Authorizers can be catalysts for positive change when they create an aligned system of incentives to promote excellence.

1. AUTHORIZERS AS CHANGES AGENTS:
FINDING YOUR VOICE & INSPIRING
OTHERS TO FIND THEIRS
OHIO ALLIANCE FOR PUBLIC CHARTER SCHOOLS
OCTOBER 17, 2014
JAMES N. GOENNER, PH.D
JOSEPH B. URBAN, ESQ.

2. WWW.CHARTERINSTITUTE.ORG

3. 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.
WWW.CHARTERINSTITUTE.ORG

4. WWW.CHARTERINSTITUTE.ORG
Goals for Today
Review the idea behind
chartering
Encourage great authorizing
Inspire hearts & minds
Answer questions and
have fun!
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5. WWW.CHARTERINSTITUTE.ORG
WWW.CHARTERINSTITUTE.ORG
THIS SLIDE DECK IS ACCESSIBLE AT

6. RELATIONSHIPS
“People don’t care how
much you know until they
know how much you care.”
WWW.CHARTERINSTITUTE.ORG

7. The Idea Behind Chartering…
What’s the Problem with the System?
The exclusive franchise guarantees
the district will always receive:
Thereby providing adults with their:
Students and Funding
Jobs and Incomes
“This is a system that can take its
customers for granted.”
Albert Shanker, American Federation of Teachers

8. The Idea Behind Chartering…
What’s the Problem with the System?
“It’s unproductive and unfair to put people under
incentives that are not aligned with the mission they
have been given to perform. That leads to blaming
the people for failures that are the fault of the
system…
We should stop blaming people. We should fix the
system.”

9. The Idea Behind Chartering…
What’s the Problem with the System?
People need compelling reasons and
opportunities to take on the challenges
associated with fundamental change.
When people decide to change because it’s
in their own interest, it is more likely to be
meaningful and lasting.

10. The Idea Behind Chartering…
Kolderie’s Goal = Improve Education for All
By getting states to withdraw the exclusive district
franchise through policies that foster:
Empower students to choose
the school they attend. CHOICE:
Empower someone other than the
district to create new public schools. DIVERSIFICATION:

11. Reforming
Education
Student
Learning
Divergent Roads
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12. “If you do not change, you
can become extinct.”
Who Moved My Cheese?

13. Common Authorizing Functions
WWW.CHARTERINSTITUTE.ORG
Gatekeeper
Monitor
Evaluator
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14. Alpha Authorizing Functions
WWW.CHARTERINSTITUTE.ORG
Change Agent
Market Maker
Force for Quality
Catalyst for Excellence

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Change Agent
 Challenge the “givens”
 Foster an environment that attracts talent,
capital and entrepreneurship
 Influence policy and practice
 Provide leadership and ideas for
improving education

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Market Maker
 Change the incentives by withdrawing the
exclusive franchise
 Charter new schools so people have
choices
 Foster an environment that attracts can-do
people

17. WWW.CHARTERINSTITUTE.ORG
Force for Quality
 Thoroughly screen applications and
applicants
 Issue performance-based charter
contracts
 Measure and evaluate performance
 Preserve discretionary judgment
 Protect school autonomy
 Appropriately intervene when people fail
to perform

18. WWW.CHARTERINSTITUTE.ORG
Catalyst for Excellence
 Recognize and reward performance
 Encourage the replication and expansion of
success
 Create new performance-based paths for
authorizing, overseeing, and renewing charter
contracts
 Make authorizing a respected profession
 Relentlessly pursue excellence
 Protect, preserve and advance the idea
behind chartering

19. “Set the standards higher for
yourself than others would set
them for you.” -John Maxwell
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20. Five Practices of Exemplary Leaders
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
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5 Encourage the Heart
Kouzes and Posner
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The Seven Habits of Highly Effective People
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Be Proactive
Begin with the End in Mind
Put First Things First
Think Win-Win
Seek First to Understand, Then to be
Understood
Synergize
Sharpen the Saw

22. WWW.CHARTERINSTITUTE.ORG
Stephen Covey
BOOKS
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23. Establish a Shared Vision and Commitment
Set Clear Performance Expectations –
WWW.CHARTERINSTITUTE.ORG
No Surprises!
Develop a Relationship of Mutual
Trust and Respect
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Alpha Authorizing:
3 Keys for Chartering Great Schools

24. Performance
Agreement
= • Academic
• Fiscal
• Operational

26. Setting Goals.
Defining Targets.

27. WWW.CHARTERINSTITUTE.ORG
THE GOAL
Preparing all students
for success in college,
work and life.

28. Knowing your purpose in life,
growing to reach your maximum
WWW.CHARTERINSTITUTE.ORG
potential, and
sowing seeds that benefit others.
-John C. Maxwell
Success is…
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29. The Road to Greatness
WWW.CHARTERINSTITUTE.ORG
Good, Not Great
Inflection
Point
Good, Not Great
Matched-Pair
Selection
Good-to-Great
Cases
GAP
Comparison
Cases

30. The
Flywheel
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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

32. Building for
Breakthrough
WWW.CHARTERINSTITUTE.ORG

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Key Renewal Questions
Is the academic program a success?
Is the school financially viable?
Is the organization sound & fulfilling its charter?

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Know Your Boards
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See faces
See term
expiration
(if applicable)
One location for
contact information
History of officer roles
Notes on key activities
See officer role(s)

41. Eliminate Duplication:
Automatically Post Documents to Websites
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42. “Find your voice and inspire
others to find theirs.”
-Dr. Stephen Covey
The 8th Habit

43. THANK YOU!
VIEW THIS SLIDE DECK ONLINE AT
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