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1 | Introduction: The strategic partners that together create a Georgia College and Career Academy will also make decisions together regarding the Academy's provision of the work force development needed by the community, including what Career Pathways, Dual Enrollment, and post-secondary certifications will be offered, the Academy personnel that will provide instruction and leadership, and the Academy's use of the revenues it is provided by its strategic partners (including the GCCA's governing board, GCCA management, the school district, the local technical college partners, and other post-secondary, business, and community partners). | |||||||||
2 | Instructions: | |||||||||
3 | 1. The rows in the matrix below describe the decisions that will be made by a College and Career Academy's strategic partners. GCCA applicants must place a checkmark in cells to show the agreement reached with their strategic partners on the respective roles and responsibilities of each partner as it relates to each of the decisions listed. The checkmarks included in the template are a starting point for discussion among the strategic partners. | |||||||||
4 | 2. Describe the composition of your College and Career Academy Governing Board and attach the Board's By-Laws to your submission to the Georgia Department of Education of this College and Career Academy Partners Roles and Responsibilities Chart as part of your performance contract application or amendment. | |||||||||
5 | Georgia College and Career Academy Partners Roles and Responsibilities Chart | |||||||||
6 | Standard 1: Governance and Leadership - Operates under shared governance and leadership that support the Academy’s performance contract, maintain liaison with business and industry partners, and fully utilize flexibility to support student performance and school effectiveness. | GCCA Certification Standards and Assurances | GCCA with a stand-alone charter contract | |||||||
7 | Charter School Nonprofit Governing Board | Charter School Manage-ment | Local School District* | Local Technical College Partner | Other Higher Education Partner(s) | Business Partner(s) | Community Partner(s) | |||
8 | Ensure the GCCA has a written mission statement that is focused on workforce development and student success and represents stakeholder needs as defined in the Performance Contract. | S1-A1 | ||||||||
9 | Comply with Performance Contract requirements, including tracking of annual performance goals, flexibility waiver utilization, governing board training (including any required LSGT training for GCCAs within a charter system), and (where applicable) fiscal management and administration, and credentials of the chief financial officer. | S1-A2 | ||||||||
10 | Ensure the majority of the GCCA’s governing board members represent business and industry. | S1-A3 | ||||||||
11 | Implement a consistent process to ensure that its activities avoid conflicts of interests | S1-A4 | ||||||||
12 | Collaborate with k-12 and post-secondary partners to ensure that processes and procedures are consistent with the Performance Contract. | S1-A5 | ||||||||
13 | Review by-laws annually and revise as needed to support the Performance Contract and to define operations and processes required of the GCCA Board, including selection, terms and limits, and removal of members. | S1-A6 | ||||||||
14 | Participate in required annual board training in accordance with OCGA 20-2-2072 and SBOE Rule 160-4-9-.06 and the Performance Contract. | S1-A7 | ||||||||
15 | Support the autonomy of GCCA leadership to carry out its responsibilities for meeting achievement and instructional goals. | S1-A8 | ||||||||
16 | Conduct on a regular basis an in-depth review of program expenditures to ensure effective use of resources and materials. | S1-A9 | ||||||||
17 | Ensure the CEO of the GCCA has knowledge and training related to workforce and economic development. | S1-A10 | ||||||||
18 | Ensure the GCCA Partners Roles and Responsibilities Matrix reflects any Memoranda of Understanding (MOU) and other agreements among the GCCA, school districts, the local technical college partner, and other higher education, business, and community partners; furthermore, the matrix accurately the partners’ roles and responsibilities. | S1-A11 | ||||||||
19 | If the parties disagree, the parties will pursue a resolution that considers that the district’s LBOE retains control and management over the GCCA while considering the spirit of the GCCA partnership. If the GCCA governing board cannot resolve an issue, the final resolution will come from the district’s LBOE chair, and the resolution of the conflict will ensure that the mission of the GCCA is not compromised nor does it prevent any of the parties from operating according to legal obligations or the individual policies of any party. | S1-A12 | ||||||||
20 | Participate in the selection, evaluation, transfer, promotion, demotion, and/or termination of the CEO, if applicable. | S1-A13 | ||||||||
21 | Select, evaluate, retain, transfer, promote, demote, and/or terminate the principal, faculty, and all other staff, in accordance with LBOE and GCCA policies and procedures. | S1-A14 | ||||||||
22 | Utilize flexibility, including the teacher certification waiver where needed, to provide the best instructors possible. | S1-A15 | ||||||||
23 | Align budget priorities with the strategic plan, including personnel, curriculum, supply, equipment, maintenance, and operations costs. | S1-A16 | ||||||||
24 | Ensure the CEO is fully supported in the ongoing efforts at developing the local and regional workforce. | S1-A17 | ||||||||
25 | Personnel Decisions | |||||||||
26 | Establish compensation model including salary ranges, bonus or performance-based increases, supplements, and personal and professional leave, health, dental and disability. | S1-A18 | ||||||||
27 | Evaluate the principal (LKES), teachers (TKES) and all other staff | S1-A19 | ||||||||
28 | Manage day-to-day operations. | S1-A20 | ||||||||
29 | Manage HR processing, including employment contracts and benefits administration | S1-A21 | ||||||||
30 | Financial Decisions and Resource Allocation | |||||||||
31 | Adopt a budget to fund the implementation of the strategic plan. | S1-A22 | ||||||||
32 | Determine number and type of personnel positions budgeted, including qualifications, roles, and job descriptions. | S1-A23 | ||||||||
33 | Exercise discretion over expenditure for all state and local funds and, as permissible, federal funds. | S1-A24 | ||||||||
34 | Establish financial policies and standard operating procedures. | S1-A25 | ||||||||
35 | Maintain a reserve fund. | S1-A26 | ||||||||
36 | Ensure sound fiscal management and monitor budget implementation. | S1-A27 | ||||||||
37 | Ensure GCCA receives all per-pupil and other funding to which it is entitled by agreement with the local district (its fiscal agent) and GCCA partners, including funds for payment of CEO; costs related to facility(y)(ies), equipment, and furnishings owned by the district for use by the GCCA, including for renovation, maintenance, equipment and furnishings; costs related to the internet connections and networking for the GCCA; and any other agreed upon continuing or one-time revenue. | S1-A28 | ||||||||
38 | Operational Decisions | |||||||||
39 | Hold the CEO accountable for implementing the strategic plan and annual report with stakeholders on schedule and within budget. | S1-A29 | ||||||||
40 | Provide input into GCCA operations that is consistent with the strategic plan and performance contract goals, including adopting human resources policies, procedures, and handbooks. | S1-A30 | ||||||||
41 | Foster current partnerships and develop new partnerships in order to ensure academy sustainability. | S1-A31 | ||||||||
42 | Maintain open communication with all stakeholders to help guide and support the work of the Academy. | S1-A32 | ||||||||
43 | Manage transportation decisions, including authority to contract for transportation service, if applicable. | S1-A33 | ||||||||
44 | Manage the facility or facilities that are owned and operated by the school system for use of the GCCA, if applicable. | S1-A34 | ||||||||
45 | Maximize the use of the facility among all Academy partners. | S1-A35 | ||||||||
46 | Standard 2: Strategic Planning and Sustainability - Maintains and communicates a purpose and direction that fully utilizes flexibility to support a commitment to high expectations for learning as well as shared values and beliefs about teaching and learning. | GCCA Certification Standards and Assurances | GCCA with a stand-alone charter contract | |||||||
47 | Charter School Nonprofit Governing Board | Charter School Manage-ment | Local School District* | Local Technical College Partner | Other Higher Education Partner(s) | Business Partner(s) | Community Partner(s) | |||
48 | Adopt a strategic plan that addresses specific interim and long-term goals, regularly reviews progress against its goals, identifies strategies to improve its results, and holds itself accountable for implementing improvement strategies and determining impact. | S2-A1 | ||||||||
49 | Provide pathway options that meet employment needs of the region and state and take into account students’ interests | S2-A2 | ||||||||
50 | Adopt policies, processes, and procedures to guide GCCA efforts to hire, place, and retain qualified professional and support staff | S2-A3 | ||||||||
51 | Publicize programs addressing high priority career fields and encourage students to enroll in these programs | S2-A4 | ||||||||
52 | Disaggregate, analyze and disseminate student achievement data specific to GCCA students. | S2-A5 | ||||||||
53 | Regularly communicate student and school performance data to all stakeholders, including data on GCCA students vs. general population students | S2-A6 | ||||||||
54 | Implement a process to receive input from students to increase GCCA effectiveness | S2-A7 | ||||||||
55 | Ensure the GCCA actively participates in the Georgia College and Career Academy Network (GCCAN) | S2-A8 | ||||||||
56 | Promote dual enrollment agreements and maximize dual credit/articulated opportunities with post-secondary partners. | S2-A9 | ||||||||
57 | Establish a process to ensure a high degree of collaboration between the GCCA governing board and the local board of education | S2-A10 | ||||||||
58 | Adopt and implement a marketing plan that is inclusive in its recruitment and retention of all students | S2-A11 | ||||||||
59 | Develop and maintain a comprehensive, easily accessible website and social media platforms targeting both current and prospective students businesses, and the local community | S2-A12 | ||||||||
60 | Assure all marketing is consistent across platforms and that all hard copy materials are of good quality | S2-A13 | ||||||||
61 | Collaborate with high school personnel including administrators, teachers and counselors to assure all are knowledgeable concerning dual enrollment, skills training, work-based learning, career pathways, and other opportunities provided in the CCA. | S2-A14 | ||||||||
62 | Market internally to students and parents of students in both the middle schools and high schools to include campus tours, career days, and presentations by career academy students and business and industry representatives to assure both students and parents are aware of the unique opportunities at the CCA geared toward future careers. | S2-A15 | ||||||||
63 | Provide opportunites for members of community to participate in CCA activities | S2-A16 | ||||||||
64 | Standard 3: Teaching and Assessing for Learning - Ensure curriculum, instructional design, and assessment practices fully utilize flexibility to support and ensure teacher effectiveness and student learning | GCCA Certification Standards and Assurances | GCCA with a stand-alone charter contract | |||||||
65 | Charter School Nonprofit Governing Board | Charter School Manage-ment | Local School District* | Local Technical College Partner | Other Higher Education Partner(s) | Business Partner(s) | Community Partner(s) | |||
66 | Establish and maintain a culture with innovative practices that ensures students are college and career ready with coursework aligned to the expectations of business and industry. | S3-A1 | ||||||||
67 | Use data that goes beyond standardized test scores to identify student learning needs. | S3-A2 | ||||||||
68 | Promote student participation in career and technical student organizations (CTSOs) and encourage student participation in these organizations. | S3-A3 | ||||||||
69 | Encourage interdisciplinary collaboration to ensure that the teaching of specific skills is embedded into the pathway curriculum. | S3-A4 | ||||||||
70 | Establish shared accountability and collaboration between the GCCA and its partners to improve student learning. | S3-A5 | ||||||||
71 | Ensure all professional growth opportunities are driven by specific identified data sources and targeted to instructor needs and GCCA as a whole. | S3-A6 | ||||||||
72 | Ensure high quality and rigorous course descriptions and course syllabi align with TCSG, Career Pathways and industry standards. | S3-A7 | ||||||||
73 | Ensure access to support to address the physical, social, financial and emotional needs of GCCA students. | S3-A8 | ||||||||
74 | Implement a process to provide career development planning for students. | S3-A9 | ||||||||
75 | Ensure close coordination with students’ home high schools and post-secondary partners to address other student needs such as counseling, assessment, referral, and educational planning | S3-A10 | ||||||||
76 | Adopt and implement a plan to increase student enrollment and success in courses that offer dual enrollment credits. | S3-A11 | ||||||||
77 | Ensure all requirements for delivery of services for English Learner (EL), special education (SPED), gifted, and Title 1 programs are met. | S3-A12 | ||||||||
78 | Select curriculum, activities and instructional delivery models that promote the success of students in the work force, including soft skills, employability skills, and financial literacy. | S3-A13 | ||||||||
79 | Monitor the success of the workforce development provided by the Academy. | S3-A14 | ||||||||
80 | Standard 4: Economic and Work Force Development - Develop Career Pathways, Dual Enrollment, and Post-Secondary Certifications which fully utilize flexibility to support an alignment to the economic and work force needs of the community and are driven and evaluated by its business partners. | GCCA Certification Standards and Assurances | GCCA with a stand-alone charter contract | |||||||
81 | Charter School Nonprofit Governing Board | Charter School Manage-ment | Local School District* | Local Technical College Partner | Other Higher Education Partner(s) | Business Partner(s) | Community Partner(s) | |||
82 | Involve community stakeholders in development of the GCCA. (The development of the GCCA is an on-going process.) | S4-A1 | ||||||||
83 | Actively solicit community and stakeholder input | S4-A2 | ||||||||
84 | Collaborate with business and industry to ensure program offerings and curriculum are customized to meet their needs | S4-A3 | ||||||||
85 | Promote work-based learning activities and uses data to continuously improve the program | S4-A4 | ||||||||
86 | Collaborate with employers to develop work-based learning opportunities for students and GCCA faculty and staff | S4-A5 | ||||||||
87 | Utilize data collected from business partners to assure appropriate technical, work ethic, and employability skills are embedded in the curriculum | S4-A6 | ||||||||
88 | Participate in economic development of the region and state to assure that a trained workforce is available | S4-A7 | ||||||||
89 | Ensure the GCCA attracts and welcomes visitors as a function of its role in economic development. | S4-A8 | ||||||||
90 | Ensure the GCCA governing board and management collaborate to develop career pathways, dual enrollment, and postsecondary certifications which fully utilize flexibility to support an alignment to the economic and workforce needs of the community and are driven and evaluated by its business partners. | S4-A9 | ||||||||
91 | Ensure that both industry and a post-secondary presence are reflected throughout in all aspects of the GCCA. | S4-A10 | ||||||||
92 | Select technology, instructional materials, and other resources aligned with community workforce development needs. | S4-A11 | ||||||||
93 | Ensure staff remains current in its ability to meet workforce development needs through high-quality professional development and externships. | S4-A12 | ||||||||
94 | Recommend/select curricula aligned to the Pathways, Dual Enrollment, and Post-Secondary Certifications to define community workforce needs. | S4-A13 | ||||||||
95 | Create and adopt a strategic plan (including performance goals and measures, and milestones and timelines) that will yield a high quality GCCA that manifests the vision and achieves the mission of the school, including a focus on preparing students to meet workforce needs while integrating academics and advanced career/technical education programs in the school system. The GCCA plan may be embedded in the district’s strategic plan and should be reviewed and revised annually. | S4-A14 | ||||||||
96 | Ensure Pathways are aligned with dual enrollment and postsecondary options through post-secondary partners. | S4-A15 | ||||||||
97 | Create and maintain a school culture that mirrors the culture of the work force in the community. | S4-A16 | ||||||||
98 | Assure certificates earned are those needed for students to obtain employment. (Serv-Safe for Culinary, CPR for Health) | S4-A17 | ||||||||
99 | Ensure partners provide fund-raising support, donated equipment, and/or in-kind services to the GCCA. | S4-A18 | ||||||||
100 | ||||||||||