November 6, 2008 Regular Meeting

Regular Meeting of the Board of Trustees

November 6, 2008

Minutes

In attendance:

Emil Ronchi, Kay O’Dwyer, Cynthia Canavan, Matt Cronin, Bob Sousa, Chris Fauci and Nina Cullen Hamzeh. Mr. McEnaney and Ms Vaucher arrived at 7:30. Ms Cullen Hamzeh departed at 10:30. Not Present: Dr. John Sullivan

Also Present: Dr. Albert Argenziano, Interim Managing Director.

Location: The Community Room at the Marblehead Community Charter Public School, 17 Lime St, Marblehead MA 01945

The Board of Trustee Chair, Mr. Emil Ronchi opened the meeting at 7:05 P.M

In the absence of Mr. McEnaney, the Chair requested Ms O’Dwyer server as Clerk Pro Temp for the time being.

He went on to call for public comment, and noted that there were no individuals wanting to address the Board for public comment at this time.

The Chair briefly discussed the Board Operation Calendar, outlining which actions the Trustees should plan on addressing at each months’ meeting. A draft of the calendar is attached.

Mr. Ronchi recognized Dr Argenziano to provide the Interim Managing Director’s update, which is attached. He informed the Trustees that he had distributed a Faculty and Staff Assessment Survey, and that he would report on his findings in the coming month.

Mr. McEnaney arrived and resumed duties as Clerk at 7:30 PM.

Mr. Ronchi recognized Ms Vaucher for the Governance Committee update. She noted that the Governance Committee was actively recruiting two potential Trustee candidates. She noted that the Governance Committee hoped to present at least one of the candidates in January or February to the Board for approval.

Decision: Ms Vaucher moved and Mr. McEnaney seconded a motion to appoint Ms Kay O’Dwyer to the Governance Committee, for a period of three years, effective immediately and through November 30, 2011.

Yeas: 8 Nays: 0 Abstain 1 Motion Passes

Mr. Ronchi then introduced to Trustees the need to develop a strategic plan. He asked Ms Cullen Hamzeh to lead a exercise among Trustees to begin identifying elements of a Strategic Plan that were the most important to Trustees. Mr. Ronchi set the expectation that Trustees would likely not complete developing the Strategic Plan this evening, and should expect to return to it in coming months.

There was significant discussion among Trustees about the elements of the Strategic Plan. At a break point in the exercise, Ms Cullen Hamzeh suggested that we move on to other business for the evening and return to the Strategic Plan in December. There was general agreement among Trustees this was a good approach.

The Chair called a Recess at 9:20

The Chair called the meeting back to order at 9:28

Mr. Ronchi recognized Mr. Sousa, Chair of the Personnel Committee, to provide a brief update.

Decision: Mr. Sousa moved and Mr. Ronchi seconded a motion to approve the performance indicators, goals and objectives for the Interim Academic Director as recommended by the Personnel Committee (attached).

Yeas: 8 Nays: 0 Abstain 1 Ms Cullen Hamzeh abstained Motion Passes

Mr. Ronchi then raised the topic of finalizing on a permanent Leadership Model for the School.

Decision: Mr. Sousa moved and Ms O’Dwyer seconded a motion that the Board of Trustees adopt a permanent leadership model of a Managing Director and an Academic Director, both reporting to the Board of Trustees.

Discussion: There was much discussion among Trustees as to the appropriateness of this model, if the timing was proper, and if the finances supported such a model.

Motion Tabled by the Chair

Decision: Mr. Ronchi moved and Mr. McEnaney seconded that the Board of Trustees adjourn to executive session under exception three of the Open Meeting Law, MGL Chapter 30 Section 11A1/2, “to discuss strategy with respect to collective bargaining or litigation.”

Mr. Ronchi, Yes; Ms Canavan, Yes; Mr. Sousa, Yes; Mr. Cronin, Yes; Ms Vaucher, Yes; Mr. Fauci, Yes; Mr. McEnaney, No; Ms O’Dwyer; Ms Cullen Hamzeh, Abstain. Motion Passes

The Chair announced that the Board of Trustees anticipated returning to Open Session at the conclusion of the Executive Session. He also invited Dr. Argenziano to participate in the Executive Session. The Chair then adjourned the meeting to Executive Session at 10:00 PM.

The Chair called the Open Session of the Regular Meeting to order at 10:30 PM.

The Chair to the previous question regarding the leadership model off the table. He asked the Clerk to read the motion and enter it into the record again.

Yeas: 6 Nays: 0 Abstain 2 Motion Passes

Mr. Ronchi then tasked the Governance Committee Chair, Ms Vaucher, to contact the Department of Elementary and Secondary Education (DESE) to understand what Charter or By Law amendments may be necessary to accommodate the new Leadership Model – specifically in relation to the Ex Officio status of the Chief Staff Person, and the ability for the Board to employee two separate roles.

Mr. Ronchi then recognized Dr. Argenziano, who informed Trustees that if the Board were inclined, he could not accept a full time role as Managing Director. He shared that such a role would jeopardize he pension. He went on to offer that he would fully assist Trustees in recruiting and screening of candidates.

Mr. Sousa provided the Board copies of sample Job Descriptions for the Managing Director and Academic Director, attached. He asked that Trustees review them, and be prepared to vote on them at a future meeting.

Ms Vaucher moved and Mr. Cronin seconded a motion to adjourn.

Yeas: 8 Nays: 0 Motion Passes

The Chair adjourned the meeting at 10:55 PM

Respectfully Submitted

John T. McEnaney

Clerk

Report of the Interim Managing Director, November 6 2008

To: Board of Trustees

From: Dr. Albert Argenziano

Re: October Monthly Report

The Following needs to be reported for the month of October 2008.

It is:

- October 8, 2008 – Staff meeting was conducted to go over results of the Staff Assessment Survey. Questions were answered and focus centered around improvement where necessary.

- October 20-31, 2008 – Follow up meetings on an individual basis were held to ascertain individual concerns outlined on the Staff Assessment Survey. All staff, teaching and non teaching will have an opportunity to be heard.

- October 15, 2008 – monthly meeting held with Town Manager and Superintendent of Schools. Discussion centered around FY09 Budget Reductions and present economic situation in cities and towns.

- October 21, 2008 – Personnel Sub Committee met and I presented my goals and objectives for the 2008-2009 school year. Progress is being made on a daily basis.

- October 22, 2008 – Finance Sub Committee met to discuss financial situation at the school and the state. We are closely monitoring our spending plan.

I have provided Board members with copies of nine (9) questions used by the Office of Educational Quality and Accountability. These questions were used under Standard I, which was entitled Leadership, Governance and Communication. I would hope they would assist you in the performance evaluation of Management and the Trustees.

In closing, any and all additional information will be provided on a punctual basis.

Thank you.

Question # 1

With thoughtful consideration, Leadership had created highly efficient systems for communication, planning and decision making, expectations for staff and student behavior and, ultimately, attainment of the school’s mission.

Question # 2

Rigorous hiring practices, sound professional development and effective supervision and evaluation practices have created a professional learning culture at MCCPS.

Question # 3

The Board of Trustees at MCCPS is highly committed to the school and effectively executes its role as the school’s governing body through establishment of sustainable policies and procedures.

Question # 4

There is a climate and culture of excellence at MCCPS that sustains high levels of academic, social and personal growth of staff and students.

Question # 5

The mission of MCCPS drives all aspects of the school’s operation and is thoroughly understood and systematically communicated to all stakeholders.

Question # 6

The school has met all of its organizational viability goals.

Question # 7

The Annual Report and conversations with leadership demonstrates that MCCPS has been

actively engaged in dissemination of its best practices.

Question # 8

The school’s responsiveness to previous challenges, as well as its present strengths, confirms its capacity to achieve its goals over the next three to five years.

Question # 9

School administrators provide strong oversight of daily operations, management and planning.

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Goals for Interim Academic Director 2008 – 2009

MAINTAIN AND IMPROVE EXCELLENT ACADEMIC PROGRAM
1. Curriculum
  - supervise all elements of curriculum development and enhancement
    - leadership team will meet weekly
      - discussion points and decisions will be recorded in meeting minutes
    - at least 80% of those who respond to the Faculty Interim Academic Director Evaluation Survey will agree that most/all of the time the “Interim Academic Director provides leadership in creating a rigorous academic program.”
    - at least 80% of those who respond to the Parent Satisfaction Survey will rate the academic program as good to excellent
    - at least 80% of those who respond to the Parent Satisfaction Survey will indicate overall satisfaction with the school’s academic program
  - manage, direct, and oversee short & long-term academic programs and educational services
    - grade-level teams will meet weekly, department teams and mentors will meet bi-monthly
      - discussion points and decisions will be recorded in meeting minutes
    - CUE Report will indicate student achievement
      - at least 80% of all 8^th grade students will achieve the teacher expected level in math and ELA (90% by 2010)*
      - at least 65% of all 4-7^th grade students will achieve the teacher expected level in math and ELA (75% by 2010)*
    - MCAS & NWEA will indicate student growth
      - reports will be used to determine areas of need
      - needs will be addressed via professional development and/or the implementation of support services for students
      - testing results & plans to address needs will be shared with parents
2. Full Enrollment
  - maintain stable enrollment
    - 230 students will be enrolled in grades 4-8
    - a waiting list will exist for at least 3 of the 5 grades

2. MAINTAIN AND DEVELOP HIGH-LEVEL, PROFESSIONAL STAFF

Highly Qualified Teachers
- at least 90% of teachers will be licensed and highly qualified as determined by state and federal guidelines (100% by 2010)*
- at least 80% of those who respond to the Faculty Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director sets, communicates, and works to maintain high professional standards for faculty and staff.”
Regular, needs-driven professional development
- provide professional development/training opportunities designed to meet the needs of the students
- at least 2 guest presenters will work with teachers
- at least 75% of teachers will prepare and present a learning experience for their colleagues or other educators.
- 100% of full-time teachers will participate regularly in professional development activities
- conduct vertical team meetings to enhance cohesion between and among departments
- create Professional Development Plans
  - during the 1^st trimester, 100% of teachers will develop professional goals using the MAP protocol
  - at least 75% of teachers will achieve their goals before the end of the year
- at least 80% of those who respond to the Faculty Interim Academic Director Evaluation Survey will indicate that the “Interim Academic Director plans and implements appropriate and meaningful professional development” most/all of the time.
Evaluation of All Personnel
- the job performance of new hires/new positions will be formally evaluated at least once per term
- the job performance of returning employees will be evaluated formally at least once per year
- at least 80% of those responding to the Faculty Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director provides objective and goal-oriented evaluation of my job performance.”
Create/expand Partnership with Educational Institutions
- at least 1 graduate course will be offered through a local college partnership
- an internship program for aspiring teachers will be initiated
  - at least 4 teachers/administrators will serve as mentors to interns/student teachers

MAINTAIN AND/OR IMPROVE UPON PARENT SATISFACTION
1. Meet Parent Needs
  - at least 80% of those who respond to the Parent Satisfaction Survey will answer ‘most/all of the time’ in response to the question: “Does the MCCPS academic program meet the needs of your child?”
  - at least 80% of those who respond to the Interim Academic Director Evaluation Survey will indicate ‘most/all of the time’ in response to the statement: the “Interim Academic Director is open to suggestions and encourages open communication.”
2. Re-enrollment
  - overall, student attrition will be less than 10% for other than family displacement or geographical reasons.
3. Accessibility
  - Faculty, staff, and administrators will respond to phone and email messages as soon as possible after they are received, usually within 2 school days.
  - Faculty, staff, and administrators will make themselves available by appointment to meet with parents, as needed.
  - The “Constructive Communication Process” will be disseminated to parents via the Student/Parent Handbook and implemented appropriately

IMPROVE COMMUNITY INVOLVEMENT AND COMMUNICATION
1. Regular Communication
  - MCCPS website will contain useful and timely information and will be updated at least monthly
  - email will be sent from the IAD to parents at least bi-monthly
2. Community Relations
  - continue to rebuild trust within the community as evidenced by factors such as Parent Satisfaction Survey, Enrollment & Re-enrollment, community participation rate in fundraisers and events.
  - attend Community Relations Committee’s Monthly Coffees
  - evidence of improving external community relations (ie. high school community service volunteers, parent/community volunteerism)
  - at least 80% of those who respond to the Parent Interim Academic Director Evaluation Survey and those who repond to the Faculty Interim Academic Director Survey will indicate that most/all of the time the “Interim Academic Director acts as an effective spokesperson for the school.”
  - evidence of community member involvement at MCCPS - both internal (parents) and external (wider community)
    - at least 50% of daily Enrichment activities will be planned, organized, and supervised by community volunteers

Parent Relations
- at least 80% of those who respond to the Parent Satisfaction Survey will indicate that most/all of the time “there is a sense of community present in the school.”
- at least 80% of those who respond to the Parent Satisfaction Survey will indicate that most/all of the time they “feel that parental involvement is welcome at the school.”
- at least 80% of those who respond to the Parent Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director promotes positive and supportive relations among community members.”
- at least 80% of those who respond to the Parent Satisfaction Survey will indicate that most/all of the time “the school-to-home communication” meets their needs
Faculty Relations
- at least 80% of those who respond to the Faculty/Staff Satisfaction Survey will indicate that most/all of the time the “Interim Academic Director promotes positive and supportive relations among the members of the community.”
- at least 80% of of those who responded to the Faculty Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director is open to suggestions and encourages open communication.”
- at least 80% of those who responded to the Faculty Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director communicates mission, goals, and achievements clearly and regularly.”

MAINTAIN A CULTURE OF INNOVATION (INTERNALLY & EXTERNALLY)
1. Teachers Valued as Leaders
  - plan, facilitate, and evaluate the work of the Leadership Team
2. Dissemination
  - evidence of regular sharing of MCCPS best practices
    - internally & externally (ie. publish articles, present at conferences)
  - establish lunch meetings with the town guidance counselors
    - at least once per term
  - invite teachers & administrators from other schools to visit MCCPS
  - at least 75% of full-time teachers and administrators will visit other schools to learn about other programs and will report findings to faculty
3. Continual Review and Reflection of Program
  - discuss progress/challenges with the Leadership Team weekly
  - 80% of those who respond to the Faculty/Staff Satisfaction Survey will indicate that a culture of innovation exists at MCCPS

Expand & Enhance Technology available to Students & Teachers
- provide training as needed
- work with the Technology Coordinator & Technology Task Force to investigate opportunities for piloting programs
Develop internship program for aspiring teachers
- design the internship experience
- recruit, support, supervise participants
- solicit input of interns and teachers to evaluate the program
Enhance ELA/ELL program for students whose primary language is other than English
- provide training for teachers
- schedule additional instructional time for students as needed
- investigate additional resources to support learning
Expand offerings for students
- provide foreign language choices
- accelerated/remedial learning for math and ELA
Continue to involve parents, students, and faculty/staff in the hiring of teachers, evaluation of programs, care of the facility, and revision of documents.

PROVIDE A SAFE SCHOOL ENVIRONMENT
1. Nurturing Environment
  - continue to help students to develop a feeling of community, belonging, caring for and about each other
  - at least 80% of those who respond to the Faculty Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director understands and addresses student, parent, and staff needs.”
  - ensure that adult supervision is adequate throughout the day, on fieldtrips, and at school sponsored events
  - continue to provide support for students as needed via counseling department
2. Student Discipline
  - manage and oversee student disciplinary policies and procedures
    - help teachers to manage students’ behaviors and reduce the number of students who repeatedly receive referrals for the same offense(s)
  - students will acknowledge acceptance of school rules and their willingness to comply via the Student/Parent Handbook by completing the signature sheet
  - at least 80% of those who respond to the Parent Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director supports and maintains high standards of discipline.”

at least 80% of those who respond to the Parent Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director models and encourages respect, self-discipline, and personal responsibility.”
oversee student services and reporting to appropriate government agencies

Building Safety
- ensure that faculty understand and follow security procedures
- review the school crisis plan with faculty and staff annually
- at least 80% of those responding to the Parent Interim Academic Director Evaluation Survey will indicate that most/all of the time the “Interim Academic Director ensures safe and adequate facilities for learning.”

OPERATE ACADEMIC PROGRAM WITHIN ESTABLISHED BUDGET

Understand the School’s Finances & Budget
- work with Interim Managing Director & Business Manager to operate within the budget
- regularly review finances & needs
- regular attendance & participation at fincom meetings
  - involve the fincom chair before exceeding the budget, if needed
School Needs
- gather input from teachers & administration regarding needs
  - identify capital needs and improvements
- manage resources to address needs
  - establish short & long-term budgetary goals and priorities
- work to achieve the school’s fundraising responsibility
- seek new sources of revenue/materials via grants, donations
Financial Audit
- Yearly audited financial statements will show a balanced budget and an unqualified audit opinion.

COMPLY WITH ALL MCCPS POLICIES, STATE AND FEDERAL REQUIREMENTS
1. Implement MCCPS policies and procedures and develop (or amend) policies and procedures, as needed
  - review, revise, and update Faculty & Student/Parent Handbooks
2. Understand the laws and regulations that affect MCCPS, including: IDEA, ADA, NCLB, MA Education Reform Act
  - Adhere to required timelines
  - Complete reports and maintain required documentation

*Per MCCPS Accountability Plan

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NFI MASSACHUSETTS, INC.

FUNCTIONAL JOB DESCRIPTION

Job Classification: Executive Director (97) Reports to: Board of Directors

FLSA Status: Exempt

Job Summary:

The Executive Director serves as chief administrative officer for the Board of Directors of the Agency and is charged with implementing policies and programs of the agency. Responsible for insuring the mission of the agency is carried out.

Essential Functions:

1. Ensures that the Board of Directors, Executive Committee and the officers are kept fully informed on the conditions and operations of the agency

2. Plans, formulates and recommends for the approval of the Board of Directors and the Executive Committee, basic policies and programs that will further the objectives of the agency

3. Establish a sound organizational structure for the agency’s central office and administrative operations. Direct and coordinate approved programs, projects, and major activities of the staff. Obtain maximum utilization of the staff by clearly defining duties, establishing performance standards, conducting performance reviews, and recommending competitive salary structure

4. Develop, recommend, and upon approval of the Board of Directors, operates within an annual budget. Ensure that all funds, physical assets, and the property of the Agency are appropriately safeguarded and administered. Seeks outside funding in the form of grants and contracts from public and private sources.

5. Maintain effective relationships with the organization, both public and private, and see that the position of the Agency is enhanced in accordance with the policies and objectives of the Agency. Plan, coordinate, and conduct a public relations program to enhance public acceptance of the Agency. Maintain relationships with other community organizations, government, and others as are desirable or necessary in the best interest of the Agency and in conformity with the overall objectives and policy of the Agency

6. Provide leadership for agency staff regarding corporate mission and the importance of serving all program participants in the most caring, empowering and professional manner. Responsible for agency operations, program management, quality client safety and progress, and personnel management

7. Develop plans and strategies necessary to fulfill the corporate mission and secure resources necessary to carry them out

8. Dispense advise, guidance, direction, and authorization to carry out major plans and procedures

9. Delegates the work of the agency defining operational and functional units and submits, specifying the chain of command for each

10. Communicates with the Board of Directors regarding progress toward agency goals and other issues of importance to NAFI.

11. Approves and periodically reviews agency policies and procedures to ensure conformance to applicable laws. Periodically reviews financial statements prepared by agency personnel

12. Perform all duties in accordance with agency policies and procedures

Qualification/Education/Experience:

1. Must be able to perform each essential duty satisfactorily.

2. Master’s degree (M.A.) or equivalent; or five to ten years related experience and/or training; or equivalent combination of education and experience. Five to ten years of demonstrated responsible administrative experience.

3. Strong persuasive and presentation skills required.

4. Ability to administer private, nonprofit service organizations, including an understanding of the legal responsibilities and constraints of such organizations.

5. Ability to obtain and manage external grants and contracts.

6. Ability in the area of communication and interpersonal skills. Ability to establish and maintain effective working relationships with federal, state, regional, and local agencies, community leaders, and the general public.

7. Ability to express oneself clearly and effectively in oral and written form.

8. Knowledge of modern principles, methods, and techniques of administration and program planning.

9. Ability to apply principles of logical or scientific thinking to a wide range of intellectual and practical problems.

10. Must possess excellent vision and hearing, and the ability to read and speak English.

*Continuous: Hearing, talking

*Frequent: Standing, sitting, walking

*Occasional: Reaching with hands and arms, stooping and crouching

RECEIPT AND REVIEW OF FUNCTIONAL JOB REQUIREMENTS

I, ______________________________, have read, understand and agree to the above functional job description. I understand the essential functions, qualifications, education, experience, and physical demands of the position and acknowledge that I am capable of performing all of the essential functions of this position without reasonable accommodation or I have informed you of my need for an accommodation. I understand that the contents as presented are a matter of information and should in no way be construed as a contract between NFI Massachusetts, Inc and its employees. NFI Massachusetts, Inc reserves the right to change any part of this job description as circumstances require.

Employee’s Signature Date

Manager’s Signature Date

NFI MASSACHUSETTS, INC.

FUNCTIONAL JOB DESCRIPTION

Job Classification: Principal/Education Director (L8) Reports to: Agency Supervisor

FLSA Status: Exempt

Job Summary:

Is responsible for the overall planning, design, and implementation of all regular and special education services. Oversees Educational Coordinators and ensures academics, classroom activates and other educational requirements are in compliance.

Essential Functions:

1. Provide Educational administrative services to multiple school campuses as required.

2. Monitors classrooms and provide support and supervision to Educational Coordinators to improve services.

3. Review ISP and Educational plans for pupils as needed.

4. Maintain contact with school districts.

5. Act as liaison with State Department of Education to ensure compliance direct communication.

6. Facilitate monthly education coordinator meetings.

7. Attend and participate in educational committees and organizations as appropriate.

8. Provide training, recourses and professional development for academic staff.

9. Perform physical intervention in the event of a student crisis.

10. Perform all duties in accordance with the agency’s policies and procedures.

Qualification/Education/Experience/Personal Characteristics:

1. Must be able to perform each essential duty satisfactorily.

2. Master’s degree (M.Ed.) in Education or special Education;’ and two or more years of experience in education administration. Must have demonstrated experience with personnel supervision.

3. Must hold a school administrator Certificate or a State Approved Equivalent.

4. High energy level, superior interpersonal skills and ability to function in a team atmosphere.

5. Good communication skills.

6. Must hold a valid drivers license and be willing to travel.

7. Must possess excellent vision and hearing, and the ability to read and speak English.

Physical Demands:

General requirements:

1. Full upper extremity range of motion

2. Full lower extremity range of motion

*Continuous: Hearing, talking, sitting

*Frequent: Standing, walking

*Occasional: Reaching with hands and arms, stooping and crouching

RECEIPT AND REVIEW OF FUNCTIONAL JOB REQUIREMENTS

Employee’s Signature Date

Manager’s Signature Date

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November 6, 2008 Regular Meeting

RECEIPT AND REVIEW OF FUNCTIONAL JOB REQUIREMENTS

RECEIPT AND REVIEW OF FUNCTIONAL JOB REQUIREMENTS

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