.”
In addition to what the lawmakers perceive as racial and gender disparities, they also expressed concern over a “persistent lack of occupational diversity, noting that only 11 percent of the Fed’s regional bank directors come from community, labor, or academic organizations compared to 39 percent that represent financial institutions and 47 percent that represent commerce, industry, and services firms.
A Fed spokesperson responded to the letter with the following statement: “The Federal Reserve is committed to fostering diversity—by race, ethnicity, gender, and professional background—within its leadership ranks.
“To bring a variety of perspectives to Federal Reserve Bank and Branch boards, we have focused considerable attention in recent years on recruiting directors with diverse backgrounds and experiences. By law, we consider the interests of agriculture, commerce, industry, services, labor, and consumers. We also are aiming to increase ethnic and gender diversity.
“Minority representation on Reserve Bank and Branch boards has increased from 16 percent in 2010 to 24 percent in 2016. The proportion of women directors has risen from 23 percent to 30 percent over the same period. Currently, 46 percent of all directors are diverse in terms of race and/or gender (with a director who is both female and a minority counted only one time). We are striving to continue that progress.”
By Brian Honea
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Gap Says It Will Phase Out On-Call Scheduling of Employees
The move makes Gap the latest retailer to move away from “on-call scheduling,” which regulators, workers’ rights groups and some academics say is detrimental to employees ...
The move makes Gap the latest retailer to move away from “on-call scheduling,” which regulators, workers’ rights groups and some academics say is detrimental to employees and their families.
“At Gap Inc., we also believe that work-life integration enables all employees to reach their full potential and thrive both personally and professionally,” the company said in a statement on its blog announcing the change on Wednesday. “We recognize that flexibility, inclusive of consistent and reliable scheduling, is important to all of our employees.”
On-call scheduling requires employees to call ahead before a specific shift to see if they will be needed, a practice that gives workers little predictability in scheduling. Facing public and regulatory pressure, some retailers, including Abercrombie & Fitch, Starbucks and Victoria’s Secret, have already begun phasing out the practice.
Gap said its five brands — Athleta, Banana Republic, Gap, Intermix and Old Navy — had agreed to stop on-call scheduling by the end of next month and have committed to providing employees with at least 10 to 14 days’ notice, according to Wednesday’s announcement.
In April, the New York attorney general, Eric T. Schneiderman, sent a letter to more than a dozen retailers, including Abercrombie & Fitch, Gap, J. C. Penney and Victoria’s Secret, requesting more information about on-call scheduling and questioning whether such practices were legal. In the months since, Abercrombie & Fitch and Victoria’s Secret both announced they would discontinue it.
Mr. Schneiderman praised Gap’s decision in a statement on Wednesday.
“Workers deserve stable and reliable work schedules, and I commend Gap for taking an important step to make their employees’ schedules fairer and more predictable,” he said.
Gap had already begun scaling back the use of on-call shifts after starting a pilot program last year to test alternative scheduling practices. Mr. Schneiderman’s office told Gap last week that it would consider legal action if the retailer did not take steps to end on-call scheduling, according to Eric Soufer, a spokesman for the attorney general’s office.
A recent study by the Economic Policy Institute, a liberal advocacy group, found that the children of parents who worked unpredictable schedules could have inferior cognitive abilities, in areas like verbal communication, and struggle with anxiety and depression.
“Parents’ variable schedules require irregular family mealtimes and child bedtimes that interfere with children’s healthy development,” the study said.
Correction: August 28, 2015
An article on Thursday about an agreement by five Gap apparel store brands to stop requiring employees to make themselves available for last-minute shifts misstated when the policy change will become effective. It is the end of next month, not the beginning of next year.
Source: New York Times
Report Says Minnesota's Job Boom Has Skipped Minorities
Minneapolis/St. Paul Business Journal - March 6, 2015, by Mark Riley - Minnesota's unemployment rate for black job-seekers is four times the rate for whites, according to a new report that calls...
Minneapolis/St. Paul Business Journal - March 6, 2015, by Mark Riley - Minnesota's unemployment rate for black job-seekers is four times the rate for whites, according to a new report that calls on the Federal Reserve to keep rates low until the job market recovers for minorities.
WCCO has a story on the report, released by the Economic Policy Institute and the Center for Popular Democracy, and talks with Neighborhoods Organizing for Change Executive Director Anthony Newby. "We're told that Minnesota is one of the best places in the country to live if you want a job, and that's true if you're a white person," he said.
Statewide, the unemployment rate for African Americans is 11.7 percent, compared to 3.2 percent for whites.
You can download a PDF of the the full report here.
The numbers highlight some of the same criticisms leveled at a recent Atlantic piece about the " Miracle of Minneapolis". That article focused on the economic might and resiliency of the market, but didn't include racial breakdowns — something that was immediately called out by the Washington Post and others
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Schumer retira oferta sobre muro fronterizo de negociaciones sobre “DACA”
Schumer retira oferta sobre muro fronterizo de negociaciones sobre “DACA”
“Se sienten muy traicionados porque los demócratas habían hecho una promesa muy específica… no hay ninguna garantía, y sabemos que la estrategia de votar por el Dream Act como una ley separada ha...
“Se sienten muy traicionados porque los demócratas habían hecho una promesa muy específica… no hay ninguna garantía, y sabemos que la estrategia de votar por el Dream Act como una ley separada ha fracasado año tras año, no es una promesa que se traduce a un alivio para los Soñadores”, explicó Ana María Archila, del grupo Centro para una Democracia Popular.
Lea el artículo completo aquí.
Parents, Community Leaders Want Dade Middle, Others To Become Community Schools
Parents, Community Leaders Want Dade Middle, Others To Become Community Schools
Dade Middle School in Dallas has had a history of problems. Some community leaders want the Dallas school district to boost neighborhood involvement and turn Dade into what’s called a community...
Dade Middle School in Dallas has had a history of problems. Some community leaders want the Dallas school district to boost neighborhood involvement and turn Dade into what’s called a community school. Some folks believe more community and parental involvement would make a difference there.
One weekend afternoon last fall, parents and children streamed into the auditorium at Dade Middle School. Music in English and Spanish blared from the speakers.
People from around the country showed up to speak at the school and they talked about getting parents and more of the Dade community involved in improving the school.
Yesenia Rosales was at the school with her two daughters ages 12 and 16. They moved to Texas from Maryland and she said things at Dade seem pretty good so far.
"Teachers seem very interested in helping students," she said.
Not long ago, though, things were pretty rough at Dade. Fights broke out regularly, principals were being replaced frequently and parent involvement was dismal.
Community leaders like Monica Lindsey told parents at that meeting last fall that it was time for a change. Together, she said, they could convince the district to adopt a new model at Dade and other troubled schools.
“And we’re pushing to have 20 schools turned into community schools by 2020. Can you repeat after me? 20 by 2020. 20 by 2020 …, ” Lindsey told the crowd.
So, what is a community school? According to the Coalition for Community Schools, it’s one that’s built on partnerships between the school and community groups.
A district’s best teachers work there and the school offers extra social services, like mental health counseling. There’s also more parent involvement and the school doesn’t automatically suspend students who act up.
The Dallas school district has worked to stabilize Dade by adding higher-paid and more experienced teachers. Texas Organizing Project and others involved in community school reform, however, envision a broader effort.
“At a community school, you would have 100 or 200 folks participate in some way or another in that planning process,” said Allison Brim, organizing director for the Texas Organizing Project. “You get real buy-in and also input from a larger group of parents and teachers at the school and students as well to make sure that we’re really addressing all of the needs of the entire school community.”
For the past school year, Brim and other members have been meeting with parents, Dade’s principal and district staff to talk about turning the school around. They’ve hosted several community dinners in South Dallas. And, Brim has sent school board president Eric Cowan a letter asking him to consider the issue at a future board meeting.
Brim says she sees some progress at Dade.
“I would say while it’s still not officially our standard that we’re working toward in terms of a community school, a lot of the foundation has been laid," Brim said. "And there’s been huge improvement in terms of the academics and a lot of the key indicators at the school as a result," Brim said.
Advocates point to progress with community schools in places like Cincinnati and Los Angeles.
Last month, The Center for Popular Democracy released a report citing two schools in Austin that went from facing closure to becoming two of the district’s highest-performing schools.
At one of the Austin schools – Webb Middle School – enrollment, attendance and the graduation rate went up. The school now has a full-time community school coordinator and a family resource center that offers parenting classes.
Dallas school trustee Miguel Solis said he’d like the board to consider adopting the community school model or some variation of it.
“That’s not to say that the model will be 100 percent effective if it is implemented the exact same way in Dallas as it is in these other school districts,” he said. “But the principles and tenets of the model are, I think, perfect for our community and particularly the areas that are the most underserved and need the most support.”
Even if the Dallas school board takes up the issue sometime soon, Solis said turning Dade or other schools into community schools wouldn’t happen overnight.
“What the board is likely to do is at some point just have a better understanding of exactly what a community school is, what the goals of community schools are … ” Solis said.
In other words, when it comes to making a commitment about community schools, Dallas school trustees will want to do their homework first.
This story is part of KERA’s American Graduate initiative.
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Risking Public Money: New York Charter School Fraud
Executive Summary
Sixteen years following the passage of New York’s Charter School Act, the number of charter schools in New York has grown dramatically. Over the last 10 years, charter...
Sixteen years following the passage of New York’s Charter School Act, the number of charter schools in New York has grown dramatically. Over the last 10 years, charter student enrollment has increased by 530 percent. Charter schools enroll over 90,000 students in New York State,2 80,000 of whom attend charter schools in New York City.3 For the school year 2014–15, New York charter schools will receive over $1.5 billion in public funding.
Download the report hereDespite the tremendous investment of public dollars, New York has failed to implement a system that adequately monitors charters for fraud, waste, and mismanagement. While charter schools are subject to significant reporting requirements and monitoring by oversight bodies, only the New York State Comptroller’s Office (Office) audits charter schools with any regularity. While the Office has audited fewer than half of all charter schools, they have exposed some form of internal control deficiency or mismanagement in 95 percent of their audits.5 The majority of charter schools in New York are left to operate year in and year out without regulator-level audits, specifically audits that are designed to determine whether these publicly funded, privately managed schools are spending public dollars properly. Given the findings of the limited audits the State Comptroller has performed, this system of irregular regulator audits poses a serious problem. In all but three of the Comptroller audits, auditors exposed internal control deficiencies and various forms of mismanagement ranging in severity and form—from inappropriate trips to the Bahamas by charter school staff to undocumented spending of thousands of public dollars.These findings indicate that many of the unaudited charter schools likely suffer from internal control deficiencies as well. Based on conservative estimates, New York could stand to lose $54 million in charter school fraud in 2014 alone.* The vast majority of this fraud will go undetected because New York lacks the oversight necessary to detect it. In this report we identify two fundamental flaws with New York’s oversight of charter schools:
Oversight depends heavily on self-reporting by charter schools or the reports of whistleblowers. New York’s oversight agencies rely almost entirely on audits paid for by charter operators and complaints from whistleblowers. While important to uncover fraud, neither method systematically detects or effectively prevents fraud. General auditing techniques alone do not uncover fraud. The audits commissioned by the charter schools use general auditing techniques designed to expose inaccuracies or inefficiencies. Without audits specifically designed to detect and uncover fraud, however, state and local agencies will rarely detect deliberate fraud without a whistleblower.To address these serious deficiencies in New York’s system, we recommend the following reforms:
Mandate New Measures Designed to Detect and Prevent Fraud Charter school governing boards should be required to institute an internal fraud risk management program, including an annual fraud risk assessment. Charter school governing boards should be required to commission an annual audit of internal controls over financial reporting that is integrated with the audit of financial statements charter schools currently commission. Oversight agencies, including the Comptrollers’ offices for New York State and City, should conduct audits on charter schools once every five years. Oversight agencies should conduct fraud audits, prioritizing charter schools with heightened levels of fraud risk. Auditing teams should include members certified in financial forensics trained to detect fraud. Increase Transparency & Accountability Oversight agencies should create a system to categorize and rank charter audits by level of fraud risk they pose to facilitate public engagement. State and City Comptrollers should create a dedicated charter school fraud hotline for whistleblowers. Charter school governing boards should post the findings of their annual fraud risk internal assessments on their websites. Oversight agencies should determine what steps the nonprofit governing boards and executives of charter schools have taken to guard against fraud over the past 10 years and issue a report to the public detailing their findings and recommendations. Charter school authorizers should take fraud risk assessments into account when evaluating whether to renew a school’s charter. Charter school governing boards should provide parents of students enrolled in charter schools free access to all materials related to their fraud risk management program. The state should impose a moratorium on new charter schools and refrain from increasing the charter school cap until the state oversight system is adequately reformed.Given the rapid and continuing expansion of the charter school industry and the tremendous investment of public dollars, New York must act now to reform its oversight system. Without reform, the people of New York State stand to lose millions of dollars to charter school fraud, waste, and mismanagement.
Download the report here
4 days ago
4 days ago