new jersey board institute 2016

Our Core PurposeTo inspire and democratize excellence in education.

Goals for Session

KIDS!!!

Inspire Hearts & Minds

Challenge Conventional Thinking

Learn & Grow Together

Have Fun!

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3 Strengthen Your Ability to Govern

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“People don’t care how much you know until they

know how much you care.”

Our HeartWe 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.

Exercise #1:Start with WHY by Simon Sinek

What’s Your 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 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

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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

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Develop a Relationship of Mutual Trust & Respect

Set Clear Performance Expectations – No Surprises!

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Establish a Shared Vision & Commitment

Framework for Greatness

Good, Not Great

Inflection Point

Good, Not Great

Matched-Pair Selection

Comparison Cases

Good–to–Great Cases

GAP

Building forBreakthrough

The Flywheel

People Need Systems to Turn the Flywheel

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• 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

“““Greatness . . . is largely a matter of conscious choice and discipline.”

Jim Collins

PART II:Preparing Students for Success

Understanding…

Performance FrameworksMission Specific GoalsMeasuring Growth and Achievement

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Focus on Student Outcomes

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

Education Program and

Capacity

School Culture and Climate

Board Governance

Access and Equity

Compliance

Organizational Performance Framework Areas

““ “Set the standards higher for yourself

than others would set them for you.”

John Maxwell

How clear is your organization about its ...

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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?

Setting Goals.Defining Targets.

What does it mean to institutionalize? What are the “Instruments of

Institutionalization”? Bylaws Policies Procedures Professional Development Hiring Handbooks

Institutionalizing the Mission

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

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

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

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 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

Stewardship

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A Simple Way to Frame Finance

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Investment

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Stewardship

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Spending Carefully

A Simple Way to Frame Finance

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Investment

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Spending Wisely

The Annual Financial Cycle:Roles & Responsibilities

The Budget

Board and Staff

Board

Staff

Board, Staff and Auditors

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

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Ensuring Good Stewardship

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• 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.

The Three Duties

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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.

1. Setting strategic financial goals2. Understanding the role of the Finance Committee 3. Understanding the Code of Ethics4. Preparing the budget5. Understanding the annual audit6. Ensuring wasteful or excessive spending is stopped7. Approving transfers of funds8. Approving reports, expenditures and payroll

The Board’s Responsibilities

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• 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

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• 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

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The Two Parts of an Audit

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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.

A Test for Good Stewardship

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ENSURING THAT OUR SCHOOL IS …

Fulfilling Its Financial Commitments

Acting in Compliance with Law/Regs

Meeting Budgeted Revenues and Expenditures

• 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

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Setting Priorities

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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.

• 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

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• 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

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• 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

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Four Wise Revenue Questions

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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?

Four Wise Expenditure Questions

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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?

A Test for Wise Investments

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ENSURING THAT OUR SCHOOL IS …

Properly Resourced to Meet its Mission

Prepared for Long-Term Success

Preparing Students for College, Work, and Life

Two Points to Remember.

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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.

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 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


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

• 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 …

• 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 …

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The Five Temptationsof a CEOInvulnerability

OverTrust

HarmonyOver

Conflict

CertaintyOver

Clarity

PopularityOver

Accountability

StatusOver

Results

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 ClarityFour Disciplines of a Healthy Organization

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?

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.

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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

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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 ClarityFour Disciplines of a Healthy Organization

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Organizations sustain their health by ensuring consistency in …

• Hiring • Managing performance• Rewards and recognition• Employee dismissal

4: Reinforce Clarity


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IS MY SCHOOL A QUALITY SCHOOL?

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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

• 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

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Wise Questions

HOW WELL IS OUR SCHOOL …

Preparing Students for College, Work and Life

Leveraging Resources

Fulfilling Its Commitments?

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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

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Administrative Evaluation System Guidance

A method to calculate a overall (summative) evaluation rating

Multiple Measures- To include Student Achievement and Leadership Practices

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Key Renewal Questions

Academic Financial Organizational

Is the academic program a success?

Is the school financially

viable?

Is the school equitable and

organizationally sound?

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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)

National Teacher Shortages

Meaningful Teacher Reward Systems

Federal Teacher Loan Forgiveness

PART V:Being Ambassadors for Excellence

Five Practices of Exemplary Leaders

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Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

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Encourage the Heart5

Kouzes and Posner

| 103Model the Way1

How Leaders Earn Credibility

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• “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

| 105Inspire a Shared Vision2

| 106Challenge the Process3

| 107Enable Others to Act4

| 108Encourage 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 paradoxical blend of personal humility and professional will.

What Level of Leader Do You Want?

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Level 3 Leader Organizes people and

resources toward the effective and efficient pursuit of predetermined objectives.

Questions of the Heart

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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