See FY23 Committee Description
 
FY23 Goals

1. GOAL 1: Monitor Organizational Sustainability
2. GOAL 2: Ensure Audit & Financial Compliance
3. GOAL 3: Establish Fundraising Target for Future Facility Expansion or Development and Oversee Development of the Plan

• 2022-23 YTD Actuals through December 2022
• Proposed revised FY23 Budget for approval to close operating deficit

Our new Grants Coordinator, Cherie Goins, started on 12/12/22 and has already submitted 2 grants on our behalf and working on building capacity to submit at least 6 more in the coming month.

Refer to the CEO Board Report.

Refer to the 22-23 Staff Handbook

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Proposal #1: Update to PTO Policy

Update to the "Paid Time Off & Leave" section on pp. 14 - 15 replacing all text through the subsection "Unpaid Time-Off & Docking of Pay" on p. 15.  (Proposal approved by Staff Council on 12/9/22):

Proposed Discretionary PTO Policy

LSNO’s personal/sick leave policy is guided by our core values. Employees are expected to make choices in the best interest of the organization, which includes recognizing the need for their own self-care. With that, personal/sick leave should be taken on an ‘as needed basis’, using one’s own best judgment for no more than 5 consecutive days. All personal/sick leave is paid, unless notified otherwise by the Director of Talent. To take a personal/sick day, employees must submit advanced notice to the Director of Talent and their Coach. If Advance Notice is not provided and the situation is not an emergency, the personal/sick day may be unpaid at the Director of Talent’s discretion.

If an employee's attendance is negatively impacting their job performance or the effectiveness of Living School as a whole, their Coach will schedule a meeting with them and the Director of Talent to discuss the issue and document any relevant Action Steps, Feedback, and/or Incidents in the employee's Staff Development Rubric.  This meeting will automatically happen if an 11-month employee takes more than 10 days (or 80 hours) of PTO or a 12-month employee takes more than 20 days (or 160 hours) of PTO.

Certain High-Priority Staffing Days require advance approval from the Director of Talent in order to be eligible as a paid PTO day, for all staff. These days will be documented in the Staff Handbook as voted on by the Staff Council and will be discussed during the beginning of year professional development with no more than 10% of days being designated “High-Priority” Staffing Days. Additionally, on days where there are already 5 or more staff absences, the Director of Talent will indicate to the requesting staff member that their leave will be unpaid and/or discuss using a different day, if possible. The DTR will notify the staff via email when we have reached 5 PTO requests for a given day.

The personal/sick leave policy does not affect the extended leave policies as presented elsewhere in the Staff Handbook.

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Proposal #2: Update to Staff Accountability Framework

See the attached Proposal to update to the "Staff Accountability Framework" section on p. 10 of the Staff Handbook. (Proposal approved by Staff Council on 12/9/22)

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Proposal #3: Update to Maternity/Paternity Leave

See the proposal below to extend parenting leave to 6 weeks to replace the paragraph on p. 17 of our Staff Handbook:

Proposed update to "Pregnancy, Maternity, & Paternity Leave"

Living School will not discriminate based on pregnancy or parental status.  In addition to the FMLA leave outlined above, we will offer eligible employees 6 weeks of paid Bonding Leave to bond with a new child who is born, fostered, or adopted.