To approve the agenda for this meeting as posted.

It is the expectation that Board Members have reviewed the previous meeting's minutes prior to today's meeting.

Refer to CEO Report & Data Dashboard

1. Kieta Mutepfa for her 1st 1-year term as Chair
2. Vice Chair discussion

An Organizing Committee of 4 staff in partnership with UTNO have petitioned Living School to form a Union with the support of a supermajority of Living School staff supporting.

They will present their request and purpose to request that the Board Voluntarily recognize the Union: Living School Educators United.

Refer to the 22-23 Staff Handbook

Proposed updated 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).   The policy below is based on the policy at Rooted School which has been in place for 2+ years now with success.

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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.

Refer to the 22-23 Staff Handbook

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)

Refer to the 22-23 Staff Handbook

Proposed update to the following section (approved by Staff Council on 10/24/22.  See the updated research from comparable schools.

Pregnancy, Maternity, & Paternity

Living School will not discriminate based on pregnancy or parental status.  In addition to the FMLA leave outlined above, we will offer eligible employees 2 6 weeks of paid Bonding Leave to bond with a new child who is born, fostered, or adopted.

See Gov & Eval Committee Description

FY23 Goals:

1. Regularly use board data & an annual Board Assessment to improve Board effectiveness (monthly & Assessment by 6/30/23)
2. Complete CEO Evaluation Process (6/1/23)
3. Manage Board election cycle to maintain expertise, diversity, and a talent pipeline on the Board including strong parent representation

See Fin & Dev Committee Description

22-23 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

See FY23 Academic & Culture Committee Description

Draft FY23 Goals:

1. By the end of the 22-23 school year, 85% of students achieve college acceptance
2. By the end of the 22-23 school year, 90% of students achieve technical certification upon graduation (45% Advanced / 45% Basic)
3. By the end of the 22-23 school year, 100% of students achieve habits of a healthy life (currently self-reporting progress toward key habits; discussion around what data points counselors are looking for)
4. By the end of the 22-23 school year, Living School staff members will demonstrate X amount of growth as evidenced by the Staff Development rubric and at least 90% retention rate of staff members.
5. By the end of the 22-23 school year, Living School will meet the charter renewal requirements to receive renewal approval from the authorizing body, OPSB.

Next meeting: Tue 4/25/23 @ 6 - 8 PM