In their lifetimes, all Aspire schools but one have exceeded their API growth targets by at least 50 percent, and most by over 500 percent. Yet this was the first year that some schools experienced a slight decline. Aspire CEO Don Shalvey reflects on the organization's sense of collective responsibility in responding to the decline and committing to continued progress this coming year…

This fall, Aspire Public Schools began our sixth year of operation! We have come a long way: from an idea in 1998 to two schools serving 500 students in 1999 to 11 schools serving almost 3600 students. We are beginning to demonstrate that small schools of choice can make a big difference in the lives of youngsters and families that have yet to develop a tradition of attending college.

My personal feeling about our first five years would best be described as “pleased but not satisfied.” I’m pleased with our growing waitlist of students, with our high levels of parent satisfaction, with our strong relationships with local school districts, and with the leadership role we’ve played in the charter movement nationwide. I’m heartened by our ability to attract talented people and open new schools effectively; in the past five years we’ve opened more schools than I did in my previous 35 years working in growing public school districts. I am pleased at how much we have developed as an organization. With our systems today, things that would have been problematic five years ago are now doable, and these systems are now assisting our first class of graduates from East Palo Alto High School and Lionel Wilson College Preparatory Academy. But the feeling of satisfaction is not yet an option because there is so much more we can do, to support our students and teammates better and to be more efficient and effective, especially as we grow.

“Pleased but not satisfied” would also describe my feelings about our student achievement results. Historically, the average annual growth of our schools has been about 30 points on California’s Academic Performance Index (API). Over their lifetimes, all our schools but one have exceeded the state’s growth target by at least 50 percent, and most by over 500 percent. Yet, this year was the first time some of our schools experienced a decline.

The declines were relatively small (1 to 4 percent), but they are significant because they are a deviation from our pattern of forward progress. So, although none of us are satisfied with these results, I was pleased at the organization’s response to this disappointment. I saw an inspiring display of Aspire’s core value of ownership. No one made excuses, or looked for someone else to blame. Instead, every individual deemed him or herself accountable, and focused on what s/he would do better this year. As one team member put it (in a comment that was reflective of many I heard), “Since our first year I’ve celebrated our student achievement and now I accept the responsibility for our lower score. I vow and plan to get back on track.” It’s that sense of collective responsibility for our mission that will serve as the catalyst for progress and performance this year.

More details to follow...this spring.

Don Shalvey is the CEO and Co-Founder of Aspire Public Schools

Don Shalvey, CEO
Aspire Public Schools