Ed Futures, Inc. and Charter Schools Development Systems, Inc.
MANAGEMENT AND ORGANIZATION
MANAGEMENT
The management style is one of positive participation. The organizational philosophy and strategy places the decision responsibility, accountability and capability closest to the customer.
The Ed Futures leadership and management team has successful experience in public education, in government and in fortune 500 companies. The leadership has successfully operated charter schools since 1995. Ed Futures leadership has developed a reputation of integrity and academic excellence. We continue to build support for performance-oriented solutions as each community witnesses the positive impact on academic performance as well as the positive impact on the lifestyles of children and adults.
We are building an organization that:
Is performance-oriented and competitive,
Develops a culture of innovation and accountability.
Is responsive to local customer needs.
Attracts and maintains leadership that is dedicated to student performance.
Our ability to attract and maintain dedicated and competent people who understand and are dedicated to a strategy of “optimizing resources while adding customer value” is our strength. Our future success depends on our ability to continue on this path while achieving significant growth.
ORGANIZATION
To effectively support charter schools nationwide the establishment of a solid field infrastructure and headquarters support system is required. The management style is one of positive participation.
Field Organization
Region
A region will have the responsibility for 6-12 schools, new development and the capability to provide management oversight, educational and business services.
Key Positions
Regional Vice President or Operations Manager: Region responsibilities above.
This individual will provide and infuse good business acumen/practices to guarantee successful delivery of the mission, vision, goals and objectives.
Direct reports: The Education Program Director, the Director of Development, and specifically the Principals will need ongoing support and training in carrying out the business and fiscal side of their responsibility.
School Site
The Principal (general manager) of each site has the responsibility for the success of the students, performance of the teachers, quality of programs as well as fiscal and marketing responsibilities. The principal must outperform competition in the local marketplace while improving revenue and profit performance. Strength at the principal level, properly trained and supported is critical to our success. Direct reports include all personnel at site unless otherwise directed.
Teachers carry the ultimate student performance responsibility. They are our most important assets. Teachers play a major role in curriculum design and instruction. They also play an important role in family and community support.
Administrators: clerical staff, maintenance, etc., in many ways our most important assets. Their responsibility is customer contact, customer information and customer service.
Headquarters: A centralized national site that is responsible for developing and supporting the Regions. Specifically, the headquarters group will be responsible for all national strategy implementation, all educational and business support services that can be managed effectively centrally, new business development and expansion.
Mgmt & Organization
Ed Futures, Inc. and Charter Schools Development Systems, Inc.
MANAGEMENT AND ORGANIZATION
MANAGEMENT
The management style is one of positive participation. The organizational philosophy and strategy places the decision responsibility, accountability and capability closest to the customer.
The Ed Futures leadership and management team has successful experience in public education, in government and in fortune 500 companies. The leadership has successfully operated charter schools since 1995. Ed Futures leadership has developed a reputation of integrity and academic excellence. We continue to build support for performance-oriented solutions as each community witnesses the positive impact on academic performance as well as the positive impact on the lifestyles of children and adults.
We are building an organization that:
Our ability to attract and maintain dedicated and competent people who understand and are dedicated to a strategy of “optimizing resources while adding customer value” is our strength. Our future success depends on our ability to continue on this path while achieving significant growth.
ORGANIZATION
To effectively support charter schools nationwide the establishment of a solid field infrastructure and headquarters support system is required. The management style is one of positive participation.
Field Organization
Region
A region will have the responsibility for 6-12 schools, new development and the capability to provide management oversight, educational and business services.
Key Positions
Regional Vice President or Operations Manager: Region responsibilities above.
This individual will provide and infuse good business acumen/practices to guarantee successful delivery of the mission, vision, goals and objectives.
Direct reports: The Education Program Director, the Director of Development, and specifically the Principals will need ongoing support and training in carrying out the business and fiscal side of their responsibility.
School Site
The Principal (general manager) of each site has the responsibility for the success of the students, performance of the teachers, quality of programs as well as fiscal and marketing responsibilities. The principal must outperform competition in the local marketplace while improving revenue and profit performance. Strength at the principal level, properly trained and supported is critical to our success. Direct reports include all personnel at site unless otherwise directed.
Teachers carry the ultimate student performance responsibility. They are our most important assets. Teachers play a major role in curriculum design and instruction. They also play an important role in family and community support.
Administrators: clerical staff, maintenance, etc., in many ways our most important assets. Their responsibility is customer contact, customer information and customer service.
Headquarters: A centralized national site that is responsible for developing and supporting the Regions. Specifically, the headquarters group will be responsible for all national strategy implementation, all educational and business support services that can be managed effectively centrally, new business development and expansion.