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Meeting 1Kick-off and Fact Finding

June 10th, 20082:30 to 4:00

at Georgia Public Broadcasting

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Agenda – June 10, 2008

• Call to Order• Welcome & Introduction 2:30 p.m.

• Summary of Commission Charter 2:35 p.m.

• Introduction of Commission Members2:40 p.m.

• Presentations– The Economics of Education 2:45 p.m.– DOE and Local School Boards 3:00

p.m.– Governance and Georgia School Boards 3:15 p.m.– School Board Governance: A Key to Quality 3:45 p.m.

Organizations

• Closing & Next Steps 4:25 p.m.

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Commission MembersPhil Jacobs, co-chair Buster Evans Helene Lollis

Retired President Superintendent President

AT&T Southeast Business Forsyth County Schools Pathbuilders, Inc.

Communications Services,

AT&T Southeast Jeff Firestone Bill McCargo

Vice President, Legal Department VP Human Resources

Gary Price, co-chair UPS Foundation Scientific Atlanta

Managing Partner

PricewaterhouseCoopers Ed Heys Erica Qualls

Atlanta Deputy Managing Partner General Manager

John Rice, co-chair Deloitte Atlanta Marriott Marquis

Vice Chairman of GE

President & CEO, Cathy Hill Diane Sandifer

GE Infrastructure Region Manager - Metro South Region Harris County School Board

Georgia Power

Albert J. Abrams Stephanie Tillman

Vice President, External Affairs Albert Hodge Vice President &

Macon State College Eleventh Congressional District Associate General Counsel

Georgia State Board of Education Flowers Foods, Inc.

Vance D. Bell

CEO Audrey Hollingsworth Dan Weber

Shaw Industries Group, Inc. SVP, Director Financial Services HR Senator, District 40

Synovus Georgia Senate

Brooks Coleman

Representative, District 97 Art Hopkins Philip Wilheit, Sr.

Georgia House of Representatives President President & CEO

Macquarium Intelligent Communications Wilheit Packaging

Richard Dorfman

President & CEO Milton Little

Federal Home Loan Bank President

United Way of Metro Atlanta

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Commission for School Board Excellence: CharterThe State School Board of Georgia, in its mission to continually improve school performance and raise student

achievement, asked the Georgia and Atlanta Chambers of Commerce as well as the Georgia Partnership for Education Excellence and AdvancEd to task business leaders and others across the state of Georgia to focus on improving Georgia’s school boards.

The business community gladly took on this challenge because successful local schools and their graduates are essential to local employers and to the continual increase in the standard of living of local communities. The school board is the accountable party that ensures that local schools produce educated graduates who will comprise the talented local workforce for business.

School success and resulting student achievement begin with the local school system. The local school board, by hiring the superintendent, approving the multi-million dollar budgets, setting the vision, and establishing policies, builds the foundation from which the school system can deliver individual school success and student achievement.

The school board is the critical governing body of each school system. Today, many Georgia school systems are not performing by numerous national measures and school boards share in that responsibility.

While school systems and their boards are not businesses, they should use business best practices given their multi-million dollar operations and significant workforce. It is therefore critical that every school board member be a capable and knowledgeable individual who clearly understands the role, the school system and its financial structure, and the State education environment in which they operate with student achievement being the core focus.

It is also essential that Georgia provide the best in class governance framework, appropriate district scale and structure, and the most effective educational tools and resources to best support the local school board/school system model.

The Commission for School Board Excellence will utilize the resources of the business community, corporate board best practices, and school system and school board governance experts across the country to develop recommendations that are focused on improving the effectiveness and knowledge of school board members as well as the school board framework within which they operate and the tools and processes they use.

Within a 90 day window, the Commission will hear from state and national experts on public education and school board governance. The Commission will submit summary observations and resulting recommendations with which the state school board can take appropriate action.

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The Commission Web Site

The web site, supported by the Georgia School Boards Association, can be accessed through the Georgia and Metro Atlanta Chamber web sites

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Speakers• Susan Walker Policy & Research DirectorGeorgia Partnership for Education Excellence

• Andrew BroyAssociate Superintendent, Policy & Charter SchoolsGeorgia Department of Education

• Phil Hartley Legal CouncilGeorgia School Boards Association

• Mark Elgart President & CEOAdvanc-ED

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Examine the Education Data

for Georgia

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Academic Achievement Milestones

• School Readiness• Literacy by 3rd Grade• Numeracy by 8th Grade• High School Graduation

Workforce and/or College Ready…

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NAEP 2007 4th Grade Reading At or Above Proficiency

49%

43% 41% 40% 39%34% 33%

20% 19%

27%28%29%

26%

0%

10%

20%

30%

40%

50%

60%

MA NJ CTNHVT

PA MT FL KY NCAL

GA TN SC LA MS

Source: National Center for Education Statistics, The Nation’s Report Card.

US Average 31%GA Average 28%

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NAEP 2007 8th Grade Math At or Above Proficiency

51%

43% 41% 40% 39%34% 32%

27% 25% 23%19% 18%

14%

0%

10%

20%

30%

40%

50%

60%

MA MN VTND

NJKS

SD NC SC FLKY

GA TN LA AL MS

Source: National Center for Education Statistics, The Nation’s Report Card.

US Average 31%GA Average 25%

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SAT 2007 Scores Reading, Writing, Math Composite

Source: College Board, 2007 College-Bound Seniors, State and National Reports.

1807 1793 1776 1775 17601711 1699 1685 1677 1673

14721486 1472 1459

1300

1400

1500

1600

1700

1800

1900

IA IL MN MO WI TN LA KY MS AL NC GA FL SC

US Average 1511GA Average 1472

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Georgia High School Graduation Rates

Source: The Governor’s Office of Student Achievement, State Report Cards.

YearHigh School Graduation

RateNumber of High School

Non-Grads

2004 65% 34,427

2005 69% 29,812

2006 71% 29,943

2007 72% 28,883

Total 123,065

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Economic Impact of

Georgia Non-Graduates

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Annual Income Comparisons and Unemployment Rate

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Percent of Adults 25 Years and Olderwithout High School Diploma

Source: Phyllis Isley and Jeremy R. Hill, “The Economic Impact of High School Non-Completion in Georgia,” Georgia Southern University, August 2003.

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Unemployment Rates by County

Source: Phyllis Isley and Jeremy R. Hill, "The Economic Impact of High School Non-completion in Georgia," Georgia Southern University, August 2003.

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State Service Delivery Regions

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Economic Impact of High School Non-Completion

How much could YOUR region benefit from this additional income currently being foregone?

Source: Phyllis Isley and Jeremy R. Hill, “Updated Economic Impact of High School Non-Completion in Georgia: 2005 Estimate,” Georgia Southern University April 2007.

Region 1 $2.2 billion

Region 2 $1.2 billion

Region 3 $4.2 billion

Region 4 $1.1 billion

Region 5 $1.1 billion

Region 6 $1.0 billion

Region 7 $1.1 billion

Region 8 $0.9 billion

Region 9 $0.9 billion

Region 10 $2.0 billion

Region 11 $1.0 billion

Region 12 $1.1 billion

TOTAL $18 billion* *According to GSU study, totals may not add due to rounding.

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Compounded Impacts of High School Non-Completion

Individuals The Community

Lower Lifetime Earnings

Reduced buying power, reduced tax revenues, and less economic growth

Decreased healthstatus, higher mortalityrates, more criminalactivity

Higher health care and criminal justice system costs

Higher rates of teen pregnancy and single motherhood

Higher public services costs

Less voting and volunteering

Less community involvement

Source: Levin, H., et al., “The Costs and Benefits of an Excellent Education for All of America’s Children,” Teachers College, January 2007.

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Improving the High School

Completion Rate

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Improving the HS Completion Rate and Workforce Readiness

1. Early Life Experiences

2. Academic Achievement K-12

3. Teaching Quality

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Improving the HS Completion Rate and Workforce Readiness

1. Early Life Experiences

2. Academic Achievement K-122. Academic Achievement K-12

3. Teaching Quality3. Teaching Quality

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Perry Preschool Study: Economic Effects

Source: Schweinhart, L.J., Montie, J., Xiang, Z., Barnett, W.S., Belfield, C.R., & Nores, M. (2005). Lifetime effects: The High/Scope Perry Preschool study through age 40. High/Scope Press.

41%

36%

66%

20%

13%

45%

0% 10% 20% 30% 40% 50% 60% 70%

Never onwelfare as

adult

Own home

Graduatedfrom high

school on time

Program group No-Program group

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Improving the HS Completion Rate and Workforce Readiness

1. Early Life ExperiencesEarly Life Experiences

2. Academic Achievement K-12

3. Teaching Quality3. Teaching Quality

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Comparing Achievement in Georgia:3rd Grade Reading CRCT

% Meets or Exceeds Standards

50%

60%

70%

80%

90%

100%

2004 2005 2006 2007

White

Black

Hispanic

* Test changed in 2006 with new standards. Source: The Governor’s Office of Student Achievement, State Report Cards.

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Comparing Achievement in Georgia:8th Grade Math CRCT

% Meets or Exceeds Standards

50%

60%

70%

80%

90%

100%

2004 2005 2006 2007

White

Black

Hispanic

* Test will change in 2008 with new standards. Source: The Governor’s Office of Student Achievement, State Report Cards.

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Improving the HS Completion Rate and Workforce Readiness

1. Early Life ExperiencesEarly Life Experiences

2. Academic Achievement K-122. Academic Achievement K-12

3. Teaching Quality

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Low-Achievers become High-Achievers with Effective Teachers

Pass rates of previous low-achieving studentsaccording to the effectiveness of their teachers

Mathematics

17%

50% 48%

94% 97% 100%

0%

20%

40%

60%

80%

100%

120%

Perc

en

t P

assin

g

Grade 3

Grade 5

Grade 8

Previous low-achievers with 3 ineffective teachers

Previous low-achievers with 3 effective teachers

Source: “The Real Value of Teachers,” Thinking K-16, 2004.

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Essential Building Blocks ofHigh Performing States

• Higher Standards

• Rigorous Curriculum

• Clear Accountability System

• Statewide Student Information System

• Leadership Training

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What Can We Do?

www.gpee.org

Question & Answer

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Georgia Department of Education

The Role of DOE and the Local School Boards

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Increasing recognition that quality school system governance is critical to school level success Issue: How to measure quality school

system governance? Defined roles and responsibilities? Single model with core competencies? Merely a function of high achieving school?

School System Governance

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Georgia School System Governance

Proper State Role?

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Georgia School System Governance New Models?

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1. School Turn Around/Improvement2. Restructuring/Contract Managed Schools

Resulting from poor student achievement

3. Contract models IE2: Optional, in order to receive enhanced

flexibility at the system and/or school level. Loss of governance as sanction.

Charter Systems: Optional, in order to receive enhanced flexibility at the system level. Requires school level governance

Georgia School System Governance New Models?

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Who has control over resources? Who has control over personnel decisions? As the system goes through strategic planning, what

is the public’s proper role? What to do about demonstrably underperforming

schools with strong community support? Whither “Local Control”? Proper State role in era of NCLB?

Georgia School System Governance

Relationships

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Question & Answer

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Governance and Georgia School Boards

Board Governance: A Key to Quality Organizations

42© 2006 AdvancED

Board Governance

• Research-based Standards• Good Practices• The Challenges• The Link to Student

Achievement

43© 2006 AdvancED

AdvancED Accreditation Standards for Quality

Schools/Systems1. Vision and Purpose2. Governance and Leadership3. Teaching and Learning4. Documenting and Using

Results5. Resources and Support

Systems6. Stakeholder Communications

and Relationships7. Commitment to Continuous

Improvement

44© 2006 AdvancED

AdvancED Accreditation Standards for Quality Schools

Commitmentto ContinuousImprovement

Documenting &Documenting &Using ResultsUsing Results

Vision & Purpose

Governance& Leadership

Teaching & Learning

Resources &SupportSystems

StakeholderCommunications

andRelationships

Commitment to Continuous Improvement

45© 2006 AdvancED

Governance and LeadershipGovernance and LeadershipThe system provides governance and leadership that

promote student performance and school effectiveness.

In fulfillment of this standard, the system operates under the jurisdiction of a governing board that:

• Establishes and communicates policies and procedures that provide for the effective operation of the system

• Recognizes and preserves the executive, administrative, and leadership authority of the administrative head of the system

• Ensures compliance with applicable local, state, and federal laws, standards, and regulations

• Implements policies and procedures that provide for the orientation and training of the governing board

• Builds public support, secures sufficient resources, and acts as a steward of the system’s resources

• Maintains access to legal counsel to advise or obtain information about legal requirements and obligations

• Maintains adequate insurance or equivalent resources to protect its financial stability and administrative operations

46© 2006 AdvancED

Governance and LeadershipGovernance and LeadershipThe system provides governance and leadership that

promote student performance and school effectiveness.

In fulfillment of this standard, the system has leadership that:

• Provides for systematic analysis and review of student performance and school and system effectiveness

• Creates and supports collaborative networks of stakeholders to support system programs

• Provides direction, assistance, and resources to align, support, and enhance all parts of the system in meeting organizational and student performance goals

• Provides internal and external stakeholders meaningful roles in the decision-making process that promote a culture of participation, responsibility, and ownership

• Assesses and addresses community expectations and stakeholder satisfaction

• Implements an evaluation system that provides for the professional growth of all personnel

47© 2006 AdvancED

Effective Practices for Effective Boards

General Duties• Oversees the business and affairs of the school/system; • Establishes financial policies, provides ongoing financial oversight, and ensures

financial stability; • Ensures that there are written procedures for the termination and/or suspension of any

student and that professional ethics are strictly observed should such procedures need to be activated;

• Establishes policies to ensure no conflict of interest between business, professional or parental roles and duties to the school;

• Assures that guidelines for student conduct, attendance, and dress are written and communicated to all students, parents, and staff members;

• Ensures that personnel policies are in place and provide for the ethical treatment of all staff with respect to hiring practices, compensation, evaluation, and working conditions

• Supports and models inclusive decision making methods; • Maintains adequate risk management policies for the protection of the school, including

governance policies in the event of an emergency; • Hires and oversees the administrative head of the school; and • Implements a remuneration plan for all members of the staff that recognizes the

administrative head as the highest paid employee.

48© 2006 AdvancED

Effective Practices for Effective Boards

Financial Oversight As referenced on the previous slide, the board plays a critical role in financial

oversight. The following practices provide more detail on this role. The governing board:

• Assures that the accounts are kept in accordance with generally accepted accounting principles and are audited annually by an independent, licensed accountant;

• Assures that debt service or lines of credit are managed in such ways as to ensure that fiscal responsibility remains under the control of the governing authority;

• Maintains adequate insurance or equivalent resources to protect its financial stability and administrative operations from protracted proceedings and claims for damage

• Maintains a policy for funds in reserve; • Ensures the financial stability of the school system, and assures that the school

system is not in, nor in prospect of moving into, financial reorganization under the protection of bankruptcy; and

• Maintains policies for fund raising and adheres to accepted standards for reporting and recognizing gift revenues and fund raising expenditures.

49© 2006 AdvancED

Effective Practices for Effective Boards

Role of Governing Board and Administrative Head Indicator 2.2 Recognizes and preserves the executive, administrative, and leadership

prerogatives of the administrative head of the school In support of this indicator, the governing board engages in the following practices:

• Maintains and adheres to clearly defined roles and responsibilities for board members and the administrative head of the school;

• Provides and implements orientation and evaluation procedures for board members and the administrative head;

• Maintains a strategic and policy-level focus; • Enables the administrative head to focus on the day-to-day operations of the

school; • Preserves the administrative head’s ability to hire and evaluate personnel in

accordance with established policies and procedures; • Assures that the administrative head of the school allocates and aligns the human

instructional, financial, and physical resources in support of the vision and purpose of the school; and

• Provides for stability in transitions of leadership.

50© 2006 AdvancED

The Challenges• Motivation to be a board member

Is it a political office or service to community? Is it a job or volunteer? Am I serving to support my personal agenda or wanting to

make a contribution?• Identifying and electing the right people to serve

Educating the community on the characteristics of a good board member

Helping communities encourage the right people to serve• Training and support for board members

Understanding the role and its responsibilities Helping people make an informed decision about serving on a

board• Maintaining quality control

How can a school system implement internal controls to support effective board governance?

What reasonable and practical procedures can be enacted to address problems?

51© 2006 AdvancED

Link to Student Achievement

• Thinking Differently: Recommendations for 21st Century School Board/Superintendent Leadership, Governance, and Teamwork for High Student AchievementBy Richard H. Goodman and William G. Zimmerman, Jr.

• Coherent governance: a board-superintendent relationship based on defined goals can raise achievement. By Randy Quinn

• School Boards at the Dawn of the 21st Century: Conditions and Challenges of District Governance. By Frederick M. Hess

• Pontiac School Board Must Do Better, Study Finds. By Chartwell Education Group

52© 2006 AdvancED

Other Resources

Additional practices and resources with regard to effective board practices and school management are:

• National School Board Association’s website at www.nsba.org, which has published The Key Work of School Boards, which outlines eight key action areas to guide school boards in their efforts to improve student achievement.

• Georgia School Boards Association e-Board Solutions, www.gsba.org, which provides Boards electronic tools and resources to plan and conduct effective Board meetings. Resources include links to legislation, model policies, and peer sharing.

• The National Association of Independent Schools at www.nais.org offers Principles of Good Practice, which defines standards and ethical behavior in key areas of school operations for independent schools.

53

© 2006 AdvancED

Question and Answer

Page 54

General Question and Answer

• Commission Members and Chairs

Page 55

Closing & Next Steps

• Recap of Issues

• Future Meetings– Meeting 2, July 8th, 2008

– Meeting 3, August 7th, 2008

Communications and Comments• Commission links through the Georgia and Metro Atlanta Chambers’

websites: www.gachamber.com and www.metroatlantachamber.comor at the site: https://eboard.eboardsolutions.com/index.aspx?s=61187

• Direct public comments to:

Georgia Chamber of CommerceAttention: Lauren Wilkes233 Peachtree Street , Ste 2000Atlanta, GA 30303