Creating Independence: Community, Commitment, Collaboration

1. Creating Independence:Community, Commitment, Collaboration By Daren M. Houck Headmaster, The Mountain School at Winhall Thursday, May 6, 2010

2. Those who really desire to attain an independence, have only [to] set their minds upon it, and adopt the proper means, as they do in regard to any other object which they wish to accomplish, and the thing is easily done." --P.T. Barnum, American showman and businessman

3. Who is This Guy? • Educational leader, teacher, and coach for almost 15 years • Worked in public and independent schools (from 70 to 1,400 students) in three states • Certified school leader and elementary and middle school teacher • M.Ed. Educational Leadership • Educational Consultant and writer

4. The Mountain School at Winhall: A History

5. The “Why’s” of 1997-1998 • Student performance • Bottom 5-10 elementary schools in VT (unconfirmed) • Tuition costs • Highest K-12 tuition in state (confirmed) • Rate equaled 2009-2010 ($12,600) • Institutional mentality • TV Fridays, principal turnover, tenure, poor teaching (conversations) • So what to do? • Close, stay the same, go private, go Academy?

6. What is a “Town Academy?” • Dates back to 1700’s • “Private School, Public Mission”--towns contracted with private schools to educate children • Used to be hundreds…now only 20 • Washington and Fryeburg (ME) oldest operating TA’s (founded early 1790’s) • VT Academies: Thetford (oldest, 1817), Burr & Burton Academy, St. Johnsbury, Lyndon Institute, MSW

7. Core Values: Independence Every child, whole child Governance: Typically private, self-perpetuating Board NAIS “Best Practices” Held accountable by mission and by-laws Some TA’s 1/2 publicly elected Board’s role is strategic Adopts budget, creates Board policies, evaluates the HOS, fund/friendraising Board has one employee: HOS (“CEO”) Board does not make daily management decisions Funding (See “Budget”): TA’s receive funding from two main sources: tuition and fundraising Bulk from tuition (public and private) 501(c)3 status allows for tax-deductible donations from donors, foundations, etc. Tuition: Set by the Board Approved by the sending towns Financial aid How Does a TA Operate?

8. TA Operations, Cont. • Sending Towns • TA’s work with surrounding towns to guarantee admission to every child the school is able to serve • Partnership with the parents • Designation • Towns can vote to designate (no “choice” to other independent schools) • Must pay for public

9. Public, Private,Independent • Not all “private” schools are “independent,” but all “independent” schools are “private” • In U.S., 6,049,000 Pre-K-12 students attend private schools (11% of student population) • Private schools make up 25% (33,740) of all schools • Only 1% of American students (10% of all private school students) attend a “true” independent school • Independent schools have the freedom to… • Define their own mission • Admit/retain students the mission states the school should serve • Hire/retain faculty based on the school’s own criteria for excellence • Articulate a curriculum and program as the school/mission deems fit • Other private schools are: • Financed and controlled by the state (i.e. Charter schools), or • Financed and controlled by a church (i.e. parochial)

10. MSW as an Independent • Vermont recognizes only “Public” or “Independent” • Private v. Independent …just semantics? • MSW a “true” independent school by definition and operation • Same philosophy of admission for town and private-pay students--serve all

11. Independent schools operate on “real dollars” Current year numbers No back-billing No shadow-student provisions MSW: 75% sending town students, 25% “private pay” Actual costs of educating a public school student v. average announced tuition $15,475 2009-10 “real” costs v. $11,867 (VT, CATO) Independents rely on fundraising Endowments, Annual Campaigns, other MSW alone is responsible for budget 20% of MSW budget is fundraising (Annual Fund, endowment, grants, etc.) Medicaid, Title I, other funds available with strings (10%) School employs Development Director, Board has Development Committee Town savings were realized over last decade Equalized spending per child same today ($15,000-) as 1997-98 The Budget

12. Our Successes • Expansion • K-6 to Pre-K-8 • 36-73 students in 12 years • Extended Program • Offerings (I.e. PK-8 Spanish), averages to other schools • Achievement (89% reading in 5 years, 86% math in 8 years) • Endowment • First ever--provides for the future • Enrollment • Only school in district with level/increased enrollment last 3 years • 2nd homes, private pay (3%-25%) • Diversity (35% Title I 20% SPED)

13. Our Personal Challenges • Clarity… • Philosophy v. Practice • Accept every child… • Strategic Planning • Unclear direction--6 heads in 6 years • Live for today, plan for future • SPED • No one cares for your children like you do… • Culture of Choice • 2nd homes, limited by state • Identity • Know yourself, and let others know, too!

14. Advantages to Independence • Independence • 5 P’s (Purpose, promise, principles; philosophy, program) • NCLB • Quality v. qualified teachers • Choice • Families empowered to choose, financial support • Creativity • Curriculum • Teaching • Mission-driven • Focus on whole child, not AYP • Every decision based on core values of the school and community, not the government • “Quality” decisions

15. Data-driven Independent schools have higher student achievement (Friedman Foundation) Research shows “power to principals” makes all the difference (William G. Ouchi, UCLA, 665 school-study) Quality v. qualified teachers: Many public school teachers hired from bottom 1/3 of college grads (The New Commission on the Skills of the American Workforce report, Tough Choices or Tough Times) The idea of “choice” drives schools to be better--increases public school achievement as well (Friedman Foundation; Markets v. Monopolies) Data-driven, cont. Real estate values (higher in Choice towns) Vermonters voice: 89% choice, 44% private (VT Survey) Changing Tides of Ed. Push for something different Can adapt quickly (I.e. Pre-K, Int’l students) Specialize to community, student needs Sense of ownership If you fail, school fails Advantages, Continued

16. Disadvantages to Independence • Independence! • School alone determines budget and income…no bailouts! • Choice! • Students can go elsewhere • Lack of universal choice, students must pay to come to you • Fundraising • Aren’t you a public school? • My taxes are too high… • Declining population • Tied 1st (23%)/2nd (22%) in declining student population v. nat’l avg. (VHA, USDOE) • Bottoms out 2014 or 2018 • Lack of security • The unknown… • Process • Must have a core group of committed, selfless individuals with passion, time, and resources

17. Keys to Moving Forward • Strong Leadership • Board and Head • Strategic Vision • Foundational • Visionary • Clearly Defined Mission • Child and learning-centered • Rigor and creativity • Guides every decision • Commitment • Founders, school, community • Staffing Decisions • Who stays? • SPED • Must take control of all aspects of your school • Clarity of Change • Avoid MSW’s identity crisis

18. Other Questions • The facility? • MSW, WSD, and the Town of Winhall • The staff? • Severance package? Employment status? • Have families moved to Winhall for MSW? • Yes--more than 20 current students have moved to Winhall for our school • However, others have moved for other schools (Holderness, etc.) and some have left MSW for local public or independent schools • Has the community thought of expanding 9-12? • No…BBA! • What agencies helped start MSW? • Vermonters for Better Education, VISA, Pat Pallas-Gray (DOE), individual consultants

19. Other Resources • www.themountainschool.org • www.vermontersforbettereducation.com • The Maine View (Maine Policy Heritage Center) • They Spend What? The Real Cost of Public Schools (CATO) • Vermont Spending Data (VTDOE) • Private/Public School Achievement (Friedman Foundation) • Survey (Strategic Vision) • Markets v. Monopolies (CATO) • MSW History