SAC CHARTERGATE PART II
A History of Problems at St. HOPE Charter Schools in Sacramento
EDITOR'S NOTE: Ah, SAC CHARTERGATE—where education meets chaos and drama levels rival a telenovela. Sacramento Charter High School’s journey from “struggling public school” to “scandal-plagued charter experiment” is the gift that keeps on giving. From Kevin Johnson’s ambitious (and questionable) leadership to financial mismanagement that could make accountants weep, this saga has it all. Add in teacher unionization rebellions, student protests, and audit findings that read like a blooper reel of governance, and you’ve got an educational soap opera for the ages.
Will St. HOPE clean up its act before SCUSD pulls the plug? Or will this be the final chapter in Sacramento’s most dramatic school story? Stay tuned—this plot has more twists than a roller coaster, and we’re here for every single one.
READ PART I HERE: Big Education Ape: SAC CHARTERGATE: ST. HOPE'S SAC CHARTER HIGH SCHOOL DRAMA THAT PUTS SOAP OPERAS TO SHAME https://bigeducationape.blogspot.com/2025/07/sac-chartergate-st-hopes-sac-charter.html
TOMORROW: SAC CHARTERGATE PART III: BILLIONAIRES PLAYGROUND - THE ST. HOPE SAGA AND SACRAMENTO'S CORPORATE CIRCUS
Introduction: The Promise and the Peril of St. HOPE
The narrative of St. HOPE Public Schools in Sacramento begins with a compelling vision, rooted in the community of Oak Park. Founded by NBA All-Star and future Sacramento Mayor Kevin Johnson, St. HOPE emerged as a non-profit community development corporation in 1989. Its ambitious mission was to revitalize inner-city communities through a holistic approach encompassing public education, civic leadership, economic development, and the arts. What began as an after-school program in a modest portable classroom at Sacramento High School quickly blossomed into St. HOPE Academy, conceived as a vital supplement to the existing public education system. Its design promised a structured, positive environment fostering youth development across academics, leadership training, character development, spiritual growth, and physical well-being.
Early indicators of St. HOPE's impact were notably positive. The organization reported that an impressive 85% of its enrolled students improved their grade level by at least one, coupled with an exceptional 97% attendance record. Beyond education, St. HOPE's economic development initiatives were lauded, including the 2003 opening of the 40 Acres Art and Cultural Center, a 25,000-square-foot mixed-use facility that garnered an "Award for Excellence" in 2004. The conversion of the historic Sacramento High School campus into a St. HOPE charter in 2003, followed by the addition of PS7, was met with enthusiastic community support. The some local populace rallied behind these schools, and the Sacramento City Unified School Board (SCUSD) unanimously approved their charter renewals for another five-year term.
This initial wave of positive sentiment and the charismatic leadership of Kevin Johnson created an propaganda environment where St. HOPE was largely perceived as an unmitigated success. This strong, positive public image, reinforced by some community goodwill, effectively generated a "halo effect" around the organization. Such an overwhelmingly perceived positive public reception and the significant investment of community trust can, however, inadvertently lead to less immediate or rigorous scrutiny from oversight bodies, the media, or even the community itself in the formative years. When people are deeply invested in a success story, questioning potential underlying issues becomes more challenging. This dynamic suggests a vulnerability in accountability systems, where the very qualities that enable perceived successful launches and broad community buy-in can, paradoxically, delay the identification and resolution of problems, allowing them to fester and grow.
However, the journey from celebrated community initiative to "SAC CHARTERGATE" reveals a complex and often troubling tapestry of controversies. This article will delve into the narrative arc of St. HOPE, exploring the inherent tensions between charter school autonomy and public accountability. From allegations of federal funding misuse and serious misconduct, to internal strife, and persistent oversight challenges, St. HOPE's history serves as a compelling case study. The following table provides a high-level overview of the key controversies that have shaped this "Chartergate" saga, acting as a roadmap to the detailed discussions that follow.
- Controversy
- Key Figures/Entities Involved
- Approximate Timeline
- Brief Description/Outcome
- AmeriCorps Funding Misuse
- Kevin Johnson, Gerald Walpin (CNCS IG), U.S. Attorney's Office
- 2004-2009
- Settlement for misused funds; political pressure alleged to lift suspension.
- Sexual Misconduct Allegations
- Kevin Johnson, Michelle Rhee, Jacqueline Wong-Hernandez
2006-2007
- Allegations surfaced during federal probe; Rhee's alleged "damage control" role.
- High Staff Turnover & Administrator Resignations
- Christina Smith, St. HOPE Upper Leadership
2018
- Administrator resigned, citing lack of collaborative leadership.
- Teacher Unionization Disputes
- Sacramento City Teachers Association (SCTA), St. HOPE
2018-Present
- Ongoing bargaining, unfair practice charges; tensions over pay, working conditions, and management control.
- Financial & Credentialing Oversight Concerns
- SCUSD, California Department of Education (CDE), St. HOPE
2024
- Concerns raised during charter renewal process; corrective actions proposed/implemented by St. HOPE.
Chapter 1: From Portable Classroom to Public Scrutiny – The Early Years
The genesis of St. HOPE is intrinsically linked to the vision of Kevin Johnson, a former NBA star who sought to contribute meaningfully to the community that shaped him. In 1989, Johnson established St. HOPE Academy in a portable classroom at Sacramento High School, an initiative intended as an after-school program to support students. This foundational effort was envisioned as a catalyst for "economic and educational success for the area," aiming to provide a structured and positive environment that supplemented traditional public education.
By 1992, St. HOPE Academy had expanded significantly, thanks to collaborations with public school officials, business leaders, foundations, and a dedicated network of over 200 local volunteers. This collective effort culminated in the construction of a 7,000-square-foot youth development facility. The academy's core focus was on disadvantaged, minority, and low-income youth, striving to instill self-confidence, self-reliance, responsibility, and leadership qualities. Its comprehensive program offerings included a robust academic curriculum, "wellness" initiatives, spiritual edification, and character-building programs such as the "Friends Eating and Sharing Together Program" (FEAST) and a dedicated Mentor Program. These early efforts demonstrated tangible results, with 85% of St. HOPE Academy students reportedly increasing their grade level by at least one, and a remarkable 97% attendance record.
The broader impact of St. HOPE extended beyond the classroom. The organization played a significant role in the economic revitalization of Oak Park, initiating, attracting, or catalyzing the creation of 20 businesses, which generated nearly 300 jobs and infused over $10 million in economic and real estate development investments into the community. This culminated in the opening of the 40 Acres Art and Cultural Center in May 2003, a mixed-use facility that quickly became a landmark.
Shortly after this, St. HOPE Public Schools launched a preK-12 independent public charter school system, with the historic Sacramento High School campus, dating back to the late 19th century, becoming a St. HOPE charter school. The stated goal was to provide a continuous, high-quality education that would prepare students for success in four-year colleges. The community's embrace of these changes was evident, with residents rallying behind PS7 and Sacramento Charter High School, culminating in the Sacramento City Unified School Board's unanimous approval of their five-year charter renewals in September 2024, extending their operation until June 30, 2030.
This period, marked by Kevin Johnson's prominent role as an NBA All-Star and his philanthropic drive to give back, created a powerful narrative of community success. The significant positive impact of St. HOPE Academy and its broader economic development efforts generated immense goodwill and public support. However, this very "philanthropic charisma," while instrumental in fostering initial growth and securing public backing, inadvertently led to less stringent oversight. A reluctance to question the founder or the organization's rapid expansion seemed to take hold, as the focus shifted from rigorous accountability to celebrating the perceived good work. This dynamic, where the entrepreneurial spirit and public trust are in a delicate balance, allowed for potential issues to develop unaddressed, laying the groundwork for the more complex challenges that would emerge later.
Chapter 2: The AmeriCorps Affair – Federal Funds and Political Fallout
The first major crack in St. HOPE's gleaming facade, and a pivotal moment in the "Chartergate" narrative, emerged with the investigation into the misuse of AmeriCorps grant funds. In August 2008, Gerald Walpin, the Inspector General (IG) for the Corporation for National and Community Service (CNCS), initiated a referral for criminal and civil prosecution of Kevin Johnson to the U.S. Attorney's Office. Walpin's investigation had uncovered significant "misuse of grant funds" by St. HOPE Academy, leading to Johnson's suspension from receiving further federal funds. Specifically, CNCS accused Johnson of "wasting its money and directing corps members to do things clearly outside the bounds of AmeriCorps service" between 2004 and 2007.
The resolution of this investigation became a focal point of controversy. Walpin publicly criticized the settlement reached between the U.S. Attorney's Office, CNCS, and St. HOPE Academy, deeming it "excessively lenient". The settlement, announced on April 9, 2009, stipulated that St. HOPE and Johnson were responsible for repaying approximately half of the $848,000 in AmeriCorps funding they had received. Under the terms, Johnson agreed to personally pay $73,836, the then-Executive Director Dana Gonzalez paid $1,000, and St. HOPE committed to repaying the remaining $350,000 over a decade. Crucially, the settlement did not compel any party to admit to misusing the funds. Its most significant immediate consequence was the removal of Kevin Johnson's name from the "excluded parties system," a federal blacklist that had prevented the city of Sacramento from receiving vital stimulus funding.
The circumstances surrounding this settlement raised serious questions about political influence and the integrity of federal oversight. Walpin alleged direct "political pressure to lift the suspension to ensure that Sacramento could receive federal stimulus funds". This pressure reportedly intensified after Johnson was elected Mayor of Sacramento. A subsequent congressional report, reviewing the facts and circumstances surrounding Walpin's controversial removal from his IG post, could not "conclusively reject the possibility that the removal may have been motivated [by] a desire to exert greater political control over CNCS without interference of an aggressive Inspector General".
Further scrutiny fell upon Lawrence Brown, the Acting U.S. Attorney involved in the negotiations. The congressional report highlighted that Brown was actively seeking a Presidential appointment as U.S. Attorney concurrently with negotiating the "lenient settlement" and, notably, excluding Walpin from these discussions. This confluence of events created a strong appearance of impropriety, leading to public speculation about whether Brown sought to "curry favor with the White House" by expediting a favorable outcome for Johnson. Walpin himself had complained to the CNCS Board of Directors about his exclusion from the settlement negotiations.
This episode vividly illustrates a corrosive intersection of politics, philanthropy, and public funds. It was not merely a case of financial mismanagement; it showcased how political influence and personal ambition could seemingly override or dilute the integrity of a federal investigation and its accountability process. The "lenient" settlement, which allowed Sacramento to access stimulus funds without requiring an admission of guilt for misused funds, suggested a prioritization of political expediency and city funding over full accountability. This outcome risks eroding public trust not only in St. HOPE but in the broader system of oversight, implying that powerful individuals might operate under a different set of rules. It underscores a critical systemic flaw where the perceived "greater good" of city stimulus funds can be leveraged to justify compromises on accountability, setting a troubling precedent.
Chapter 3: Whispers and Allegations – The Shadow of Misconduct
As if the AmeriCorps funding controversy were not enough, St. HOPE's reputation was further clouded by serious allegations of sexual misconduct against its founder, Kevin Johnson. These claims surfaced as part of the AmeriCorps IG report, which congressional Republicans later released, containing interview notes detailing the accusations.
One redacted AmeriCorps member provided a detailed account of an incident in February or March 2007. She reported that while entering grades per Johnson's instructions, he allegedly "layed down behind me, cupping his body around mine like the letter C." She further stated that his hand then moved "under her untucked shirt" to her hip. This same individual also described three separate instances between June and July 2006, during a St. HOPE-sponsored trip to Harlem, NY. She alleged that Johnson "brushed [her] leg with his hand" on three occasions, including once "flip[ping] up the edge of her skirt." Other reported actions included Johnson kissing her cheek, brushing against her, and massaging her shoulders. The member explained that she did not report these earlier incidents at the time due to fear of termination from the program and because Johnson was actively assisting her in gaining acceptance into the United States Military Academy, where she subsequently enrolled.
Further allegations emerged from Erik Jones, a former Sacramento High teacher. Jones reported that another former AmeriCorps member had confided in him, sometime in 2007, that Johnson had "inappropriately touched her" at Sac High. This account specified that Johnson allegedly started massaging her shoulders and then reached over and touched her breasts.
Adding another layer of complexity to these grave allegations was the reported involvement of Michelle Rhee, then Johnson's fiancée and a prominent national education reformer. Jacqueline Wong-Hernandez, a former St. HOPE staff member, informed federal investigators that Rhee was widely known within the organization as "Damage Control." Wong-Hernandez asserted that "When there was a problem at St. HOPE, Ms. Rhee was there the next day taking care of the problem". Notably, Rhee conducted Wong-Hernandez's exit interview, during which Wong-Hernandez explicitly stated that her reason for leaving was directly related to how St. HOPE had handled the sexual misconduct allegation. Rhee reportedly engaged directly with IG Walpin, attempting to "make the case for Johnson and the school he ran in Sacramento" and describing Johnson as "a good guy," though her advocacy reportedly had "little effect" on Walpin's investigation.
The public revelations of these allegations against Johnson became intertwined with Michelle Rhee's own controversial public statements. Rhee had publicly declared that she "got rid of teachers who had hit children, who had had sex with children, who had missed 78 days of school". Critics swiftly pointed out the apparent hypocrisy: why would a reformer so vocal about removing teachers for severe misconduct be involved in "damage control" for similar allegations against her own fiancé? The manner in which these allegations were handled, as described by Wong-Hernandez, leading to her resignation, strongly suggested a failure of internal processes to adequately address serious misconduct. The very existence of these allegations, and the perception of an insufficient or compromised response, cast a long, indelible shadow over St. HOPE's reputation and the integrity of its leadership, fundamentally undermining the very "hope" embedded in its name.
This situation reveals a profound and troubling hypocrisy in the application of accountability. A leading figure in education reform, a champion of strict accountability for educators, was alleged to have played a role in managing serious misconduct allegations against a close personal associate. This suggests that accountability standards might be selectively applied, where powerful individuals could potentially be shielded from the same rigorous scrutiny applied to others. The consequence is a severe erosion of trust—not just in St. HOPE's leadership, but in the broader integrity of educational reform efforts themselves, particularly when personal relationships and power dynamics appear to influence ethical responses. This aspect of "Chartergate" highlights how alleged ethical lapses at the highest levels can fundamentally undermine an organization's mission and its public credibility.
Chapter 4: Turmoil in the Halls – Staffing, Unions, and Student Voices
Beyond the high-profile controversies of federal funds and personal conduct, St. HOPE has grappled with persistent internal instability, particularly concerning its teaching staff and administrative leadership. The organization has faced an ongoing challenge in retaining educators, characterized by a "high turnover rate". This instability reached a notable point in September 2018 when Christina Smith, who had served as the Site Leader (principal) of Sacramento Charter High School for only two months, abruptly resigned. In her written statement, Smith explicitly cited that St. HOPE Public School's "upper leadership does not appreciate education as a collaborative enterprise". This pointed criticism suggested a top-down management style that was perceived as unsupportive by school-level leadership, a sentiment that St. HOPE administrators acknowledged created "concern for scholars, staff and families".
In response to perceived instability and a desire for better working conditions, teachers at St. HOPE embarked on a complex journey towards unionization, eventually finding representation with the Sacramento City Teachers Association (SCTA). A primary motivation for this organizing effort was to "protect themselves" and address significant "salary gaps" between charter schools and traditional public school districts, with a clear aim for "improved transparency around pay raises". However, the path to unionization has been fraught with contention. Although SCTA was certified as the exclusive representative in 2018, the parties had still not reached a first collective bargaining agreement as of late 2023. This protracted negotiation has been punctuated by SCTA filing unfair practice charges against St. HOPE, alleging that the school "unlawfully influenced employee free choice by providing teachers with $2,000 bonuses" and interfered with decertification efforts.
From the administration's perspective, the prospect of unionization was viewed with significant apprehension, with some expressing concerns that it could be their "death knell." These worries stemmed from anticipated "escalating salary costs," "new constraints on a teacher coaching model," and a shift towards decision-making via "committee". While unionization was seen by some as a means to codify systems for teacher development and address pay inequities, others within the administration believed it would make it "more difficult to provide teachers meaningful feedback on their craft or dismiss ineffective teachers". This highlights an inherent tension between the standardization often sought by unions and the flexibility frequently touted as a core advantage of the charter school model.
The internal issues at St. HOPE did not remain confined to staff rooms and negotiating tables; they directly impacted the student body. Students at Sacramento High School engaged in walkouts, vocally expressing their frustrations. They felt that "the people that made the changes are not on this campus and do not know how much it is affecting us". A significant grievance was the departure of "certain instructors that they liked," a direct consequence of the high teacher turnover. These student protests carried a tangible financial cost for Sac High, as the school could not receive state funding for students not seated at their desks.
This interconnected web of internal instability reveals a clear dynamic: a perceived lack of collaborative leadership and high turnover among staff directly contributed to teacher dissatisfaction and a subsequent push for unionization. This internal strife, in turn, directly impacted the students, leading to their protests and creating a potentially unstable learning environment. It is a striking observation that an organization founded on principles of "hope" and community revitalization has struggled profoundly with internal cohesion and fundamental employee relations. This suggests that without a healthy internal culture and effective human resource management, even well-intentioned educational initiatives can falter, undermining their core mission and raising serious questions about the long-term sustainability of the charter model when internal stability is compromised.
Chapter 5: The Bottom Line – Financial Fissures and Oversight Fights
The ongoing saga of St. HOPE's operational challenges recently culminated in a critical review by its authorizer, the Sacramento City Unified School District (SCUSD). A 2024 report by a third-party auditor, commissioned by SCUSD, brought to light significant concerns regarding St. HOPE Public Schools. The audit specifically flagged issues related to a "low number of teachers with an 'effective credential'," identified "potential conflicts of interest," and raised questions about the organization's "financial management". St. HOPE Superintendent Lisa Ruda acknowledged these concerns but countered that 86% of their teachers now hold effective credentials, a figure she described as a "significant improvement" from previous years. She further emphasized that all St. HOPE teachers possess the "necessary credentials to teach in the district".
In response to the audit's findings, St. HOPE has outlined several corrective actions. These include modifying contracts with St. HOPE Academy and St. HOPE Development Corporation to mandate time-hour accounting, amending the SHPS bylaws to explicitly prevent conflicts of interest, and engaging an independent audit firm, CliftonLarsonAllen LLP, to review their back-office provider's compliance. Furthermore, St. HOPE has submitted updated financial documents and is actively working to enhance its financial reporting to "meet or exceed industry norms".
Despite these documented concerns, the Sacramento City Unified School Board voted unanimously on September 19, 2024, to renew the charters for both Sacramento High School and PS7 for another five-year term, extending until June 30, 2030. PS7 was classified as a "MIDDLE-PERFORMING charter school" based on state law and 2022/2023 Dashboard results, thereby qualifying for renewal. The renewal, however, came with specific conditions for PS7, including the requirement to enter into an operational Memorandum of Understanding (MOU), fully implement a corrective action plan, submit aligned fiscal documents, develop a plan to reduce suspension rates, and outline a strategy to improve academic performance, particularly for African American and socio-economically disadvantaged students. The SCUSD staff report noted that PS7's educational program design was "sound and meet renewal criteria". St. HOPE expressed confidence in addressing the concerns to secure the renewal, noting their right to appeal to the Sacramento County Office of Education and the California Department of Education if denied. The MOU between St. HOPE and SCUSD explicitly states that failure to comply with its material terms could constitute a material violation of the charter, subject to specific Education Code procedures, and allows SCUSD to charge an oversight fee not exceeding 1% of the charter school's revenue.
The St. HOPE case is not an isolated incident but rather fits into a broader, ongoing debate about charter school accountability in California. Critics frequently argue that many charter schools, despite being publicly funded, "do not hold themselves accountable to the standards other public schools are held to". This often manifests as a reluctance to share financial records, hold open meetings, or adopt clear conflict-of-interest policies. This perceived "lack of oversight and transparency" is often cited as a pathway to "fraud, corruption and mistreatment of students and staff," with state regulators reportedly uncovering over $81 million in fraudulent and wasteful spending at charters statewide. The fundamental disagreement revolves around the very definition of accountability. While charter advocates emphasize autonomy and professional standards, critics demand robust public accountability for student learning outcomes and the responsible use of public funds. The California Teachers Association (CTA) actively advocates for greater transparency, accountability, and equal access, asserting that "corporate, for-profit companies have hijacked the system". While the theoretical ability of authorizers to revoke or not renew charter contracts is a key accountability mechanism , the St. HOPE case, with its pattern of concerns followed by renewals, suggests a complex reality where this ultimate sanction is rarely exercised.
This situation creates what might be termed a "revolving door" of accountability. Issues are identified, corrective actions are proposed or implemented, but the charter is consistently renewed, often unanimously, seemingly without a definitive resolution of the underlying, systemic problems. The recurring nature of financial and governance concerns, juxtaposed with consistent renewals, raises questions about the true rigor of SCUSD's oversight. It implies that current oversight mechanisms might be more focused on compliance with procedural fixes rather than ensuring fundamental, long-term operational and ethical integrity. The bureaucratic dance involves concerns being raised, plans being made, but the charter continues to operate, leaving the public to wonder if the problems are ever truly solved or merely managed. This has significant implications for public trust and the effectiveness of charter school accountability statewide.
Table 2: St. HOPE Charter Renewal Status & SCUSD Concerns (2024)
- School
- Renewal Status
- SCUSD Concerns (2024 Audit/Report)
- St. HOPE's Response/Corrective Actions
- Performance Level (for PS7)
- Key Conditions for Renewal
- Sacramento Charter High School (Sac High)
- Renewed until June 30, 2030 (unanimous vote)
- Teacher Credentialing (low "effective credentials")
- 86% teachers with effective credentials
Operational MOU, corrective action plan implementation, aligned fiscal documents, plans for behavior/academics.
- PS7
- Renewed until June 30, 2030 (unanimous vote)
- Conflicts of Interest (with related entities)
- Amended bylaws to prevent conflicts, modified contracts for time-hour accounting, engaged independent audit firm
- Middle-Performing
Operational MOU, corrective action plan implementation, aligned fiscal documents, plans for behavior/academics.
- Financial Management (issues identified)
- Submitted updated financial documents
- Suspension Rates (need for reduction plan)
- Academic Performance (need for improvement plan, especially for African American and socio-economically disadvantaged students)
Conclusion: Lessons from the Gate – Accountability, Autonomy, and the Future of Charter Schools
The journey of St. HOPE Public Schools, from a celebrated community initiative to the complex case study now known as "SAC CHARTERGATE," offers a sobering reflection on the inherent challenges within the charter school model. What began with the noble vision and charisma of Kevin Johnson, intended to revitalize Oak Park through education and economic development, became entangled in a series of persistent controversies. The narrative connects the dots from federal funding misuse and allegations of political interference, to serious misconduct claims and alleged "damage control" at the highest levels. It further details the internal turmoil stemming from high staff turnover and contentious union disputes, culminating in recurring financial and oversight challenges. These are not isolated incidents; rather, they form a discernible pattern of issues that collectively undermine the very promise of St. HOPE.
The implications of St. HOPE's history extend far beyond Sacramento, offering critical reflections on the broader landscape of charter school accountability and public trust. The case vividly illustrates the tension between the autonomy granted to charter schools—designed to foster innovation and flexibility—and the imperative for robust public accountability, particularly for entities funded by taxpayers. When oversight is perceived as lenient, politically influenced, or simply insufficient to address deep-seated issues, vulnerabilities become pronounced. The repeated identification of concerns in audits and reports, consistently followed by charter renewals, raises profound questions about the efficacy of current accountability mechanisms in California. Is the system truly designed to protect students and public funds, or does it, perhaps inadvertently, perpetuate the existence of charters even those with a problematic track record? This cycle can lead to an erosion of public trust, as faith in both the charter model and its oversight bodies diminishes when allegations of misconduct are seemingly mishandled or financial impropriety is settled with perceived leniency.
The enduring paradox of "accountability" in the charter sector is starkly highlighted by St. HOPE's trajectory. Despite a documented "history of problems" spanning years, the ultimate consequence—charter revocation—has not materialized. This suggests that while accountability mechanisms exist and identify issues, they may lack the necessary enforcement power or political will to compel truly fundamental and lasting change. If the highest level of accountability, such as charter revocation, is rarely exercised, it risks creating a perpetual cycle where issues are addressed superficially or conditionally, rather than being fundamentally resolved. This implies that the system might be structured more for managing controversy and maintaining operations than for rigorously upholding public trust and ensuring unwavering quality.
Moving forward, "Sac Chartergate" offers crucial lessons for the broader charter school movement. It underscores the critical need for stronger, truly independent governance structures, transparent financial practices, and a steadfast commitment to a culture that prioritizes ethical conduct and staff well-being above all else. The ongoing debate about charter school accountability in California will undoubtedly continue to be shaped by cases like St. HOPE. Whether this will lead to more robust legislative changes or stricter enforcement remains an open question. Despite the controversies, St. HOPE Public Schools continues to operate and serve students, a testament to the enduring need for educational options in communities like Oak Park. The persistent challenge for St. HOPE, and indeed for the entire charter sector, lies in genuinely addressing historical problems and rebuilding trust, ensuring that the "hope" in public education is not merely a name, but a consistently delivered reality. The cycle of issues and conditional renewals must ultimately break if the sector is to fully earn and maintain public confidence.
St. HOPE's History Builds the Foundation for its Future
School Board Unanimously Approves Sac High and PS7 Charters for 5 More Years!
Sacramento High Students Exercise Their Voices
SCUSD scrutinizes St. HOPE Public Schools' teacher credentials - The Sacramento Observer
Sacramento: Principal of Rhee-Johnson Charter School Quits in
What Was Michelle Rhee's 'Damage Control' for Kevin Johnson? - Washington City Paper
Who Are These Child-Molesting Teachers?: Loose Lips Daily - Washington City Paper
Kevin Johnson Settles with the Federal Government – Former Corps Must Repay CNCS
Determination Hearing for the Charter Renewal of St. HOPE Public School 7 (PS7) - Sacramento City Unified School District
PERB - Order Number A D-511-E - St. Hope Public Schools Employer and A group of Employees, Petitioner and Sacramento City Teache - Amazon S3
Let's Be Clear About Charter Schools - California Teachers Association
When Accountability Comes Knocking, How Do Charter Schools Respond? Author(s): Marytza A. Gawlik Affiliation - in.nau.edu
Sacramento City Unified School District Fails Its Most Vulnerable Students
Sacramento City Unified 'fails' students with disabilities, grand jury report finds
Big Education Ape: Search results for ST HOPE
https://bigeducationape.blogspot.com/search?q=ST+HOPE
