No Contractor Left Behind

How Randy Best’s for-profit education company jumped to the head of the class.

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Oct 2001: Best hosts a fundraiser in his high-rise Dallas condo for Sen. Mary Landrieu (D-La.). After receiving $26,000 in donations, Landrieu earmarks $2 million to use Voyager in Washington, DC, schools.

Oct 2001: Georgia schools superintendent Linda Schrenko sets aside $1.1 million to use Voyager in one district. Afterward, company execs, staff, and investors give more than $68,000 to Schrenko’s failed gubernatorial bid. (She will go to prison in 2006 for embezzling federal education money.)

Fall 2001: Chicago public schools reading adviser Timothy Shanahan says Voyager invited him, his staff, and their spouses on a golf junket. Voyager denies placing the call.

Dec 2001: Best donates $10,000 to Chicago schools superintendent Paul Vallas‘ unsuccessful bid to become governor of Illinois. He later lands a job as school superintendent in Philadelphia, where he adopts Voyager. Vallas now heads New Orleans Recovery School District, where he’s using Best’s Epic Learning program in a contract worth $2 million.

June 2002: Best hires David DiStefano, former chief of staff for Rep. Bob Ney (R-Ohio), to help Voyager land federal earmarks. By 2004, Voyager rakes in $7.8 million in earmarks, including $100,000 for a program in Ney’s district.

Early 2003: Texas budgets $12 million for intensive reading courses; seven programs apply for contracts. A state Education Commission department previously headed by a Voyager VP selects just one applicant: Voyager.

Early 2004: A Texas school district hires Dallas schools chief Mike Moses, a former Voyager consultant, to help find a new superintendent. Among his recommendations: Voyager VP Jim Nelson. As the new super, Nelson drops $400,000 on Voyager programs. Moses later goes on to work for Randy Best.

June 2004: Voyager inks the first of $2 million in contracts with the Pentagon office that oversees military schools and where Voyager consultant Denise Glyn Borders used to work.

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WE'LL BE BLUNT.

We have a considerable $390,000 gap in our online fundraising budget that we have to close by June 30. There is no wiggle room, we've already cut everything we can, and we urgently need more readers to pitch in—especially from this specific blurb you're reading right now.

We'll also be quite transparent and level-headed with you about this.

In "News Never Pays," our fearless CEO, Monika Bauerlein, connects the dots on several concerning media trends that, taken together, expose the fallacy behind the tragic state of journalism right now: That the marketplace will take care of providing the free and independent press citizens in a democracy need, and the Next New Thing to invest millions in will fix the problem. Bottom line: Journalism that serves the people needs the support of the people. That's the Next New Thing.

And it's what MoJo and our community of readers have been doing for 47 years now.

But staying afloat is harder than ever.

In "This Is Not a Crisis. It's The New Normal," we explain, as matter-of-factly as we can, what exactly our finances look like, why this moment is particularly urgent, and how we can best communicate that without screaming OMG PLEASE HELP over and over. We also touch on our history and how our nonprofit model makes Mother Jones different than most of the news out there: Letting us go deep, focus on underreported beats, and bring unique perspectives to the day's news.

You're here for reporting like that, not fundraising, but one cannot exist without the other, and it's vitally important that we hit our intimidating $390,000 number in online donations by June 30.

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