PeoriaStory

A lawsuit over Woodruff HS closing?

PEORIA -- A group of concerned citizens has threatened to file a lawsuit to stop the closing of Woodruff High School.

The group's spokesman, Terry Knapp, a retired Woodruff teacher and former president of the teacher's union, now a school activist, read a statement to the Peoria District 150 School Board on Oct. 5. Here is the statement:

ON SEPTEMBER 21, 2009, THE DISTRICT 150 BOARD OF EDUCATION VOTED 4 TO 3 TO CLOSE WOODRUFF HIGH SCHOOL EVEN THOUGH NO VIABLE PLAN FOR IMPLEMENTING THIS CLOSURE HAS BEEN PRESENTED.

NOT A SINGLE DETAIL EXPLAINING HOW THIS CLOSURE WILL TAKE PLACE HAS BEEN PRESENTED.

FURTHERMORE, THE DISTRICT PROPOSED THIS PLAN TO THE BOARD WITHOUT HOLDING ANY PUBLIC FORUMS TO GIVE THE COMMUNITY AN OPPORTUNITY TO VOICE THEIR CONCERNS ABOUT THIS PROPOSED CLOSURE.

THE IMPLICATIONS OF THIS VOTE HAVE ALREADY NEGATIVELY AFFECTED WOODRUFF STUDENTS, THEIR FAMILIES, AND TEACHERS. OF COURSE, THE CLOSURE OF WOODRUFF WILL UNDOUBTEDLY HAVE AN IMPACT NOT ONLY ON PEORIA HIGH, MANUAL, AND RICHWOODS BUT ALSO ON DISTRICT 150 PRIMARY AND MIDDLE SCHOOLS. THE CLOSURE OF WOODRUFF WILL BE A DEVASTATING BLOW TO THE WOODRUFF COMMUNITY, WHICH INCLUDES NEIGHBORHOODS IN THE NORTHSIDE OF THE CITY.

AS DISTRICT 150 BOARD MEMBERS AND ADMINISTRATORS, YOU HAVE A LEGAL RESPONSIBILITY AS WELL AS A MORAL AND ETHICAL OBLIGATION TO PROVIDE, IN A TIMELY MANNER, THE DETAILS OF YOUR PLANS FOR THIS CLOSURE. ALL OF THOSE AFFECTED DESERVE ANSWERS TO THE FOLLOWING QUESTIONS:

WHICH DISPLACED WOODRUFF STUDENTS WILL BE ASSIGNED TO PEORIA HIGH, TO MANUAL, AND/OR TO RICHWOODS?

WHAT BOUNDARY CHANGES WILL DETERMINE THE PLACEMENT OF THESE WOODRUFF STUDENTS?

WHAT CRITERIA WILL BE USED IN REDRAWING DISTRICT 150 BOUNDARIES?

WHAT ARE THE PROJECTED SAVINGS FOR CLOSING WOODRUFF?

HOW MUCH OF THESE SAVINGS WILL BE USED TO RELOCATE THE WOODRUFF STUDENTS?

ACCORDING TO DISTRICT ESTIMATES, HOW MANY STUDENTS WILL BE LIKELY TO LEAVE THE DISTRICT AS THE RESULT OF THE CLOSING OF WOODRUFF?

HOW MUCH STATE AID IS THE DISTRICT LIKELY TO LOSE BECAUSE OF THIS LOSS OF STUDENTS?

HOW WILL THIS BUILDING BE UTILIZED IN THE FUTURE AND/OR WHAT WILL BE THE COST OF MAINTAINING THE EMPTY BUILDING?

THESE ARE JUST SOME OF THE QUESTIONS THAT NEED TO BE ANSWERED TO INSURE THAT YOUR PLANS PROPERLY AND LEGALLY MEET STATE AND FEDERAL REQUIREMENTS. WE HEREBY ASK THAT PLANS DETAILING HOW THIS CLOSURE WILL BE IMPLEMENTED BE PRESENTED FOR EXAMINATION WITHIN THE NEXT TWO WEEKS.

THIS DEADLINE OF MONDAY, OCTOBER 19, 2009, IS FOUR WEEKS FROM THE DATE OF THIS HISTORIC VOTE. YOU OWE THESE ANSWERS TO RESIDENTS WITHIN THE DISTRICT 150 BOUNDARIES.

WE LOOK FORWARD TO VIEWING YOUR PLAN. IF SUCH A PLAN IS NOT PRESENTED BY THE DEADLINE, WE WILL SEEK AN INJUNCTION TO STOP DISTRICT 150’S EFFORTS TO CLOSE WOODRUFF.

Here's the backstory: District 150 administrators have said high school boundaries will be redrawn to send the nearly 1,000 students at Woodruff to the three other schools, Peoria Central, Richwoods (already overcrowded) and Manual, which is in restructuring with only about 500 students, but a long drive across town from Woodruff.

Depending on how the boundaries are drawn, sending Woodruff students to Peoria Central and Manual will increase the segregation of black students at these schools while Richwoods would retain a majority of white students.

But the group believes that legally, District 150 cannot further segregate its schools, thus the possibility of a lawsuit.

The only way not to increase the concentration of black and poor students is to send some of Richwood's white, middle class students to Peoria Central and Manual. Ouch! Richwoods parents are going to love that plan (not).

The group believes that closing Woodruff will not save money, that there are better ways to economize, starting by ending the Edison Schools contract, and that if, as likely, significant numbers of students move out of town or attend private schools, the loss in state aid will drastically slash any savings from closing Woodruff.

Then there's the possibility of tensions leading to violence from merging rival high schools, each with their gangs. That situation led to the notorious beating death of a high school student recently in Chicago, according to the Chicago Tribune.

Other possibilities: Former board president Dr. David Gorenz announced that he is not running for re-election from District 3 next spring. If a candidate who opposes closing Woodruff wins that election, the closing decision, which was a 4-3 vote, could be reversed. Deadline for filing for candidacy is Nov. 23, Gorenz said at the meeting.

Supt Ken Hinton is also retiring after this year, and rumored to be leaving in late December. The district is beginning to search for a new superintendent -- another wrinkle in the District 150 situation.

Finally, Googling the term 'ideal high school size' reveals that much research supports smaller, not larger urban high schools. An ideal size is no larger than 800 students. Woodruff has nearly 1,000 students now and has a good physical plant. It fits none of the criteria for school closings, yet District 150 is moving in the opposite direction from this current thinking.

Why? To save money when there are other ways to save money?

Maybe the group's demand will produce some answers.

Meanwhile, read Roger Monroe's column in the current Community Word on the Woodruff closing. He gives District 150 an 'F."

-- Elaine Hopkins

Close a high school? Not what the public wants but board didn't listen

UPDATE 10/3/09. Read Roger Monroe's comments in the current issue of the Community Word on the Woodruff closing: http://thecommunityword.com/online/blog/2009/10/02/district-150-gets-an-f/#more-585

He hints of a lawsuit to stop the Woodruff closing.

PEORIA -- Hundreds of people gathered outside the Peoria School District 150 administration building on Sept. 21 to protest the closing of a high school, before the public session of the School Board meeting.

Teens from Woodruff High School and Peoria Central High School gathered in separate groups. The street was closed off for the crowd. Teachers and citizens were mixed in with the groups, and many police were on hand, but the crowd was calm.

Some marched with signs, saying 'close the administration building.'

A Peoria Central football team gathered for a group photo.

A choral group from Woodruff began to sign, substituting "our school" for the lyrics in the song "My Girl."

Many in the crowd complained about the 'divide and conquer' mode of pitting Woodruff versus Peoria Central, and suggested that both schools remain open.

The public comment session began, to be limited to an hour. Peoria activist General Parker opened with a carefully thought out proposal for saving money without closing a high school. His wife, Rachel Parker, is a member of the School Board.

The board voted to close a high school last spring but did not name the school. A new board member then was elected, Laura Petelle, and in her campaign suggested she opposed school closings. But she has said recently she now thinks a school should close.

The board wants to cut its deficit, saying it can save more than $2.7 million by closing a high school.

The argument makes little sense given the millions the District has spent on a contract with Edison Schools, and the likelihood that many middle class students will flee to parochial schools or move out of Peoria, thus cutting the state's per pupil reimbursement.

After an hour and a half of public comments, with only one in favor of closing a high school, then a sort-of debate, mostly speeches saying how they felt bad voting to close a high school, the board voted 4-3 to close Woodruff.

Its ludicrous, really, for board members to paint themselves as victims when they just put the nail in Peoria's coffin. The city, the community and the students are the victims here, not the board members.

Peoria has little going for it except for its storied traditions. Closing Woodruff is a big step toward destroying another neighborhood and another strong tradition.

There was a lot of talk about how a high school closing is necessary to save money, though Stowell suggested that if teachers would take a 3.5 percent pay cut, a closing would not be necessary.

It became apparent the board didn't listen to the thoughtful comments from the podium, where many good, alternative ideas were presented.

Voting in favor to close were Petelle, Gorenz, Wolfmeyer and Butler. Stowell argued for closing and restructuring Peoria Central to become a math and science academy. He, Ross and Parker voted not to close Woodruff.

-- Elaine Hopkins

Here's what General Parker sent to the School Board. It was ignored.

Thank you Madam President, vice-president and fellow board members
Thank you for the opportunity to allow me to make this presentation. This
is a presentation of hope; hope that our city, districts and neighborhoods
will be saved. But as always with Hope & Faith, there is always some
sacrifice.
My only request of you in allowing me to make this presentation is that
you not make any final decisions tonight and that you give these options
serious consideration. To do otherwise would be disingenuous.
After reading a letter posted on a blog from your law firm, it is understood
by its tone that this board make a decision to close a “high school” at this
meeting. This is keeping in line with the PBC’s request to keep and A+
rating with Standard and Poor.
I don’t believe this to be true nor do I agree with this but for the sake of
argument, this is the basis from which we will work on.
Full disclosure, I am never in favor of closing a school or getting rid of
jobs and if, only if it’s necessary, with minimal pain and suffering and
only with a great advantage to the people they serve.
Secondly, I attended all Dist. 150 High Schools except Manual and 4
different Dist. 150 grade schools.
What I plan to offer here are options. Options not to the question of which
High school to close but to how do we reduce our budget deficit to remain
fiscally sound and preserve our rating?
Option #1 Do Nothing - This option , while keeping schools open, does
nothing to reduce the deficit and will lower the districts bond rating.
However, the argument can be made we shouldn’t be in this predicament
anyway because teachers are pink slipped at the end of every year and
should not be called back if enrollment does not allow for it, likewise with
hiring administrators or consultants.
Option #2 Close Manual - Manual is in restructuring so it’s not an
option at this time. Besides, it’s the smallest and there would be no real
savings there, and other schools would have to close to attain a 7-8 million
dollar budget deficit.
Option # 3 – Close Richwoods - This may not be a popular option but it
is a viable one. Of course those students who are financially able to opt
out will do so for private schools, but the remainder can be distributed
evenly among the three inner city high schools. Since Richwood’s has our
top performing students, we can have these students to help boost the
remaining schools test scores and meet AYP.
If it all boils down to money, then it would make sense of get rid of the
highest operational costing school. I told you this one wouldn’t be
popular.
Option#4 – Close PHS
Option #5 – Close WHS
I put these two together and won’t go into them because you already know
they are options and the Pros & cons for keeping or closing either of them.
The problem with #4 & #5 just as with Option 3, I don’t think it gets you
where you need to be in reducing the budget. You would be back soon
enough talking about closing another school or schools.
Also closing Woodruff or Central would be the nail in the coffin that
causes the demise of an already declining neighborhood. As president of
the Heart of Peoria Neighborhood Association I am vehemently opposed
to those options.
Option #6 - Close two high schools and have One North Campus and
One South Campus – This would cause overcrowding as we have about
4,000 high school student and no school in the district can hold 2,000
students let alone two of them.
Option #7 – Has two parts - This is the option I hope you consider as it
is my favorite and one I believe gets us where we need to be. Since this is
all about money and being fiscally sound. This shows several objectives
under two main goals.
Goals being Reducing Expenses and Increasing Revenue
Reduce Expenses – Terminate Edison Contract – I know this has been a
bone of contention but this decision to close a school is about money and
although Edison has done some good, because of past decisions and our
financial position now, we can no longer afford Edison. Saving roughly
$800,000+.
• Close Middle Schools - Our youth are starting to fall off in their
adolescent years. If we take 6 & 7th graders who will be 7th & 8th
graders next year and place them in the High Schools, as was did
with Manual, and make 7th & 8th Grade Academy’s in each high
school, I believe we are starting to address the problems both
academically and fiscally.
The 5th graders would go to back and finish the 6th grade in their
primary school. Thus we will have k – 6 in all primary and 7th & 8th
grade academies in all four high schools.
This would be approximately *1,393 students divided among the 4
high schools.
*Denotes no numbers for Rolling Acres
I also propose not making any additions or renovations at Lincoln
Middle School. The students from Lincoln will become 7th & 8th
grade academy students at a high school and I propose changing
Lincoln into a primary school to house the students from Irving and
Kingman which is about 400 – 500 students.
Some teachers will have to come along with the students but not all
of them. Based on enrollment size, the superintendent will call back
the appropriate amount of staff needed to teach students in a right
sized class while at the same time being fiscally responsible.
Likewise, administration, especially central administration should be
cut to fit the district’s enrollment. Student enrollment has reduced 10
– 15% since 2004, so should have administration. It should not have
gone up. Savings: Operational & Maintenance cost + Salaries
• Terminate Consultant Contracts –
Consultant are being hired in and paid approximately $350.00 per
day, 5 days a week that $1,750.00. Multiply that by 42 weeks and
that’s $63,500. I have even heard of some making as much as $500 a
day (which is $2,500 a week, $10,000 a month), but for the sake of
argument we will go with the $350 per day. If you terminate 10
consultants contracts at $350.00 a day, that would save $635,000 in
salaries out of the budget. If there are more than 10 consultants that
would be even more savings. If they make more per day then that’s
even more realized savings and reductions to the deficit.
Savings: $635,000
Terminate Law Firm’s Contract-
This is an instant savings. The board President and/or superintendent
can direct the present law firm to hand over its complete file (copies)
and hire a paid staff attorney to handle the districts’ business. ( I
recommend Beth Jensen) That attorney can farm out work when
necessary to meet the district’s legal needs. If your decision is truly
about money and being fiscally sound then all options should be on
the table. The present law firm charges an annual $300,000 retainer
plus hourly rate. Hire an attorney and pay them $150,000 a year in
salary plus benefits in line with what their districts are doing, about
27-30%. Even if we paid a little more we would save annually with
no hourly rates for board meetings, reading contracts, overseeing
petitions that re turned in for the next election and so on.
Savings: $105,000+
Finally in Reducing Expenses we need to find out what purchasing
services and tort salaries are and get a handle on both of these.
Reports show
Purchasing services 17.1 million
Tort Salaries – 2.1 million
Also by combining 7th & 8th grad academy with high school, you’ll
only have a two tier bus schedule (Primary school and academy
high). This reduces bus scheduled pickups and drop offs by 1/3
approximately thus cutting the cost by 1/3 which although is
reimbursed by about 70% it is included in the budget so this should
be considered as a saving to the 6.6 million transportation budget.
Savings: 2.2 million
INCREASE REVENUE
Sell Prospect Properties
It’s a given that we’ll lose money on this property but if we receive
any it’s better than a total loss. I propose selling the property to the
Park District for .50 on the dollar. I think that is a fair price and
priced to sell fast. I think the Park Board should show integrity and
take us up on that offer because although non-binding, they still
reneged on the agreement.
Potential Income: $450,000.
Sell the closed schools and proposed closed school buildings
This is where the real income comes in. Not only do we sell (or lease)
seven to eight buildings and receive the capital from the sell, by closing
them we have eliminated the operational and maintenance cost to run the
buildings.
Peoria County Government is looking for a place to build the new
Bellwood nursing home, why not off them one of our closed sites. I
suggest Sterling School. Not only will the students benefit from the sell,
but you will be helping the County Government and the residents of
Bellwood.
Potential income: Varies
You can sell enough properties so that you won’t have to worry about
PBC funds or bond ratings.
Apply for and receive Technology & Early Childhood funds
Institute a Vocational Program
There was a program that was proposed in 2005 to the superintendent
that has since been simulated by Canton School District. We should
seize this opportunity and reinstate trades back into the school
district. Pekin school district also has a strong vocational program we
could model.
Potential funding sources for Vo-tech Center
• DCCEO
• Building Trades
• City of Peoria
• Peoria County
• Perkins Grant

Speaking to the School Board

PEORIA -- The Peoria District 150 School Board is considering limiting public comment at its meetings.

Apparently some board members are tired of hearing people in the audience voice their ideas and opinions to the board.

But curbing public input would be a terrible mistake.

At the Aug. 17 meeting, nine people, including me, spoke to the board, which limits comments to five minutes. Every person, including me, had something important to say to the board.

Here are some of the topics the speakers addressed:

Increased class sizes, school closings, ways to increase the number of pupils (require new hires to live in the district and offer incentives for teachers to live in the district), reading programs that work, lst grade classes today of 30 students (!), the unwarranted expense of keeping the Edison contract, expensive $350-per-day consultants (mostly retired administrators) doing work that administrators should be doing, lack of closure plans for Woodruff High School including 1,000 students with no place to go (!), an increase to 8-hour day for teachers (who already put in much overtime at home grading papers, planning, etc.).

But the most exciting suggestion came from Sharon Crews, a retired Manual High School English teacher, who suggested turning Manual into an alternative school for discipline problems, and/or a vocational school. See her terrific speech below.

I urged the board not to limit public comment, and to consider a statement from the 19th century, as quoted in the Peoria Journal Star, about the outlook of the people who built today's world. It's an attitude that I recall in my own parents:

"Their chief aim was not great wealth but civilization. So while they built their homes, they helped build schoolhouses and churches, sometimes living in the dwellings lacking conveniences so that they might provide the other necessities of civilization."

(From Benjamin J. Radford, publisher of the Woodford County Journal, who also was a minister and taught at Eureka College from 1870-1881.)

To elaborate: what District 150 needs is to maintain and create civilization through education, and not scheme for ways to pad pockets and loot the system. Retired administrators should retire and not be on the payroll for $350 a day. Edison should have been ditched long ago. Schools that are true neighborhood communities, like Kingman and Woodruff High School, should not be closed, etc.

Before the meeting about 300 people rallied outside the building. Many were teachers, whose contract is threatened by -- one said -- almost three dozen give backs. They could end up striking if the contract is not settled.

Among the demands: an 8-hour day for teachers, from those who apparently do not understand how educators, like other professionals such as artists and musicians, spend hours outside the classroom working to prepare or perfect their teaching.

Teacher and union activist Hedy Elliott Gardner made the point that what the board should fear most is if nobody attends the meetings to speak, because no one cares about Peoria's public school district.

Banning public comment or severely limiting it might just accomplish that!

-- Elaine Hopkins

Here is what Sharon Crews told the School Board: (Sharon for superintendent? Yes!)

If you want to save District 150, your first order of business should be the establishment of a bona fide alternative school and a vocational school.

Summer has perhaps caused you to forget that discipline problems plague our schools. Also, currently 150 offers nothing but watered-down academics to the many students who will not go to a four-year college. Consequently, many college-bound students are also getting watered-down academics.

I propose that Manual become those two schools under one roof. I predict that Manual would soon have the largest enrollment of the four high schools.

Put closing a high school on hold until you see how many students are attracted to this “repurposed” Manual.

In the meantime, save district money by putting the 7th and 8th grades at Peoria High and Woodruff-—just as you have done at Manual

Also, you would do well to consider Terry Knapp’s idea to put only the 7th and 8th grade boys at the high schools. Probably you could then close a middle school, instead of a high school for the time being.

That said, I have some comments about the plans still on the table.

To close a high school, a home has to be found for 1,000 students. Mr. Hinton has given you the figure of 850. Please be sure you get beginning of the year figures, not end of the year figures. Otherwise, you could have 100+ students with no classrooms or teachers—and once again get media attention for not planning ahead.

Will the new high school boundaries be an attempt to send more students to Manual? Can Manual accommodate more students? Last year the 9th grade academy was capped at 150 students—and then the usual 190 to 200 showed up.

Thirty of them were sent to Woodruff and Central. How many Manual classrooms sat empty last year? My guess is-—none. Are you sure Manual has room for 100, 200, or 300 more students who would be displaced by closing a high school?

On another topic, recently Mrs. Wolfmeyer asked the administration to conduct exit interviews. Many of the Manual faculty were either pink-slipped or chose not to return.

Why not ask them if Manual lived up to their expectations as first-year teachers? Please, please put on your to-do list, extensive conversations next year with Manual teachers to ask them how they feel about cramming one-year academic courses into one-semester courses.

Manual students will now go without math, English, or science for one semester and a summer every year.

Aren’t you worried about retention rates if you have any hope that Manual will improve its AYP. Remember English, math, and science are the only reasons Manual had to be restructured. Those three subjects are the only ones that make any difference to NCLB.

No matter how wonderful,the content of Johns Hopkins courses will not be on the NCLB test.

Remember that in 2010 the required percentage for AYP will be 77. percent--that’s a long way from last year’s AYP of 8 percent.

On the positive side, I believe Johns Hopkins offers a reading intervention for freshmen that seems to have merit. I wish the district had offered such an intervention much earlier, before restructuring was mandated. You know-—to help the “old” faculty who begged for 10 to 15 years for such help-—I personally begged for it.

You know, the faculty that was given no help and then told “You had your chance.”

Now, why are these reading interventions offered only at Manual? There are students at all three other high schools who do not read at grade level.

As for the Johns Hopkins reading intervention program, I believe that the gains might not be sufficient or permanent enough to help raise AYP significantly, especially if students have only one semester of English, math, and science at every grade level.

Comment 8/18/09 by Ed Dentino:

The school facility issues are getting the practical and sentimental sides pretty well vetted. My understanding is that staff is the significant cost concern. I can't guess what that means in terms of facility choices, class size, administration burden.

I think that moving the Roosevelt Magnet School program to the Manual campus would enhance the status of the Peoria South Valley district.

And Trewyn is overlooked. Perhaps it could become a tech training and vocational skill campus.

I've thought that Manual could be a vocational school. Another idea would be to move the Roosevelt magnet school program to the Manual facility.

Probably, the neighborhood concept of populating schools, libraries, stores, is not going to work again in the city. At least now that the auto and bus transport is the basis for the economic model of urban life.

Wacky evaluation for Wacky Wednesdays

PEORIA -- So Peoria School District 150 paid a Bradly University prof $1,500 to evaluate its 'Wacky Wednesdays' program wherein middle school children are released early on some Wednesday afternoons so the teachers can experience 'professional development.'

First, read the Peoria Journal Story on the evaluation. Be sure to read the comments, as well.

Then consider: this study is so badly flawed it would never be published in a reputable journal. It's basically anecdotal, and tells the taxpayers and the school administrators little or nothing of value.

The statements of the teachers in the newspaper story and their comments are at least first hand quotations, based on their experiences. They agree, WW is worthless. Not what District 150 wants to hear.

But back to the study itself. Here's the huge question -- why would a Bradley prof who presumably knows better participate in such a flawed study?

He used a non representative sample, which was not random, and basically selected for his convenience.

Good thing medical studies aren't done this way (we hope) or we would all be dead by now from flawed medications or procedures.

Not every teacher had an equal chance to participate in the interviews, which were amazingly, conducted in front of their colleagues and bosses!

Now there's a great way to find out the truth!

The WW study also omits vital information: a look at the social implications of this released time. Are these children, perhaps left on their own, getting into trouble?

Did anyone talk to the police, or pull the police reports on these dates to see if juvenile crime increases? Does vandalism and crime go up? "We see it in our neighborhood," one person who is critical of the WW plan told me. That's anecdotal, though.

And what about attendance on these Wednesdays? Many parents apparently find it easier to keep the kids home than deal with a split school day.

How much does District 150 lose in state funds, based on attendance, because of the flawed WW plan? Now that would be an interesting figure for the prof to reveal.

So taxpayers are ripped off again, $1,500 for a worthless study, somehow appropriate for a worthless Wacky Wednesdays plan that likely is helping to push District 150 down the drain.

-- Elaine Hopkins

The inside story on the District 150 Lindberg School firing, and more...

PEORIA -- Here's an interesting post on Diane Vespa's blog, concerning the strange goings on at Peoria District 150 and Lindbergh School, where principal Julie McArdle was terminated a few weeks ago, and in return filed a federal whistleblower lawsuit.

Vespa has interviewed many of the teachers at Lindberg, who turned to her after District 150 officials refused to speak with them. It's an amazing story, a must read!

The Lindbergh School story is almost old news, as every week some new horror surfaces at District 150. The latest: the firing of the grade and middle school library clerks and managers, said to be essential to the smooth functioning of these schools.

They were told in a mass meeting last week that their jobs would be gone next year. But nobody bothered to tell the Board of Education, some of whose members are reportedly miffed over the slight. They must vote to terminate these library workers. The next board meeting, on June 1, promises to be very exciting if this item makes it to the board agenda.

Last week's meeting, on May 18, brought forth the usual citizen comments with one new addition, mine. Here is what I told the board:

I am Elaine Hopkins, and live with my husband George Hopkins (in Peoria).

We now are both retired. I retired from the Journal Star in 2007, and my husband retired then from Western Illinois University where he was a professor of history. We can afford to live anywhere, but so far we have stayed in Peoria where we support the arts and organizations that contribute to the area’s well being.

Of course we continue to value education. District 150 students are the future workers and citizens that we all will depend on. Thus we are concerned to see District 150 falling apart, due to decisions by school officials and the school board.

The district is out of money because it has wasted millions on programs with no educational payoff. Now it must raise taxes. We are not opposed to tax increases for education, but we are opposed to waste.

The coming tax increases will likely diminish the value of all Peoria properties, including our residence, speeding up the spiral of failure in Peoria.

How has money been wasted?

Forget the Glen Oak Park fiasco, which took properties off the tax rolls that now sit vacant. That’s small change compared with Edison.

The district has paid millions to Edison when its own experienced staff could have replicated or improved on the Edison programs. Why?

But that’s only money, the amount that taxes must now be raised.

Even more serious is the district’s decision to close some schools, and build new schools rather than renovate its historic schools. That’s not only more expensive for taxpayers in the long run, but tends to destroy one of Peoria’s valuable intangibles: its sense of community.

Peoria cannot control what local businesses do – they may fail, shift work elsewhere or leave town. But Peoria can control its historic legacy and its sense of community. That’s not happening, however.

I personally have seen the sense of community at Kingman School between teachers, parents and students and its neighborhood. Closing that school destroys that community. Likely the same is true of other neighborhood schools.

Closing Woodruff High School and restructuring Peoria Central High School will do even more damage to tradition and the sense of community connected with these two schools.

What will replace that? Alienation? How long will it take to regain the sense of community and tradition connected with those two high schools? Or can it ever be replicated?

School officials claim that teachers must be eliminated to save money. I thought that attrition over the years and retirement incentives were supposed to do that. Keeping the buildings open costs very little.

Many Illinois high schools are much smaller than these two schools, and smaller schools are thought to be more effective in educating students.

Now there is talk of charter schools. They are unneeded, another waste of money, as programs can be set up within the existing schools so that all students have access to them. But charter schools can be used to threaten and destroy the teacher’s union, another community that supports education.

There’s more: Abolishing 8th grade graduation diminishes community. So does cutting back summer school.

The district’s logic is akin to Wacky Wednesdays, where less was officially spun as more. (I have heard those Wednesday sessions are mostly worthless for the teachers, and probably a continuing headache for parents.)

These changes to District 150 are unlikely to improve the education of students and more likely to diminish it in the general uproar connected with such changes. It’s like offering new Coke at a higher price, probably with the same results. No takers.

Public education is a calling, not a profit-making business. It should not a platform for careerism, or be involved in union busting, or forcing down wages of its employees while the managers receive excessive pay. It’s not a jobs program for friends and relatives.

Yet that’s the way District 150 appears to be operating, chasing the latest business-type fad without considering the implications: larger classes, lower pay for teachers, less qualified teachers, the destruction of tradition and community.

The school board is elected to represent the interests of the community, and not be a rubber stamp for school administrators.

Board members should not have their eyes on the next election they can win, or the better job they can snag, or be tempted by perks and job offers for their friends and relatives. Any of that means the good of the community as a whole is likely to suffer.

Who benefits from the loss of community and tradition in Peoria? Is it the developers, who need to sell their McMansions sitting vacant in other school districts? Is it the slumlords and payday loan operators who prey on the poor left behind in Peoria?

I am saddened at what is happening to a once proud school district, and angry that we taxpayers must pay more for much less, because with the proper leadership it doesn’t have to be that way.

-- Elaine Hopkins

Another District 150 meeting, another protest rally

PEORIA -- One more time, teachers, parents and taxpayers will mount a protest against school closures in Peoria School District 150.

The event begins at 5:15 p.m. on April 20 in front of the administration building on Wisconson Ave., followed by the school board meeting at 6:30 p.m. where the closing of Kingman and Tyng schools and the closing of one high school, as yet unnamed, are on the agenda.

Is anyone on the School Board listening? That's what the activists who gathered on April 19 wondered as they planned their strategy.

They hope to persuade board members to delay the vote. They have a million good reasons.

In the last few years the board has wasted millions, as the group members have documented. It keeps funding the Edison Schools, at $800,000 or more yearly, when its own staff could follow the same curriculum.

It closed Blaine Sumner school a couple of years ago, supposedly to save money, then spent $1 million upgrading and airconditioning it so 50 people can work in a huge building, while other space sits vacant.

And on and on. How can any big decision by this administration be trusted?

-- Elaine Hopkins

UPDATE 4/20/09. Read Diane Vespa's open letter to the District 150 School Board -- she says it all!

Another 4/20/09 UPDATE: Read the post at the Peoria Chronicle including my comment. What do all the school closings have in common? They're on the state watch list, leading to a state take over of the district, at which point all the administrators would be fired. Closing them puts off that situation for another day. No matter the fallout for the students or the community -- officials keep their generous pay and benefits flowing. Very sad!

District 150 waste, folly

PEORIA -- Diane Vespa's blog, PeoriaRocks, has a vital story that every taxpayer in Peoria should read -- about waste and folly and lack of accountability in Peoria School District 150.

She documents it with photos, quotes and the historical record.

What she doesn't say is that there's a remedy. When elected officials ignore what the public wants, cut off their money!

A March 30 Journal Star article reports that District 150 will be borrowing money to operate, since it's out of money.

And why is it broke? It bought properties it can't use, renovated buildings it planned to close while other spaces sit empty, it's building two new schools when renovation of older historic schools would be cheaper, ad nauseum.

Notice this language in the article: The School Board on April 6 will have to decide whether it will seek the cash bonds. If approved, the district will have to move quickly as such a bond sale requires 30-day public notice and leaves the district no wiggle room before it is to run out of money.

But there's a caveat to seeking the bonds. If 10 percent of voters petition the district to take the sale of the cash bonds to referendum, the district would run into a wall, having to wait until November, or plead with a judge to hold a special election, Durflinger added.

I have heard that some people are now looking at this petition option. It could be a bargaining chip to stop future school closings, or could be affirmed on its own. One thing is certain: that referendum would never get voter approval.

No one wants to hurt District 150, but its management is just plain crazy, and those officials should resign in shame. How to get them to do that? Deny them the money.

-- Elaine Hopkins

Picket, speak, rally on April 6 for Peoria school children

PEORIA -- Teachers, parents, students and citizens are planning to rally beginning at 5:15 p.m. on Monday, April 6 in front of the Peoria School District 150 administration building, 3202 N. Wisconsin.

The issue: no school closings.

Everyone who cares about the children in the district and its schools as well as the city and its neighborhoods is urged to attend.

Superintendent Ken Hinton announced last week his recommendation that two grade schools, Kingman and Tyng, close next year to save money.

He earlier announced the closure of Woodruff High School and the reorganization of Peoria High School, then backed off after public protests. Woodruff supporters still feel threatened, however, and are part of the protest group.

This large group of teachers and others met on April 5 to plan the April 6 rally and action at the school board meeting, which begins around 6:30 p.m.

One of the leaders, Terry Knapp, former president of the teacher's union, said there are other ways to save money. The district could end its contract with the Edison Schools, which will receive $880,000 this year, and has received $16 million over the last decade from the district, he said.

Hinton once worked for Edison, and two of the administrators he has hired have also worked for Edison, he said.

More savings would come from moving administrators out of Blaine-Sumner School which the district closed a few years ago then remodeled and air conditioned. They could go back into empty space in the administration building, Knapp said.

A teacher at Kingman School said the district meanwhile is paying for painting and plastering the school, under way now.

Another teacher said Hinton arrived at a faculty meeting there at 8:15 a.m. on April 1, told stories about his own life until 8:25 a.m., then said "any questions." When someone asked if Kingman would be closed, he said yes, then the meeting ended as the students arrive at 8:30 a.m.

"That's the way he operates," others said.

The closing announcements came just before the district's spring break, which began April 4 and lasts until April 14, a move many believe is designed to diffuse opposition.

The school board is supposed to vote on the closings on April 20.

Members of the group plan to call for the resignation of Hinton and of board president Dr. David Gorenz. Hinton is scheduled to retire in 2010, when his pension will be $150,000 a year, Knapp said.

Beth Akeson, Peoria City Council candidate for the 3rd District seat, a district that includes Kingman School, attended the meeting. She was active in the grass roots effort last year to stop Hinton's Wacky Wednesday plan, to dismiss certain grade schools early every Wednesday for teacher planning.

Public protest succeeded in mitigating that plan to only a few early dismissals instead of weekly dismisals.

Akeson opposes school closings. She said, "if Peoria does not maintain neighborhood schools, (it) will not be a city on the path to success. The city has a responsibility to make the neighborhoods flourish."

Closing Kingman will require all the children to be bussed elsewhere, and will harm the neighborhood, she said. None will be able to walk to school.

The group also has generated a petition against closing a high school, and is passing it around town.

It plans to meet again at 6 p.m. on April 19.

-- Elaine Hopkins

UPDATE 4/6/09: Here is the petition being passed by those opposed to school closings:

We the undersigned taxpayers in Peoria School District 150 feel that closing one of its four high schools will lead to problems that will be far more costly than the savings that would be realized from eliminating a high school. We sincerely ask that all possibilities for cuts be considered and pursued before a decision is made to close a high school. We believe that the following repercussions will be a direct result of merging two high schools into one:
• Decrease in student achievement that will prevent District 150 from reaching its goal to meet Adequate Yearly Progress (AYP).
• Decrease in safety that will prevent the district’s goal of ensuring safe and positive school environments
• Decrease in property values in areas far removed from the vicinity of a high school
• Decrease in school and community involvement, loyalty, and traditions--especially since the athletic and other competitive teams of one school will be completely eliminated
• Decrease, possibly even a loss, of alumni support and scholarships, etc.
• Decrease in the number of teachers, thus preventing the retention of a highly-qualified staff
• Increase in class sizes, which will negatively impact student achievement
• Increase in the dropout rate due to larger school enrollments, etc.
• Increase in busing, which will have academic and financial repercussions
• Increase in segregation due to further urban flight and a demographic shift due to proposed boundary changes—possibly illegal action.
• Increase in crime due to an increased dropout rate, etc.

To register your opposition to the closing of a high school, please call or e-mail:
Peoria Public Schools, District 150 @ (309) 672-6512 or info@psd150.org
Superintendent Ken Hinton @ (309) 672-6768 or ken.hinton@psd150.org
David Gorenz @ (309) 688-2824 or david.gorenz@psd150.org
Martha Ross @ (309) 674-2574 or martha.ross@psd150.org
Mary Spangler @ (309) 691-1752 or mary.spangler@psd150.org
Debbie Wolfmeyer @ (309) 681-9567 or debbie.wolfmeyer@psd150.org
Linda Butler @ (309) 688-7912 or linda.butler@psd150.org
Rachel Parker @ (309) 688-5990 or rachael.parker@psd150.org
Jim Stowell @ (309) 453-4616 or jim.stowell@psd150.org

Please remind these decision-makers that ignoring the opposition to closing a school will not make it possible for them to ignore all the problems that the closing of a school will create.

And here is a supporting statement:

Safety and Student Achievement – Main Concerns

District 150’s more recent decisions to close White and Blaine-Sumner have not resulted in satisfactory transitions or improved conditions. Both discipline and student achievement have been negatively impacted by combining White and Lincoln students and combining Blaine Sumner and Trewyn students.
The community and District 150’s desire for a safe learning environment is evident in the Peoria Public Schools Strategic Plan adopted July 21, 2003, and updated in 2007. According to the plan, one of the district’s five goals is, “We will ensure safe and positive school environments.” In fact, the first core belief of the Mission Statement reads, “All people deserve to be safe and feel safe.”
A large number of taxpayers, educators, parents, and students do not believe that the district can achieve its own goals by combining Woodruff and Peoria High Schools. They believe strongly that discipline and the overall school environment will be affected in negative ways if this merger takes place.
Will closing a high school promote any of the following district’s five goals—all of which need remediation right now? The truth is that the board and the superintendent need to be pink-slipped based on their dismal performance.
District Goals as posted on the website:
1 - All schools will show an incremental percentage increase on ISAT reading and
math to meet Adequate Yearly Progress (AYP) or Safe Harbor.
2 - We will move from Watch to Warning financial status in fiscal year 2007 and
work toward Review status by 2009.
3 - We will hire and retain highly qualified staff.
4 - We will ensure safe and positive school environments.
5 - We will promote a culture that ensures customer service at all levels.
District Mission Statement as posted on the website:
The mission of Peoria Public Schools, the cornerstone of academic excellence and the unifying force of our diverse community, is to ensure that each student reaches his or her full academic and personal potential and is a well-balanced citizen through an educational approach characterized by: continuously redefining teaching and learning; optimizing technology to transform the system; providing safe and nurturing environments; engaging and enabling families; effecting community partnerships; embracing and honoring all aspects of diversity; guaranteeing professional staff who are committed to students. -30-

Is the bad budget 'bad' or not? You be the judge...

PEORIA -- And now we have the battle of the budget.

Some people with expertise in school finance looked at the Peoria School District 150's budget audit, released in November. When they found many problems with the district's figures, they issued a report on it. (See story below.)

District 150 School Board member Jim Stowell then studied the report from the experts, as well as the budget audit. His conclusions, below, are countered by the experts.

Here's what Stowell says (paragraphed to make it easier to read and digest):

It is entirely incorrect to state that the "district spent $10.5 million more than it budgeted as allege.

The "on-behalf" payments are an intra-state transfer from the state treasury direct to TRS. Those funds were never received by the district nor spent by the district. In 2006 and 2007 a statutory amount was reflected, but in 2008 the state engaged in an actuarial computation which was necessary given the large and growing under funded pension system.

I was told that past comptrollers always omitted the amount as it is not part of our working capital or restricted funds. The state, I am told, uses this figure in overall education funding to enhance their effort in showing how they "support" public education.

These are not education dollars, but rather pension dollars for future retiree benefits. Page 62 of the audit reflects an amount of "revenue" of $10,410,849 while page 66 shows a like amount as an expenditure. By stating the larger gross figure than what we actually receive (and throughout the state), it inflates how much the state really spends on education.

With respect to the deficit fund balances, the Medicaid operations fund and Mid-Central Assoc. fund are merely cash flow issues. We provide services (an expense) but are often not reimbursed in a timely manner, thereby resulting in a deficit fund balance.

I am also told that the Municipal retirement/social security fund balance deficit has existed for some time and the district is "whittling away" at it so it doesn't have to levy for it, which, while within their rights, causes taxes to rise.

The Self insured workman's comp reflects the extremely large number of comp claims filed and is why the Board voted to establish a Tort levy. I voted against the levy because the amount carried as a liability is an estimate provided by our third party administrator (TPA).

I felt we should better manage and be more proactive in mitigating workman's comp claims and only levy once the outcome of all these pending claims are known.

These anonymous supposed "experts" also make ridiculous assumptions that "if an expense was incurred the previous year, it is probable that it will occur again the next year".

With all the work being done to balance a budget and the dynamics of various program changes, that is an ill-founded assumption, at best.

The group does raise legitimate questions on certain line items that warrant clarification and I will be following up to address those. For example, our Board has been frugal in spending, yet page 69 shows budgeted salaries for "Board of Ed Services" of $71,085 and an actual amount spent of $395,008.

I am told that salaries for "Board initiatives" are booked here. I am asking for clarification and a breakdown. I will follow-up with more when I receive answers.

I encourage you to affirm or deny the source of this "report" being our auditors, as some are suggesting. Whoever the source, they are wrong to suggest that we "spent $10.5 million more than" we budgeted, as you state in your opening sentence.

Here's what the experts say about Stowell's comments:

Irregardless whether Mr. Stowell liked it or not the precise words in the audit in "NOTE 14 - OTHER REQUIRED DISCLOSURES" on page 36 reads:
"Excess of Expenditures Over Budget in Individual Funds, The following individual funds reflected excesses over budget for the year ended June 30, 2008."

The auditor does explain that the overage was attributable to the teachers' retirement "not being budgeted."

As for Mr. Stowell's assertion "that past comptrollers always omitted the amount..." that is totally inaccurate! A simple review of prior year audits also conducted by Clifton Gunderson will substantiate that "on-behalf" revenues and expenses were in fact budgeted items! Furthermore Mr. Stowell needs to be told that Guy Cahill's title is Controller - Treasurer, not comptroller, nor have previous District 150 personnel been called comptrollers.

Regarding the auditor's disclosure of the aggregate $2,378,882 deficit fund balances which Mr. Stowell also takes exception to, we will again correct him by quoting from the audit on page 36.

"The fund deficits will be eliminated with future year real estate taxes, increased charges to users, and/or a transfer from the General Fund."

We stand by our choice of words that this is another 'mortgage' against future revenues!

As for Mr. Stowell's statement that our stance on reoccurring expenses being "ridiculous assumptions," we merely reply that the numerous examples cited where there were actual expenses in the current year and in the previous year but no budget provision then that is faulty budgeting and wishful thinking.

True balancing of costs are the results of changes implemented, but when the expense still occurs then it was probable there should have been a budget provision.

So there you have it -- who is right? We report, you decide.

-- Elaine Hopkins

COMMENT 2/6/09: Ed Dentino writes

Although I kept a treasury record for a Square Dance club for a couple of years, I am not really clear on what some of this means. I recall that the income and expense varied from week to week and month to month. Sometimes, the income was greater and sometimes the expense was greater.

"With respect to the deficit fund balances, the Medicaid operations fund and Mid-Central Assoc. fund are merely cash flow issues. We provide services (an expense) but are often not reimbursed in a timely manner, thereby resulting in a deficit fund balance."

If I went to the gas station and said I am here to credit (deficit fund balance) my tank with fuel, not actually fill the tank, I think the attendant would nod and worry about calling the little guys with white coats. The car would be unfilled and so run only a short distance on the existing fuel with the credit (deficit fund balance) fuel added. -30-

The bad budget at District 150: a $10.5 million discrepancy

UPDATE 2/3/09: The District 150 Board has dropped its plan for school consolidation for next year, and set up a community committee to work on the budget, according to the Peoria Journal Star.

The 2/2/09 meeting, usually televised on a community cable channel, could be viewed but not heard because the sound didn't work. It reportedly was a lively meeting.

Also see comment below from School Board member Jim Stowell.

PEORIA -- The latest audit for Peoria School District 150 reveals glaring budgeting omissions, and shows the district to have spent $10.5 million more than it budgeted during the 2007-08 school year.

Experts who have examined this budget, a public record, are shocked. They suggest that the omissions may have been crafted so that the Illinois State Board of Education would accept the budget without questioning it.

The errors also call into question the figures the administration is using to justify closing and consolidating Peoria schools.

They found that the district spent a total of $150.8 million last year in its education and operations funds combined, an increase of $3. 2 million over the previous year, and $10.5 million more than it budgeted. Why?

The report these experts wrote on this audit states:

“The November 14, 2008 audit report, prepared by Clifton Gunderson LLP, for the 2007-08 school year, shows the District #150 administrators failed to budget $10,410,849 when budgeting for Teachers Retirement Service (TRS) pension contributions.

“The State of Illinois advances contributions directly to TRS on behalf of the District’s TRS-covered employees, to be recovered by payroll deductions. The covered employees make their contribution to the pension fund through payroll deduction and the district remits the employee contributions to the state.

“For school year 2007-08, the District 150 Administration failed to include the State’s estimated contributions in budgeted expenditures, resulting in the required audit disclosure note number 14 highlighting this omission on page 36 of the audit document.

“This was not a new expense - the district has been budgeting for “on-behalf of” contributions to TRS for years. Their actual expenditure for this item during the 2006-07 school year was $7,264,468. How did they “forget” to budget over $10 million in expenditures - and revenue - for the 2007-08 school year?

“Further, how and why did the TRS provision grow over $3 million in one year? Did teacher salaries increase so much in one year that 10% of that increase amounted to $3 million?

“A further review of the audit document reveals additional budget errors and omissions. These are numerous large dollar or glaring errors where budgeted expenditures and revenues were not even considered for the 2007-08 SY in spite of having large actuals from the prior year. It’s as if the budget was prepared in a vacuum with no attention paid to the previous year(s)!”

They identified 20 instances of errors or omissions in the audit document, on pages 60-84.

Their report continues: “By delaying (not cutting or eliminating) the purchase of buses, the overall budget for 2007-08 was achieved.

“Variances can and do occur, but when an expense was incurred the previous year, it is probable it will occur again the next year and, therefore, the budget should contain a provision for that recurring expense.”

They call on the administration to explain 10 odd variances in detail. Here are two:

On page 69: Board of Ed services, salaries: $71,085 budgeted, $395,008 spent.
On page 69: Executive administration services, salaries: $280,427 budgeted, 379,100 spent. (See note below for a complete list of the odd variances.)

Their report states: “The Administration and Board of Education must become more transparent - and less secretive - in the conduct of its business. They must communicate openly, frequently and honestly with community members, taxpayers, staff, parents, and the press - especially about the district‘s financial condition.

“Under the provisions of Section 17-1.5 of the Illinois School Code (105 ILCS 5/17-1.5), each school district’s budgeted administrative expenditures cannot increase more than 5% over their prior year actual administrative expenditures. It is interesting to note how many of the administrative expense budgets the district’s administration understated are included in the list on the Limitation Schedule. Specifically they are:

Function Title

2320 Executive Administration Services (example: Superintendent, Assistant Superintendents)

2490 Other Support Services (example: Department Heads and Deans, not principals)

2510 Director of Business Support Services (example: Chief School Business Officials, Business Manager)

2570 Internal Services (example: Distributing supplies, duplicating, etc. for the school system)

2610 Direction of Central Support Services (example: Director/Manager of Planning, Information Services, Staff Services, etc.)

“Expenditures should include salaries, employee benefits, purchased services, supplies and materials, capital outlay, and other objects. Explanations and object descriptions may be found in the Illinois Program Accounting Manual. The Limitation of Administrative Costs legislation also states that state-mandated retirement costs are not included, e.g., payments to the Teacher’s Retirement System (TRS) and the Illinois Municipal Retirement System (IMRF).

“Annually, the District must submit their budget to the Illinois State Board of Education and include a report entitled, “Estimated Limitation of Administrative Costs.” If not met, the ISBE will not accept the budget”

“The understatement - for whatever reason - of administrative expenses may have facilitated the ISBE’s acceptance of the district’s seriously flawed proposed budget.

“The glaring omission of TRS budgeted expenditures and revenues begs the question, why didn’t the Controller, the Superintendent, or the Board question the drastic decline in the General Fund budget over the previous year as compared to actual? The Controller, Superintendent and Board not only missed that glaring error on the initial budget, but they missed it a second time during the usual budget revision!

“Once again, the district chose not to share complete and accurate financial information with the public. This information is only available to someone who secures a copy of, and studies the audit document.

“Page 36 of the audit document reveals more bad news:

Deficit Fund Balances of Individual Funds

Municipal Retirement/Social Security Fund $618,633

Self-insured Workmen’s Compensation Fund $1,416,539

Mid-Central Association Fund $61,092

Medicaid Operations Fund $282,618

“These four funds are all in deficit positions that will have to be resolved in future years. It is another “mortgage” against future revenues aggregating $2,378,882.

“The Administration and Board of Education are now proposing a major reorganization of the district to offset its anticipated receipt of lower corporate replacement tax revenues than they budgeted for 2008-09. According to (Superintendent Ken) Hinton (from a statement he made at the last regular BOE meeting) if the district does not proceed with this proposal, and spends the approximately $12 million they hold in reserves to meet operational expenses, the district will be bankrupt and the state will take over the district.

“Hinton’s argument in favor of school closings and consolidations is based on the ‘fact’ that they budgeted for more corporate replacement tax revenue than they are receiving.

“In light of the egregious budgeting errors for 2007-08, disclosed by the audit and cited above, a reasonable person might question whether the administration’s budgeted 2008-09 corporate replacement tax revenue figure is reliable.”

What does all this mean, and what does it matter?

The experts who crafted this report, who for now want to remain anonymous, have reached these conclusions:

“With this kind of embarrassing, sloppy and incomplete budgeting effort as illustrated above, how can anyone trust what Hinton, Cahill and the Board of Education say as to the financial condition of the district?

“How can the public rely upon the representations made by Hinton, Cahill and the Board of Education that it is indeed necessary to close and consolidate schools?

“How can Hinton, Cahill and the Board of Education justify correcting the administration’s budgeting errors and omissions at the expense of Peoria’s kids?

“This past week, Hinton spoke at the Chamber of Commerce, the South-West Kiwanis, and the African American Alliance (to) garner support for his proposal to close and consolidate schools. His efforts resulted in a public statement of support from the Chamber of Commerce and from the Mayor in his State of the City address.

“One can only wonder that if the individuals and organizations that endorsed the Hinton/Gorenz/Cahill plan had been afforded the opportunity to examine the audit and found all the administration’s glaring, “in-your-face errors” it reveals, would they still have supported their proposal?

“It will be interesting to see if District officials can spin a frothy confection to justify or exculpate their responsibility for the gaping holes in the 2007-08 budget. It would be easier to plug the holes in a wheel of Swiss cheese than it will be for Hinton, Cahill and Gorenz to “spin” away the holes in their budget and their responsibility for its creation.

“It is past time for Hinton and Cahill to be held responsible for their decisions, errors and actions. It is time for them to go.”

A copy of this blog report is being sent to District 150 officials. A response, if received, will be published here.

-- Elaine Hopkins

UPDATE: Those who have questions about this audit do not have to rely on the experts quoted above. They can request a copy from District 150 and do their own analysis. It is entitled "Basic Financial Statements and Supplemental Information, June 30, 2008" by Clifton Gunderson LLP, released in Nov. 2008.

COMMENT 2/2/09: You can see from the District job postings, we are (and have been) actively seeking a qualified internal auditor. That function, and internalizing some of our legal fees, has been something the Board has pushed for over the two years plus that I have served. Transparency is good, trust and confidence better. The District is lacking all three at the present. We are the elected ones and should help them hold admin accountable. -- Jim Stowell, District 150 Board of Education member.

COMMENT 2/2/09: This article reminds me of the Pekin Hospital accounting several years ago. The CEO was trying to merge with OSF for reasons of his own. Some properties were bought, books were cooked to show expenses over income and the 'benefit' of a merger were highly touted as virtually done.

A bit of accounting sleuthing showed problems with the hospital official's story. Then, a couple of letters to the PJS Forum and Pekin Times (ahem, me) pointing out that the history of the hospital funding was community based. It did not appear that the hospital was really the property of the administrators to be given away (ethically, at least) to OSF.

The administrator left. The hospital continued to operate, apparently improved it's finances and is continuing to serve it's intended population.

I also recall that the PHA had a series of administrators who were financially errant.

The Caterpillar alliance with OSF for 'preferred provider' occurred under CEO Don Fites, likely a Catholic. It is possible, but less likely, that would have happened if Morgan, Franklin, Neumiller, or Blackie were the CEO when that decision was opted.

Accountants and administrators, from my observation, work together to get their personal and political objectives. Those may not be consistent or beneficial with the product or service they are over seeing.
-- Ed Dentino