On another post Anonymous wrote:
BROAD __ Back to School for the Billionaires
“The setbacks had to be a humbling experience for titans accustomed to outsize success.
Broad entered the education-reform arena with riches amassed at two Fortune 500 companies.
Thinking his billions might make a difference, as he did in the Los Angeles arts and cultural community, Broad embarked on a yearlong investigation of education. “It was clear to me that if we wanted to have an impact, we could look at what others had done and then what we could do,” he told NEWSWEEK. “There weren’t many positive results that we could identify with. There was always pushback from powerful interests.”
Undaunted, Broad plowed ahead—investing in attempts to upgrade school governance and management, charters, and experiments to pay teachers for their performance instead of their length of time on the job. “We said we were not going to just write checks,” Broad said. “We were going to make investments.”
School boards seemed an especially ripe target. Broad began training efforts to get them away from what he saw as mind-numbing minutiae, like choosing paint colors for buildings or fixing stadium lights. The effort proved frustrating. Board members themselves, as he saw it, were often problematic; too many were well-meaning but not especially savvy parents, micromanagers, or excessively political.
Broad moved on to the front lines: superintendents, principals, and school-district management, ultimately spending $116 million on training people to work in schools and district offices, and another $71 million on central-office reforms and teacher evaluation, preparation, and pay schemes.
“Our role is to take risks that government is not willing to do ... People question my motivation,” Broad said. Not least is a growing unease with the prominent role of private foundation money that doesn’t have the accountability constraints of public tax dollars. “The fact that I don’t concern myself about criticism or pushback helps,” Broad said.
He’s had to take some lumps. Several principal-training programs, to the tune of $45 million, were a bang-for-the-buck disappointment; student test scores under most of the principal graduates did not meet his expectations.
He pulled the plug . . ."