Annual Report to the SCCPSS Board of Education · • Annual Report to the SCCPSS BoE, progress of...

October 2013

Annual Report to the SCCPSS Board of Education

Coastal Empire Montessori Charter School

Timeline of Key Events

• 2011-12 School Year • Last year of 2007 – 2012 Charter • First year with new administrative team consisting of Head of School,

Director of Operations, part-time Finance Manager • One-year Charter for 2012-13 granted in Spring

• August 2012 • Presentation to the SCCPSS BoE on year-end performance data • Celebrated successes, acknowledged weaknesses and explained

initiatives for improvement being implemented for 2012-13 • October 2012

• Annual Report to the SCCPSS BoE, progress of initiatives explained in August reported on

• Fall 2012 – Winter 2013 • CEMCO Board undertook information-gathering and strategic

planning work • CEMCO Board & Administrative Team worked on Charter renewal

Timeline of Key Events (continued)

• Winter – Spring 2013 • CEMCO Board continued with strategic planning work and undertook

evaluation process • Five-year Charter for 2013-18 granted in Spring • Year-end performance data has both high points and reveals

continued weaknesses • Reorganization implemented; revised administrative team to consist

of Executive Director, Head of Montessori Curriculum & Instruction, and Finance & Facilities Manager

• 2013-14 School Year • Lessons learned and processed - new structure, new team, new

initiatives in place • CEMCO Board continues with strategic planning work; also focused

on self-evaluation, responsiveness, and growing governance expertise

• Overview of CEMCO long-range strategic plan

• Past, present and future

• Introduce the CEMCO Board of Trustees

Objectives

• In October 2012, the CEMCO Board of Trustees embarked on a journey to set the course for CEMCO’s future by engaging the entire school community in an on-going strategic planning and continuous improvement process.

• What has prompted us to embark on the journey :

– Changes in the environment and demands

– A realization that the current model – the founding school model – has reached its limits

• New Charter being approved – no apparent long term (3-5 years) plan to reach proposed goals

• A “fire-fighting “ type of a culture and managing mechanism

• Vacuum of policies and SOP -as expressed by the Administrative team and acknowledged by previous Board Trustees but …

• No guarantees that performance is repeatable - we knew we did well in certain areas the year before but weren’t clear on why and hence couldn’t repeat

• Feedback from Board training sessions with GCSA pointing at gaps between our school and charter best practices

• Feedback from our parents and staff

– New Board members – coming in with new perspectives

• K. Baldwin, S. Thorne , G . Laws, L. Hudescu

Strategic Process - Highlights

• How are we:

• Going to fulfill the Charter promise?

• Systemically transform our school from good to great?

• Provide a high standard educational program in a constant and predictable manner?

• Going to know we are doing the right thing?

• Going to measure our success ?

Strategic Process - Highlights

Establishing and Orienting the Planning Team : to prepare “the plan” on how to develop the strategic planning working sessions

• Critical step

– as the time frame was very aggressive: have a plan by spring 2013

– CEMCO – new to the strategic planning process

– Role:

• Evaluate the readiness for change: risk of no buy-in, passive and active resistance, etc.

• Draft the employees’ and parents’ surveys

• Compile results and present them in working sessions

• Draft the initial strategies as they seemed to emerge as themes

• Provide communication and support during the strategic planning process

• President and VP

• A larger, more inclusive planning team of Board Trustees , Administration and PTO representatives

• An even larger strategic working group: entire Board, Admin Team and PTO – public working sessions (6)

• Next working session: October 11, 2013

Understanding the need, evaluating the gap and validating requirements:

• Raw data captured via surveys, interviews and direct input from CEMCO stakeholders:

– Board and Administration questionnaire

– Board and Administration SWOT

– Parents’ survey

– Teaching staff survey

– School program evaluation

• Revision of District data and policies /practices

• Revision of quality audit requirements from American Montessori Society

• Attended training by GCSA

• Benchmarked extensively practices from other charter schools

• Solicited input from Charter Schools Division, Georgia Department of Education

CEMCO Strategic Map

Academic Excellence

HR Alignment

Operations

Finance

Governance

Compliance and Regulations

Marketing, PR and Communication

Campus and Facilities

Measurement and Effectiveness

CEMCO Strategic Map

The foundation :

- overlapping and influencing each other

- work to support these strategies has pointed out that in order to focus on educational excellence, we need to realign our HR function and approach – resulted in Administrative Team realignment and new R&Rs

- our focus has been on these two strategic statements

Academic Excellence

• Define academic excellence – the most important endeavor

• Supports the Administrative Team in developing the SIP

• Works on aligning the KPIs and academic indicators

• Suggests policy and procedures

Committee Chair: Keisha Baldwin, Board VP

HR Alignment

• Defined the best organizational structure to support and drive academic excellence – clear functions and roles

• Driven by “tell me how?”

• Evaluated and selected aligned performance evaluation tools/systems to drive accountability and performance throughout CEMCO for teaching staff, Administration and Board

• Initiated talent management practices at every level

• Initiated succession planning at every level

Committee Chair: Liliana Hudescu, Board President

CEMCO Strategic Map

Marketing, PR and Communication

• Supports development of a comprehensive CEMCO communication and PR plan

• Ensures a satisfying and productive communication strategy with families and the community

• Works on developing a consistent message and increasing our presence in the community

• Current initiatives: update CEMCO Board web presence, support Board recruitment efforts, recently proposed two Board internal procedures regarding Board communication practices

• Future initiatives: consolidate communication practices into a plan to align Board efforts with relevant school events and calendar (e.g., enrollment period) and support Board fundraising efforts

Committee Chair: Stephanie Thorne, Board Secretary / PTO Trustee

CEMCO Strategic Map

Governance

• Training of the entire Board – two sessions in the last year

• Revitalizing the Board: PTO Trustee, new Ex-officio Members

• Board skill assessment

• Board evaluation: self evaluation and by school Administration

• Recently passed new policies:

• code of ethics, minimum requirements and trustees agreement

• performance evaluation

• Proposed changes to By-Laws to reflect present state and better support Board operations

Committee Chair: Board President

CEMCO Strategic Map

Finance

• New standing committee

• Provide support with appropriate planning and policies re the following financial functions:

• Generating resources

• Allocating resources

• Managing and reporting financial information

• Safeguarding resources

• Current initiatives: Board internal procedure on spending cap, strategic purchasing and RFP procedure

• Future initiatives: focus on generating resources from grants and Board fundraising activities, continue development of finance internal control policies

Committee Chair: Penny Clarke Johnson, Board Treasurer

CEMCO Strategic Map

Campus and Facilities

• New standing committee

• Provide a safe school environment conducive to learning

• Develop and maintain facility and campus regular maintenance plan

• Short-term facility planning

• Long-term facility planning in conjunction with the Finance Committee

• Current initiatives: implemented RFP procedures to ensure efficient use of resources, updated and sustained school emergency planning

Committee Chair: Leslie Sheehan

On-going strategic domains:

Compliance and Regulations, Operations, Measurement and Effectiveness

Not concluding, but continuing …

• The value of our strategic work resides in seeing it happen in reality, not on paper

– Alignment of vision and raison d’etre of the entire school – Board, Administration,

teaching staff, PTO, and families/friends

• We are here to educate the whole child consistently well

– Clear roles with minimal overlap to create consistency and teaming but sufficient

independence to drive accountability reflected in:

• all strategies

• all Board committees

• within Administration and teaching staff

– Understood system of performance evaluation beginning with Board and ending with

teaching staff

– Clear boundaries between CEMCO Board and Administration / teaching staff

• Change is difficult; best practices point to early champions of change, followers but also

to those who never get on board with it

• Strategic planning has been used as a tool for transforming and revitalizing our school -

it is an ongoing process to which we are committed

CEMCO Board of Trustees

• Keisha Baldwin: Vice President, Chair of Academic Excellence Committee

• Liliana Hudescu: President, Chair of HR Committee, Chair of Governance

Committee

• Penny Clarke Johnson: Treasurer, Chair of Finance Committee

• Leslie Sheehan: Chair of Campus and Facilities Committee

• Stephanie Thorne: Secretary, PTO Trustee, Chair of Communication, PR and

Marketing Committee

• Ex-Officio Members:

– Stephanie Babcock–Wright: Executive Director

– Elaine Padron: Head of Montessori Curriculum & Instruction

– Carlos Hernandez: Finance & Facilities Manager

Thank you for your time and attention.

Overview of School Structure

2012-13 2013-14 227 students 247 students Grades K – 4th Grades K – 5th 10 classrooms 11* classrooms 10 cottages & 10 cottages & 1 modular building 2 modular buildings --- --- 3 Pre-K classes in 3 Pre-K classes in CEM Academy CEM Academy

Budget Highlights

• Fiscal Year 2013 • Total budget: $1.488M • Ended year with surplus of $30K • Met all vendor obligations • External audit successfully completed

• Fiscal Year 2014 • Total budget: $1.673M • Actual enrollment lower than projected; overall budget

adjusted in staffing and non-essential expenses • Utilized cash reserves of $80K to acquire a new modular

building to accommodate growth of campus

Accountability: Performance vis-à-vis Charter Goals

Academic Goal 1: Charter School students will meet or exceed the state or district standard, whichever is higher, on the 2013 CRCT assessment in all subject areas by 5%.

Performance Measure Performance

Target Actual

Performance Goal Met? Explanation if "no" Actions if "no"

3rd-grade Reading CRCT 88% 94% Yes

3rd-grade English Language Arts CRCT

88% 82% No

English Language Arts initiatives designed after

Spring 2012 testing were not fully or

consistently implemented.

Consistent implementation of already-identified ELA needs. Revamped Montessori-CCGPS

Curriculum alignment. Enhanced use of Montessori Language materials. Increased teacher

training and professional development.

3rd-grade Mathematics CRCT 71% 39% No

Mathematics initiatives designed after Spring 2012 testing were not fully or consistently

implemented.

Consistent implementation of already-identified Math needs. Revamped Montessori-CCGPS

Curriculum alignment. Enhanced use of Montessori Math materials.

Increased teacher training and professional development.

3rd-grade Science CRCT 70% 79% Yes

3rd-grade Social Studies CRCT 75% 55% No

The Montessori - CCGPS Curriculum alignment

was not fully operationalized in the

area of 3rd grade Social Studies.

Consistent implementation of already-identified Social Studies

needs. Montessori-CCGPS Curriculum alignment; enhanced focus on rich Montessori Social Studies curriculum. Increased

teacher training and professional development.


Academic Goal 1: Charter School students will meet or exceed the state or district standard, whichever is higher, on the 2013 CRCT assessment in all subject areas by 5%.


Target Actual


4th-grade Reading CRCT 90% 91% No The performance target was

met but exceeded only by 1%, not 5%.

Enhanced use of successful reading initiatives and instructional practices.

4th-grade English Language Arts CRCT 89% 82% No

English Language Arts initiatives designed after Spring 2012 testing were not fully or

consistently implemented.

Consistent implementation of already-identified ELA needs. Revamped

Montessori-CCGPS Curriculum alignment. Enhanced use of Montessori Language

materials. Increased teacher training and professional development.

4th-grade Mathematics CRCT 71% 45% No

Mathematics initiatives designed after Spring 2012

testing were not fully or consistently implemented.

Consistent implementation of already-identified Math needs. Revamped

Montessori-CCGPS Curriculum alignment. Enhanced use of Montessori Math materials. Increased teacher training and professional

development.

4th-grade Science CRCT 72% 64% No

The Montessori - CCGPS Curriculum alignment was not

fully operationalized in the area of 4th grade Science.

Consistent implementation of already-identified Science needs. Montessori-

CCGPS Curriculum alignment; enhanced focus on rich Montessori Science curriculum

and use of Montessori Science materials. Increased teacher training and professional

development.

4th-grade Social Studies CRCT 68% 68% No

The Montessori - CCGPS Curriculum alignment was not

fully operationalized in the area of 4th grade Social Studies.

Consistent implementation of already-identified Social Studies needs. Montessori-

CCGPS Curriculum alignment; enhanced focus on rich Montessori Social Studies

curriculum. Increased teacher training and professional development.


Academic Goal 2: Third graders at the Charter School will meet or exceed state or district standards, whichever is higher, on the 2013 State Writing Assessment by 5%.


Target Actual


Type of Writing: Informational / Area of Writing: Ideas

86% 94% Yes

Type of Writing: Informational / Area of Writing: Organization

75% 84% Yes

Type of Writing: Informational / Area of Writing: Style

73% 81% Yes

Type of Writing: Informational / Area of Writing: Conventions

68% 69% No The performance target was met but exceeded only by 1%, not

5%.

Consistent implementation of the Calkins & Collins writing programs

for 2013-14.

Type of Writing: Persuasive / Area of Writing: Ideas

82% 97% Yes

Type of Writing: Persuasive / Area of Writing: Organization

73% 87% Yes

Type of Writing: Persuasive / Area of Writing: Style

68% 87% Yes

Type of Writing: Persuasive / Area of Writing: Conventions


5%.


for 2013-14.

Type of Writing: Narrative / Area of Writing: Ideas


5%.


for 2013-14.

Type of Writing: Narrative / Area of Writing: Organization

77% 91% Yes

Type of Writing: Narrative / Area of Writing: Style

73% 82% Yes

Type of Writing: Narrative / Area of Writing: Conventions

67% 82% Yes


Academic Goal 3: Charter School students will demonstrate continued growth in Reading performance.


Target Actual


The mean Lexile Score of CEMCS 4th grade students will be at least 720L by Spring 2013, as measured

by AIMSweb R-CBM.

720L 750L Yes

The mean Lexile Score of CEMCS 3rd grade students will be at least 610L by Spring 2013, as measured

by AIMSweb R-CBM.

610L 610L Yes

The mean Lexile Score of CEMCS 2nd grade students will be at least 410L by Spring 2013, as measured

by AIMSweb R-CBM.

410L 491L Yes

The mean Lexile Score of CEMCS 1st grade students will be at least 225L by Spring 2013, as measured

by AIMSweb R-CBM.

225L 313L Yes


Academic Goal 4: Charter School students will demonstrate continued growth in Mathematics Performance.


Target Actual


In the 2012-13 school year, the mathematics performance of Charter School students will

increase 10% each quarter from the baseline established in Fall 2012, as

measured by the Albanesi Montessori Math assessment.

10% NA No

The use of the Albanesi Montessori Math

assessment was not implemented with

consistency and therefore data does not exist to

measure this goal.

The use of the Albanesi Montessori Math

assessment is being consisently implemented

for 2013-14.

By Winter 2013, 100% of the Charter School students will

measure above the 50th percentile of national norms in the area of

Mathematics, as measured by the AIMSweb M-COMP and M-CAP.

100% 67% No

Mathematics initiatives designed after Spring 2012 testing were not fully or consistently

implemented. By Spring 2013, the percentage had

risen to 83%.

Consistent implementation of

already-identified Math needs. Enhanced use of

Montessori Math materials. Increased teacher training and

professional development.


Academic Goal 5: The Charter School will use the data gathered from a Spring 2012 Classroom Assessment of Progress to identify the top five areas of instructional need in order to allow the School Improvement Team to target

planning for the 2012-13 school year.


Target Actual


Identification of needs; implementation of plan

Completed Completed Yes


All Non-Academic Goals / Performance Measures were met for the period: • The Charter School will be economically sustainable.

• Each year, the Charter School will operate in a fiscally sound manner as measured by an external audit.

• Actual and proposed budgets for each school year will demonstrate effective allocation of resources.

• Yearly balance sheets will demonstrate that the Charter School maintains adequate cash reserves.

• The Charter School will meet all GAAP, as demonstrated by external, annual audit reports.

• The Charter School will be governed by an autonomous governing board that reflects decision-making opportunities for parents, community members and administrators. • All stakeholders shall have representation on the Governing Board. • The Governing Board shall be composed by a majority of parents of students enrolled at the

Charter School. • The Governing Board will have, at a minimum, a meeting once a month during the school

year and at least one meeting during the summer months. • The Governing Board will undergo a minimum of 6 hours of training each year of the

charter term related to governance of a charter school. • The Governing Board will actively address quality curriculum standards thereby ensuring

continued and complete alliance between the Montessori Curriculum standards and the CCGPS in each grade level, in each subject, for the duration of the charter term.

Thank you for your partnership; we value our status as a

locally-approved charter school.

We look forward to producing improved outcomes throughout

the upcoming Charter Term and firmly believe that we have

both the structure and personnel in place to deliver on your

expectations as well as those of the State.

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