preventing charter school train wrecks
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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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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 2
#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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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 3
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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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 4
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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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 5
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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2010 Brian L. Carpenter, PhD & Associates, LLC. All Rights Reserved. Page 6
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/ -
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 7
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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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 8
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/