dayton leadership academies annual report 2015€¦ · dayton leadership academies . annual report...

Dayton Leadership Academies Annual Report 2015

2014 -2015 School Year

Early Learning Academy (KG – 2nd Grade)

Dayton View Academy (3rd – 8th Grade)

2 | P a g e

Table of Contents Vision ......................................................................................................................................... 3

Mission ...................................................................................................................................... 3

Pillars of Excellence ................................................................................................................... 3

History ....................................................................................................................................... 3

Board of Directors and Administration ..................................................................................... 4

2014 – 2015 Board of Directors .............................................................................................. 4

2014 – 2015 Administration ................................................................................................... 4

Letter from Board Chair and Executive Director ....................................................... 5

Bringing the Thunder ................................................................................................................. 6

Financial Snapshot ................................................................................................................... 15

Awards and Recognition .......................................................................................................... 24

Community Partnerships ......................................................................................................... 20

3 | P a g e

Vision Attaining excellence for each child by students, parents, and teachers working hard together Mission We challenge and nurture each child to perform at his or her highest ability in a school culture of pride and excellence. Pillars of Excellence The following pillars of excellence represent our commitment to the success of each child:

History

•We work hard together with cooperation and teamwork to support every child’s success.

Hard Work

Together

•We model our best effort and set goals to achieve excellence.High Expectations

•We reinforce learning year round through enrichment experiences for students and families after school, on weekends, and throughout the summer.

Year-Round Experience

•We take each child where they are with a plan to advance them toward their highest ability.

Customized Student Learning Plans

1999

•Dayton Business Committee (DBC) partnered with Edison Learning to create the Dayton Liberty Campus

2000

•Second building, Dayton View Campus, opened

2012

•the DLA partnership with Edison Learning ended

2013

•First school year under new board and within 1 location•2 schools renamed, K-2 Early Learning Academy, GR. 3-8 Dayton View

4 | P a g e

Board of Directors and Administration

2014 – 2015 Board of Directors

• Ellen S. Ireland, CPA Board Chair

o Finance/Audit Committee • Gayle L. Bullard, Board Member

o Director, Montgomery County Job and Family Services

• Pamela Ellis, PhD o Compass Education

Strategies, LLC • Richard Penry

o Board Liaison

• David K. Greer, Vice Chair o President Northwest

Priority Board • Joshua D. Ward, J.D.

o Youth Pastor, Omega Baptist Church

• Marc A. Smith, PhD o Professor, Sinclair

Community College • Tammy S. Emrick, CPA

o Treasurer

DLA School Authorizer (Sponsor)

2014 – 2015 Administration • Dr. Theodore J. Wallace, Executive Director • Channey M. Goode, Principal • Stacey Kirksey, Director of Curriculum and Instruction • Eric Wright, Family Advocate/Truancy Officer • Tonya Dillard, Office Manager • Michael Hannes, Technology Manager • Anita Skipper, Data Manager • Sarah Ferguson, Assistant to the Treasurer • Jodi Miller, Health Clinic Coordinator

5 | P a g e

Letter from Board Chair and Executive Director On behalf of the Board of Trustees, Administrative Team and the entire Dayton Leadership Academies Staff, we would like to thank our students, families and many wonderful community partners (see page 9 for a full listing) for our recent school year which was quite remarkable. Together we are transforming Dayton Leadership Academies into a vibrant, long-term asset for families in our west side neighborhoods and for our entire Dayton community. By working hard together, we have advanced our vision, mission and goals. We continually strive to provide an excellent academic foundation so each student can maximize his/her success. We model and work with our families to teach life lessons such as proper behavior, attendance, and punctuality, all with a focus on developing in our students a determination --a pride in themselves and in their record. When faced with life challenges, both academically and personally, our students will have the ability to succeed. We are proud of what DLA is becoming---a place where academic rigor and results are front and center each day…where staff members are so committed to their students that students recognize these efforts on their behalf and respond accordingly….a place where students want to be while getting fully ready for the next step in their education journey..and a place where our students AND their families feel safe, welcome and valued throughout the entire year. We introduced the theme “Bring the Thunder” to make sure EVERYONE knows that DLA stands for excellence, a personal touch and an urgency about quality of experience that our students and their families DESERVE from a school. While we are proud of the accomplishments that are shared in this Annual Report, please know that we are committed to continue DLA’s Rise to Excellence. Your support, without question, makes this achievement possible.

Ellen Ireland, Board President Theodore Wallace, Executive Director

6 | P a g e

Bringing the Thunder “It is not light that we need, but fire; it is not the gentle shower, but thunder. We need the storm, the whirlwind, and the earthquake.” ~ Frederick Douglass

The quote above came from a very wise and powerful man. As an orator, social reformer, leader of the abolitionist movement and former slave, Frederick Douglass knew exactly what it would take to see change… REAL CHANGE… in the world! Not the light, not a gentle shower, but THUNDER!

His words are the inspiration behind Dayton Leadership Academies “BRING THE THUNDER!” school-wide campaign and brand images! Just like the Eagle, we are already equipped with what we need- strength, courage, and wisdom- our Lightning! In order for DLA to advance to the next level, parents, students, teachers, AND staff are going to have to BRING THE THUNDER! Our Family Compact, details the ways that students and their families commit to Bring The Thunder! Enrollment Profile –August, 2015

K-2 ELA enrollment- 141 GR 3-8 enrollment- 235 Total K-8 Enrollment- 376

Early Learning Academy K-2 Address: 1416 W. Riverview Ave., Dayton, Ohio 45402 Students served: 141 IRN: 133959 Website: www.daytonleadershipacademies.com

% of Special Education students- 13.47% Percentages by race- 98.88% of students population excluding white not of Hispanic origin % free/ reduced meal program – 100%

Dayton View Gr. 3-8 Address: 1416 W. Riverview Ave., Dayton, Ohio 45402 Students Served: 235 IRN: 133454 Website: www.daytonleadershipacademies.com

% of Special Education students- 14.89% Percentages by race- 98.88% of students population excluding white not of Hispanic origin % free/ reduced meal program – 100%

http://www.daytonleadershipacademies.com/

http://www.daytonleadershipacademies.com/

7 | P a g e

Accountability Plan with Sponsor

Dayton View Campus 2015

Primary Academic Indicators

Performance Index

DNR

Value Added

DNR

Graduation Rate (4 year) N/A Graduation Rate (5 year) N/A K-3 Lit. Improvement DNR Performance v. local

market (PI) DNR

Performance v. statewide charters (VA)

DNR


Performance v. statewide charters (PI)

DNR

Performance v. statewide charters (VA)

DNR

Secondary Academic Indicators

Value Added Overall

DNR

PI Overall

DNR

Value Added Gifted DNR

Value Added: Disabilities DNR

Value Added Lowest 20%

DNR

Value Added High School

NA

AMOs

DNR

College Admission Participation Rate

NA

DNR= Did not release and DNR refers to the fact that these data have not yet been released by the Ohio Department of Education. This report will be updated as soon as the results are released – estimated at February 25, 2016.

8 | P a g e

College Admission Non-remediation score

NA

Dual Enrollment Credits NA Industry Credentials NA Honors Diplomas

Awarded NA

AP Participation Rate NA AP Score NA IB Participation Rate NA IB Score NA College/Career Ready

Assessment NA

Regularly administers internal growth assessment Yes

Met majority of internal goals Yes

Financial Measures of Success (Current Year)

Ratio of Assets to Liabilities Exceeds

Days Cash Exceeds

Enrollment Variance Meets Financial Measures of

Success (Prior Years)


Multi-year Ratio of Assets to Liabilities Exceeds

Cash Flow Exceeds

Total Margin and Aggregated 3 Year Total Margin

Does not meet

Operations/Governance Primary Indicators

Records Compliance Exceeds On-time Records

Submission Rate Exceeds Financial Records

Submitted Monthly Exceeds

9 | P a g e

Annual Audit Does not meet

LEA Special Education Performance Determination (most recent annual) Meets

Operations/Governance

Secondary Indicators 5 Year Forecasts

Submitted by Deadline Meets


Pre-opening Assurances Documentation Meets

Annual Report

Expected 10/31/15

Safety Plan and Blueprint Submitted to OAG (last 3 years) Meets

Family Survey Results Meets

10 | P a g e

ATTACHMENT 3: EARLY LEARNING ACADEMY 2015 PERFORMANCE1 EXHIBIT 4: ACADEMIC AND ORGANIZATIONAL ACCOUNTABILITY PLAN Pursuant to Article III of this Contract, the Academic and Organizational Accountability Plan constitutes the agreed-upon academic, financial, and organizational and governance requirements (“Requirements”) that the GOVERNING AUTHORITY and SPONSOR will use to evaluate the performance of the Community School during the term of this contract. Each of these Requirements may be considered by the SPONSOR to gauge success throughout the term of this contract. To be considered for contract renewal, the GOVERNING AUTHORITY is expected to have “achieved” the standard as specified herein, which is the SPONSOR’s minimum expectation for the Community School, in all primary academic indicators, all financial indicators, and all primary operations/governance indicators. Secondary indicators (for both academics and operations/governance) will be considered as well, but primary indicators will factor more heavily into decisions about renewal or nonrenewal, as well as about probation, suspension, and termination. An inability to achieve minor elements of the standards may not prevent consideration of contract renewal based on the totality of the circumstances, which will be subject to the SPONSOR’s sole and complete discretion. Primary Academic Indicators

Exceeds the Standard

Meets the Standard

Does Not Meet the Standard

Falls Far Below the Standard

Reading Progress

96%–100% of Dayton Leadership Early Learning Academy students will annually demonstrate a minimum of one year of academic growth in reading on the NWEA MAP. Metric: NWEA



79% or fewer of Dayton Leadership Early Learning Academy students will annually demonstrate a minimum of one year of academic growth in reading on the NWEA MAP. Metric: NWEA2

Math Progress

96%–100% of Dayton Leadership Early Learning Academy students will annually demonstrate a minimum of one year of academic growth in math on the NWEA MAP. Metric:

90%–95% of Dayton Leadership Early Learning Academy students will annually demonstrate a minimum of one year of academic growth in math on the NWEA MAP. Metric: NWEA

80%-89% of Dayton Leadership Early Learning Academy students will annually demonstrate a minimum of one year of academic growth in math on the NWEA MAP. Metric: NWEA

79% or fewer of Dayton Leadership Early Learning Academy students will annually demonstrate a minimum of one year of academic growth in math on the NWEA MAP. Metric: NWEA3

1 Color key: Blue shading = exceeds the standard Green shading = meets the standard Yellow shading = does not meet the standard Red shading = falls far below the standard

2 In 2014-15 32 percent of students annually demonstrated one year of growth in reading on NWEA MAP. 3 In 2014-15, 61 percent of students demonstrated one year of growth in math on NWEA MAP.

11 | P a g e

NWEA

Secondary Academic Indicators


Meets the Standard



School Regularly Administers Internal Growth Assessment

Yes No

School Met a Majority of Its Internal Goals (Section A.7 of This Contract)

Yes No

Financial Measures of Success (Current Year)


Meets the Standard



Current Ratio of Assets to Liabilities

Ratio is greater than or equal to 1.1

Ratio is between 1.0 and 1.1; AND one-year trend is positive (current year’s ratio is higher than last year’s)

Ratio is between 0.9 and 1.0 or equals 1.0; OR ratio is between 1.0 and 1.1 AND one-year trend is negative

Ratio is less than or equal to 0.9

Days Cash 60 or more days cash

Between 30 and 60 days cash

Between 15 and 30 days; OR 30–60 days cash AND one-year trend is negative

Fewer than 15 days cash

Current Year Enrollment Variance4

Actual enrollment equals or is within 95% of budgeted enrollment in most

Actual enrollment is 90%–95% of budgeted enrollment in most recent year

Actual enrollment is 80%–90% of budgeted enrollment in most recent year

Actual enrollment is less than 80% of budgeted enrollment in most recent

4 The enrollment variance depicts actual enrollment divided by enrollment projection in the charter school’s board-approved budget.

12 | P a g e

recent year

year

Financial Measures of Success (Prior Years)


Meets the Standard



Multi-year Ratio of Assets to Liabilities5

Ratio is greater than or equal to 1.1 for at least the 2 most recent years

Ratio is between 1.0 and 1.1 for at least the most recent year

Ratio is below 1.0 for the most recent year; OR below 1.0 in the 2 most previous years out of 3 years

Ratio is 0.9 or less for the most recent year; OR is 0.9 or less in the 2 most previous years out of 3 years

Cash Flow Cash flow is positive for at least the 2 most recent years

Cash flow is positive for at least 1 of the most recent 2 years

Cash flow is not positive for at least 1 of the most recent 2 years

Cash flow is negative for any 2 consecutive years

Total Margin (TM) and Aggregated Three-Year Total Margin6 (ATTM)

ATTM is positive and the most recent year TM is also positive

ATTM is greater than –1.5%, the trend is positive for the last 2 years, AND the most recent year TM is positive

ATTM is greater than –1.5%, but trend does not “meet standard”

ATTM is less than or equal to –1.5%; OR the most recent year TM is less than –10%

Operations/ Governance Primary Indicators


Meets the Standard



5 This ratio depicts the relationship between a school’s annual assets and liabilities, covering the last three years. 6 “Total margin” measures the deficit or surplus a school yields out of its total revenues; in other words, it measures whether or not the school is living within its available resources. The total margin is important to track, as schools cannot operate at deficits for a sustained period of time without risk of closure. The aggregate three-year total margin is helpful for measuring the long-term financial stability of the school by smoothing the impact of single-year fluctuations. The performance of the school in the most recent year, however, is indicative of the sustainability of the school; thus, the school must have a positive total margin in the most recent year to meet the standard. “Total Margin” = Net income/Total Revenue. “Aggregate Total Margin” = Total Three-Year Net Income/Total Three-Year Revenues.

13 | P a g e

Records compliance7

90% or higher

79%–89%

78%–60% 59% or below

On-Time Records Submission Rate

90% or higher

79%–89%

78%–60% 59% or below

Financial Records Submitted Monthly

90% or higher

79%–89%

78%–60% 59% or below

Annual Audit Two consecutive years of no findings, findings for recovery, noncompliance citations, questioned costs, or material weaknesses, as set forth in the audit

No findings, findings for recovery, noncompliance citations, questioned costs, or material weaknesses, as set forth in the audit

Audit contains less than three of the following: findings, noncompliance citations, questioned costs, material weaknesses, or findings for recovery (less than $5,000 combined), as set forth in the audit.

Audit contains three or more of the following: findings, noncompliance citations, questioned costs, material weaknesses, or findings for recovery (in excess of $5,000 combined), as set forth in the audit

LEA Special Education Performance Determination (most recent annual)8

Meets Requirements

Needs Assistance

Needs Intervention

Needs Substantial Intervention

Operations/Governance Secondary Indicators


Meets the Standard



Five-Year Forecasts Submitted to ODE by Statutory Deadlines

Yes No

Pre-opening Assurances Documentation

Completed and availabl

Not completed and

7 Represents the percentage of records reviewed that were accurate and complete during the school year. 8 The Individuals with Disabilities Education Improvement Act (IDEIA) requires that state education agencies make annual determinations regarding the performance of special education programs operated by Local Education Agencies (LEAs) that receive federal IDEA Part-B funding. In Ohio, individual charter schools are considered LEAs.

14 | P a g e

e 10 days before the first day of school

available 10 days before the first day of school

Annual Report Submitted to parents and sponsor by the last day of October

Not submitted to parents and the sponsor by the last day of October

Safety Plan and Blueprint Submitted within the Last 3 Years to the Ohio Attorney General

Yes No

Family Survey Results

90% or greater overall satisfaction with school

80%–89% overall satisfaction with school

70%–79% overall satisfaction with school

69% or less overall satisfaction with school

15 | P a g e

Financial Snapshot

16 | P a g e

17 | P a g e

School Achievements

School-wide Goals and Results for 2014-15 A. Academics-To maximize success by each child for high school and beyond

1) Rating of A on report card value-add for all students. (This rating is not scheduled to be released by the state until February 25, 2016. We will update this report as soon as the rating becomes available.)

2) An average of 1.5 years of growth in NWEA math and reading. (Fall 2014 compared to Spring 2015) Result: An average of 1 year of growth was achieved in reading and in math.

3) 84 and a grade of C on the Performance Index in September, 2015. (This rating is not scheduled to be released by the state until February 25, 2016. We will update this report as soon as the rating becomes available.)

4) 85% proficiency rate for the 3rd grade guarantee based upon OAA and NWEA results. Result: 88% proficient

5)Rating of A on report card value-add for special education students sub-group. (This rating is not scheduled to be released by the state until February 25, 2016. We will update this report as soon as the rating becomes available.)

B.Culture-To build a consistent ownership of a school community culture based on core values

1) Student attendance goal of at least 94.5%.

Result: 94.71

2) Increase family participation in quarterly conferences (1Q=75%, 2Q=80%, 3Q=85%) Result: 1Q 80%, 2Q 75%, 3Q 87%

3) Minimum of net zero summer “slide” for 2015 Summer Launch participants. Result: Met net zero slide

4) Reduction of the number of tardies from 23 per day to 15. Result: 19 tardies per day

C. Maintain fiscal stability by attracting, engaging and retaining families and monitoring expenses.

1) Student enrollment goal of 375 students in grades K-8 for the 2015-16 school year. Result: 376

2) Financial Measures of Success

18 | P a g e

Result: All standards were either met or exceeded.

State Test Results: 2014-15 state test results were quite positive for Dayton Leadership Academies. As depicted in the graph below, our results far surpassed those of the Dayton Public Schools and more than half of our grade level results for reading and math exceeded statewide average for all charter public schools!

19 | P a g e

Additional Achievements

Four DLA 8th graders were among 53 students in

Montgomery County to receive a College Promise

Scholorship.

Fourteen DLA 8th Graders were accepted to Chaminade-Julienne, Alter, and DECA high

schools

87% of DLA Families attended student / teacher conferences

(up from 25% in 2012)

Kindergarten grew by 44%Attendance improved to more than 94% which exceeds the

local average.

Our partner, The Miami Valley Child Development Center

(MVCDC Head Start) doubled its preschool classroom from 2

to 4 in order to serve an additional 35 children at DLA.

Suspensions and tardiness decreased thanks to the

efforts of the administration, teachers and families.

The School's finances were well managed, audited, and all

funds were properly accounted for.

Our 3rd grade reading guarantee proficiency

increased to 88% in 2015.

First Charter Public School to be included in the Kids Read

Now Program.175 students attended our five week summer lunch programs.

20 | P a g e

Community Partnerships At Dayton Leadership Academies we strive to be a FULL SERVICE school for not only the student but for the entire family. Thus our commitment to creating and maintaining exceptional partnerships with community organizations enables us to identify resources that are vital for use by our DLA families.

5 to Thrive-Kindergarten

ReadinessAce Vending BJ Kids Foundation Building Bridges

City of DaytonCommunity Health Centers of Greater

Dayton

Crayons to Classrooms Dayton Dragons

Dayton Food Bank Dayton Metro Library Delta Sigma Theta Sorority, Inc. Girl Scouts

Hannah’s Treasure Chest K12 Art Gallery

Marriage Works! Ohio/Family Works

OhioMilano’s

Montgomery County Juvenile Court

Division

Montgomery County W.I.S.E. Internet Safety Program

Montgomery County, OH College Promise

Northwest Priority Board

Omega Baptist Church/Community

Development Corporation

Shoes 4 the Shoeless Sinclair Community College

Smile Care Ohio Mobile Dentist

Teach for America The GlenUniversity of Dayton-

Urban Teacher Academy

Wesley Center

Wright State University YMCA

dayton leadership academies annual report 2015€¦ · dayton leadership academies . annual report...

Documents