Converting Failing Schools into Public Charters-Like Lipstick on a Pig?

Since 2005, Baltimore City has opened up 27 charter schools, some brand-new charters while others were former low-performing public schools. Recently, a heated debate at a city school board meeting arose over the potential closing of Dr. Rayner Browne Academy for poor performance, a first for a charter in Baltimore City (See article). Complete with a student chorus to add a much more personal appeal, the 7 out of 9-person school board voted 4 to revoke the school’s charter and 3 against. Without a majority, the board is reconvening to vote on March 9^th with all 9 members present in what will certainly be a night of high emotion.

One of the article’s comments refers to the national struggle in how charters are created in order to ensure the best possible success. Often, many charters prefer to create a completely new school with a totally new identity complete with hand-picked staff and administrators, mostly new students, and when possible, a glitzy new location. However, due to budget limitations, community advocates, and concerns of current school parents, staff, students, and other stakeholders, most charters- especially in Baltimore City- are challenged with trying to transform a chaotic and low-performing school over a summer. Sometimes new paint, emphatically positive slogans, a new principal (occasionally shuffled in from another failing school), and promises of a better learning environment do little to improve the school. Like President Obama commented during his 2008 campaign, “you can put lipstick on a pig, but it’s still a pig.” One non-profit, Baltimore Curriculum Project, takes on the challenge of converting once failing public schools into (hopefully) high performing public charters- Dr. Rayner Browne Academy is one for their five charters. With Browne on the brink of possible closure, two other BCP charters, Collington Square and City Springs, were only recommended for two-year charter extensions with CEO Alonso citing insufficient student progress as a main reason. On a more positive note, Wolfe Street Academy was recommended a five-year extension, joining the ranks of three other city charters.

So the question remains, is Baltimore City doing what is necessary to help ensure that its 27 charters and counting have the support and infrastructure to succeed, especially now given the planned closing of several public schools at the end of this year? Are the charters too fragmented and does the City need to better incorporate larger charter networks like Achievement First and KIPP with more national notoriety? Does the City need to reconsider allowing failing schools to become charters as a last-minute lease? What about when charters- like incumbent congressmen and their constant re-election campaigns-have to focus on structuring their charter renewals applications every few years rather than focusing on the critical issues of their constituents-the school community?