Overview of the 2017 scpcsd addendum PowerPoint Presentation

Overview of the 2017 scpcsd addendum PowerPoint Presentation

2017-07-17 47K 47 0 0

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Erin reddy, nacsa. November 9, 2016. About nacsa. Not-for-profit, membership association since 2000.. To improve student achievement through responsible charter school oversight in the public interest.. ID: 570762

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Slide1

Overview of the 2017 scpcsd addendum

Erin reddy, nacsa

November 9, 2016

Slide2

About nacsa

Not-for-profit, membership association since 2000.

To improve student achievement through responsible charter school oversight in the public interest.

Application process management, strategic planning and training, models and templates, policy evaluation

Mission

Slide3

MaintainHigh standards

UpholdSchool autonomy

ProtectStudent INTERESTS

Principles of charter school authorizing

Improve

Educational

outcomes

Slide4

Purpose

SCPCSD 2017 ADDENDUM

STRUCTURE

Slide5

Purpose of addendum

FULFILL STATUTORY RESPONSIBILITYEnsure that applicant can demonstrate capacity.ASSESS CAPACITYSkills sets, expertise, track record, professional experienceENSURE ROBUST DETAILIn areas of application that:Speak to charter school obligationsExhibit leading indicators of school success.

The SCPCSD has a statutory obligation to require every applicant “to demonstrate a substantial likelihood that it has the capacity to establish a viable school based on national industry standards of quality charter school authorization.” S.C. Rev. Code Ann. § 59-40-70(C).

Slide6

STRUCTURE OF THE ADDENDUM: The basics

All applicants must respond to all applicable questions

contained in the SCDE 2017 Application and complete the SCPCSD Addendum.

For each section that requires a narrative response, there is a

recommended page length

.

Evaluation criteria are included

directly beneath application questions.

Slide7

Structure of addendum

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PART 1:

SUPPLEMENTAL

INFORMATION

A. SPECIAL POPULATIONS & AT-RISK STUDENTS

B. DAILY SCHEDULE AND SCHOOL CALENDAR

C. GOVERNANCE AND LEADERSHIP

D. BUDGET

Slide9

Part 1: supplemental informationSpecial pops & At-risk Students

ADDENDUM QUESTIONSFor special education students, discuss specifically how the daily schedule, staffing, and support strategies and resources will meet or be adjusted to promote integration into the school’s culture, and provide substantial likelihood of academic success for this population.Discuss daily schedule, staffing, and support strategies and resources will meet or be adjusted for English Learners (ELs) and students at risk of academic failure or dropping out and how they will provide substantial likelihood of academic success for these populations.

CRITERIA

Demonstrating a sound

understanding of public school obligations

in this area;

Including well-researched, reasonable

assumptions about potential enrollment

of special populations and at-risk students based on the characteristics of the district and neighborhood in which the school will be located as well as other relevant considerations;

Presenting sound, realistic

revenue assumptions

aligned with enrollment projections and related funding entitlements; and

Presenting reasonable

expenditure assumptions

including but not limited to staffing and other resource assumptions aligned with enrollment projections.

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Part 1: supplemental informationDaily schedule & school calendar

ADDENDUM QUESTIONExplain how the daily schedule and calendar you submitted as Appendix D (SCDE 2017 Application, p. 10) create substantial likelihood for successful implementation of the instructional program and fulfillment of the school’s educational objectives.

CRITERIA

Effective

establishment of the proposed school culture

;

Sound preparation for addressing the particular

demands of the school’s educational program

;

Meeting the

demands of proposed instructional methodologies

, such as planning time and/or professional development for teaching staff.

Slide11

Part 1: supplemental informationGovernance and leadership

ADDENDUM QUESTIONS4. Identify the key skills, experience, and areas of expertise that the governing board currently possesses that will foster effective charter school governance and substantial likelihood that it has the capacity to establish a viable school.  5. What are the governing board’s primary gaps or areas for development in terms of governing board skills, experience, and/or areas of expertise? Discuss your plans to fill those needs. 6. Respond to item 6.a. or 6.b., below, as applicable to your school’s current status: 6.a. Identified school leader. If the school’s leader (whatever the title, such as administrator, principal, executive director, etc.) has been identified, discuss your reasons for the selection. Describe his or her primary strengths that are most relevant for the demands of the position. Discuss key aspects of the school leader’s previous experience that indicate he or she will be successful in this role at your school. 6.b. School leader not yet identified. If the school leader has not been identified, discuss the qualifications, skills, and experience that will be most important for the person in this position to have in order for the school to be successful. Describe the methods to be used for recruiting qualified people. Explain the recruitment and selection timeline and process.

CRITERIA

Strong understanding of school governance

and of the applicants’ current strengths and needs in this area;

Sound

plans for identifying, recruiting, and retaining board members

that will govern the school effectively both individually and collectively;

Comprehensive

understanding of both general school leadership needs

and the

school leadership qualities that will be particularly important

for fulfilling the school’s mission, and ensuring the overall success of the school

Sound

plans for identifying, recruiting, and retaining a leader

who will lead the school effectively

.

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Part 1: supplemental informationbudget

ADDENDUM QUESTIONS7. Discuss the criteria underlying your key budget assumptions and calculations, including but not limited to the criteria and evidence behind revenue estimates (i.e., basis for enrollment projections), employee salaries, facilities, and any expenditures for key programmatic elements. Provide specific evidence—such as salary comparables for teacher and administrator salaries or lease rates on available facilities—to demonstrate the viability of the financial plan.

CRITERIA

Reasonable revenue assumptions

based on accurate understanding of public school per pupil and entitlement funding;

Conservative assumptions

for private and other non-entitlement funding;

Sound,

evidence-based assumptions about key personnel expenditures

such as teacher salaries;

Sound,

evidence-based assumptions about other key expenditures

such as facilities lease or purchase costs;

Alignment of expenditure plans

with the needs of the proposed educational program and school operations.

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PART 2:

SUPPLEMENTAL

DATA & NARRATIVE

EDUCATION/CHARTER MANAGEMENT ORGANIZATIONS (IF APPLICABLE)

REPLICATION SCHOOLS (IF APPLICABLE)

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Part 2: supplemental DATA/NARRATIVEEMOS/CMOS

ADDENDUM QUESTIONS1. Provide, as Attachment 1, a list of all schools currently or formerly operated by the Education Management Organization/Charter Management Organization (EMO/CMO), including schools that are located outside of South Carolina. Include the name, grade levels served, year opened, current enrollment, and authorizer. Identify schools with demographically similar student populations across the same grades that the proposed school expects to serve.  2. Provide, as Attachments 2.a. and 2.b., the most recent independent financial audit report of the EMO/CMO and the EMO/CMO’s most recent annual report.

CRITERIA

Evidence of

strong educational outcomes

for the EMO/CMO, particularly

with populations similar

to those that the proposed school is likely to serve;

Confidence that the

governing board will be in a position to hold the management organization reasonably and effectively accountable

for performance related to all services and duties being delegated;

Confidence that the

school will operate free from actual or potential conflicts of interest

involving the management organization;

Clear evidence of

CMO/EMO financial health

and sustainability.

Slide15

Part 2: supplemental DATA/NARRATIVEREPLICATION SCHOOLS

ADDENDUM QUESTIONS3. Provide, as Attachment 3, a list of all schools currently or formerly operated by the organization, including schools that are located outside of South Carolina. Identify those schools that serve the same grade levels and student populations demographically similar to the anticipated population of the proposed school. Include name, year opened, contact information, location, number of students, and contact information for the authorizer for each currently operating school. 4. Provide, as Attachment 4, a list of any of the CMO/EMO’s schools that have been approved by this or another authorizer but that have not opened. Explain any operational and/or organizational changes the CMO/EMO has made as a result of those non-openings to ensure a substantial likelihood that the proposed school will be viable. 5. Provide, as Attachment 5, a list of any of the CMO/EMO’s schools that have been closed or are no longer affiliated with the EMO/CMO. Explain any operational and/or organizational changes the CMO/EMO has made as a result of those non-openings to ensure a substantial likelihood that the proposed school will be viable.

CRITERIA

Having

an

educational performance record that demonstrates capacity

to achieve strong educational outcomes, particularly with populations similar to ones that the proposed school anticipates serving;

Having a track record of

sound financial and organizational operation

;

Having a

track record of meeting public school obligations

;

Demonstrating that

unopened, terminated, or non-renewed schools are exceptions and have been a basis for meaningful reflection

, learning, and improvement.

Slide16

QUESTIONS?


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