Campaign News

Today, a judge in San Antonio will be hearing opening arguments on a lawsuit against Senate Bill 4, a law passed in Texas last month that is the single biggest attack on immigrants this country has seen in decades. SB 4 commands police to search the papers of anyone who looks like an immigrant and levels hefty fines and even jail time for law enforcement officers who resist. Under SB 4, even campus police will have the power to do random searches, transforming college campuses, traditionally a site of sanctuary, into a source of terror.

Read the full article here.

Executive Summary

In the ten years since Hurricane Katrina, post-storm changes to the state’s charter school law have dramatically grown the number of charter schools in the state. Since 2005, charter school enrollment in the state has grown 1,188 percent. Through this growth, the Louisiana Department of Education’s Recovery School District—created to facilitate state takeover of struggling schools—has become the first charter-only school district in the country, with other states lining up to copy its model. Louisiana taxpayers have invested heavily, paying billions of dollars to charters and state takeover schools since the storm, including over $831 million in the 2014/2015 school year alone.

The rapid growth and massive investment in charter schools has been accompanied by a dramatic underinvestment in oversight, leaving Louisiana’s students, parents, teachers and taxpayers at risk of academic failures and financial fraud. The state’s failure to create an effective financial oversight system is obvious, as Louisiana charter schools have experienced millions in known losses from fraud and financial mismanagement so far, which is likely just the tip of the iceberg. According to standard forensic auditing methodologies, the deficiencies in charter oversight throughout Louisiana suggest tens of millions of dollars in undiscovered losses for the 2013-14 school year alone.

Download the full report here.

In this report, we identify three fundamental flaws with Louisiana’s financial oversight of charter schools:

Oversight depends too heavily on self-reporting by charter schools or the reports of whistleblowers. Louisiana’s oversight agencies rely almost entirely on audits paid for by the charters themselves and whistleblowers. While important to uncover fraud, neither method systematically detects or effectively prevents fraud. The general auditing techniques used in charter school reports do not uncover fraud on their own. 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. Inadequate staffing prevents the thorough detection and elimination fraud. Louisiana inadequately staffs its charter-school oversight agencies. In order to carry out high-quality audits of any type, auditors need enough time. With too few qualified people on staff—and too little training for existing staff—agencies are unable to uncover clues that might lead to fuller investigations and the discovery of fraud.

As the state has insufficiently resourced financial oversight, it has failed to create a structure that provides struggling schools and their students with a pathway to academic success. While underinvesting in the dissemination and implementation of successful strategies to lift academically struggling schools up, state lawmakers have continued to invest in both charter expansion and conversions of public schools to charters. Coupled with an unwillingness to help failing schools succeed, the rapid growth of charters has failed Louisiana children, families and taxpayers. Since 2005, approximately $700 million in public tax dollars have been spent on charter schools that currently have not achieved a C or better on the state’s grading system.

In this report we identify two fundamental flaws with Louisiana’s academic oversight of charter schools:

Underinvestment in systems that help struggling schools succeed. Lawmakers and regulators have invested in systems that set high standards and then close schools that fail to meet them, rather than helping them improve to meet the standards. This investment in a severe accountability system does not support schools achieve academic success. Heavy reliance on data that is vulnerable to manipulation. The state’s academic oversight system relies largely on sets of data that can be manipulated by regulators, authorizers, or the charters themselves. Without reliable data, schools, parents and the public have no way to accurately gauge academic quality at their schools.

To address these serious deficiencies in Louisiana’s system, we recommend the following:

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. The Louisiana Legislative Auditor should conduct regular 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 Financial 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. Center for Popular Democracy & Coalition for Community Schools 3 The Louisiana Legislative Auditor 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 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 until the state oversight system is adequately reformed.

Redesign the System to Support Struggling Schools

Under the current system, when regulators find that a school is not performing well, they put the school on the “Intervention Ladder”. The Intervention Ladder should be replaced with mandatory hands-on long-term strategic support from the state and stakeholders. Lawmakers should invest additional resources to ensure that regulators have enough staff with the appropriate expertise to meet the significant turnaround needs in the state.

Redesign the Data Collection System

Lawmakers should mandate that underlying data comparators remain consistent from year-to-year to allow oversight officials and the public to accurately compare school performance. In cases where changes to underlying data are unavoidable, data should be presented using both old and new cut-scores for a period of three years. The state should invest in ongoing test erasure analysis. Regulators should implement a process to ensure that the school reported data used to calculate the School Performance Score (SPS) is reliable by conducting regular audits of school-reported data. The state and authorizers must make funding for regular data audits a priority. The Louisiana Legislative Audit should include a review of the LDOE’s data auditing in its regular audits of the agency. Finally, the legislature should mandate that all of the data used to calculate School Performance Scores be made available to the public, in its raw form.

Given the rapid and continuing expansion of state school takeovers and the charter school industry in the state through the investment of public dollars, Louisiana must act now to reform its oversight system. Without reform, Louisianans face many more years of failing schools and millions—if not billions—of dollars more lost to charter school fraud and financial mismanagement.

Download the full report here.

 

Hundreds of activists, community organizers and progressive elected officials from around the country are meeting in Pittsburgh this weekend.

The two conventions, aimed at social and economic progress, will take on new perspectives in the wake of the police shooting deaths of two black men in Minnesota and Louisiana.

Pittsburgh Bureau of Police officials also said Friday that officers will have a heightened awareness of safety in the wake of Thursday night's shooting in Dallas, Texas that killed five police officers and injured seven more.

The Center for Popular Democracy, a national nonprofit that fights for racial equality, worker and immigrant rights, is hosting its first People’s Convention. It’s taking place in Pittsburgh, partly because of the city’s labor roots, location and number of organizations willing to partner, organizers said.

The CPD’s Co-Executive Director Andrew Friedman said attendees are on the front lines of groups demanding higher wages, affordable housing and racial equality. The goal is to build a community of action and share best practices for inciting change.

“I think there’s a huge value in folks realizing they’re not fighting alone,” Friedman said, “and learning about other campaigns in other parts of the country, and sharing strategies that are proving effective.”

Friedman said the Convention will focus on new conversations in light of the deaths of Philando Castile and Alton Sterling, two black men shot by police this week.

“I think it’s going to have a huge influence, I think folks are coming to the convention with broken hearts and in very low spirits,” Friedman said. “I think folks are in mourning and in shock frankly from these two very painful videos that have surfaced.”

Across the street from the People’s Convention, the annual Local Progress Convening, a gathering of 100 elected officials from across the country, is also taking place this weekend. The convening is another event headed by the CPD, hosted by Pittsburgh Mayor Bill Peduto and though separate from the People’s Convention, will have some coinciding events.

“In order to get any change accomplished, you need allies on the inside that are willing and able to move the levers of governmental power,” said Convening Co-Director Ady Barkan. “And you need advocates and community members and organized institutions on the outside pushing for those changes.”

Barkan said representatives from each gathering will speak at one another’s conventions. 

Friedman said gun violence and opportunities for the African American community will now have a larger focus on the conference’s agenda. He said attendees include activists who focus on ending police violence in Minneapolis – the site of one of the recent shootings.

One of the conference’s events is a march through Pittsburgh protesting inequality in immigration policies, environmental care and workers’ wages.

Organizers said another stop at the courthouse has been added to the march to honor Black Lives Matter and discuss the week’s news.

By VIRGINIA ALVINO

Source

New York Times - July 18, 2014, By Steven Greenhouse - A worker at an apparel store at Woodbury Common, an outlet mall north of New York City, said that even though some part-time employees clamored for more hours, the store had hired more part-timers and cut many workers’ hours to 10 a week from 20.

As soon as a nurse in Illinois arrived for her scheduled 3-to-11 p.m. shift one Christmas Day, hospital officials told her to go home because the patient “census” was low. They also ordered her to remain on call for the next four hours — all unpaid.

An employee at a specialty store in California said his 25-hour-a-week job with wildly fluctuating hours wasn’t enough to live on. But when he asked the store to schedule him between 9 a.m. and 2 p.m. so he could find a second job, the store cut him to 12 hours a week.

These are among the experiences related by New York Times readers in more than 440 responses to an article published in Wednesday’s paper about a fledgling movement in which some states and cities are seeking to limit the harshest effects of increasingly unpredictable and on-call work schedules. Many readers voiced dismay with the volatility of Americans’ work schedules and the inability of many part-timers to cobble together enough hours to support their families.

In a comment that was the most highly recommended by others — 307 of them — a reader going by “pedigrees” wrote that workers were often reviled for not working hard enough or not being educated enough. “How can they work more jobs or commit to a degree program if they don’t know what their work schedule will be next week, much less next month?” the reader wrote. “It’s long past time for some certainty for workers. They drive the economy.”

Some readers were shocked by the story of Mary Coleman, who, after an hourlong bus commute, arrived for her scheduled shift at a Popeyes in Milwaukee only to be told to go home without clocking in because the store already had enough employees working. She wasn’t paid for the day.

“What happened to Ms. Coleman should be criminal,” wrote “JenD” of New Jersey in the second-most-recommended comment. “These types of stories sound like they were written by Charles Dickens in the mid-19th century.”

A reader from South Dakota, “JDT,” wrote that he was baffled as to why so many employers created turmoil for their workers by assigning them a different schedule every week, making it hard to juggle their jobs with child care or college.

“As a small-business owner for over 30 years, I have always been able to provide my part-time employees with a firm, steady and predictable schedule,” JDT wrote. “My employees are a vital and important asset. I treat them right, and they do their best for me. It’s so easy ... Why can’t big business run by M.B.A.s and highly compensated executives figure that out?”

JDT, whose name is Jim D. Taylor, runs a combined law and real estate firm in Mitchell, S.D. In a follow-up interview, he said: “In a small business, if you’ve scheduled someone to work, there should always be enough to do — you don’t send them home. I don’t know why big business is any different.”

“Why is it so hard to schedule someone for regular shifts?” Mr. Taylor asked.

A reader calling himself “Polish Ladies Cleaning Service” wrote that in the housecleaning business, it was “a particularly devilish problem” to maintain predictable schedules for employees. “If a client cancels and there’s no work, there’s no work,” he wrote. “We try to let everyone know ASAP, of course, but there are times when clients do cancel literally at the very last minute!”

In a follow-up interview, David Chou, the spokesman for Polish Ladies Cleaning Service, a company based in Brooklyn, told of a woman with a $19,000-a-month apartment who failed to confirm a housecleaning appointment scheduled for that day. So the company had to tell the scheduled housekeeper she was not needed that morning.

“We try to reschedule the ladies with other clients if that’s possible, but probably about half the times that’s not possible,” Mr. Chou said.

“Mary,” a reader from Atlanta, said it was understandable why so many employers relied on part-time workers. “We do still have issues with supply and demand that make it difficult for some businesses to hire full time (e.g., retail brick-and-mortar stores struggling with seasonal slowdowns and competition from Internet stores),” she wrote.

“How is it so many, and Obama, believe that workers have the right to tell their employer what hours they will work?” she added. “I’m thinking many here need to go to Europe or some other country. See how that works for you. Our government has no right to dictate, only to protect workers from abuse, and part-time is not abuse.”

One reader, a sales employee at an Apple store, complained in a letter that her work schedule varied every week, although she praised Apple’s medical, dental and vision benefits, even for part-timers. In a follow-up interview she said she was essentially required to be available anytime from 7 a.m. to 10 p.m. six days a week — she has designated Wednesday as her day off.

“Having to give them that much availability, it means you’re at their mercy,” she said, noting that her husband works Monday through Friday. “You don’t know until the schedule comes out what your life will look like.”

Courtney Moore, a cashier at a Walmart in Cincinnati, said in an interview that she had been assigned about 40 hours a week until she told store management in June that she would begin taking college classes most mornings and some afternoons. She said she asked her manager to put her on the late shift, but to her dismay, the store reduced her to 15 hours a week.

“They said they need someone they could call whenever they need help — and they said I’m not that person,” Ms. Moore said. She said she would prefer being a dedicated full-time employee at Walmart but had to take a second job at McDonald’s instead.

A middle-aged New Yorker who lost his teaching job of two decades because of a budget squeeze in his school district said he had applied for retail jobs and was shocked by what he found.

“You had to be available every minute of every day, knowing you would be scheduled for no more than 29 hours per week and knowing there would be no normalcy to your schedule,” he wrote. “I told the person I would like to be scheduled for the same days every week so I could try to get another job to try to make ends meet. She immediately said, ‘Well, that will end our conversation right here. You have to be available every day for us.’

“I asked, ‘Even though I’m trying to get another job?’ ‘Yes.’ Then she just stared at me and asked me to leave. What kind of company does this? What kind of company will not even let you get another job?”

Source