Abstract
In the spring of 2007, New York City Mayor Michael Bloomberg and Schools Chancellor Joel Klein began to float ‘trial balloons’ on plans to reorganize the city’s Department of Education [DoE]. The proposed reorganization was one in an ongoing series of changes to the governance and management of the city’s public schools that devolved all responsibility for teaching and learning away from the DoE’s central leadership and bureaucracy. Under the business model of education that was the one constant during these structural changes, the DoE was reconceived in the image of a hedge fund that manages investments: it holds a ‘portfolio’ of corporate-styled schools, run by CEO principals, and is responsible only for providing them with a budget and judging their ‘bottom line’ through a system of accountability overwhelmingly focused on standardized test data. The city’s public schools were increasingly on their own, 1500 islands onto themselves.
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