UPDATE: Due to the cancellation of the in-person National Charter School Conference, the 2020 Charter School Honor Roll has been cancelled. Submissions are not closed, but those already received in 2020 will be reviewed in the 2021 Charter School Honor Roll nomination pool, and the winning group will be expanded to 50 to accommodate both years. Thank you for understanding and stay well.

charter school honor rollThe 2020 Charter School Honor Roll is Now Open for Submissions

We’re celebrating incredible charter schools!

Charter School Capital is 100% dedicated to the success of charter schools. So, to celebrate the amazing things that charter schools are accomplishing, we created the Charter School Honor Roll. Currently, in its third year, the 2020 Charter School Honor Roll is a celebration of charter schools that exemplify exceptional accomplishments in any of the following categories:

  • School Climate: Our “School Climate” category is defined by the quality and character of school life, based on patterns of students’, parents’ and school personnel’s experience. Honor Roll winners in this category should have created a sustainable, positive school climate.
  • Community Service: Honor Roll winners in this category define what it means to give back to the community’s they’re in, through servant leadership, community building programs, and “multiplying the good” in everything around them.
  • School Growth: Through careful planning, an engaging curriculum, and leadership that works, these next schools showcase what is possible in charter school growth. By expanding the reach of charter schools, these schools are expanding the educational options for students in their communities.
  • School Leadership: This category highlights the leaders that drive the mission and vision of some of the nation’s most incredible schools forward. The unrelenting decision-making, the strategic moves, and the unique challenges of the charter school industry are tough, but these leaders exemplify what it means to be a leader within their school.
  • Student Achievement: This is typically the most competitive category in the Charter School Honor Roll because there are a lot of schools nurturing growth in some truly amazing students. Winning submissions for this category have incredible school ratings, graduation rates, and college admission numbers. Some have statewide and national awards for educational excellence; and all have teachers, administrators, and students that are knocking it out of the park and showing the nation that charter schools are an incredible and important choice for families.

Our Charter School Honor Roll winners will be awarded a special gift package, free admission to the 2020 National Charter Schools Conference in Orlando, Florida (June 21-24), and will be honored at an exclusive honoree awards event during the conference.

Do you have a school in mind? We want to hear about them …. and yes, it’s ok to nominate your own! We’re looking forward to reading your inspiring submission(s)! In conjunction with your Charter School Honor Roll submission, please email photos of your staff and students to growcharters@charterschoolcapital.com (include your social media handles so we can tag you) and we’ll feature your school on our social media channels!

Read more about the categories and submit your school stories here:

NOMINATE A SCHOOL

charter management organization

Editor’s Note: This article about the RAND Corporation’s new school district and CMO surveys was written by Linda Jacobson. It was originally published here by Education Dive on January 10, 2020.

We think it’s vital to keep tabs on the pulse of all things related to charter schools, including informational resources, and how to support school choice, charter school growth, and the advancement of the charter school movement as a whole. We hope you find this—and any other article we curate—both interesting and valuable.


RAND Corp project to survey districts, charter groups

Dive Brief:

  • Building on its American Educator Panels, which have provided a glimpse into teachers’ and school leaders’ thoughts on issues such as school discipline and instructional methods, the RAND Corporation is launching a new set of surveys for school districts and charter management organizations.
  • With $4.8 million from the Bill and Melinda Gates Foundation, the research organization will work with the Center on Reinventing Public Education at the University of Washington, Chiefs for Change and Kitamba, a consulting firm, to develop and administer the American School District Panel over a three-year period. According to a press release, the project will be “the first nationally representative, longitudinal panel of school districts” in the U.S.
  • The surveys will collect feedback from districts and CMOs on issues such as procurement, professional development and services for students with disabilities. RAND is also forming an advisory board made up of district and CMO leaders to guide the project.

Dive Insight:

Results from the surveys will provide another source of comparison between traditional districts and CMOs on current educational issues and trends. While the researchers won’t survey individual charter schools, they will collect data from CMOs.

One early topic is expected to be how districts and CMOs “identify, select and implement curricula as well as the supports they provide for school-level curriculum implementation,” said Laura Hamilton, who directs RAND’s Center for Social and Emotional Learning Research and co-directs the AEP program.

An initial study will be released this fall, and the first round of results from the survey is expected next winter or spring. In a separate press release, CRPE said the goal of the project is “to understand how districts help school leaders innovate and solve problems, and to learn what barriers they face.” Qualitative studies will also dig into how politics and implementation issues affect efforts to improve districts.

In addition to releasing the reports, the research team will hold “State of the District” events to discuss findings. “School systems have a critical role to play in making sure students, especially the most vulnerable, get the educational opportunities they so urgently need,” said Robin Lake, the director of CRPE.


Charter School Capital logoSince the company’s inception in 2007, Charter School Capital has been committed to the success of charter schools. We help schools access, leverage, and sustain the resources charter schools need to thrive, allowing them to focus on what matters most – educating students. Our depth of experience working with charter school leaders and our knowledge of how to address charter school financial and operational needs have allowed us to provide over $2 billion in support of 600 charter schools that have educated over 1,027,000 students across the country. For more information on how we can support your charter school, contact us. We’d love to work with you!

LEARN MORE

 

coronavirus and schoolsWhat Schools Need to Know About the Coronavirus

Editor’s note: As the news of the Coronavirus heats up, we felt that it was important to help disseminate accurate and pertinent information to our school communities. Because we understand the tremendous impact it may soon have on schools across the country, we wanted to get the message out to reinforce the best practice prevention recommendations published by the CDC. The information in this blog post was taken directly from the Centers for Disease Control. This interim guidance is based on what is currently known about the transmission and severity of coronavirus disease 2019 (COVID-19).

The US Centers for Disease Control and Prevention (CDC) will update this guidance as needed and as additional information becomes available. Please check the following CDC website periodically for updated interim guidance: https://www.cdc.gov/coronavirus/2019-ncov/index.html.


Who is this guidance for?

This interim guidance is intended to help administrators of public and private childcare programs and K-12 schools prevent the spread of COVID-19 among students and staff. Administrators are individuals who oversee the daily operations of childcare programs and K-12 schools, and may include positions like childcare program directors, school district superintendents, principals, and assistant principals. This guidance is intended for administrators at both the school/facility and district level.

Why is this guidance being issued?

Information provided should help childcare programs, schools, and their partners understand how to help prevent the transmission of COVID-19 within childcare and school communities and facilities. It also aims to help childcare programs, schools, and partners to react quickly should a case be identified. The guidance includes considerations to help administrators plan for the continuity of teaching and learning if there is community spread of COVID-19.

What is the role of schools in responding to COVID-19?

COVID-19 is a respiratory illness caused by a novel (new) virus, and we are learning more about it every day. There is currently no vaccine to protect against COVID-19. At this point, the best way to prevent infection is to avoid being exposed to the virus that causes it. Stopping transmission (spread) of the virus through everyday practices is the best way to keep people healthy. More information on COVID-19 is available here.

Schools, working together with local health departments, have an important role in slowing the spread of diseases to help ensure students have safe and healthy learning environments. Schools serve students, staff, and visitors from throughout the community. All of these people may have close contact in the school setting, often sharing spaces, equipment, and supplies.


Guidance for schools which do not have COVID-19 identified in their community


To prepare for possible community transmission of COVID-19, the most important thing for schools to do now is plan and prepare. As the global outbreak evolves, schools should prepare for the possibility of community-level outbreaks. Schools want to be ready if COVID-19 does appear in their communities.

Childcare and K-12 school administrators nationwide can take steps to help stop or slow the spread of respiratory infectious diseases, including COVID-19:

      • Review, update, and implement emergency operations plans (EOPs). This should be done in collaboration with local health departments and other relevant partners. Focus on the components, or annexes, of the plans that address infectious disease outbreaks.
        • Ensure the plan includes strategies to reduce the spread of a wide variety of infectious diseases (e.g., seasonal influenza). Effective strategies build on everyday school policies and practices.
        • Ensure the plan emphasizes common-sense preventive actions for students and staff. For example, emphasize actions such as staying home when sick; appropriately covering coughs and sneezes; cleaning frequently touched surfaces; and washing hands often.
        • Ensure handwashing strategies include washing with soap and water for at least 20 seconds or using a hand sanitizer that contains at least 60% alcohol if soap and water are not available.
      • Reference key resources while reviewing, updating, and implementing the EOP:
      • Develop information-sharing systems with partners.
        • Information-sharing systems can be used for day-to-day reporting (on information such as changes in absenteeism) and disease surveillance efforts to detect and respond to an outbreak.
        • Local health officials should be a key partner in information sharing.
      • Monitor and plan for absenteeism.
        • Review the usual absenteeism patterns at your school among both students and staff.
        • Alert local health officials about large increases in student and staff absenteeism, particularly if absences appear due to respiratory illnesses (like the common cold or the “flu,” which have symptoms similar to symptoms of COVID-19).
        • Review attendance and sick leave policies. Encourage students and staff to stay home when sick. Use flexibility, when possible, to allow staff to stay home to care for sick family members.
        • Discourage the use of perfect attendance awards and incentives.
        • Identify critical job functions and positions, and plan for alternative coverage by cross-training staff.
        • Determine what level of absenteeism will disrupt continuity of teaching and learning.
      • Establish procedures for students and staff who are sick at school.
        • Establish procedures to ensure students and staff who become sick at school or arrive at school sick are sent home as soon as possible.
        • Keep sick students and staff separate from well students and staff until they can leave.
        • Remember that schools are not expected to screen students or staff to identify cases of COVID-19. The majority of respiratory illnesses are not COVID-19. If a community (or more specifically, a school) has cases of COVID-19, local health officials will help identify those individuals and will follow up on next steps.
        • Share resources with the school community to help families understand when to keep children home. This guidance, not specific to COVID-19, from the American Academy of Pediatrics can be helpful for families.
      • Perform routine environmental cleaning.
        • Routinely clean frequently touched surfaces (e.g., doorknobs, light switches, countertops) with the cleaners typically used. Use all cleaning products according to the directions on the label.
        • Provide disposable wipes so that commonly used surfaces (e.g., keyboards, desks, remote controls) can be wiped down by students and staff before each use.
      • Create communications plans for use with the school community.
        • Include strategies for sharing information with staff, students, and their families.
        • Include information about steps being taken by the school or childcare facility to prepare, and how additional information will be shared.
      • Review CDC’s guidance for businesses and employers.
        • Review this CDC guidance to identify any additional strategies the school can use, given its role as an employer.

Childcare and K-12 administrators can also support their school community by sharing resources with students (if resources are age-appropriate), their families, and staff. Coordinate with local health officials to determine what type of information might be best to share with the school community. Consider sharing the following fact sheets and information sources:

For questions about students who plan to travel, or have recently traveled, to areas with community spread of COVID-19, refer to CDC’s FAQ for travelers. Schools can also consult with state and local health officials. Schools may need to postpone or cancel trips that could expose students and staff to potential community spread of COVID-19. Students returning from travel to areas with community spread of COVID-19 must follow guidance they have received from health officials. COVID-19 information for travel is updated regularly on the CDC website.


Guidance for schools with identified cases of COVID-19 in their community


If local health officials report that there are cases of COVID-19 in the community, schools may need to take additional steps in response to prevent spread in the school. The first step for schools in this situation is to talk with local health officials. The guidance provided here is based on current knowledge of COVID-19. As additional information becomes available about the virus, how it spreads, and how severe it is, this guidance may be updated. Administrators are encouraged to work closely with local health officials to determine a course of action for their childcare programs or schools.

Determine if, when, and for how long childcare programs or schools may need to be dismissed.

Temporarily dismissing childcare programs and K-12 schools is a strategy to stop or slow the further spread of COVID-19 in communities. During school dismissals, childcare programs and schools may stay open for staff members (unless ill) while students stay home. Keeping facilities open a) allows teachers to develop and deliver lessons and materials remotely, thus maintaining continuity of teaching and learning; and b) allows other staff members to continue to provide services and help with additional response efforts.

Childcare and school administrators should work in close collaboration and coordination with local health officials to make dismissal and large event cancellation decisions. Schools are not expected to make decisions about dismissal or canceling events on their own. Schools can seek specific guidance from local health officials to determine if, when, and for how long to take these steps. Large event cancellations or school dismissals*** may be recommended for 14 days, or possibly longer if advised by local health officials. The nature of these actions (e.g., geographic scope, duration) may change as the local outbreak situation evolves.

If an ill student or staff member attended school prior to being confirmed as a COVID-19 case:

  • Local health officials may recommend temporary school dismissals if a student or staff member attended school prior to being confirmed as a COVID-19 case. Local health officials’ recommendations for the scope (e.g., a single school, a full district) and duration of school dismissals will be made on a case-by-case basis based on the most up-to-date information about COVID-19 and the specific cases in the impacted community.
  • Schools should work with the local health department and other relevant leadership to communicate the possible COVID-19 exposure. This communication to the school community should align with the communication plan in the school’s emergency operations plan. In such a circumstance, it is critical to maintain confidentiality of the student or staff member as required by the Americans with Disabilities Act and the Family Education Rights and Privacy Act.
  • If a student or staff member has been identified with COVID-19, school and program administrators should seek guidance from local health officials to determine when students and staff should return to schools and what additional steps are needed for the school community. In addition, students and staff who are well but are taking care of or share a home with someone with a case of COVID-19 should follow instructions from local health officials to determine when to return to school.

If schools are dismissed, schools can consider the following steps:

  • Temporarily cancel extracurricular group activities and large events.
      • Cancel or postpone events such as after-school assemblies and pep rallies, field trips, and sporting events.
  • Discourage students and staff from gathering or socializing anywhere.
      • Discourage gatherings at places like a friend’s house, a favorite restaurant, or the local shopping mall.
  • Ensure continuity of education.
      • Review continuity plans, including plans for the continuity of teaching and learning. Implement e-learning plans, including digital and distance learning options as feasible and appropriate.
      • Determine, in consultation with school district officials or other relevant state or local partners:
        • If a waiver is needed for state requirements of a minimum number of in-person instructional hours or school days (seat time) as a condition for funding;
        • How to convert face-to-face lessons into online lessons and how to train teachers to do so;
        • How to triage technical issues if faced with limited IT support and staff;
        • How to encourage appropriate adult supervision while children are using distance learning approaches; and
        • How to deal with the potential lack of students’ access to computers and the Internet at home.
  • Ensure continuity of meal programs.
      • Consider ways to distribute food to students.
      • If there is community spread of COVID-19, design strategies to avoid distribution in settings where people might gather in a group or crowd. Consider options such as “grab-and-go” bagged lunches or meal delivery.
  • Consider alternatives for providing essential medical and social services for students.
      • Continue providing necessary services for children with special healthcare needs, or work with the state Title V Children and Youth with Special Health Care Needs (CYSHCN) Program.