Growing a Culture of Accountability from the Start

Since their inception in 1991, charter schools have pioneered a variety of innovative educational models to meet the diverse needs of some of the nation’s most challenged student populations. Charter schools have the freedom and flexibility to develop these unique models largely because their charter agreements allow them to exchange bureaucratic constraints for operational autonomy and the promise of academic gains. With this independence, however, comes greater responsibility for the operational and financial management of their schools.[3]

Accountable: subject to the obligation to report, explain, or justify something; responsible; answerable

Charter schools are accountable to a host of entities:

  • To local, state, and federal regulations—In many states, charter schools are considered to be local education agencies (school systems) and must meet financial, operational, and academic reporting requirements as dictated by state and federal regulations. These financial reporting requirements can be complex and time-consuming
  • To stakeholders and funders—Charter school leaders must provide reports and communications to stakeholders and funders that choose to support their school. Often, these stakeholders and funders support schools in an attempt to meet organizational goals—recipients of these funds must provide evidence that by investing in their school and working in collaboration, both organizations are meeting their goals
  • To students and parents—At the end of the day, a charter school is perhaps most accountable to the school’s students as well as their parents and caregivers. Parents and students have opted to attend a charter school by choice. Charter school leaders must honor that leap of faith by communicating honestly and often with students and families
  • To the school’s mission—Charter schools are mission-driven. To receive a charter to start a school, the school’s founders and leadership conceived a vision that would appeal to the community, students, and families the school serves. The school leadership has designed a school and curriculum that could engage students and provide results. All operational and financial decisions should be weighed against the mission.

Though many charter school developers have built ground-breaking and effective programs over the past several years, fiscal management remains a significant challenge for many charter school leaders, a fact underscored by a 2009 study by the Center for Education Reform, which found that 41 percent of the 647 charter schools that have closed since 1991 did so for financial reasons.[1]

Creating a Culture of Accountability

By creating a culture of accountability, charter school leaders can avoid being in the 41 percent of schools that has closed due to financial reasons [2]. While there are many challenges faced by charter school leaders, there are also some assets leaders have in their back pocket.

 Steps for independent charter schools to consider:

 Surround themselves with experts---Actively recruit governance board members and staff members with financial expertise. Charter school leaders have numerous responsibilities and a finite number of hours in a day. Leaders can invite board members to the table who can fill needs and gaps in their school operational capacity.

  • Create a team---School leaders are just that—leaders. A charter school leader should provide the strategic vision to move the school’s mission forward. The leader should be driving the bus, not its entire engine. Schools can create teams that move pieces of the school’s mission forward and consider forming teams that implement financial, academic, supplemental service, family engagement policies and strategies outlined in the school’s charter.
  • Look for help--- Many states have robust charter associations that provide networking opportunities and access to financial, academic, and operational experts. Additionally, there are national resources and organizations (such as the Network of Independent Charter Schools website at: www.indiecharterschools.org) that offer links to resources, list serves, and training opportunities.
  • Be transparent by regularly reporting results to board and stakeholders--- By adopting a culture of transparency and open communication, school leaders can avoid potential pitfalls. It is much easier to correct one quarter of inappropriate financial reporting practice than a year’s worth of incorrect procedures.
  •  Focus on the future--- While it is tempting to narrow one’s focus on the present, always ask what impact current decisions will have on the school’s future. Charter schools are not only schools—they are also important community assets.
While thinking about the many individuals and groups that charter schools and their leaders are accountable to may be daunting, failure to do so can be disastrous. Schools can use governance board meetings to assess the culture of accountability in a collaborative manner. If board members and staff express concerns regarding accountability, leaders are encouraged to ask themselves hard questions and take action to remedy these issues. 
 

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This blog post is part of the Charter Notebook, sponsored by the Network of Independent Charter Schools, a project of the Center for Educational Innovation - Public Education Association.

The views expressed in Charter Notebook blogs represent the views of the authors and do not necessarily reflect the views or positions of the Center for Educational Innovation-Public Education Association or the U.S. Department of Education.

[1] “The Accountability Report 2009: Charter Schools.” Washington, DC: Center for Education Reform, 2009.

[2] Ibid

[3] “Assessing Fiscal Health: A Financial Benchmarking Tool For Charter Schools”; Washington, DC; The Finance Project, 2009; http://www.charterresource.org/files/TFPFiscalHealthTool.pdf