• Enrollment and Staffing: We welcomed over 85 new families and 10 new staff members who are already contributing meaningfully to our school culture and annual goals. Our enrollment has stabilized at 284 scholars, which is 5% below the spring of 2025 enrollment report and 9% below the projected number reported to the SCSC. Current enrollment figures could represent a small to moderate decrease in actual QBE revenue when compared to budgeted revenues for FY26. This will be closely monitored by the Finance Committee and the Head of School for the next few months. 
• Academic and Programmatic Updates: Instruction is off to a strong start, with teachers implementing the curriculum and continuing our focus on personalized, project-based learning. Our first priority of Positive Classroom Environments is coming to a close this month. The shift to our second priority of Rigorous Instruction will be complete by the month. We are also beginning early planning for fall exhibitions and assessments to track student growth. 
• Facilities and Operations: Over the summer, we completed several key facilities improvements, including five new classrooms. Daily operations are running smoothly, and we continue to prioritize safety and sustainable growth. 
• Community Engagement: We’re deepening our relationships with families and local partners through open houses, curriculum night, founders day, new team sports and clubs. Our team remains committed to fostering an inclusive, collaborative school environment. Notably, team sports practices have begun for cheer, basketball, and volleyball with registration underway in soccer. 
• Upcoming Important Dates: September 17th – Curriculum Night September 18th – Founder’s Day September 23rd – Chipotle Dine Out with PL Department 
• HS Expansion Updates: School staff continue to prepare for HS expansion, which is on track to begin in the fall of 2026. Activity this month includes a successful accreditation candidacy review, MYP planning and revisions, budget scenario planning, facility feasibility studies, curriculum planning, leadership recruitment, staffing model fine tuning, and stakeholder engagement. Future work includes continued stakeholder engagement, budget fine tuning, academic program evaluations, site visits to high performing 6-12 campuses (including Drew Charter School), accreditation review, and strategic facility planning for our next location. Some HS courses will be offered in the fall of 2025. Plans are underway and policies are approved for acceleration into these courses of study. 

• Reviewed the Academic Dashboard
  • https://docs.google.com/spreadsheets/d/1hDvcK12j_xQZp3rhdIKCvY6sg7byuZUs/edit?gid=926189786#gid=926189786 
  • Fall MAP Data - More students are demonstrating proficiency in reading vs math
  • Did not seem as significant of a summer slide compared to national norms 

Potential adjustment needed to the Academic Assessment Calendar to support an earlier window for GMAS testing in the spring of 2026.  Potentially move from early May to late April (to allow for retesting if needed)

Action Item: Emily to connect with Morgan to learn more about the promotional requirements with GMAS.

Sept 24 2025

PTO: 

Updated bylaws will be socialized with PTO founding members in the Anchor School Village Council group on Parent Square for approval and finalization this month and then will be shared with Bernard for the 501c3 next steps (so be sure to reach out to Ms. Griffith to be added if you’re interested!) 

Working to figure out a time for meeting in person in late October/early November to continue committee items from spring so stay tuned for updates on that

Community Engagement and Advancement: 

Carl, Jaz, Vanecia, Sahi and Jarrod

We are moving with a new structure.- community and advancement adhoc taskforce still (not a formal committee) The goal is to give shared space for both community engagement work +  structures for fundraising from our village and to give more access to this work to our board members (more to come as we determine next steps there!)  

Specifically: 

Continuing to move forward the structures/supports for the PTO as they start building steam this school year (and helping them stand up their fundraising capabilities) 

Growing TAS's donor base by partnering with Dr. PT in executing a capital campaign (with a focus on new and corporate donors) to help enable us to grow into high school

Next Steps: Meeting cadence is being defined this week  (Kick off is sept 30th!)

Trainings: 

New Board Members - welcome! Follow up from me to coordinate your new member onboarding/training in partnership with JPT and Morgan (get set up on BoT, vision mission, governance expectations and deep dive) - expect that from me in your TAS email this week 

Ill be in in touch about board training calendar from Morgan (and the Governance Committee) for the full board

We will start calendaring for our January full board training so stay tuned for that (full board) 

EOY Social in December (full board) 

• Reviewed the August 2025 Financial Summary
• Approved a budget at 5,714,762 (revenue) and the current forecast for revenue is 5,369,492. Currently expenses are almost equal to current revenue.
• Some "red" for revenue due to under enrollment
• "Green" for expense variance to budget and uncategorized revenue and uncategorized expenses.
• CSP Draw Down Status: To date, TAS has drawn down over $500,000 from CSP reimbursements and encumbrance requests. This represents roughly one-third of the overall grant award in the first of a three-year grant implementation. The first drawdown report for FY26 has been submitted and we are awaiting feedback or approval from the CSP grant team. 
• Bank Balance End of Fiscal Year & Present: On June 30th, 2025, the bank balance was $510,523.53. At the publication time of this document, the balance was $74,677.73. This decrease in the bank balance matches summer expense patterns for schools, which typically allocate significant resources over the summer in preparation for the new school year. Our financial models indicate that the bank balance will grow steadily over time this fiscal year. 

• Beginning work with Cooper Carry
• Engagement planning and engagement meetings are underway
• Throughout October, working on a TAS campus masterplan 
• Schematic Design and GaDOE and SCSC Checkset Submission and Review in mid-December to mid-January
• Construction to begin in early February and construction completion by early June
• RFP for contractors is currently active

• Submission confirmation

• Un-modified opinion (which means we have a clean audit, no weaknesses noted in internal controls

Dr. PT spent some time this week reviewing the SCSC monitoring handbook in great detail and building a tracker of all of the tasks required of us by October 31st. I will be adding the responsible party, helpful links, and examples of documents (or evidence) to columns D-F next week. For now, I am sharing so you can be aware of the policies that will be reviewed - and will need our attention over the next few weeks.

https://docs.google.com/spreadsheets/d/1vwlhSWIUrwBRrLfmxh2NziBzb9KidrQjDwO_0_1c0zs/edit?usp=sharing 

• Policies were shared for Acceptable Use Policy & Guidelines, Social Media Policy, Policy for Prohibiting Bullying, Harassment & Intimidation 

Action Item: Review in Academic and Governance Committee, determine if these should be saved for November (and prioritize the SCSC policies for October's board meeting.

• The purpose of this item is to request permission to hire a part-time or full-time paraprofessional role.
• The staff of TAS have identified a need for additional support to personalized learning in Science, SS, and PBL Learning spaces.  
• The recommendation is to allocate the resources for a part-time or full time paraprofessional to support the stated need.
• This financials for this role were built into the budget (part time would be hourly without benefits and full time would be 10 month salary schedule with benefits)