BETTER LEARNING COMMUNITIES ACADEMY · 2016. 2. 26. · College of Education Office of Charter School Operations Better Learning Communities Academy Annual Report Executive Summary

September 2015

BETTER LEARNING COMMUNITIES ACADEMY

ANNUAL SPONSOR REPORT 2014-2015 ACADEMIC YEAR

U n i v e r s i t y o f M i s s o u r i

Charter School Operations College of Education

Office of Charter School Operations General Information

Vision

Challenging all learners to reach their full potential.

Mission Improve the quality and performance of charter schools in Missouri by collaborating with

stakeholders to achieve exceptional educational outcomes for all students. PERSONNEL

Columbia and Kansas City St. Louis Deborah Carr, Executive Director [email protected]

Earl Simms, St. Louis Director [email protected]

Lisa Weaver, Assistant Director [email protected]

Shanika Harris, St. Louis Liaison [email protected]

Jennifer Wilmot, Kansas City Liaison [email protected]

Gerry Kettenbach, St. Louis Liaison [email protected]

CONTACT INFORMATION MU Charter School Operations 302 Hill Hall College of Education University of Missouri Columbia, Missouri 65211

Phone: 573.882.7538 Fax: 573.303.0438 Email: [email protected]

CollegeofEducationOfficeofCharterSchoolOperations

BetterLearningCommunitiesAcademyAnnualReportTableofContents

Page Executive Summary

2

Focus Area I: Governance

3

Focus Area II: Finances & Operations 4 Focus Area III: Culture & Environment Focus Area IV: Academic Outcomes

5 6

Appendix: Survey Results

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Office of Charter School Operations BLCA Annual Report 2014-2015

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CollegeofEducationOfficeofCharterSchoolOperations

BetterLearningCommunitiesAcademyAnnualReportExecutiveSummaryThe2015‐2016schoolyearistherenewalyearinanoriginalfive‐yearcharterperiodforBLCA.Theboardiscurrentlyinaperiodofseriousstrategicplanningandorganizationalchange.Attheendofthe2014‐2015schoolyear,theOCSOfindsBLCAinastateoffluxinmanyareasthatwillneedtobeaddressedintherenewalapplication.Specificareasofpotentialimprovementinclude:

Theboardgenerallyfunctionswell,butthereisconcernabouttheabilityoftheboardtomaintainstable,qualityschoolleadershipinallareas—administrativeandacademic.Thereissometimesconfusion,bothwithintheschoolandexternally,regardingwhoholdsauthorityandthelevelofinvolvementofotherstakeholders.

Theschoolhasbeenfinanciallystable,withsoundreporting.However,administrativeleadershipisprovidedbyaboardmemberandacontractorwhichcontributestotheconfusionandinefficiencyintroducedabove.Therearesignificantfacilityissuesthatneedtobeaddressedintheshortterm.

Theschoolwillalwaysfacethechallengeofbeingatransientneighborhoodschool,butleadershipshouldreviewcurriculum,andcontinuetoseekgreaterstudentachievement.Additionally,maintainingsoliddatatrackingperformanceforreturningstudentscomparedtothetotalMSIPpopulationwillbehelpfultodocumentfutureperformance.

ThesefindingsaredescribedinmoredetailbelowandadditionalevidencecanbefoundinthestaffandteachersurveyresultsintheAppendix.


2

GOVERNANCE Inadequate Approaching MeetsExpectationsExceeds

Expectations

Board

Operations

Theboardhasbeenstableandholdsregularmeetingswithregular

attendance. Currentlyundergoingacompletereviewofbylawsandpoliciesin

preparationforrenewal.

Board

Development

Theboarddoesnotregularlyseeknewmembership. Theboarddoesnothaveatrainingplan.

BoardPlanning

Theboardiscurrentlyundergoingastrategicplanningprocess,but

hasnotengagedinongoingstrategicplanningoracontinuousimprovementprocess.

School

Oversight

Schoolleadersregularlyattendandreportatboardmeetings,butthe

boardandschoolleadershiphasnotbeenabletomaintainemployeesthatcandeliveronbothacademicandadministrativeleadershipanddeliverhighacademicoutcomes.


3

FINANCES&OPERATIONS Inadequate Approaching

MeetsExpectations

ExceedsExpectations

Health&Stability

Theschoolisfinanciallystable,butmustseekanewfacilitytogrow,

orcontinuetostruggleasasmallschool. Additionally,theboardcontinuestoemployconsultingservicesfor

administrativemanagementwhichmaybeaworkableplan.However,therenewalapplicationneedstoshowaclearplanforefficientlong‐termleadershipwithaccountabilityinallareas.Itisbestiftheboardleadsanddoesnotmanagetheschool.

Reporting&Compliance

Theschoolmaintainsreliabledatacollectionandreportingfunctions

throughacontractor.

General

Operations

Theschooloperateswell,thoughinefficiently.Lackofaschool

leader,orateamofanacademicandadministrativeleaderhindersfullyefficientandeffectiveoperation.

Thereareoftenbreaksincommunicationandboththesponsorandthestatedepartmentsareoftenconfusedaboutwhotocontactandwhohasdecision‐makingauthorityandcontrol.

FundraisingandGrants

Theschoolhasstartedtoseekexternalfunding,andmonitors

progressatboardmeetings.


4

CULTURE&

ENVIRONMENT Inadequate ApproachingMeets

ExpectationsExceeds

Expectations

Leadership

Theschoolhasnothadconsistentleadershipanddependsonthe

boardandacontractor.Thisisnotidealinthelongterm. Thereisoftenconfusionoverrolesandresponsibilitiesofnon‐staff

members.

Physical

Environment

Thecurrentfacilityistoosmallforthecurrentpopulationandthe

outdoorenvironmentisnotideal.

Culture

Theculturehasimproved,butthereisstillonlyweakadherencetoa

schoolwidebehaviorplanandstaffandteachersseethatasaproblem.

Outreach

Parentsandthecommunityareengagedintheschool,buttheschool

andboarddonothaveaplanforhowtoutilizeorleveragethatengagement.


5

ACADEMICOUTCOMES Inadequate Approaching

MeetsExpectations

ExceedsExpectations

Assessments

2015MAPscoresprovidesignificantroomforimprovement. BLCAshouldcontinuetoindependentlytrackperformanceof

returningstudentscomparedtothefullMSIPpopulation.Transiencywillalwaysbeasignificantdataproblem.

TeacherQuality&

Effectiveness

Teachershavebeenmentored,butnotfullyevaluated.Academic

outcomesindicateroomforimprovement.

Curriculum

BLCAhasplannedacurriculumreview.

SpecialPopulations

Studentswhoarenotmakingadequateprogress,whethereligiblefor

specialeducation,ornot,needtohavesomeformoflearningplanandadditionalhelpandtutoringtohelpthemadvance.


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Office of Charter School Operations BLCA Annual Report

Appendix: Survey Results Everyyear,OCSOperformsasurveyofallboardmembers,teachersandstaff.Othersurveysmaybeperformedasneeded,orrequested.Thisyear,fourboardmembersrespondedtothesurvey.Tenteachersandsevenofstaffmembersrespondedtotheirsurveys.Resultsofallsurveysareincluded.Eachsurveyitemwillshowthemedianresponse,therangeandthestandarddeviation.Eachreportishighlightedingreentoshowpositiveoraboveaverageresponses,andinorangetoshowlessdesirableresponses.Thereisnosciencetothisdisplay.Ingeneral,thehighestandmostconsistentscoreswerenotedaspositiveandthelowest,andmostvariablescoreswerehighlightedforpossibleattention.


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BetterLearningCommunitiesAcademy2015BoardSurveyResults

Basedoncompleteresponsesfromfourboardmembers.BOARDFUNCTIONSCharterboardsfulfillanumberofrolesfortheschoolstheysupport.Pleaserateyourboardonthefollowingkeyresponsibilitiesbycirclingoneoftheratingsonthescale.

Poor1

BelowAverage2

Average3

AboveAverage4

Excellent5

Question

Range

Mean

StandardDeviation

1. Clarifyingtheschool’smissionandvision 3‐5 4.25 .9572. Strategicplanningandgoalsettingfortheschool 3‐5 3.75 .9573. Resolvingkeystrategicorpolicyissues 3‐5 4 .5004. Developingthefinancialresourcesneededtosupport

studentperformanceandschoolsuccess 4‐5 4.25 .5005. Overseeingfinancialperformanceandensuring

financialsolvency 4‐5 4.75 .5006. Understandingcharterschoollaw 3‐4 3.75 .5007. Ensuringlegalandethicalintegrity 5‐5 5 08. Trackingandassessingacademicperformanceofthe

schoolbasedonthemission,vision,andchartergoalsn=4

3‐4 3.25 .5009. Developingtheschool’sExecutiveDirector/CEOn=3 0‐4 2.5 1.73210. Evaluatingtheschool’sExecutiveDirector/CEOn=3 0‐4 2.5 1.91511. DevelopingtheHeadofSchool/Academic

leader/Principal 3‐4 3.25 .50012. EvaluatingtheHeadofSchool/Academic

Leader/Principal 2‐4 3.5 1.000


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BOARDPROCESSESEffectivecharterboardshaveprocessesthatmaximizetheiroperations,thusoptimizingtheeffectivenessoftheschoolcommunity.Pleaseratetheprocessesofyourboardbycirclingoneoftheratingsonthescale.

Poor1

BelowAverage2

Average3

AboveAverage4

Excellent5

Question

Range

Mean

StandardDeviation

1. Identifying,cultivating,andintegratingnewboardmembersbasedontheneedsoftheschool(background,diversity,expertise,etc.)

0‐4 2.5 1.7322. Providingcharterschoolorientationandtrainingfor

newboardmembers 3‐4 3.25 .5003. Utilizingboardcommitteeseffectivelyandefficiently

(committeesfulfillingtheiridentifiedrolesandresponsibilities)

0‐5 3.25 2.2174. Reviewingboardmeetingagendasandrelated

materialsinatimelymannerinpreparationformeetings

4‐5 4.75 .5005. Runningboardandcommitteemeetingswell(e.g.,

start/endontime,givemembersachancetoengageinissues,andensureallvoicesareheard)

5‐5 5 06. Selecting,developingandevaluatingtheboardchair

n=2 3‐5 4.25 .9577. Selecting,developingandevaluatingschoolleaders 2‐5 3.75 1.2588. Utilizingdatatomakestrategicandoperational

decisionsfortheschool 3‐5 3.75 .9579. Monitoringfiscaloperations,includingdeveloping

andapprovingabudgetmonitoringexpenses,andoptimizingcashflowforallfundingandexpensestreams,

4‐5 4.75 .500

10. Ensuringtheboardandschoolareincompliancewithallrequiredlawsandpolicies(conflictofinterest,backgroundchecks,whistleblower,non‐discrimination,records,insurance,etc.)

4‐5 4.5 .577


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SHORT‐TERMPRIORITIESPartIIIofthissurveyisdesignedtohelpboardsidentifywheretheymayrequirefuturesupport,training,orguidance.Pleaseindicateforeachofthefollowingpotentialgoalswhetheryouconsiderthemlow,mediumorhighpriority.

LowPriority1

MediumPriority2

HighPriority3

Question

Range

Mean

StandardDeviation

1. Clarifyingtheorganization’smission,visionandstrategicgoals

1‐3 2.25 .9572. Evaluatingboardperformancetoensurecontinuous

improvement 2‐3 2.25 .500

3. Developing,addingorreplacingboardmembers 1‐3 2.25 .9574. Developing,addingorreplacingschoolleaders 1‐3 2.25 .9575. Developingfinancialresourcestosupporttheschool 2‐3 2.75 .5006. Improvingfinancialstability 2‐3 2.25 .5007. Assessingandimprovingacademicperformance 3‐3 3 08. Developingstrategiesforrecruitingandretaininghighquality

teachersandstaff2‐3 2.75 .500

9. Meetingalllegalandpolicyrequirements(specifyneedsbelow,ifdesired)

2‐3 2.75 .50010. Planningforfacilities 2‐3 2.5 .57711. Consideringexpansionorreplicatorschools 1‐3 1.75 .95712. Preparingforrenewalofthecharter 3‐3 3 0


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COMMENTSORGANIZEDBYMAJORTHEMESTheboardhastakenseveralactionstoimprovetheschoolthisyear.

TheboardhasprovidedAngelawithanon‐sitementor.ThementorisanexperiencedsuccessfulprincipalandavailabletoAngelatohelpdevelopleadershipskills.ThiswasinitiatedinMayandwillcontinueintonextyear.

Theboardhashiredaconsultanttoreviewcurriculumandinstructionalmaterialstoensure

alignmentwithDESE.Thecharterrenewalcommitteeandboardwillreviewtherecommendations.

Theboardiscommittedtoacademicperformanceandrecognizestheneedtoimprove

performanceoftheschool.

Weareintheprocessofidentifyingnewboardmembers.Oneothersuggestionwasprovided.

ItismycontentionthatBLCAneedstoexpandtoatleast8thgradeandthatmeansfindinganewfacility.Asaparent,Iwouldnotwanttoenrollmychildinaschoolthatdidnotservethemuntilhighschool.


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BetterLearningCommunitiesAcademy2015TeacherSurveyResults

Basedonresponsesfrom10teacherswith1–47yearsofteachingexperienceand1‐4yearsatBLCA.PartI:Pleaseanswerthefollowingquestionsusingthe5‐pointscalebelow:

5 4 3 2 1stronglyagree agree neutral disagree stronglydisagree

Question

Range

Mean

StandardDeviation

1. Theschoolenvironmentsupportsstudentlearning. 4‐5 4.6 .5222. Theschoolenvironmentissafeandorderly. 2‐5 4.0 .8943. Schoolfacilitiessupportstudentlearning. 2‐5 3.9 .8314. Teachersatthisschoolbelievethatallstudentscanlearn. 4‐5 4.6 .5055. Theschool’sdailyschedulesupportsstudentlearning. 3‐5 4.4 .6746. Teachersatthisschoolhavehighexpectationsforstudent

learning. 3‐5 4.6 .6747. Teachersatthisschoolhavehighexpectationsforstudent

behavior. 3‐5 4.6 .6748. Teachersatthisschoolcollaboratetoimprovestudentlearning. 2‐5 4.0 .8169. Teachersutilizeeffectiveinstructionalstrategiesinlesson

deliverytopromotestudentlearning. 2‐5 4.3 .90510. Teachersutilizeassessmentstoevaluatestudentprogressandto

guideinstruction. 4‐5 4.5 .52211. Theschoolhasaclearlydefined,highqualitycurriculum. 3‐5 4.3 .64712. Goalsandobjectivesareclearlyarticulated 4‐5 4.6 .52213. TheTitleIplaniseffectiveinsupportingstudentneeds. 2‐5 3.6 .80914. Stafffollowamandatedprocessforidentifyingandsupporting

specialeducationstudents. 3‐5 4.0 .44715. Thedeliveryofspecialeducationservicesmeetstudents’needs. 2‐5 3.4 1.02716. On‐goingprofessionaldevelopmentsupportsbestpracticesand

promotesstudentlearning. 3‐5 4.4 .67417. Teachersatthisschoolhavenecessarysupplies(i.e.paper,

markers)tosupportlearning 2‐5 4.0 1.05418. Teachersatthisschoolhavenecessaryinstructionalmaterials

(i.e.textbooks)tosupportlearning. 4‐5 4.7 .46719. Teachersatthisschoolhavethenecessarytechnologytosupport

learning. 2‐5 3.9 .83120. Studentsareactivelyengagedintheirlearning. 3‐5 4.0 .63221. Policies/proceduresforstudentbehaviormanagementare

consistentlycommunicated. 2‐5 3.4 1.027


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22. Policies/proceduresforstudentbehaviormanagementareconsistentlyimplemented. 2‐4 3.1 .944

23. Teachersatthisschoolfeelsupportedbyschooladministration. 3‐5 4.4 .67424. Schooladministratorseffectivelycommunicateteacher

expectations. 3‐5 4.3 .64725. Schooladministratorseffectivelycommunicatestudent

expectations. 3‐5 4.5 .68826. Teachersatthisschoolreceiveeffectiveadministratorfeedback

andguidanceoninstructionalpractice 2‐5 4.2 .87427. Theadministrativestaffexhibitshighstandardsofprofessional

behavior. 3‐5 4.5 .68828. Administratorsexhibitstrongleadershipskills. 4‐5 4.6 .50529. Goodcommunicationexistsbetweenallstakeholders. 3‐5 4.3 .78630. Allstakeholdersintheschooltreateachotherwithmutual

respect. 3‐5 4.4 .809COMMENTSSUMMARIZEDBYMAJORTHEMESBLCAisateamunitedtoeducateitsstudents.

BLCAisanenvironmentwhereallstudentsareexpectedandencouragedtolearnandthrive.Therearemanycaringstaffpreparedtohelphowtheycan

Thecultureoftheschoolissquarelyfocusedonstudentlearningandgoodcharacter.Theteachersandstaffworkhardtohelpstudentslearn.Ourstudentsarehappy.Wewillcontinuetoworkonmovingourschoolalongthecontinuumofexcellence.

Theteachersandstudentsworktogethertotryandimplementapositiveenvironment. Thecultureoftheschoolisfriendly,supportive,caringandprofessional.ThestaffatBLCAsets

highexpectationssothatallstudentscanachieve. Thecultureofourschoolisfamilyoriented. EventhoughBLCAhasnotofficiallybeentrainedintheCorrelatesofEffectiveSchools,several

ofthemareinplace.Theyare;on‐goingassessment,highexpectations,stronginstructionalleadership(consultantsfromHoughtonMifflinprovideworkshopsinclassroomobservationswithfeedback),safeandorderlyenvironment.Theschoolclimateisfocusedonacademics.


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Meetingneedsofchallengingstudentsandconsistencyinbehavioralexpectationscouldbeimproved.

Allstudentsaregivenhighexpectationsforlearning.Behaviormanagementisanongoingconcernandnegative/disruptivebehaviorsseemtooverruntheschool.

Consistencywithexpectationsandconsequencesforbehaviorisstillanissue,thoughthePBS‐SWprogramfor2015‐2016yearholdspromise.

Ibelievewearemovingintherightdirectiontoimproveoverallschoolculture.Example;PBSprogramRITetc.Atpresenttherearesomehurdleswestillneedtojump.

Resourcesforoutofclasshelpisalsoaneed. Thecultureoftheschoolhasvariationsonaweektoweekbasis.Attimesthedaycanflow

withdiscipline,learningandsupport.Atothertimestheirseemstobeaundefinedunderstandingofdisciplineissues,numberofstudentsinaclass,parentswalkinginandoutthroughthedaywithoutappointmentsfrom8am‐3pmforexample.


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BetterLearningCommunitiesAcademy2015StaffSurveyResults

Basedonresponsesfrom7staffmemberswith1‐28yearsdoingtheircurrentorsimilarjobs,and1‐4yearsatBLCA.PartI:Pleaseanswerthefollowingquestionsusingthe5‐pointscalebelow:

5 4 3 2 1stronglyagree agree neutral disagree stronglydisagree

Question

Range

Mean

StandardDeviation

1. Theschoolenvironmentsupportsstudentlearning. 2‐5 4.0 1.1952. Theschoolenvironmentissafeandorderly. 2‐5 3.6 .9763. Schoolfacilitiessupportstudentlearning. 2‐5 3.9 .9914. Staffatthisschoolbelievethatallstudentscanlearn. 3‐5 4.3 .7075. Theschool’sdailyschedulesupportsstudentlearning. 3‐5 4.0 .7566. Staffatthisschoolhavehighexpectationsforstudentlearning. 3‐5 4.1 .8357. Staffatthisschoolhavehighexpectationsforstudentbehavior. 3‐5 4.0 .9268. Staffatthisschoolhavenecessarysupplies(i.e.paper,markers)

tosupportlearning. 3‐5 4.0 .7569. Staffatthisschoolhavethenecessarytechnologytosupport

learning. 2‐5 3.4 1.06110. Studentsareactivelyengagedintheirlearning. 2‐5 3.5 .92611. Policies/proceduresforstudentbehaviormanagementare

consistentlycommunicated. 1‐5 3.1 1.35612. Policies/proceduresforstudentbehaviormanagementare

consistentlyimplemented. 1‐5 3.1 1.45813. Staffatthisschoolfeelsupportedbyschooladministration. 2‐5 3.8 1.38914. Schooladministratorseffectivelycommunicatestaff

expectations. 2‐5 3.8 1.16515. Schooladministratorseffectivelycommunicatestudent

expectations. 3‐5 4.0 .92616. Staffatthisschoolreceiveeffectiveadministratorfeedbackon

jobperformance. 2‐5 4.0 1.06917. Theadministrativestaffexhibitshighstandardsofprofessional

behavior. 2‐5 4.0 1.06918. Administratorsexhibitstrongleadershipskills. 3‐5 4.3 .88619. Good communication exists between all stakeholders. 2‐5 3.4 1.06120. Allstakeholdersintheschooltreateachotherwithmutual

respect. 3‐5 3.9 .835


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COMMENTSORGANIZEDBYMAJORTHEMESCultureispositiveandsupportive,butlearningenvironmentisinconsistent.

ThecultureofBLCAissupposedtoexemplifyastandardofexcellence.Someclassroomsareabletomaintainthisstandardwhileotherscannot.Asacollectivewhole,disciplinestandardshaveplummetedwithsuspensionsbeingreducedandISSbeingajoyforstudentstoattend.Thus,theexpectationofstudentbehaviorhasbeenaconstantbattlewhiletryingtoeducatethemaswell.

Ourschoolisfamilyoriented.Supportiveofchildreninsideandoutsideofschoolsettings.Practiceleadershipandexcellenceforstaffandstudents.Weareallexcitedthelearningenvironmentanddedication,hardworkingasateam.Togetherwestandfirmandknowingthatloveconquersall.

BLCAisacommunitybasedcharterschoolwithhighexpectationsofachievement.Wearefortunatetohaveanextremelyexperiencedstaffofeducatorswhounderstandtheeducationalandsocioeconomicneedsofthestudents.Standardspromotingacademicachievement.Mostoftheeducatorsaredisplayinghighexpectations.Atleastonehasmediocreexpectationsandverylittleteacherstudentinstruction‐‐justpaperspassedoutforstudentstocompletenoactualteaching,thereforenoactuallearning.

Onlyoneadditionalsuggestionpresented.

Somelearningshouldbedoneelectronically.Learningprogramsareneededoncomputers.


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Annual Report 2015BLCA Board Survey 2015BLCA Teacher Survey 2015BLCA Staff Survey 2015

BETTER LEARNING COMMUNITIES ACADEMY · 2016. 2. 26. · College of Education Office of Charter School Operations Better Learning Communities Academy Annual Report Executive Summary

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