Charter Management Organization Scaling Strategy


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How to overcome the Growth Wall.

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Charter Management Organization Scaling Strategy

  1. 1. Scaling successful school Models<br />New School Development Strategies<br />
  2. 2. The CMO Challenge<br />CMO Growth Wall <br />We are seeing CMO’s all over the country starting to hit the growth wall at 15 to 20 schools (or earlier). <br />More pronounced fluctuations in quality between school sites and rougher new school starts.<br />CMO staff and leadership feeling extra stress and pressure trying to juggle existing school issues and new sites.<br />CMO’s response is to slow or pause new school starts.<br />Growth Wall is a Structure/Strategy Problem<br />We believe how the CMO is organized structurally is what is causing the growth wall. <br />Unless the CMO changes how it is structured and rethinks its role(s), there is no sound way to get past this wall over time. Throwing more good people or money at the problem will not solve things—unless how the people are organized changes.<br />The Growth Wall is a growing long-term strategic problem for the charter movement.<br />Charter movement may not have enough capacity to meet demand.<br />If 5,000 schools (avg. 1500 ADA/school) are creating 80% of the dropouts (according to Secretary of Education Duncan), then 15,000-25,000 charter schools (avg. 300-500 ADA/school) would need to be created (whether new seats or as a turnaround).<br />The movement probably has an internal capacity of generating 1000 new quality schools per year. The balance of new seats or school turnarounds will need to find some other non-charter option.<br />
  3. 3. What can be done?<br />Know how to recognize the Growth Wall and its consequences.<br />Rethink how the CMO is structurally organized.<br />Learn from practices from other industry sectors who have dealt with this problem. (i.e. Large high-end retail networks such as Hotel & Resorts---how do you create 60+ new hotel properties in foreign countries in a year and maintain fidelity and quality to the brand)<br />Phase-In structural changes proactively to avoid hitting the Growth Wall<br />Pay more attention to the systematic process of replicating school culture and leadership<br />
  4. 4. Scalable Replication System Example<br />3-20 new schools 1 yr<br />3-4 year process<br />School Model<br />School<br />Non-Negotiables<br />Leadership<br />Culture<br />School<br />Coaches<br />School<br />Programs/<br />Op Support<br />Op Team<br />School<br />School<br />Negotiables<br />Programs/<br />Op Support<br />Op Team<br />School<br />School<br />New Site Cultivation Team<br />Regional Cluster<br />
  5. 5. Scalable Replication System Example<br />Regional School Management Organization<br />Replication Organization<br />Regional School Management Organization<br />Regional School Management Organization<br />
  6. 6. School Site Configurations Examples<br />Large Campus – 1600 kids<br />Small Campus – 400 kids<br />School 1<br />400-500 kids<br />School 4<br />400-500 kids<br />School 1<br />400-500 kids<br />Common<br />Area<br />School 2<br />400-50 kids<br />School 3<br />400-500 kids<br />Medium Campus – 800 kids<br />School 1<br />400-500 kids<br />School 2<br />400-500 kids<br />Common<br />Area<br />
  7. 7. How and why we can help you…<br />We developed the scaling strategies for some of the largest and fasted growing school model replications in the country.<br />Big Picture Learning – 15 to 25 per year<br />New Technology Network – 15-27 per year<br />We were cited in a 2003 study for Bill & Melinda Gates Foundation by American Institutes for Research about our innovative work with school replication grantees in developing regional clustering as a means to develop scale<br />We have expertise in other industries that tackled this issue.<br />11 brands in automotive and hotel and resort to reengineer retail networks. <br />Transforming existing retail networks—3000-5000 locations (in 3 years)<br />Creating new retail networks (50-200 new starts per year)<br />We know charter schools, charter management organizations, and the charter movement.<br />Wrote the strategic plans and scaling plans for Los Angeles Alliance for College-Ready Public Schools, Partnerships for Uplifting Communities, Concept Schools…and developed the portfolio of charter schools in Sacramento, California.<br />We helped charter school organizations and associations in over a dozen states.<br />
  8. 8. Designer of one of most successful school models in the U.S.<br />Developed most successful scalability strategies for school models.<br /><br />
  9. 9. Profile: Ted Fujimoto, President Landmark Consulting Group<br />Ted Fujimoto is an experienced entrepreneur and consultant in organizational performance, development, scaling, and business planning. He has helped develop business strategies for many education organizations including Bay Area Coalition for Essential Schools, Big Picture Learning, New Technology Foundation, Alliance for College-Ready Public Schools, Partnerships for Uplifting Communities, Linking Education & Economic Development, California Charter Schools Association, and the New York Charter Schools Association - representing more than $150 million in funding.<br />He began his career as a freshman in college by founding and operating for eleven years a management and technology consulting company serving a range of customers that included AirTouch Communications, Bank One, Chandon Estates, California Chamber of Commerce, GM, IBM, New York Times, and Remy Martin.<br />As a community business leader, Ted helped to design and found the highly regarded Napa New Technology High School and the New Technology Foundation that currently has 41 schools around the country. He has also managed the Bill and Melinda Gates Foundation and Carnegie Foundation grants for education reform initiatives in the Sacramento region. Additionally, Ted co-founded two for-profit companies that received $15 million in venture capital funding.<br />He has served on the California Education Technology Advisory Committee and received the 2002 Center for Digital Government "In the Arena" award for education leadership in transforming vision to reality. In Converge Magazine’s "1999 Year in Review", Ted was named one of "Education’s Dreamers, Leaders and Innovators."<br />He currently serves as Chairman of the Supervisory Committee at the California Credit Union, a $1.4 billion credit union serving the education community. Ted is a certified Elevate Charter Schools Coach.<br />
  10. 10. 2 Models Examples Supported for Replication<br />U.S. Secretary of Education Arne Duncan - Manor New Technology High School a “model for reaching underserved youth”<br />41+ sites growing 20-30 per year<br />10+ year track record <br /><br />President Obama – “That’s why we’ll follow the example of places like the Met Center in Rhode Island that give students that individual attention, while also preparing them through real-world, hands-on training the possibility of succeeding in a career.”<br />100+ sites worldwide, growing 15-30 per year<br />10+ year track record<br /><br />
  11. 11. School = Optimized Learning Environment for Knowledge, Creativity, Work Skills, and Life Skills<br />90%+ attendance to college<br />Real Life, World, Community<br />Avg. High School Student has managed 40-50 major projects in their career<br />Problems<br />Turned around schools<br />Trust and Responsibility<br />Knowledge and Skills<br />Project-Based Learning<br />Learning through meaningful projects<br />Executed in a real life way <br />Leadership<br />Team and Relationships<br />Solutions<br />Communication<br />Results: 150% gain in reading and math scores 1.5 yrs<br />Average High School Junior gives 30-60 public presentations a year<br />
  12. 12. Actual School Example = Engaging Learning and Project Environments (old warehouse)<br />
  13. 13. Contact Information<br />Ted Fujimoto, President<br /><br />415-963-4406<br /><br />