Parker Performing Arts School
Minutes
Strategic Planning Session
Date and Time
Saturday July 11, 2020 at 9:00 AM
Location
Parker Performing Arts School
15035 Compark Blvd, Room 202, Parker, CO 80134
Directors Present
C. McMahan (E, #6), D. Chapman (A, #5), J. Jerome (A, #2), K. Wagner-Grull (E, #7), L. Money (A, #3)
Directors Absent
None
Ex Officio Members Present
J. Burgess
Non Voting Members Present
J. Burgess
Guests Present
P. Molfino
I. Opening Items
A.
Call the Meeting to Order
L. Money (A, #3) called a meeting of the board of directors of Parker Performing Arts School to order on Saturday Jul 11, 2020 at 9:35 AM.
B.
Record Attendance & Introduce/Recognize Visitors
C.
Reading of Vision and Mission
D.
Icebreaker
Tabling until later in meeting based time available
II. Agenda Overview
A.
Adoption of Retreat Agenda
Group agrees to retreat agenda
III. Annual Strategic Planning Cycle & Board Calendar
A.
Annual Strategic Planning Cycle
Group agrees to adopt the Annual deliverables on the planning calendar
B.
Annual Board Calendar
All agreed to calendaring and Lauren will take the time to add in all agenda proactively for SY 20/21 with these items.
IV. Charter Contract Review
A.
Charter Contract Review
Reviewed terms and need to assess vision and mission on all documents. In addition, will craft a letter to the district stating why our Vision and Mission was updated. Lauren to complete and ensure it is ready.
B.
PPA Charter Contract Renewal Timeline
Charter Renewal process-
The charter contract renewal process examines a number of factors revealing the health of the charter school. This process is most transparent when it is characterized by the following criteria:
1. Putting the interests of children first;
2. Identifying performance indicators that have been in place for the duration of the contract;
3. Gathering accurate performance, financial and governance data;
4. Undertaking annual performance evaluations;
5. Adopting reasonable academic performance expectations;
6. Considering multiple measures, including comparable school performance, across three or more years;
7. Weighing the evidence based on importance, rather than relying on numeric cut scores;
8. Listening to the points of view of both the district staff and the charter school;
9. Taking into account the number of years that the school has been operating.
Charter school contracts in DCSD will be reviewed for renewal in the year prior to the charter expiration year. The charter school must submit a Charter School Intent to Renew Contract form on or before September 1 of the year prior to the year that the contract expires. See the renewal timeline on the next page for renewal deadlines.
Charter schools are evaluated for renewal based on their yearly Accreditation, financial health, and governance and operations. The charter school Accreditation procedure answers the following key questions that are essential for renewal status:
· Is the educational program a success?
· Are school operations effective and efficient?
· Is the school meeting its legal and other obligations?
· Does the school have excellent governance and leadership?
The charter contract renewal process examines a number of factors revealing the health of the charter school. This process is most transparent when it is characterized by the following criteria:
1. Putting the interests of children first;
2. Identifying performance indicators that have been in place for the duration of the contract;
3. Gathering accurate performance, financial and governance data;
4. Undertaking annual performance evaluations;
5. Adopting reasonable academic performance expectations;
6. Considering multiple measures, including comparable school performance, across three or more years;
7. Weighing the evidence based on importance, rather than relying on numeric cut scores;
8. Listening to the points of view of both the district staff and the charter school;
9. Taking into account the number of years that the school has been operating.
Charter school contracts in DCSD will be reviewed for renewal in the year prior to the charter expiration year. The charter school must submit a Charter School Intent to Renew Contract form on or before September 1 of the year prior to the year that the contract expires. See the renewal timeline on the next page for renewal deadlines.
Charter schools are evaluated for renewal based on their yearly Accreditation, financial health, and governance and operations. The charter school Accreditation procedure answers the following key questions that are essential for renewal status:
· Is the educational program a success?
· Are school operations effective and efficient?
· Is the school meeting its legal and other obligations?
· Does the school have excellent governance and leadership?
DCSD Renewal Timeline
DateTask
Spring of the year prior to the charter’s expirationThe parties meet so that the district can explain the renewal process, application format and timeline, and address any questions regarding the process
September 1 of the year prior to expirationThe school formally submits the Intent to Renew letter, renewal narrative and additional data to the Office of Choice Programming
September 1 of the year prior to expirationChoice programming coordinates site visit to be done by outside reviewers.
No later than November 1 of the year prior to expirationThe school submits the contract appendix documents to the Office of Choice Programming which includes:
1. Board Conflict of Interest form
2. ESP Agreement, if applicable
3. Request for Automatic Waivers of State Laws
4. Request for Additional Waivers of State Laws (if any)
5. Request for additional Waivers of District Policy (if any)
6. Enrollment Preferences, Methods, Timelines and Procedures
7. TLCC survey data
November 15 of the year prior to expirationDistrict staff submits to the superintendent’s cabinet a renewal review and supporting data.
Prior to December district board meetingDistrict staff reviews the renewal recommendation and adds additional information as needed
DecemberDistrict board of education meeting:
1. Board asks questions and requests clarifications as needed.
2. Charter school responds to the staff report and recommendation.
3. Charter parents and other interested persons may address the board.
Prior to January district board meetingDistrict staff sends any additional written information and clarifications to the board of education
No later than February 1District board of education acts by resolution to approve or deny the request to renew the charter
No more than 30 days after the district board decisionA notice of appeal may be filed with the State Board of Education
No more than 60 days after the notice of appeal has been filedThe State Board of Education holds a hearing and makes a decision to uphold the district’s decision or remand the decision back to the district for reconsideration
DateTask
Spring of the year prior to the charter’s expirationThe parties meet so that the district can explain the renewal process, application format and timeline, and address any questions regarding the process
September 1 of the year prior to expirationThe school formally submits the Intent to Renew letter, renewal narrative and additional data to the Office of Choice Programming
September 1 of the year prior to expirationChoice programming coordinates site visit to be done by outside reviewers.
No later than November 1 of the year prior to expirationThe school submits the contract appendix documents to the Office of Choice Programming which includes:
1. Board Conflict of Interest form
2. ESP Agreement, if applicable
3. Request for Automatic Waivers of State Laws
4. Request for Additional Waivers of State Laws (if any)
5. Request for additional Waivers of District Policy (if any)
6. Enrollment Preferences, Methods, Timelines and Procedures
7. TLCC survey data
November 15 of the year prior to expirationDistrict staff submits to the superintendent’s cabinet a renewal review and supporting data.
Prior to December district board meetingDistrict staff reviews the renewal recommendation and adds additional information as needed
DecemberDistrict board of education meeting:
1. Board asks questions and requests clarifications as needed.
2. Charter school responds to the staff report and recommendation.
3. Charter parents and other interested persons may address the board.
Prior to January district board meetingDistrict staff sends any additional written information and clarifications to the board of education
No later than February 1District board of education acts by resolution to approve or deny the request to renew the charter
No more than 30 days after the district board decisionA notice of appeal may be filed with the State Board of Education
No more than 60 days after the notice of appeal has been filedThe State Board of Education holds a hearing and makes a decision to uphold the district’s decision or remand the decision back to the district for reconsideration
V. Annual Board Assessments
A.
Start, Stop, Continue Exercise Results
- Focus on Strategic Direction of Parker Performing Arts School
- Strategic Conversations
- Accountability to deliverables
- Monthly check in on progress
- Board of Directors Accountability
- Meeting Efficiency
- BOD Accountability
- Efficient Task Completion
- Board Recruitment
- Add additional skills and experiences to board seats
- Seek out community board seats
- Create schedule/timeline of best practices
- Ensure creation of BOD recruiting and onboarding schedule
- Board on Track Use
- Communication efficiencies
- Ensuring docs are leveraged in BOT only
- Utilize calendar in BOT for consistency
- Committee Success
- Ensure each committee defined and structured
- BOD chairs on each committee
- Actively recruiting new committee members effectively
B.
BoardOnTrack Board Assessment Results
Board Meetings
Ensuring we are proactively sharing adding of agenda items in BOT
Sunshine Law adherence
Board Composition
Ethnicity and age diversity needed
Keep gender balance
Board Goals & Accountability
Commitment to upload committee progress prior to Board meetings
Tasks deadlines are used in BOT
Board Recruitment
Documented recruitment and onboard plan
Orientation process
Previous Governance Experience- added and done
Finance
Annual training by G&G
Relying on G&G and school leader for strength in this area
Development
Strategic Fund Development Plan- Create a plan for this committee by (date)
Accountability- Give or Get component to each BOD seat
Board Member expertise, added to board
Board member training on how to do so
Board Savvy School Leader
Succession plan
Jenn to create internal plan for her role
Board Succession plan created, what do we do if we cannot meet with quorum including proxy voteAdd in link from Chris about Sunshine Laws
Ensuring we are proactively sharing adding of agenda items in BOT
Sunshine Law adherence
Board Composition
Ethnicity and age diversity needed
Keep gender balance
Board Goals & Accountability
Commitment to upload committee progress prior to Board meetings
Tasks deadlines are used in BOT
Board Recruitment
Documented recruitment and onboard plan
Orientation process
Previous Governance Experience- added and done
Finance
Annual training by G&G
Relying on G&G and school leader for strength in this area
Development
Strategic Fund Development Plan- Create a plan for this committee by (date)
Accountability- Give or Get component to each BOD seat
Board Member expertise, added to board
Board member training on how to do so
Board Savvy School Leader
Succession plan
Jenn to create internal plan for her role
Board Succession plan created, what do we do if we cannot meet with quorum including proxy voteAdd in link from Chris about Sunshine Laws
VI. SWOT Analysis
A.
SWOT Analysis
STRENGTHS:
WEAKNESS:
OPPORTUNITY:
Unique to our community
Engaged Board
School Communication
School Culture
Clarify of vision/mission
Teacher Retention
Smaller School Size
Driveline Process
Town of Parker Partnership
Driveline Process
Diversity of Student Body
Technology
Admin Staff
Engaged Board
School Communication
School Culture
Clarify of vision/mission
Teacher Retention
Smaller School Size
Driveline Process
Town of Parker Partnership
Driveline Process
Diversity of Student Body
Technology
Admin Staff
WEAKNESS:
Student Retention
Perceived lack of academic rigor
Enrollment
Volunteers
Building Space
Awareness of PPA
Perceived lack of academic rigor
Enrollment
Volunteers
Building Space
Awareness of PPA
OPPORTUNITY:
High Functioning Board
Fundraising/Development
Enrollment
Bond Refinance
Arts Partnership
Venue Rental
Diversity of student body (Talents, Skills, Background)
Academic Growth
Technology
Reassess calendar for more Professional Development
Marketing efforts (interns)
Promotion of an arts education
Website redefine
THREATS:
Fundraising/Development
Enrollment
Bond Refinance
Arts Partnership
Venue Rental
Diversity of student body (Talents, Skills, Background)
Academic Growth
Technology
Reassess calendar for more Professional Development
Marketing efforts (interns)
Promotion of an arts education
Website redefine
THREATS:
School Finance (ppr)
Pandemic
Unknown Expenses
Low K/1st Enrollment
Community Perceptions
Awareness of PPA
Disgruntled Staff
Pandemic
Unknown Expenses
Low K/1st Enrollment
Community Perceptions
Awareness of PPA
Disgruntled Staff
B.
Identify Potential Connections Between Quadrants
Key Topics are:
GOAL ONE: Marketing
GOAL TWO: Financial Development
GOAL THREE: Board Development
GOAL FOUR: Academic
GOAL FIVE: School Culture
GOAL ONE: Marketing
GOAL TWO: Financial Development
GOAL THREE: Board Development
GOAL FOUR: Academic
GOAL FIVE: School Culture
C.
Refine Points & Identify Key Initiatives
No Changes to the concepts above- image included here:
https://app2.boardontrack.com/org/DmWZQd/attachment/download/143153
https://app2.boardontrack.com/org/DmWZQd/attachment/download/143153
VII. Define Goals/Objectives
A.
S.M.A.R.T. Goal Development
GOAL ONE: Marketing
We will create a 3-year Marketing Plan and will achieve all year one targets, including achieving final enrollment of 730 by October 1, 2021.
We will create a 3-year Marketing Plan and will achieve all year one targets, including achieving final enrollment of 730 by October 1, 2021.
- The marketing committee will draft a 3-year strategy with individual yearly targets by (DATE)
- We will formalize university partnerships to create/document a PPA Internship Program by (DATE)
- We will update our website to reflect a more factual perception of what PPA Is offering to our communities by (DATE)
- We will leverage printed and digital media campaigns to increase awareness of PPA school vision by (DATE)
- Consider restating/promoting what is an arts education (define skills that are taught outside of the performing arts component) (Consider promoting on website, printed and digital media)
- We will build/cultivate new arts partnerships in the community by (DATE)
- We will launch/incentivize a social media review campaign (Google, Yelp, Niche and TBD) to receive an average of 3 reviews per month by (DATE)
- Documented strategy document
- Enrollment has an improved of (X or X%)
- Current Goals
- in 2020-2021
- 730 in 2021-2022
- 740 in 2022-2023
- 750 in 2023-2024 and beyond
- Current Goals
- Marketing campaigns functioning in communities and getting views
- Positive reviews and social media presence
- Student retention figure
GOAL TWO: Financial Development
We will create a 3-year Financial Development Plan and will achieve all year one targets, including increasing non-PPR revenue by $100K by FYE June 2021.
GOAL TWO OUTCOMES:
We will create a 3-year Financial Development Plan and will achieve all year one targets, including increasing non-PPR revenue by $100K by FYE June 2021.
- We will support annual school sponsored fundraising efforts by (DATE)
- We will create a venue rental program including policy and procedural documentation by (DATE). (That will support ongoing use of our building and community integration by (date)?
- We will establish a minimum of 1 newly committed large-scale donor/sponsorships to support our PPA Mission yearly, with our first donor identified and in progress by end of SY 2021.
- We will establish PPA’s grant writing purpose and documented best practices, to include a functional committee whom is sourcing and submitting applicable grants by (date).
GOAL TWO OUTCOMES:
- Effective venue rental use
- Onboarded a large-scale donor/sponsors in place
- Effective grant writing workflow and committee supporting opportunities
GOAL THREE: Board Development
We will improve our board efficiency and effectiveness through professional development of all board members by June 2021.
We will improve our board efficiency and effectiveness through professional development of all board members by June 2021.
- Recruitment 2-4 new board members by (date)
- Hosting 1 per quarter Training and development of existing board members by (date)
- Establish regular monthly meetings with Jenn/Phil monthly by (date)
- Documented Onboarding/Offboard guidelines by (date)
- Policy and Procedure review annually by (date)
- Utilize BOT to post committee agenda/minutes monthly by each committee chair/BOD chair beginning (date)
- Directors will utilize BOT to submit agenda topics/updates one week prior to the scheduled board meetings beginning (Date)
- Move from an engaged BOD team to a high functioning board
- Improved skillset and background of board members
- Increase board size to appropriately allocate the workload effectively
- Updated and accurate policy and procedure management
- Well-developed and engaged board members
GOAL FOUR: Academic
We will oversee the SAC Committee to ensure effectiveness including progress and achievement of the yearly UIP goals by June 2021.
We will oversee the SAC Committee to ensure effectiveness including progress and achievement of the yearly UIP goals by June 2021.
- We will ensure parents, students and staff are surveyed a minimum of 1 time per year and results are calibrated and a plan created to address gaps by (Date)
- We will assess PPA’s academic opportunities by (date) and ensure a strategic plan is created and administered by (date).
- We will utilize the iReady score and curricular based measures/assessments to benchmark student academic growth and identify gaps by (date)
- We will ensure the school leader prepares a professional development plan for all teachers and administrations by (date).
- We will ensure the anti-bullying policy is current and is being enforced by (date)
- Increased participation from past years survey responses
GOAL FIVE: School Culture
GOAL 1: We will assess our current school culture focusing on our existing diversity state to identify key areas by (date) and to be implemented by June 2021.
GOAL FIVE OUTCOMES:
GOAL 1: We will assess our current school culture focusing on our existing diversity state to identify key areas by (date) and to be implemented by June 2021.
- Assessment of our current student diversity compared to school district figures by (date)
- Assessment and strategy of our current teacher diversity and establish options to increase by (date)
- We will document PPA’s diversity statement and look for opportunities to share our schools’ unique diverse culture.
- BOARD MEETING to host content and addition here
GOAL FIVE OUTCOMES:
- Celebration of our schools’ unique culture and diversity
- Documented strategy to improve diversity support/stance
B.
Strategy Implementation/Action Steps
Items listed above, formal plan is found in documents under the SY 2020/2021 Strategic Planning
https://app2.boardontrack.com/org/DmWZQd/document/list
https://app2.boardontrack.com/org/DmWZQd/document/list
VIII. Onboarding New Board Members & Committee Chairs
A.
Board Manual
Ongoing work is still underway and will be ready prior to the onboarding of the next wave of directors.
B.
Onboarding Process
Ongoing work is still underway and will be ready prior to the onboarding of the next wave of directors.
IX. Closing Items
A.
Adjourn Meeting
There being no further business to be transacted, and upon motion duly made, seconded and approved, the meeting was adjourned at 4:07 PM.
Respectfully Submitted,
K. Wagner-Grull (E, #7)
Documents used during the meeting
- Annual Strategic Planning Cycle.pdf
- Proposed Annual Board Calendar.pdf
- PPA Charter Contract.pdf
- Charter Renewal Timeline.pdf
- FY20-21 Board Assessment Recommendations.pdf
As the performing arts school of choice, we foster confidence, celebrate diversity, and emphasize academic excellence.
PPA Mission
Parker Performing Arts School equips students to become independent creative thinkers, critical problem solvers, and successful collaborators. In our safe learning environment, students engage in rich and innovative instruction in academics and the performing arts in preparation for their roles as citizens of a diverse and increasingly globalized community.