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Our Core Purpose
To inspire and democratize
excellence in education.
Goals for Session
KIDS!!!
Inspire Hearts & Minds
Challenge Conventional Thinking
Learn & Grow Together
Have Fun!
1
2
4
5
6...
Goals for Session
KIDS!!!
Inspire Hearts & Minds
Challenge Conventional Thinking
Learn & Grow Together
Have Fun!
1
2
4
5
6...
WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT
@QUALITY_SCHOOLS @EPICENTERNOW
WWW.EPICENTERNOW.ORG
LEARN MORE A...
RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”
Our Heart
We are a team of passionate
professionals who believe in the
transformative power of education and
thrive on emp...
Exercise #1:
Start withWHY by Simon Sinek
What’sYour Schools Heart & Core
Purpose?
“The future is
not what it used
to be.”
— Yogi Berra,
Baseball Hall of Famer
1. States should withdraw the exclusive geographic franchises given to
school districts.
2. States should create a way to ...
CHARTER SCHOOLS
A strategy to transform public
education by injecting choice,
change and competition
into the system.
Superior Performance
Distinctive Impact
Lasting Endurance
What Is Greatness?
“Good is the enemy
of great.”
Jim Collins
KIDS
Authorizers
Boards
Schools
Aligning for Greatness
Develop a Relationship of Mutual
Trust & Respect
Set Clear Performance Expectations –
No Surprises!...
Framework for Greatness
Good, Not Great
Inflection
Point
Good, Not Great
Matched-Pair
Selection
Comparison
Cases
Good–to–G...
Building for
Breakthrough
The
Flywheel
People Need Systems to Turn the Flywheel
• Principles and practices for predictably
achieving goals
• Processes that are s...
“Greatness...is largely a
matter of conscious
choice and discipline.”
Jim Collins
PART II:
Preparing Students for Success
Understanding…
Performance Frameworks
Mission Specific Goals
Measuring Growth and Achievement
33
Focus on Student Outcomes
 3-part document that sets
forth agreed upon
expectations of performance
and compliance
 Established in the charter
agre...
Education
Program and
Capacity
School
Culture and
Climate
Board
Governance
Access and
Equity
Compliance
Organizational Per...
“Set the standards higher
for yourself than others
would set them for you.”
John Maxwell
How clear is your organization about its ...
Vision
Mission
What is the organization really trying to accomplish?
Is it co...
Setting Goals.
Defining Targets.
 What does it mean to institutionalize?
 What are the “Instruments of
Institutionalization”?
 Bylaws
 Policies
 Proce...
 Lagging Indicators
 Graduation Rates
 College Entry
 Academic Performance
School Climate and Culture
 Leading Indica...
 Start with perspective
 Before you develop your goals and targets, identify your school’s
mission, vision, and essentia...
 With each mission-specific goal, strive to answer the
following question:
 HOW MANY of WHICH STUDENTS will achieve WHAT...
Break & Networking
PART III:
Taking Care of the Money
Purpose of a Charter School
Governing Board
“To ensure, on behalf of the public, that
students are learning, money and res...
Stewardship
=
A Simple Way to Frame Finance
Investment
=
Stewardship
=
Spending Carefully
A Simple Way to Frame Finance
Investment
=
Spending Wisely
The Annual Financial Cycle:
Roles & Responsibilities
The
Budget
Budget
Creation
Adoption
Managing
Finances
Review &
Evalua...
 ADVISES the board in all matters pertaining to finance, the budget, and the
use of school money.
 ENSURES compliance wi...
Ensuring Good Stewardship
• Charter boards are stewards of public funds and must execute
certain duties.
• This includes f...
The Three Duties
Care
Loyalty
Stay informed and involved to make wise decisions.
Place the school’s interest above your ow...
1. Setting strategic financial goals
2. Understanding the role of the Finance Committee
3. Understanding the Code of Ethic...
• Receiving and approving financial reports help ensure that
board members can make informed decisions.
• Common reports t...
• An audit is an independent, external review of a school’s
financial records:
• Expresses an opinion on the truth and fai...
The Two Parts of an Audit
1
2
MANAGEMENT REPORT. A synopsis of the school’s
fiscal performance, findings, and recommendati...
A Test for Good Stewardship
ENSURING THAT OUR SCHOOL IS…
Fulfilling Its Financial Commitments
Acting in Compliance with La...
• The budget is an expression of your school’s priorities.
 Must be reasonable, sufficient, and accurate.
 Allocates res...
Setting Priorities
Strategic
Planning
Committees
Strategic planning and finances are intertwined.
Committees should period...
• The budget is part of the board’s fiduciary responsibilities.
 Understand and be engaged in the process.
 Ensuring pub...
• Accurate student enrollment assumptions are essential. Both
revenues and expenditures will be primarily driven by enroll...
• Educational goals are the first priority. Questions to consider are:
 Are resources allocations aligned to the school’s...
Four Wise Revenue Questions
4
1
2
3
REOCCUANCE. Are expected funds reoccurring, or are
they one-time-only?
REPORTING. What...
Four Wise Expenditure Questions
4
1
2
3
STAFFING. Is the staffing level right for the school to
execute its educational pr...
A Test for Wise Investments
ENSURING THAT OUR SCHOOL IS…
Properly Resourced to Meet its Mission
Prepared for Long-Term Suc...
Two Points to Remember.
1
2
IT’S YOUR DUTY. Financial integrity results from
trustee engagement and understanding—and
aski...
Lunch, Keynote & Networking
PART IV:
Setting Goals and Evaluating Performance
“If you do not change, you
can become extinct.”
Who Moved My Cheese?
Four Disciplines
of a Healthy
Organization
Cohesive teams build trust, eliminate politics, and
increase efficiency by…
• Knowing one another’s unique strengths and
w...
TEAMWORK
• We recognize that no one of us is
as good as all of us.
• We put the team’s goals before our
own.
• We collabor...
• Knows its purpose and why it exists
• Understands it is the highest authority in
the organization
• Knows it represents ...
• Uses its authority to empower, not strangle
• Ensures the organization is effective
and efficient
• Has high expectation...
The Five
Temptations
of a CEO
Invulnerability
Over
Trust
Harmony
Over
Conflict
Certainty
Over
Clarity
Popularity
Over
Acco...
Healthy organizations minimize the potential for
confusion by clarifying…
• Why do we exist?
• How do we behave?
• What do...
How Clear Is Your Organization About Its...
Vision
Mission
What is the organization really trying to accomplish?
Is it com...
FORWARD-LOOKING & INSPIRING
• We dare to be different.
• We are willing to take risks.
• We lead with passion.
We are not ...
HONEST & RESPECTFUL
• We tell the truth.
• We are open to feedback.
• We trust each other to speak our
minds.
• We always ...
Healthy organizations align their employees around organizational clarity
by communicating key messages through…
• Repetit...
Organizations sustain their health by ensuring
consistency in…
• Hiring
• Managing performance
• Rewards and recognition
•...
IS MY SCHOOL A
QUALITY SCHOOL?
 Charter Schools Provide Diversity - Different Schools for Different
Kids
 Charter Schools have led the way in using Dat...
• Essential Terms of Charter
• Curriculum Alignment
• Data Use
• Education Requirements
EDUCATION PROGRAM
• Admissions and...
Wise Questions
HOW WELL IS OUR SCHOOL…
Preparing Students for College, Work and Life
Leveraging Resources
Fulfilling Its C...
Teacher Evaluation System Guidance
A method to calculate a overall (summative)
evaluation rating
Teacher Practice Instrume...
Administrative Evaluation System
Guidance
A method to calculate a overall (summative)
evaluation rating
Multiple Measures-...
Key Renewal Questions
Academic Financial Organizational
Is the academic
program a
success?
Is the school
financially
viabl...
Components of the Renewal Process
RENEWAL DECISION (February 28)
Written Application (Due October 15)
School Site Visit (N...
National Teacher Shortages
National Teacher Shortages
Meaningful Teacher Reward Systems
99
Federal Teacher Loan Forgiveness
PART V:
Being Ambassadors for Excellence
Five Practices of Exemplary Leaders
102
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
1...
| 103
Model the Way1
How Leaders Earn Credibility
| 104
• “They practice what they preach.”
• “They walk the talk.”
• “Their actions are consis...
| 105
Inspire a Shared Vision2
| 106
Challenge the Process3
| 107
Enable Others to Act4
| 108
Encourage the Heart5
“Set the standards higher
for yourself than others
would set them for you.”
John Maxwell
Leadership
Pyramid
Level 5 Leader
 Ambitious first and
foremost for the
cause, the
organization, the
work — not
themselves.
 Displays a
par...
Questions of the Heart
THANKYOU!
VIEW THIS SLIDE DECK ONLINE AT
WWW.CHARTERINSTITUTE.ORG
Board
Responsibilities12
ENSURE all students are being prepared for
success in college, work and life.1
ENSURE the public’s money and resources
are well stewarded.2
ENSURE the organization is run by a great leader and
infused with a positive culture and learning environment.3
ENSURE the terms of the charter contract are fulfilled
and the organization is prepared for renewal.4
ENSURE the organization is true to its vision,
mission and values.5
ENSURE goals are clear and people and programs are wisely
empowered, supported, evaluated and held accountable.6
ENSURE the organization operates legally
and ethically.7
ENSURE the organization continuously improves
and stays viable.8
ENSURE the board recruits, orients and develops its
members and its capacity to govern.9
ENSURE the board adopts and properly maintains its
governing policies.10
ENSURE the board speaks with one voice.
11
ENSURE the board and its members are positive
ambassadors for the charter idea!12
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
New Jersey Board Institute 2016
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New Jersey Board Institute 2016

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Jim Goenner from the National Charter Schools Institute speaks about the Board University

Published in: Education
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New Jersey Board Institute 2016

  1. 1. Our Core Purpose To inspire and democratize excellence in education.
  2. 2. Goals for Session KIDS!!! Inspire Hearts & Minds Challenge Conventional Thinking Learn & Grow Together Have Fun! 1 2 4 5 6 3 Strengthen Your Ability to Govern
  3. 3. Goals for Session KIDS!!! Inspire Hearts & Minds Challenge Conventional Thinking Learn & Grow Together Have Fun! 1 2 4 5 6 3 Strengthen Your Ability to Govern
  4. 4. WWW.CHARTERINSTITUTE.ORG THIS SLIDE DECK IS ACCESSIBLE AT @QUALITY_SCHOOLS @EPICENTERNOW WWW.EPICENTERNOW.ORG LEARN MORE ABOUT EPICENTER AT FOLLOW US ON TWITTER & FACEBOOK
  5. 5. RELATIONSHIPS “People don’t care how much you know until they know how much you care.”
  6. 6. Our Heart We are a team of passionate professionals who believe in the transformative power of education and thrive on empowering people to learn, grow and achieve more than they think possible.
  7. 7. Exercise #1: Start withWHY by Simon Sinek What’sYour Schools Heart & Core Purpose?
  8. 8. “The future is not what it used to be.” — Yogi Berra, Baseball Hall of Famer
  9. 9. 1. States should withdraw the exclusive geographic franchises given to school districts. 2. States should create a way to establish new public schools that create competition for existing schools and provide parents with choice. 3. These new public schools should be authorized by an entity that oversees and holds them accountable, but unlike a school district does not own or operate the school. 4. These new public schools should be freed from unnecessary rules and regulations, in exchange for producing results. 5. These new public schools should be dually accountable: to the marketplace of parental choice and to the standards of the public interest. The Ideas Behind Chartering
  10. 10. CHARTER SCHOOLS A strategy to transform public education by injecting choice, change and competition into the system.
  11. 11. Superior Performance Distinctive Impact Lasting Endurance What Is Greatness?
  12. 12. “Good is the enemy of great.” Jim Collins
  13. 13. KIDS Authorizers Boards Schools
  14. 14. Aligning for Greatness Develop a Relationship of Mutual Trust & Respect Set Clear Performance Expectations – No Surprises! 1 2 3 Establish a Shared Vision & Commitment
  15. 15. Framework for Greatness Good, Not Great Inflection Point Good, Not Great Matched-Pair Selection Comparison Cases Good–to–Great Cases GAP
  16. 16. Building for Breakthrough
  17. 17. The Flywheel
  18. 18. People Need Systems to Turn the Flywheel • Principles and practices for predictably achieving goals • Processes that are specific, orderly, and repeatable • Leverage time, money and abilities • Deliberate, intentional and practicable How Successful People Grow by John C. Maxwell
  19. 19. “Greatness...is largely a matter of conscious choice and discipline.” Jim Collins
  20. 20. PART II: Preparing Students for Success
  21. 21. Understanding… Performance Frameworks Mission Specific Goals Measuring Growth and Achievement
  22. 22. 33
  23. 23. Focus on Student Outcomes
  24. 24.  3-part document that sets forth agreed upon expectations of performance and compliance  Established in the charter agreement and in current regulations.  Basis for school evaluation, monitoring, and intervention that informs the NJDOE’s high- stakes decision making.  Academic Performance will carry the most weight in all high- stakes decision making What is the Performance Framework? Autonomy Accountability
  25. 25. Education Program and Capacity School Culture and Climate Board Governance Access and Equity Compliance Organizational Performance Framework Areas
  26. 26. “Set the standards higher for yourself than others would set them for you.” John Maxwell
  27. 27. How clear is your organization about its ... Vision Mission What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference? How will the organization proceed with making this vision a reality? Values What are the core things the organization will use to guide and evaluate all of its actions and behaviors?
  28. 28. Setting Goals. Defining Targets.
  29. 29.  What does it mean to institutionalize?  What are the “Instruments of Institutionalization”?  Bylaws  Policies  Procedures  Professional Development  Hiring  Handbooks Institutionalizing the Mission
  30. 30.  Lagging Indicators  Graduation Rates  College Entry  Academic Performance School Climate and Culture  Leading Indicators  Attendance  Tardiness  Staff Attendance  Student Suspensions  Behavioral Referrals  Parent Support  Advanced Placement  Honors Courses
  31. 31.  Start with perspective  Before you develop your goals and targets, identify your school’s mission, vision, and essential elements of your educational program. Now ask these questions to help guide you in choosing what to measure:  If you had to turn your mission into a measurable objective, what would that look like?  Does your vision statement include any big picture student outcomes that could be broken down into  measurable goals?  What makes your school unique?  What aspects of your educational program are the most critical for maintaining your school’s mission and vision? Mission Specific Goals
  32. 32.  With each mission-specific goal, strive to answer the following question:  HOW MANY of WHICH STUDENTS will achieve WHAT LEVEL OF PERFORMANCE as measured by WHICH ASSESSMENT TOOL within WHAT TIME FRAME?  As you develop your mission-specific goals, you should be conscientious of the data tracking and analysis burden that comes with each goal. Make sure that your implementation plan is realistic and that your school has the appropriate knowledge, tools, and resources to complete it. Mission Specific Goals
  33. 33. Break & Networking
  34. 34. PART III: Taking Care of the Money
  35. 35. 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
  36. 36. Stewardship = A Simple Way to Frame Finance Investment =
  37. 37. Stewardship = Spending Carefully A Simple Way to Frame Finance Investment = Spending Wisely
  38. 38. The Annual Financial Cycle: Roles & Responsibilities The Budget Budget Creation Adoption Managing Finances Review & Evaluation Board and Staff Board Staff Board, Staff and Auditors
  39. 39.  ADVISES the board in all matters pertaining to finance, the budget, and the use of school money.  ENSURES compliance with applicable laws and regulations.  REVIEWS preparation and adherence to the budget.  REVIEWS AND APPROVES payment of all bills not specifically assigned to another committee.  ASSISTS all committees in estimating cost of projects and in determining the financial impact on the budget.  ENSURES that an annual audit is performed and appropriately prepared. The Finance Committee’s Role
  40. 40. Ensuring Good Stewardship • Charter boards are stewards of public funds and must execute certain duties. • This includes fulfilling fiduciary responsibilities. • Trustees must ensure the school is well managed and fiscally sound. • Responsibilities in exercising this trust fall into three categories:  Duty of Care.  Duty of Loyalty.  Duty of Obedience.
  41. 41. The Three Duties Care Loyalty Stay informed and involved to make wise decisions. Place the school’s interest above your own. Obedience Act in good faith to comply with laws and policies.
  42. 42. 1. Setting strategic financial goals 2. Understanding the role of the Finance Committee 3. Understanding the Code of Ethics 4. Preparing the budget 5. Understanding the annual audit 6. Ensuring wasteful or excessive spending is stopped 7. Approving transfers of funds 8. Approving reports, expenditures and payroll The Board’s Responsibilities
  43. 43. • Receiving and approving financial reports help ensure that board members can make informed decisions. • Common reports to inform the board include:  A balance sheet.  A statement of activities.  A cash flow statement. • Monthly reports presented for approval include:  Board secretary’s report  Treasurer’s report  Transfer list  Bill payment list and payroll Monitoring for Good Stewardship
  44. 44. • An audit is an independent, external review of a school’s financial records: • Expresses an opinion on the truth and fairness of financial statements.  Provides a reasonable verification of expenditures, cash, enrollment, and other operations.  Might reveal faulty business practices. • Conducting and reviewing an annual audit is part of the board’s legal and fiduciary duty. Stewardship and the Audit
  45. 45. The Two Parts of an Audit 1 2 MANAGEMENT REPORT. A synopsis of the school’s fiscal performance, findings, and recommendations for improvement. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR). A detailed data including basic financial statements, detailed budgetary information, internal controls and financial trends.
  46. 46. A Test for Good Stewardship ENSURING THAT OUR SCHOOL IS… Fulfilling Its Financial Commitments Acting in Compliance with Law/Regs Meeting Budgeted Revenues and Expenditures
  47. 47. • The budget is an expression of your school’s priorities.  Must be reasonable, sufficient, and accurate.  Allocates resources to best support your school’s success.  Requires realistic student count estimates.  Provides for staff to serve student needs. • The budget assists in managing your school’s assets.  Funds short-term priorities.  Funds can be set aside for longer-term priorities (i.e., facilities).  Assists the board in being prepared for a “rainy day.” Investing in Your School
  48. 48. Setting Priorities Strategic Planning Committees Strategic planning and finances are intertwined. Committees should periodically discuss goals. Student Achievement The ultimate goal is to maximize spending to increase student achievement.
  49. 49. • The budget is part of the board’s fiduciary responsibilities.  Understand and be engaged in the process.  Ensuring public input and being good stewards of public funds.  Know the key components that affect your budget.  Ensure that spending aligns to priorities.  Provides for staff to serve student needs. • The budget is the best guess on expenditures, made about 18 months prior to the end of the fiscal year-expect transfers • Trustees do not need to be “experts,” but understanding, asking questions, and being engaged in the process is critical. The Board’s Role in The Budget
  50. 50. • Accurate student enrollment assumptions are essential. Both revenues and expenditures will be primarily driven by enrollment. • Key revenue assumptions are:  Total student enrollment.  Enrollment by sub-groups that qualify for different funding.  Estimated per-pupil funding.  Any other grant, categorical, or federal fund historically received. • Key expenditure assumptions are:  Staffing, including who, how many, and compensation.  Facilities, transportation, food services, and related costs.  Contracted services. Key Budget Assumptions
  51. 51. • Educational goals are the first priority. Questions to consider are:  Are resources allocations aligned to the school’s mission?  Are programs achieving the educational goals in the charter contract?  What adjustments might be needed to better support teaching and learning so the school achieves greater success? • Short- and long-term needs should be taken into consideration. Are savings needed to buy new technology or finance a new building? • Look at long-term trends in enrollment to manage cash flow and savings to prepare for a rainy day. • Audit findings inform the budget process. Investing Your Budget Wisely
  52. 52. Four Wise Revenue Questions 4 1 2 3 REOCCUANCE. Are expected funds reoccurring, or are they one-time-only? REPORTING. What must the school do to receive any anticipated funds? RESTRICTIONS. Is the school restricted on how funds can be expended? RETROSPECTIVE. How do anticipated funds compare to last year?
  53. 53. Four Wise Expenditure Questions 4 1 2 3 STAFFING. Is the staffing level right for the school to execute its educational program? SERVICES. Are contracted services delivered in the most effective and efficient manner? SCHOOL FACILITIES. Does the budget taken into account immediate or long-term facilities needs? SURPRISES. What is not in the budget? Is the school prepared for the unexpected?
  54. 54. A Test for Wise Investments ENSURING THAT OUR SCHOOL IS… Properly Resourced to Meet its Mission Prepared for Long-Term Success Preparing Students for College, Work, and Life
  55. 55. Two Points to Remember. 1 2 IT’S YOUR DUTY. Financial integrity results from trustee engagement and understanding—and asking questions. . BE STRATEGIC. Charter must do more with less. Their ability to do so begins with strategic management of financial resources.
  56. 56. Lunch, Keynote & Networking
  57. 57. PART IV: Setting Goals and Evaluating Performance
  58. 58. “If you do not change, you can become extinct.” Who Moved My Cheese?
  59. 59. Four Disciplines of a Healthy Organization
  60. 60. Cohesive teams build trust, eliminate politics, and increase efficiency by… • Knowing one another’s unique strengths and weaknesses. • Openly engaging in constructive, ideological conflict. • Holding one another accountable for behaviors and actions. • Committing to group decisions. 1: Build a Cohesive Leadership Team Four Disciplines of a Healthy Organization
  61. 61. TEAMWORK • We recognize that no one of us is as good as all of us. • We put the team’s goals before our own. • We collaborate and fulfill our commitments. • We are responsible for ourselves and accountable to each other. • We win as a team and lose as a team. • We celebrate our successes and have fun.| 77 The Power of Clarifying Values to Guide Behaviors and Actions
  62. 62. • 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 Winners Want to be Associated with a Board That…
  63. 63. • 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 Winners Want to be Associated with a Board That… | 79
  64. 64. The Five Temptations of a CEO Invulnerability Over Trust Harmony Over Conflict Certainty Over Clarity Popularity Over Accountability Status Over Results
  65. 65. Healthy organizations minimize the potential for confusion by clarifying… • Why do we exist? • How do we behave? • What do we do? • How will we succeed? • What is most important—right now? • Who must do what? 2: Create Clarity Four Disciplines of a Healthy Organization
  66. 66. How Clear Is Your Organization About Its... Vision Mission What is the organization really trying to accomplish? Is it compelling? Will it make a significant difference? How will the organization proceed with making this vision a reality? Values What are the core things the organization will use to guide and evaluate all of its actions and behaviors?
  67. 67. FORWARD-LOOKING & INSPIRING • We dare to be different. • We are willing to take risks. • We lead with passion. We are not limited by others. • We are persistent. • We strive to exceed expectations. • We inspire growth in ourselves and others. | 83 The Power of Clarifying Values to Guide Behaviors and Actions
  68. 68. HONEST & RESPECTFUL • We tell the truth. • We are open to feedback. • We trust each other to speak our minds. • We always strive to do the right things for the right reasons. • We communicate with candor and tact. • We are tough on the issue, not on the person. • We value people for who they are and what they bring. | 84 The Power of Clarifying Values to Guide Behaviors and Actions
  69. 69. Healthy organizations align their employees around organizational clarity by communicating key messages through… • Repetition: Don’t be afraid to repeat the same message again and again. • Simplicity: The more complicated the message, the more potential for confusion and inconsistency. • Multiple Mediums: People react to information in many ways; use a variety of mediums. • Cascading Messages: Leaders communicate key messages to direct reports; the cycle repeats itself until the message is heard by all. 3: Over-Communicate Clarity Four Disciplines of a Healthy Organization | 85
  70. 70. Organizations sustain their health by ensuring consistency in… • Hiring • Managing performance • Rewards and recognition • Employee dismissal 4: Reinforce Clarity Four Disciplines of a Healthy Organization | 86
  71. 71. IS MY SCHOOL A QUALITY SCHOOL?
  72. 72.  Charter Schools Provide Diversity - Different Schools for Different Kids  Charter Schools have led the way in using Data-Driven Approaches (not just about standardized tests)  Focus on Service Rather than Rules  Meeting the needs of students and producing promising results without making excuses  A focus on rules often results in an “our way or the highway” atmosphere that charter schools can combat  An orientation toward service is manifest in responsiveness to parents – charter schools are inherently schools of choice  A focus on rules prioritizes compliance above performance and places energy toward minimizing risk of non-compliance rather than minimizes risk of negative student outcomes Charter School Excellence Comes in Many Forms
  73. 73. • Essential Terms of Charter • Curriculum Alignment • Data Use • Education Requirements EDUCATION PROGRAM • Admissions and Enrollment • Students with Disabilities • English Language Learners • Attrition/Enrollment Stability EQUITY • Mission Alignment/High Expectations • Family and Community Involvement SCHOOL CULTURE • Governance • Accountability of Management • Safe and Secure Facilities • Safe and Secure School Environment FACILITIES / SAFE SCHOOL ENVIRONMENT • Reporting / Compliance • GAAP FINANCIAL OVERSIGHT • Federal and State Compliance • Other Compliance REPORTING AND COMPLIANCE GOVERNANCE Organizational Performance
  74. 74. Wise Questions HOW WELL IS OUR SCHOOL… Preparing Students for College, Work and Life Leveraging Resources Fulfilling Its Commitments?
  75. 75. Teacher Evaluation System Guidance A method to calculate a overall (summative) evaluation rating Teacher Practice Instrument to be used in instructional observations (Charlotte Danielson's Framework for Teaching) Multiple Measures- To include Student Achievement and Teaching Practices A clear distinction between tenure and non-tenure teachers
  76. 76. Administrative Evaluation System Guidance A method to calculate a overall (summative) evaluation rating Multiple Measures- To include Student Achievement and Leadership Practices
  77. 77. Key Renewal Questions Academic Financial Organizational Is the academic program a success? Is the school financially viable? Is the school equitable and organizationally sound?
  78. 78. Components of the Renewal Process RENEWAL DECISION (February 28) Written Application (Due October 15) School Site Visit (November – January) Performance and Demographic Data (collected by DOE)
  79. 79. National Teacher Shortages
  80. 80. National Teacher Shortages
  81. 81. Meaningful Teacher Reward Systems
  82. 82. 99
  83. 83. Federal Teacher Loan Forgiveness
  84. 84. PART V: Being Ambassadors for Excellence
  85. 85. Five Practices of Exemplary Leaders 102 Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act 1 2 3 4 Encourage the Heart5 Kouzes and Posner
  86. 86. | 103 Model the Way1
  87. 87. How Leaders Earn Credibility | 104 • “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
  88. 88. | 105 Inspire a Shared Vision2
  89. 89. | 106 Challenge the Process3
  90. 90. | 107 Enable Others to Act4
  91. 91. | 108 Encourage the Heart5
  92. 92. “Set the standards higher for yourself than others would set them for you.” John Maxwell
  93. 93. Leadership Pyramid
  94. 94. 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. What Level of Leader Do You Want? Level 3 Leader  Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
  95. 95. Questions of the Heart
  96. 96. THANKYOU! VIEW THIS SLIDE DECK ONLINE AT WWW.CHARTERINSTITUTE.ORG
  97. 97. Board Responsibilities12
  98. 98. ENSURE all students are being prepared for success in college, work and life.1
  99. 99. ENSURE the public’s money and resources are well stewarded.2
  100. 100. ENSURE the organization is run by a great leader and infused with a positive culture and learning environment.3
  101. 101. ENSURE the terms of the charter contract are fulfilled and the organization is prepared for renewal.4
  102. 102. ENSURE the organization is true to its vision, mission and values.5
  103. 103. ENSURE goals are clear and people and programs are wisely empowered, supported, evaluated and held accountable.6
  104. 104. ENSURE the organization operates legally and ethically.7
  105. 105. ENSURE the organization continuously improves and stays viable.8
  106. 106. ENSURE the board recruits, orients and develops its members and its capacity to govern.9
  107. 107. ENSURE the board adopts and properly maintains its governing policies.10
  108. 108. ENSURE the board speaks with one voice. 11
  109. 109. ENSURE the board and its members are positive ambassadors for the charter idea!12

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