Saturday, January 24, 2015

An ‘anything goes’ approach to charter schools by Wendy Lecker

Editors Note:  Less than twelve hours after Governor Dannel Malloy took the podium to declare victory in November, Malloy’s political appointees on the Connecticut State Board of Education – including the appointee representing the American Federation of Teachers Connecticut Chapter – voted to request funding to open eight more charter schools in Connecticut.  The vote was unanimous, with absolutely no discussion of how to make existing charter schools accountable for their activities or the fact that Connecticut’s public schools are underfunded and additional funding will not be forthcoming anytime soon since Malloy’s fiscal strategies have left the state facing a large budget deficit this year and a massive $1.4 billion budget shortfall next year.
One aspect of the Common Core regime imposed on Connecticut schools by our political leaders is an emphasis, some say over-emphasis, on informational texts, based on the claim that reading more non-fiction will somehow make students "college and career ready." While our leaders force children to read more non-fiction, it appears that they are the ones with trouble facing facts.
Earlier this month, the Connecticut Department of Education quietly distributed a scathing investigative report on the Jumoke/FUSE charter chain, conducted by a law firm the department retained. The report reads like a manual on how to break every rule of running a non-profit organization.
The investigators found that although FUSE and Jumoke were supposed to be two separate, tax-exempt organizations, both were run byMichael Sharpe alone. FUSE, formed in 2012, never held board of directors' meetings until after the public revelations in the spring of 2014 of Michael Sharpe's felony record for embezzlement and falsification of his academic credentials. FUSE entered into contracts with the state to run two public schools without approval by its board. In fact, it is unclear that FUSE even had a board of directors then. Jumoke, too, played fast and loose with board meetings. Jumoke's board gave Sharpe "unfettered control" over every aspect of the organization. Even after he left Jumoke for FUSE, Sharpe still ran Jumoke, leaving day-to-day operations to his nephew, an intern there.
Hiring and background checks were in Sharpe's sole discretion. He placed ex-convicts in the two public schools run by Jumoke, Hartford's Milner and Bridgeport's Dunbar. Dunbar's principal, brought in by Sharpe, was recently arraigned on charges of stealing more than $10,000 from the school.
Nepotism was "rampant." Sharpe's mother founded Jumoke. Sharpe moved from paraprofessional to CEO in 2003, with no additional training. His unqualified daughter and nephew were hired, as well as his sister.

The investigation found extreme comingling of funds and of financial and accounting activities, noting that it "would be difficult to construct a less appropriate financial arrangement between two supposedly separate organizations."

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