The History of ASTEC
The year 1986 proved to be the dawning of the "The ASTEC Vision.” With no capital and extremely limited funds, Dr. Freda Deskin began the program currently known as the Advanced Science and Technology Education Center (ASTEC), Inc. Dr. Deskin began with a few summer camps while she was a faculty member at the University of Oklahoma. The programs evolved into a number of summer camps and other year-round, educational entities.
The summer camps began at Oklahoma City University in rented space. After three years, they became a part of the University of Oklahoma's College of Continuing Education under the name “Oklahoma Aerospace Academy.” Five years after moving to OU, the program moved back to OCU as and became the Aerospace Science and Technology Education Department, operating as a strategic business unit, responsible for its own funding.
In October 1999, Dr. Deskin and the ASTEC Advisory Board began the process of becoming a separate entity from Oklahoma City University in order to make application to become a charter school. In March 2000, ASTEC filed with the IRS to become a 501 (c) 3 non-profit educational corporation and formed ASTEC, Inc. On April 1, 2000, ASTEC, Inc. became a separate entity with its own governing board. On April 9, 2000, ASTEC, Inc. proudly added ASTEC Charter School as one of its programs. ASTEC become the first “start-up” charter school in Oklahoma.
As a public school teacher, Dr. Deskin has long been concerned with the increasing need to better prepare youth for responsible citizenship and success in the work force of tomorrow. In 1985, Dr. Deskin was selected as a finalist in NASA's "Teacher-in-Space" program. She and her colleagues were given the official title of "Space Ambassadors" and received training at various NASA centers, including the Johnson Space Center in Houston.
After the Challenger accident, the "Teacher-in-Space" program merged with the National Challenger Center for Space Science Education, a foundation established by the family members of the Challenger crew. NASA and the Challenger Center continue to work closely, providing materials and on-going training for the Space Ambassadors. Dr. Deskin's expertise in curriculum and instruction has been an asset to the Challenger Center as she has served in the capacity of curriculum developer, advisor, consultant and National Faculty member.
Dr. Deskin and her staff continue the dream of Christa McAuliffe and the Challenger crew, developing innovative programs and materials using the themes of science and technology as tools to prepare citizens for the 21st century.
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Governance
*Note: The information in this section was obtained directly from Fisher Howe at the National Center for Non-profit Boards in Washington, D.C.
Governance - The Board is Responsible; the CEO Assists
The CHIEF EXECUTIVE OFFICER - the Board selects, compensates, evaluates and, if necessary, dismisses the Chief Executive Officer; and delegates all MANAGEMENT responsibilities.
MISSION - the Board defines the organization’s mission – its purposes, programs, priorities – and its vision– what it wants to BE and DO in coming years; usually achieved by periodic strategic planning.
FINANCES – the Board assures financial responsibility and accountability by –
a. approving the BUDGET, and overseeing adherence
b. contracting for and approving an independent AUDIT
c. controlling INVESTMENTS of capital funds.
PROGRAM OVERSIGHT AND SUPPORT – the Board oversees (not manages) and evaluates programs; supports the staff; and acts as an advocate in the community.
FUND RAISING – the Board contributes personally and annually;
BOARD PERFORMANCE – the Board assures the fulfillment of the aforementioned responsibilities, and maintains its own effectiveness through a strong organization.
The Board of Directors meets monthly. Special meetings may be called when necessary. A written notice of regular and special meetings will be posted in the Central Office lobby at least 24 hours before the scheduled meeting time. The written notice will show the date, time, place, and agenda of each meeting. In emergencies, a meeting may be held with a two-hour notice.
All meetings are open to the public. Under the following circumstances, Oklahoma law permits the board to go into a closed session. Closed session may occur for such things as discussing prospective gifts or donations, real property acquisition, legal issues and issues that may violate the privacy of an individual or group.
*Note: The information in this section was obtained directly from Fisher Howe at the National Center for Non-profit Boards in Washington, D.C.
Role of the Chief Executive Officer (CE0)
The Chief Executive Officer is responsible for:
PROGRAMS
PERSONNEL
FINANCES
MARKETING
FUND RAISING
PUBLIC RELATIONS
PROCUREMENT
The Chief Executive Officer is responsible for monitoring the daily operations and ensuring that the direction set forth by the CEO and the policies and procedures set forth by the Board of Directors are followed.
The ASTEC, Inc. management philosophy is based on the same principles as all our programs. We strive toward Covey's “Principle Centered Leadership.” Our decisions must always be “principle centered.” We strive to set our compasses on “true North.” Our “true North” includes our Mission, Vision, Goals and Objectives. We strive to model the behaviors we expect of our students and participants.
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