Staying in Business
This chapter continues the discussion of the practical issues involved in starting and running a charter school. It describes such key activities as selecting faculty, evaluating students and faculty, determining school governance, and managing the business side of the school.
Many sponsors and supporters will want to know who at least some of the faculty members will be. Other sponsors will not require that prospective faculty be identified before the sponsor considers granting a charter. However, all the strong charter schools I have visited had some of their faculty involved in developing the original proposal, and this is a key point.
There is nothing wrong with a group of parents and community advocates developing a charter proposal. In fact, parent and community participation produces a proposal with valuable outside support. However, the people who will do the majority of dayto-day work in the school are teachers. Having at least some of the teachers who want to work at the charter school participate from the earliest discussions on allows the parents and community members to get to know these educators well. It is extremely difficult to judge a teacher effectively during a job interview. But if you have worked with the person for months and know her or his strengths and weaknesses, you can make a much more informed decision about whether she or he is appropriate for the school. The teachers who participate in the founding are also likely to have a special