preventing charter school train wrecks

8/3/2019 Preventing Charter School Train Wrecks

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www.BrianLCarpenter.com Brian L. Carpenter PhD & Associates, LLC (989) 205-4182 [email protected]

2010 Brian L. Carpenter, PhD & Associates, LLC. All Rights Reserved. Page 1

AccordingtotheCenterforEducationReform,asof2009,lessthantwodecadesafterthe;irstcharteredschoolopened,657haveclosed(about12percentofthetotalcharterseverauthorized).

Thismonographexplainsthesixkeydimensionsofschoolfailure,andprovidescorrespondingrecommendationsforpreventingyourschoolfromjoiningtheseunfortunatestatistics.Whenacharterschoolfails,thecharterisrevokedornotrenewed.Giventhenegativemediathatfollows,theresultingdoubtaboutchartersinthelargercommunity,andthedisruptioninthelivesofchildrenandfamilies,charterschoolfailuresare,sotospeak,liketrainwrecks.Incontrast,therearehundredsofultrahigh

performingcharterschoolsdecimatingtheblackwhiteachievementgap,reducingthehighschooldropoutrate,andreadyingdisadvantagedkidsforcollege.SchoolssuchasKIPPAcademies,YesPrep,AchievementFirst,UncommonSchools,Amistad,AmericanIndianPublicCharterSchool,etc.,accomplishallthesethingsandmore.Sohowcanweproducemoreultra highperforming

charterschoolsandfewertrainwrecks?Partoftheansweristostudyhowultrahighperformingschoolscreateacultureofhighstudent

achievement.Besidesvisitingexemplarschools(somethingIstronglyrecommend),charterschoolboardsandexecutivescandistillwhatworksfromexcellentbookssuchas,SweatingtheSmallStuffbyDavidWhitman(2008),andNoExcusesbyAbigailandStephanThernstrom(2003).Theresnoshortage,infact,ofliteratureonwhatittakestobuildanultrahighperformingschool.

Butthereisanotherapproach,thoughcuriously,farlesswrittenaboutorresearched.Thisapproachistoexaminethereasonswhycharterschoolshavefailed.Atfirstglance,this

mayseemoddormorbid,butwhenyouthinkaboutit,studyingfailuremakesperfectsense.Ifnottopreventsimilarrecurrences,whyelsedoestheNTSBspendsomuchtimeandmoneyinvestigatingliteraltrainwrecks?HereIalsohavetoadmitapersonalfascinationwithcharterschoolfailureeversincetheCaliforniaCharterAcademy,aforprofitchartermanagementcompany,collapsedovernightin2004.Somuchso,thatIdevotedmydissertationin2008tostudyingtheboardsoffailedcharterschoolsacrossthe

country(availableatwww.BrianLCarpenter.com)Notsatisfiedtostopthere,Icontinuefollowingcasesofcharterschoolfailuresinthenews,andsometimesfalteringschoolsretainmetoprovideconsultation.Ifindthateveryschoolfailureisunique,yetcommondimensionsdefinitelyexist.Theideaforashortbookonthetopicbegantopercolateinmythinkingin2009afterreadingJimCollinssnewbookonhowtopreventcorporatedecline,HowTheMightyFall.(Likehisotherbooks,itisfantasticallyinsightful.)Herethen,isa

briefmonographadaptedfrommynewbook,exploringthesixdimensionsthatexplaincharterschoolfailures,alongwithnumerousparallelrecommendationsforboardsandexecutivestostrengthenschoolperformanceandensureaccountability.Foreachdimension,Iprovideareallifecasenottoridiculeanyone,butsimplysowecanlearnfromthemistakesofothers.

Introduction

PREVENTING CHARTERSCHOOL TRAINWRECKS:How Boards and Executives Can

Strengthen Performance and Ensure Accountability

Dr. Brian L. CarpenterThis monograph is adapted from Brians soon to be published third book
http://www.brianl/mailto:[email protected]://www.brianlcarpenter.com/http://www.brianlcarpenter.com/http://www.brianlcarpenter.com/mailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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#1InsufficientEnrollment

Ina2008monographIwrotetitled,GoodtoGone,Isummarizedmydissertationfindingsonasampleof100failedcharterschools(about17percentofthetotalatthattime).Iincludedthedistributionofclosingenrollmentcategoriesof72ofthoseschools:

Students#ofSchoolsCumulative%50orfewer 27 27%511001845%1012001762%2013001072%

Interestingly,insuf;icientenrollmentwasonlystated(bytheauthorizer)astheprimarycauseofclosurein34ofthe100schools,indicatingthatotherseriousproblemstypicallyaccompanylow

enrollment.Butitsobviousthatsizematters.

Hasthecharterlandscapechangedsince2008?Notmuch.In2009,CERreportedthat41percentofdissolvedcharterschoolsdidsobecauseoffinancialproblems(thoughCERsdefinitionisslightlybroaderthaninsufficientenrollment,e.g.,coststhatexceededprojectedrevenues).Myinterpretation:Financialproblemsmostlyinsufficientenrollmentisstilltheleadingcauseofcharterschoolclosures.Sometimesinsufficientenrollmentisuncontrollable,however,whenIencounteritasaconsultant,Iusuallyfindthatsoundgovernanceormanagement,orboth,havenotoccurred.

EnsuringPerformance

Whenanexperiencedcarpenterbuildssomething,hewillmeasuretwiceandcutonce.Wisecharterschoolboardsandexecutivesobservethismaximwhenitcomestoenrollmentandbudgets.

Budgetprojectionsshouldincludemultipleenrollmentscenarios(includingworstcase).

Enrollmentandbudgetprojectionsfornewschoolsarebestpreparedbyexperts.

Thenumberofstudentsforeachclassroomteacherneedstobeasrobustaspossible.

(Irecommendaminimumof20perteacher.) Asaruleofthumb,employonlyoneexecutivelevelstaffmember(administrator)forroughlyevery300studentsintheschool.

Evaluatemonthlydisenrollmentreportsfortrends.

#2Mismanagement/InadequateBoardOversight

Itsnocoincidencethatmismanagementincharterschoolsoftenoccursinaclimateofinadequateboardoversightthelatterisusuallyrequiredfortheformertooccur.Oneoftheboardsverypurposes,infact,istomakesurethatmismanagementdoesntoccur(Carver,2009a).Inits2009research,CERcalculatedthat27percentofchartersclosedduetomismanagement,atermCERbroadlydefinedasdeliberateactionson

thepartoforganizersorsponsors,suchasmisspending,failuretoprovideadequateprograms,materials,etc.,failuretoadheretotheschoolscharter,oranoveralllackofaccountability(p.7).Mismanagementalsoincludesafewcasesoffraud,etc.My2008researchplacedtheestimateofcharterclosuresforsuchcasesat7percent.Combinedwith14othercasesofmismanagementthatdidntinvolvefraud,mycalculationof21percentisslightlylowerthanCERs27percent,butthismayhavesimplybeenafunctionofmysample

Bycombiningcasesofinadequateenrollment(41percent)withcasesofmismanagement(27percent),wecanseethatroughlythantwothirdsofallcharterschoolclosuresinvolveproblemsrelatedtofinances.Inmanyinstances,thereismuchthataboardandexecutivecanandshoulddotopreventsuchproblems.

School:SouthBayPreparatory,SanJose,CA

Projectedtoopenitsdoorsin2008with200students,becauseofvariousdelaysandfacility

challenges,theschoolopenedin2009withanenrollmentof65.Afterfurtherproblemsduringtheschoolyear,enrollmentfellto39,andhassincedwindledto18students.AsofApril,2010,theschoolscharterwasrecommendedforrevocation.

Source:MercuryNewsarticle,NotAllCharterSchoolsSucceeding,bySharonNoguchi.http://www.mercurynews.com/topstories/ci_14978039.

CaseInPoint:InsufFicientEnrollment
http://www.brianl/mailto:[email protected]://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039http://www.mercurynews.com/top-stories/ci_14978039mailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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EnsuringPerformance

Aboardsjobistoensurethattheschoolaccomplishesthestudentoutcomesforwhichitwaschartered(moreonthatinthenextsection),whileensuringthatmismanagementdoesnotoccur(Carver&Carver,2009a).Thus,whenweseecharter

schoolmismanagementsuchasinthecasebelow,howeverculpabletheadministrator,itisobvioustheboardfailedtoprovideadequateoversight.Becausemismanagementoffinancesispervasiveproblem,thepracticalsuggestionsinthissectionpertainonlytotheboardsfinancialoversight.(Iaddressotherdimensionsofboardsinsection5.)Theboardshould:

makesuretheschoolhassoundinternalcontrolpolicies(e.g.,separationofduties)andthatmanagementisfollowingthem.

alwaystaketheleadinselectingtheschoolsauditorandensurethattheauditorisindependentofmanagement.

requiretheboardtreasurertoreviewallbankstatementsmonthly(tolookforirregularitiesthatcantbeconcealedastheycaninfinancialreports).

consideroutsourcingthebooksandfinancialstatementstoareputablefirmthatisexperiencedwithcharterschools.

ensurethatpersonnelwithaccesstomaterialamountsofmoneyareadequatelybonded.

#3InadequateAcademicAchievement

Inthesummerof2009,theCenterforResearchonEducationalOutcomes(CREDO)atStanfordUniversitypublishedthelargeststudytodateoncharterschoolperformance.Init,theresearcherscomparedtheacademicgainsofsome70percentof

allcharterschoolstotheirnearbydistrictschools.Theresultswerelessthanimpressiveforcharters:46percentofschoolsperformednodifferentlythandistrictschoolsand37percentofcharterschoolsperformedworsethannearbyschools.Itistroublingtoconsiderthattheacademicperformanceof83percentofcharterschools,isatbest,mediocre.1Isaytroublingbecausecharterschoolsaresupposedtoprovidemeaningfulchoiceforparents(asHowardFullerputsit)notmerelyreplicatelowdistrictperformance.

Suchwidespreadmediocrityincharterschoolsnotwithstanding,itsalittlesurprisinghowfewschoolshaveactuallyclosedbecauseofacademics.AccordingtoCERs2009data,only14percentofcharterschoolclosures,around92schools,closedforlowacademicperformance.Ipredict,however,thatinthenext24to48months,thepercentageof

schoolswhosecharterswontberenewedbecauseof

inadequateacademicperformanceisgoingto

increasesharply.Evenschoolsthatmakesignificanstridesbutfailtohitallobjectives,asinthecase

citedonp.4,aregoingtobeginclosing.

EnsuringPerformance

ConsiderutilizingExtendedLearningTime(seeanexcellentsummaryofELTresearchathttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdf) Executivesandboardmembersshouldspendadayortwoataworldclassschool.Itsaparadigmshifter.

Focusonbuildingacultureofhighachievement.

Allocatetimeineveryboardmeetingtoevaluatehowwelltheschoolisperformingacademically.

Humancapitaliseverything.Thereisnosubstitutefortherightboardmembers,teachers,andCEO.

CaseInPoint:Mismanagement/

InadequateBoardOversight

School:LangstonHughesAcademyCharterSchool ,NewOrleans,LA

OnFebruary25,2010,theformerbusinessmanagerofLangstonHughesAcademyCharterSchoolpleadedguiltyinfederalcourttostealing$660,000fromtheschoolovera

;ifteenmonthperiod.

Source:TimesPicayunearticle,LangstonHughesAcademysFormerBusinessManagerAdmitstoStealing$666,000byRamonAntonioVargas.http://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.html

______________________

1ThestudysmethodologywascriticizedbyDr.CarolineHoxbyhowever,asIhavewrittenelsewhere,Ithinkthatthestudysfindingsaresufficientlyreliabletowarrantconcern.
http://www.brianl/mailto:[email protected]://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdfhttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdfhttp://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.nola.com/crime/index.ssf/2010/02/langston_hughes_academys_forme.htmlhttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdfhttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdfhttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdfhttp://www.chalkboardproject.org/images/PDF/Extended%20Learning%20final%20rev.pdfmailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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SummaryofDimensions1 3

Thusfar,citingmyresearchalongwithdatafromtheCenterforEducationReform,thispaperhasexaminedthreecategoriesofcharterschoolfailures.Addedtogether,thesethreecategoriesaccountformorethan8outof10ofallcharterschoolclosures.Fromthisperspective,itseasytoseetheprimarydimensionsofcharterschoolrevocationandnonrenewal.Astotheremaining18percentofschools,CER

dividesclosurereasonsintothreeothercategories:problemswithfacilities(5percent),districtpolitics(10percent),andother(3percent).Althoughtheselattercategoriesareinteresting,theyaccountforlessthanonefifthofallclosures.ReadersinterestedindetailscanexaminetheCERdataforthemselves.Insteadofdiscussingthemfurtherinthispaper,Imgoingtotransitiontoexaminingthreeotherproblemareasinvolvingcharterschoolboardsandexecutives.Whilethesenextthreeareasareseldomcitedas

officiallystatedreasonsforclosure,theyarewidespreaderrorsthatfostermediocreschools.Mostschoolscommitatleastoneoftheerrors.AndvirtuallyeveryclientschoolIveeverbeenpersonallyprivilegedtoservethatwasfaltering,i.e.,indangerofhavingitscharterrevokedornotrenewed,committedtwooftheseerrors.Mostcommittedallthree.

#4NotReviewingorAdheringtotheCharter

AboutthetimeIbeganconsultingwithcharterschools,Ireceivedafranticcallfromaboardchairwhoseboardwasdeadlockedoverwhethertoexpandtheirschooltoincludehighschoolgradesandwhethertoopenasecondcampus.Becauseofapendingdeadlinetomakeasiteoffer,theboardwantedmetocomeassoonaspossible.WheneverIworkwithaclientschoolIalwaysbeginbyreadingitsbylawsandtheeducationaloutcomessectionofitscharter,asIdidinthiscase.Thefirstlineoftheircharterreadsomethinglike,ABCCharterSchoolisasinglecampusschoolservinggradessixthrougheight.Caseclosedunlesstheyamendedtheircharter,whichtheydecidedwaspoliticallyuntenable.

Atthetime,Ithoughtitwasoddthataboardessentiallypaidmetotellitwhatwasinitscharter.Turnsout,thisboardwasnotallthatunusual.Insurveyingboardmembers(whichIconductwhenworkwithclientschools),Ivefoundthatabout80to90percentofthetime,theyindicatethattheirboardhasnotrevieweditscharterasanagendaiteminthepastyear.Moreover,beyondthefoundingboardmembers,manyboardmemberssaytheyhaveneverbeengivenorevenseenacopyofthecharter.Evenworse,nowandthenincharter

applicationinterviews,evenfoundingboardmembersadmittonotreadingtheircharter(usuallyincaseswhereaprofessionalconsultantoramanagementcompanywroteit).(Authorizers,bytheway,usuallyconsiderthisanonstarter.)Failingtoperiodicallyreviewthecharterleadstoallkindsofmistakes,including:makingchangesintheschoolsprogramthatareprohibitedbythecharter(asinthecaseonp.5),notfocusingonhowwelltheschoolisperformingagainsttheagreeduponbenchmarksinthecharter,andnotmaking

suretheschoolisincompliancewithvariousparametersinthecharter(e.g.,statedclasssizeorenrollmentlimitations).Thesekindsofmistakescanbeeasilypreventediftheboardwilltakethecharterseriouslyenoughtoperiodicallyreviewitskeyprovisions.Thisillustratesthatsometimesresponsiblegovernancesimplyinvolvesreading.

CaseInPoint:

InadequateAcademicAchievement

School:NewCovenantCharterSchool,NY

Despitehavingmadesubstantialgainsinstudentperformanceinthepastfewyears,andthatlastyeartheschoolsperformancewasbetterthanAlbanysdistrictschools,SUNY(NCCSsauthorizer)votedtonotrenewtheschoolscharter.After11years,theschoolwillcloseinJune,2010.

Source:NewYorkTimesarticle,DespiteGains,CharterSchoolIsToldtoClosebyTripGabrielhttp://www.nytimes.com/2010/03/19/education/19covenant.html
http://www.brianl/mailto:[email protected]://www.nytimes.com/2010/03/19/education/19covenant.htmlhttp://www.nytimes.com/2010/03/19/education/19covenant.htmlhttp://www.nytimes.com/2010/03/19/education/19covenant.htmlhttp://www.nytimes.com/2010/03/19/education/19covenant.htmlhttp://www.nytimes.com/2010/03/19/education/19covenant.htmlhttp://www.nytimes.com/2010/03/19/education/19covenant.htmlhttp://www.nytimes.com/2010/03/19/education/19covenant.htmlmailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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EnsuringPerformance

Createanannualboardcalendarthatincludesreviewingthekeyrequirementsofyourcharter(alongwiththeboardsbylaws).

Provideacopyofyourchartertonewboardmembersandrequirethemtoreadit.Toenforcethis,theboardneedsapolicythatsays,ItisthepolicyofABCCharterSchoolthatallcandidatesinterestedinservingontheboarddemonstratethattheyhavereadourcharter.Consideringthattheywanttobecomepartoftheentitythatisresponsibleforensuringthatthecharterisbeingfulfilled,thisishardlyanunreasonablepolicy. Requiretheschoolsexecutivetoperiodically

demonstratehowwellthestudentoutcomesarticulatedinthecharterarebeingachieved.(Thishelpspreventthekindofinadequateacademicperformancediscussedonpp.56.)

Adoptaboardpolicystating,Theexecutiveshallnotmateriallydeviatefromanyparameterscontainedinthecharter,e.g.,makingchangestotheapprovedcurriculum.Aswithallpoliciesadoptedbytheboard,theboardshouldperiodicallyevaluatehowwelltheexecutiveiscomplyingwiththispolicy.

#5WeakBoardPerformance

Weakboardperformancepavesthewaytocharterschoolclosure.Byweak,Idontmeanthatboardmembersareuncommittedtothechildrenintheschoolorthatboardmembersareunsuccessfulintheirprofessionallives.Mostboardmembersarecommittedandsuccessful.Byweak,Imean:

1. Theboarddoesntactuallyknowwhatitspurposeis(i.e.,inpractice,speci;icallyhowschooloversightisdifferentfromschoolmanagement),andthereforedoesnotandcannotful;illthatpurpose(andoftenendsupinterferingwithmanagement).

2. Theboardnevermeaningfullyassessesitsownperformance,nordoesitengageingovernancetraining(beyondminimalrequirementsthat

pertaintonotviolatingtheirstatesopenmeetingslaws,etc.).

3. Theboardcompositionissuchthatitisfundamentallyincapableofobjectivelyevaluating

managementsperformanceapartfromundue

influence.Thisincapacityisvirtuallyguaranteedwhenimmediaterelativesoftheexecutive(oftenafounderorcofounder)areontheboard.

4. Themanagementcompanytowhichtheboardhascontractedschooloperationskeepstheboardignorantofitsresponsibilities,largelyby

relegatingittoanadvisoryrole.Theboardperceivesitsjobasoneofrubberstampingthemanagementcompanysreportsorofferingadvice.

5. Theboardhasfewpolicies,ifany,thatdirecttheconductoftheboard,itsmembers,anditscommittees(whicharequiteoftenactuallymanagementcommitteescreatedbytheboardforthesamereasonas#1above).Everyonejustdoeswhateverheorshelikes.

Inmyexperienceasaconsultant,whenanytwoormoreoftheabovepointscharacterizeaboard,otherdimensionsofcharterschoolfailureusuallyexistintheschool.Moreover,ofalldimensionsofcharterschoolfailurediscussedinthismonograph,weakboardperformanceisprobablyoneoftheeasiesttoovercome.Beingwillingtolearnhowtocreatestrongboardperformanceisthefirststep.

CaseInPoint:

NotReviewingorAdheringtotheCharter

School:EspaolaMilitaryAcademy,NM

InMarch,2009,theNewMexicoSecretaryofEducationupheldanearlierdecisionbythePublicEducationCommissiontonotrenewEMAscharter.InaletterannouncingtheSecretaryofEducationsdecision,threereasonswerecited,the;irstbeingthattheschoolhadcommittedmaterialviolationsoftheconditions,standardsorproceduresset

forthinitscharter.Source:NewsreleasedatedMarch6,2009,fromtheof;iceoftheNewMexicoSecretaryofEducation,Dr.VeronicaG.Garca.

http://www.ped.state.nm.us/press/2009/20090306Espanola%20Military%20Charter.pdf
http://www.brianl/mailto:[email protected]://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfhttp://www.ped.state.nm.us/press/2009/20090306-Espanola%20Military%20Charter.pdfmailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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EnsuringPerformance

Whenitcomestobuildingstrongboards,Icouldwriteabookonthetopic.Oh,thatsrightIdid.GotoAmazon.comandsearchthetitle,CharterSchoolBoardUniversity.Inthemeantime,herearefewpracticalpointerstogetstarted:

Evenifstatelawallowsit,Idonotrecommendthatimmediatefamilymembersoftheexecutiveorotherboardmembersserveontheboard.Norshouldtheexecutivealsobeaboardmember.

Regularlyallocatetimeoneachregularmeetingagendatoconductboardtrainingandboardselfassessment.Readanddiscussgovernancebooksandarticleswithoneanotherandhonestlyappraisetheboardsperformanceagainsttheprinciplesofsoundgovernance.

Ifyourschoolhascontractedoperationstoamanagementcompany,periodicallyreviewthecontracttoensurethatitisbeingfulfilled.Manyboardmembershaveneverreadthecontractbetweentheboardandthecompany.Makesuretheboardknowshowmuchtheschoolispayingforthecompanysservicesandthatthefeeisareasonableuseoftaxpayermoney.

Adoptpoliciesthatdirecttheconductoftheboard,itsmembers,anditscommittees.Forexample,theboardshouldhaveapolicyprohibitingindividual

boardmembersandcommitteesfromgivingdirectivestotheCEOorstaff.

Onlyformboardcommitteestohelptheboardwithitswork.Usingboardcommitteestohelpmanagementdoitsworkdiffusestheboundariesbetweentheboardanditsmanagement.UsemyEOHWParadigmtodistinguishbetweenboardandmanagementwork:

Asaboard,readthesetofsixpamphletslistedinthereferencesbyJohnandMiriamCarvertitled,TheCarverPolicyGovernanceGuideSeriesonBoard

Leadership.ThesewillbeinformativeevenifyourboarddecidesnottousePolicyGovernance.

#6ExcessiveExecutive/StaffTurnover

InthetwentyplusyearsIveworkedfor,servedon,andconsultedwithschoolboards,Iveobservedapredictorvariableofschoolperformance.Withareasonabledegreeofreliability,performancecanbe

gaugedwithonequestion(whichIaskinclientsurveys):Inthepastsixyears,howmanychiefexecutiveshastheschoolemployed?Whentheanswerismorethantwo,longtermschoolperformanceisalmostalwaysmediocreatbest.AlthoughIvenevercomputedthecorrelationcoefficient,Illbetthereisafairlystronginverserelationshipbetweencharterschoolperformanceandexecutiveturnover.Thisrelationshipalsoexistsintheclassroom:thehighertheteacherturnoverinaschool,thelowerthestudentachievement.Of

course,correlationdoesntnecessarilyequalcausation,butshowmeaschoolwhere15percentofthestudentspassthestateexamandIllshowyouaschoolthathasaseriousstaffturnoverproblem(which,aswell,isindicativeofotherproblems).

DimensionBoardExecutivePurposeEnsureExecute

ScopeofAuthorityOversightOperationalPrimaryConcernsHowWell?HowWill?

______________________

Note:PolicyGovernanceisaregisteredtrademarkofJohnandMiriamCarver.

CaseInPoint:

WeakBoardPerformance

School:EastNewYorkPreparatorySchool,NY

Accordingtothearticlebelow,theschoolwillclose

inJune,2010.Amongtheproblems:Theheadofschoolsfatherhadnotonlybeenhiredasaconsultantatonepoint,hewaslaterontheboardoftrustees.Whatsmore,theschoolheadwasalsoatrustee,allegedlyvotinginthatcapacitytoraisehersalaryfrom$180,000to$207,000.

Source:NewYorkDailyNewsarticle,Nepotism,ConflictofInterestFindaHomeatCharterSchoolsbyMeredithKolodner,RachelMonahan,andGregB.Smith.

http://www.nydailynews.com/ny_local/education/2010/04/22/20100422_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1
http://www.brianl/mailto:[email protected]://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1http://www.nydailynews.com/ny_local/education/2010/04/22/2010-04-22_charters_family_plans_nepotism_conflict_of_interest_find_a_home_at_privately_run.html?page=1mailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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Whatsthesolution?Itbeginsattheboardlevelwiththerecognitionthatthesumoftheschoolscultureisadirectexpressionoftheschools

staff.Thereisnocurriculum,noamountofextendedlearningtime,notechnology,nostafforstudentcodeofconduct,noafterschoolprogram,

nodresscode,andnoamountofsuccessfulfundraisingthatcansupersedetheculturecreatedbytheschoolsstaff.Thisisbecausetechniquesdonteducatechildren,peopledo.

EnsuringPerformance

Howwelldoesyourschoolperform?(Answerthisquestionusingallavailabledataandevidence,notsimplystatetests.)

Evaluatetheexecutiveturnoverinyourschool.Iftheschoolhasemployedmorethantwo

executivesintheprevioussixyears,whatrolehastheboardplayed?(Forexample,theboardmaynothavehiredwell,supportedwell,orevaluatedwell,orallthree.)

Evaluatetheteacherturnoverinyourschool.Isitcontributingto,ordetractingfromstudentachievement?

Doestheboardhavepoliciesrequiringmanagementtotreatemployeesinamannerthatisdigni;iedandfair?

Doboardmemberssabotagetheexecutive?

Summary

Charteringisaninnovationinthewaypublicschoolsareorganized.Itdecentralizesdecisionmakingtothecharterholderinsignificantways,includingtheauthoritytochoosetheschoolsphilosophicalorientation,thecurriculum,theinstructionalmethods,thefaculty,thecalendar,thelengthoftheinstructionalday,etc.Thisauthority,however,comeswithaveryseriousformofaccountability:Iftheschoolfailstoperformaccordingtothetermsofitscharter,thatchartercanberevokedornotrenewed.Theperformancerecommendationsinthismonographareintendedtohelpboardsandexecutivesavoidtrainwrecksandensureperformance.

CaseInPoint:

ExcessiveExecutive/StaffTurnover

School:CREATECharterSchool,NJ

Accordingtotheletterbelow,CREATECharterSchoolhas,throughoutthelifeofthecharter,hadnumerousissuesregardingstaffingandcertification.Theschoolhashadahighturnoverofadministrators...TheschoolwillceaseafternineyearsofoperationonJune30,2010.

Source:LettertotheschooldatedMarch1,2010fromtheactingcommissioneroftheNewJerseyDepartmentofEducation.

http://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDF

ReferencesandResources

Carpenter,B.L.(2008).Understandinghowcharterschoolboardsimpactschooldissolution:Anexplanatorymixedmethodsstudy.Ph.D.dissertation,CapellaUniversity,UnitedStatesMinnesota.

Carpenter,B.L.(2009).Charterschoolboarduniversity:Anintroductiontoeffectivecharterschoolgovernance(Rev.ed.).Mt.Pleasant,MI:NationalCharterSchoolsInstitute.

Carver,J.&Carver,M.(2009a).ThePolicyGovernancemodelandtheroleoftheboardmember:ACarverPolicyGovernanceguide:Vol.1(Rev.ed.).SanFrancisco,CA:JosseyBass.

Carver,J.&Carver,M.(2009b).ThePolicyGovernancemodelandtheroleoftheboardmember:ACarverPolicyGovernanceguide:Vol.2.EndsandtheOwnership(Rev.ed.).SanFrancisco,CA:JosseyBass.

Carver,J.&Carver,M.(2009c).ThePolicyGovernanceModelandtheroleof

theboardmember:ACarverPolicyGovernanceguide:Vol.3.TheGovernanceofFinancialManagement(Rev.ed.).SanFrancisco,CA:JosseyBass.

Carver,J.&Carver,M.(2009d).ThePolicyGovernancemodelandtheroleoftheboardmember:ACarverPolicyGovernanceguide:Vol.4.AdjacentLeadershipRoles:CGOandCEO(Rev.ed.).SanFrancisco,CA:JosseyBass.

Carver,J.&Carver,M.(2009e).ThePolicyGovernancemodelandtheroleoftheboardmember:ACarverPolicyGovernanceguide:Vol.5.EvaluatingCEOandBoardPerformance(Rev.ed.).SanFrancisco,CA:JosseyBass.

Carver,J.&Carver,M.(2009f).ThePolicyGovernancemodelandtheroleoftheboardmember:ACarverPolicyGovernanceguide:Vol.6.ImplementingPolicyGovernanceandStayingonTrack(Rev.ed.).SanFrancisco,CA:JosseyBass.

CenterforEducationReform.(2009,February).Theaccountabilityreport:2009.Washington,DC.Allen,J.,Consoletti,A.&Kerwin,K.

CREDOStanfordUniversity.(2009,October).Multiplechoice:Charterschoolperformancein16States.RetrievedApril28,2010from,http://credo.stanford.edu/reports/MULTIPLE_CHOICE_CREDO.pdf

Thernstrom,A.&Thernstrom,S.(2003).Noexcuses:Closingtheracialgapinlearning.Simon&Schuster.NewYork.

Whitman,D.(2008).Sweatingthesmallstuff:Inner cityschoolsandthenewpaternalism.ThomasB.FordhamInstitute.
http://www.brianl/mailto:[email protected]://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://credo.stanford.edu/reports/MULTIPLE_CHOICE_CREDO.pdfhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://credo.stanford.edu/reports/MULTIPLE_CHOICE_CREDO.pdfhttp://credo.stanford.edu/reports/MULTIPLE_CHOICE_CREDO.pdfhttp://credo.stanford.edu/reports/MULTIPLE_CHOICE_CREDO.pdfhttp://credo.stanford.edu/reports/MULTIPLE_CHOICE_CREDO.pdfhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFhttp://media.nj.com/hudsoncountynow_impact/other/Charter%20School.PDFmailto:[email protected]:[email protected]://www.brianl/http://www.brianl/


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DoesYourBoardNeedTraining?SevenReasonstoConsiderRetainingBrian:

1. He understands the challenges facing governing boards: More than two decades of experience working

with, for, and serving on, governing boards

2. He understands the challenges facing school executives: A dozen years of experience as a school leader

in the independent sector plus four years as CEO of the National Charter Schools Institute

3. He is a resource leader in the charter school sector: Authored more publications than

any other charter school consultant, including two books (a third on the way), dozens of

monographs and articles, and original research on charter school closures

4. His writing is considered authoritative: His book on governance is used as a graduate

student textbook at both Central Michigan University and Nova Southeastern University

5. In addition to schools, top tier charter organizations use him: Ball State University,

Texas Charter Schools Association, Arkansas Department of Education, EducationResource Center of Central Ohio, South Carolina Public Charter School District,

Northern Michigan University, The Missouri Public Charter School Association, an

approved provider for Elevate Charters

6. His credentials are solid: An earned PhD in Education, trained by John & Miriam Carver in the theory

and application of Policy Governance, adjunct author for two state-based think tanks, and listed in the

Heritage Foundations Annual Guide to Policy Experts

7. People enjoy his sense of humor, depth of insight, and passion for charter school excellence:

Frequently requested conference speaker at state and national associations

To contact Brian, call him at (989) 205-4182 or email him [email protected]. He also welcomes

you to join his virtual network on Facebook where he post his reading list and announces free resources.

Dr. Brian L. Carpenter

To order your copy, send an email to Brian [email protected]. Larger discounts available whenpurchasing five or more copies!

About the same size as the book, Who Moved My Cheeseby Spencer Johnson, Brians third book brims with reallife examples of charter school train wrecks, along withpractical recommendations for ensuring performance.This concise volume also makes a great tool for orientingnew board members. Regular retail price: $25.00 USD.

Order Your Free Podcast on Financial Oversight!

Looking for an easy way to conduct ongoing board training? TryBoardWiser, Brians uniqueboard development podcast series. For a free sample, just email Brian [email protected] ask for his podcast on Financial Oversight. Please reference offer #FOFPA.

Save $5.00 by referencing special offer #MA3E when youplace your order. Call or email today to reserve your copy!
http://www.brianl/mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]://www.brianl/http://www.brianl/

preventing charter school train wrecks

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