Restructuring Plan

RMH’s Restructuring Plan Presentation to BESE
May 24, 2010

Good Afternoon, Chairperson Banta, members of the Board of Elementary and Secondary Education, Commissioner Chester and all those gathered here today.  My name is Kim Alston and I am a member of the Robert M. Hughes Academy Charter Public School Board of Trustees. 

This has been a long, arduous year for the Robert M. Hughes Academy Charter Public School.  Last summer DESE informed the school that “anomalies” existed in its 2009 MCAS results.  In September 2009 we were told that the scores would be “suppressed,” pending further investigation by DESE.  By November the then principal along with members of our teaching staff was accused of cheating on the MCAS test.  In December our scores were “permanently invalidated,” and DESE revealed to the board shocking news that there was “pervasive, systemic cheating at the behest of adults at RMH.”  

For the last six months the RMH Board of Trustees has grappled with grave issues.  In addition to the 2009 MCAS “irregularities,” significant emphasis has been placed on the overall governance of the school by the trustees.  Commissioner Chester based his recommendation to revoke the school’s charter, in large part, on past governance issues, stemming from the 2004 charter renewal conditions. Undoubtedly, the RMH Board has its work cut out for it. 

 We contend that BESE should give greater consideration to RMH satisfying the 2009 charter renewal conditions, two of which have already been met.  In July 2009, the board complied with the term limit condition; and the board identified, recruited, and received approval from the commissioner for new members with education and financial expertise.  Where there is still question is “Can RMH demonstrate that it is an academic success? The Commissioner contended at your January 26, 2010 meeting that RMH had no possible way to demonstrate AYP since the 2009 MCAS scores were invalidated, thus making RMH unable to meet this condition. 

 However, we affirm that there is an alternative to closing the school.  During the April adjudicatory proceeding, DESE testimony supported the notion that alternative ways exist to measure a school’s AYP, although it has not been done in the past.  Our 2010 MCAS testing was monitored by representatives from DESE and our teachers were extensively trained to ensure the integrity of testing protocols.  We expect that the 2010 scores will be compiled sometime in June and will be an acceptable measure of student academic performance.  Since the department has the ability to create an alternative method to ascertain AYP for 2009, this gives us tremendous hope.

 But there are many questions in the minds of everyone involved.  How will the Board of Trustees of RMH move the school forward?  How will RMH’s board gain the confidence of DESE once again?  And how will the RMH Board of Trustees develop accountability standards that ensure that the school will never fall victim to the same circumstances it currently faces?  Can RMH perform at a consistently high academic level, adhering to all legal and state charter regulations?  After all that’s what charter schools were created to do.

In the interest of moving the school forward, the Board proposes the following two options:

A.   The immediate resignation of the Board of Trustees effective on a mutually agreed upon date to ensure a smooth transition; or

B.    Implementation of a restructuring plan centered on the proposal summarized below.

We are committed to exhibiting an uncompromising high standard of excellence, accomplished through systemic change. With a proactive plan, support from DESE, RMH parents and the community, we contend that the board of trustees can defy the impossible, which is exactly how we successfully won the charter in the first place. We did not say it would be easy but we know it is absolutely necessary and achievable.

As members of the BESE, you should have received by mail a copy of RMH’s Restructuring Plan.  This plan serves as a summary of action steps the RMH board will take to rectify past issues at the school and create a pathway towards the future.  I would like to take this time to elaborate on some of the plan’s key points.

Academics

The charge of the charter school is to perform at a superior academic level than its public school counterpart.  RMH has surpassed the Springfield Public School system in AYP since 2004.  When the board fired Principal Janet Henry for egregious misconduct on the administration of the 2009 MCAS test, it hired Dr. Joelle Jenkins in January 2010.  Dr. Jenkins possesses a master’s in education administration from Columbia University and a Ph.D. in Curriculum Studies from the University of Texas.  Having functioned as a teacher, assistant principal and principal before assuming the reigns of RMH, Dr. Jenkins is highly qualified to fulfill this post.  We expect that her commitment and vision will take RMH to greater academic heights.  She has developed an effective academic plan that is continually updated for improvements.  Dr. Jenkins will create a long term academic action plan that will guide the school’s educational program for the next 3-5 years.  In fact, she has already established high standards for the faculty:

  • She has met with individual teachers on MCAS misconduct.
  • She has informed all teachers that as “at will employees,” they must reapply for the teaching positions for the next academic year based on strict criteria which includes:
  1.  
    1. Performance evaluations
    2. Licensure status and certifications
    3. Former work-related experience
    4. Former ethic violations (including standardized testing)

Additionally, we will continue with extensive MCAS training for the principal and test administrators, as was performed this year under the guidance of the DESE, and introduce ethics training for faculty and staff.

In the interim, Dr. Jenkins will actively recruit from a new pool of “untainted” teachers.  The school will advertise the teaching positions at every grade level; seek guidance from a recruitment firm; hold a recruitment fair at the school and post the job listing on our school website; conduct interviews with candidates; make selections and ensure that teachers (whether new or rehired) undergo a thorough CORI check which must be approved prior to their coming on board.  We have instituted a goal of hiring 90% Highly Qualified Teachers in their core academic subject areas.  To achieve this goal:

  1.  We have begun a review/assessment of the current RMH teaching staff.
  2. We intend to update all teacher job descriptions to reflect the new standards.
  3. Dr. Jenkins will work closely with the board’s Personnel and Finance committees to revise the teacher salary scale so that we can attract the best possible teachers.  
  4. All teachers will sign employment contracts before they begin working.
  5. She will also confer monthly with the Education Policy Committee (which currently has three educators as members) to update the board on the school’s academic instruction and progress.

 Change in Grade Structure

 The board is investigating a new model for its grade structure in the future.  We are examining moving from a K-8 model to a K-5 model with two classrooms per grade.  The model of two classrooms per grade will facilitate invaluable collaboration between teachers.  This change in the school’s structure will require the school to relocate to a new and larger facility.  We will look for a new building which will include a gym, computer lab, a library and music classrooms to enhance the school’s enrichment offerings.  Re-focusing exclusively on the elementary grades will eliminate middle school teacher certification requirements.

 Board Reconstruction

 In line with the re-configuration of the faculty, the board will undergo a major reconstruction of itself.  By June 30, 2010 the board anticipates six vacancies from board members who have already resigned or will resign to make room for the new board structure.  This new structure will tie board seats to specific skill sets.  For example, the new board design will include:

  • Three (3) Parents (currently the bylaws allow for one parent representative on the board; we will add two more parent seats for wider parent representation in governance of the school)
  • Three (3) Representatives from area colleges (we will formalize a relationship with colleges such as UMass and Amherst College) and prep schools i.e. The MacDuffie School, which has been an ardent supporter of the school over the years.
  • Two (2) Board members from NES, in accordance with our bylaws
  • Six (6) Committee chairs who demonstrate experience in the areas of facility management, personnel policy, finance, education, public relations, and ethics, a newly created committee
  • And one (1) Flex(ible) position slot (which would enable the board to bring a different skill set or perspective to the board not already identified such as fundraising or diversity.)

 From now until June 30, 2010 the board will concentrate on assembling this transitional board which we recommend to serve an extended time period from six months to one year, after which all members of the transitional board will resign and be replaced by an entirely new board.  The extended timeframe will give the board more time to make the proposed changes and determine results.

  New board members will follow a well-thought out strategy:

  1. We will advertise for new board members in various local media outlets;
  2. Obtain referrals from local agencies such as the United Way, Urban Leagues, NAACP, Council of Churches, Springfield Public Schools and Neighborhood Councils;
  3. Develop job descriptions for board members;
  4. Empower the board’s nominating committee to seek resumes, conduct interviews, and make selections; and
  5. Seek immediate approval from DESE to add proposed board members.

 Conflict of Interest

Part of the selection criteria of new board members will be that no candidate will possess a familial or social relationship with existing or past board members to prevent any semblance of conflict of interest.  The newly established ethics committee will have the critical function of reviewing all matters relating to conflict of interest.  Its first order of business will be to develop a conflict of interest policy that the school will abide by.  The committee will recruit a local attorney for guidance on legal matters.  Our intention is to avoid any questions about the school’s credibility, integrity, and conflicts of interest. 

 Board Accountability is paramount to saving the school.  We are committed to strengthening the school’s accountability processes and procedures. 

  1. The board will undergo extensive annual board training at its annual retreat on specified topics (i.e. charter school regulations, CORI checks, grievance process, board governance, conflict of interest, ethics and personal disclosure, No Child Left Behind Law, Highly Qualified teacher compliance, mandatory record-keeping, and other state and federal laws.) 
  2. This will include an annual review of the Charter School Administrative and Governance Guide to ensure compliance with the Charter School Office’s requirements. 
  3. We will foster the need to cultivate a better working relationship with DESE for the betterment of the school by providing monthly updates, seeking open consultation on issues, and welcoming additional site visits to talk about the effectiveness of our strategies.
  4. We will nurture a relationship with John Tarvin of the Mass Center for Charter School Excellence and Dr. Marc Kenen of the Mass Association of Charter Schools, both of whom have offered to assist us in our continued board restructuring efforts.
  5. The board’s six standing committees will accomplish much of the work of the board in monthly committee meetings by conducting research and analysis of issues and proposals, focusing on innovation and best practices and crafting effective school policies to be considered by the board.  The committees will prepare a monthly report for the board; include an appropriate staff member as a member for input and board administrative support; and ensure adherence to school policies, procedures and board bylaws.
  6. The board will evaluate and make amendments to its record-keeping procedures to ensure that records are well maintained, complete and accessible at all times.  The board will maintain a secure locked area for a digital filing system at the school and establish appropriate back up procedures, which will be put in writing.
  7. We plan to revamp the school’s current organizational structure.  Under the current structure the principal, as the school leader, reports to the board of trustees and exercises control over all aspects of the school. Yet, principals are often responsible for managing the school’s business operations without a financial and/or development background.

The proposed new structure will create a joint senior management team comprised of the principal and the Chief Operating Officer for strategic accountability purposes.  The chief operating officer will be responsible for human resources, the business office, facilities management, the nurse’s office and the school’s food and transportation needs.  This allows the principal the freedom to concentrate on strengthening the school’s academics, while the chief operating officer focuses on instituting sound business practices.  Both will function as co-principals.

Each position will report directly to the board of trustees, creating two distinct zones of authority and allowing each leader to concentrate on his or her specific area of expertise.

 A Better Board

The RMH Board of Trustees has the opportunity to re-invent itself to become a better board.  This board will listen to the perspective of parents because more parents will be actively involved with school governance.  The new board will cultivate an atmosphere of cooperation, respect and creativity among staff.  How?  By encouraging the hiring of staff that possesses high credentials, enjoy working with children and have demonstrated success working with a high risk student population.  Additionally, the new board will seek ways to continually open up avenues of communication among outside stakeholders using a greater system of transparency.  We will encourage more community participation at board and committee meetings and publish state of the school reports for the public. 

We have identified a new board chair with extensive charter school knowledge and experience as well as expertise in curriculum development.  This school leader has developed an excellent working relationship with the Mass Charter School Office and DESE, and served as a former principal of two charter schools in Springfield, RMH and New Leadership Charter School.  He is currently working as an independent consultant for charter schools as well as academic director for Achievement Academy Charter School in Albany, NY.  We are pleased that Doug Greer has accepted the challenge of being board chair during the transitional period. 

We also intend to build a cabinet of officers who demonstrate the commitment, character and willingness to go the extra mile to affect progress in a short period of time. 

Grievance Process

 We acknowledge that a breakdown in school communication contributed to creating an atmosphere of fear, intimidation and mistrust.  The board is committed to eliminating the vestiges of such behaviors and fostering a positive just atmosphere that will enable staff and students to thrive.  This change includes:

  1. Developing a written grievance process that is published in the teacher’s, and student/parent’s handbooks for easy access and referral by the RMH community. As part of the grievance procedure, there will be a whistle-blower component. 
  2. The grievance process will provide immunity to teachers, staff or parents who report wrongdoing and ethical lapses within the school’s organization.
  3. The procedure will be publicly posted in conspicuous areas to foster an atmosphere of justice and fairness in the resolution of disputes and disagreements.
  4. A rotation of board members will attend monthly PTO meetings to interact with parents, support school events (as currently occurs) to interact with students, faculty and staff and create an annual appreciation day for the RMH community.  This will enable the Board of Trustees to be more visible and approachable in the future.

 Conclusion

 

We humbly stand before you never rejecting the idea that a great wrong had not been committed with the improper administration of the 2009 MCAS scores.  But there are alternative measures that can be put in place instead of revoking our charter and closing down a “beloved” school.  Our waiting list continues to increase with over 200 names and our re-enrollment count has reached 98 percent.  Our parents have demonstrated their support for the school by stating that they choose to send their children back to RMH next year if it is open. 

 

We can make a difference in the lives of these 179 children and the parents that we serve.  We do not think it is a prudent decision to close the school and return the students to a failing public school system that RMH has consistently out-performed and one to which clearly the parents reject.  We ask for an extended probationary period during which time we will put reforms in place that will breathe new life into our school.  We have presented two options today for your consideration which we believe will move the school forward to success.  We urge you to make your final decision in favor of our students and parents.

 

Thank you