Christina Reyes presented a 25-minute video report to the board 

Video focused on the following: 

• The impact Covid-19 continued to have within our community 
  • Affecting students, parents, and teachers
  • Update on CCS program success
    • Alumni retention success
  • The impact reading levels differ in different areas in the nation 
  • Affects of economy recession on our communities
  • The approval of the opening of an Elementary School

Christina Reyes presented the Goals report to the board

• The New Leadership Directory was presented to the board
  • We have a full Leadership team for next year
  • 12 of these leaders have grown up in the community 
• School Wide Goals 
  • Academics: 80% of students meet their reading goal in AIMsWeb
    • We did not meet this goal
    • The data is inconsistent due to grades and scores not being in yet 
    • MS data:  5th Grade =73%

                  6th Grade =55%

                  7th Grade= 40%

                  8th Grade= 33%

• HS data: 9th Grade = 26%

                 10th Grade = 13%

                 11th Grade = 35%

                 12th Grade = 31%  

• These goals were unmet because this is the first year we set a goal for this assessment. Next year we will restructure how to best set a reading goal.
• The data shows that, regardless of the goals set, the middle school and 11th graders grew overall 
  •  Instruction: Define good teaching using the NASOT Framework 
    • Marzano/NASOT Goal
      • Goal: 80% of staff will say that the NASOT framework helps them define what good teaching in classrooms looks like
      • We surveyed the teachers in February and then again in May
      • February survey showed that 60% of teachers agreed that the NASOT framework helps them in the classroom
      • May survey showed that 51% of teachers agreed that the NASOT framework helps them in the classroom
      • The leadership team will be attending a Marzano: Highly Reliable Schools Conference in July 
  • Culture: 100% of staff are trained in Collaborative Problem Solving 
    • Collaborative problem solving showed us that tracking this data gets influenced by the time frame being tracked due to the flow of the year changing at different times 
      • We should front load a lot of our PD coaching so that the end of the school year is better supported for teachers 
      • While the goal was not met, the NYC DOE survey question regarding program coherence says otherwise
        • 76% of teachers say that we follow up on programming progression 

School-Wide Strategic Plan 2022-2023 Updates

• This plan was created after attending Marzano conference in February 
• HRS Level 1: Leading Indicator 1.1 & 1.2 
  • The faculty and staff perceive the school environment as safe and orderly 
  • Students, parents, and the community perceive the school environment as safe and orderly 
    • We must first define, for all, what safe and orderly mean
    • Bianca has already started to survey this 
  • CEO and COO must have clear vision and implementation of critical concepts 
  • We must continue to use our bucket of funds for continual improvement
• Level 1 also focuses on building a professional learning community, which we do not have in place at the moment. 
  • Without this in Level 1, we cannot advance to Level 2
• Over the years we have been able to identify key issues that are then immediately addressed and avoided in the future 
• Our surveys and other tracking methods allow us to collect and evaluate our data to remedy any current issues/concerns 
• To be able to identify key priorities in Level 1, we must first complete an assessment. For us, this will be held in the fall.
• The way we know we are setting the correct goals for each level, is by ensuring our leading indicators remedy issues identified under each level. 
• Due to the nations issue with school safety, we must ensure that within Level 1, we target these issues to ensure school safety is at the top of the goals. 
  • Some indicators will change with time. For example, this year we dealt with increasing suspension rates. We expected some issues after we re-opened, but we now know that new leading indicators were needed for this period.  
    • It is a work in progress
• CPS allows us to identify any key factors that contribute to an unsafe environment   

Collaborative Problem Solving

• 100% of staff who started in August (beginning of the school year) were trained and received coaching throughout the entire year.

CEO Specific Goals

• Identify and administer a baseline survey to measure the socio-emotional learning of students based on the IAL Character Traits
  • We know how important this is 
  • Mary will fully focus on this in the upcoming school 
• Apply for elementary school grade expansion            
  • We received approval for expansion 

CFO/COO Specific Goals

• Meet our enrollment targets to ensure five-year renewal
• Increase ELL applications
• Al of these goals were met 

Attendance (internal) Goals

• 92% school-wide attendance (starting September 30th)
  • This was unmet, by 3%
  • We expected this outcome due to dealing with COVID variants 
• Retention
  • While retention was not a goal we set, it’s important to note that during this time of a pandemic, our retention rates were outstanding.

Graduation Projections

• June Graduates (Confirmed): 97 students, 80%
• August Graduate Projections: 10 students, 8%
• Retained Student: 11 students, 9%
• HES/Other: 4 students, 3%
• We have many students working on credit recovery
  • High school senior classes end earlier specifically for Credit recovery 
    • APEX is used for our online credit recovery
    • Allows students to work at their own pace
  • Some students retake specific courses or a semester throughout the summer 

Diversity, Equity, and Inclusion (DEI)

• Jason Harris has done a tremendous job assisting us with this
  • He has decided to step down from the Board 
• The DEI Committee recommended to the ELT to have more choice in professional development opportunities for our teachers
• Approval of the Student Anti-Bullying Policy is needed from the Board
  • We have not had this policy before and used DOE guidance to create this draft
  • Came about from noticing the way students communicate with each other 
  • Aligning to the law is top priority 
  • We must also educate our students on how to better express themselves
  • We will vote in July after a lawyer has reviewed the policy 

 Mario Acosta, from Marzano Highly reliable Schools, presented to the board

• Background
  • Has been a Marzano consultant for over 10 years
  • Worked 8 years as a campus principal and 14 years in administration  
• The Marzano framework is very versatile, continuously improving, and backed by over 50 years of data
• 5 levels/characteristics of a high reliability organization: Levels 1, 2, and 3 are foundational for all schools  
  • 5 - A competency-based system
    • Staff, parents, students, and community feel save in the school environment
    • The overall success of the schools aligns with individual success 
  • 4 - Standards-referenced reporting 
    • Clear vision for instructional staff is given, along with teacher/staff support, and job-embedded professional development opportunities
  • 3 - Guaranteed and viable curriculum
    • All schools are aligned with state/district regulations 
    • Data is analyzed and used for schools to achieve their goals
    • Appropriate school – and classroom – level programs and practices are in place to help students meet individual achievement goals
  • 2 - Effective teaching in every classroom 
    • Clear and measurable goals are established and are focused on critical needs regarding improving achievement of individual students
    • Data are analyzed, interpreted, and used regularly to monitor progress toward achievement goals for individual students.
  • 1 - Safe and collaborative culture    
    • Students who have demonstrated competency levels greater than those articulated in the system are afforded immediate opportunities to begin work on advanced content and/or career paths interest.
• Each level has to be healthy in order to move on to the next
• Unfortunately, hard work and application of best practices does not guarantee success
  • Which is why we must continuously identify critical factors that affect students and implement better practices 
  • We must also note that each campus has different needs; all conditions needs to be monitored and adjusted if need be 
• The high reliability school’s framework helps us ensure we implement the best practices for each environment and offers continuous monitoring for positive outcomes in
  • State tests, graduation rates, attendance rates, standardized test rates, and key data points

Finance and Executive Committee Reports

Finance Committee

• Continued Support for all Academic Programming: closing learning loss and social emotional needs 
  • Curriculum alignment 
  • Peer to Peer Tutoring 
  • Partnership Test Prep Programs (SAT & PSAT prep)
  • Partnerships with Think: Kids Collaborative Problem Solving, After school activities 
  • Partnerships with Marzano resources 
• Elementary School Approval
  • Identifying Incubation space for Elementary School 2024-25 opening
  • Identifying Permanent Home for Elementary School projected 2026-27
  • All in process 
• Continued to ensure equity for all students with Technology, school supplies & uniforms
  • Purchased New Chromebooks for 5-12
  • Provided Students in Need with Hotspots 
  • Provided all students with free uniform 
  • Provided supplies for students
  • Provided camp partnership for
• Ensured Equity for Staff
  • Created a salary scale for Teachers, Social Workers, Guidance Counselors & Speech Language Pathologist
• Continued to provide financial stability
  • To expand to the Elementary School
  • Continue to provide programming to improve the IAL Student Experience 
• Committee Milestones since 2014/15
  • Stabilized Finances through hiring COO/CFO, creating policies and developing internal and external partnerships
  • Created a multi-year financial outlook to forecast and support the schoolwide goals
  • Secured Financing to build space for expanding school
  • Developed and implemented a Salary and Compensation plan for school community
  • Provided stability during the pandemic for staff, students and school community
  • Support Academic Programming with Curriculum Alignment 5-12
• Impact to Budget
  • Revenue Increases: Per Pupil Funding Increase
    • Which is why enrollment numbers are so important
  • Debt Service Repayment $1.3MM Annually
    • This was what helped us build the high school 
  • Maintaining Debt Service Ratio at 1.1%
  • Commitment to equity in salaries (Teacher, Counselor, Social Worker, and Speech Salary Scale)
  • Expanding Program to close the learning gap and social emotional needs 
  • Commitment to equity (space, technology, supplies)
• As of June 14/15, we have $11.4MM cash on hand
  • This includes the $1.4MM increase from last year
    • Reimbursements from 4MM grants
    • Reserves
      • $650K was added to Reserves 
      • $5.6MM in Reserves now
  • Breakdown of Cash on hand
    • Elementary Site $5.75MM (51%)
      • Incubation space, money that we need to have upfront for building and salaries 
    • Reserves $5.65MM (49%)
• Status of $4MM Grant
  • $1.586MM of the Federal Grant received has been used
  • Remaining $2.412MM is available to be used by September 2024
  • We set certain allocations of the grant in certain buckets (curriculum, tutoring/enrichment, SEL Partnerships, technology, building repairs/Operations and leadership development)
    • As time passes, we are able to see where funds are mostly being used and can shift allocations throughout  
• Elementary School Search
  • Incubation Space- temporary space for 2024-2025 school year
    • Potential location: 215th Street and Broadway
    • Spector Group performing test fit 
  • Permanent Space- the home of the new elementary school
    • Potential build-up of current middle school space 
      • Most difficult construction path
    • Or 4650 Broadway Sherman Plaza (Arden Group)
    • Or the Manhattan Bible Church
      • Which is the closest one to our current middle school campus 

Budget for 2022-2023

• Debt to Service Ratio: we are set to be above our requirement 
• Budgeting for 940 students enrolled 
  • Currently we have 930 students enrolled 
  • Per pupil funds increased 
  • This budget projects we end at 12.4 MM next year
• There are budget cuts being discussed at the DOE level, but the conversations are not regarding changing “per pupil” funding 

Executive Committee

• Board Term
  • The Board agreed on the following changes to the By-laws:

The Board voted to change all board officer positions to two-year term beginning the month that the Trustee is elected and ending on June 30th of the second subsequent year. All Board Trustees are eligible for re-election after the first term, of two years, is completed. All Board Trustees are eligible to serve another two-year term, a maximum of four years, if reelected. 

• The Board voted  on the following members to serve as the officers 
  • Maxwell Rosenthal- Board Chair
  • Kathleen Mangual- Board Vice Chair
  • Steve Mlynar- Secretary
  • Jhoselyn Almonte- Treasurer
• The Board voted to elect JoAnn Looney to rejoin the board. JoAnn initially served on the Board from 2014 - 2018.