GOVERNING FOR
GREATNESS
NEW JERSEY CHARTER SCHOOLS ANNUAL CONFERENCE
DR. JAMES N. GOENNER | APRIL 7, 2014
WWW.CHARTERINSTITUTE.ORG
RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
National Charter Schools Institute
• The Institute is a values-driven, nonprofit organization
fou...
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
WWW.CHARTERINSTITUTE.ORG
Goals for Today
Share a Framework for
Greatness
Discuss Principles for
Governing
Inspire Hearts &...
WWW.CHARTERINSTITUTE.ORG
Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?
“Good is the enemy
of great.”
Jim Collins
Collins’ Good-to-Great Framework
OUTPUT RESULTS
STAGE 1: DISCIPLINED PEOPLE
INPUT PRINCIPLES
Level 5 Leadership
First Who,...
Achieving
Breakthrough
The
Flywheel
“Greatness...is largely a
matter of conscious
choice and discipline.”
Jim Collins
Purpose of Governance
“To ensure, usually on behalf of
others, that an organization achieves
what it should achieve while
...
WWW.CHARTERINSTITUTE.ORG
Purpose of a Charter School
Governing Board
“To ensure, on behalf of the public, that
students ar...
WWW.CHARTERINSTITUTE.ORG
Common Board Challenges
Dysfunctional Group Dynamics
Disengaged Board Members
Uncertainty about R...
Some People Observe That…
“ Trustees are often little more
than high-powered,
well-intentioned people
engaged in low-level...
WWW.CHARTERINSTITUTE.ORG
A Simple Way to Frame Roles
Governing Board
=
To Ensure
Management
=
To Execute
WWW.CHARTERINSTITUTE.ORG
Would a Great
Leader Want to
Serve on or Work
for Your Board?
The First Thing the
Board Governs I...
WWW.CHARTERINSTITUTE.ORG 20
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
1
2
3
4
Encou...
Level 5
Leadership
Pyramid
WWW.CHARTERINSTITUTE.ORG
What Level of Leader Do You Want?
Level 5 Leader
• Ambitious first and
foremost for the cause,
th...
WWW.CHARTERINSTITUTE.ORG
Level 5 Leaders Want to Work for a Board That…
• Knows its purpose and why it exists
• Understand...
WWW.CHARTERINSTITUTE.ORG
Level 5 Leaders Want to Work for a Board That…
• Uses its authority to empower, not strangle
• En...
WWW.CHARTERINSTITUTE.ORG
How Boards Earn Credibility
• “They practice what they preach.”
• “They walk the talk.”
• “Their ...
WWW.CHARTERINSTITUTE.ORG
12 Responsibilities of a Charter School Board
4
1
2
3
ENSURE all students are being prepared for ...
WWW.CHARTERINSTITUTE.ORG
5
ENSURE the organization continuously improves
and stays viable.
ENSURE the organization is true...
WWW.CHARTERINSTITUTE.ORG
9
ENSURE the board and its members are positive
ambassadors for the charter idea!
ENSURE the boar...
WWW.CHARTERINSTITUTE.ORG
“Doing everything keeps us so busy we
don’t have time to think about what is
really important to ...
Where Does
Your Board
Spend Its
Time?
First Things First
WWW.CHARTERINSTITUTE.ORG
“We believe boards that
govern for greatness ask
wise questions and measure
things that really ma...
WWW.CHARTERINSTITUTE.ORG
“ Wisdom is the beneficial use
of knowledge; wisdom is
information and knowledge
impregnated with...
WWW.CHARTERINSTITUTE.ORG
Wise Questions
HOW WELL IS OUR SCHOOL…
Preparing Students for College, Work and Life
Leveraging R...
WWW.CHARTERINSTITUTE.ORG
Is the academic program a success?
Is the school financially viable?
Is the school equitable & or...
WWW.CHARTERINSTITUTE.ORG
Interviews with Board, Administration, Team and Parents
Observation of School and Classrooms
Revi...
WWW.CHARTERINSTITUTE.ORG
ACADEMIC PERFORMANCE
1. Student Achievement
• Percent scoring proficient in LAL and math
• Percen...
WWW.CHARTERINSTITUTE.ORG
ACADEMIC PERFORMANCE
4. Post-Secondary Readiness (High Schools Only)
• Performance on ACT or SAT
...
ACT:
A Respected Standard for
Measuring College Readiness
Backwards Mapping
from the Act:
Beginning with the End In Mind
GRADE 12
KINDERGARTEN
43
WWW.CHARTERINSTITUTE.ORG
FINANCIAL PERFORMANCE
1. Near-Term Indicators
• Current Ratio: Current Assets / Current Liabiliti...
46
47
WWW.CHARTERINSTITUTE.ORG
ORGANIZATIONAL PERFORMANCE
1. Education Program
• Fidelity to charter agreement
• Curriculum alig...
WWW.CHARTERINSTITUTE.ORG
ORGANIZATIONAL PERFORMANCE
4. Governance
• Compliance with all applicable governance requirements...
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
BOARD MEETINGS MADE EASY
ASSEMBLE
PACKET
DISTRIBUTE
PACKET
REVIEW
PACKET
CONDUCT
MEETING
COMPILE
...
WWW.CHARTERINSTITUTE.ORG
ORGANIZATIONAL PERFORMANCE
5. Facilities and Safe School Environment
• Provision of safe, secure ...
WWW.CHARTERINSTITUTE.ORG
ORGANIZATIONAL PERFORMANCE
6. Financial Management and Oversight
• Compliance with requirements f...
WWW.CHARTERINSTITUTE.ORG
ORGANIZATIONAL PERFORMANCE
7. Reporting and Compliance
• Compliance with state and federal report...
WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
Compliance Requirements Detail
Four Disciplines
of a Healthy
Organization
“Set the standards higher
for yourself than others
would set them for you.”
John Maxwell
THANK YOU!
NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858
VIEW THIS SLIDE D...
Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7...
Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7...
Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7...
Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7...
Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7...
Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7...
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Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7/2014)

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Governing for Greatness - Dr. James Goenner, National Charter Schools Institute (New Jersey Charter School Conference, 4/7/2014)

  1. 1. GOVERNING FOR GREATNESS NEW JERSEY CHARTER SCHOOLS ANNUAL CONFERENCE DR. JAMES N. GOENNER | APRIL 7, 2014
  2. 2. WWW.CHARTERINSTITUTE.ORG RELATIONSHIPS “People don’t care how much you know until they know how much you care.”
  3. 3. WWW.CHARTERINSTITUTE.ORG
  4. 4. WWW.CHARTERINSTITUTE.ORG National Charter Schools Institute • The Institute is a values-driven, nonprofit organization founded in 1995. • Our mission is to strengthen the performance and productivity of the charter schools sector. • We coach and consult with boards, schools, authorizers, support organizations and policymakers. • Our team is composed of passionate professionals. • We seek to understand, honor and support our clients. • We believe in and strive to uphold the Golden Rule.
  5. 5. WWW.CHARTERINSTITUTE.ORG WWW.CHARTERINSTITUTE.ORG THIS SLIDE DECK IS ACCESSIBLE AT
  6. 6. WWW.CHARTERINSTITUTE.ORG Goals for Today Share a Framework for Greatness Discuss Principles for Governing Inspire Hearts & Minds Answer Questions Have Fun! 1 2 3 4 5
  7. 7. WWW.CHARTERINSTITUTE.ORG Superior Performance Distinctive Impact Lasting Endurance What Is Greatness?
  8. 8. “Good is the enemy of great.” Jim Collins
  9. 9. Collins’ Good-to-Great Framework OUTPUT RESULTS STAGE 1: DISCIPLINED PEOPLE INPUT PRINCIPLES Level 5 Leadership First Who, Then What STAGE 2: DISCIPLINED THOUGHT Confront the Brutal Facts The Hedgehog Concept STAGE 3: DISCIPLINED ACTION Culture of Discipline The Flywheel STAGE 4: BUILDING GREATNESS TO LAST Clock Building, Not Time Telling Preserve Core, Stimulate Progress DELIVERS SUPERIOR PERFORMANCE MAKES A DISTINCTIVE IMPACT ACHIEVES LASTING ENDURANCE Beyond Any Leader, Idea or Setback On the Communities It Touches Relative to Its Mission
  10. 10. Achieving Breakthrough
  11. 11. The Flywheel
  12. 12. “Greatness...is largely a matter of conscious choice and discipline.” Jim Collins
  13. 13. Purpose of Governance “To ensure, usually on behalf of others, that an organization achieves what it should achieve while avoiding those behaviors and situations that should be avoided.” Dr. John Carver Boards That Make a Difference
  14. 14. WWW.CHARTERINSTITUTE.ORG Purpose of a Charter School Governing Board “To ensure, on behalf of the public, that students are learning, money and resources are well stewarded, and the organization passionately pursues greatness, while modeling the highest legal and ethical principles.” Dr. James Goenner National Charter Schools Institute
  15. 15. WWW.CHARTERINSTITUTE.ORG Common Board Challenges Dysfunctional Group Dynamics Disengaged Board Members Uncertainty about Roles and Responsibilities Source: Problem Boards or Board Problems? The Nonprofit Quarterly 1 2 3
  16. 16. Some People Observe That… “ Trustees are often little more than high-powered, well-intentioned people engaged in low-level activities.” Chait, Holland and Taylor
  17. 17. WWW.CHARTERINSTITUTE.ORG A Simple Way to Frame Roles Governing Board = To Ensure Management = To Execute
  18. 18. WWW.CHARTERINSTITUTE.ORG Would a Great Leader Want to Serve on or Work for Your Board? The First Thing the Board Governs Is Itself “Know Thyself”
  19. 19. WWW.CHARTERINSTITUTE.ORG 20 Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act 1 2 3 4 Encourage the Heart5 Five Practices of Exemplary Leaders Kouzes and Posner
  20. 20. Level 5 Leadership Pyramid
  21. 21. WWW.CHARTERINSTITUTE.ORG What Level of Leader Do You Want? Level 5 Leader • Ambitious first and foremost for the cause, the organization, the work—not themselves. • Displays a paradoxical blend of personal humility and professional will. Level 3 Leader • Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
  22. 22. WWW.CHARTERINSTITUTE.ORG Level 5 Leaders Want to Work for a Board That… • Knows its purpose and why it exists • Understands it is the highest authority in the organization • Knows it represents the public • Is disciplined in its role and behaviors and those of its individual members • Is trustworthy and predictable.
  23. 23. WWW.CHARTERINSTITUTE.ORG Level 5 Leaders Want to Work for a Board That… • Uses its authority to empower, not strangle • Ensures the organization is effective and efficient • Has high expectations and measures performance • Is unafraid to judge, but does so fairly • Continuously earns credibility.
  24. 24. WWW.CHARTERINSTITUTE.ORG How Boards Earn Credibility • “They practice what they preach.” • “They walk the talk.” • “Their actions are consistent with their words.” • “They put their money where their mouth is.” • “They follow through on their promises.” • “They do what they say they will do.” The Leadership Challenge
  25. 25. WWW.CHARTERINSTITUTE.ORG 12 Responsibilities of a Charter School Board 4 1 2 3 ENSURE all students are being prepared for success in college, work and life. ENSURE the public’s money and resources are well stewarded. ENSURE the organization is run by a great leader and infused with a positive culture and learning environment. ENSURE the terms of the charter contract are fulfilled and the organization is prepared for renewal.
  26. 26. WWW.CHARTERINSTITUTE.ORG 5 ENSURE the organization continuously improves and stays viable. ENSURE the organization is true to its vision, mission and values. 6 7 8 ENSURE the organization operates legally and ethically. 12 Responsibilities of a Charter School Board ENSURE goals are clear and people and programs are wisely empowered, supported, evaluated and held accountable.
  27. 27. WWW.CHARTERINSTITUTE.ORG 9 ENSURE the board and its members are positive ambassadors for the charter idea! ENSURE the board recruits, orients and develops its members and its capacity to govern. 10 11 12 ENSURE the board adopts and properly maintains its governing policies. ENSURE the board speaks with one voice. 12 Responsibilities of a Charter School Board
  28. 28. WWW.CHARTERINSTITUTE.ORG “Doing everything keeps us so busy we don’t have time to think about what is really important to us.”
  29. 29. Where Does Your Board Spend Its Time? First Things First
  30. 30. WWW.CHARTERINSTITUTE.ORG “We believe boards that govern for greatness ask wise questions and measure things that really matter.” Dr. James Goenner National Charter Schools Institute
  31. 31. WWW.CHARTERINSTITUTE.ORG “ Wisdom is the beneficial use of knowledge; wisdom is information and knowledge impregnated with higher purposes and principles.” Governing Wisely Dr. Stephen Covey The 8th Habit
  32. 32. WWW.CHARTERINSTITUTE.ORG Wise Questions HOW WELL IS OUR SCHOOL… Preparing Students for College, Work and Life Leveraging Resources Fulfilling Its Commitments?
  33. 33. WWW.CHARTERINSTITUTE.ORG Is the academic program a success? Is the school financially viable? Is the school equitable & organizationally sound? Key Renewal Questions
  34. 34. WWW.CHARTERINSTITUTE.ORG Interviews with Board, Administration, Team and Parents Observation of School and Classrooms Review of Documents The Renewal Site Visit
  35. 35. WWW.CHARTERINSTITUTE.ORG ACADEMIC PERFORMANCE 1. Student Achievement • Percent scoring proficient in LAL and math • Percent scoring advanced proficient in LAL and math 2. Comparative Performance • Student scores compared to school district in LAL and math • Student scores compared to peer schools 3. Student Progress Over Time • School’s median student growth percentile in LAL and math • Student growth percentiles in LAL and math by subgroups Understanding the Performance Framework
  36. 36. WWW.CHARTERINSTITUTE.ORG ACADEMIC PERFORMANCE 4. Post-Secondary Readiness (High Schools Only) • Performance on ACT or SAT • Participation rate on ACT or SAT • Graduation rate • Percent in post-secondary institutions within 6 and 18 months 5. State and Federal Accountability • Achievement of state accountability targets for academics 6. Mission-Specific Academic Goals • Achievement of its mission-specific goals for academics Understanding the Performance Framework
  37. 37. ACT: A Respected Standard for Measuring College Readiness
  38. 38. Backwards Mapping from the Act: Beginning with the End In Mind GRADE 12 KINDERGARTEN
  39. 39. 43
  40. 40. WWW.CHARTERINSTITUTE.ORG FINANCIAL PERFORMANCE 1. Near-Term Indicators • Current Ratio: Current Assets / Current Liabilities • Unrestricted Days Cash: Total Expenses / 365 • Enrollment Variance: Actual Enrollment / Budgeted Enrollment • Defaults: Loan Covenant Defaults and Debt Service Delinquency 2. Sustainability Indicators • Total Margin: Net Income / Total Revenue • Debt to Asset Ratio: Total Liabilities / Total Assets • Cash Flow: Three-Year Cumulative, Net in Each of Three Years • Debt Service Coverage Ratio: (Net Income + Depreciation + Interest Expense) / (Principal and Interest Payments) Understanding the Performance Framework
  41. 41. 46
  42. 42. 47
  43. 43. WWW.CHARTERINSTITUTE.ORG ORGANIZATIONAL PERFORMANCE 1. Education Program • Fidelity to charter agreement • Curriculum alignment with state standards • Use of data to inform, guide and improve practices • Compliance with all applicable education requirements 2. Equity • Admissions and enrollment practices • Treatment of students with disabilities and possible disabilities • Treatment of ELL students • Monitoring and minimizing of student attrition rates 3. School Culture • Learning environment’s promotion of mission and high expectations • Achievement of plans for family and community involvement Understanding the Performance Framework
  44. 44. WWW.CHARTERINSTITUTE.ORG ORGANIZATIONAL PERFORMANCE 4. Governance • Compliance with all applicable governance requirements • Adherence to charter’s bylaws • Completion of board member training • Compliance with School Ethics Act • Compliance with Open Public Meetings Act • Implementation of policies to evaluate school leader annually • Timely adjustment of policies to reflect new laws and regulations • Establishment of advisory grievance committee • Oversight of school management under all applicable rules • Monitoring of an ESP’s annual financial reports and its adherence to the performance agreement • Monitoring of a non-ESP’s delivery on performance expectations Understanding the Performance Framework
  45. 45. WWW.CHARTERINSTITUTE.ORG
  46. 46. WWW.CHARTERINSTITUTE.ORG BOARD MEETINGS MADE EASY ASSEMBLE PACKET DISTRIBUTE PACKET REVIEW PACKET CONDUCT MEETING COMPILE & SHARE PROPOSED MINUTES • Agenda (30/30/30) • Prior Meeting Minutes • Financial Data • Academic Data • Board Materials • Reports School Leader Management Co. Authorizer • Formal Resolutions SCHOOL BOARD AUTHORIZER SCHOOL DEVELOP AGENDA PUBLIC SCHOOL BOARD MANAGEMENT SCHOOL
  47. 47. WWW.CHARTERINSTITUTE.ORG ORGANIZATIONAL PERFORMANCE 5. Facilities and Safe School Environment • Provision of safe, secure facilities that support teaching and learning • Documentation of annual health and safety reviews • Documentation of fire inspections • Possession of certificate of occupancy • Provision of physically safe school environment • Enforcement of rights under school code of conduct • Implementation of Harassment, Intimidation and Bullying Policy • Documentation of all applicable background checks Understanding the Performance Framework
  48. 48. WWW.CHARTERINSTITUTE.ORG ORGANIZATIONAL PERFORMANCE 6. Financial Management and Oversight • Compliance with requirements for timely, complete financial reports • Annual budget and any revised budgets • Periodic financial reports • ESP-related financial reports • Employment of school business administrator • Annual independent audit, including corrective action plan • Reports on the use of public funds • Adherence to Generally Accepted Accounting Principles • Absence of qualifications in annual independent audit • Absence of significant findings or weaknesses in annual independent audit Understanding the Performance Framework
  49. 49. WWW.CHARTERINSTITUTE.ORG ORGANIZATIONAL PERFORMANCE 7. Reporting and Compliance • Compliance with state and federal reporting requirements • Accountability tracking • NJ SMART reporting • Enrollment reports • Compliance and oversight • Additional NJDOE requests • Compliance with other requirements • Charter contract • Staffing and Licensure • Reporting to county office of education Understanding the Performance Framework
  50. 50. WWW.CHARTERINSTITUTE.ORG
  51. 51. WWW.CHARTERINSTITUTE.ORG Compliance Requirements Detail
  52. 52. Four Disciplines of a Healthy Organization
  53. 53. “Set the standards higher for yourself than others would set them for you.” John Maxwell
  54. 54. THANK YOU! NATIONAL CHARTER SCHOOLS INSTITUTE | 711 WEST PICKARD STREET | MOUNT PLEASANT, MICHIGAN 48858 VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG

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