• Leadership vacuum with no CSO and CLO on leave, Andrew is currently providing direct management over schools’ team and management team
• Structure is unsustainable, need to consider different approaches.
• Discussion: current leadership structure + responsibilities
  • Schools team - execute the learning plan designed by the learning team.
  • 1 principal on leave, MD of schools, Marc, is now the principal. 
  • MD of Ops operating as a school-based ops person at CAS - actively hired for this role and this person will be replaced by Jan 1
  • Layer of support above school-based roles has been compromised due to lack of school-based leadership roles.
  • Learning team - design the learning plan – scholar achievement, data, etc.
  • COO (Matt) is now managing school ops, shrinks the pool of resources for people to manage.
  • Andrew currently managing family experience/student recruitment.
  • Garret: What was the vision for collaboration between CSO and CLO?
    • Idea was to let content area experts do their thing on learning side, but have single person accountable on school side.
    • Almost all of their major work was done collaboratively.
    • Purpose is to split burden of CAO role. 
    • No vacancies at home office since vacant roles have been eliminated.
  • Andrew’s current POV
    • Sees a pathway for Learning Team – contract for the instructional support work, all in on HQ curriculum implementation.
    • Need support on Schools Team – family experience is going well but need more support for direct to school support.
  • Key question #1: What are the immediate and long-term benefits of hiring a CSO versus reallocating responsibilities within the current leadership team?
    • Option 1: find a great person by June.
    • Option 2: find a junior person by February.
    • AEC coalesced around waiting to hire a strong candidate, employ a strong search for a spring/summer start.
      • How can we support Andrew to get the contract support he needs between now and June to support schools?
      • What is the concrete plan to get the support needed on the school’s side between now and June?
  • Key question #2: How would the presence of a CSO impact principal trust and investment in the network vision, given recent leadership transitions?
    • Significant transitions that impact principals most
    • Current state - 3 healthy schools, 2 not so healthy campuses

Action items

• What is the concrete plan to get the support needed on the schools’ side between now and June?
• Get principals more support, articulate what that support will be as part of the plan shared with the board.