Principles for a mayoral-controlled school system

By Keiffer J. Mitchell Jr.

September 8, 2008

The city-state schools partnership that was created in 1997 came with much fanfare about increased funding, increased accountability and rising test scores. Indeed, there has been increased funding and a moderate rise in test scores. However, the biggest frustration to the partnership is accountability.

Mayor Sheila Dixon has floated the idea of calling for mayoral control of the Baltimore schools. This is long overdue; I advocated for such a change in a Sun op-ed more than a year ago. However, if Mayor Dixon is serious, before she calls for commissions, task forces or study groups, she must be committed to certain principles in order to gain the support of lawmakers, parents, teachers, businesses and citizens. Those principles are safety, integrity and fortitude.

Safety in our schools is an essential element in restoring local control. The recent beating of a city schoolteacher - and the hundreds of violent acts not reported - underscore the urgent need to make schools safe. The mayor must convey a sense of urgency. She has at her disposal the resources of the Police Department, recreation and parks, and other city agencies that promote safety. Under mayoral control, the mayor must be willing to demonstrate that disruptive and violent children who repeatedly upset the learning process will be held accountable. They will be removed from the school and provided the necessary resources for alternative learning.

Then there's the issue of integrity. Under mayoral control, the mayor must demonstrate an open and transparent school system in order to restore integrity. City schools CEO Andres Alonso has begun the process. However, as recent history shows, much more needs to be done, and the office of mayor is the right resource. In 2004, the city school system faced its greatest crisis under the partnership with a $58 million deficit. There was plenty of finger-pointing, but to this day, no one can explain how and why such a large deficit went unchecked. In 2006, 10 city schools were identified as low performing and slated for state intervention. Because of election-year politics, the schools remained under the city's control with promises of reform, yet no plan was put forth. Conducting efficiency audits, making education spending easy to understand and following through on meaningful reform with parental involvement will help restore integrity in the system.

Finally, perhaps the greatest asset that a mayor or any leader can demonstrate is fortitude. Under mayoral control, the mayor's fortitude will be tested every day. New York Mayor Michael R. Bloomberg, Chicago Mayor Richard M. Daly and Washington Mayor Adrian M. Fenty have demonstrated the fortitude it takes for a mayor to control the school system. They have endured political threats, second-guessing and personal attacks from those whose toes have been stepped on as they seek to be held accountable for the direction of their school systems. They have become models of how to effectively manage under mayoral control of schools.

Here in Baltimore, the mayor would have to bring stakeholders to the table to seek input on how best to improve the system under mayoral control. However, the mayor would have to avoid becoming bogged down in trying to reach a consensus from all stakeholders and thus wasting valuable time. The mayor would need to act in a decisive manner, expecting political fallout.

Guided by the principles of safety, integrity and fortitude, the mayor will be able to clearly articulate the vision of a mayoral-controlled school system and lead with confidence under the new structure.