As an educator, Sabrina Williams understands that learning happens inside and outside of the classroom. Ms. Williams founded Excell Academy in 2000, a K-8 school in Brooklyn Park dedicated to providing students with learning opportunities and academic experiences which normally are not made available to them. She was passionate about education and the possibilities of the charter school movement, but inexperienced as an executive. Ms. Williams drew upon the range of training, financing, and other programs offered by Nonprofits Assistance Fund to help her school thrive.

Developing management skills is a common challenge for charter schools. Staff and boards often lack the administrative and financial expertise needed to successfully manage a school. Many charter schools, including Excell, sub-contract their financial management support, but the board and administrators need to understand and use this information. What is notable about Excell is that Ms. Williams and her staff used their early struggles as learning moments. By taking advantage of all the resources available to charter schools, they have gone from a difficult financial beginning to winning school finance awards.

Describing Excell's early struggles, Ms. Williams said: "We were walking blind. We had projections and budgets, but we didn't have the data to back it up. We made decisions based on hopes and dreams, not based on numbers." Something had to change.

Ms. Williams and her staff took a series of financial management classes with Nonprofits Assistance Fund. Applying their training, they began reviewing specific financial reports, including regular cash flow statements. By tracking attendance, enrollment, and cash flow, Excell was able to make informed management decisions and adjust their budget as necessary.

Another important change was their perception of the audit: "At first, the audit was scary. But then I realized that the management letter spelled out everything we needed to do in order to improve our performance. It's really a helpful tool. Sometimes there are new regulations or things you need to comply with. Now we see all of our audits as teaching tools."

Excell set specific revenue goals and methodically increased enrollment in order to meet these benchmarks. As the school grew, its finances stabilized. However, Ms. Williams continued to seek out new learning opportunities. She was an active participant in LEAD for Charters, a Cargill Foundation sponsored initiative to build the business management capacity of Minneapolis area charter schools. LarsonAllen and Nonprofits Assistance Fund worked together to create and administer this three-year program. The program, which concluded in 2009, included executive coaching, HR training, facility planning, financial management, and peer networks. Discussing her experience, Ms. Williams said: "LEAD for Charters made me a better executive. I am better able to plan for and meet the needs of my students and staff, which in turn helps raise student achievement. Excell would not be in its current condition without LEAD."

As part of LEAD, Excell underwent a strategic planning process. The plan included renovating and expanding school's current facilities while continuing to increase enrollment. Ms. Williams considered a range of financing options for the first phase of the expansion. They waged a capital campaign and received a $500,000 facilities renovation grant from the Department of Education. Nonprofits Assistance Fund provided a bridge loan for $260,000, allowing the school to complete construction over the summer. Describing the process of working with Nonprofits Assistance Fund, Ms. Williams said, "Everything was so smooth and simple. Phil Hatlie really knows how to relate to charter school people. He was very knowledgeable, but didn't use any jargon. The terms and conditions were very clear. Phil even brought the papers to me to sign."

Excell paid off the loan ahead of schedule and the expanded facilities, including additional classrooms, rooms for music and art activities, and common space were ready in time for the first day of school in the fall of 2008. The school currently serves 431 students, primarily from the north metro area, and continues to balance growth and new program offerings with realistic projections. When Excell hits their next enrollment benchmarks, they will transition to the second stage of the strategic plan - purchasing their building. With training and support from Nonprofits Assistance Fund, Excell continues its growth as a stronger and more stable charter school.