CPD IN THE NEWS

The Times-Picayune - 05-08-2015 - Louisiana understaffs its charter schools oversight offices and, instead of proactively investigating these schools, relies on charters' own reports and whistleblowers to uncover problems, according to a report released Tuesday (May 12) by the Center for Popular Democracy and the Coalition for Community Schools. That allows theft, cheating and mismanagement to happen, such as the $26,000 stolen from Lake Area New Tech High and the years of special education violations alleged at Lagniappe Academies. 

The report also casts a skeptical eye on the veracity of the data that Louisiana uses to calculate the performance scores that keep charters open and determine their renewal terms. And it faults the state for closing struggling charters instead of intervening to improve them.

The Center for Popular Democracy's partners include the American Federation of Teachers, which has an uneasy relationship with charters, and the Annenberg Institute for School Reform, which studies charter school oversight. Kyle Serrette, the center's director of educational justice campaigns, said its parent members had children in charter and conventional public schools.

That said, one of the report's recommendations is to "impose a moratorium on new charter schools until the state oversight system is adequately reformed."

The Louisiana-based Coalition for Community Schools opposes charter schools outright and filed a civil rights complaint against the state Education Department in 2014. That complaint also included a demand to freeze chartering in New Orleans.

The two groups' report said Louisiana charters could suffer from "tens of millions of fraud in the 2013-14 school year alone," based on the methodology of the Association of Certified Fraud Examiners. In that time, employees of three New Orleans charter schools stole about $110,000, and two charter operators were accused of meddling with retirement payments.

Oversight agencies play almost no role in helping charter schools improve academic outcomes."  

"The state has invested heavily in increasing the number of charter schools while failing to create a solid regulatory framework that truly protects students, families and taxpayers," the authors write. Furthermore, "oversight agencies play almost no role in helping charter schools improve academic outcomes. ... The state has no system in place to provide a path to high-quality academics for all struggling charter schools."

Charter schools are publicly funded but run by independent non-profit boards. They control their own curriculum and hiring but must meet academic and operational standards to stay open. The state Education Department oversees most of Louisiana's 130-plus charters; local school systems oversee the rest.

Read the report

However, as of December, the Education Department's charter audit team consisted of only three people, according to a critical December report from the Louisiana legislative auditor's office. Education Superintendent John White defended his team at the time, saying they reviewed charter schools' audits, among other activities.

Tuesday's paper says that isn't enough. Not only do charters hire their own accountants to conduct annual audits, but the audits are not designed to prevent or detect fraud. Indeed, reports typically contain a disclaimer saying they are not expressing an opinion on fraud controls. The legislative auditor's office might dig deeper but rarely does so, the report states.

"The only audits Louisiana charter schools routinely undergo are the ones they pay for themselves," the authors write.

The report faults the Education Department for not spending enough time on-site at charters. Charters receive regular visits and reviews from state inspectors, and Louisiana Recovery School District officials said their own findings of wrongdoing at Lagniappe Academies in New Orleans showed that their oversight procedures worked.

The authors of Tuesday's report disagreed. The state's 2013-14 review of Lagniappe Academies gave full points for special education, the two organizations said, and it was only later that state inspectors uncovered extensive reports of violations during that time period.

"The situation at Lagniappe shows exactly the problems with the state's oversight structure for charter schools," the report says. "The state relies on a
largely self-reporting oversight structure that is easily manipulated by the schools themselves."

The authors doubt the accuracy of the test scores that are used to measure charters' academic performance, writing that the data "is vulnerable to manipulation."

Finally, the authors disagree with the state's readiness to close charters, including Lagniappe.

"Clearly there are times when problems are significant enough that a school must be closed. Yet, the current intervention (process) is designed to make school closure a normal and common part of the state's accountability system," the authors write. "The system needs to be updated to produce more stability for Louisiana children." In six years, more than 1,700 New Orleans students have seen their charter schools close, according to the report.

Louisiana's laws are "designed to set a high standard but not to help," Serrette said.

The state does at times intervene instead of closing schools, although this is not mentioned in the report. The Recovery School District has chosen successful charter operators to take over failing schools, for example, and White directed Lycée Français to find a new chief executive and assigned it a consultant team. Lycée has gone on to make a B grade, and its charter contract has been extended.

The report's recommendations include:

Require fraud audits every three years, to be conducted by the state legislative auditor's office

Train charter staff and boards on preventing fraud

Hire more staff for the legislative auditor's office and charter school oversight teams

Require "mandatory, hands-on, long-term, strategic support" for charters in trouble

Go beyond test scores when calculating school letter grades

Create local committees, including neighbors and parents, to design schools that serve the needs of a community

Coordinate social services at and around schools

Release raw testing data to the public.

Some of these issues are not unique to charters. Louisiana's conventional public schools also face pressure to keep test scores high: If they don't, they may be taken over by the state. There have been numerous examples of corruption and fraud in school boards and systems. Serrette said it was likely Louisiana's regular school systems needed stronger oversight as well.

Source: Nola.com

 

Bearing a large banner reading “Harvard Divest from Baupost,” hundreds of activists marched at Harvard Yard on Wednesday. Members of the Harvard Student Labor Action Movement participated in the protest, along with union groups, community organizers affiliated with the Center for Popular Democracy, and anti-hedge fund activists with the coalition Hedge Clippers.

Read the full article here.

Federal Reserve Bank of Richmond President Jeffrey Lacker plans to retire Oct. 1, marking the exit of one of the U.S. central bank’s most steadfast inflation fighters at a time when the Fed is weighing how quickly to raise interest rates.

The Richmond Fed said Tuesday that a committee had been formed to find a successor for Lacker, who has led the regional Fed bank since 2004, and has engaged professional services firm Heidrick & Struggles to conduct the search. The head of the Richmond Fed will be a voting member of the policy-setting Federal Open Market Committee in 2018.

Lacker, 61, was a voice of restraint in the use of monetary policy and the central bank’s balance sheet as the Fed deployed extraordinary powers to combat the financial crisis, the worst recession since the Great Depression as well as a sluggish recovery.

“He was consistent in terms of wanting a narrow Fed that stuck to the business of ensuring price stability because that would be the Fed’s best contribution to society,” said Vincent Reinhart, chief economist at Standish Mellon Asset Management Co. LLC in Boston. “Jeff Lacker kept the faith.”

Lacker dissented frequently in favor of tighter policy when he was a voter on the FOMC, including at every meeting in 2012. During the financial crisis he warned about channeling credit to specific sectors of the economy, inflation risks and government rescues of troubled banks.

Core Doctrines

One of Lacker’s core doctrines was that an expansion of Fed credit to other sectors of the economy would create expectations of further support and thus further destabilize markets in the future as investors tested the perceived safety net.

“The striking feature of central bank lending during the recent turmoil is the extent to which it has extended well beyond the boundaries that previously were understood to constrain such lending,” Lacker said in a speech in November 2008.

Lacker wasn’t alone in those views. Former Fed Chairman Paul Volcker said the bailouts had taken the central bank to “the very edge of its lawful and implied powers, transcending in the process certain long-embedded central banking principles and practices.”

Arguing for constraint when the entire financial system was at risk seemed overly cautious to some of his colleagues. Former Chairman Ben S. Bernanke noted that Lacker opposed a crisis-era innovation called the Term Securities Lending Facility, where the Fed loaned out its Treasury portfolio to primary dealers in exchange for mortgage-backed securities as collateral.

“Jeff Lacker spoke against the TSLF,” Bernanke wrote in his book, “The Courage to Act.”

Lacker will depart three years ahead of his mandatory retirement age of 65. He hasn’t lined up another job, according to Richmond Fed spokeswoman Laura Fortunato. “He does want to get back to writing and research,” she said.

The search for his successor, which gets under way as the Atlanta Fed is undertaking its own campaign to replace its president Dennis Lockhart, who retires Feb. 28, will be conducted nationally to “identify a broad, diverse and highly qualified candidate pool for this leadership role,” the Richmond Fed said in a statement on its website.

The Fed is under pressure to increase diversity among its leaders after criticism that it is dominated by white men. Janet Yellen, the first woman to chair the central bank, has said she’d like to see more diversity, though the Richmond Fed’s own board of directors will make the ultimate selection.

Jordan Haedtler, campaign manager for the Fed Up coalition, which has called for a more diverse leadership that includes more minorities and women, said the group will push for “a publicly inclusive and transparent process with the consideration of diverse candidates who will consider labor market conditions for all workers in weighing their decisions.”

Haedtler said Lacker was “always gracious” and toured low-income communities in Charlotte, North Carolina, with one of their member groups.

Given the Richmond Fed’s tradition of standing firm on price stability, “my guess is that the Richmond Fed will find a hawk,” said Mark Vitner, a senior economist at Wells Fargo Securities LLC in Charlotte. “Part of this reflects the sentiment of businesses, residents and bankers located in this part of the country, who tend to take a more cautious view on what monetary policy can and cannot do,” he said.

Atlanta’s Vacancy

Lacker admitted in speeches that his forecasts for the recovery were at times too optimistic. His warnings about inflation were defused as shocks hit the economy. When the Fed decided to go forward with a second round of quantitative easing in November 2010, Lacker raised concerns that it could make it hard to restrain inflation.

“This poses unacceptable risks to price stability and to our credibility,” he said, according to the meeting transcript. “I fear today’s decision and the expectations it encourages will come back to haunt us.”

The Fed’s preferred inflation measure, the personal consumption expenditures price index, did rise above its 2 percent target in 2011 and for part of 2012. It then fell below 2 percent in May that year and has never risen above that level since, partly due to a tumble in oil prices that began in 2014.

By Craig Torres

Source

Adam Galatioto’s loyalty to diesel Volkswagens predates his ability to drive.

The 29-year-old’s parents first bought a Jetta TDI in 1998, and he drove the little sedan through high school, college, and a master’s program before selling it in 2013. Mr. Galatioto and his girlfriend now share a 2011 Jetta TDI SportWagen, which he helped encourage her to buy.

“They get really good mileage,” he says. “Mine got 50 m.p.g. on the highway. By proxy that means you are being environmentally friendly.”

He’s not alone. Volkswagen has long enjoyed a reputation for reliable engineering, cheerful affordability, and, largely thanks to its efforts in clean diesel, sustainability. In Consumer Reports’ 2014 survey on how people perceive leading car brands, the German automaker was singled out (alongside Tesla) for its fuel efficiency.

That made recent revelations that VW had duped environmental regulators for years, installing software on 11 million diesel vehicles worldwide allowing them to run cleaner during emissions tests than they did on the road, all the more unnerving.

“I don’t generally trust corporations on what they say, and this was so intentionally devious it just lumps them in with any other car company for me,” Galatioto says.

This is a worst-nightmare scenario for companies trying to attract customers that increasingly want to make not just quality or affordable purchases, but ethical ones. It’s an impulse nearly every consumer industry is racing to capitalize on, from restaurant chains shifting to cage-free eggs and fair-trade coffee to retailers pledging to raise wages and give workers more predictable scheduling.

But with such promises being made left and right, and especially in the wake of Volkswagen’s fall, conscientious consumers may be wondering: Can any of them really be trusted?

Not always, clearly, but there is some comfort to be had on that front. Brands that fail to deliver risk even greater financial and reputational fallout than ever before (Volkswagen lost a third of its stock value when the scandal broke, and it faces billions in future losses from EPA fines, repairs, and lost sales). Combined with effective third-party oversight, it’s a powerful motivator for companies on the whole to behave better, experts say.

Consumers, particularly younger ones, are armed with easier access to information about what they buy than previous generations, and it’s affecting their choices. Millennials (adults ages 21 to 34) are more than twice as likely as their Gen-X and baby boomer counterparts to be willing to pay extra for products and services billed as environmentally and socially sustainable, according to a 2014 Nielsen survey. They are equally more prone to check product labels for signs of sustainable and ethical production.

“There’s an increased attention to more intangible characteristics of a product,” says Dutch Leonard, a professor who teaches corporate responsibility and risk management at Harvard Business School. “When I buy a shirt, it has a particular color, it’s soft, or wrinkle-free. But now people are also paying attention to where it was made, if the workers are being exploited, and if the company is environmentally conscious or not.”

This makes responsible changes effective marketing tools, which can create domino effects as companies try to keep up with and outdo standards in their particular industries. When Wal-Mart, the biggest retailer in the world, raised its minimum pay rate at the beginning of this year, competitors such as Target and Kohl’s quickly followed suit. The success of Chipotle, which has a carefully detailed food-sourcing policy, has been followed by major supply chain overhauls for McDonald’s, General Mills, and other giants of the corporate food world.

 “Customers want 'food with integrity,' ” Warren Solochek, a restaurant-industry analyst with NPD Group, a market-research firm, told the Monitor in May. “[Companies] that choose locally sourced, fresh ingredients can put that on their website and know that people are looking at it.” 

But especially for major corporations, “when you say you are doing things, you will attract attention from outside business groups," Professor Leonard says. "You can bet some NGO [nongovernmental organization] is going to try and figure out if that’s true or not.”

Indeed, Volkswagen isn’t the first brand to have its positive positioning face pushback, especially as global companies work to strike an operational balance between ethics and profitability. Wal-Mart’s wage hikes were followed by cutbacks in worker hours when the retailer’s earnings suffered, a move that led labor advocacy groups to call the earlier wage hikes “a publicity stunt.” Earlier this week, the Center for Popular Democracyreleased a report showing that Starbucks has so far failed to live up to a much-publicized vow from a year ago to give workers more consistent schedules.

While Volkswagen eluded the Environmental Protection Agency, it was eventually found out by the International Council on Clean Transportation, an independent nonprofit aided by researchers at West Virginia University.

In addition to catching such discrepancies, watchdog groups can be helpful in weeding out credible claims of positive change from the less so. In the mid-2000s, the Unions of Concerned Scientists’ annual environmental consumer guide largely dispelled the idea that washable cloth diapers are significantly better for the environment than disposable ones.

Furthermore, some major corporations and industry groups have partnerships with independent, NGO-like organizations to set ethical industry standards and submit to outside monitoring. Unilever, for example, teamed up with the the World Wide Fund for Nature (WWF) in the 1990s to create the Marine Stewardship Council, a certification program for sustainable fisheries. In 2008, Starbucks embarked on a decade-long project with Conservation International to improve the sustainability of its coffee supply around the world. Home Depot sells lumber certified by an outside organization.

Such collaborations may not catch everything, Leonard says, but they are effective because they are “constructed in such a way that the [certification groups] are not beholden to an industry. We may not be able to get full agreement on the standards, but we might make real progress by creating safe harbors through development of standards that are negotiated in advance.”

Source: The Christian Science Monitor