Accountability and Renewal Framework for

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Charter Schools Office

Recy Dunn, Executive Director

Accountability and Renewal Framework for
New York City Schools 2011
-
2012

1.
Welcome & Introduction

2.
New York State Charter Law and 2010 Amendments

3.
Board Governance


Charter Revisions Process

4.
Accountability


Accountability Framework


Charter Renewal Process


Annual Site Visit

5.
Performance Measurement


School Progress Report


School Survey

6.
Questions and Answers




2

Session Overview

3

Welcome & Introduction

Executive Director

Recy Benjamin
Dunn

Senior Director

Sonya Hooks

Director of
Oversight

Daree Lewis

Director of
Operations

Laurie Price

Analyst

Gretchen

Tonnesen

Senior Director

Sonia C. Park

Director of
Oversight

Etzer Botes

Director of
Operations

Keisha Womack

Analyst

Bert Wyman

Senior Director

Richard Larios

Director of
Oversight

Gabrielle
Mosquera

Director of
Operations

Scott Torres

Analyst

Jessica Fredston
-
Hermann

Senior Director

Debra
Schwartzman

Chief of Staff

Jaclyn Leffel

Exec Asst

Yolanda
Orbegoso

John Mulligan

Dep ED, CSEs

Full NYS Charter Schools Act is available on the NYCDOE website at:

http://schools.nyc.gov/ChoicesEnrollment/SpecialPrograms/CharterSchools/LawsandRegulations/default.htm


4

Objectives of the Charter Law and 2010 Amendments

Improve student
achievement

Provide families with
high
-
quality choices

Increase learning
opportunities for all
students, with an
emphasis on at
-
risk
students

Create new professional
opportunities for
teachers, administrators,
and school staff

Change from rule
-
based
to performance
-
based
accountability

Encourage use of
innovative teaching
methods and educational
designs

Charter
School
Law

5

Legal Implications for Charter Boards of Trustees


Restricts

for
-
profit
organizations

from
managing

new schools


Requires charter schools to develop

p
arent
associations


Requires schools to meet or exceed enrollment and retention targets for special education (SPED),
English language learners (ELL) and free or reduced lunch (FRL) students


Contains

provisions requiring c
harter schools

to abide by t
he General Municipal Law covering
conflicts of interest, bans on gift giving, and other topics to the same extent as school districts


Contains a requirement that Boards

of Trustees of schools under the amended law must hold
12
monthly Board Meetings

at the charter school site


Requires Boards of Trustees to post publicly a yearly calendar of their meetings


Restricts schools from paying Board members for services


Raises questions around staff members as Board members


State Comptroller can audit the school at any time


Requires additional reporting requirements to the State Dep. Of Ed Annual Report:


Yearly Disclosure of Financial Interest forms must be completed


Annual report must be made public on charter school’s website







2010 amendments do not change the core autonomies of schools or boards.

Education Law
§

2852(7)(a) states: "a revision of a charter shall be made only upon the
approval of the charter entity and the Board of Regents in accordance with the provisions
of subdivisions five
-
a and five
-
b of this section.”





6

Revising your
Charter


E
ducational
philosophy, mission, or
vision


S
ignificant
governance or leadership
structure


Curriculum
model


R
elocation
to another school
district


M
aximum
enrollment


G
rades
served


H
iring
or termination of a
management
company


School name

Material Changes


By
-
laws


Schedule (daily or yearly)


A
dmissions
policy or enrollment
process


C
ode(s
) of conduct, disciplinary codes,
personnel policies, complaint policies,
student/family/teacher
handbooks


C
larifications
of the mission statement
or sections of the charter that do not
affect the school's mission,
organizational structure, or educational
program


M
inor
corrections/clarifications to a
school’s organizational structure or
organizational
chart

Non
-

material Changes


In most cases, charter revisions can be made at any time.


Exceptions include changes in school enrollment and grade configurations. These
must be made by December prior to the school year of implementation.


The president/chairperson of a charter school governing board,
or

an individual
authorized by the governing board, must submit the request to the Charter Schools
Office (CSO). If approved, the CSO will forward the proposed revisions to the
Commissioner of Education/Board of Regents via the State Education Department
(SED).


Upon review of the proposed revision(s) the CSO may:


Require the school to submit additional documentation to substantiate changes


Reply to the organization requesting the revision in writing within 45 days


CSO submits the revisions to SED for review.


SED accepts non
-
material revisions.


Board of Regents votes to approve material revisions to charter.


Upon final approval the school should update the charter to reflect approved revisions.




7

Process for Making Changes to Your Charter

8

Yearly Accountability Cycle

Annual Site
Visit

(February
-
June)

Annual State
Ed Dept
Report

Submitted

(August 1)

External
Audit

(November 1)

Citywide
Progress
Report

(September
-
October)

9

Accountability Framework: 4 Guiding Questions

Is this school an
academic success?

Is this school a

fiscally sound, viable
organization?

Is this school in
compliance with its
charter and all
applicable laws and
regulations?

What are this school’s
plans for its next
charter term?

School Mission &
Academic Goals

Responsive
Educational Program

Learning
Environment

High Academic
Attainment &
Progress

Academic
Success

Viability

Compliance

Renewal

Governance
Structure &
Organizational
Design

School Climate &
Parent Engagement

Financial and
Operational Health

Approved Charter &
Agreement

Applicable Federal
and State Law

Applicable
Regulations

School or Model
Growth

Organizational
Sustainability

School or Model
Refinements

10

Accountability Framework: Academic Success


Is this school implementing the academic program and design described in its
charter?


Is this school mission evident and supported by school staff, students and
community?


Are the school’s academic goals public and the focus of all decision
-
making?



School
Mission &
Academic
Goals


Does this school implement a quality curriculum based on NYS standards?


Does the school use data to inform instruction and other school practices?


Does the school have an effective plan for meeting the needs of all learners?



Responsive
Educational
Program


Is the school’s academic culture strong and intentionally supportive of high
expectations for learning and behavior?


Does the school calendar and schedule support accomplishment of school
mission and academic goals?


Does the school have a program of student services that effectively addresses
academic, behavioral and social development needs of students?

Learning
Environment

High
Academic
Attainment &
Progress


Is this school meeting its absolute performance goals?


Is this school meeting its student progress goals?


Is this school reducing the performance gap, meeting AYP, and surpassing the
performance of similar schools?



1a

1b

1c

1d

Performance
on school
-
specific goals and internal assessments are also reviewed
for each school

Evaluation

Absolute:
75%
Proficiency
Minimum

Closing the
Gap:
Yearly
Progress
To Full
Proficiency

High Rates
of Student
Progress

Comparative :
Perform in top
quartile of
similar schools

Federal:
Meet AYP
in all
subjects
with all
subgroups

Graduation
Rate: 75%
for each
cohort

New York State Testing Program

Math

ELA

Science

Regents

High
-
Quality School

11

Measuring Academic Success

12

Accountability Framework: Viability


Is the school’s governance structure clear, consistent with charter, and known to
school community?


Does the school have a capable Board of Trustees providing effective oversight
and strategic guidance to school leadership?


Is the school’s organizational design implemented as described in charter with
clear reporting structures for all educational, financial and operational
responsibilities with appropriate oversight by the Board?



Governance
Structure &
Organizational
Design


Has the school earned high satisfaction scores with high participation rates from
students, parents and teachers on the NYC DOE School Survey?


Is the school effective in recruiting, hiring, training, evaluating and retaining staff?


Does the school have mechanisms for meaningfully involving parents in the
learning of their children and the success of their school?


Can the school demonstrate strong community support?


School
Climate &
Parent
Engagement


Does the school consistently meet its enrollment and retention targets?


Does the school have a Board approved annual budget that meets its short and
long
-
term financial obligations?


Does the school maintain systems for effective internal controls
?


Does the school successfully provide students with a safe, clean, orderly facility
with all appropriate services in its charter or mandated by applicable law and
regulation?


Financial and
Operational
Health

2b

2a

2c


Realistic budgeting and ongoing budgeting monitoring by the finance
committee


Appropriate internal controls and procedures


Timely and accurate financial reporting


Adequate financial resources to ensure stable operations



13

Oversight and Financial Stability

Oversight

Stability


Enrollment Stability


Financial Compliance


Financial Viability


14

Accountability Framework: Compliance


Has the school successfully implemented its school design, academic program,
instructional model, calendar and schedule as described in its charter?


Is the school’s governance and accountability structure successfully operating
as described in its charter?


Are the school’s academic and behavioral policies consistent with charter?



Approved
Charter &
Agreement


Is the school compliant with applicable Title I and IDEA regulations and reporting
requirements?


Has the school met state requirements for serving comparable at
-
risk students
as its district?


Is the school’s admission policy and lottery process fair and open to all
students?


Applicable
Federal and
State Law


Is the school compliant with applicable safety and security regulations?


Does the school regularly satisfy its financial reporting and audit requirements?


Is the Board of Trustees compliant with open meeting laws, municipal law
related to conflict of interest, and other applicable regulations?


Applicable
Regulations

3b

3a

3c

Applicable Federal and State Law

Board Oversight


Charter schools must establish active Parent Associations or Parent
-
Teacher
Associations


Charter schools looking to renew must ensure that enrollment targets and retention
rates for student subgroups are comparable to percentages in their Community School
Districts:


Students with disabilities


English Language Learners


Students who qualify for Free and Reduced Lunch

15

16

Accountability Framework: Renewal


Does the school have a substantive plan for expansion or contraction, replication
or to maintain current grade configurations and enrollment?


Is the school’s plan for the next charter term realistic and supported by internal
and external evidence?



School or
Model Growth


Does the school have sufficient capacity

human, financial, or operational

to
successfully execute its plans for the next charter term?


Has the school’s Board of Trustees developed its membership and capacities to
accommodate the evolving needs of the school and its strategic vision for the
future?


Organizational
Sustainability

School or
Model
Refinements


Has the school reviewed its performance to identify possible changes to its
academic program, organizational structures, operational processes, or
contractual partnerships?


Has the school developed a plan for any changes in facilities anticipated during
the next charter term?


4b

4a

4c

Year 1


Pre
-
Opening
Visit


Post
-
Opening
Pop
-
In


Annual Site
Visit


Annual
Reporting


Fiscal Audit

Year 2


Annual Site
Visit


Annual
Reporting


Fiscal Audit

Year 3


Annual Site
Visit


Annual
Reporting


Fiscal Audit

Year 4


Annual Site
Visit


Retrospective
Renewal
Application



Annual
Reporting


Fiscal Audit

Year 5


Renewal Visit


Prospective
Renewal
Application


Annual
Reporting


Fiscal Audit

17

Renewal Process: The 5
-
Year Road

18

The renewal timeline will vary for each school depending on the month the charter was
issued or renewed.


Charter Issued
(Year 1)

Yearly
Accountability
Cycle

(Years 1
-
4)


Retrospective
Application

(Spring Year 4, Fall
Year 5)

Prospective
Application

(Year 4
-
5)

Renewal Visit

(Year 5)

Visit Report Issued

Recommendation
to Regents

Renewal/Non
-
Renewal

Renewal Process

1.
Has the school been an academic
success?


NYS ELA, Math, Science, Regents results


Attendance, graduation rates, and other
performance data


AYP Status


Annual Site Visit Reports


Annual State Ed. Reports

2.
Has the school been a fiscally sound,
viable organization?


Audited and unaudited financial statements


Board and staff turnover


Enrollment stability


Any operational corrective actions by the
CSO or other DOE entity






19

3.
Has the school been in compliance with
its charter and all applicable laws and
regulations?


Meeting non
-
academic goals


Student enrollment and retention targets


Public Hearings


Complaint and Grievance Record


Letters of Notice

4.
What is the school’s plan for its next
charter term?


Educational plan


Expansion? Replication?


Lessons learned



The CSO investigates the following components in determining a renewal
recommendation:



Renewal Process: Evidence

20

Annual Site Visit: Background



Site visits s
erve

as the
equivalent of the Qu
ality Review

that takes place in
district
schools.


The CSO conducts these visits annually in Years one through four at all CSO
-
authorized schools.


The

visits and related reports provide
a snapshot of the school to be used as for school
planning and
evaluation during the renewal process.


Email sent in
late Winter
regarding
scheduling
and materials
collection

CSO cohort
team visits
and later
drafts its
Annual Site
Visit (ASV)
report

ASV draft
sent to
schools for
factual
corrections

Final report
disseminated
to schools
and posted
on DOE
website

21

Annual Site Visit: Components

Documents to be submitted
prior

to site visit



Board minutes, meeting calendar, and updated
board roster


Organizational chart


Staff roster and teacher certification table


Budget and expenses





501 (c)(3) status (Year 1 and 2 schools only)


Schedule of classes


Parent, teacher and/or student handbooks


Annual Visit Data Collection Form


Self
-
evaluation Form



Day
-
of
-
Visit Components
*


CSO and leadership meeting


Class observations


Teacher interviews


Administrator interviews


CSO internal debrief


CSO and leadership debrief

The following outlines the annual site visit document submission process.

*Note:

Pre
-
Visit materials may submitted according to the Accountability Calendar. The
CSO may
request ad
ditional
materials after the
site visit

or may request

additional visits for further monitoring .

22

NYC DOE School Progress Report

Three main objectives:

1.
Develop peer group of comparable schools regardless of geography

2.
Highlight the progress of student achievement and school management

3.
Provide a meaningful way for families to choose schools

*1
st

Year schools do not get progress report

Performance
Percentile:
A higher
percentile score
indicates stronger
performance relative to
peer schools

Quality Review:
Does
not apply to charter
schools, some schools
will have a site visit
that will provide similar
types of information

Peer Index:
Geographic
-
neutral approach to
indexing schools (i.e.
middle/high school


look at incoming scores,
socioeconomic
demographics),
continually being
improved,

State Report Card:

NCLB

measure, ELA and
Math all grades; Science


ES/MS; graduation
rates
-

HS

23

Objective 1: Develop peer group of comparable

schools regardless of geography

24

Peer Horizon Scores

counts for 75%


Each school’s
performance is
compared to the
performance of
schools
in its peer
group



The “Peer Horizon” is
the range of outcomes
achieved by the peer
group (i.e., the top and
the bottom score in the
peer group for each
measure)

City Horizon Scores

counts for 25%


Each school’s
performance is also
compared to the
performance of
all
schools
Citywide



The “City Horizon” is the
range of outcomes
achieved by all schools
Citywide (i.e., the top
and the bottom score in
the City for each
measure)

The Peer Horizon scores count three times as much as the City Horizon scores to
emphasize the relative performance of schools with similar student populations.

Objective 1: Develop peer group of comparable

schools regardless of geography

25

Grade and
Overall Score

Out of 100
points

School
Environment

15 points

Student
Performance

25 points

Student
Progress

60 points

Additional
Credit

Up to 15 points


Learning
Environment
Survey results


Attendance


Student test
scores in ELA and
Math (median
proficiency and %
Level 3/4)


Student progress
on ELA and Math
test scores
(median growth
percentile)


Graduation rates
(4
-
year and 6
-
year)


Exemplary
progress on test
scores with high
need students


Exemplary
progress in
graduation rates
and Regents
scores with high
need students


Learning
Environment
Survey results


Attendance


Credit
accumulation


Regents
completion and
pass rates

Elementary,
Middle, and
K
-
8 Schools

High
Schools

Progress Report highlights achievement and progress

26

Objective 2: Highlight the progress of student

achievement and school management

A letter grade is
assigned to each
performance
dimension based on
the school’s
performance relative
to its peers

Range of scores
for school’s in your
peer group

27

Progress Report supports analysis and decision
-
making

Absolute

measure of
student proficiency
at one point in time




Measures the
change in student
proficiency from

one
year to the next




Progress accounts
for most of the
school’s overall score

Use the results to inform decision and school planning

Performance against peers
weighs more heavily than
performance against city scores

28

Objective 3: Provide a meaningful way for families to

choose schools

?

A

C

B

B

29

NYC DOE School Survey


The NYC School Survey helps school leaders understand what school community members say
about the school’s learning environment . Reflects whether school upholds charter agreement.


In 2011, 960,191 surveys were submitted.


Each school’s survey provides data for each school and city
-
wide aggregate data.


Charter schools typically experience higher participation rates and have higher scores than traditional
schools


School leaders and Board of Trustee members should analyze the data to determine approach for
continuous improvement


Survey results factor into Progress Report


Absolute

evaluation of
school performance
across four dimensions

Performance Legend

30

NYC DOE School Survey provides participation statistics

Survey participation statistics and results are also provided to each school.


31

Detailed Survey Reponses

Detailed survey responses are provided along with each school’s survey results.


Detailed questions

underlying each
performance
dimension

Percent of
respondents in
each category of
agreement

32

Questions and Answers

Cohort

Director

of Oversight

E
-
mail

1

Etzer Botes

ebotes@schools.nyc.gov

2

Gabrielle Mosquera

gmosquera2@schools.nyc.gov

3

Daree Lewis

dlewis14@schools.nyc.gov

Website

Phone

www.schools.nyc.gov/charters

212.374.5419

Contact us for more information