1. North Oakland Community Charter School (NOCCS)
Board of Directors Orientation
September 19, 2011

2. Charter School 101 Charter Schools Are… Independent public schools
Tuition-free and open to all students
The “Charter” and Accountability to the Authorizer (OUSD)
In exchange for operational freedom and flexibility, charter schools are subject to higher levels of accountability than traditional public schools.
The "charter" is a contract detailing the school's mission, program, goals, students served, methods of assessment, and ways to measure success
In California, charters are granted for five years.
At the end of the term, the entity granting the charter ("authorizer") may renew the school's contract. Charter schools are accountable to their authorizer, and to the students and families they serve, to produce positive academic results and adhere to the charter contract.
Key Facts
5,277 charters nationally
913 charters in CA
32 in Oakland (22.9% OUSD enrollment
Sources: California Charter Schools Association
National Alliance for Public Charter Schools

3. Basic Responsibilities of a Charter School Board
A charter school’s board of trustees is the entity that holds the charter and is held accountable by the authorizer (Oakland Unified School District) for the operation of the school
Trustees are responsible for ensuring that…
The school’s academic program is successful, as measured by both internal and external assessments
The school’s program and operation are faithful to the terms of its charter, including compliance with statutory and regulatory requirements
The school is a viable organization, which includes that it is financially solvent and has competent professional staff
A high-functioning board is a critical element of a charter school’s ability to carry out its mission and vision with fidelity, and be a healthy, thriving organization that is built to last

4. Specific Responsibilities of Charter School Board Members
Determine the mission of the school and keep it clearly in focus
Periodically review the mission statement
Understand and support the mission statement
Defines and refines the organization’s mission, vision and direction
Select the school leader
Reach consensus on the school leader’s job description
Undertake a careful search process to find the most qualified individual (when a leadership transition happens)
Oversee and approve contract negotiation and renewal
Support and review the performance of the school leader
Provide frequent and constructive feedback
Assist when board members overstep or misunderstand their roles
Compliment for exceptional accomplishments
Provide an annual written performance review with a process agreed upon with the school leader well in advance
Source: The High Bar

5. Specific Responsibilities of Charter School Board Members(cont.)
Ensure Effective Organizational Planning
Approve an annual organizational plan that includes concrete, measurable goals consistent with the charter and accountability plan
Ensure Adequate Resources
Approve fundraising targets and goals
Assist in carrying out the development plan
Make an annual gift at a level that is meaningful
Manage Resources Effectively
Approve the annual budget
Monitor budget implementation through periodic financial reports
Approve accounting and personnel policies
Provide for an independent annual audit by a qualified CPA
Ensure the full board has the proper training to be effective stewards of public funding
Ensure adequate insurance is in place to cover students, staff, visitors, the board and the assets of the school
Instead of evaluating, hiring and firing personnel, choosing curriculum, selecting test instruments and reviewing routine student discipline matters—all of which are management functions—the board should prescribe the outcomes it wishes to achieve, establish (through policies) the boundaries in which the outcomes are to occur and then hold the management accountable by evaluating those outcomes.
True accountability comes from assessing the school’s performance against the pre-defined outcomes.
Source: The High Bar

6. Specific Responsibilities of Charter School Board Members (cont.)
Monitor and strengthen programs and services
Ensure programs and services are consistent with the charter
Approve measurable organizational outcomes
Approve annual, attainable board and management level goals
Monitor progress in achieving the outcomes and goals
Assess the quality of programs and services
Enhance the school’s public standing
Serve as ambassadors, advocates and community representatives of the school
Provide for a written annual report and public presentation that details the school’s mission, programs, financial condition, and progress made towards charter promises
important to emphasize that board’s role is to provide oversight, NOT to implement or directly manage
Strategic planning is a great example of the board establishing strategic direction and ensuring goals are being achieved
typically, boards also set annual goals that provide a roadmap for the work of the board
Source: The High Bar

7. Specific Responsibilities of Charter School Board Members(cont.)
Ensure legal and ethical integrity and maintain accountability
Establish policies to guide the school’s board members and staff
Develop and maintain adequate personnel policies and procedures
Adhere to the provisions of the school’s bylaws and articles of incorporation
Adhere to local, state and federal laws and regulations that apply
Ensure compliance with all federal, state and local government regulations
Recruit and orient new board members and assess board performance
Define board membership needs in terms of skill, experience and diversity
Cultivate, check the credentials of, and recruit prospective nominees
Provide for new board member orientation
Conduct an annual evaluation of the full board and individual trustees
Board member recruitment and training is a critical function for any board. A board cannot do its job effectively without the right skills and training
The functional board recognizes that it needs to develop itself. To do so, it devotes time in its board meetings and resources for that purpose. board members should recognize
that they cannot govern properly without a certain level of understanding. It is completely legitimate for boards to invest time and reasonable amounts of school funds necessary to acquire it.
Source: The High Bar

8. What Is NOT Within the Board’s Purview?
Implementation of programs or policies
Managing or evaluating teachers or staff (other than Director)
Directly addressing parents’ concerns about academic or operational issues (e.g. classroom discipline, curriculum and instruction, dismissal procedures, progress reports, physical plant)
If approached by a parent about an academic or operational issue, board members should direct the parent to the appropriate staff member
Board members should not assert or disclose an opinion about a given complaint to the parent in question
Speaking on behalf of the board
The board speaks with one voice
Only time a board member possesses authority is when he or she is sitting in a board meeting, as part of the whole board, or when he or she has been duly appointed to act on behalf of the board

9. Common Pitfalls and Best Practices
Managing vs. Governing
Prioritizing personal agenda over what is best for the school
Lack of clear goals and accountability systems
Neglecting the board’s responsibility to create and to govern through board policies
Failing to develop its own capacity
A clearly delineated, written governance structure
A strategic plan to guide the board in meeting long-term and short-term goals
Ongoing board training based on identified needs
Involve future board members on subcommittees or projects
Advance preparation and knowledge of issues to be discussed at meetings
Focus on solutions, not problems

10. Board Member Expectations
Active and Consistent Involvement at Board Meetings
Engage as active and informed participants at board meetings. This involves reviewing board materials in advance, and actively listening and engaging in board discussions
Active participation on 1-2 committees. This includes:
Attending and playing an active role in committee meetings
Fulfilling committee action items
Developing and presenting committee proposals at board meetings
Preparing board packet information in advance of board meetings
Leadership
Chairing a committee or taking leadership on a key initiative over the course of a 3-year board term

11. Board Member Expectations (cont.)
Fundraising: Playing an active role in fundraising, including:
Making a personal annual contribution commensurate with household income
Helping raise funds by working on a fundraising event or other activity
Using personal and professional networks to identify and cultivate potential donors
Time Commitment: Board members should expect to commit a minimum of 10 hours per month on the following: This includes:
Attending monthly board meetings (2 hours)
Attending a committee meeting (2 hours)
Preparing for board and committee meetings (2 hours)
Completing tasks outside of committee meetings (4 hours)
Board meetings – there is growing consensus that board meetings are too long, and shortening board meetings will require a group effort to ensure that board meeting time is used efficiently by:
maximizing committees to fully “pre-work” issues and proposals so that proposed and action plans are clear and actionable
showing up on time and fully prepared (e.g. reading and understanding pre-read materials)
if presenting, getting pre-reads out on time and keeping presentations focused on key strategic issues
minimizing “side chatter” and keeping questions/comments focused on relevant issues
keeping others on track by calling out when a comment or question feels like a diversion from the issue at hand

12. Board Meetings: What to Expect
Board member expectations – Arrive on time and come prepared (thorough read board packet)
Board packet – (ideally) circulated at least hours in advance. Board members are expected to review in advance, and be informed about agenda items
Public comment – 2 min each, board listens but does not respond in the meeting. Board Chair/Director should determine appropriate follow-up
Board member comments and presentations – Be efficient and aware of “air time” and relevance of remarks – need to self-monitor and share responsibility for keeping meetings on time and on track
Role of non-board members - can observe but not participate
Quorum – A quorum is required for a vote. A quorum is considered a majority of voting trustees currently in office
It is everyone’s responsibility to make sure board meetings are efficient and focused on relevant issues. Model the behavior you would like to see in others by arriving on time and prepared, keeping presentations and comments short and relevant to topics at hand, not interrupting.

13. The Board Cycle: Key Milestones
Budget development (Feb-April/May)
Director Evaluation (Feb-June)
Board Recruitment (Jan-May)
Board Elections (May-June)
Strategic Plan (August - December)
Capital Campaign (Jan 2012-Dec 2014)

14. Committee Structure NOCCS Board Finance Executive Personnel Nominating
Develop-ment
Capital Campaign
Strategic Planning
Ad Hoc Committees

15. Current Committee Composition
Executive
Finance
Development
Personnel
Nominating
Carolyn
Jay (Treasurer)
Ken (Chair)
Li-Mei
Erica
Ken
Jay
Mara
Rachel
Beth (Staff)
Peter
Ad Hoc Committees
Strategic Planning
Capital Campaign
Li-Mei
Ken

16. Overview of Committees
Key Functions
Executive
Agenda Development
Board Oversight
Board Development
Finance
Monitor school’s financial health
Ensure proper fiscal controls (e.g. policies/procedures)
Development
Develop annual and multi-year fundraising plan
Develop systems to carry out and track fundraising efforts
Arrange for or conduct board training on development issues
Personnel
Evaluate and support director
Oversee development of and compliance with personnel policies and procedures
Nominating
Recruit, screen and nominate board candidates
Strategic Planning
Facilitate strategic planning process
Capital Campaign
Facilitate successful implementation of capital campaign

17. Board Member Composition
Bylaws allow for a maximum of 16 board members
Current board membership is 13
The Board is comprised of school-elected and board-elected trustees
2 staff members – the school director and a teacher rep – are voting members of the board
The Board must include at least 5 parent-elected trustees
The bylaws are silent on the number of board elected trustees
Board Term is 3 years and can be renewed upon mutual consent

18. The Brown Act What exactly is the Brown Act?
The Ralph M. Brown Act guarantees the public’s right to attend and participate in meetings of local legislative bodies
Do charter schools have to follow the Brown Act?
Most attorneys recommend that charter school boards “cover their bases” and follow at least the spirit, if not the precise requirements, of the Brown Act.
Source: The Charter Schools Development Center

19. The Brown Act Basics Regular Meetings Special Meetings
Must post an agenda containing a brief (approximately 20 words), general description of each matter to be considered at least 72 hours prior to the meeting
Items not on the posted agenda may be considered under special circumstances
Minutes should be taken and are open to the public
Public is allowed to address board, but board may set time limits
Special Meetings
24-hour notice must be provided to board members
Agenda must be posted 24 hours in advance. Only items on the posted agenda may be discussed.
Emergency meetings (in the case of work stoppage or crippling disaster)
One hour notice must be given by phone to the local media
Only listed agenda items may be considered
Minutes should be taken and must be posted in public within 10 days

20. The Brown Act: Closed Sessions
The board may conduct a closed session when considering :
Specified personnel matters
Appointment, employment, evaluation of performance, discipline, or dismissal of an employee
To hear complaints or charges against an employee. The employee must be notified of the closed session at least 24 hours in advance and has the right to request that the hearing be conducted in public.
To consider price and terms of payment regarding the purchase, sale, exchange, or lease of real property
Pending litigation
Board may meet in closed session to receive advice from its legal counsel when open discussion would negatively affect the school’s and the district’s position in litigation
Labor negotiations
To consider labor negotiations (salaries, compensation, etc.) with represented and unrepresented employees
Real estate negotiations

21. Board Calendar Meeting Date Start Time Meeting Description
September 19
4pm
Board Orientation and September Board Meeting
October 15
9am-2pm
Strategic Planning Retreat #2
October 19
6pm
October Board Meeting
November 16
November Board Meeting
December 14
December Board Meeting
January 18
January Board Meeting
February 22
February Board Meeting
March 14
7:30pm
March Board Meeting (same night as lottery – short meeting)
Late March (Date TBD)
TBD
Budget Retreat
April 18
April Board Meeting
May 16
May Board Meeting
June 20
June Board Meeting

22. APPENDIX: NOCCS Background: School History and Overview

23. Academic Performance 9th highest achieving Oakland elementary school
(out of 71 charter & district schools)
4th highest achieving
Oakland middle school
(out of 24 charter and district schools)
NOCCS is a very desirable public school option. On an annual basis we have an average of about 150 application for what is often fewer than 20 available spaces. Parents at NOCCS will tell you that getting their student enrolled in our lottery really is like winning the lottery.

24. History 9th highest achieving Oakland elementary school
(out of 71 charter & district schools)
4th highest achieving
Oakland middle school
(out of 24 charter and district schools)
NOCCS is a very desirable public school option. On an annual basis we have an average of about 150 application for what is often fewer than 20 available spaces. Parents at NOCCS will tell you that getting their student enrolled in our lottery really is like winning the lottery.

25. Educational Philosophy
A NOCCS education seeks to develop in students the ability to think critically, express creatively, and to act thoughtfully in an increasingly complex and interconnected world.
The NOCCS curriculum, with an emphasis on Teaching for Understanding, is designed to enable students to meet and/or exceed grade level standards through the exploration of in-depth, powerful, disciplinary-based skills, ideas, and strategies.
Our pedagogy incorporates a number of best practices for effectively and equitably building mastery of skills and content as well as critical thinking and reasoning.
The arts, environment, service-learning, peacemaking, and technology are integrated into our instructional units and strategies

26. Steady and Controlled Growth
Added
7th Grade
NOCCS is a very desirable public school option. On an annual basis we have an average of about 150 application for what is often fewer than 20 available spaces. Parents at NOCCS will tell you that getting their student enrolled in our lottery really is like winning the lottery.

27. A Diverse Student Body Samira, Hassan, Asase, and Camie
Samira: Hello my name is Samira and I am in the 1st grade at NOCCS. I think NOCCS is a great school because we learn about peace and how to be a community. For example, this week we are learning about empathy. Empathy is putting yourself in another person’s shoes and trying to see the world through their eyes.
Hassan: Hello, my name is Hassan and I am in the 3rd grade at NOCCS. I think NOCCS is a great school because we learn by doing fun and exciting projects. For example last year we studies the cycles of the moon. As a final project we created a shadow theater show to teach our families about the moon.
Asase: Hello, my name is Asase and I am in the 5th grade at NOCCS. I think NOCCS is a great school because we get the support we need to succeed. For example for the past two years I have been a part of our math squad and get extra help three days a week after school. Before joining math squad I struggled a lot with math. Now I feel like I understand a lot more and feel that I can do anything.
Camie: Hello, my name is Camie and I am in the 6th grade at NOCCS. I think NOCCS is a great school because of our service-learning program. In our 6th and 7th grades we have Community Action Learning – CAL -- class every Wednesday. So far in this class we have done a mapping of our community to learn about its assets and needs. We are in the process of creating project proposals that we will present to the community coming up on January 27th. We will work on implementing these projects in the Spring. Our CAL program helps us to use the knowledge and skills to help our neighborhood and community.
On behalf of all of the students at NOCCS, many of whom are present tonight and we ask to stand, we strongly support the NOCCS 2010 charter renewal petition and look forward to five more years of public school partnership with Oakland Unified School District.

28. Student Demand

29. Charter School, Ed Reform and
Governance Resources
Charter School Resources
Charter Schools Development Center
California Charter Schools Association
OUSD Office of Charter Schools
National Alliance for Public Charter Schools
Governance Resources
The High Bar
New Schools for New Orleans
Colorado Department of Education Board Resource Library
Education Reform Resources
Center for Education Reform
Education Sector
Education Week