KIPP

<h1 style="margin: 0px; padding: 0px; list-style: none; color: rgb(254, 188, 17); line-height: 34px; letter-spacing: 1px; background-color: rgb(255, 255, 255);"><span style="color: rgb(0, 0, 0);"><font size="4" face="Times New Roman">=</font></span></h1><div><p><font face="Times New Roman" size="4" style="background-color: rgb(255, 255, 255);"> </font></p><p><font face="Times New Roman" size="4" style="background-color: rgb(255, 255, 255);"><a href="http://www.alternet.org/education/case-against-kipp-charter-schools">http://www.alternet.org/education/case-against-kipp-charter-schools</a></font></p><p><font size="4" face="Times New Roman">C<span style="line-height: 32px; background-color: rgb(255, 255, 255);">harter schools have been with us now for two decades. Enough evidence and data have been gathered that it ought to be possible to assess their capacity for achieving what many describe as their goal: helping poor children and closing achievement gaps.  Samuel Abrams, the director of the National Center for the Study of Privatization in Education at Teachers College, Columbia University, has just published </span><a href="http://www.hup.harvard.edu/catalog.php?isbn=9780674049178" style="line-height: 32px; color: rgb(241, 96, 44); text-decoration: none;"><em>Education and the Commercial Mindset</em></a><span style="line-height: 32px; background-color: rgb(255, 255, 255);">, a fascinating evaluation of the role of two strategies for privatizing schools—the Education Management Organization (for-profit EMO) and the Charter Management Organization (not-for-profit CMO).</span></font></p><p style="margin: 0px 0px 22px; line-height: 32px !important; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">Abrams sets up a case study of Edison Schools to examine the role of for-profit school management and a case study of KIPP (Knowledge is Power Program) to explore the workings of a huge, nonprofit charter network. While Abrams’ story of the ultimate failure of the for-profit EMOs is a fascinating read, the presence of the not-for-profits is of far more urgent interest; these are, after all, the fast-growing form of privatization. <b>According to Abrams, if one removes the huge online, virtual-academy EMOs, the nonprofit CMOs are replacing the for-profit EMOs in terms of market share:</b> “In sum, by 2011-2012, the latest academic year for which cumulative data are available, nearly one-third of students in schools managed by EMOs were online students; the number of CMO schools had far surpassed that of EMO schools; and the number of students in CMO schools had far exceeded the number of students in EMO brick-and-mortar schools.” (p. 193)</font></p><p style="margin: 0px 0px 22px; line-height: 32px !important; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">In <a href="https://www.washingtonpost.com/news/answer-sheet/wp/2016/07/14/why-the-movement-to-privatize-public-education-is-a-very-bad-idea/" style="color: rgb(241, 96, 44); text-decoration: none;">an interview with journalist Valerie Strauss</a>, Abrams clarifies the subject of the privatization of education with an essential definition: “Privatization takes the form of nonprofit as well as for-profit school management, as privatization technically means outsourcing the provision of government services to independent operators, whether nonprofit or for-profit.” In other words, nonprofit charter schools are a form of privatization, despite that their proponents and sponsors persist in calling them “public charter schools.”</font></p><p style="margin: 0px 0px 22px; line-height: 32px !important;"><font size="4" face="Times New Roman" style="background-color: rgb(255, 255, 102);"><b>While Abrams’ review of KIPP is mostly positive</b>—especially compared with the record of Edison Schools that precedes his profile of KIPP,  he explains the KIPP Schools’ limitations and concludes that on the whole privatization—even the not-for-profit variety—has failed to fulfill the promises of proponents of the school choice marketplace:</font></p><ul style="line-height: 25px; background-color: rgb(255, 255, 255);"><li><font size="4" face="Times New Roman">“Teacher retention has… been a central challenge for KIPP as well as similar CMOs.  The price is not merely time, energy, and money lost to recruitment and training of replacements but also quality of instruction… (T)he explanation for the negative impact of high teacher turnover appears to derive not only from insufficient experience of new teachers but also from inadequate institutional stability, in turn fundamental to fostering cooperation among colleagues, nurturing new faculty, and developing trust with students.” (pp. 222-223)</font></li><li><font size="4" face="Times New Roman">While KIPP and others have emphasized no-excuses programs to build “character” among their students, and while KIPP worked actively with Angela Duckworth, whose academic research has focused on the role of “grit” in academic success, Abrams cautions that other academics have produced ample evidence that,”disadvantaged students did not fail to make it to and through college because of insufficient character… but because of insufficient social and financial resources taken for granted by middle- and upper-class students.” (pp. 243-244)</font></li><li><font size="4" face="Times New Roman">Then there are the selection screens: “(T)hose students ill suited for KIPP’s high demands may not enter KIPP lotteries or may not do so in proportionate numbers… Moreover, attrition and replacement patterns further distinguish KIPP students.  Of those students who do gain admission to KIPP but do not prove a good fit, a significant number drop out after one or two years, return to their neighborhood district schools, and either get replaced by higher performing transfers or do not get replaced at all…. In a subsequent study of nineteen KIPP middle schools across the country from 2001-2009, a third group of scholars concluded that ‘late entrants’ who transfer into KIPP in sixth grade or later (though relatively few students transfer into KIPP middle schools after sixth grade) to replace exiting students tend to comprise fewer male students, fewer students with learning disabilities, and more students with higher baseline scores on fourth-grade reading and math exams.” (pp. 245-246)</font></li></ul><p style="margin: 0px 0px 22px; line-height: 32px !important; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">Abrams concludes that KIPP and other CMOs cannot exist without a public school system of last resort to serve all of the children the charters refuse to choose in the first place or those the charters push out because the children or their families are not able to adjust to the charter’s demands or school culture: “(T)he very existence of KIPP and other CMOs embracing the philosophy of ‘no excuses’ depends on the presence of a fallback system of schooling, where students can go if KIPP, Mastery, or Achievement First does not prove a good fit… This qualification is critical.” (p. 249) Abrams quotes New York City Mayor Bill de Blasio: “The answer is not to find an escape route that some can follow and others can’t. The answer is to fix the entire system.” (p. 250)</font></p><p style="margin: 0px 0px 22px; line-height: 32px !important; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">In <a href="https://www.washingtonpost.com/news/answer-sheet/wp/2016/07/14/why-the-movement-to-privatize-public-education-is-a-very-bad-idea/" style="color: rgb(241, 96, 44); text-decoration: none;">the interview with Valerie Strauss</a>, Abrams further describes the impact of market reforms on urban public school districts: “(T)his outsourcing generates the atomization of school districts, meaning the diminishment of neighborhood schools and the civic involvement each neighborhood affiliation involves; second this atomization makes for navigational challenges for many parents, who either have a hard time finding the right schools for their children or getting them there day after day when the school is across town; third, this atomization translates into ‘good schools’ and ‘bad schools,’ with students who can’t succeed in the ‘good schools’ concentrated in the ‘bad schools,’ which are often default neighborhood schools, where learning can become far harder given the negative effects struggling students can have on on other students.  In sum, such outsourcing leads to opportunities at high-performing schools for some students but leaves many others behind… Privatization accordingly amounts to a flawed response… not a solution.”</font></p></div><div><span style=" color: #000000;"><font size="4" face="Times New Roman">==</font></span></div>

<p style="margin: 0px; padding: 0px; list-style: none; color: rgb(254, 188, 17); line-height: 34px; letter-spacing: 1px; background-color: rgb(255, 255, 255);"><span style=" color: #000000;"><a href="http://www.schoolsmatter.info/2010/11/learning-about-kipp-lesson-1.html"><font size="4" face="Times New Roman">http://www.schoolsmatter.info/2010/11/learning-about-kipp-lesson-1.html</font></a></span>

<h3 class="post-title entry-title" itemprop="name"><font size="4" face="Times New Roman">Learning About KIPP: Lesson 1</font></h3>

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<div class="post-body entry-content" id="post-body-5780829135796562128" itemprop="description articleBody"><font size="4" face="Times New Roman">After <a href="http://voices.washingtonpost.com/answer-sheet/diane-ravitch/what-ravitch-told-kipp-and-tea.html">Valerie Strauss at WaPo</a> posted yesterday D. Ravitch's sweet talk to the execs of KIPP, Inc., I thought it potentially useful to post some excerpts from my chapter on KIPP that recently appeared in an <a href="http://www.amazon.com/Foundation-Schools-Routledge-Education-Neoliberalism/dp/0415873347">edited volume from Routledge</a>.  After all, if Dr. Ravitch's top-flight reeducation has left her with such huge blind spots when it comes to KIPP, what must the general public think?

The chapter is "Corporatism, KIPP, and Cultural Eugenics."

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<p><font size="4" face="Times New Roman">. . . .If threats, punitive measures, or wishful thinking (in any combination applied by liberals <i>or </i>conservatives) would have worked in the public schools to bring about the closing of the achievement gap between black and white, or rich and poor, then the children of the poor over the past twenty years may have been spared, perhaps, the continuing steroidal remedies and monstrous ministrations<a id="ednref" href="http://www.blogger.com/post-create.g?blogID=14707730#edn1" name="_ednref" title=""><span class="MsoEndnoteReference"><span>[i]</span></span></a> that are now accepted practice in many urban schools trying to keep pace with the demands of NCLB’s Adequate Yearly Progress decree.<span>  </span>And even as sanity insists that poor children will find the more rigorous national tests (now on the drawing board) even harder to pass than the less-rigorous state ones that they now fail in droves, the next likely tough-love chapter in the reform-schooling of urban America appears to be moving into alignment, explicably borne forward by willful ignorance, political hubris, moneyed arrogance, and a national advertising campaign to publicize a new secret weapon in the continuing crusade to raise test scores and close the achievement gap.<span>  </span>The reformers’ new secret weapon is a non-profit corporate chain of charter schools known as the Knowledge is Power Program (KIPP).<span>  </span></font>

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<div class="MsoNormal" style=" text-indent: 27pt;"><font size="4" face="Times New Roman">Since being embraced George W. Bush in 2000, KIPP, Inc. has become the new miracle (or mirage) choice model that promises to finally fix the children in neighborhoods where poverty is left unchecked and in a viral state.<span>  </span>With a new administration now in Washington even more keen than the last one on accelerating the number of charter schools in urban areas where a psychological “no excuses” rehab seems to be in order, we could see the fruition of an ideological commitment to privatization, anti-unionism, and social efficiency control that, heretofore, has constituted the education agenda of political conservatives only.<span>  </span>The seamless replacement of urban public schools by corporate-run charter schools could depend, sadly, on the ability of cash-starved states and cities to withstand takeover bids from corporations and their foundations, which now effectively exert their power through the federal education establishment. With the Secretary of Education, Arne Duncan, publicly supportive of the CEO-powered urban model, from the mayor’s office down to the principal’s office, resistance may prove futile among economically hard-pressed state and city governments.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Begun as a single middle school in 1994 by two ambitious Teach for America alums in <b>Houston, </b>Texas, the KIPP chain now has over 80 locations and the financial backing of America’s most active corporate givers to K-12 education.<span>  </span>Since 2000, when a simulated KIPP classroom skit was presented as part of the program for Republican National Convention, the growing list of benefactors has grown impressively. With many deep pockets at the ready to assist, KIPP has emerged as the poster school for urban education reform.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Here is a partial list available from the <a href="http://www.kipp.org/about-kipp/support-kipp/kipp-national-partners">KIPP Foundation website</a> [updated today]:</font></div>

<h4 align="left"><font size="4" face="Times New Roman">60,000,000 and above:</font></h4>

<div align="left"><font size="4" face="Times New Roman">Doris & Donald Fisher Fund</font></div>

<div align="left"><a href="http://www.waltonfamilyfoundation.org/" target="_blank"><font size="4" face="Times New Roman">The Walton Family Foundation, Inc.</font></a></div>

<div align="left"><font size="4" face="Times New Roman"> <a href="http://atlanticphilanthropies.org/" target="_blank">The Atlantic Philanthropies</a></font></div>

<div align="left"><a href="http://www.broadeducation.org/index.html"><font size="4" face="Times New Roman">The Eli and Edythe Broad Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman"><a href="http://www.gatesfoundation.org/Pages/home.aspx" target="_blank"> Bill & Melinda Gates Foundation</a> </font></div>

<div align="left"><a href="http://www.msdf.org/" target="_blank"><font size="4" face="Times New Roman">Michael & Susan Dell Foundation</font></a></div>

<div align="left"><a href="http://www.rainwatercharitablefoundation.org/" target="_blank"><font size="4" face="Times New Roman">Rainwater Charitable Foundation</font></a></div>

<div align="left"><a href="http://www.robertsonfoundation.org/" target="_blank"><font size="4" face="Times New Roman">Robertson Foundation</font></a></div>

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<div align="left"><font size="4" face="Times New Roman">Anonymous</font></div>

<div align="left"><font size="4" face="Times New Roman">Arnold Family Foundation</font></div>

<div align="left"><font size="4" face="Times New Roman">Reed Hastings and Patty Quillin</font></div>

<div align="left"><a href="http://www.jkcf.org/" target="_blank"><font size="4" face="Times New Roman">Jack Kent Cooke Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Marcus Foundation</font></div>

<div align="left"><font size="4" face="Times New Roman">Miles Family Foundation</font></div>

<div align="left"><a href="http://www.newprofit.com/" target="_blank"><font size="4" face="Times New Roman">New Profit Inc.</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Thomas and Susan Dunn</font></div>

<div align="left"><a href="http://www.kauffman.org/" target="_blank"><font size="4" face="Times New Roman">Ewing Marion Kauffman Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Abrams Foundation</font></div>

<div align="left"><a href="http://www.allstarshelpingkids.org/" target="_blank"><font size="4" face="Times New Roman">All Stars Helping Kids</font></a></div>

<div align="left"><a href="http://www.aecf.org/" target="_blank"><font size="4" face="Times New Roman">The Annie E. Casey Foundation</font></a></div>

<div align="left"><a href="http://www.citybridgefoundation.org/" target="_blank"><font size="4" face="Times New Roman">CityBridge Foundation</font></a></div>

<div align="left"><a href="https://www.credit-suisse.com/us/en/" target="_blank"><font size="4" face="Times New Roman">Credit Suisse</font></a></div>

<div align="left"><font size="4" face="Times New Roman">John and Laura Fisher</font></div>

<div align="left"><font size="4" face="Times New Roman">Robert and Elizabeth Fisher</font></div>

<div align="left"><font size="4" face="Times New Roman">William and Sakurako Fisher</font></div>

<div align="left"><a href="http://www2.goldmansachs.com/foundation/" target="_blank"><font size="4" face="Times New Roman">Goldman Sachs Foundation</font></a></div>

<div align="left"><a href="http://goldsbury-foundation.org/" target="_blank"><font size="4" face="Times New Roman">Goldsbury Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Kinder Foundation</font></div>

<div align="left"><a href="http://www.koretfoundation.org/" target="_blank"><font size="4" face="Times New Roman">Koret Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Leon Lowenstein Foundation</font></div>

<div align="left"><a href="http://www.louiscalderfdn.org/" target="_blank"><font size="4" face="Times New Roman">The Louis Calder Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Stephen Jr. and Susan Mandel

 </font></div>

<div align="left"><a href="http://www.nationalgeographic.com/foundation/" target="_blank"><font size="4" face="Times New Roman">National Geographic Education Foundation</font></a></div>

<div align="left"><a href="http://www.prudential.com/view/page/12373" target="_blank"><font size="4" face="Times New Roman">Prudential Foundation</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Arthur Rock</font></div>

<div align="left"><a href="http://www.sap.com/index.epx" target="_blank"><font size="4" face="Times New Roman">SAP America, Inc.</font></a></div>

<div align="left"><font size="4" face="Times New Roman">Paul Singer</font></div>

<div align="left"><font size="4" face="Times New Roman">State Farm Companies Foundation</font></div><font size="4" face="Times New Roman">

The William and Flora Hewlett Foundation</font></div></div></div></blockquote>

<div class="MsoNormal" style=" text-indent: 27pt;"><font size="4" face="Times New Roman">Along with politicians of all stripes, the news media, too, is eager to see the KIPP model adopted in urban schools as the next promised solution to the achievement gap.<span>  </span>Jonathan Alter, again writing for <i>Newsweek</i> (2008), typifies the view presented within the news media, which continues to target the “Paleolithic teachers [sic] unions” as the real reason the achievement gap has not been closed:</font></div>

<div class="MsoNormal" style=" margin-left: 27pt;"><font size="4" face="Times New Roman">The irony is, we know what works to close the achievement gap. At the 60 KIPP (Knowledge Is Power Program) schools, more than 80 percent of 16,000 randomly selected low-income students go to college, four times the national average for poor kids. While KIPP isn't fully replicable (not enough effective teachers to go around), every low-income school should be measured by how close it gets to that model, where kids go to school from 7:30 a.m. to 5 p.m. and part of the summer, and teachers are held strictly accountable for showing student improvement.</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">Although he is no less falsely convinced that KIPP offers the solution to the achievement gap, Alter at least offers a refreshing admission that Gates and others are unwilling to make as they hawk the idea of KIPP charters as the urban education solution: KIPP cannot be scaled up to fill the bill for which it is advertised.<span>  </span>Here’s why.</font></div>

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<div class="MsoNormal" style=" text-indent: 27pt;"><font size="4" face="Times New Roman">Until the first longitudinal research study was published by SRI International (Woodworth, David, Guha, Wang, and Lopez-Torkas 2008), an impressive public relations apparatus from within the KIPP Foundation closely controlled the KIPP narrative and product image, with rising test scores and the percentage of KIPP students going on to college as that part of the KIPP story cited as evidence of KIPP’s ability to close the achievement gap.<span>  </span>If we accept KIPP's own numbers that 80 percent of students who complete 8th grade at KIPP go on to college, what does that really say, or not say? <span>  </span>In the SRI study of five KIPP schools in the Bay Area, researchers found that 60 percent of 5<sup>th</sup> grade students in five Oakland KIPP schools who began KIPP in 5th grade did not finish 8th grade:</font></div>

<div class="MsoNormal" style=" margin-left: 27pt;"><font size="4" face="Times New Roman">Together, the four schools began with a combined total of 312 fifth graders in 2003-04, and ended with 173 eighth graders in 2006-07 (see Exhibit 2-3). The number of eighth graders includes new students who entered KIPP after fifth grade (p.12).</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">Now if the 40 percent of children who survive KIPP from grade 5 through 8 all finish high school, that would mean that 30-35 percent of children who began KIPP in fifth grade eventually go on to college. That would still be an impressive statistic, if we were to accept Alter’s claim that, nationally, 20 percent of poor kids go to college. <span> </span>According to more reliable sources, however, the percentage of “poor kids” attending college soon after high school is, in fact, 52 percent (National Center for Public Policy and Higher Education 2008), rather than 20 percent, as Alter claims.<span>  </span></font></div>

<div class="MsoNormal" style=" margin-left: 22.5pt;"><font size="4" face="Times New Roman">In terms of family income, 91% of high school students from families in the highest income group (above $100,000) enroll in college. The enrollment rate for student from middle-income families (from $50,001 to $100,000) is 78% and for those in the lowest income group ($20,000 and below) the rate is 52% (p. 7).</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">So much for that aspect of the KIPP miracle.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Given the winnowing of KIPP students between grades five and eight, and given the fact that KIPPsters spend 65-70 percent more time in school than their public school counterparts, KIPP’s college attendance rate begins to appear less miraculous.<span>   </span>Important in the college attendance rate, too, is the self-selection process (Rothstein 2004) among parents who are keen on having their children become participants in the unique kind of academic lockdown that characterizes the total compliance regime of KIPP. When these factors are considered, then, KIPP’s potential as the next silver bullet for urban education achievement gaps appears less of a slam-dunk than the mainstream media might believe—or have readers to believe.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">As long as it remains a small charter boutique chain with 82 schools [now 99] in 19 states, plus the District of Columbia, KIPP can continue to emphasize the fact that it is a school of choice that encourages those who disagree with its philosophy and methods to go elsewhere.<span>  </span>If KIPP, indeed, were to become the model that Bill Gates would like all urban schools to emulate, we must wonder what would happen to the other 50-60 percent of middle schoolers in the Bay Area (and in other urban communities, we may assume) who leave KIPP, the ones who are unable or unwilling, or whose parents are unwilling, to be subjected to the kind of boot camp educational intervention that KIPP provides without exception. Where would they go? So far, KIPP’s wide and thin dispersal across 19 states makes KIPP a scarce commodity with a very effective public relations machine that cannot conceal, however, the odds that KIPP’s “best chance at success is to be the exception rather than the rule in any city where it operates” (Mosle, 2009).</font></div>

<div class="MsoNormal" style=" text-indent: 27pt;"><font size="4" face="Times New Roman">Another significant finding of the SRI report involves the predominance of low achievers within that 60 percent of students who leave KIPP between grades 5 and 8. Even Jay Mathews (2008), the mainstream media’s self-acknowledged cheerleader for KIPP, admitted in the <i>Washington Post</i> that "60 percent of Bay Area fifth-graders entering KIPP in 2003 left before completing eighth grade, and they were usually low achievers."<span>  </span>It should come as no surprise, then, that sizable increases in test scores would result over time among the surviving higher achievers, since low performers or those who are too far behind to keep up are lost by the wayside, without the unpleasant publicity associated with involuntary expulsion:<span>  </span></font></div>

<div class="MsoNormal" style=" margin-left: 27pt;"><font size="4" face="Times New Roman">We found that students who remained at KIPP had higher incoming scores in both reading and mathematics than did their peers who entered KIPP in fifth grade but exited before completing the program (see Exhibit 2-5). We also considered the question from another perspective: Are students with lower scores more likely to exit KIPP? We used fall fifth-grade SAT10 scores to predict those exiting KIPP and found that the probability of a student’s leaving KIPP before completing eighth grade is higher for those with lower entering scores (Woodworth, et al 2008, 15-16).</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">KIPP’s low-flying students, then, “choose” their way out to other schools, as do those whose parents question the punitive, cultish culture of KIPP. The KIPPsters' reputation for impressive test performance is based largely on the winnowing of those who “choose” to go elsewhere, thus leaving the KIPP brand unscathed by low-test score performance.<span>  </span></font></div>

<div class="MsoNormal" style=" text-indent: 22.5pt;"><font size="4" face="Times New Roman">If public schools had the luxury or lack of conscience required to lose most of the lower performers, public school test results surely would be more in line with these results that Mathews (2008) is glad to report for KIPP:</font></div>

<div class="MsoNormal" style=" margin-left: 22.5pt;"><font size="4" face="Times New Roman">"Since 2001, middle school students who completed four years at KIPP increased their average math achievement level on average from the 40th to the 82nd percentile and their reading level from the 32nd to the 60th percentile -- gains not seen anywhere else."</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">And with almost half the school day spent on math and reading test prep—a school day that runs from 7:30 to 5 (plus a half day on Saturdays and three extra weeks during the summer)—we might, indeed, expect significant gains among the fittest survivors.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Student attrition, then, is a real problem, to say the least—but one that does nothing to dampen the heat of enthusiasm among those looking to “rigor” to close the achievement gaps. The idea of "scaling up" a system that leaves over half the students to give up may be a laudable model for philanthro-capitalists like Don Fisher who believed “that education is a business” and that a school is “not much different from a Gap store” (Duxbury 2008), but such a system would throw gasoline on the failure fire that, under NCLB, is already consuming public schools in poor communities. The big gains in the testing bottom line among the KIPP survivors only ignores the retail brutality of a system that treats children like dry goods that can be culled and sorted, within a compliance model based on pressure cooker pedagogy and a pervasive application of psychological interventions aimed at cultural displacement.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Assured by other means of holding only the better test performers, the denial among KIPP proponents and the KIPP Foundation of “creaming” the best test performers through selective recruitment remains technically true.<span>  </span>The high selectivity that KIPP maintains, rather, is achieved by an unceasing recruiting process to replace those low performers and resistors who “choose” to go elsewhere, and by a strict and unwavering socialization process that depends upon a stringent behavioral catechism and psychological realignment.<span>  </span>Sometimes referred to as KIPP-notizing (Smith, 2005), the psychological induction and maintenance regimen is effective in quickly weeding out those who threaten the compliance structure of the organization or the results upon which KIPP’s marketing strategy is based.<span>  </span>The persistent admonition to students, parents, and teachers alike that KIPP is a school of choice (see Pillar # 2 of the Five Pillars<a id="ednref" href="http://www.blogger.com/post-create.g?blogID=14707730#edn2" name="_ednref" title=""><span class="MsoEndnoteReference"><span>[ii]</span></span></a>) is not just an empty element of a mission statement:<span>  </span>it is the method used to distinguish between a cult and a sect on the continuum of selectivity, if KIPP were a religious organization (Etzioni, 1961, p. 156).</font></div>

</font></div>

<div class="MsoNormal"><b><font size="4" face="Times New Roman">Teacher Attrition</font></b></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">An attendant problem to the 60 percent attrition rate among KIPP students is the attrition rate among KIPP teachers, a rate that would be unsustainable if KIPP did not depend upon large numbers of recruits from Teach for America (TFA), another favorite non-profit educational organization among philanthro-capitalists (Mosle, 2009). When David Levin and Mike Feinberg created KIPP in 1994, they were, in fact, fresh TFA<a id="ednref" href="http://www.blogger.com/post-create.g?blogID=14707730#edn3" name="_ednref" title=""><span class="MsoEndnoteReference"><span>[iii]</span></span></a> alums, and it is clear that they envisioned TFA, with its two-year service contract for inexperienced teacher candidates who are heavily recruited from Ivy League schools, as a ready source for a ready supply of fresh blood that would be required to sustain the martyrly commitment and performance standards that KIPP demands from teachers.</font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Even though TFA has seen a recent surge in recruits with the current economic decline and its ramped-up advertising campaign that spends more each year on recruitment than it does on pre-service training (Teach for America, 2007, p. 29), it is inconceivable, however, that TFA could offer the hundreds of thousands of teachers that would be required to sustain such a model as KIPP on a scale that would serve all or most of the schools of urban America.<span>  </span>Interestingly, <span style="color: rgb(51, 51, 51);">TFA recruits who score high during their KIPP teaching missions are subsequently recruited into KIPP leadership positions<a id="ednref" href="http://www.blogger.com/post-create.g?blogID=14707730#edn4" name="_ednref" title=""><span class="MsoEndnoteReference"><span>[iv]</span></span></a>. These new leaders, in turn, are given CEO power in the principal’s office to make decisions that were once the responsibility of publicly-elected school boards, now relics in an era of publicly-funded schools that are planned and managed by corporations without oversight or regulation.<span>  </span>As we shall see, such a singular, unmonitored focus on the new bottom line opens the door to unethical and abusive practices.</span></font></div>

<div class="MsoNormal" style=" text-indent: 27pt;"><font size="4" face="Times New Roman">The teacher turnover issues at the Bay Area KIPP schools are made clear in the SRI Report (Woodworth, et al 2008), which found the teacher turnover rate ranged from 18 to 49 percent at the five KIPP schools studied:</font></div>

<div class="MsoNormal" style=" margin-left: 27pt;"><font size="4" face="Times New Roman">Since 2003-04, the five Bay Area KIPP school leaders have hired a total of 121 teachers. Of these, 43 remained in the classroom at the start of the 2007-08 school year. Among teachers who left the classroom, at four of the schools they spent a median of 1 year in the classroom before leaving; at one school, the typical teacher spent 2 years in the classroom before leaving (32).</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">SRI researchers found teachers committed but clearly doubtful of their capacity to continue under the stress of 65 hours of school-related work per week (includes 2 hours per night for telephone homework assistance).<span>  </span>One veteran teacher told researchers: “The consequence is I can’t do this job very much longer. It is too much. I don’t see any solution with our structure and our nonnegotiables. No one has really presented any way to solve that problem” (35).<span>  </span></font></div>

<div class="MsoNormal" style=" text-indent: 0.5in;"><font size="4" face="Times New Roman">Meanwhile, TFA continues to ramp up its advertising to include national buys on television, as many of the same corporate benefactors from KIPP’s impressive list of givers pour in more edu-preneurial investments through non-profit and tax-sheltered foundations and social entrepreneurial investment funds such as the New Schools Venture Fund.<span>  </span>With the average KIPP teacher leaving after three years service (Browne 2009, 174), and with new KIPP locations planned, the $18-20 million annually that TFA now spends on recruiting will likely fall short of the amount needed to sustain the teacher induction effort.</font></div>

</font></div>

<div class="MsoNormal"><font size="4" face="Times New Roman">NOTES</font></div>

</blockquote>

</font><div>

</font><hr align="left" size="1" width="33%" />

<div class="MsoEndnoteText"><font size="4" face="Times New Roman"><a id="edn1" href="http://www.blogger.com/post-create.g?blogID=14707730#ednref" name="_edn1" title=""><span class="MsoEndnoteReference"><span>[i]</span></span></a><span>  </span>See, for instance, Linda Perlstein’s (2007) <i>Tested</i>. . ., unforgettable chronicle of the teachers, principal, and students of Tyler Heights Elementary School in Anne Arundel County, MD.<span>  </span>For a qualitative case study (Horn 2003), see <a href="http://www.nova.edu/ssss/QR/QR8-2/horn.pdf"><i>LEAP-ing toward accountability: Ideology, practice, and the voices of Louisiana educators</i></a>.</font></div>

</font></div>

</div>

<div class="MsoNormal"><font size="4" face="Times New Roman"><a id="edn2" href="http://www.blogger.com/post-create.g?blogID=14707730#ednref" name="_edn2" title=""><span class="MsoEndnoteReference"><span>[ii]</span></span></a> KIPP schools share a core set of operating principles known as the Five Pillars:</font></div>

<div class="MsoNormal" style=" margin-left: 0.5in; text-indent: -0.25in;"><font size="4" face="Times New Roman"><span>1.<span style="font-style: normal; font-variant: normal; font-weight: normal; font-stretch: normal; line-height: normal;">     </span></span>High Expectations. KIPP schools have clearly defined and measurable high expectations for academic achievement and conduct that make no excuses based on the students' backgrounds. Students, parents, teachers, and staff create and reinforce a culture of achievement and support through a range of formal and informal rewards and consequences for academic performance and behavior.</font></div>

<div class="MsoNormal" style=" margin-left: 0.5in; text-indent: -0.25in;"><font size="4" face="Times New Roman"><span>2.<span style="font-style: normal; font-variant: normal; font-weight: normal; font-stretch: normal; line-height: normal;">     </span></span>Choice & Commitment. Students, their parents, and the faculty of each KIPP school <a href="http://www.kipp.org/01/commitment.cfm"><span style=" color: windowtext; text-decoration: none;">choose</span></a> to participate in the program. No one is assigned or forced to attend a KIPP school. Everyone must make and uphold a commitment to the school and to each other to put in the time and effort required to achieve success.</font></div>

<div class="MsoNormal" style=" margin-left: 0.5in; text-indent: -0.25in;"><font size="4" face="Times New Roman"><span>3.<span style="font-style: normal; font-variant: normal; font-weight: normal; font-stretch: normal; line-height: normal;">     </span></span>More Time. KIPP schools know that there are no shortcuts when it comes to success in academics and life. With an extended school day, week, and year, students have more time in the classroom to acquire the academic knowledge and skills that will prepare them for competitive high schools and colleges, as well as more opportunities to engage in diverse extracurricular experiences.</font></div>

<div class="MsoNormal" style=" margin-left: 0.5in; text-indent: -0.25in;"><font size="4" face="Times New Roman"><span>4.<span style="font-style: normal; font-variant: normal; font-weight: normal; font-stretch: normal; line-height: normal;">     </span></span>Power to Lead. The principals of KIPP schools are effective academic and organizational leaders who understand that great schools require great school leaders. They have control over their school budget and personnel. They are free to swiftly move dollars or make staffing changes, allowing them maximum effectiveness in helping students learn.</font></div>

<div class="MsoNormal" style=" margin-left: 0.5in; text-indent: -0.25in;"><font size="4" face="Times New Roman"><span>5.<span style="font-style: normal; font-variant: normal; font-weight: normal; font-stretch: normal; line-height: normal;">     </span></span>Focus on Results. KIPP schools relentlessly focus on high student performance on standardized tests and other objective measures. Just as there are no shortcuts, there are no excuses. Students are expected to achieve a level of academic performance that will enable them to succeed at the nation's best high schools and colleges (KIPP Foundation, 2009).</font></div>

</div>

<div class="MsoEndnoteText"><font size="4" face="Times New Roman"><a id="edn3" href="http://www.blogger.com/post-create.g?blogID=14707730#ednref" name="_edn3" title=""><span class="MsoEndnoteReference"><span>[iii]</span></span></a><span>  </span>Its critics often refer to TFA as Teach For Awhile, since most of the Ivy League recruits do not teach beyond the two-year commitment required in the contract.</font></div>

</div>

</blockquote>

<div class="MsoEndnoteText"><font size="4" face="Times New Roman"><a id="edn4" href="http://www.blogger.com/post-create.g?blogID=14707730#ednref" name="_edn4" title=""><span class="MsoEndnoteReference"><span>[iv]</span></span></a> The relationship between TFA and KIPP is even more than cozy—it is familial.<span>  </span>Wendy Kopp, CEO and Founder of TFA, is married to KIPP CEO, Richard Barth.</font></div>

</blockquote>

</font></div>

<div class="MsoEndnoteText"><span><font size="4" face="Times New Roman">Stay tuned for Part 2: The KIPP Crusaders</font></span></div>

</div>

<h1 style="margin: 0px; padding: 0px; list-style: none; color: rgb(254, 188, 17); line-height: 34px; letter-spacing: 1px; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">Board of Directors</font></h1>

<h3 style="margin: 0px; padding: 16px 0px 0px; list-style: none; color: rgb(254, 188, 17); line-height: 28px; letter-spacing: 1px; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">John Fisher, Chairman</font></h3>

<p style="margin: 8px 0px 0px; padding: 0px; list-style: none; color: rgb(97, 91, 90); line-height: 21px; background-color: rgb(255, 255, 255);"><strong style=" margin: 0px; padding: 0px; list-style: none;"><font size="4" face="Times New Roman">President, Pisces, Inc.</font></strong>

<font size="4" face="Times New Roman">Mr. Fisher is President of Pisces Inc., an investment management company for the Fisher family. He is also a partner of Sansome Partners, the private investment partnership of the Fisher family. He sits on the board of the Boys and Girls Clubs of San Francisco, San Francisco Day School and the Alliance for School Choice.</font>

<font size="4" face="Times New Roman">Mr. Fisher is a graduate of Princeton University and Stanford's Graduate School of Business. He and his wife live in San Francisco with their four children.</font></p>

<font size="4" face="Times New Roman">Richard Barth was made CEO of the KIPP Foundation in December of 2005. Over the past six years, he has overseen the significant growth of the network from 45 to 125 schools, dramatically expanded KIPP's leadership development programs, advocated for high performing charter schools on Capitol Hill, and secured more than $200 million in new, long-term philanthropic commitments, including more than $75 million from the federal government.  </font>

<font size="4" face="Times New Roman">Barth came to KIPP from Edison Schools, where he served as President of District Partnerships and managed school partnerships serving over 40,000 students. Prior to joining Edison, Richard was one of the founding staff members of Teach For America. He earned a BA in American History from Harvard University, and is an Aspen Institute-New Schools Fellow. He currently sits on the board of directors of 50CAN, The Broad Center for the Management of School Systems, and ROADS Charter High School, and is President of the KIPP Foundation Board of Directors.</font></p>

<font size="4" face="Times New Roman">Mrs. Bradley is the president of CityBridge Foundation, a non-profit enterprise located in Washington, DC. Mrs. Bradley co-founded CityBridge in 1994 with her husband, entrepreneur and magazine publisher David G. Bradley. CityBridge directs practice areas in education and international health and created ServiceCorps, a corporate civic engagement initiative for companies in the Washington, DC area.</font>

<font size="4" face="Times New Roman">Mrs. Bradley has served on local boards including America's Promise, Teach For America (DC), the SEED Public Charter School, City Year, Samaritan Inns, and the Black Student Fund. Mrs. Bradley graduated in 1986 from Princeton University's Woodrow Wilson School of Public and International Affairs.</font></p>

<p style="margin: 8px 0px 0px; padding: 0px; list-style: none; color: rgb(97, 91, 90); line-height: 21px; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman"><strong style=" margin: 0px; padding: 0px; list-style: none;">President and CEO, Viacom, Inc.

</strong> </font>

<font size="4" face="Times New Roman">Mr. Dauman is President and Chief Executive Officer of Viacom and has served on the Company's Board of Directors since 1987. Viacom is the world's leading entertainment content company and it engages audiences on television, motion picture and digital platforms through many of the world's best known entertainment brands, including MTV, VH1, Nickelodeon, COMEDY CENTRAL, Spike TV, BET and Paramount Pictures. Under Mr. Dauman's leadership, in 2009 Viacom partnered with the Bill and Melinda Gates Foundation to launch the "Get Schooled" initiative, which aims to increase high school and college graduation rates, improve postsecondary readiness and promote the fundamental importance of education.</font>

<font size="4" face="Times New Roman">Mr. Dauman earned his bachelor's degree from Yale College and his law degree from Columbia University Law School. He is a director of National Amusements, Inc. and Lafarge S.A. He is also a member of the Business Roundtable and serves on the Executive Committee of the National Cable & Telecommunications Association, the Board of Trustees for The Paley Center for Media and the Dean's Council of Columbia University Law School.</font></p>

<font size="4" face="Times New Roman">After graduating from the University of Pennsylvania, Mike joined Teach For America where he was a fifth grade bilingual teacher in Houston, Texas, for three years. In 1994, he co-founded the Knowledge is Power Program with Dave Levin, and the next year went on to found KIPP Academy in Houston. Mike now supports KIPP regions and global development for the KIPP Foundation, along with continuing a board leadership role within KIPP Houston.</font>

<font size="4" face="Times New Roman">Mike and Dave have been awarded the Thomas Fordham Foundation Prize for Valor; the National Jefferson Award for Distinguished Public Service by a Private Citizen; the Charles Bronfman Prize, an honorary degree from Yale University; and the Presidential Citizen's Medal, our nation's second highest presidential award for a private citizen.</font>

<font size="4" face="Times New Roman">Mike and Dave's work is the subject of the best-selling book by Jay Matthews, Work Hard, Be Nice: How Two Inspired Teachers Created America's Most Promising Schools. Additionally, KIPP’s ground-breaking work on character development is featured in Paul Tough’s book How Children Succeed:  Grit, Curiosity, and the Hidden Power of Character.</font></p>

<font size="4" face="Times New Roman">Mrs. Fisher, co-founder of Gap Inc., is an exceptional volunteer and philanthropist whose generosity has positively impacted such fields as education, the arts and health care. A graduate of Stanford University, Mrs. Fisher's volunteer work there began in 1969, the year she and husband, Don, opened the first Gap store in San Francisco.</font>

<font size="4" face="Times New Roman">Over the years, Mrs. Fisher has offered exemplary services to the Graduate School of Business Advisory Board, the Stanford Art Museum Advisory Board, the School of Medicine, the Cantor Arts Center, the Stanford Alumni Association, the Office of Development, and the Board of Trustees. In addition, she has served on the Princeton Art Museum Advisory Board, the San Francisco Symphony Board of Governors and the Northern California Cancer Center Board since 1983.</font></p>

<font size="4" face="Times New Roman">Mr. Hastings founded Netflix in 1997 and launched the subscription service in 1999. In 2005, Time magazine added Mr. Hastings to its "Time 100" list of the one hundred most influential global citizens. Earlier in his career, he founded Pure Software, which he built into one of the world's 50 largest public software companies.</font>

<font size="4" face="Times New Roman">Mr. Hastings was President of the California State Board of Education from 2000 to 2004. He has led successful statewide political campaigns for more charter public schools and easier passage of local school bonds. He received a BA from Bowdoin College in 1983 and an MSCS degree from Stanford University in 1988. </font></p>

<h3 style="margin: 0px; padding: 16px 0px 0px; list-style: none; color: rgb(254, 188, 17); line-height: 28px; letter-spacing: 1px; background-color: rgb(255, 255, 255);"><strong style=" margin: 0px; padding: 0px; list-style: none;"><font size="4" face="Times New Roman">Rhonda Kalifey-Aluise</font></strong></h3>

<font size="4" face="Times New Roman">Mrs. Kaliefy-Aluise, along with a group of reform-minded educators, began working to establish a Board of Directors that would manage a single KIPP school in 2005. Hurricane Katrina blew ashore two weeks after this school opened. While Katrina abruptly ended the school year and devastated the city, it opened the door for sweeping reform of New Orleans’ public schools and presented an unprecedented opportunity for the growth of KIPP in New Orleans. Seizing on this opportunity, Rhonda assumed the role of Executive Director of KIPP New Orleans Schools in 2007 and began growing the organization from a single school to a network of seven schools that currently serve more than 2,500 students. KIPP New Orleans Schools currently stands as the highest-performing open-enrollment public school network in the city. </font>

<font size="4" face="Times New Roman">Mrs. Kalifey-Aluise is a long-time resident of New Orleans and former Teach For America corps member with experience working with high-needs students in Texas, Virginia, and South Louisiana. Ms. Kalifey-Aluise holds a B.A. degree from Tulane University and M.A. in Special Education from University of Virginia and an M.A. from University of New Orleans.</font></p>

<font size="4" face="Times New Roman">Martha L. Karsh, an attorney, has practiced law, formed an architecture/design/development firm and done extensive non-profit work. In 1998, Ms. Karsh founded the Karsh Family Foundation with her husband Bruce Karsh, President of Oaktree Capital Management, focusing primarily on supporting education. To date, the Karshes and their Foundation have made gifts and pledges of over $150 million, supporting scholarship and education at all levels. Their largest gifts have been for financial aid at Duke University, the University of Pennsylvania, Brown University, and Virginia Law School, as well as for KIPP and Teach For America.</font>

<font size="4" face="Times New Roman">Ms. Karsh serves on the Boards of the University of Virginia Law School Foundation, Common Sense Media and the Los Angeles Parks Foundation; she also chairs the Advisory Board of KIPP LA Schools. Ms. Karsh graduated from Virginia Law School (J.D. 1981) and the University of Virginia (B.A. 1978), and has three children – Katie, an Education Associate with Common Sense Media; Jeffrey, an Analyst with Canyon Capital Realty Advisors; and Michael, a student at Brown University.</font></p>

<font size="4" face="Times New Roman">Mr. Leebron has served as President of Rice University since July 2004. Mr. Leebron began teaching in 1980 at the UCLA School of Law and at the NYU law school in 1983, where he served as director of the International Legal Studies Program. In 1989, Mr. Leebron joined the faculty of Columbia University School of Law, where in 1996 he was appointed dean and the Lucy G. Moses Professor of Law.</font>

<font size="4" face="Times New Roman">Mr. Leebron is a member of the New York state bar, Carter-Baker Commission on Federal Election Reform, Jacobs University Bremen Board of Governors, Harvard Law School Visiting Committee and the boards of directors of the Greater Houston Partnership and IMAX Corp. In 2006, Mr. Leebron was presented with France's Commandeur de l'Ordre National du Mérite.</font></p>

<font size="4" face="Times New Roman">After graduating from Yale University, Dave joined Teach For America where he taught fifth grade in Houston, Texas, for three years. In 1994, he co-founded the Knowledge is Power Program with Mike Feinberg, and the next year went on to found KIPP Academy in the South Bronx. Dave served as Superintendent of KIPP NYC until 2012. He now leads the KIPP Teaching and Learning Labs team at the KIPP Foundation along with continuing a board leadership role within KIPP NYC.</font>

<font size="4" face="Times New Roman">Dave and Mike have been awarded the Thomas Fordham Foundation Prize for Valor; the National Jefferson Award for Distinguished Public Service by a Private Citizen; the Charles Bronfman Prize, an honorary degree from Yale University; and the Presidential Citizen's Medal, our nation's second highest presidential award for a private citizen.</font>

<font size="4" face="Times New Roman">Dave and Mike's work is the subject of the best-selling book by Jay Matthews, Work Hard, Be Nice: How Two Inspired Teachers Created America's Most Promising Schools. Additionally, KIPP’s ground-breaking work on character development is featured in Paul Tough’s book How Children Succeed:  Grit, Curiosity, and the Hidden Power of Character.</font></p>

<font size="4" face="Times New Roman">As president and chief executive officer of the United Negro College Fund (UNCF), Dr. Lomax heads the nation's largest and most successful minority higher education assistance organization. Immediately before joining UNCF, he served seven years as president of Dillard University in New Orleans.</font>

<font size="4" face="Times New Roman">Dr. Lomax came to Dillard after twenty years in Atlanta, where he pursued simultaneous full-time careers as a university professor and public servant. Dr. Lomax is a trustee of Emory University and a member of the founding Council of the Smithsonian Institution's National Museum of African American History and Culture. He is a member of the Boards of Directors of Teach For America, The Carter Center, the Woodruff Center for the Arts in Atlanta, the Studio Museum in Harlem and the National Black Arts Festival, of which he was founding chair.</font></p>

<font size="4" face="Times New Roman">Mr. Nunnelly is Managing Director of Bain Capital, a leading global private investment firm based in Boston. In 1989, Mr. Nunnelly helped found Information Partners, a venture and technology fund backed by Bain Capital that focused on early stage investing. Currently, Mr. Nunnelly sits on the Boards of Domino's Pizza, Warner Music Group, Eschelon Telecom, and Houghton Mifflin Company.</font>

<font size="4" face="Times New Roman">Mr. Nunnelly is an active supporter of several charitable organizations, serving as a member of the Board of Directors of Jumpstart. He has also been actively involved with City Year since its inception. Mr. Nunnelly received his MBA, with Distinction, from Harvard Business School, and an A.B. from Centre College, where he is a Trustee.</font></p>

<font size="4" face="Times New Roman">Carrie Walton Penner is an education reform advocate who is committed to dramatically improving K–12 student achievement in the United States, especially in low-income communities. Along with the other Walton family members, she guides the Walton Family Foundation’s education reform strategies and investments. The Foundation believes that the best way to achieve continuous and sustainable improvements in K–12 schools is to create competition among schools by empowering parents to choose among them.</font>

<font size="4" face="Times New Roman">Ms. Penner serves as a board member of several organizations including the California Charter School Association, EdVoice, the Alliance for School Choice, and the California Academy of Sciences. She earned a B.A. in economics and history from Georgetown University and master’s degrees from Stanford University in education policy and program evaluation. She lives in the San Francisco Bay area with her husband, Greg Penner, and their four children.</font></p>

<font size="4" face="Times New Roman">José H. Villarreal serves as a senior advisor to Akin Gump, where he previously was a partner for many years. He served as U.S. Commissioner General to the Shanghai 2010 World Expo, a post to which he was named by Secretary of State, Hillary Clinton. Before that, Mr. Villarreal was an Assistant Attorney General in the Public Finance Division of the Texas Attorney General's office. He has also served as associate director of Presidential Personnel in the Clinton White House. Mr. Villarreal received his law degree in 1979 from Indiana University where he has been inducted into the Academy of Law Alumni Fellows and his B.A. in 1975 from Purdue University. He is a member of the State Bar of Texas.</font>

<font size="4" face="Times New Roman">Mr. Villarreal has long been active in the non-profit sector. He served as Chair of the National Council of La Raza, where he led a successful capital campaign that raised funds to establish a headquarters building in Washington, D.C. He currently serves on the board of the Center for American Progress, a leading think tank, and was a founding board member of the New America Alliance, an organization of distinguished American Latino business leaders.</font></p>

<address style="margin: 0px; padding: 0px; list-style: none; color: rgb(97, 91, 90); line-height: 21px; background-color: rgb(255, 255, 255);"><font size="4" face="Times New Roman">September 3, 1928 – September 27, 2009</font></address>

<font size="4" face="Times New Roman">Mr. Fisher was the co-founder and chairman emeritus of Gap Inc. He served on the board of trustees of the San Francisco Museum of Modern Art, was a director of the Boys and Girls Club of San Francisco and a governor of the Boys and Girls Clubs of America. Mr. Fisher was also on the California State Board of Education and was a director on the board of EdVoice and Teach For America.</font>

<font size="4" face="Times New Roman">Mr. Fisher was the director of the National Retail Federation and received the Retailer of the Year award in 1996. He was also actively involved in the California Business Roundtable and the Committee on Jobs Executive Committee. Other honors include the California Arts Council Governor’s Award for Individual Patrons of the Arts and selection to the Bay Area Business Hall of Fame and American Academy of Achievement.</font>

<font size="4" face="Times New Roman">In 2000, Don Fisher co-founded the KIPP Foundation and served as Chairman of the Board until 2009.</font></p>

<p style="margin: 8px 0px 0px; padding: 0px; list-style: none; color: rgb(97, 91, 90); line-height: 21px; background-color: rgb(255, 255, 255);"><strong style=" margin: 0px; padding: 0px; list-style: none;"><span style=" color: #ED1C24;"><font size="4" face="Times New Roman">President and CEO, MAXXAM Property Company</font></span></strong>

<font size="4" face="Times New Roman"><span style=" color: #ED1C24;">Mr. Hurwitz is President and CEO of MAXXAM Property Company,</span> a real estate development company focused on community development and related real estate investment.  As President and CEO, Mr. Hurwitz is responsible for the supervision and implementation of all real estate activities, including development, acquisition, disposition, investment, sales and marketing, and operating activities.  <br style=" margin: 0px; padding: 0px; list-style: none;" />

Mr. Hurwitz served as a founding board member of KIPP Foundation from 2000 to 2009. He also served as Chairman of the Board of KIPP Houston’s schools from 1998 - 2006, thus playing an active leadership role in the creation of KIPP’s first region in Houston as well as the national replication.</font>

 </font>

<h3 style="margin: 0px; padding: 16px 0px 0px; list-style: none; color: rgb(254, 188, 17); line-height: 28px; letter-spacing: 1px; text-align: center;"><span style=" margin: 0px; padding: 0px; list-style: none; text-decoration: underline;"><font size="4" face="Times New Roman">$60,000,000 and Above:</font></span></h3>

</td></tr><tr style=" margin: 0px; padding: 0px; list-style: none;"><td style=" margin: 0px; padding: 0px; list-style: none; line-height: 20px;"><a href="http://www.waltonfamilyfoundation.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman"><img src="/bbaaa64f-4135-54d8-ab1c-6e104bedfa2b.png"/></font></a></td></tr></tbody></table>

<p style=" margin: 8px 0px 0px; padding: 0px; list-style: none; text-align: center;"><a href="http://www.akingump.com/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Akin Gump Strauss Hauer & Feld LLP</font></a>

<span style=" margin: 0px; padding: 0px; list-style: none;"><font size="4" face="Times New Roman">Arthur Rock and Toni Rembe</font></span>

<a href="http://www.bezosfamilyfoundation.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Bezos Family Foundation</font></a>

<a href="http://www.schwabfoundation.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Charles and Helen Schwab Foundation</font></a>

<font size="4" face="Times New Roman">Laura and John Arnold Family Foundation</font>

<font size="4" face="Times New Roman">Marcus Foundation</font>

<font size="4" face="Times New Roman">Miles Family Foundation</font>

<a href="http://www.newprofit.com/cgi-bin/iowa/home/index.html" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">New Profit Inc.</font></a>

<font size="4" face="Times New Roman">Paul Singer</font>

<font size="4" face="Times New Roman">Philippe and Debbie Dauman</font>

<font size="4" face="Times New Roman">Reed Hastings and Patty Quillin</font>

<font size="4" face="Times New Roman">Thomas and Susan Dunn</font>

<a href="http://www.wallacefoundation.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">The Wallace Foundation</font></a></p>

<p style=" margin: 8px 0px 0px; padding: 0px; list-style: none; text-align: center;"><a href="http://www.citybridgefoundation.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">CityBridge Foundation</font></a>

<a href="https://www.credit-suisse.com/us/en/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Credit Suisse</font></a>

<a href="http://www.kauffman.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Ewing Marion Kauffman Foundation</font></a>

<font size="4" face="Times New Roman">John and Laura Fisher</font>

<a href="http://www.louiscalderfdn.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">The Louis Calder Foundation</font></a></p>

<p style=" margin: 8px 0px 0px; padding: 0px; list-style: none; text-align: center;"><font size="4" face="Times New Roman">Abrams Foundation</font>

<a href="http://www.allstarshelpingkids.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">All Stars Helping Kids</font></a>

<a href="http://www.aecf.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">The Annie E. Casey Foundation</font></a>

<font size="4" face="Times New Roman">The Big D. Foundation</font>

<font size="4" face="Times New Roman">Chamberlin Family Foundation</font>

<a href="http://www.schusterman.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Charles and Lynn Schusterman Family Foundation</font></a>

<a href="http://www2.goldmansachs.com/foundation/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Goldman Sachs Foundation</font></a>

<font size="4" face="Times New Roman">Google</font>

<font size="4" face="Times New Roman">Kinder Foundation</font>

<font size="4" face="Times New Roman">Leon Lowenstein Foundation</font>

<font size="4" face="Times New Roman">The McCance Foundation Trust</font>

<a href="http://www.nationalgeographic.com/foundation/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">National Geographic Education Foundation</font></a>

<font size="4" face="Times New Roman">Peter B. and Adeline W. Ruffin Foundation</font>

<a href="http://www.prudential.com/view/page/12373" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Prudential Foundation</font></a>

<a href="http://raikesfoundation.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">Raikes Foundation</font></a>

<font size="4" face="Times New Roman">Robert and Elizabeth Fisher</font>

<a href="http://www.robinhood.org/home.aspx" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">The Robin Hood Foundation</font></a>

<a href="http://www.sap.com/index.epx" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">SAP America, Inc.</font></a>

<font size="4" face="Times New Roman">State Farm Companies Foundation</font>

<font size="4" face="Times New Roman">Stephen Jr. and Susan Mandel</font>

<font size="4" face="Times New Roman">Susquehanna Foundation</font>

<font size="4" face="Times New Roman">The William and Flora Hewlett Foundation</font>

<font size="4" face="Times New Roman">William and Sakurako Fisher</font></p>

<p style=" margin: 8px 0px 0px; padding: 0px; list-style: none; text-align: center;"><font size="4" face="Times New Roman">Congregation Emanu-El of the City of New York</font>

<font size="4" face="Times New Roman">David Goldberg and Sheryl Sandberg</font>

<font size="4" face="Times New Roman">Hellman Family Foundation</font>

<font size="4" face="Times New Roman">The Jay Pritzker Foundation</font>

<font size="4" face="Times New Roman">The Lynde and Harry Bradley Foundation</font>

<a href="http://www.newschools.org/" target="_blank" style=" margin: 0px; padding: 0px; list-style: none; text-decoration: initial; color: rgb(96, 162, 215);"><font size="4" face="Times New Roman">NewSchools Venture Fund</font></a>

<font size="4" face="Times New Roman">NFL Charities</font>

<font size="4" face="Times New Roman">Select Equity Group Inc.</font></p>

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