This is a case study analysis of The Family Learning Center Charter School: Leadership and Accountability at a Crossroads by James R. Detert and Natalie R. Detert (2001). This case study focuses on the challenges a charter school may face when opening with a new philosophy on how to approach instruction. The Family Learning Center Charter School (FLC), founded by Dr. Wayne Jennings faced many challenges starting a new charter school: funding problems, inexperienced staff, little instructional support and leadership, and the lack of an established curriculum.
Summary of the Case Dr. Wayne Jennings led Designs for Learning, a private educational consulting firm in St. Paul, Minnesota. In 1992, the firm received a grant to create an innovative approach to K-12 education (Detert & Detert, p. 2, 2001). The product, Community Learning Centers, was based on the philosophy of teaching students to become well-rounded individuals while teaching core content areas. His focus was on creating …show more content…
Require the measurement of learning outcomes and create different and innovative forms of measuring outcomes
e. Establish new forms of accountability for schools
f. Create new professional opportunities for teachers, including the opportunity to be responsible for the learning program at the school site
To pay for start-up costs, Jennings received a $50,000 federal grant. No money was given by the district or state, per Minnesota charter school laws. The school was designed to have one, large open space with no walls or dividers. In addition, he set up his own independent busing contract, instead of using the district’s bus service. To run the school, Jennings signed a management contract with his own firm, Designs for Learning. According to the contract, Designs for Learning performed all managerial administrative and operational duties at a cost of 7% of the school’s total revenue (p. 5). Daily operations were handled by the teachers, education assistants and part time support
Summary of the Case Dr. Wayne Jennings led Designs for Learning, a private educational consulting firm in St. Paul, Minnesota. In 1992, the firm received a grant to create an innovative approach to K-12 education (Detert & Detert, p. 2, 2001). The product, Community Learning Centers, was based on the philosophy of teaching students to become well-rounded individuals while teaching core content areas. His focus was on creating …show more content…
Require the measurement of learning outcomes and create different and innovative forms of measuring outcomes
e. Establish new forms of accountability for schools
f. Create new professional opportunities for teachers, including the opportunity to be responsible for the learning program at the school site
To pay for start-up costs, Jennings received a $50,000 federal grant. No money was given by the district or state, per Minnesota charter school laws. The school was designed to have one, large open space with no walls or dividers. In addition, he set up his own independent busing contract, instead of using the district’s bus service. To run the school, Jennings signed a management contract with his own firm, Designs for Learning. According to the contract, Designs for Learning performed all managerial administrative and operational duties at a cost of 7% of the school’s total revenue (p. 5). Daily operations were handled by the teachers, education assistants and part time support