Category — Wasted

Have you ever noticed how much PPS spends on legal costs?

The district has a general counsel, HR counsel, SPED counsel AND contracts out for legal services.

Monday’s board book shows a $700,00 amendment to the Miller Nash LLP contract bringing the total contract to $1,900,000 annually.

PPS has historically contracted legal services out to a few firms with Miller Nash being just one of them.

Wouldn’t it make more sense to invest in prevention of legal action?

I’ll give them free legal advice…quit f—ing people over.

Given the ongoing changes to PPS use of proposed bond funds, I wanted to refresh voter memory about the district’s historical use of construction funds. 

Beginning on page 206, this KPMG audit covers the district’s management (or mismanagement) of the 1995 bond project. 

Notice the section on page 231 where KPMG discusses the diversion of funds from North Portland schools to the central office.  That’s where I believe PPS will once again be taking the money from to cover the addition of a west side school expansion and a $5 million contribution to the city.

PPS has always been just a step behind Seattle.  The Seattle school board is holding a public hearing  tonight on whether to fire their superintendent but they’ve waited until after school closures (followed by costly and rushed re-openings), boundary changes and construction bonds were passed and wasted.  

We’ve seen changes slipped into the proposed PPS bond already with the last minute addition of the expansion of a west side school and $5 million being diverted to the city.  Imagine how the proposed bond projects could change if the bond passes. 

But then PPS could always fire the superintendent later.

How can PPS start with a $548 million bond plan then add a major expansion of a west side school and give the city $5 million for transportation and infrastructure without increasing the cost of the bond?

Willamette Week reports that PPS has hired a SECOND lobbyist to help out the first.　 Their combined annual salaries are in the neighborhood of $150,000.　 A pittance in comparison to the overall   PPS budget, to be sure, but still enough to hire at least　2 teachers for a year.　 Justin Martin, who has worked for PPS since 2005, says he is “proud of his record” as a PPS lobbyist.　 However proud he may be, what have the taxpayers received in return for what we have paid him?　 School funding has been consistently unstable since the early ’90′s.　 The past two years have seen major cutbacks to teaching programs.　 I would rather see that $150,000　invested in　teachers (and, by extension, students) than thrown into a black hole in Salem.　

It wouldn’t surprise me if there were other, similar, small-but-wasteful expenditures in the PPS budget.　 Maybe even enough to add up to some real money.

In 1995 Superintendent Jack Bierwirth wrote the explanatory statement for the bond measure that was on the ballot.  Here’s what he promised:

• Improved classroom technology – To compete and succeed in the new global economy, today’s students (the workers and the citizens of tomorrow) must understand and know how to use modern computers and advanced technology.  The Portland School Bond Measure will provide $44 million to ensure direct computer access to every student in every school.  It will furnish four to six new, high quality computers in every classroom.  It will create new educational computing networks linking students, classrooms and schools.  And it will give up-to-date technology training to both students and teachers. 
• Increased Neighborhood School Safety – Students, teachers, parents and other neighbors who use our school deserve safe classrooms, playgrounds and facilities.  The Portland School Bond Meeasure will provide $69 million for school safety and code compliance.  Seismic strengthening will make schools much safer in the event of an earthquake.  Improved fire protection and emergency lighting will also enhance school safety.  In addition, safety funding will help schools comply with indoor air quality standards and the Americans with Disabilities Act. 
• Necessary Long Term Maintenance – The Portland School Bond Measure will protect our existing billion-dollar investment in our schools, with $61 million in major maintenance, and $22 million for building improvements, equipment and emergency repairs.  Schools across Portland will benefit from major repairs to boilers, plumbing, windows, roofs, floors and electrical systems.  In addition, smaller maintenance and repair projects in each school will further enhance classroom learning and protect our public school investment. 

Superintendent Smith promises:

• All 85 schools will receive one-time student safety, security and building system updates, such as: replacing roofs, updating boilers, improving accessibility for disabled students and adults, and increasing student safety and security by installing new fire alarm systems, making seismic upgrades and providing secure access at entryways.
• All schools will receive updates to classroom learning environments and updated teaching technology. Every K-8 and middle school (37 schools) will have an upgraded science lab, and 33 elementary and K-8 schools will have covered playground areas for outdoor physical education and recreational use. Six high schools not being rebuilt will have classroom updates to support rigorous teaching and learning, and will receive updates to their sites, such as landscaping, seed money for field upgrades, lighting, signage, walkways and renovated entrances.
• Schools across the city with high-priority needs — out-dated educational environments and safety and structural concerns – will be rebuilt. Three high schools and five elementary and K-8 schools will be rebuilt and modernized, so PPS students have the same technology, equipment and up-to-date learning environments as students in neighboring school districts with newer buildings. The schools are Cleveland, Jefferson and Roosevelt high schools, and Faubion, Laurelhurst, Markham, Marysville and Rigler elementary and K-8 schools. In addition, Lincoln will undergo comprehensive planning and design to prepare it for rebuilding in the next voter-approved bond.

So what was the result of the 1995 bond measure?  I don’t think I could articulate it as clearly as PPS own auditor (KPMG).  Here are some highlights:

• One of the areas of consideration per PMI standards is that of quality management.  Quality control is presently left to the contractor that provides the construction services.
• Cost management at PPS is difficult since there is no standard methodology in place.  The Master Program Budget establishes a budgetary baseline, however, the accounting of actual expenditures to budget is not clear. 
• Master Program Budget does not have a corresponding document for actual expenses.
• Without a comprehensive Program Oversight function, it appears that decisions have been made unilaterally with respect to the scope of projects under the Program.   Decisions regarding whether or which projects will be deferred from the original bond program authorization are made without Board or executive level approval….One such decision was the increase of funds to upgrade the BESC.  In the 9/17/1996 Master Program Budget, $2,167,607 was allocated for BESC improvements to be performed by PPS personnel.  Conversely, in the June 26, 1998 Master Program Budget, $5945,645 was allocated for BESC improvements, and only $163,233 to be performed by PPS personnel.
• Bond estimates need to be updated.  The original budget, established in connection with the bond issuance included a number of assumptions and estimates pertaining to the level and scope of work that would be accomplished.  In many cases, the original estimates were based on a comprehensive assessment performed on schools approximately 5 years earlier.
• The CM/GC method of construction management is not unique.  It is a method that is frequently used on large construction projects.  Of concern is not that the CM/GC methodology is incorrect for this program, rather it is a concern that more than one methodology is in place to manage and control the entire program.  Work managed under Heery International is conducted one way and work conducted under A.P.E. is conducted another.  The methods are not compatible. 
• The schedule narrative lacks detail.  The information provided is mostly general in nature and does not address specific issues. 
• Section 4: Budget and expenditures – The last sentence indicates the budget for the 42 schools contained in the three-team scope of work.  This leaves the other 69 facilities, which are part of PPS’ responsibility, unaccounted for in this section.  At a minimum, reference should be made to PPS responsibility to accomplish the remaining facility work.

Superintendent Smith may argue that the current administration can’t take responsibility for the mistakes of past adminstrations but the mistakes look very current to me.  Smith wasn’t competent enough to get the district through the high school redesign.  She could never pull off a successful construction bond.

It’s been a busy week for PPS.  They continue to waste taxpayer dollars with their staffing decisions.  Joanne Mabbott (Director of Special Education) will become an interim principal at Maplewood Elementary.  She says that the decision was hers.  What were her options?

Historically, administrators placed in lower level positions have retained their higher level salaries (Steve Olczak, Cynthia Harris, Willie Poinsette…).  I would love to know how those individual decisions impact the administrator salary schedules.  Do other principals get increases to bring their salaries up to those of demoted administrators?  Or are there just inequities within that employee group?

In September, I wrote about PPS receiving a $6 million Voluntary School Choice grant that targets Marshall, Roosevelt and Jefferson high schools.  I’ve read all of PPS annual reports on the Voluntary School Choice grant.  None of those reports mentioned that PPS had proposed closing Marshall. 

Last week I learned about 2 more grants that target Marshall.  One grant is small ($31,796) but the other is large $7 MILLION:

Serving students attending Marshall and Roosevelt High Schools and their nine feeder middle schools, School District 1J Multnomah County’s Partnership for Graduation project will implement early intervention, prevention, and reentry supports to help students get on track and stay on track to achieve high school graduation. The project will implement a new early intervention strategy to better match supplementary services to students who have been identified as being at greatest risk of dropping out. Camp Fire USA Portland Metro Council will implement a new intensive after-school program for at-risk middle school students that will include academic skill building and guidance in developing social and life skills. The project will extend the Step Up ninth grade transition support program at Marshall and Roosevelt into the tenth grade, focusing on students who do not earn all of their freshman core academic credits. Grant funds also will be used to enroll more students in two of the district’s most successful re-entry programs, Open Meadow Alternative Schools and Mt. Scott Learning Centers. Both programs currently have waiting lists.

Roosevelt has been given a fresh start got a fresh start through a transformation model grant.  Smith chose not to apply for the transformation grant for Biz Tech even though the school was eligible.  If she was planning on closing the school last year, why was she applying for grants for Marshall?  Where will Marshall’s share of the $13 million go now?

David Wynde’s Report to the Board Concerning School Modernization

Emphasis and words added – mine. 

October 25, 2010

In more than seven years on the School Board – and even before that as a parent – I have visited many of the schools in our district.

Our custodians do their best to keep our schools clean and functional for our students and staff – and we have a central facilities team who do as much as they can with the paltry budget that is left to them.  But it’s been a long while since we’ve had the funding for facilities work to truly do what needs to be done for our students and teachers.

To be blunt: Our school buildings are out of date and need a lot of work.

• The average age of our school buildings is 65 – and many of the oldest have never really been renovated.  Marshall High School is our newest high school (built in 1960) and requires little work so we voted to close it.
• Only two schools built in the last 30 years.

Standards and building codes have changed…take Kellogg for example….we closed it in 2007 claiming that we would save money.  Now we can’t re-open it without bringing it up to code.  Superintendent Smith reported at the October 12^th meeting that it will cost $1.5 million to re-open the school.  The building houses our crap now.  Important things like copy paper and toilet paper which we plan to sale at wholesale prices… (for the better) since our schools were built, and education has changed, too. There’s been a technological revolution – and our students need to keep up.

As I visit schools, I see the need everywhere: 

• We need up-to-date systems in our schools to keep students and staff safe in case of fire and we need secure entry and access to our schools.
• Classrooms are too hot, or too cold, as ancient and inefficient boilers struggle to keep up in buildings not designed for energy-efficiency.
• Students in many of our schools conduct science experiments at military bases where they are targeted for future recruitment because their classrooms don’t have the lab equipment and set up – no sinks, eyewash stations, outlets, gas jets or lab tables.
• Students sit on the floor in hallways for reading instruction or for high school group projects – because we have no other space. 
• School computers and equipment are out-of-date and inadequate – and too often unavailable when students need them.
• Our libraries are not the modern media centers our students need for research and learning in today’s world.

Portland Public Schools must enact a comprehensive plan to address our long-term facilities needs and bring these schools up to date.

 We are ready – we’ve done our homework.

Over the last three years, we have conducted extensive analysis of our school buildings – the state of their plumbing, electrical, heating and ventilation, their roofs, their seismic safety and their accessibility to students and staff with disabilities. The analysts reported that all of our schools have urgent needs – and that it would cost us less to fully renovate our buildings than to address each problem independently.

 School buildings are the anchors of our local neighborhoods (except high poverty neighborhoods where we’ve repeatedly cheated poor kids by closing and consolidating their schools) – they provide a community focus, they help property values and they can continue to attract families to raise their children throughout Portland.

 The quality of our school buildings matters – to students, teachers and staff, families, neighbors and the greater city. We need to do something new like tackle this work in a deliberate, systematic and thoughtful way. And we need to tackle it now.  Not twenty years from now.  That’s when we plan to tackle the  English Language Learner issue.

Over the last three years, members of our community have been engaged in this discussion – helping to share the vision and principles that the board adopted for a long-range facilities plan. We then put those conversations on hold, while we engaged in planning our High School System.  Then again when we re-planned our high school system.  And it was delayed again when we gave up on a high school system redesign and did what we really planned to do which was to close a school.

The questions about use of our high school campuses are decided. The ink isn’t even dry and we’re moving on.  We haven’t learned from our failed K-8 redesign so we’re just going to hope that the Marshall transition works itself out now.  Our enrollment has stabilized and, after years of decline, has been rising two years in a row. How ironic that the report came out only days after we decided to close the high school in our largest catchment area.  We have demonstrated our commitment to sound budgeting and project management.  

It is now time to resume our conversation about how we can provide safer, smarter school buildings for our students – and for us to take action.

As chair of the Finance, Audit and Operations Committee of the school board, I am asking Superintendent Carole Smith and her operations and school modernization staff to go deep and hit that sweet spot then return to us with a proposal for improving our school buildings.  We will organize the best damned blue ribbon panel Portland has ever seen. 

We need a systematic, strategic and sensible plan to deliver the kinds of schools we need for our students (middle class white students) to be competitive in college and careers. Schools that support their education with the spaces, technology and environment that help students learn and provide exciting teaching opportunities (because teachers would much rather be in a nice building than be treated respectfully). 

Rosa Parks Elementary, which opened in 2006, offers a vision for what we should expect for all of our students.

It is an up-to-date educational environment. In addition to modern classrooms, students work together on projects and teachers work intensively with small groups in specially designed spaces. It’s a warm and inviting place, welcoming students and families. Natural light fills the school, which is designed for energy efficiency.

At Rosa Parks, students and teachers are set up to do their best work. And the Boys and Girls Club shares the space, bringing afterschool activities and supports for our students and inviting community participation in their education.

Rosa Parks is our only example of a school designed to help students learn in today’s world. We need smarter, safer schools across our district, and I look forward to your presenting a plan to begin that work. 

Portland School Board Regular Meeting

Report of Director David Wynde,