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Massachusetts Charter Public School Association Inc.

 43 Broad Street, Suite C-401
 Hudson, MA 01749
[P] (978) 212-5507
[F] --
www.masscharterschools.org
[email protected]
Tim Nicolette
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INCORPORATED: 2001
 Printable Profile (Summary / Full)
EIN 04-3559305

LAST UPDATED: 04/09/2018
Organization DBA Massachusetts Charter Public School Association
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

The MCPSA’s mission is to create and protect the conditions that will enable the public charter sector to thrive, so that the charter sector contributes toward the goal of all Massachusetts children having equitable access to high-quality public schools.

Mission Statement

The MCPSA’s mission is to create and protect the conditions that will enable the public charter sector to thrive, so that the charter sector contributes toward the goal of all Massachusetts children having equitable access to high-quality public schools.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $288,333.00
Projected Expense $2,851,556.00

ProgramsMORE »

  • Professional Learning Opportunities

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

The MCPSA’s mission is to create and protect the conditions that will enable the public charter sector to thrive, so that the charter sector contributes toward the goal of all Massachusetts children having equitable access to high-quality public schools.

Background Statement

Founded in 2001, the MCPSA, which represents over 98% of the state’s charter schools, has played a critical role in advocating for and creating community among charter schools across the Commonwealth through a combination of public policy advocacy, best practice sharing, and technical assistance support. The MCPSA’s mission is to create and protect the conditions that will enable the public charter sector to thrive, so that the charter sector contributes toward the goal of all Massachusetts children having equitable access to high-quality public schools. The organization has recently hired a new Executive Director, Tim Nicolette, and in November, 2017, its members approved a new, three-year strategic plan which includes making investments in its communications and policy/politics apparatus.

Impact Statement

Recent Accomplishments:

  1. Through our advocacy efforts and the strength of our schools, public charters currently serve over 40,000 students across the Commonwealth, with additional seats approved recently for two schools - Veritas Prep Academy in Springfield and Phoenix Charter School.

  2. Under the direction of its new Executive Director, Tim Nicolette, the Association's member schools unanimously approved a new strategic plan in November 2017. This new plan presents a fresh start for the public charter sector following the defeat of the charter cap ballot question in November 2016.

  3. The MCPSA continues its successful partnership with The Bottom Line, to help support public charter high school graduates as they go on to college, with the first cohort of students posting an 89% college persistence rate.

  4. Since July 2017, the Association has helped to push out over 114 positive media stories on public charters in MA, which is a stark contrast to the negative media coverage that took place on an ongoing basis following the defeat of the charter cap ballot question.

  5. During this most recent legislative session, the MCPSA has been successful in preventing over 30 anti-charter bills from moving forward.

  6. During the 2017/18 school year, MCPSA has offered a range of professional development training sessions with an over 95% member school participation rate. Sessions have focused on serving students with special education needs, students who are english language learners, and restorative practices, among others.

During the next several years, we envision an Association that has an enhanced capacity to lead and protect the MA public charter school movement, with work that focuses on three key areas: increase political support, increase public support, and support quality schools and innovative practice.


Needs Statement

We are in the process of securing a number of multi-year grants to support the execution of the key areas detailed above. Our historically diverse funding base, which includes membership dues, national foundations and local donors has allowed us to strategically develop and offer programs that further the growth of the charter school movement at large and meet the individual needs of our members. Our ability to sustain our success is directly tied to our ability to continue to create and protect the conditions by which public charter schools can continue to best serve students and families. Given our proven track record of building high quality schools that are providing excellent educational opportunities and success for children throughout the state, we are in a strong position to utilize anticipated additional funding.

CEO Statement

The MCPSA is the representative body of all Massachusetts public charter public schools. We are committed to creating and protecting the conditions that will enable the public charter sector to thrive, so that the charter sector contributes toward the goal of all Massachusetts children having equitable access to high-quality public schools.

Board Chair Statement


Geographic Area Served

STATEWIDE
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Organization Categories

  1. Education - Charter Schools
  2. Civil Rights, Social Action, Advocacy - Professional Societies & Associations
  3. Public & Societal Benefit - Single Organization Support

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Yes

Programs

Professional Learning Opportunities

Since 2011, MCPSA has enhanced its capacity to support members via technical assistance and a range of professional learning opportunities.  Each year MCPSA hosts over 21 days of programming for its members; 95% of member schools participate in at least one program offering annually.

The content of our professional development programming varies according to the needs of our members, but most programming to date emphasizes the sharing of promising practices among charter school leaders and staff in various instructional and operational topics.

Budget  $1,714,948.00
Category  Education, General/Other Educational Programs
Population Served K-12 (5-19 years) At-Risk Populations
Program Short-Term Success 

Each MCPSA professional learning program has its own set of evaluative measures by which success is gauged. However, in general, the purpose of our programming is to:

  • Provide high quality opportunities for charter school leaders and staff to share promising practices and engage in ongoing professional development in a variety of instructional and operational topics that are relevant to their job functions.
  • Create strong networking opportunities that facilitate the ongoing interaction of member schools
  • Serve as a forum to discuss state policy issues that affect practice, inform MCPSA’s advocacy efforts with DESE, and provide an opportunity for engagement between DESE and the field.

 

The short-term success of this work is gauged by the following 5 measures:

  1. Member commitment to the Communities of Practice and other programs
  2. MCPSA effectiveness in facilitation and delivery method
  3. Relevance of content to practice and policy issues affecting member work
  4. Impact of networking opportunities inside and outside the COPs
  5. Overall effectiveness and usefulness of the Charter Knowledge Center and Virtual COPs (Intranet)

Program Long-Term Success  The goal of MCPSA’s professional learning programming is to support member schools as they strive to achieve sustained academic student success, sustained strong organizational and financial viability, and meet the goals of their charters. In addition, MCPSA will provide outlets and tools for schools to disseminate their promising practices to charter and district schools. Such work is ongoing and is best measured by indicators of the health of member schools; by 2017, our goal is for 100% of charter schools to receive clean renewals (i.e., no conditions) from the state for academic performance, organizational viability and faithfulness to their charters.
Program Success Monitored By  Our professional learning opportunities are evaluated in multiple ways including: day-of program evaluations from program participants; quarterly review of all program participant evaluation; interim assessments that seek member feedback; and annual end of year survey for all program participants. Programs operate in a cycle of continuous improvement whereby member feedback is routinely incorporated into program improvements.
Examples of Program Success 

The Dean of Students Community of Practice included participants from more than 25 charter schools who met for 2 full days in 2015-2016 to focus on engaging discussions and activities designed to support them in developing and refining supportive, mission-driven school culture and discipline practices. Participants also considered Restorative Justice practices as a means for creating strong and inclusive school communities as well as developing essential social and emotional competencies in students. Additionally, participants reviewed function based strategies for supporting and monitoring students with significant behavioral needs. MCPSA partnered with the May Institute and the PEAR Institute: Partnerships in Education and Resilience.


CEO/Executive Director/Board Comments

As the charter school movement has grown throughout Massachusetts, one of MCPSA’s primary programmatic challenges is the need to provide differentiated services to members with diverse needs, histories, capacities and levels of achievement.  MCPSA is committed to the goal of celebrating schools that are showing high levels of success, assisting good schools in their effort to become great, and continuing to provide extra resources and support for those schools that are struggling. Massachusetts is home to some of the most successful and innovative schools in the country thus providing a unique opportunity to serve as a model for improving public education and overall reform.

Management


CEO/Executive Director Mr. Tim Nicolette
CEO Term Start July 2017
CEO Email [email protected]
CEO Experience Tim provides strategic and operational leadership for all of MCPSA’s staff, programs, and advocacy work. Tim joined the association having worked in both district and charter public school sectors, with specific experience in education policy and management. Prior to joining MCPSA, Tim served as President of UP Education Network, a nonprofit school turnaround organization with schools in Boston, Lawrence, and Springfield that applies charter and district school best practices to rapidly turn around low performing district schools. He has also served as Chief of Staff to former Superintendent of Boston Public Schools Carol Johnson, managing relationships with community stakeholders across the city and identifying policies to accelerate student achievement, as well as Deputy Chief Financial Officer for BPS. Prior to working at BPS, he was an education advisor to former Boston Mayor Tom Menino. He began his career a strategy consultant with L.E.K. Consulting where he was elected Executive Director of Inspire, Inc., an organization that provides consulting services to education and youth development nonprofits. Tim holds a B.A. from Columbia University and an M.B.A. from Harvard Business School.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Marc Kenen Jan 2001 July 2017

Senior Staff

Name Title Experience/Biography
Erica Brown Chief of Policy and Practice Erica collaborates with the Executive Director and Chief Operating Officer in shaping MCPSA’s organizational growth and priorities. She bridges education policy and practice by advocating on behalf of the charter sector to drive state education policies while serving as the MCPSA’s programmatic leader.  Prior to joining MCPSA, Erica served as a charter school teacher and leader of City on a Hill Charter Public Schools, and was a founding steering committee member of the Boston Compact, which brings together educators from charter, district, and Catholic schools in Boston to improve education for all young people in the city. Erica holds a B.A. in English and American Literature and Language from Harvard University, and an M.A. in English Language Arts Education from Tufts University.
Oona Cook Chief Operating Officer

Oona collaborates with the Executive Director and Chief of Policy and Practice in establishing, implementing and maintaining the infrastructure to support and sustain MCPSA’s advocacy and programmatic initiatives.   Oona brings nearly fifteen years of experience in senior leadership, organizational management, and legal advocacy and holds a Bachelor’s Degree from Mount Holyoke College and a Juris Doctor Degree from the University of Connecticut School of Law. 

Victoria P Criado Chief of Communications and Development --

Awards

Award Awarding Organization Year
National Leadership Activities Grant United States Department of Education 2015
Charter School National Leadership grant United States Department of Education 2006
Charter School National Leadership grant United States Department of Education 2001

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

As a critical part of our work, we collaborate with other educational reform organizations including the following:

  • Boston Foundation

  • Boston Leaders for Education

  • Davis Foundation

  • Democrats For Education Reform

  • Lynch Foundation

  • Bottom Line

  • New Schools Venture Fund

  • Pioneer Institute

  • Smith Family Foundation

  • STAND for Children

CEO/Executive Director/Board Comments

As a virtual organization with staff and membership located throughout the state, we operate a central training and meeting space that serves as a hub for our staff as well as an invaluable resource for our members. 

Foundation Comments

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Staff Information

Number of Full Time Staff 9
Number of Part Time Staff 1
Number of Volunteers 0
Number of Contract Staff 3
Staff Retention Rate % 80%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 7
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Exempt

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Co-President Beth Anderson
Board Chair Company Affiliation Phoenix Charter Academy Network
Board Chair Term July 2017 - June 2019
Board Co-Chair Co-President Thabiti Brown
Board Co-Chair Company Affiliation Codman Academy Charter School
Board Co-Chair Term July 2017 - June 2019

Board Members

Name Company Affiliations Status
Richard Alcorn Pioneer Valley Chinese Immersion Charter School Voting
Beth Anderson Phoenix Charter Academy Network Voting
Thabiti Brown Codman Academy Charter Public School Voting
Alexandra Buckmire Boston Renaissance Charter Public School Voting
Debra Diggins Hillview Montessori Charter Public School Voting
Caleb Hurst-Hiller Community Charter School of Cambridge Voting
Barish Icin Pioneer Charter School of Science Voting
Daniel Klatz Hilltown Cooperative Charter Public School Voting
AnnMarie Little Abby Kelley Foster Charter Public School Voting
Tim Nicolette MCPSA Exofficio
Paul Niles Cape Cod Lighthouse Charter School Voting
Greg Orpen Innovation Academy Charter School Voting
Rachel Romano Veritas Preparatory Charter School Voting
Todd Sumner Francis W. Parker Charter Essential School Voting
Kevin Taylor KIPP Massachusetts Voting
Shannah Varon Boston Collegiate Charter School Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): --
Gender Female: 6
Male: 10
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 0%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Executive
  • Human Resources / Personnel and Finance and Marketing and Nominating and By-laws

CEO/Executive Director/Board Comments

--

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $3,123,112 $3,133,675 $2,163,993
Total Expenses $2,761,778 $2,962,071 $1,983,740

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $656,944 $753,647 $130,019
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $656,944 $753,647 $130,019
Individual Contributions $1,500,570 $1,432,932 $1,194,500
Indirect Public Support -- -- --
Earned Revenue $37,022 $23,611 $11,000
Investment Income, Net of Losses $4,437 $4,504 $2,743
Membership Dues $900,317 $890,857 $806,581
Special Events -- -- --
Revenue In-Kind -- -- --
Other $23,822 $28,124 $19,150

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $2,413,348 $2,628,741 $1,714,948
Administration Expense $348,430 $333,330 $268,792
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.13 1.06 1.09
Program Expense/Total Expenses 87% 89% 86%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $1,896,205 $1,457,731 $1,273,027
Current Assets $1,631,419 $1,232,520 $1,026,731
Long-Term Liabilities -- -- $0
Current Liabilities $330,156 $274,944 $258,132
Total Net Assets $1,566,049 $1,182,787 $1,014,895

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 4.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 4.94 4.48 3.98

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

In order to develop programs that further the growth of the charter school movement and meet the individual and infinite needs of our members, we have created a diverse funding base that includes membership dues, as well as support from large foundations and individual donors.  Our ability to sustain our success is directly tied to increasing the number of charter schools (i.e., membership dues) and the ongoing investment from local and national supporters of education reform. Given our now proven track record of building high quality schools that are providing excellent educational opportunities and success for children throughout the state, we are in an excellent position to utilize anticipated additional funding. 

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Please note, the asset and liability data is per the audits for all three years shown above.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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