Tahlia (student) led the Board members and guests in the Pledge of Allegiance to the United States of America (USA).

Thalia Zanki expressed strong concerns about the board’s recent decision to lay off teachers without sufficient notice and the immediate termination of their health insurance benefits. She highlighted the challenges faced by the remaining staff, who are now managing increased workloads without additional support. Zanki noted that while teachers were impacted, bonuses were still awarded to administrators and funds were allocated for non-essential items. She connected declining enrollment and test scores to the departure of experienced teachers and urged the board to carefully reconsider these decisions to avoid negative effects on the school community. Finally, she encouraged the board to support staff to ensure the school’s continued success. 

Presenter: Mr. David Hussey, Executive Director

1. Recognitions and Congratulations
   • Academic Decathlon team won their 11th National Championship.
     • Coaches Franklin, Evans, Dallas, and Jones recognized for their efforts.
   • Boys Tennis team won the Division One championship.
   • Boys Volleyball team won the Open Championship.
   • Track athletes competing in Track City Finals on the day of the meeting.
   • Girls Softball team reached the quarterfinals of the Open Division.
   • Boys Baseball team scheduled to play for the Open Division Championship at Dodger Stadium on Saturday at 1 PM.
   • Choral music and dance programs holding showcases:
     • Music showcase held today.
     • Dance showcase scheduled for tomorrow evening.
2. Upcoming Events and Important Dates
   • Memorial Day: No school on upcoming Monday (Memorial Day observance).
   • Senior Awards: Scheduled for Thursday at 5:30 PM on the quad.
   • Prom: Scheduled for Saturday, May 31, at 7 PM.
   • Graduation: Scheduled for Friday, June 6, at 6 PM.
3. Summer School Information
   • Summer school sessions to run from June 11 to July 25.
   • Daily hours: 8:30 AM to 1:00 PM.
   • No classes on June 19, June 20, and July 4.
4. Welcome Week
   • Scheduled for July 28 to August 1.
   • Hours: 8:30 AM to 12:30 PM.
   • Counselors available to assist students with program issues or summer school adjustments.
5. New School Year
   • Official start date: Monday, August 11.
6. Academic Performance Update
   • Tentative results indicate an improvement in test scores this year.
   • Despite challenges faced, students are showing better academic performance compared to previous years.
7. Meeting Conduct Reminder
   • Executive Director emphasized that attendees should not speak during the meeting.
   • Clarified that this is a business meeting open for public viewing but not for public discussion.
   • Requested respect for meeting protocols.

Presenter: Mr. Gregory Wood, CBO

1. May Revise Budget Overview
   • Executive Director David Hussey, CBO Gregory Wood, and the finance director attended the Governor’s May Revise budget meeting for the 2025–26 school year.
   • The presentation included preliminary budget figures to support the full proposed budget, to be presented at the June board meeting.
2. COLA (Cost of Living Adjustment) Updates
   • The 2025–26 COLA is set at 2.3%, down from prior expectations.
   • The 2026–27 COLA is projected to increase to 3.02%.
   • CBO noted that COLA affects negotiations for collective bargaining agreements (CBAs), which are often indexed to COLA.
3. Other Financial Indicators
   • STRS and PERS contribution rates (retirement systems) remain relatively unchanged.
   • Lottery revenues and the Mandated Block Grant remain stable and consistent with prior years.
4. Enrollment Trends
   • A key point was made that COLA increases are often offset by declines in enrollment.
   • If enrollment falls by more than 3%, any gains from COLA may be neutralized.
   • Enrollment is currently down, consistent with a broader trend in LAUSD and the region (LAUSD is down over 11,000 students).
   • A 10-year projection slide was shown indicating LA County may face a 19% enrollment drop, the steepest in the state.
5. ASB (Associated Student Body) Update
   • ASB shared recent student activities:
     • Preparation for AP exams.
     • Ongoing prom planning.
     • Club Rush events held.
     • Interviews being conducted for new student leadership positions.
     • Student Store is managing its own budget and has added a refrigerator to better serve students.
     • Plans to recognize AP test-takers with rewards this week.
6. Insurance Update
   • The organization has not yet received its insurance quote from current provider, CharterSafe.
   • Industry-wide warnings indicate:
     • Possible 20% increases in property and liability insurance rates.
     • 5–10% increases expected in workers’ compensation insurance due to rising claims.
   • Internal confidence that their increase will be lower than the state average, citing:
     • A strong claims record.
     • Effective internal communication and proactive safety efforts by HR and leadership.
7. ADA and Funding Implications
   • Discussion included how Average Daily Attendance (ADA) and enrollment directly impact funding.
   • Anticipation of additional funds if ADA improves.
   • The final ADA numbers for the current year, based on the April attendance reporting period, have been finalized.
   • CBO will provide details on funding impacts from ADA later in the meeting.
8. District-Wide Staffing and Budget Context
   • Noted that while LAUSD is releasing over 2,000 teachers due to declining enrollment, this school has not needed to take similar steps.
   • The current strategy of reallocation and conservative planning has avoided major disruptions.

Presenter: Mr. Brad Wright, Board Chair

Board Chair Brad Wright opened the floor for any board member comments or updates. Mr. Kofahl indicated he had no comments, while Ms. Ibach was welcomed back and expressed appreciation, stating she was glad to return. Mr. Wright extended a special welcome to Ms. Ramirez, acknowledging her longstanding contributions to education as a former teacher and principal with over 30 years of experience. He emphasized the strength of the current board, noting that four out of the seven members—including Ms. Ramirez, Mr. Kofahl, Mr. Sokovic (who was absent), and a teacher representative—have direct classroom or administrative experience. This, he stated, gives the board valuable insight into educational needs and priorities.

Mr. Wright expressed hope that the board could continue to work collaboratively to support the school community, especially in light of financial pressures. He highlighted the goal of preserving as many jobs as possible and ensuring stability as adjustments like the cost-of-living increase (COLA) are factored into future planning. He also shared encouraging news about the school’s performance, stating that it had received top-tier evaluations over the past three to four years—a notable improvement credited to changes implemented by the current board. Concluding his remarks, Mr. Wright expressed pride in the school’s progress and encouraged continued forward momentum before moving on to the next agenda item.

Board Chair Brad Wright introduced the Governance Agenda, noting that the sole item—Item A—concerned rescheduling the June 2025 board meeting. Several board members had indicated they would be unable to attend the originally planned date of June 26, prompting Mr. Wright to propose moving the meeting to a later date to ensure full participation and adequate preparation. A primary reason for the change is to allow Chief Business Officer Gregory Wood additional time to complete and present year-end financial reports. Mr. Wright emphasized that the final board meeting requires a complete financial overview and announced that the rescheduled meeting would also include board officer elections and the release of applications for a new board seat focused on community service. He concluded by stating that a new meeting date would be selected based on availability.

Presented by: Gregory Wood, Chief Business Officer

1. Overview and Reporting
   • The April 2025 Investment Update was presented during the board meeting and had been previously reviewed by the Finance and Investment Committee.
   • A full quarterly report was prepared and distributed, including detailed statements and analysis from the school’s investment advisor, Beacon Pointe.
   • The report includes investment performance updates, portfolio alignment with policy, and summary charts for transparency.
2. OPEB (Other Post-Employment Benefits) Account
   • As of April 30, 2025, the OPEB account held $31,492,539.
   • Despite earlier market volatility in March, the account rebounded in April with a gain of $1.2 million in investment returns.
   • Payments to retirees from the OPEB fund during this period totaled over $500,000.
   • Preliminary data for May indicates an additional increase of approximately $500,000, with final May results pending.
   • The account remains fully funded as of last year, providing long-term health care benefits to eligible retirees and their spouses based on service and age criteria.
3. Investment Policy Compliance – OPEB
   • The investment portfolio is being managed in alignment with the board-approved investment policy parameters.
   • The advisor’s quarterly report confirmed that all OPEB investments are within the specified allocation ranges for various asset types.
4. General Investment Account
   • The school’s general investment fund holds approximately $7 million.
   • This fund has a slightly more conservative risk profile compared to the OPEB account.
   • Investments continue to show modest gains and stability.
   • Beacon Pointe’s report confirmed that the general fund investments also remain fully compliant with the investment policy set by the board.
5. Actuarial Review
   • An annual actuarial review of the OPEB account is in progress.
   • The actuary's updated report is expected to be presented at the next board meeting.
   • The review helps determine the long-term liability and ensures the account remains sufficiently funded to meet future obligations.
6. Key Takeaways
   • Both the OPEB and general investment accounts are performing well and showing positive returns.
   • All investments are within policy limits, and the investment advisor continues to operate responsibly and transparently.
   • The school remains one of the few education organizations able to offer a fully funded post-employment health benefit.
   • The Finance and Investment Committee encourages stakeholders to review the full report, which remains available for public and internal reference.

Presented by: Gregory Wood, Chief Business Officer

1. Purpose of Report
   • This update focused on student enrollment, average daily attendance (ADA), and their financial implications for the current fiscal year (2024–2025) and beyond.
   • The data presented is crucial for understanding state funding projections and making budgetary decisionsmoving forward.
2. Enrollment and ADA Overview
   • Enrollment Decline:
     • At the start of the school year: 2,945 students enrolled.
     • By Month 8: 2,856 students remained.
     • Compared to last year (3,086 students), this represents a drop of 230 students year-over-year.
   • Funded ADA:
     • Final ADA as of Month 8: 2,687.04.
     • Previously forecasted ADA: 2,712.15.
     • Resulting shortfall: 25.11 ADA, equating to a revenue loss of $411,629 under the Local Control Funding Formula (LCFF).
3. Grade-Level Enrollment Insights
   • Detailed data was provided by grade level for the first eight months.
   • Grade 12 currently has 760 students, all of whom will exit the funding calculation after graduation.
   • Incoming Grade 9 is projected at 643 students, potentially creating an enrollment gap of 110–120 studentsfor 2025–2026.
   • This may result in a further funding loss of approximately $1.3 to $1.4 million in the next fiscal year.
4. State and Regional Context
   • The decline in enrollment mirrors broader demographic trends:
     • The state of California has seen a reduction of over 11,000 students.
     • Los Angeles County, especially the West Valley region, continues to face challenges due to rising housing costs.
     • Nearby middle and elementary schools—key feeders for the high school—are also experiencing enrollment drops.
     • Some pre-K indicators suggest potential long-term enrollment recovery, though impacts will not be felt for several years.
5. COLA and Funding Impact
   • A projected 3% Cost of Living Adjustment (COLA) will not fully offset the financial losses due to declining enrollment.
   • The effective impact of a 6%+ enrollment decline outweighs the 3% revenue increase from COLA, leading to a net loss.
6. Fiscal Responsibility and Oversight
   • Ongoing losses and budget shortfalls raise the risk of LAUSD fiscal intervention or charter oversight actions.
   • Maintaining adequate reserves is essential to:
     • Preserve local control of the charter.
     • Ensure job security for teachers and staff.
     • Avoid insolvency or external financial management.
7. Next Steps and Strategic Planning
   • The administration is actively considering and will present cost-saving measures in June.
   • The focus will be on adjusting to reduced revenue projections while prioritizing core instructional and operational needs.
   • Enrollment recovery efforts will continue, but conservative budgeting is necessary.

Presented by: Gregory Wood, Chief Business Officer

1. Contract Background
   • The school is currently in Year 3 of a 5-year contract with Chartwells, the food service provider, originally approved in 2022.
   • Despite the multi-year contract, Chartwells is required to submit an annual proposal for the upcoming year as part of the contractual process.
2. Proposal Details
   • The proposal includes estimated number of meals served and the per-meal rate charged to the school.
   • Payment is based only on meals actually claimed by students; unsold meals are not charged to the schoolbut absorbed by Chartwells.
   • Both parties financially benefit if meal participation increases.
3. Contract Approval Process
   • The contract renewal proposal is required to be reviewed and approved by the California Department of Education (CDE) Food Service Department.
   • This year, the contract has been vetted and preliminarily approved by CDE.
   • Final approval is pending board approval.
4. Cost Adjustments
   • The cost per meal has increased by approximately 5%, tied to the Consumer Price Index (CPI) for food services in Los Angeles County.
   • These adjustments reflect rising food service costs in the region.
5. Universal Meals Program
   • The school participates in the Universal Meals Program, offering free breakfast and lunch to all students, funded by federal and state government sources.
   • Although federal funding is currently projected to cover about one-third of the program cost, the state governor has indicated the state may cover any potential federal shortfall.
6. Financial Impact
   • The cafeteria program has been profitable, generating between $100,000 to $200,000 annually.
   • All cafeteria funds are restricted and must be used exclusively within the cafeteria program (e.g., equipment, facilities, operations).
   • These funds cannot be used for non-cafeteria purposes such as paying staff salaries or funding unrelated projects.
7. Next Steps
   • Contract finalization follows prior approvals by CDE and internal stakeholders.

Presenters: Gregory Wood, CBO & Janneyra Verduzco, Director of Accounting and Finance

1. Budget Development Process

• Departments were invited to submit textbook budget requests as part of the overall budget planning process.
• The administrative team reviewed all submitted requests collaboratively and developed budget recommendations.
• The Finance Committee received a detailed review of the proposed textbook budget by department and provided input during discussion.

2. Budget Breakdown Summary

• The budget summary presented on screen included three columns:
  • Previous Year’s Approved Budget
  • Current Year Department Requests
  • Administrative Recommendations for 2025–2026
• The total recommended textbook budget for 2025–2026 is $167,000.

3. Notable Adjustments and Additions

• Teachers and departments originally requested only $88,000 in textbook funds.
• Additional items were added by administration due to:
  • Overlooked subscription renewals, particularly in English Language Arts (grades 9–11).
  • Mathematics curriculum updates:
    • Algebra I and II textbooks were added to the budget.
    • Geometry textbook adoption is pending, awaiting final decisions.
• These adjustments ensure that all required materials, including recurring subscriptions, are adequately funded.

4. Contingency Placeholder

• A "Master Schedule Adjustment" placeholder is included to allow flexibility for course changes that may arise over the summer as class assignments and student schedules shift.

5. Procurement Timing

• The goal is to finalize the textbook budget prior to the end of the school year:
  • Early approval allows department chairs to begin placing textbook orders immediately, avoiding delays.
  • Ensures students receive textbooks on time for the start of the school year in August.
  • Avoids complications from teacher absences during the summer.

6. Next Steps

• The finalized budget will be distributed to department chairs for purchasing execution.
• Procurement and fulfillment processes will commence prior to school closure in June, optimizing readiness for fall instruction.

Presenters: David Hussey

1. Background on SELPA Participation

• The school is currently a member of Option 3 – Charter Operated Programs within the Los Angeles Unified School District (LAUSD) Special Education Local Plan Area (SELPA).
• As part of this arrangement, the school receives special education support and services governed under the LAUSD SELPA’s local plan.

2. Purpose of Notification Letter

• Annual practice: Each year, the school submits a reservation of rights letter to LAUSD.
• The letter does not indicate intent to exit the SELPA, but serves as a formal notification that:
  • The school reserves the right to withdraw from the LAUSD SELPA if substantial or unfavorable changesare made to the local plan that negatively impact the school’s special education services or operations.

3. Current Status and Intent

• No intention to leave the LAUSD SELPA at this time.
• The school administration has expressed continued satisfaction with the services and collaboration under the current SELPA arrangement.
• The letter is submitted proactively as a protective and procedural measure, consistent with past years.

4. Justification for the Notification

• The letter ensures the school maintains the legal and procedural option to explore alternative SELPA arrangements if needed.
• It aligns with the broader charter school practice of maintaining autonomy and flexibility within state education regulations.

5. Board Acknowledgment

• The draft letter was presented to the board for transparency and record.
• No action was required unless changes to the content or intent of the letter were proposed.
• The letter will be formally submitted to LAUSD SELPA leadership in accordance with annual requirements and timelines.

Presenters: David Hussey

1. Purpose of the Agreement

• The school is seeking board approval for a one-year service contract with Sage SoCal, Inc., a third-party provider of school-based therapeutic services.
• The contracted services involve assigning an on-site therapist to support student mental health and wellness through the school’s Wellness Center.

2. Current and Proposed Staffing Levels

• 2024–2025 school year (current):
  • Initially contracted for two school-based therapists.
  • A third therapist was added later in the year due to student needs.
• 2025–2026 school year (proposed):
  • The contract begins with one therapist on site.
  • Potential to expand to a second therapist contingent upon available budget during the school year.

3. Rationale for Continued Services

• The Wellness Center and therapist support have proven to be highly beneficial for students.
• School leadership emphasized the importance of maintaining access to mental health support as a core part of the school’s student wellness and support strategy.
• Services are not provided by school employees, but rather by Sage SoCal as a third-party contractor.

4. Contract and Financial Details

• Term: One (1) year
• Contract Value: Exceeds $50,000, thus requiring formal board approval per financial policy.
• Though only one therapist is funded at this time, future staffing increases may be brought back to the board for review and approval if budget permits.

5. Board Discussion Highlights

• It was confirmed that the school contracted with Sage SoCal during the previous school year as well.
• Board members discussed the potential of scaling services back up if funding becomes available.
• Emphasis was placed on the critical importance of student wellness and the positive impact these therapists have made.
• Board encouraged to consider funding additional therapeutic support if feasible within the overall 2025–2026 school budget.

Presenter: Ms. Clark, Administrative Director
Purpose: Informational presentation and discussion—no vote required at this meeting
Next Steps: Board members have ~3 weeks to review and provide feedback before a vote at a future meeting.

General Overview

• The LCAP draft was presented for review and feedback.
• Board members may submit suggestions within the next three weeks.
• Key context data was presented:
  • Enrollment Decline: Student enrollment dropped significantly—now approx. 2,900 students in grades 9–12.
  • Community Income Growth:
    • Woodland Hills median income (2023–2024): $134,000
    • Compared to LA County ($87,800) and City of LA ($80,000)

Performance Review & Data Analysis

• Academic Decline:
  • English Language Arts (ELA): 23.2 points above standard but declined 16.8 points from 2023
  • Mathematics: Also showed a decline across most subgroups
  • Performance colors updated to align with California Dashboard terminology
• Contributing Factors to Decline:
  • High substitute teacher rates—highest ever recorded
  • Inconsistent testing implementation
  • Perceived lack of teacher support:
    • From administration
    • Among teachers within departments
  • Outdated teaching practices in some areas

Stakeholder Feedback & Proposed Solutions

Instructional Support and Professional Development:

• Emphasis on alignment by course and department
• Increased focus on Professional Learning Communities (PLCs)
• Encourage ongoing teacher training and conference attendance (fully funded by the school)
• Reaffirmation that participation is not mandatory, but strongly encouraged

Teacher & Department Engagement:

• Department chairs are consulted to lead internal initiatives
• Admins may intervene based on departmental needs

Goals Overview

Goal 1: Student Achievement

• Based on CAASPP and dashboard metrics
• Focus on improving instructional quality and addressing learning gaps
• Data-driven alignment and support strategies

Goal 2: College & Career Readiness

• Concerns from parents about inadequate college prep information for juniors and seniors
• Response: Increase workshops, counseling support, and communication efforts
• Noted: Staffing changes will reduce college counselors from 3 to 2 next year

Goal 3: Parent Engagement

• Key issues raised:
  • Lack of grade-level assemblies
  • Safety concerns (especially language and hate speech)
  • Need for anti-hate initiatives across all grades
• Actions Taken:
  • Four-day anti-hate assemblies planned for Fall 2025
  • Partnering with Dr. Howard’s group for ongoing cultural sensitivity training
  • Reinforce zero tolerance stance on hate speech and language
• Parental Involvement Concerns:
  • Decrease in active participation; requests for:
    • Virtual options for meetings
    • Clear donation opportunities at school events
    • Fundraising efforts spearheaded by parent committees (e.g., ECR Royal Families)
  • Suggestion to add parent assemblies for better awareness and involvement
• Marketing Coordinator Feedback:
  • Request that the Marketing Director attend key school events
  • Provide event write-ups to stakeholders
  • Be more visible and proactive (feedback gathered from parents and staff)

Goal 4: Safe and Inclusive Environment

• Concerns:
  • Continued vaping and smoking in bathrooms
  • Inconsistent disciplinary action for infractions
  • Need for a full-time nurse on campus
  • Lack of a clear, comprehensive discipline plan
    • Should be presented to staff during the back-to-school orientation

Additional Notes

• Financial details in the LCAP contain placeholder figures; final budget integration pending.
• Budget revisions and updates will be reflected before the official vote.
• Emphasis placed on transparency and stakeholder collaboration in finalizing the plan.

Next Steps:

• Board members to review and provide additional input over the next 3 weeks.
• LCAP to be finalized and presented for a vote at the next scheduled board meeting.

The board entered the closed session at 6:47 PM on the 22nd of May, 2025.

The board reconvene to open session at 7:36 PM on the 22nd of May, 2025.

Mr. Wright reported that there were no actions taken during the closed session and therefore nothing to report.