Georgia Charter Schools Association Executive Summary of the Strategic Plan for 2007-2010

Mission Statement

The mission of the Georgia Charter Schools is to improve student achievement and promote educational choice by serving and advocating for public charter schools in Georgia.

Values

The Georgia Charter Schools Association values innovation, school choice, parental involvement, student achievement, accountability (through data), communication, and collaboration.

GCSA's Strategic Plan Objectives

Based on the findings from the surveys, interviews and analysis of charter school performance, trends emerged as to how the Association should be structured if it is the intention to have the Association serve the charters and affect positive change. Below are the major focal points and the strategies for achieving them.

Sustainability

For the Georgia Charter Schools Association to be successful at providing services to the state's charters, it needs to, first and foremost, become an organization with a clear understanding of its revenue stream and potential for revenue growth. During the first years of operation, the Association relied on a significant percentage of its revenue from one foundation. Sustainability requires diversity in funding options and also increases the Association's ability to provide the services the charter schools need and want.

To reach this goal, the Association has successfully negotiated with a major foundation in Atlanta, the Marcus Foundation, to provide multi-year support which commenced May 1, 2007 and is renewable through September 30, 2010. This support will allow the Association to reorganize and re-energize itself by creating the necessary infrastructure and underwriting efforts to allow the Association to become a more effective and viable operation over the long term. Efforts are being made, as well, to seek renewed and continuing funding and support from the Walton Family Foundation to give further sustainability and strength to the Association's mission and strategic plan. Additional sources of grant and non-grant income will be sought as well.

Membership by Georgia Charter Schools in the Association will be increased to maximize dues revenue from the current 54% to 90% of all operating charter schools as dues-paying members in 2010.

The Association will launch a campaign in 2008-2009 called The Charter TRUST, an initiative designed to create corporate sponsorships of charter schools to underwrite a broad array of Association services the sponsored charter would then receive without charge. The Association has scheduled the launch of this campaign for the 2008-09 school year to allow the Association's new leadership a year in which to build a record of performance that corporations would want to support and the charters would value receiving.

The annual conference will maximized as an opportunity for revenue growth. Conversations with other charter associations indicate that the annual conference can generate significant revenue (after expenses) by providing an array of workshops and nationally-recognized keynote speakers that will attract a charter school's teachers, principals and boards. Quality programming generates higher attendance, which in turn generates more revenue for the Association to provide services to its members. GCSA also sees an opportunity in turning its conference into a regional offering for charters in other southern states that do not have annual conferences.

As a member service and additional source of revenue, the Association will explore and establish a broad reaching group purchasing program for the charter school community in Georgia. The purchasing program may include both goods and services utilized by charter schools such as supplies, insurance programs, and professional services.

Sustainability Strategies

Sustainability	Performance Metrics
Strengthen GCSA financial sustainability through additional grant and non-grant income	1^st Year Establish new source of grant revenue achieving $10,000. Establish unrestricted reserve of at least $10,000. 2^nd Year Establish new sources of grant revenues achieving $75,000. Increase unrestricted reserve to $15,000. 3^rd Year Establish new sources of grant revenues achieving $150,000. Achieve unrestricted reserve of $45,000.
Increase substantially the percentage of all Georgia Charter Schools registered as members of the association.	1^st Year Current membership 29 operating schools (54%) and 10 petitioners. Increase percentage of operating charter school members to 70 % in 2008. 2^nd Year Increase percentage of operating charter school members to 80 % in 2009. 3^rd Year* *Increase percentage of operating charter school members to 90 % in 2010.
Initiate Charter TRUST as to create corporate sponsorships of charter schools to underwrite a broad array of GCSA services.	1^st Year Develop and prepare a launch of the Charter TRUST for the Annual Conference February 2008. Begin cultivation of six major corporations to contribute $5,000 each for charter school support. Achieve contribution pledges totaling at least $15,000 to be paid in 2009. 2^nd Year* Evaluate the effectiveness of the Charter TRUST at the Annual Conference 2009. Continue cultivation and stewardship of the initial six corporations and add six new corporations. Achieve contribution pledges totaling at least $30,000 from existing and new corporate supporters. 3^rd Year* Develop an Action Plan for sustainability of the Charter TRUST to be presented at the Annual Conference 2010. Continue to add six corporate entities to cultivation and stewardship list for corporate donors.
Increase Annual Conference revenue	1^st Year Achieve net revenue of $40,000 in 2008. 2^nd Year* Increase net revenue to $60,000 in 2009. 3^rd Year* *Increase net revenue to $85,000 in 2010.
Implement Group Purchasing Program.	1^st Year Recruit and hire staff member to study and plan the creation of a group purchasing program for Georgia charter schools. Assess needs for products and services of schools. Establish contractual relationships with vendors including favorable commissions for GCSA. Create effective marketing and sales strategies. 2^nd Year Launch the group purchasing program through an aggressive program of marketing and sales. Establish relationships with charter school leadership and staff responsible for purchasing. Achieve market penetration of 25% of charter schools who utilize one or more aspects of group purchasing program. Analyze and evaluate the qualitative and quantitative outcomes of the program. 3^rd Year Expand group purchasing offerings on ongoing basis. Achieve market penetration of 50% of charter schools who utilize one or more aspects of group purchasing program. *Analyze and evaluate the qualitative and quantitative outcomes of the program.

Quality

As GCSA's investigation of school performance data indicates, Geozrgia's charter schools provide a quality service and produce better results for their students when compared to the results of the districts in which they are located. However, closer inspection of the data shows that Georgia charter schools, similar to their district peers, have difficulty raising the performance of all students equally, particularly its African-American, Hispanic and Low Income students.

In addition to student performance, charter school leaders need services that will help improve the governance of charter schools - the way they lead their institutions. Therefore, GCSA will have as a primary focus improving the quality of the charter school movement from all facets of the charter school operation - from how boards govern to how principals lead to how well students learn. It is our intention to build Georgia's charter school movement into the preeminent source for quality public education in the state.

GCSA will assist charters in reaching this goal by developing and adopting a Commitment to Quality Standards. Adoption of these Quality Standards will be a condition for membership in the Association. Implementation of a performance management system will be studied and, if feasible, will be established and operational as a central source of definitive quality analysis for all charter schools in Georgia. When necessary, the Association will prepare interventions to assist charter schools that do not meet quality standards, and when assistance does not result in improved performance, the Association will recommend closing charter schools when long-term performance does not improve.

Quality Strategies:

Quality

Performance Metrics

Measure and Drive Charter School Performance using Performance Management System

1^st
*Hire staff member to establish parameters and plans for implementing an effective performance management system (2008).
*Begin process of collecting data.

2^nd
*Seek funding for and establish performance management system (2009).
*Launch Performance Management System serving all Georgia charter schools.
*Achieve and report detailed data levels by year two.

3^rd
*Operate Performance Management System on on-going basis.
*Achieve and report detailed data level - ongoing.
*Interpret data to schools and other constituencies and use to inform changes to curricula, teaching methods, and leadership/teacher training.

Establish School Quality Standards

1^st
*Create Quality Standards Committee for peer review of member agencies and recognition of high quality standards.
*Study, create, and adopt a system of Quality Standards.
*Set a goal of 100% of member schools adopting and reaching Quality Standards as condition of membership.

2^nd
*At least 50% of GCSA member schools participate in extended GCSA Self-Study and School Review process using the Quality Standards Rubric with peer review.
*Celebrate high achieving schools at Annual Conference and in news releases.

3^rd
*At least 75% of GCSA member schools participate in extended GCSA Self-Study and School Review process.
*Establish Mentor relationships (in or out of state) with schools of similar populations to develop an improvement strategy for schools not meeting Quality Standards.
*Standards participate in GCSA Self-Study and School Review process using the Quality Standards Rubric.
*Celebrate high achieving schools at Annual Conference and in news releases.

Growth

Georgia will experience significant charter school growth through 2010-11 if growth meets historic trends and current impediments to growth are removed. The Association plans to see 120 charter schools with 52,000 students open in Georgia by 2010-11. The greatest threat to the growth of the charter sector in Georgia is the current method of authorizing charter schools. Currently, proposed charter schools may only be authorized by existing local school boards or by the State Board of Education as a Special State Chartered School. As of mid-late 2007, local school boards have virtually ceased approval of all new charter school petitions. Those whose charter petitions are denied locally may apply to the State for approval. However, authorization as a Special State Chartered School means that substantially less (and most often inadequate) funding will be realized by the school as the local portion of school tax revenues will not be shared with the school.

GCSA will work in collaboration with the Walton Family Foundation in the area of a grant partnership for petitioners in Atlanta and Fulton County. We will begin by proactively identifying strong planning groups and assisting in the process of making and monitoring grants to these groups.

Growth Strategies:

Growth

Performance Metrics

Increase number of Charter Schools and student enrollment

1^st
*Increase number of Charter Schools by 30. Increase student enrollment to 36,000 in 2008.

2^nd
*Increase number of Charter Schools by 30. Increase student enrollment by 10% in 2009.

3^rd
*Increase number of Charter Schools by 30. Increase student enrollment by 15% in 2010.

Enact and support policies that support growth of Charter Schools in Georgia

1^st
*Support and promote passage of Multiple Authorizer legislation.

2^nd
*Support and promote equitable funding for all charter schools.

3^rd
*Review new legislation opportunities (on-going).

Advocacy

Georgia's charter schools have powerful advocates and allies at many levels of state government. This largely favorable climate has resulted in a charter law that, for most intents and purposes, works to the advantage of the charter school movement. When the charter school law has presented a barrier, the state has responded when needed to make favorable changes, including the revisions to the law in 2005 that provided more equitable funding.

Even in this favorable environment, however, GCSA has identified three modifications that would improve the charter law. First, allow alternate authorizers rather than the current system of either a school district or the state. Petitioners need more choices, particularly when a local district constructs unnecessary barriers. Current legislation providing for alternate authorizers was introduced in the prior legislative session but withdrawn but is being reintroduced in the upcoming 2007-2008 session and will be GCSA's legislative priority. In addition, GCSA will work for more equitable funding for all charter schools and the establishment of virtual charter schools as a viable option.

In cases where legislation does not ensure equitable funding or other cases where legal remedies may be the only or best course of action for the best interest of the charter school movement, GCSA will become a leader in the area of legal advocacy in Georgia. We will identify and research the viability of legal advocacy initiatives and launch then when appropriate.

Advocacy Strategies:

Advocacy	Performace Metrics
Develop a process for collecting and sharing information with legislators about charter schools needs.	1^st Develop a database of legislators from Charter School Districts and others who are supportive of charter schools. Promote legislation for equitable funding so that the money follows the child. Promote legislation for multiple authorizers of charter schools. Conduct Annual Charter School Day for Legislators and Charter Operators. Provide Weekly Updates to Members of GCSA. 2^nd* Ongoing. 3^rd* *Ongoing.
Increase Public Awareness of Charter Schools and Charter School excellence.	1^st Increase number of news releases and other public communications by 25%. Help constituents develop Community Advocacy strategies. Develop a media kit for Charter School Week 2^nd* Increase number of news releases and other public communications by additional 10%. 3^rd Increase number of news releases and other public communications by additional 10%.
Create and establish a legal advocacy initiative.	1^st Establish a legal advocacy pool of funds. Create a volunteer legal advisory council to consider possible legal issues and initiatives and to request and consider RFP's for legal action. 2^nd Raise funds to replenish and enlarge legal advocacy fund. Continue work of legal advisory council as above. 3^rd *Ongoing

Member Services

With the current and future growth of charter schools in Georgia, GCSA will serve as a valued resource for both those planning to open new charter schools as well as those currently serving as operators. To ensure the highest quality in charter schools, GCSA will provide significant and ongoing opportunities for charter school staff development, governance training, and school leadership training through a new member service "Charter Launch" modeled after such a successful program in California. GCSA will be a source of reliable information for petitioners and school operators, staff, and board members. GCSA will facilitate communication among the schools both within the state and outside for the purposes of sharing best practices, problem solving and mentoring.

An Annual Conference will be offered as well as regionally located training opportunities. Technical assistance will be offered on a consultative basis to schools needing or requesting such. Additional training and support will be given to charter schools in the area of grant attainment and management and other areas affecting their sustainability.

Member Service Strategies:

Member Services	Performance Metrics
Provide Charter Launch Services to New Petitioners.	1^st Establish staff, curriculum, and resources necessary to begin the program. Target and recruit at least 8 charter petitioners for the program. Successful completion of program by at least 5 charter petitioners or 62.5% of class. Provide follow-up technical assistance during first 12 months of new school operation using Regional Directors and Consultants. 2^nd Increase target of charter petitioner participants to 15. Successful completion of program by at least 12 charter petitioners or 80% of class. Provide follow-up technical assistance during first 12 months of new school operation using Regional Directors and Consultants. 3^rd* Increase target of charter petitioner participants to 20. Successful completion of program by at least 17 charter petitioners or 85% of class. *Provide follow-up technical assistance during first 12 months of new school operation using Regional Directors and Consultants.
Provide Communication Tools for Charter Schools	1^st Create a new interactive website. Showcase Charter School Success Stories. Develop a teacher member e-mail tree. During the Legislative Session give weekly update. 2^nd Ongoing, update and improve. 3^rd* *Ongoing, update and improve.
Provide Governance Training	1^st Include Governance Training as a requirement for Quality School Status. Develop a list of qualified trainers. 2^nd All schools with Quality School Status have yearly Board Training. 3^rd* Ongoing
Provide Leadership Training	1^st All administrators/principals must attend Annual Conference to receive Quality School Status. Provide assistance to new administrators/ principals in Facility, Business Plan and Financial Planning. Provide assistance in Reporting data such as FTE, Special Education, CPI, Title I. 2^nd* Survey Administrators/Principals about training needs and implement needed training. Ongoing. 3^rd *Ongoing
Assistance with Grant Writing	1^st Identify available Grant funding on an on-going basis. Alert Charter Members to Grant Possibilities. Offer Grant Writing Workshops 2^nd* Develop potential donors to use GCSA as a grantor to Georgia Charter Schools. Ongoing 3^rd* *1st and 2nd year ongoing
Provide Best Practices and Mentor Opportunities	1^st Develop best practices list from charter schools. Facilitate Best Practices workshops at Annual Conference 2^nd Develop best practices PLU opportunities in all regions of Georgia Offer Mentor opportunities to participate with a sister charter school. 3^rd 1st & 2nd year ongoing Develop Mentor relationships for all schools not reaching Quality School Status.
Develop an Annual Conference with constituent needs in mind. (Students, Parents, Teachers, Administrators, & Charter School Petitioners)	1^st Increase participation at the conference by 20% over previous year. Plan the conference to include the needs of all members. 2^nd Market the annual conference to other states, especially regionally. Develop relationships with Georgia Universities to speak at conference. Reach target of 25% more attendees for annual conference than previous year. 3^rd* Explore the possibility of a separate conference for Charter School Students. Ongoing 1st & 2nd year. *Reach target of 30% more attendees for annual conference than previous year.

Georgia Charter Schools Association Executive Summary of the Strategic Plan for 2007-2010

Mission Statement

Values

GCSA's Strategic Plan Objectives

Sustainability

Sustainability Strategies

Quality

Quality Strategies:

Growth

Growth Strategies:

Advocacy

Advocacy Strategies:

Member Services

Member Service Strategies:

Current News

School Spotlight

Newsletter

Georgia Charter Schools Association Executive Summary of the Strategic Plan for 2007-2010

Mission Statement

Values

GCSA's Strategic Plan Objectives

Sustainability

Sustainability Strategies

Quality

Quality Strategies:

Growth

Growth Strategies:

Advocacy

Advocacy Strategies:

Member Services

Member Service Strategies:

Current News

School Spotlight