2008 - 2011 Strategic Outcomes & Goals
1. To be the recognized and acknowledged public policy leader of the charter school community in Minnesota.
- Articulate and communicate a comprehensive public policy agenda that addresses the educational needs of Minnesota’s young people and fulfills the goals of the charter school law.
- Educate charter school leaders and community members on the legislative and political processes and public policy issues.
- Expand the capacity of the Association to be actively and fully engaged in the legislative and regulatory processes at the state and national levels.
- Expand and maintain a “statewide” grassroots network and provide training and assistance for local political action at the school community level.
2. To be a primary facilitator of sustainable growth in the quantity and quality of new charter schools in Minnesota.
- Develop and update materials and resources for school developers to assist them in being successful in the school development process – with emphasis on both the business and educational aspects of the enterprise.
- Provide orientation sessions, training, application review sessions and support for school developers in understanding charter school movement, the various aspects of charter schools, and quality proposals and successful applications.
- Develop resources and provide support for sponsors in fulfilling their responsibilities for ensuring the school proposals they approve are successful.
3. To have MACS member schools recognized as high quality, innovative and accountable public schools.
- Establish an innovation program that assists educators in recognizing their own innovative capacities, assists the schools in creating and maintaining a culture of innovation and recognizes innovation in charter schools.
- Support the development of innovative models and approaches for accountability expectations of sponsors, parents, the state and the public.
- Support the development of innovative models and approaches to measure outcomes in academics, operations, parental satisfaction, and governance.
- Develop sustainable leadership development opportunities for the various individuals and groups in leadership roles at charter schools.
4. To be the leader and trusted broker in connecting charter schools with information, people and resources to improve organizational and academic achievement.
- Facilitate the networking of school leaders, board members, and other school staff to enhance the exchange of ideas, improvement achievement, improve charter operations and build community in the charter school movement.
- Develop cooperative programs that create savings for charter schools.
- Expand and maintain a vibrant array of effective communications strategies and tools to inform and connect people in the charter school community and the public with the charter school movement.
- Facilitate activities that maximize the potential impact of the charter school community in obtaining resources, communicating the story of charters or the opportunity for cooperative action.
5. To be a sustainable organization that has a diverse financial base, model governance and an engaged membership.
- Expand and maintain a broad, deep and sustainable opportunities for members to participate in the work of the Association.
- Develop a variety of revenue streams and business opportunities to sustain and grow the Association.
- Establish procedures and programs to recruit, support and recognize the engagement of members and other volunteers in the work of the Association.
- Communicate a culture of high expectations and ethics for members of the Association.
- Develop and implement quality non-profit processes, policies and practices and then share these models with member schools.