Adrienne, Interim CEO announced that the Contra Costa County Board of Education approved Richmond Charter Academy with a 4–1 vote. Gratitude was expressed to Neil McChesney and the Charter School Office, as well as President Lewis and the trustees. The team acknowledged the responsibility ahead and expressed enthusiasm about working with the county.

No public comments.

The board convenes from closed session at 6:54pm and there were no reportable actions.

Board chair, Rodolfo opens the public hearing for the Local Control Accountability Plan (LCAP) for Benito Juarez Elementary School, outlining the district’s use of LCFF funding to improve student outcomes. The plan was posted in advance for public review and to provide an opportunity for public comments or suggested amendments.

No public comments.

Board chair, Rodolfo opens the public hearing for the Local Control Accountability Plan (LCAP) for Downtown Charter Academy, outlining the district’s use of LCFF funding to improve student outcomes. The plan was posted in advance for public review and to provide an opportunity for public comments or suggested amendments.

No public comments.

Board chair, Rodolfo opens the public hearing for the Local Control Accountability Plan (LCAP) for John Henry High School, outlining the district’s use of LCFF funding to improve student outcomes. The plan was posted in advance for public review and to provide an opportunity for public comments or suggested amendments.

No public comments.

Board chair, Rodolfo opens the public hearing for the Local Control Accountability Plan (LCAP) for Oakland Charter Academy, outlining the district’s use of LCFF funding to improve student outcomes. The plan was posted in advance for public review and to provide an opportunity for public comments or suggested amendments.

No public comments.

Board chair, Rodolfo opens the public hearing for the Local Control Accountability Plan (LCAP) for Richmond Charter Academy, outlining the district’s use of LCFF funding to improve student outcomes. The plan was posted in advance for public review and to provide an opportunity for public comments or suggested amendments.

No public comments.

Adrienne, Interim CEO shared an overview of the draft budgets, noting that more detailed discussion would occur during the approval items. She reported that the LCFF-funded COLA is 2.3%, slightly below expectations but within AMPS’s financial planning. The 2% board-approved salary increase is included, and the focus remains on ensuring each school has at least a stable year financially. All schools are projected to meet authorizer fund balance requirements, and Charter Impact used the most current funding calculator to ensure accuracy. Certain specialty revenues were removed following audit findings that those funds were previously booked. DCA showed strong attendance, leading to a 95% attendance projection for DCA and 93% for other schools. All schools are projected to end the year with a surplus and strong fund balances, except RCA, which was impacted by non-cash depreciation expenses. Adrienne also introduced a resolution to amend a payable from RCA to the Home Office, which will further affect its fund balance.

Board member Jorge asked if the budget figures are solid and have undergone multiple reviews. He asked if the appropriate experts have reviewed the numbers and aside from potential minor adjustments in the future, that the data is accurate and reliable.

Adrienne explained that this is her first full budget cycle with AMPS and that the budgeting approach involved a thorough review by both herself and Charter Impact. The team analyzed historical actuals, accounting for one-time funding, and focused on building a sustainable operational budget. All line items were carefully reviewed based on current-year spending and realistic projections for 2025-2026. She noted that the budget is a fluid document, and adjustments will be made during interim periods, with any significant changes brought to the board.

Board member Margie asked for clarity on the teacher to student ratio and whether there are plans to implement the attendance recovery program this year.

Adrienne responds that the ratio is different at each school site and she will provide more details at the next board meeting regarding teacher to student ratio and the attendance recovery program. 

Board member Davis asks if the 93% and 95% budgeted attendance rates are really conservative and what is the minimum fund balance requirement for each site.

Adrienne explained that the 93% attendance rate is a conservative estimate, as most schools are performing around that level. The 95% rate for DCA is even more conservative, given their current attendance is at 98%. She clarified that for schools with fewer than 300 ADA, like RCA, the required reserve is 5%, but this would shift to 4% once they surpass 300 ADA, which is expected by 2025-2026. She emphasized that the schools maintain strong fund balances and are meeting or exceeding reserve requirements.

Adrienne, Interim CEO, explained that after focusing on depreciation adjustments affecting RCA, it was found that the build-out costs for RCA were overestimated, leading to an inflated payable amount RCA owes to the Home Office. They removed over $2 million from the build-out related to depreciation, and after calculating the difference between this amount and RCA’s actual build-out costs, Adrienne proposed a conservative correction of $1,152,737 to reduce RCA’s payable. She noted that the full correction could be as much as $2 million but recommended approving the smaller amount now, with a clause allowing for further adjustment pending the 2024-2025 audit. Adrienne confirmed she had consulted legal counsel, auditors, and external accounting experts, all of whom agreed this was the appropriate step.

Board member Davis asked for clarification that the correction reallocates the build-out costs so that RCA, BJE, and the Home Office each share the expenses appropriately. He inquired whether the adjustment changes the allocation from being fully charged to RCA to a pro rata distribution among RCA, the Home Office, and others, applicable to the fiscal year ending June 30, 2025, and whether depreciation expenses would be reduced accordingly to their pro rata shares going forward.

Adrienne clarified that the depreciation adjustments have already been made and that the current discussion specifically concerns the payable amount that RCA owes to the Home Office.

Adrienne, Interim CEO presented the Home Office salary bands, which closely align with the 2024-2025 bands but were adjusted to remain competitive with similar positions in comparable organizations. New positions for an administrative assistant and lead custodian were added, and this is the first time the board is being asked to approve these salary bands. She reminded the board that any offer or agreement exceeding $100,000 requires board approval. Adrienne also reviewed the more complex school site salary ranges, which include increases for staff with master’s degrees and they were benchmarked against local school districts and comparable charter schools to ensure competitiveness. Additionally, she highlighted stipend options for extra duties and coaching, noting a future amendment to differentiate coaching stipends between high school and middle school seasons.

Board member Davis asked if the proposed salary and stipend amounts are already included in the previously presented budget and asked if Adrienne, as Acting CEO, believes these compensation levels will enable the organization to effectively hire and retain staff.

Adrienne responded that she believes the compensation package is competitive, as they have reviewed not only salaries but the overall compensation to ensure alignment with the market.

Board member Margie inquired whether internal substitutes are available as an alternative to contracting with organizations.

Adrienne explained that the new in-house long-term substitute position, classified as Band 0, was added this year and is listed at the top of the school site salary bands.

Adrienne, Interim CEO explained that the food service contract for all AMPS schools went through a formal bidding process this year, in partnership with School Food Solutions and following all required protocols. Several proposals were received, and Revolution Foods, currently serving as the provider was selected for the new contract, pending board approval. Key factors in the decision included ease of use, reliable delivery, and positive site feedback. While pricing was not ideal, maintaining consistency during ongoing network transitions was a priority. As a result, the contract is being awarded for only one year, with plans to rebid for the 2026-2027 school year in hopes of securing better pricing. The proposed breakfast and lunch rates from Revolution Foods are currently below the 2024-2025 federal reimbursement rates.

Board member Jorge asked whether there have been any issues with the warming units, delivery equipment, or trolleys used for food service, as these could impact the health and quality of the food.

Adrienne responded that there have been no complaints related to food delivery or safety, including proper cooling and heating. Aside from one or two isolated power outages at individual schools, food service operations have run smoothly.

Board member Davis asked for confirmation that the food service contract is already included in the previously presented budget.

Adrienne responded it has been budgeted and the assumption is that these programs break even at each school.

Adrienne, Interim CEO explained that when she first met with Peter about his board candidacy, he informed her of an extended vacation planned for June. Although the bylaws state that missing three consecutive meetings results in automatic removal, Peter gave advance notice, and one of the absences is due to a special meeting. As a result, a resolution is being presented to the board to formally excuse his June absence.

Board chair Rodolfo shared that Peter had reached out to him early on about his planned absence, and they were fully aware of it in advance.

Sally, HR Coordinator presented a public notice for provisional internship permits, as required by the California Commission on Teacher Credentialing. The permits indicate that AMPS has made a thorough effort to find fully credentialed teachers. Currently, five teachers are being recommended for these one-year, non-renewable emergency permits, which allow them to teach while completing prerequisite coursework for their intern credential programs. The permits ensure coverage during the time these teachers work toward official internship credential recommendations.

Board member Margie asked whether the teachers on provisional permits are currently enrolled in credential programs aligned with their teaching assignments. She also inquired if, since they are not yet in induction, there is an internal mentor program or other support available to them.

Board member Jorge asked if someone is verifying that teachers on provisional permits are genuinely progressing through their credential programs, to avoid situations where, at the end of the year, a teacher has not completed the necessary coursework.

Sally shared teachers on provisional internship permits are actively enrolled in credential programs but have not yet received their internship credential recommendations due to required prerequisite coursework. The HR department closely monitors their progress by working with credential analysts and requires documentation confirming each teacher’s status and any pending requirements. The one-year provisional permit provides coverage in case of delays during this process.

Sally, HR Coordinator presented a Declaration of Need (DON) for fully qualified educators, noting that five fully credentialed teachers at John Henry High School lack the required Cross-Cultural Language and Academic Development (CLAD) or English Learner Authorization on their credentials. These teachers are currently completing the necessary coursework and testing, and approving the DON will allow them to apply for emergency permits to cover the 2025-2026 school year while they work toward full authorization.

Board Chair Rodolfo asked if all five teachers are currently enrolled in the required coursework to obtain their CLAD or English Learner Authorization. He states he would like to see an update of their progress at the upcoming board meeting.

Sally explained that all the teachers are enrolled in the required coursework, noting that some have been teaching for a long time when CLAD or ELA authorization was not mandatory because they previously taught at schools without many English language learners. Now, since they work in a school with a high population of English learners, they are required to obtain the ELA authorization, by taking a class and passing a test.

Sally, HR Coordinator reported that a declaration of need is being made for Downtown Charter Academy similar to John Henry High School. There are three fully credentialed teachers working on obtaining their CLAD/ELA authorization through coursework. Additionally, one teacher with a multiple subject credential is working on subject matter tests to add mathematics authorization, and another teacher with a multiple subject credential is pursuing authorization to teach social science.

Board chair Rodolfo emphasized the importance of ensuring teachers complete their required authorizations by the end of the year.

Adrienne, Interim CEO shared the contract and introduced Elise, former CEO of Aspire Public Schools and a long-time education leader, who has been brought in to support AMPS for the 2025-2026 year. Elise’s role is to help maintain and enhance the organization’s strong instructional practices across all schools, ensure uniform goals, and collaborate closely with the Home Office, including co-presenting professional development with instructional staff.

Board chair Rodolfo asked if the $200 hourly rate for Elise’s work includes a minimum number of required hours per week in the contract, and whether the organization is only billed for hours actually used, and mentioned an upcoming contract related to academic development, checking if the two are connected.

Adrienne explained that the estimated hours for Elise’s support may vary based on workload, and the contract can be canceled if her services are no longer needed. Adrienne explained that they have been collaborating with Elise for a few months to set goals for 2025-2026 and recently brought in Lead Liberated as well. Elise’s work will focus more on direct, technical support, while Lead Liberated will handle broader system-wide and anti-racism efforts, with the intention that both roles complement each other to support academic excellence.

Adrienne, Interim CEO shares her excitement about partnering with Lead Liberated, noting that when she joined AMPS, she was impressed by the staff's diversity and their strong focus on the mission and student needs. She emphasizes the importance of continuing to build an anti-racist network and creating a safe, inclusive environment for all students. She also highlights the need to equip leaders with both social-emotional and technical tools to effectively support this work.

Adrienne then addresses the proposed cost of the partnership, stating that the full proposal totals $278,000 for the year, which she acknowledges is not currently affordable. As a solution, she proposes that she, Rodolfo, and potentially another board member negotiate with Lead Liberated to reduce the cost to $150,000 and to prioritize and implement the most critical components this year. The goal would be to spread the full implementation over a three-year period through strategic planning and phased execution.

Board chair Rodolfo shares his personal experience working with Lead Liberated, having participated in a year-long professional development program with them as a principal. He notes that several current principals in the network also engage with their ongoing support. He highlights the significant growth seen in outcomes, including increased staff sense of belonging, connection, and access to high-quality professional development. Rodolfo appreciates Lead Liberated’s holistic and consistent approach to supporting entire programs, rather than offering isolated interventions.

Board member Margie agrees with the proposal cap of $150,000 and raises important questions about how Lead Liberated tracks and shares progress. She asks about the benchmarks and metrics they use. 

Board chair Rodolfo explains that Lead Liberated conducts full school walkthroughs and observations to generate reports that help track progress. They use student benchmarks and growth metrics to assess impact. He adds that the process is collaborative. Lead Liberated works with the organization to co-create goals and identify specific benchmarks to monitor, supporting the development of strong, consistent programs.

Board member Davis asked whether Lead Liberated's approach has led to improvements in state-level educational metrics.

Board chair Rodolfo, in his first year in the role, notes that while he hasn’t yet seen long-term impacts on state-level metrics, there have been clear improvements in school-based indicators. Schools with consistent support from Lead Liberated show stronger alignment, more effective teachers, improved evaluations, and higher student proficiency. He also highlights increased joy and wellness among staff, which he attributes to the program’s emphasis on holistic development. Rodolfo underscores the critical importance of wellness for school leaders, sharing that burnout led him to leave his own principal role, and believes that support like this could have helped him continue.

Mary, Interim CAO provided an update on the Local Control Accountability Plan (LCAP) for Benito Juarez Elementary highlighting progress on the three-year plan developed in 2024. Key achievements include advancing Goal 1 by adopting a rigorous Common Core-aligned curriculum across all subjects, supporting teacher credentialing, and increasing student achievement, particularly in math. For Goal 2, most schools established Family-School Teams with elected officials and held multiple meetings and events to boost parent engagement. Under Goal 3, suspension rates and chronic absenteeism have decreased. Mary confirmed that all actions and expenditures for these goals are on track, with data available to back the progress.

Board member Jorge raises a concern about anti-racism, asking if the LCAP plan can include showcasing all children to diverse, multicultural, multiethnic, and multiracial perspectives. He advocates for encouraging students to engage with and present cultures beyond their own ethnic or racial groups to promote broader cultural understanding.

Mary explains that cultural inclusion is woven throughout their documents and practices, such as cultural heritage nights, home language surveys, and providing translation at events. They have also adopted an anti-racist policy that shapes the school culture, focusing on community and student well-being. At five school sites, students reported feeling safer and more supported with strong staff relationships. She shares an example of a teacher observing Ramadan, which led students from different backgrounds to engage, organize a Ramadan night, and even translate materials into Arabic, highlighting the school’s encouragement of cross-cultural understanding and participation.

Board chair Rodolfo expresses satisfaction with the progress and supports the plan, highlighting the positive impact of having a paraprofessional in every classroom to assist English learners. He also emphasizes the importance of creating a safe environment, noting that students at RCA feel very safe and secure, which he sees as a significant achievement.

Mary, Interim CAO presented Downtown Charter Academy’s year-to-date progress on the network-wide LCAP goals, noting that while goals are consistent across schools, the approaches vary. DCA, with its experienced staff, has met the teacher credentialing goal and adopted a new curriculum, with plans to introduce a new ELD curriculum next year. Teachers actively participated in summer curriculum planning and led sessions at the annual summit. Parent engagement is robust, with regular communication, multiple cultural events, and opportunities for input on the LCAP and budget. The school implemented a positive discipline matrix, resulting in the lowest suspension and chronic absenteeism rates in the network. Proactive attendance monitoring and a strong tutoring program support student success. Additionally, parent trainings on PowerSchool and Google Classroom have been offered. Mental health needs are addressed by a new wellness counselor and SEL lessons, with all actions and expenditures proceeding as planned according to budget.

Mary, Interim CAO reported that professional development at John Henry was delivered as planned, focusing on data-driven instruction, with all students accessing curriculum including a new ELD program. Weekly site walkthroughs and teacher collaboration helped align instruction. Both schools hosted multiple career and college events, with about 26 students earning the Seal of Biliteracy. For Goal 2, active Family-School Team (FST) meetings with elected officials provided input on policies, discipline, and budget decisions, including participation in the WASC accreditation visit. Goal 3 saw the rollout of a positive discipline matrix using PBIS and restorative practices, resulting in increased suspension rates due to higher behavioral expectations, though students and teachers report feeling safe and connected. Some vocal parents have expressed desire for further positive changes based on survey feedback.

Mary, Interim CAO shared that Oakland Charter Academy delivered data-driven professional development, including weekly walkthroughs with instructional coaches to improve lesson plans focused on checking for understanding and academic rigor, resulting in increased student engagement. The school is working to ensure full teacher credentialing and retention, with grade-level content teams supporting communication on initiatives and discipline. Parent engagement remains a challenge, as FST meetings lacked elected parent officials despite good participation in events like Ramadan celebrations, game nights, and parent-teacher conferences focused on student goals. Efforts are underway to improve communication technology, as many parents are not yet using the student information system. The school implemented a progressive discipline matrix and a team targeting chronic absenteeism, which has decreased due to proactive data monitoring and outreach.

Mary, Interim CAO reported that Richmond Charter Academy focused heavily on professional development, particularly with backward mapping, lesson planning training, and weekly walkthroughs, despite experiencing significant staff turnover. Teachers attended a five-day summit and had access to the new curriculum. The school implemented a strong progressive discipline system, resulting in decreased suspensions and chronic absenteeism, supported by a proactive team monitoring attendance and engaging families. A well-trained wellness counselor provided weekly SEL lessons. Parent engagement was robust, with frequent FST meetings the highest number among schools monthly coffee with the principal, and consistent weekly communication from both teachers and the site director, fostering strong home-school connections.

Adrienne, Interim CEO presented the annual budget prepared by Charter Impact, noting that the budgets are being formatted for submission by Monday to meet various authorizer deadlines. For BJE, they anticipate an enrollment of 470 students consistently over three years, with an average daily attendance of 93%. The budget projects a surplus each year and maintains a strong fund balance.

Adrienne, Interim CEO shared that for DCA, they are projecting an enrollment of 320 students annually with an average daily attendance rate of 95%. Like BJE, DCA is also expected to have a surplus each year and maintains a strong financial position.

Adrienne, Interim CEO reported a conservative enrollment projection of 340 students annually, with potential for growth. The average daily attendance is expected to be 93%. Like the other schools, they anticipate a surplus each year and maintain a strong fund balance and cash reserve.

Board member Davis asked about the budget showing a $130,000 decrease in subcontracted services (line 5100) and noted a corresponding $300,000 increase in teacher salaries. He inquired if this means the organization is hiring more teachers.

Adrienne explained that the preliminary budget assumes full staffing at the start of the year. As vacancies are filled, subcontracted services may increase, causing a decrease in salary expenses, so the shifts between these budget lines reflect staffing changes throughout the year.

Adrienne, Interim CEO shared that for OCA’s renewal year, they took a conservative approach to enrollment projections, estimating 210 students for 2025-2026 and 2026-2027, dropping to 202 in the following year due to a large 7th-grade class exiting. She believes actual enrollment and ADA will be higher, with growth expected in the five-year projection. The ADA is projected at 93%, with a small surplus each year and a strong fund balance.

Adrienne, Interim CEO shared that Richmond Charter Academy’s 2025-2026 enrollment projection is conservatively set at 320, though they expect to reach 330 due to increasing their internal cap from 300. The school has historically had waitlists for 6th and 7th grades, making this growth realistic. They anticipate surpluses each year despite starting with a negative fund balance, which is improving following a board-approved correction. Depreciation expenses will decrease going forward, and they expect to meet reserve requirements.

Board member Davis asked for clarification, asking if the fund balance will be above 4% or 5% by the end of 2025-2026 due to the passed resolution.

Adrienne stated that she believes the fund balance will reach 5% in both 2024-2025 and 2025-2026. However, if ADA comes in higher than budgeted, as expected, they would only need to meet a 4% reserve in 2025-2026, which she also believes they will achieve.

Board Chair Rodolfo shared the bio of Elizabeth "Liz" Martinez, COO of Making Waves Academy, noting that he, Davis, and Margie had all interviewed her. 

Board member Margie expressed full confidence in Liz, stating that she believes Liz will bring valuable support and knowledge to the team.