Pub. 9 2019-2020 Issue 2

13 The governing boards responsibly do not end with merely asking questions. Boards need to take the next step in entering the accountability cycle. They should always enter the cycle asking, “Is that reasonable?” It is not the job of the board to take the stance of “my way or the highway”. • Step 1: After asking the question it is important to assess the answer: Collect, analyze, assess and benchmark the available evidence about policies, parties and performance and their effects on sustainable charter school performance. • Step 2: Share evidence discovered with all stakeholders through a deliberate and participatory engagement process. • Step 3: Take remedial actions and monitor the effects of strengthening policies, practices and accountability structure to support sustainable charter school performance. • Step 4: Empower the school leader to apply a range of incentives and disincentives to advance progress towards charter school performance. Accountability Cycle Public charter school boards have significant responsibilities and only a limited amount of face- to-face time to fulfill them. Boards may have an average of only 20 hours per year to meet formally as a full board to set the school’s direction, ensure academic achievement, secure resources, plan strategically, and provide appropriate oversight of school operations. This is why it is so critical for board meetings to be efficient, substantive, and productive, and why boards must be strategic in utilizing the accountability cycle. Great board meetings are often characterized by great discussions on important issues. But they rarely happen by chance; in fact, they are usually the outcome of good planning, strong agendas, thoughtful preparation, the use of efficient tools, and excellent facilitation. Accountability Cycle Public charter school boards have significant responsibilities and only a limited amount of face- to-face time to fulfill them. Boards may have an average of only 20 hours per year to meet formally as a full board to set the school’s direction, ensure academic chievement, secure resources, plan strategically, and provide appropriat ov rsight of school operati ns. This is why it is so critical for board meeti gs to be efficie t, substantive, and productive, and why boards must be strategic in utilizing the accountability cycle. Great board meetings are often characterized by great discussions on important issues. But they rarely happen by chance; in fact, they are usually the outcome of good planning, strong agendas, thoughtful preparation, the use of efficient tools, and excellent facilitation. • Improvements: Take remedial actions and monitor the effects of strengthening of policies, practices and accountability structure to support sustainable charter school performance. •Empower groups to apply a range of incentives and disincentives to advance progress towards charter school performance. •Communication: Share evidence with all stakeholders through a deliberative and participatory engagement process. •Assessment: Collect, analyze, assess and benchmark the available evidence about policies, parties and performance and their effects on sustainable charter school performance. 1. Collect Data 2. Communicate Data 3. Use Data 4. Design Policies and Programs •