A conversation about meaningful accountability, funding and the future of educational opportunity in Milwaukee
The Milwaukee Parental Choice Program was created in 1990 through an unlikely partnership between State Rep. Polly Williams, a working-class Democrat, and Republican Gov. Tommy Thompson. Their shared vision to expand educational opportunity for Milwaukee families laid the foundation for Wisconsin’s school choice movement. Since then, the success of Wisconsin’s school choice programs has transformed the state’s educational infrastructure, raising important questions about how schools should be funded and how they should be held accountable for the education they provide. Yet even as choice programs have grown, questions persist: do choice schools primarily serve the wealthy, draining funding from public schools? Do they operate without accountability? How do you measure success given the wide variation in the student populations schools serve? How do you create a funding formula that is equitable for both public and private schools? And how do you motivate legislators to address one of the most complex education policy issues facing the state? The Milwaukee Business Journal recently talked with Rich Mannisto, Ed.D., president of Messmer High School; Henry Tyson, superintendent of St. Marcus Lutheran School; and Colleston Morgan Jr., executive director of City Forward Collective (CFC); to get their perspectives on the changes needed to create a funding and accountability infrastructure that better reflects today’s educational ecosystem.
MODERATOR: Wisconsin spends $14 billion a year on K-12 education, but is it being spent appropriately? There are financial accountability systems in place, but are they enough? What does meaningful accountability look like and who should it apply to?
RICH MANNISTO: Meaningful accountability measures a school’s ability to graduate eighth grade students and to launch high school students into successful careers. It is more than just making sure school finances are spent properly. It is really looking at test scores and other performance measures and then having processes in place to help an underperforming school move forward or suffer the consequences.
HENRY TYSON: It’s really quite simple. Rigorous financial accountability systems are in place and they are working effectively – apparently far better than in the public schools. However, more is needed in terms of performance accountability. No schools of any type that significantly underperform over multiple years should continue to receive public dollars. The accountability process should include withholding public dollars until the school can perform at an acceptable level. However, it can get a bit complicated because some schools, particularly high schools, serve a very specific demographic that is just not going to test well. Their models are designed to meet the realistic needs of those students and cannot be measured by a simple standardized test. Accountability is also contingent on appropriate funding. You can’t hold schools to the same standard when you don’t fund them equitably. We get very good results at St. Marcus but that’s in large part because we fund raise $3,000 for every single child that attends our school. That amounts to more than $4 million per year. If we did not raise that money, we would no longer be a high-performing school. Funding has to be addressed before we can get serious about accountability.
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