Just under a month after being appointed as the CEO of the Cleveland school system, Barbara Byrd-Bennett paid an unexpected visit to Tremont Elementary School. The principal of Tremont, Richard Larrabee, was initially concerned about what this visit might entail. However, many people believe that Byrd-Bennet is fulfilling her promise to improve Cleveland’s deteriorating school buildings and enhance student learning. During her visit in December 1998, Byrd-Bennett carefully observed every classroom, numbering more than 40, and engaged with teachers and students in order to gain an understanding of Tremont’s learning environment. She also took note of the fact that the school was in need of repainting and reassured Larrabee that this would be taken care of.
Larrabee, a veteran of 33 years within the district, didn’t have much faith in the new CEO’s comment and had given up hope on ever getting a much-needed facelift for Tremont. However, a few weeks later, during the Christmas holidays, Larrabee was pleasantly surprised to see workers actively painting Tremont’s four floors and six hallways. This unexpected development sent a clear message to Larrabee that Byrd-Bennett was true to her word. Many people believe that Byrd-Bennett has also been successful in fulfilling another promise: revitalizing Cleveland’s crumbling school buildings and improving academic outcomes for struggling students. While there have been occasional signs of hope for the city’s schools in the past 25 years, these improvements were never sustained. This time, however, a fresh start was initiated when Byrd-Bennett, who had gained experience in New York City’s public school system, was entrusted with the responsibility of running Cleveland’s schools. This handover took place after the state relinquished control of the district to the city and Mayor Michael R. White appointed a nine-member school board, specifically selecting Byrd-Bennett to revive the struggling district, which he personally credits for his own education in city leadership.
By having the mayor’s support and being free from a court-ordered desegregation plan and the financial problems that had plagued the predominantly African-American district with 76,000 students, Byrd-Bennett assumed her role in November 1998 to rebuild what had been broken. Steven A. Minter, the president and executive director of the Cleveland Foundation, which is a community endowment that supports the city’s needs, believes that Byrd-Bennett’s presence in Cleveland for her fifth anniversary would bring about a significantly different school system. According to Minter, there is a substantial investment in her success. However, time is slowly running out for Byrd-Bennett to convince the city’s 500,000 residents that the schools should continue to be under her leadership and the supervision of the mayor. This change in governance is similar to those implemented in Boston, Chicago, and Detroit in their efforts to improve failing urban schools. In the fall of 2002, voters will decide whether they want to regain control of the schools through an elected school board, which would result in Byrd-Bennett’s departure, she says.
Despite the uncertainty, Mayor White and others are optimistic about the future of Cleveland’s dedicated leader in education. Cleveland students achieved the highest gains in state proficiency tests for reading and mathematics last year out of Ohio’s eight largest urban districts. Labor relations with teachers, who were on the verge of going on strike in 1996, have also improved. Byrd-Bennett and the mayor are both celebrating the recent approval of a $335 million bond issue by 60 percent of voters, which will be used to repair and renovate the city’s aging schools. Some view this bond issue as a sort of referendum on the schools chief and on Mayor White, who is expected to seek re-election this autumn.
"It was a time when ‘belief’ was the key word," she reminisces. "We had faith in our abilities. We knew we were capable." These experiences molded the foundation of Byrd-Bennett’s ideology and led her to accept the position in Cleveland, where 71 percent of district students qualify for free or reduced-price meals—a common indicator of poverty. "It was an opportunity to carry out what I refer to as ‘the work’ in a different setting," she explains. To Byrd-Bennett, "the work" entails reforming intricate educational systems to demonstrate that children can achieve success academically. Having complete authority and collaborating with a school board without political aspirations also appealed to her. White describes Byrd-Bennett as an indefatigable worker who refuses to accept defeat, regardless of the circumstances. Above all else, he asserts that she can relate to anyone—from a business executive to a drug addict. "She has a deep understanding of education," he states, before whispering, "but she also possesses street smarts."
Recognizing her ability to be loud, intrusive, and using coarse language, Byrd-Bennett acknowledges that she is not one to be taken advantage of. Simultaneously, she is just as likely to offer hugs as she is to shake hands on any given day. However, she advises not to be deceived by her warm, welcoming smile. "I really won’t tolerate any nonsense," she warns. "She knows what she wants," says Ronald J. Hudack, a social studies teacher with 35 years of experience at Cleveland’s James Ford Rhodes High School. "But I don’t see her as an authoritarian ruler. She is receptive to our opinions. She listens to us." Byrd-Bennett considers herself a unique presence in Cleveland, with her New York background evident from the moment she speaks her first words. The straightforward district superintendent dons eccentric, oversized jewelry pieces and can often be spotted enjoying vintage jazz or modern tunes from Macy Gray at local nightclubs. Her glasses, whether they sit on top of her head or rest on the tip of her nose, serve both as a fashion statement and a practical accessory. She accentuates almost every point she makes with gestures, showcasing her long, meticulously manicured nails. She is accompanied by a bodyguard everywhere she goes, a precaution she takes after surviving a shooting incident at her New York office. In her Cleveland office, there is no desk or computer. Byrd-Bennett sits at a large wooden table surrounded by chairs, filled with stacks of paper, as she requires the space for organizing. She finds email communication almost distasteful and instead prefers to jot down notes.
Rudolph F. Crew, the former chancellor of New York City, understands why Byrd-Bennett’s unconventional style has captivated Cleveland. "[Byrd-Bennett] possesses a fascinating and thought-provoking combination of assertive yet considerate leadership," Crew explains. "She is an artist who brings her vision directly into the classroom." Influential individuals in Cleveland had little doubt that Byrd-Bennett was capable of leading the city’s schools. "Once the mayor announced that [Byrd-Bennett] would be the CEO, she immediately assumed the role of CEO," states Minter from the Cleveland Foundation. Minter commends Byrd-Bennett for taking charge of the school system and never relinquishing control. He credits her for building up the system instead of tearing it down and disparaging those who had been working to keep the district afloat. For her part, Byrd-Bennett admits that the district’s problems were much more intricate and deep-seated than she had anticipated. Instead of a unified school system, she discovered a fragmented "system of schools" with each one operating as its independent entity. Former elementary school principal Larrabee reveals that schools were barely surviving despite the district’s central office, and they actively avoided any contact with central-office administrators. Byrd-Bennett firmly seized control of the school system and has never let go. Arts education was nonexistent outside of magnet schools, and schools were not required to use student test scores to revise and enhance their curricula. The district’s 122 schools were in a state of disrepair.
Charles A. Mooney Middle School, which is part of the CEO school network, had gained a negative reputation in the city, especially after a student was fatally stabbed in front of the school in 1994, according to Principal Samuel J. Maul. The school had low test scores, overcrowded classes, and low staff morale. However, due to changes in the district’s education system and the dissolution of some magnet programs, Mooney Middle School’s student population decreased from 1,170 to 750. Additionally, to address disciplinary issues, the district implemented alternative education programs and sent around 60 overage children from Mooney Middle School to these programs. Under Maul’s leadership, the school now has a literacy-based curriculum that emphasizes reading and writing in all subjects. All students receive 80 minutes of English and language arts instruction daily. Despite being a CEO school, Mooney Middle School faces additional pressure to perform well.
Anita Guisto, a 3rd grade teacher at Mount Auburn Elementary School, has mixed feelings about the school being a CEO school. However, she notes that the school has seen some positive changes, such as freshly painted walls and much-needed academic supplies. Guisto expresses a sense that things are changing in the Cleveland Municipal Public Schools. Barbara Byrd-Bennett, the CEO of the district, has made her mark on the system, and her influence can be seen throughout. The staff, from custodians to administrators, use Byrd-Bennett’s buzzwords, like standards, literacy, and vision. Even students, like Alesha Washington, have noticed improvements in the curriculum over the past two years. Washington feels that her grades now accurately reflect what she is learning. The president of the Glenville Alumni Association, Shar-on Dozier-Lee, also believes that the current district administration is more responsive and positive compared to previous administrations. This has led to increased community involvement and support for the schools. The district’s potential for success is becoming evident, and people are eager to be part of it.
Byrd-Bennett had made significant improvements to the Cleveland schools during her second year as CEO. The district had a clear plan for improvement, and student test scores were on the rise. Byrd-Bennett had a positive working relationship with the mayor and school board, and the community was well-informed about her goals and generally supportive. However, just as things were going well, disaster struck. On October 6, the roof of East High School collapsed. Byrd-Bennett was informed of the incident while on her way to visit another school. She immediately formed a commission with the mayor to investigate the district’s facilities. This led to discussions about bond issues instead of focusing on instruction in classrooms. Byrd-Bennett had to shift her attention to matters like boilers, air ducts, and falling plaster. The stress of the situation caused her to lose weight during the bond campaign. Byrd-Bennett understands the lack of belief in positive outcomes in a district like Cleveland, but she remains committed to turning things around.
In his Cleveland Browns football jersey, Rick Sarli, the school’s custodian, is eager to emphasize the various issues plaguing the brick building. When you turn the knobs on the sinks in one of the student bathrooms, no water comes out. The necessary parts to fix the faucets are no longer being manufactured. Teachers have had ceiling tiles fall on their heads while they were teaching. According to Sarli, who graduated from East Clark in 1966 and has fond memories of the school, "The building moans at night."
In Tiffany Sonnenthiel’s 3rd grade class, there is a large plastic garbage can in the back, ready to catch the streams of water that fall from a gaping hole in the ceiling. Student artwork on one wall has been stained and smeared by water, making it difficult to recognize the children’s masterpieces. Sonnenthiel says with a sigh, "It’s spiritually and emotionally demoralizing. It’s hard to be in an unpleasant environment all day and to have your work destroyed by the conditions."
With renovations set to begin next year after a successful bond issue, Byrd-Bennett acknowledges that changing the culture in Cleveland’s schools remains her biggest challenge. "When a system reaches a point like the Cleveland district, you have a generation of people who don’t believe that positive things can happen," she says.
However, Byrd-Bennett sees signs of progress. She hears teachers and other staff members referring to Cleveland’s children as "our kids" instead of "those kids." There are discussions about "our contract" with teachers, not "the contract." "That, for me, is a symbolic issue," the CEO says.
Questions continue to arise about who truly leads Cleveland’s schools. Byrd-Bennett admits that she updates Mayor White, a Democrat who has been in office since 1989, on the overall situation, but says that she handles day-to-day matters independently with the school board.
Annoyed by critics who claim that the board merely approves decisions without question, Hilton O. Smith, the board’s president, states that they are trying to be professional and avoid the dramatic behavior that characterized previous boards.
As for the mayor, he sees his role as guiding the district in the "broad boundaries of education politics."
Gerald C. Henley, the president of the city’s last elected school board, insists that the mayor cannot be trusted. Henley, who now works as a consultant for the NAACP, argues that Byrd-Bennett has become infatuated with her celebrity status in Cleveland and simply acts as a puppet, with Mayor White pulling the strings.
However, Richard DeColibus, the president of the Cleveland Teachers Union, blames what he perceives as Henley’s poor leadership of the board for prompting the Ohio legislature to grant control of the schools to the mayor. The union, which is affiliated with the American Federation of Teachers, predicted that the takeover would be a disaster due to the mayor’s contentious relationship with the union and reputation for being authoritarian. "We believed that the only way it would work is if they hired an exceptional individual for the job and if the mayor would let that person do their work," he says. "The mayor has fulfilled those two conditions."
Former New York City Schools Chancellor Rudloph F. Crew describes Byrd-Bennett as having an intriguing and dynamic blend of assertive yet thoughtful leadership.
Regardless of how Mayor White may describe his relationship with the district, voters will have their say on the governance change during the upcoming elections. It is widely expected that Mayor White will run for a fourth term in office in the fall. In November of the following year, the people of Cleveland will decide whether they want an appointed or elected school board. The transition to an appointed board has faced legal challenges, which have been unsuccessful, and has some residents feeling excluded from the democratic process.
Byrd-Bennett states that she will not stay if voters choose to reinstate an elected board: "I don’t think I have the patience for nonsense and political agendas. So the people will have to decide."
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Here is the rewritten text:
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