Director Walker read Vision and Mission

Each member of the board of directors and administrative team introduced themselves. 

The following topics were covered under the administration team update:

Metrics that we, and our authorizer, DCSD, uses to guide

State of the school:

Academic Performance: (CMAS Data- informs not defines)

2017- Improvement Status- 48.2

2023- Performance Status- 70.5

Comparative to the district- highest performing district, running about 71, our 2 year average is about 71

Highest free and reduced, highest at risk funding in the district as a brick and motor k-8 school

Focus more on growth

2023-2025 PPA Improvement Plan includes markers for meets and exceeds percentage for individual grades, and has action steps included. Board of directors to dig in to improvement plan individually.

2024 Preliminary Data discussed internally

This data is a huge testament to the need for school of choice programming and charter schools. Students find where they want to be, find their community and their interests, and it drives their academic performance. 

PPA sets themselves apart from other charters in DCSD because we are one of the only charters not solely as an academic focus.

Academic Initiatives:

• Math focused professional development- hired a math coach contractor
• Redistributing leadership among the teachers, eliminating "department chairs"
• Data in the classroom being a heavy focus. Instructing teachers to utilize data from teaching and students meeting specific standards. Teachers are being coached bi-weekly. Comprehensive evaluation being done with each teacher twice a year
• Part time GT program advisor will be working on growing the GT program

Financial Viability:

• 23-24 budget
  • 619 enrollment
  • Net $355k after improvements, investments, salary increases (16% over last two years)
  • Bond coverage 1.31
• Current 2024-2025 enrollment expectation 647
  • Count day October 1st
• Marketing Partnership seems to have been worth it
• Financial Challenges- Bond covenant increases, bond payment at it's max in 2025-2026
• State has changed formula for school districts. Wealthier districts will likely see a 2% increase per year per pupil. Preliminary information.

Arts Opportunities/Development:

• High interest in visual arts over the last few years (6 full visual arts classes per day)
• ES movement TA & dance room/curriculum updated
• Sound and microphone equipment was updated
• Elementary performances getting bigger and better
• Middle school pathways- 5th grade required to take band/orchestra & movement class. 6th grade required to take a music class & a movement class
• MS Arts Rubrics created- advanced/leveled classes created with specific information on how to meet those expectations
• Performance handbook resource created 
• Artist appearance series- professional experiences 
• 8th grade final presentation changing to an arts portfolio, researching high schools 

Culture and Community:

• Review community and staff survey data- review data in depth and determine actionable items for BOD
• PCA

Future Considerations

• Culture Committee - we serve a community from all walks of life and we want to create opportunity for for a cultural committee that allows us to foster an environment where everyone feels heard and helps us to create a school environment where out students are supported
• Volunteer hours/financial equivalent - we can't REQUIRE volunteer hours, but we can request, however there is no accountability action available to us

SWOT Analysis

Strengths-

• Leadership/staff
• Arts program/movement/dance
• Student connections/opportunities/culture
• Continuous growth, retention, referrals
• Structure of the day
• Financial management

Weaknesses-

• Volunteering community connection
• Celebrating diversity- diversity of staff included
• Communication- internal communication is a place to grow, less complaints about external communication

Opportunities-

• Arts
• Technology courses
• Academic performance
• Community partnerships
• Additional programming/strategic vision/growth

Threats-

• Financial
• Staff retention
• Volunteerism
• Branding/Telling our story
• Legislation/Politics
• Leadership succession planning

An anonymous complaint was filed with Gordon Mosher regrading the PPA Board at the end of 2023/2024. 

-Meeting agenda/minutes are always made public. There was a seemingly broken link on our website at one point, but they are made public. Agendas will be posted 24 hours 

-Each board member is responsible for board training continuing education units

-Any board member can bring any concerns to President Sanchez or the administrative team regrading the board or the direction of the school

Discussed the proposed changes to board policies, handbook, bylaws, and calendar. Each member will have the opportunity to review and add thoughts by EOD Friday August 9th. Redlined changes to policies will be presented at next Board meeting August 20th, 2024.

President Sanchez read through job descriptions regarding the open executive officer positions: vice president and secretary. 

Edgar Acosta and Stephanie Cooke both expressed interest in the vice presidency role. There was a vote. Edgar Acosta was voted as the Vice President. 

Stephanie Cooke was appointed as the secretary. 

Executive committee- President- Rochonne Sanchez, Vice-President- Edgar Acosta, Secretary- Stephanie Cooke, Treasurer- JT Adamson 

Finance committee-  JT Adamson

SAC- Stephanie Cooke

Facilities, Growth & Safety- Rochonne Sanchez

Governance- SAC/Stephanie Cooke

Fundraising & Development- Edgar Acosta

Arts & Enrichment- Ginny Olivas/Smith

Grant Committee- Chantae Thomas

Culture Committee- Cassidy Walker

Ashley Lonsdale will serve on facilities, growth & safety & arts & entertainment.

Edgar Acosta will serve on finance committee. 

Admin team was established to work with board members