Dollar$ & Sense Meets With Governor-Elect Christie's Transition Team
To: Governor-Elect Christie and the Education Transition Team,
Dollar$ and Sense is known for doing our homework and never being disrespectful. Now, when we need answers, the doors are open.
Recognizing the importance of sharing information and insights with the Education Transition Committee, we turned to a few of the greatest experts New Jersey has to offer. Experience has taught us that leadership must have vision, and the best vision looks forward and back. To ignore the value of past experience would be the most significant waste of all.
Dr. Saul Cooperman and Dr. Vito Gagliardi Sr. were both the Commissioner of Education during challenging times. Mr. William King was Assistant Commissioner when accountability in school districts became an issue. Mr. Melindo Persi has spent more that five decades working for the education of New Jersey’s children. They each shared their thoughts with us. Recognizing that history is the best possible teacher doesn’t mean that we must do things as they did it, but there is always something to learn from what was.
Within the current, and very recent Department of Education, there are some who will be tomorrow’s legendary educators. We have gotten their input as well.
We who are advocates for education are also advocates for fiscal efficiency, accountability, and transparency. Clear to all is the economic duress of our time. Clear to only some is the need to be prepared for what lies ahead. As an astute businessperson, I recognize that not being prepared is always more costly than being prepared. As an education advocate I know that we must prepare all children to succeed in a global society that has demands well beyond prior perceptions. If we do not recognize this need, today’s economic duress will surely be compounded tomorrow.
Remediation is more costly than education. This is relevant because as we increase the rigor of our high schools, and as we institute challenging exit examinations, we know to expect a serious reduction to our state’s graduation rate. We also know that an increased high school drop out rate will have a dramatic social and economic impact.
The Alliance for Excellent Education, in Washington D.C., presented statistics illustrating the impact of halving the number of dropouts in the country’s major metropolitan areas. In a single year, the increased wages and human capital are substantial. The estimated state and local property, income, and sales tax revenue provided from the additional graduates is estimated at $536 million dollars.
Even though we know that investing to prevent this loss of revenue is a correct business decision, we cannot afford to make the necessary investments to provide the required education or remediation necessary to prevent this economic disaster.
J.B.Pritzker, of the Pritzker Consortium on Early Childhood Development at the University of Chicago provides us with “A COST-BENEFIT SUMMARY - INVESTING IN HIGH QUALITY EARLY CHILDHOOD EDUCATION PROGRAMS.” He states, “Investments in high quality Early Childhood Education programs consistently and conservatively generate benefit-cost ratios exceeding 3-to-1 or more than a $3 return for every $1 invested.” He concludes by saying, “It is clear that long-term taxpayer returns are substantial…In short, the social savings, productivity and wages gained that come from early education are as close as one comes to a guaranteed investment.” We are told that the Governor-Elect has concerns about investing in early childhood education because of the current economic distress. Concern about a “guaranteed” investment makes our point.
Good business sense tells us to plan ahead, and yet, we, as advocates for education and for fiscal efficiency, know very well that we cannot afford to do all we should. The answer to this dilemma is the advice we offer to Governor Elect Christie and his Education Transition Team:
We must face these times of crisis with our “A” team in place.
The new Education Commissioner and the Department of Education must be the best educators in the state. They will provide us with the maximum fiscal efficiency because they know the most about providing the best and most necessary educational programs. Lawyers, business people, even those from secondary education cannot possibly be the most efficient when providing early childhood and pre-k to 12 education. Many we know within the education world of New Jersey have the ability to address today’s problems while recognizing what is needed to prepare for tomorrow. They are our “A” team. They can provide the educational and fiscal efficiency we so desperately need. To choose leadership from other than our “A” team would be a bad business decision.
None of the above addresses the real concern for a great many of us. We haven’t spoken of the children. They face the greatest challenge of us all. They not only have to prepare for an unknown world ahead, they have to pay the bills we generate today. Education is cumulative. Omissions today lessen the results we should expect tomorrow. That isn’t good for the children, the community, or our businesses. It’s not good for our collective future.
With so much at stake, and so little money to make things happen, we must do the next best thing. It must be those with intellect and fortitude that are given the task of preparing our children and managing our finances. We need to have our “A” team on the field.
The question that we took to our experts asked about the players on the “A” team. All spoke about leadership. Dr. Aaron Graham is considered by many to be one of the greatest educators in our state. He has demonstrated an educational focus aligned with fiscal responsibility and he does it in New Jersey’s largest county. Presently, Dr. Graham is the Executive Superintendent for Bergen County. He has made clear that for a leader to be truly effective, this person must have earned the respect of those he/she will lead. Every one of our experts agreed that this is the single most critical requirement for leadership.
Dr. Cooperman told us very clearly about the specific attributes we must have in our next Commissioner of Education:
“A track record of accomplishment. These are not times for a person who takes no risks, dreams no dreams, and has not taken on the always lethargic establishment. The new Commissioner must be a person of significant accomplishment, one who has dared, planned, and succeeded against long odds.”
“This person puts the education of children above all else. Sounds simple, but many will cave to pressures from interest groups who do not have children at the center of their being.”
“The ability to inspire and motivate, within the department, and on the “stump.” If he/she knows the critical issues, and communicates them with integrity, passion, and intelligence he/she can create counter forces against those who work for their own aggrandizement.”
Good times, or bad times, it is critical for us to have the best possible leadership. The leaders we choose must make demands. They also have to stand up for what they believe. That means the Governor and his Commissioners must agree to agree but they must also agree to disagree. Mutual respect is earned and must be nurtured. The next Commissioner of Education must be a leader that brings respect to his/her position, and to the entire Department of Education.
The next Commissioner of Education must always present to the Governor, to the Department of Education, to the Legislature, and to the people of New Jersey the best educational policy for children. Then, he /she must be willing to fight to make it happen.
Dr. Gagliardi and Mr. Persi also offered meaningful insights. The Department of Education must be able to provide the most technical assistance possible. It must be the “Go To” organization for every school district in the state. This would be true efficiency. Dr. Gagliardi hit the spot when he said, “ The D.O.E. should focus on NOT being all things for all people – due to lack of capacity, emphasis should be on districts that require or request attention!” It happens by putting the most qualified people in key positions. These key people earn respect by providing service, not by forcing compliance. A department that focuses on the policing of regulations is not contributing to the advancement of our educational needs. The current economic distress does not lessen our need to prepare for tomorrow. If we act thinking that today’s challenges are the only challenges, tomorrow will be worse than today.
Mr. King’s experience is within the current educational and fiscal time frame. He knows the needs and the most efficient routes to get there. “We tell teachers not to keep the entire class after school because one student misbehaved and yet that is how the Department of Education has been functioning in recent years.” Here again, we see the value of learning from the experience of key leaders. Experience teaches us how to use existing talent to the best advantage. “The D.O.E. would gain respect if they punish or go after offenders individually (at the same time praise districts that shine) rather than assuming all districts are at fault.” The resources that went into the creation of 215 pages of accountability regulations, the costs to districts to abide by them, and the enforcement that should follow, is not efficient use of limited resources. The overwhelming number of school districts, Superintendents, and Business Administrators do not abuse the public trust. Mr. King’s advice is the most cost efficient of all; “Leave the performers alone!”
There is no better teacher, regardless of the problem, than those who have been in the trenches and have earned respect from all that know them. Considering the problems we now face, we can afford no less that the very best.
We of Dollar$ and Sense would welcome the opportunity to offer our time, our effort, and all of the expertise our broad network can provide.
Dollar$ and Sense is known for doing our homework and never being disrespectful. Now, when we need answers, the doors are open.
Recognizing the importance of sharing information and insights with the Education Transition Committee, we turned to a few of the greatest experts New Jersey has to offer. Experience has taught us that leadership must have vision, and the best vision looks forward and back. To ignore the value of past experience would be the most significant waste of all.
Dr. Saul Cooperman and Dr. Vito Gagliardi Sr. were both the Commissioner of Education during challenging times. Mr. William King was Assistant Commissioner when accountability in school districts became an issue. Mr. Melindo Persi has spent more that five decades working for the education of New Jersey’s children. They each shared their thoughts with us. Recognizing that history is the best possible teacher doesn’t mean that we must do things as they did it, but there is always something to learn from what was.
Within the current, and very recent Department of Education, there are some who will be tomorrow’s legendary educators. We have gotten their input as well.
We who are advocates for education are also advocates for fiscal efficiency, accountability, and transparency. Clear to all is the economic duress of our time. Clear to only some is the need to be prepared for what lies ahead. As an astute businessperson, I recognize that not being prepared is always more costly than being prepared. As an education advocate I know that we must prepare all children to succeed in a global society that has demands well beyond prior perceptions. If we do not recognize this need, today’s economic duress will surely be compounded tomorrow.
Remediation is more costly than education. This is relevant because as we increase the rigor of our high schools, and as we institute challenging exit examinations, we know to expect a serious reduction to our state’s graduation rate. We also know that an increased high school drop out rate will have a dramatic social and economic impact.
The Alliance for Excellent Education, in Washington D.C., presented statistics illustrating the impact of halving the number of dropouts in the country’s major metropolitan areas. In a single year, the increased wages and human capital are substantial. The estimated state and local property, income, and sales tax revenue provided from the additional graduates is estimated at $536 million dollars.
Even though we know that investing to prevent this loss of revenue is a correct business decision, we cannot afford to make the necessary investments to provide the required education or remediation necessary to prevent this economic disaster.
J.B.Pritzker, of the Pritzker Consortium on Early Childhood Development at the University of Chicago provides us with “A COST-BENEFIT SUMMARY - INVESTING IN HIGH QUALITY EARLY CHILDHOOD EDUCATION PROGRAMS.” He states, “Investments in high quality Early Childhood Education programs consistently and conservatively generate benefit-cost ratios exceeding 3-to-1 or more than a $3 return for every $1 invested.” He concludes by saying, “It is clear that long-term taxpayer returns are substantial…In short, the social savings, productivity and wages gained that come from early education are as close as one comes to a guaranteed investment.” We are told that the Governor-Elect has concerns about investing in early childhood education because of the current economic distress. Concern about a “guaranteed” investment makes our point.
Good business sense tells us to plan ahead, and yet, we, as advocates for education and for fiscal efficiency, know very well that we cannot afford to do all we should. The answer to this dilemma is the advice we offer to Governor Elect Christie and his Education Transition Team:
We must face these times of crisis with our “A” team in place.
The new Education Commissioner and the Department of Education must be the best educators in the state. They will provide us with the maximum fiscal efficiency because they know the most about providing the best and most necessary educational programs. Lawyers, business people, even those from secondary education cannot possibly be the most efficient when providing early childhood and pre-k to 12 education. Many we know within the education world of New Jersey have the ability to address today’s problems while recognizing what is needed to prepare for tomorrow. They are our “A” team. They can provide the educational and fiscal efficiency we so desperately need. To choose leadership from other than our “A” team would be a bad business decision.
None of the above addresses the real concern for a great many of us. We haven’t spoken of the children. They face the greatest challenge of us all. They not only have to prepare for an unknown world ahead, they have to pay the bills we generate today. Education is cumulative. Omissions today lessen the results we should expect tomorrow. That isn’t good for the children, the community, or our businesses. It’s not good for our collective future.
With so much at stake, and so little money to make things happen, we must do the next best thing. It must be those with intellect and fortitude that are given the task of preparing our children and managing our finances. We need to have our “A” team on the field.
The question that we took to our experts asked about the players on the “A” team. All spoke about leadership. Dr. Aaron Graham is considered by many to be one of the greatest educators in our state. He has demonstrated an educational focus aligned with fiscal responsibility and he does it in New Jersey’s largest county. Presently, Dr. Graham is the Executive Superintendent for Bergen County. He has made clear that for a leader to be truly effective, this person must have earned the respect of those he/she will lead. Every one of our experts agreed that this is the single most critical requirement for leadership.
Dr. Cooperman told us very clearly about the specific attributes we must have in our next Commissioner of Education:
“A track record of accomplishment. These are not times for a person who takes no risks, dreams no dreams, and has not taken on the always lethargic establishment. The new Commissioner must be a person of significant accomplishment, one who has dared, planned, and succeeded against long odds.”
“This person puts the education of children above all else. Sounds simple, but many will cave to pressures from interest groups who do not have children at the center of their being.”
“The ability to inspire and motivate, within the department, and on the “stump.” If he/she knows the critical issues, and communicates them with integrity, passion, and intelligence he/she can create counter forces against those who work for their own aggrandizement.”
Good times, or bad times, it is critical for us to have the best possible leadership. The leaders we choose must make demands. They also have to stand up for what they believe. That means the Governor and his Commissioners must agree to agree but they must also agree to disagree. Mutual respect is earned and must be nurtured. The next Commissioner of Education must be a leader that brings respect to his/her position, and to the entire Department of Education.
The next Commissioner of Education must always present to the Governor, to the Department of Education, to the Legislature, and to the people of New Jersey the best educational policy for children. Then, he /she must be willing to fight to make it happen.
Dr. Gagliardi and Mr. Persi also offered meaningful insights. The Department of Education must be able to provide the most technical assistance possible. It must be the “Go To” organization for every school district in the state. This would be true efficiency. Dr. Gagliardi hit the spot when he said, “ The D.O.E. should focus on NOT being all things for all people – due to lack of capacity, emphasis should be on districts that require or request attention!” It happens by putting the most qualified people in key positions. These key people earn respect by providing service, not by forcing compliance. A department that focuses on the policing of regulations is not contributing to the advancement of our educational needs. The current economic distress does not lessen our need to prepare for tomorrow. If we act thinking that today’s challenges are the only challenges, tomorrow will be worse than today.
Mr. King’s experience is within the current educational and fiscal time frame. He knows the needs and the most efficient routes to get there. “We tell teachers not to keep the entire class after school because one student misbehaved and yet that is how the Department of Education has been functioning in recent years.” Here again, we see the value of learning from the experience of key leaders. Experience teaches us how to use existing talent to the best advantage. “The D.O.E. would gain respect if they punish or go after offenders individually (at the same time praise districts that shine) rather than assuming all districts are at fault.” The resources that went into the creation of 215 pages of accountability regulations, the costs to districts to abide by them, and the enforcement that should follow, is not efficient use of limited resources. The overwhelming number of school districts, Superintendents, and Business Administrators do not abuse the public trust. Mr. King’s advice is the most cost efficient of all; “Leave the performers alone!”
There is no better teacher, regardless of the problem, than those who have been in the trenches and have earned respect from all that know them. Considering the problems we now face, we can afford no less that the very best.
We of Dollar$ and Sense would welcome the opportunity to offer our time, our effort, and all of the expertise our broad network can provide.
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