GOAL 1: Conduct a comprehensive & effective end-of-the-year CEO evaluation
- Task 1.1: Conduct baseline CEO evaluation (8/30/19).
- Task 1.2: Develop a way to incorporate student & family feedback into the CEO evaluation (4/1/20).
- Task 1.3: Conduct Year 1 CEO evaluation (6/30/20).

GOAL 2: Develop annual evaluation tools, processes, and metrics for academics & culture
- Task 2.1: Develop Academic & Culture dashboard to track data at monthly meetings (8/31/19).
- Task 2.2: Align Graduate Profile, Staff Development Rubric, & Academic/Culture dashboard to the mission (10/31/19).

Refer to CEO Report

Refer to the Community Handbook

Refer to the Staff Handbook

GOAL 1: Monitor Organizational Sustainability
- Task 1.1: Develop protocol for using monthly dashboard (8/31/19).
- Task 1.2: Conduct annual audit (6/30/20).
- Task 1.3: Monitor FY20 Budget and revise as needed (6/30/20).

GOAL 2: Plan for expansion
- Task 2.1: Build variations in our financial model for different future circumstances.
- Task 2.2: Build facilities plans and decision making timeline for future circumstances.

Goal 3: Recruit students for each class 
- Task 1.1: Recruit 80 students for Class of 2023 (10/1/19)
- Task 1.2: Recruit 80 students for Class of 2024 (6/30/20)

- Demolition completed

- Phase 3 scaled back to save money due to anticipated COVID programming & budget shifts, due to start ASAP

Refer to FY21 Budget

Highlights:

- Assumes 95 students

- Conservatively models all the expected financial impacts of the virus

- Currently balanced with $45k of borrowing either from the LDE Loan or our Line of Credit

- Thinned organizational chart due to current budget situation

- Investments in enrichment programming

Goal 1: Clarify Board recruitment & composition strategy
- Task 1.1: Meet with Richard about donor cultivation events.
- Task 1.2: Create list of Board needs: please let Tris know if there is anything we can do to help you fill your role more effectively. This might be education, clarification, one-on-one discussion/coaching, etc. Even though I have been on the board for more than two years, I am still painfully aware that there are a lot of things that I am unfamiliar with. 
- Task 1.3: Create list of community members to cultivate: We have discussed in the past a strategy to start cultivating high profile and influential potential board members. If you have the name of someone you feel would be additive to the mission of the Living School, please provide to Tris. You do not have to know the person personally as I am happy to approach anyone about the school and cultivate the relationship. 
- Task 1.4: Host board cultivation events: This is going to be on hold until COVID-19 is less of a threat to our community.

Goal 2: Implement & improve Board development plan
- Task 2.1: Improve Board participation, effectiveness, independence, & consistency.
- Task 2.2: Raise funds for Board development & refreshments: There is a financial cost for the refreshments and the preparations for the meeting. Would like to ask the board to consider making a contribution to save the school money that could be put towards the students. Tris will fund the first 3 meetings with a donation to set the tone.

Goal 3: Improve communications
- Task 3.1: Utilize Board Members with large social media followings to increase communication across lines of difference.
- Task 3.2: Create an emergency communication plan: 

 

 

- Review & update Bylaws

- Review & update Board, Committee, & Officer Role Descriptions

- Review outcomes of Board Assessment and FY OnTrack Score

Refer to our NSVF Presentation

- Reflecting on FY20 (What goals were set and what was accomplished?)

- Setting goals for FY21

Refer to Board Recruitment Call & Board On-boarding

- Whose term is ending this FY?

- When do we want to allow ourselves to nominate and add members to the Board?

$50 - $100 annually covers the cost of meals at all Board Meetings & retreats.