SAC CHARTERGATE PART II: A History of Problems at St. HOPE Charter Schools in Sacramento

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 a 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!

sthope.org

Sacramento High Students Exercise Their Voices

SCUSD scrutinizes St. HOPE Public Schools' teacher credentials - The Sacramento Observer

sacobserver.com

Sacramento: Principal of Rhee-Johnson Charter School Quits in

dianeravitch.net

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

washingtoncitypaper.com

Kevin Johnson Settles with the Federal Government – Former Corps Must Repay CNCS

thenewservice.org

oversight.house.gov

Determination Hearing for the Charter Renewal of St. HOPE Public School 7 (PS7) - Sacramento City Unified School District

scusd.edu

PERB - Order Number A D-511-E - St. Hope Public Schools Employer and A group of Employees, Petitioner and Sacramento City Teache - Amazon S3

s3.us-west-2.amazonaws.com

Let's Be Clear About Charter Schools - California Teachers Association

cta.org

When Accountability Comes Knocking, How Do Charter Schools Respond? Author(s): Marytza A. Gawlik Affiliation - in.nau.edu

in.nau.edu

Sacramento City Unified School District Fails Its Most Vulnerable Students

sacgrandjury.org

Sacramento City Unified 'fails' students with disabilities, grand jury report finds

capradio.org

Big Education Ape: Search results for ST HOPE

https://bigeducationape.blogspot.com/search?q=ST+HOPE 

SAC CHARTERGATE PART I: ST. HOPE'S SAC CHARTER HIGH SCHOOL DRAMA THAT PUTS SOAP OPERAS TO SHAME

 

SAC CHARTERGATE

ST. HOPE'S SAC CHARTER HIGH SCHOOL DRAMA THAT PUTS SOAP OPERAS TO SHAME

Yes, Sacramento. Known for its rivers, trees, and a Capitol building that’s seen more drama than a Shakespeare festival. But who needs political intrigue when you’ve got Sacramento Charter High School and its parent organization, St. HOPE Public Schools, delivering plot twists that would make even the writers of *Game of Thrones* jealous? Welcome to SAC CHARTERGATE, where education reform meets reality TV, and the stakes are higher than your average SAT score.

Act I: The Fall and Rise (and Fall?) of Sac High

Once upon a time, Sacramento High School was a beacon of education in the Oak Park community. But as the years went on, it became a cautionary tale of underperformance, leadership turnover, and unmet state improvement goals. Enter Kevin Johnson—former NBA star, former Sacramento mayor, and self-proclaimed education reformer. With his nonprofit St. HOPE Public Schools, Johnson promised to turn Sac High into a charter school utopia. Smaller classes! Academic excellence! Arts programs galore! What could go wrong?

Spoiler: Everything.

The community was divided. Some saw Johnson as the knight in shining armor Sac High desperately needed. Others thought handing over a public school to a nonprofit was like trusting a fox to guard the henhouse. Despite protests, petitions, and enough public meetings to fill a Netflix mini-series, the school board voted 4-3 to close Sac High and let St. HOPE take over. Cue the dramatic music.

 Act II: St. HOPE’s Rocky Start

With St. HOPE at the helm, expectations were high. Unfortunately, so were the allegations of mismanagement. Critics accused the organization of financial shenanigans, including misusing AmeriCorps funds for personal errands (because nothing says “educational reform” like having federal workers wash your car). And let’s not forget the allegations of sexual misconduct against Kevin Johnson, which were about as welcome as a pop quiz on a Monday morning.

Meanwhile, teachers at Sacramento Charter High School were dealing with their own set of challenges: high turnover rates, unstable contracts, and a lack of transparency that made Area 51 look like an open book. Frustrated and fed up, they decided to unionize—a bold move in the charter school world, where unions are about as popular as pineapple on pizza.

Act III: The Audit Heard ’Round Sacramento

Fast forward to 2024, and things at St. HOPE hadn’t exactly improved. A third-party audit commissioned by the Sacramento City Unified School District (SCUSD) revealed a laundry list of issues: financial mismanagement, conflicts of interest, and teacher credentialing problems. The audit even questioned the dual roles held by Cassandra Jennings, who serves as both CEO of St. HOPE Academy and chair of its board—a conflict of interest that’s about as subtle as a neon sign.

The district demanded a corrective action plan to address these issues by August 2024, warning that failure to comply could result in charter non-renewal. In response, St. HOPE promised reforms, including better staff training and stricter accountability measures. But let’s be real—this isn’t their first rodeo with promises of improvement.

Act IV: Scandals and Setbacks

Just when you thought things couldn’t get messier, enter Kimbbie Drayton, a football coach at Sacramento Charter High School accused of hosting parties where students allegedly partook in drugs and alcohol. The allegations—first reported by *The Sacramento Bee*—sent shockwaves through the community and prompted SCUSD to delay approving St. HOPE’s memorandum of understanding (MOU). Board members criticized the district for trying to sweep the issue under the rug by placing it on the consent agenda instead of scheduling a full discussion.

Meanwhile, parents and teachers raised concerns about how St. HOPE handled—or didn’t handle—misconduct investigations. One teacher claimed they faced retaliation for reporting the coach’s behavior, while others accused the organization of withholding documents from the district. At this point, it’s safe to say that transparency at St. HOPE is about as elusive as Bigfoot.

Act V: The Community Speaks Out

Despite all this drama, St. HOPE still enjoys significant support from many students and community members who credit its schools with strong academic performance—particularly among African American and socioeconomically disadvantaged students. At board meetings, passionate testimonials from parents and alumni painted a picture of a school that has made a real difference in their lives.

But not everyone is convinced. Critics argue that academic success shouldn’t come at the expense of accountability or ethical governance. As one SCUSD board member put it: “You can’t build a house on a shaky foundation—even if it has great curb appeal.”

Act VI: The Bigger Picture

The saga of SAC CHARTERGATE isn’t just a local issue; it’s part of a broader debate about charter schools in America. Proponents argue that charters offer innovative solutions to failing public schools. Opponents counter that they often lack oversight, leading to financial mismanagement and other scandals—like the $400 million fraud case involving California’s A3 charter school network.

The task force led by California State Controller Malia Cohen recently proposed 20 recommendations to improve oversight across all public schools, including charters. These include better auditor training, mandatory reporting of delayed audits, and stricter financial controls—common-sense measures that make you wonder why they weren’t already in place.

Epilogue: Lessons Learned?

So, what have we learned from SAC CHARTERGATE? For starters, turning a struggling public school into a charter isn’t a magic bullet—it’s more like slapping duct tape on a leaky boat and hoping it stays afloat. Leadership matters. Transparency matters. And above all, accountability matters.

As for St. HOPE? They’ve got until September 2024 to prove they’ve turned over a new leaf—or risk losing their charter altogether. Whether they succeed remains to be seen, but one thing’s for sure: Sacramento will be watching closely.

In the meantime, SAC CHARTERGATE serves as a cautionary tale for anyone tempted to waltz into public education with big ideas and no plan for follow-through. Because at the end of the day, hope alone isn’t enough—you need integrity, transparency, and maybe a good PR team too.

And if all else fails? Well, there’s always reality TV.

Big Education Ape: SAC CHARTERGATE PART II: A History of Problems at St. HOPE Charter Schools in Sacramento https://bigeducationape.blogspot.com/2025/07/sac-chartergate-part-ii-history-of.html 

Big Education Ape: Search results for ST HOPE https://bigeducationape.blogspot.com/search?q=ST+HOPE 

St. Hope charter schools audit raise concerns in Sacramento | abc10.com https://www.abc10.com/article/news/local/sacramento/sacramento-city-usd-audit-st-hope-charter-schools-raises-concerns/103-abd88166-77dc-43e9-a7a4-10071f56a5ad 

California task force proposes new charter school oversight as St. HOPE faces scrutiny https://www.capradio.org/articles/2024/10/23/california-task-force-proposes-new-charter-school-oversight-as-st-hope-faces-scrutiny/ 

St. HOPE Public Schools' future in question amidst allegations - The Sacramento Observer https://sacobserver.com/2024/08/st-hope-public-schools-charter-renewal/ 

Sac High boss resigns, blasts St. Hope leaders for ‘history of neglect’

Sac High boss resigns, blasts St. Hope leaders for ‘history of neglect’
Sac High boss resigns, blasts St. Hope leaders for ‘history of neglect’

Sacramento Charter High School’s top administrator has resigned just days after students left classes in protest and she blasted St. Hope administrators for what she said was the school’s “sustained history of neglect from above” and their “reactionary finger-pointing” in their handling of the student walkout.

Christina Smith in a strongly worded one-page letter dated Monday and obtained Wednesday by The Sacramento Bee, threw her support behind the students, saying the demonstrations and the blame laid at Smith’s feet in its wake by leaders of St. Hope Public Schools, which runs the charter high school, were among the tipping points that led to her resignation as the school’s site lead.
Sac High boss resigns, blasts St. Hope leaders for ‘history of neglect’

Smith, the site lead for grades 10-12, was in the position for two months, said St. Hope officials.

“I’m resigning because I am frustrated that our upper leadership does not appreciate education as a collaborative enterprise. ... that our schools were reorganized with little planning and without staff and community consultation and that there is no accountability mechanism for addressing student, teacher and site lead concerns – and that St. Hope’s executives and board remain unresponsive to that fact.”

St. Hope Chief of Schools Kari Wehrly, who is in charge of overseeing academic alignment at St. Hope schools including Sac High, will assume Smith’s role on an interim basis, St. Hope officials announced in a statement Wednesday.

“It is unfortunate to lose Ms. Smith only three weeks into the school year and we recognize the concern this creates for scholars, staff and families,” the statement read in part. “We are currently developing a plan for additional staff realignment within St. Hope Public Schools to ensure Sac High is properly staffed for both teaching and administration.”

Some 100 students staged four days of walkouts frustrated that student-led changes to the campus’ handbook approved at the end of the 2017-2018 school year were set aside by St. Hope officials and that students were ordered by the officials to wear costly school-mandated uniforms.

“We feel like we’re being stripped of our voices,” said senior Keishay Swygert during Friday’s demonstration, part of four days of protest against St. Hope administrators. “We want our school back.”

Other students on Wednesday bemoaned a high teacher turnover rate, a lack of textbooks, arbitrary rule-making by school leaders and an environment that does not properly prepare its students for college.

Sac High, is “portrayed as a college-prep school, but there’s no system to help (students) get to college and no focus on keeping the students that are here”, said senior Andwele Fletcher. “As a freshman, I thought the seniors then were a lot more prepared to go to college than we are now.”

Student demonstrators, who have dubbed themselves “next-level advocates,” met with board representatives including St. Hope’s chief director of schools and its CEO Jake Mossawir on Monday afternoon, said Berry Accius, leader of Sacramento community advocacy Voices of Youth, who joined the students.

Saying “change is never easy or comfortable,” St. Hope officials on Wednesday characterized the changes that ignited students’ ire as “adjustments to our staffing and classroom structures, while also working hard to bring new services, resources, and extracurricular opportunities to our campuses.”
Sac High boss resigns, blasts St. Hope leaders for ‘history of neglect’

Officials in the statement said St. Hope made a “series of modifications to Sac High policies” after talking with students. Officials did not elaborate on the policy changes.

In her letter, Smith lambasted administrators’ response to the protests, saying leaders “immediately interpreted their own students as a threat” and suggested the walkouts resulted from her leadership of the school.

“As if Sac High had no sustained history of neglect from above and as if protesting voices could be turned off like a faucet,” Smith wrote. Smith also called out failures in St. Hope’s leadership that she said has led to an exodus of talented teachers and staff, alienated community members and sowed resentments among its student body.

“Until St. Hope engages in an honest reckoning with its executive leadership failures, initiates an external evaluation and adopts best practice models for charter schools, the system will only frustrate our mission, intensify resentments and keep driving away the most dedicated teachers and staff,” she wrote. 

The charter school operated by St. Hope had been in flux for months, say observers critical of the school’s recent realignment, the loss of teachers and staff and perceived hard lines on policies governing students’ uniforms, cell phone use and how students enter and leave campus.

“Everything’s locked, the school’s just shut down” once instruction ends, one 10th-grade student said at an Aug. 11 meeting of parents, students and advocates, describing how the school’s 750-plus students were forced out one door at the end of the first day of school. The student likened the scene to herding cattle, but said she did not want her name disclosed fearing retribution from school officials. “They won’t even let kids go to the bathroom,” the student said.

The frustrations laid out in Smith’s Monday missive to St. Hope came to a head with the student protests, but had been simmering long before.

Parents, students and advocates at that Aug. 11 meeting sounded alarm bells about the first week of instruction at the Oak Park campus.

They ticked off grievances from class sizes (too large) to communication between Sac High and parents (nonexistent) to insufficient honors classes for high-achievers.

“After we had demanded that we wanted an honor course, they threw a title on an English 10 class and said, ‘Oh, here’s your honors course,’” the 10th grade student said.

She added that the school did not adequately check student test scores.

“That’s why we have 40 kids in the honors class. They’re not supposed to be in there.”

Wehrly at the time disputed the accounts and defended the campus’ entrance-and-exit policy as a safety measure implemented after concerns raised by parents.

Reaction Wednesday to the news of Smith’s resignation was swift from parents allied with Smith and who see a school losing its way.

“She’s an excellent person, an excellent teacher and was becoming an excellent principal. She was always on the side of students,” said Ursula Yisrael, a member of the Black Parallel School Board, a community organization that advocates for low-income and minority students in the district. Yisrael is also a parent of a daughter who attends Oak Park Prep, the school Smith led before taking the Sac High job.

Yisrael said after the restructuring that led so many teachers and staff to leave the campus, she and other parents were hopeful that Smith would remain at the helm.

“I was excited to know that she would be around. We felt she would give the students a person they could rely on,” Yisrael said. Instead, with Smith’s departure and what Yisrael said was a “revolving door” of teachers at the school, “we’re reverting back to the same position we were in last year. It’s sad for the kids, but we won’t stop asking for what the kids deserve.”

Sacramento Charter High School’s top administrator, Christina Smith, resigned just days after students left classes in protest and she blasted St. Hope administrators for what she said was the school’s “sustained history of neglect from above” and their “reactionary finger-pointing” in their handling of the student walkout. St. Hope Schools

Sac High boss resigns, blasts St. Hope leaders for ‘history of neglect’

St. Hope taps Michelle Rhee as board chair, removes superintendent - Our Region - The Sacramento Bee

St. Hope taps Michelle Rhee as board chair, removes superintendent - Our Region - The Sacramento Bee:

St. Hope taps Michelle Rhee as board chair, removes superintendent

By Loretta Kalb
lkalb@sacbee.com

Published: Friday, Aug. 1, 2014 - 8:01 pm

St. Hope Public Schools has named Michelle Rhee, the controversial former Washington, D.C., schools chief and charter schools advocate, as its new board chairwoman and removed Jim Scheible as its superintendent.

St. Hope leaders plan to launch a national search for Scheible’s replacement and have tapped Rhee protégé Enoch Woodhouse as interim leader. The flurry of moves in the last two weeks give Rhee a powerful new role in the charter school system founded by her husband, Sacramento Mayor Kevin Johnson.

After leaving Washington, Rhee in 2010 created a well-financed advocacy group, StudentsFirst, which has taken aim at teachers unions in state and local politics. Rhee has focused on overhauling programs that serve disadvantaged children, but her efforts to change layoff policies and teacher evaluations have drawn scorn from educators at traditional schools.

Rhee previously served on the St. Hope board in 2006 and 2007.

Johnson launched St. Hope as an after-school program in Oak Park in the late 1980s. The St. Hope program evolved into the charter school system that expects to enroll about 1,800 students this fall, according to Scheible.

Woodhouse, a veteran of Rhee’s StudentsFirst organization, said the change will enable the superintendent’s job to be more manageable. He served as vice president of operations at StudentsFirst, oversaw strategic planning and, most recently, became a national advocate.

He also worked at Washington, D.C., public schools. His biography shows that he led the system’s public information programs. He said he resigned from the St. Hope governing board to take the interim job, and he will move from Philadelphia to Sacramento to run the district for one year.

“For the past few years … a single superintendent was sitting at the top managing across five school (principals) and an office staff,” Woodhouse said. “We’re turning one role into three. We’ll have a chief academic officer. I will more directly manage the operating side of the house.”

St. Hope moved Scheible to the position of chief advancement officer, overseeing revenue generation and growth.

StudentsFirst is active in 18 states. Woodhouse said the group seeks to pass laws and policies in those states that “in our view make sense for kids ... support best teachers and ... expand quality charters.”

Among them, he said, are mayoral control of schools and tying budget allocations to student outcomes. He said it makes sense for Rhee to return to the governing board.

“Michelle has been board chair before and investigated significant time in St. Hope,” he said. “For me, this has nothing has to do with StudentsFirst, except that we’re ideologically aligned and weSt. Hope taps Michelle Rhee as board chair, removes superintendent - Our Region - The Sacramento Bee:

Read more here: http://www.sacbee.com/2014/08/01/6599773/st-hope-taps-michelle-rhee-as.html#storylink=cpy

St. Hope schools founded by former Sacramento Mayor Kevin Johnson will unionize, labor group says | The Sacramento Bee

St. Hope schools founded by former Sacramento Mayor Kevin Johnson will unionize, labor group says | The Sacramento Bee:

Kevin Johnson’s charter schools have long angered unions. Now teachers there may join one.

A majority of teachers at the St. Hope Public Schools charter system have signed a petition to become members of the Sacramento City Teachers Association, the labor union announced Wednesday.

If completed in the coming months, as SCTA officials expect, the marriage of the activist-style teachers union and the charter school system founded by former Mayor Kevin Johnson would be an odd pairing within the Sacramento City Unified School District.

No other independent charter schools in the district have unionized, and education labor leaders have long been critical of Johnson and his wife, Michelle Rhee. The Sacramento teachers union has remained an ardent opponent of St. Hope since it won school board approval to convert Sacramento High School to a charter campus in 2003.

Rhee is a prominent advocate for charter schools, chairs the board for St. Hope and is the former chancellor for Washington, D.C., public schools, where she drew controversy for bucking the teachers union.

“It used to be insurance companies and the trial lawyers doing the big fight,” said Sacramento political consultant Andrew Acosta. “Now you have this becoming much more of teachers unions vs. charter school playing itself out.”

The Sacramento teachers union has eyed St. Hope schools for years. John Borsos, executive director for the labor group, said there have been periods since the school system was created more than a decade ago that educators expressed an interest in trying to organize.

“From the moment St. Hope was created, there was always a belief that if educators decided it was right for them, then being unionized made sense,” Borsos said.

St. Hope has more than 1,600 students and 100 teachers in four schools: Sacramento Charter High, P.S. 7 Middle School, P.S. 7 Elementary and Oak Park Prep. Its largest school – the high school – has more than 900 students and occupies the former campus of Sacramento High School. The city’s oldest high school, Sacramento High faced possible state takeover in 2003. It closed in June and reopened the next fall as a charter. Within a few years, its graduation rates improved and academic performance improved and its dropout rates fell. By 2009, more than 70 percent of its graduating class was accepted to a four-year college.

Stephanie Farland, a consultant on charter school oversight in California, said she sees the benefits that students can receive when there is no labor agreement. But she also sees the price that young or new teachers pay because of high involvement, home visits and long hours.

“Charter schools often are successful because they have highly engaged and involved staff,” said Farland, executive director of Sacramento-based Collaborative Solutions for Charter Authorizers, which works with school districts and county education offices in California.

One of the reasons, she said, is that “most charters don’t have union rules they have to follow. They really work the teachers pretty hard.”

That translates into historically high turnover rates and burnout, she said. “While they are there, they are doing a great job,” Farland said. “But once they burn out, there are really no protections for them.”

She said she understands the need for teachers to be paid well and fairly. “But for the charters that are successful and have high expectations for teacher involvement, I think unionization is going to hurt that.”

Statewide, about 30 percent of charter schools had some form of collective bargaining agreement or representation in 2015, according to the California Charter Schools Association.

“I think it has a lot to do with the national political context,” Borsos said. “I think there’s a lot of uncertainty and concern. And I think that one thing the labor movement has represented is stability, job security and professional advocacy. And the national turmoil has percolated down into the communities. I think people are feeling the turbulence.”

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Borsos said the labor group expects that “when people see the success that St. Hope educators have,” teachers at other charters will want to join in.

The SCTA cited a lack of transparency and high turnover as key issues with the St. Hope system.

Kingsley Melton, a law and public service teacher at Sacramento High, was among those who talked to co-workers about signing the SCTA petition.

“It was not easy,” Melton said of those conversations. “But it was easy to talk about theSt. Hope schools founded by former Sacramento Mayor Kevin Johnson will unionize, labor group says | The Sacramento Bee: 

SAC CHARTERGATE PART III: BILLIONAIRES PLAYGROUND - THE ST. HOPE SAGA AND SACRAMENTO'S CORPORATE CIRCUS

 SAC CHARTERGATE PART III

BILLIONAIRES PLAYGROUND - THE ST. HOPE SAGA AND SACRAMENTO'S CORPORATE CIRCUS

How Sacramento got Broadsided—the city of trees, rivers, and, apparently, billionaire-backed education experiments gone awry. If you’ve ever wondered what happens when a handful of ultra-rich philanthropists decide they know more about education than the people who actually work in schools, look no further. The tale of St. Hope, charter schools, and the unholy trinity of Eli Broad, Bill Gates, and the Walton family is a cautionary tale wrapped in a comedy of errors. Spoiler alert: It’s less about hope and more about hubris.

The Billionaire Brain Trust

To set the stage, let’s introduce our main characters: Eli Broad, the real estate magnate turned education disruptor; Bill Gates, tech mogul and self-appointed czar of everything; and the Waltons, heirs to the Walmart empire and champions of low wages and high-stakes testing. Together, they form the Avengers of education reform—or maybe the Three Stooges, depending on your perspective.

Their mission? To save public education from itself by dismantling it entirely. Their tools? Charter schools, standardized tests, and a philosophy that treats students like data points and teachers like expendable cogs in a corporate machine. Their motto? “We know better than you do.”

Enter St. Hope: Sacramento’s Corporate Education Darling

St. Hope started as a well-intentioned community organization but quickly morphed into a charter school empire under the leadership of former NBA star and Sacramento mayor Kevin Johnson. With big promises of “academic achievement” and “closing the achievement gap,” St. Hope became a poster child for the billionaire-backed charter school movement.

But here’s the catch: St. Hope wasn’t about empowering communities; it was about imposing a top-down corporate model on public education. Think less “community-driven innovation” and more “hostile takeover.” Teachers were sidelined, unions were demonized, and public schools were starved of resources to make way for shiny new charters. It was like watching someone burn down your house and then charge you rent to live in the ashes.

The Broad Academy: Where Superintendents Go to Learn How to Blow Things Up

No discussion of this fiasco would be complete without mentioning the Broad Superintendent’s Academy. Founded by Eli Broad, this program trains superintendents to think like CEOs—because nothing says “effective education” like treating schools as profit-driven enterprises.

Graduates of the Broad Academy have become infamous for their short tenures and controversial policies. They close schools, increase class sizes, and implement high-stakes testing with all the finesse of a bull in a china shop. Sacramento wasn’t spared from this chaos; Broad-trained leaders brought their signature brand of disruption to the city’s school system, leaving a trail of angry parents, demoralized teachers, and bewildered students in their wake.

In 2019, Broad even moved his Academy to Yale University with a $100 million donation. Because if there’s one thing Yale needed, it was more money from billionaires who think they’re educational visionaries.

The Walton-Gates-Broad Alliance: A Trifecta of Terrible Ideas

The Waltons brought their Walmart ethos to education reform, championing low-cost charter schools with questionable oversight. Meanwhile, Gates poured billions into initiatives like teacher merit pay and Common Core standards—projects that were about as successful as a lead balloon. And let’s not forget their collective propaganda machine, which includes everything from think tanks to glowing op-eds in outlets like "The Los Angeles Times".

Together, these foundations have spent obscene amounts of money pushing policies that prioritize privatization over public good. They call it “philanthropy.” Critics call it “vulture capitalism.” Tomato, tomahto.

Sacramento: Ground Zero for Education Privatization

Sacramento became a battleground for these billionaire-backed reforms. Charter school advocates poured money into local elections, spending hundreds of thousands of dollars to install pro-charter candidates on school boards. Meanwhile, public schools faced budget cuts, closures, and overcrowding—all while being blamed for not keeping up with their better-funded charter counterparts.

Take Sacramento City Unified School District’s decision to withdraw from the CORE Waiver program, which was supposed to provide flexibility in meeting federal education standards. Critics argued that the waiver was just another way to impose corporate-style accountability measures on public schools. And let’s not forget the racial and socioeconomic disparities exacerbated by school closures in low-income neighborhoods—because nothing says “equity” like shutting down schools in communities that need them most.

The Great Charter School Debate

Proponents of charter schools argue that they offer parents choice and students opportunity. Opponents counter that they siphon resources from public schools, lack transparency, and often fail to deliver better outcomes. The truth? It’s complicated—but not as complicated as reformers would have you believe.

Charter schools in Sacramento promised to close the achievement gap for African American students. Instead, they delivered higher teacher turnover rates, less job stability, and a whole lot of broken promises. Meanwhile, teacher unions like Sacramento City Teachers Association (SCTA) and United Teachers Los Angeles (UTLA) fought back against privatization efforts, warning that charter expansion would lead to job losses and reduced resources for public schools.

When Philanthropy Becomes a Four-Letter Word

The problem with billionaire philanthropy isn’t just that it’s misguided—it’s that it’s unaccountable. Foundations like Broad’s operate with zero oversight, pushing policies that often do more harm than good. They treat education as a laboratory for their pet theories, with students and teachers as unwitting guinea pigs.

And when their experiments fail—as they often do—they simply move on to the next shiny idea, leaving communities to pick up the pieces. Case in point: The Gates Foundation’s small schools initiative and Chicago’s Renaissance 2010 plan. Both were hailed as revolutionary reforms. Both flopped spectacularly.

Lessons Learned (Or Not)

So what have we learned from Sacramento’s dalliance with corporate education reform? For starters, billionaires don’t always know best—especially when it comes to complex systems like public education. Second, treating schools like businesses ignores their true purpose: educating children and serving communities.

Finally, real reform requires collaboration with educators, parents, and students—not top-down mandates from out-of-touch philanthropists. Until we recognize this simple truth, we’re doomed to repeat the same mistakes.

Epilogue: Hope or Hubris?

St. Hope may have come to Sacramento with lofty ambitions, but its legacy is one of controversy and division. It serves as a stark reminder that education isn’t something you can fix with a checkbook and a PowerPoint presentation. It’s messy, nuanced, and deeply human—qualities that don’t fit neatly into a billionaire’s spreadsheet.

So here’s some unsolicited advice for our friends Broad, Gates, and Walton: Stick to what you know. Build skyscrapers. Write software. Sell cheap socks in bulk. But leave education to the professionals—before you dismantle it beyond repair.

And Sacramento? Hang in there. The trees are still standing tall—even if your school system has been shaken to its roots.

Big Education Ape: SAC CHARTERGATE PART I: 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 

Big Education Ape: SAC CHARTERGATE PART II: A History of Problems at St. HOPE Charter Schools in Sacramento https://bigeducationape.blogspot.com/2025/07/sac-chartergate-part-ii-history-of.html