FORWARD SCPA IN SIX MONTHS CONTENTS Sustained Excellence: SCPAs - - PowerPoint PPT Presentation
FORWARD SCPA IN SIX MONTHS CONTENTS Sustained Excellence: SCPAs Calling The Cycle: A Framework for Sustained Excellence Vision: Defining Excellence Strategy Area A: Marketing and Communications: Articulating Excellence Strategy Area B:
SCPA IN SIX MONTHS
Sustained Excellence: SCPA’s Calling The Cycle: A Framework for Sustained Excellence Vision: Defining Excellence Strategy Area A: Marketing and Communications: Articulating Excellence Strategy Area B: Fundraising: Supporting Excellence Strategy Area C: Finance: Accountability for Excellence Strategy Area D: Organizational Structure: Foundation for Excellence Implementation: Six Month Action Plan
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SCPA’S CALLING
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CRISIS FRAGILE BALANCE OCCASIONAL EXCELLENCE SUSTAINABLE EXCELLENCE
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ACHIEVING SUSTAINED EXCLLENCE
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Program Marketing “Family” $
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Program Marketing “Family” $
INSTITUTIONAL MARKETING
= LACK OF ACCOUNTABILITY
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SCPA SHOULD BE THE INDUSTRY LEADER AND CPS’ CROWN JEWEL. IT ENJOYS IMPORTANT CORE ASSETS THAT POSITION IT FOR SUSTAINED EXCELLENCE.
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TODAY, HOWEVER, IT IS NOT FULFILLING ITS PROMISE. AT THE TIME OF THE MERGER, IT WAS NOT CAPITALIZED ON PAR WITH LEADING INSTITUTIONS NOR WERE INCREASES IN SCHOOL ACTIVITY ADEQUATELY ACCOUNTED FOR. IT HAS NOT CAUGHT UP SINCE. AT THE SAME TIME, IT HAS NOT FULLY UTILIZED ITS EXISTING RESOURCES. THE FRIENDS DEBACLE WAS SYMPTOMATIC OF A MORE WIDESPREAD CULTURE ABSENT OF SUFFICIENT CAPACITY, CHECKS AND BALANCES, AND CLEAR JURISDICTION. ACCOUNTABILITY SUFFERED.
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TO REGAIN MOMENTUM, ALL SIDES MUST UP THE ANTE, SET ASIDE GRIEVANCES, AND ADOPT A CULTURE OF ACCOUNTABLE COMMON CAUSE DEFINED BY “TRUST BUT VERIFY”. THIS WILL REQUIRE A STRATEGIC PLAN OUTLINING A UNIFIED K-12 VISION, ENHANCED LEADERSHIP STRUCTURE AND HUMAN RESOURCES, IMPROVED COMMUNICATION, CLEAR JURISDICTION, A COMMITMENT TO ACCOUNTABILITY, AND ADDITIONAL ANNUAL AND PERMANENT CAPITAL. WE DO NOT HAVE A MINUTE OR CENT TO WASTE. THIS DOCUMENT IS A VISION FOR A SCPA OF SUSTAINED EXCELLENCE AND AN ACTION PLAN FOR THE NEXT SIX MONTHS.
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SUSTAINABLE EXCELLENCE
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STUDENTS, FACULTY AND ADMINISTRATORS
GRADE 7
SCHOOLS
SCHOOLS
SCPA IS A SUSTAINABLY EXCELLENT SCHOOL VISION MARKETING AND COMMUNICATIONS FUNDRAISING FINANCIAL STRUCTURE
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Primary Responsibilities Implement Strategic Plan and K-12 Vision Enforce Cross-Program Communication and Collaboration Build Key National Relationships Implement Fundraising Plan Implement Institutional Marketing Plan Executive Financial, Administrative, and Artistic Oversight Manage Stakeholders (LSDMC, AAF, BOE, Super, Alumni) The Buck Stops Here
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, STAFF, AND COMMITTEES OBSERVE A CLEAR CHAIN OF COMMAND
THE NORM
ITS WORK
RIGHT DIRECTION
SCPA IS A SUSTAINABLY EXCELLENT SCHOOL VISION MARKETING AND COMMUNICATIONS FUNDRAISING FINANCIAL STRUCTURE
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FOR EXTERNAL PARTIES
SOLELY PRODUCTIONS
SUFFICIENT TO SUPPORT PROGRAMMING, PROGRAM DEVELOPMENT, AND STAFF
WITH 14-15); $500K BY 17-18; $900K BY 24- 25 (ON PAR WITH OTHER LEADING ARTS SCHOOLS)
SCPA IS A SUSTAINABLY EXCELLENT SCHOOL VISION MARKETING AND COMMUNICATIONS FUNDRAISING FINANCIAL STRUCTURE
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CONTROLS
ACCOUNTABILITY AT BOTH THE SCHOOL AND DISTRICT LEVELS
INTEGRITY
SCPA IS A SUSTAINABLY EXCELLENT SCHOOL VISION MARKETING AND COMMUNICATIONS FUNDRAISING FINANCIAL STRUCTURE
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FINANCIAL) ON PAR WITH SIMILAR INSTITUTIONS, NOT OTHER CPS K-12 SCHOOLS
SPECIFIC DELIVERABLES
EXTERNAL PARTIES
ENSURES TRANSPARENCY AND CONTROLS IN DECISION-MAKING THAT IMPACTS THE SCHOOL AND ITS STUDENTS
SCPA IS A SUSTAINABLY EXCELLENT SCHOOL VISION MARKETING AND COMMUNICATIONS FUNDRAISING FINANCIAL STRUCTURE
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ARTICULATING EXCELLENCE
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Today, SCPA is plagued by lack of unity in institutional voice. The result is a confused, incomplete, and often unfair public interpretation of SCPA’s accomplishments. A turnaround cannot obtain in this environment. In part, this is caused internally by the lack of a dominant spokesperson, an uncoordinated marketing effort, and a weak public relations effort. While other schools may not require such an effort, they are especially important for SCPA both because it must attract students, donors, and audiences, but also because it is now working to overcome conditions perceived by some as problematic.
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However, this internal dysfunction is augmented by harmful words of entities external to the school that purport to support its efforts. If it is to progress, SCPA must be given a new lease by all vested parties to perform against the standards expressed in this report. Consequently, this report calls for restraint in public statements by SCPA staff, alumni, and public leaders, while SCPA addresses its inconsistencies from a stronger footing. All those interested in the success of SCPA must commit to renewed policy of “trust but verify”.
Primary Responsibilities Works with Staff Marketing Committee to Execute Programmatic Marketing and Public Relations Campaigns Works with ED, Principal, and AD to execute Institutional Marketing Campaign Manages day-to-day relationship with partners, key influencers, press, brokers, and affinity groups Supports teacher-led marketing efforts for small-scale marketing campaigns Manages SCPA brand through development and implementation of style guide; this is the SCPA “Voice” Manages marketing calendar and budget
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Primary Responsibilities Assist ER in the Implementation of Programmatic and Institutional Marketing Campaigns Develop and contribute text for print collateral, social media, website, and press releases Maintain “Good News Machine” Contribute to Image and Anecdote Archive Assist in the Implementation of Special Events Understand and protect the SCPA brand in all public materials Assist in the implementation of teacher-led marketing campaigns
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“Perpetual Motion” This Quarterly Newsletter designed by students is a “Momentum Piece” that tells the good story that takes place daily at SCPA. It includes Alumni profiles, graduating senior profiles, upcoming performance highlights, a “did you know” section highlighting recent accomplishments, and a “report card” on strategic planning outcomes. Organized by Staff Marketing Committee and Director of External Relations. Content recycled in e-communications, social media, and for press and parent meetings.
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Spring 2015 Summer 2015 Fall 2015 Spring 2016
Strategic Planning
April – July: Strategic Planning Process defining vision and scope of K-12
LSDMC, Administration, parents, teachers, ILT, alumni, CPS. July 1: Brief major funding prospects. August 1: Brief full staff, alumni, and families on key strategic priorities. Late Summer: Partners’ briefing on renewed SCPA vision and 15-16 season
August 19 / First Day of School: Vision, goals are ubiquitous in materials, online and on site. Clear implementation schedule and responsibilities. Website dashboard established to show
completion. School Year - Ongoing: Monthly meeting for first six months to track strategic plan deliverables.
Programmatic Marketing
April: Communicate 2015-16 key content and dates and dates to Elementary, Junior, and High School English, Literature, and Drama teachers. Summer: Create Study Guide for each program. June 1: Principal and Artistic Director complete marketing budget. July 1: Budget and calendar approval (by Executive Director if available; by LSDMC if not). August 1: 2015-16 Marketing calendar communicated to all teachers and staff. August – Season Ticket with student and adult pricing. Summer – Ongoing: Seek media partnership with Enquirer, Sun, or Herald. End of August: Live “Season announcement” for press, families, alumni, teachers, and colleagues from others schools. September 1: Style Guide, Teacher Toolkit, and Basic Website improvements. October: Launch “Perpetual Motion”. March: Website redesign, including clear sections for Alumni, Donors, and Parents. Ongoing: Source coding and ROI analysis. Ongoing: Student photographer at all major events to enhance SCPA collateral.
SCPA
Key Influencers Press Partners Brokers Affinity Groups District Leadership
KEY EXTERNAL RELATIONSHIPS
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SCPA
OPERA SYMPHONY U OF C MAYERSON ALUMNI
KEY PARTNERSHIPS
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Institutional Marketing Showcases the People, Places, Objects and Experiences available only through a connection with SCPA Approximately nine (9) “spikes” each Year (approximately once a month during school year) to showcase both academic and artistic program
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Initiative July Cincinnati Opera Master Class Series; open final 2 hours to the public with 3 duets between masters and students for a public competition. Winner is invited to participate in the chorus of a Cincinnati Opera production in the 2015-16 season. September In tandem with Back to School Picnic, stage a Season Announcement emcee’d by prominent community figure, including vignettes from season highlights. Followed by lunch for press with department heads and select students and teachers. After lunch: the first Mayerson Excellence Fund master class. Announce Strategic Plan. October Inaugural publication of “Perpetual Motion”.
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Initiative December Combine Nutcracker, Elementary Drama, and Alumni performance to create the SCPA Winter Festival. Add a bazaar featuring the art of design and visual arts students, as well as small gift items made by the 3D printer. Launch the Gift of the Magi Food and Clothing Drive - Performance on Good Morning Cincinnati; Partner with United Way, Salvation Army, food bank, or Children’s Home. Exhibition of early 20th-Century O. Henry Manuscripts from U of C Rare Books Archive. February Black History Month Celebration; District-wide Choir Competition (1,000 voices) in partnership with the African American Cultural and Resource Center at University of
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Initiative March SCPA Open House for prospective students and arts students from other CPS schools. This is an opportunity for the student body and teachers to show off. (3D Printing Class; short performances; exhibitions; dance, design, and “throwing” classes led by graduating seniors and Reds pitching coach or pitcher; master classes led by seniors with young students; orchestra “petting zoo”). Spring Crimes of the Heart. Engage the University of Cincinnati Center for Film and Media Studies and Esquire Theater partnership to create film featuring Southern Gothic and black comedy genre over Halloween weekend. Engage SCPA film and creative writing students to create vignettes in the black comedy and Southern Gothic styles. April In tandem with National Honor Society inductions, announce College and Conservatory matriculation successes in joint event with Walnut Hills – two “gems” of the District. Articulate +/- $11M/yr in scholarships to SCPA students. Message: “Cincinnati Public Schools are among the best in the nation.” May Inaugural Gradation Gala / Season Finale with Alumni guest performance.
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SUPPORTING EXCELLENCE
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Proposed Mission Advance artistic excellence at SCPA through program development, scholarships, access to expert teachers and technicians, performance and exhibition support, creative materials and equipment, and support for college and conservatory preparedness.
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Primary Responsibilities Direct Resources for fulfillment of AAF Mission Uphold District and State of Ohio Policy for the solicitation of funds from public Annually: Review and Approve Annual Budget Monthly: Actuals vs. Budget, Cash Flow, Balance Sheet, A/R and A/P , Special Events Quarterly: Report the same to BOE, AAF Donors, CPS Treasurer and Public No Artistic or Programmatic Decision-making Authority
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LSDMC AAF CHAIR AAF VICE CHAIR AAF TREASURER CPS TREASURER REP
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Executive Director External Relations
Committees Chair Secretary Treasurer Vice-Chair Membership
SCPA AAF LEADERSHIP
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Primary Responsibilities Develops and Manages the Annual and Capital Fundraising Efforts Executes Grant Proposals and Calendar Prepares Disbursement Requests to GCF Donor Recognition and Acknowledgement Coordinates with Accountant to produce monthly financial reports Day-to-Day contact for AAF Leadership Manages Special Events Team and Budgets Coordinates Alumni participation
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Primary Responsibilities Chaired by Executive Director; Administered by ER; Consisting of Principal, Artistic Director, three Artistic Staff, three Academic Staff Contribute to Cultivation Calendar; Staff Cultivation Events Provide quarterly “good news” for AAF on student progress and upcoming events of note Serve as School Ambassadors to AAF Leadership and Members at AAF events Assist in the Implementation of Special Events in coordination with the AAF
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AAF TASK FORCE DONOR GCF SCPA
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$441 Total $315 Direct Support* $125 Administrative
*Does not include Schedule E or Mayerson Excellence Fund
Creative Personnel - 20% Supplies - 1% Scholarships - 5% Corbett Strings - 6% Production - 25% Marketing - 5% Admin and Salaries - 29%
FRIENDS EXPENSES 13-14
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$527 Total $358 Direct Support* $169 Administrative
*Does not include Schedule E or Mayerson Excellence Fund
Creative Personnel - 17% Supplies - 2% Scholarships - 5% Corbett Strings - 5% Production - 24% Program Development - 10% Marketing - 7% Admin and Salaries - 31%
AAF EXPENSES 15-16
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Annual Funding
Annual Campaign Special Events Targeted Funds
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AAFTF AAF Leadership AAF Committees Special Events Annual Targeted Executive Director External Affairs PT Grant Writer Staff Marketing Staff Development Alumni
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2015 Priorities
GCAEC is enabled to convert remaining $1.5M from Capital Campaign in to a permanent, restricted endowment to support programmatic activity at SCPA All outstanding commitments of GCAEC to CPS are absolved GCAEC retains current membership on LSDMC and AAFTF for at least three years following establishment of endowment A Capital Campaign is organized through AAF in 3Q 2016 to launch in 2Q 2017 with a goal of $1.5M in 17-18 and $1.5 in 18-19 Principal from current endowments (Solomon, Corbett, and Artistic/GCF) is restricted in perpetuity with annual distributions of approximately 5% of 3 year trailing average
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established at GCF to support SCPA activity.
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15-16 16-17 17-18 19-20 20-21 21-22 22-23 23-24 24-25 25-26 Revenues Current Endowments 42,620 43,046 43,487 43,944 44,406 44,873 45,345 45,822 46,304 46,791 Current Annuities 40,000 40,000 40,000 40,000 40,000 Current Known Sources 5,100 Box Office 150,000 157,500 165,375 173,644 182,326 191,442 201,014 211,065 221,618 232,699 Annual Fundraising 290,000 354,120 389,532 428,485 471,334 518,467 570,314 627,345 690,080 759,088 New Endowment 77,250 79,590 241,112 243,523 245,958 248,418 250,902 253,411 Total Revenues 527,720 594,666 715,644 765,663 979,178 1,038,306 1,062,632 1,132,650 1,208,904 1,291,989 Expenses Executive Director 90,000 92,700 95,481 124,125 201,600 207,648 213,877 220,294 226,903 233,710 External Affairs 36,000 37,080 38,192 49,650 80,640 83,059 85,551 88,118 90,761 93,484 Fundraising / Other 43,500 53,118 88,430 90,523 37,707 36,293 39,922 43,914 48,306 53,136 Total Expenses 169,500 182,898 222,103 264,298 319,947 327,000 339,350 352,325 365,969 380,330 Net Revenues 358,220 411,768 493,541 501,365 659,231 711,306 723,281 780,325 842,935 911,660
Government In-Kind Endowment Individuals Corporations Box Office Foundations
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290 354 389 428 471 518 570 627 690 759 15-16 16-17 17-18 19-20 20-21 21-22 22-23 23-24 24-25 25-26
Revenues - 2015-16
Foundations 125K Corporations 40K Individuals 100K Special Events 25K
Revenues - 2019-20
Foundations 150K Corporations 60K Individuals 150K Special Events 70K
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INDIVIDUALS – $100K
CORPORATIONS - $40K
(Three year minimum)
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GALA - $25,000
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FOUNDATIONS AND CORPORATIONS
Macy's Mayerson Kroger Ohio Arts Council Dater Procter & Gamble Western & Southern US Bank Education Foundation of America PNC ArtsWave Otto M. Budig Foundation Fifth Third Bank Cincinnati Bell Duke Energy Louise Taft Semple Foundation Ferguson Foundation
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March- June
and Corporations
July - September
Events, Other Individual
October – May
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ACCOUNTABILITY FOR EXCELLENCE
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SCPA ORANGE COUNTY LOS ANGELES HOUSTON ELLINGTON INCOME Public & School $10,136,380 $14,371,799 $5,186,021 $4,543,097 $5,624,891 Contributed $483,253 $7,267,881 $2,093,477 $783,415 $2,986,642 EXPENSE School $10,514,599 $17,215,081 $6,186,354 $5,001,473 $6,458,174 Salaries & Wages $6,943,316 $5,361,753 $3,583,985 $4,168,174 $4,723,465 Student Enrollment 1,461 1,749 633 690 515 Per Pupil Expenditure $7,197 $9,843 $9,773 $7,249 $12,540 Endowment $852,401
$924,243 $20,476,851 Income: $23,122 Income: $85,096 Income: $84,658 Income: $748,748
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2009-10 % 2010-11 % 2011-12 % 2012-13 % 2013-14 % 2014-15 % Total Schiel 3,136,663 0.6% SCPA 7,320,757 7.2% 10,283,060 -1.7% 9,637,296 -6.3% 9,937,952 3.1% 10,171,331 2.3% 10,077,831 -0.9% -4% Sched E 47,529 0.0% 47,529 0.0% 47,616 0.2% 47,529 -0.2% 36,421 -23.4% 58,549 60.8% 23% Friends / BO 334,759 -13.6% 347,670 3.9% 344,050 -1.0% 466,125 35.5% 472,500 1.4% 479,993 1.6% 43% Total 10,839,708 4.4% 10,678,259 -1.5% 10,028,962 -6.1% 10,451,606 4.2% 10,680,252 2.2% 10,619,633 -0.6% -2% FTE* Schiel 46 9.5% SCPA 76
123 61.8% 115
120 4.3% 125 4.2% 123
Total 122 0.8% 123 0.8% 115
120 4.3% 125 4.2% 123
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See full notes in addendum. *Figures sourced from Schiel General Fund Budgets for years 2008-10 and SCPA General Fund Budgets for the years 2008-2015. These figures only include FTEs funded in the General Fund budget and do not include supplemental staff funded by non-CPS sources.
Primary Responsibilities - Budgeting Under direction of ED, administers annual budgeting process for SCPA and AAF, securing, vetting, and aggregating administrative, academic, artistic, and operations budgets. Provides budget request to LSDMC, CPS Treasurer, and AAF for approval no fewer than six months prior to the start of the following school year. Throughout year, provides monthly actuals vs. budget reports, as well as monthly re-projections. Alerts ED to projected deviations of more than 5% in any activity, freezing spending until the deviation is approved by the relevant party (LSDMC, CPS, AAFTF).
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Primary Responsibilities – Reporting (Ongoing) Prepares monthly financial statements for both SCPA and AAF.
Income statement (actuals vs. budget in the aggregate for all SCPA activities) Balance sheet Cash Flow A/R and A/P Capital Expense Analysis Relevant credit or loan activity Income Statement for any activity with a projected deviance of >5% from budget
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REPORTS
ED CPS PRINCIPAL / AD LSDMC AAF
the aggregate for all SCPA activities)
projected deviance of >5% from budget
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Primary Responsibilities – Reporting (Annual)
Coordinates with CPS Treasurer to complete EOY unaudited financial statements within three months of FY end; issues the same to the above parties Coordinates with external third party auditor to conduct independent audit of SCPA and AAF ledger on annual basis. In coordination with External Relations, issues this audit to relevant external stakeholders, including all donors > $5,000. Maintains permanent record of the above in CPS and SCPA servers, both electronic and hard copy.
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REPORTS
ED CPS PRINCIPAL / AD LSDMC AAF PUBLIC DONORS
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Primary Responsibilities - Controls
Enforces purchase order and expense reimbursement protocols, including authorizations by appropriate supervisors Absolutely no purchases or encumbrances are to be made outside this process Monitors usage of any credit or lines of credit, enforces spending limits Places hold on spending for any activity that re-projects a deviation of >5% from budget until new spending is authorized Monitors A/R and A/P ledgers and ensures timely payment of vendors and invoicing of receivables Monitors expenditures and accounting for restricted gifts Oversees Treasurer; enforces petty cash, box office, and cashier policies
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Budget (Pre- Approval) Requestor Direct Supervisor Senior Finance Principal or Artistic Director Executive Director
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It is recommended that SCPA engage a professional development training service or pro-bono expert to provide a structured series of classes for all senior level staff on the budgeting, reporting, and controls processes. It is further recommended that the CPS Treasurer’ office appoint a senior District
1. Participate in monthly AAFTF meetings 2. Meet with the Senior Financial Officer bi-weekly 3. Oversee and expedite the SCPA Requisitions and Vendor Payment Process
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FISCAL POLICIES Budget Development, Calendar and Responsibilities Controls, Budget, and Fiscal Management Segregation of Duties Budget Transfers Banking Arrangements Purchasing Policy and Procedures Record Keeping Property Inventory Payroll Approval Attendance Accounting Annual Financial Audit Property and Liability Insurance Authority to Enter Into Contracts and Agreements Fundraising, Grant Solicitation, and Donation Recognition AAF Bank Accounts FISCAL PROCEDURES AAF Financial Control Regulations and Procedures Purchasing Procedures Budget Administration Procedure Debit Card Procedure Annual Audit FORMS Check Request Form Petty Cash Form Purchase Order Form
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FOUNDATION FOR EXCELLENCE
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School Enrollment Grades Served Executive Director Principal Artistic Director Assistant Principals Counselors Director of Admissions Development Staff Finance Staff Funds Raised Cincinnati 1,461 K-12 1 1 2 1 1 N/A Duke Ellington 515 9-12 1 * 2 2 1 3 3 $2.9M Houston 690 9-12 1 * 2 2 1 2.5 1 $783K Los Angeles 633 9-12 1 * 2 2 1 3 1 $2M Orange County 1,749 7-12 1 1 * 2 4 1 7 3 $7.2M Oakland 750 6-12 1 2 * 1 1 1 3 2 $1.1M
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SCPA ORANGE COUNTY LOS ANGELES HOUSTON DUKE ELLINGTON
Principal Artistic Director
Executive Director COO & VP of Business VP Marketing VP Development Principal
Controller Principal
Executive Dir. (Foundation) Principal
Executive Dir. (Friends) Head of School
Chief Development Officer
Director of Grants & Annual Fund Financial Officer Comptroller
SENIOR ADMIN
4 10 6 4 11
ENROLLMENT
1,461 1,749 633 690 515
STUDENTS / SENIOR ADMIN
365 175 106 173 47
ORANGE COUNTY LOS ANGELES HOUSTON DUKE ELLINGTON
Family Liaison Principal Principal Head of School Counselor Principal Manager User Systems
Counselor COO & VP of Business Marketing Assoc.
VP Marketing Network Admin
Lead Counselor Chief Dev. Officer
VP Development Network Admin
Counselor
Financial Officer
Network Admin Accountant Registrar
Registrar Records Coord.
Counselor Alumni & Admissions Coord. Finance Clerk
Special Proj. & Logistics Manager Accounting/Purchasing Counselor Counselor Receptionist
Staff Accountant Admin Asst. Counselor Counselor Magnet Coordinator Attendance Counselor Student Safety & Security Coord. Admissions Coordinator Counselor Encompass Program Dir. Attendance Clerk Business Manager Controller Office Manager Marketing & Communications Coord.
College Access Prog. Coord. Development Asst. Operations Manager Resource Specialist School Secretary Community Affairs Manager Development Assoc. School Resource Officer School Admin. Secretary
Comptroller
Senior School Clerk
Computer Application, IT Director
Theatre Facilities Coordinator
YOLA Program Dir.
DevelopmentManager - Foundation
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PRINCIPAL ARTISTIC DIRECTOR ASST. PRINCIPAL K-8 ASST. PRINCIPAL 9-12 TREASURER
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BOE SUPER. EXECUTIVE DIRECTOR ILT PRINCIPAL ASST K-6 ASST 7-12 ARTISTIC DIRECTOR SENIOR FINANCE TREASURER EXTERNAL RELATIONS GRANT WRITER (HOURLY) CPS TREASURER
Net change: +3.5 FTE ½ of Executive Director and External Relations Salaries Paid for by Foundation in 2015-16 Self-funded by 2020
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LSDMC
Primary Responsibilities Guide Implementation of Academic Components of Strat. Plan Select, supervise and evaluate Academic staff Ensure academic and social continuity between K-6 and 7-12 Professional Development Oversee Master Schedule Oversee Student Services and Discipline Lead Accreditation Process Maintain effective communication with Parents and Alumni
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Primary Responsibilities Develops and Supervises arts curriculum development and evaluation. Coordinates with Executive Director and External Relations to identify and solicit financial support for artistic program. Hires, supervises, evaluates, and provides professional development
Produces and manages annual arts budget, including monthly financial reports for AAFTF and LSDMC Review. Develops and oversees student recruitment and audition processes.
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Primary Responsibilities Develops and Oversees production schedule. Develops and supervises community outreach performances and special projects, arts partnerships and guest artist development. Manages relevant parent communications and conferences.
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Primary Responsibilities Dean of Students for Respective Grade Levels School Safety and Supervision Emergency Preparedness Monitor Student Activities, Student Services, and Special Services Monitor and/or implement interventions, including conferences as necessary Assist Principal in Alignment of Academic and Artistic Programs; Continuity
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Ambassadors Master Classes Fundraising Special Events Network and Advice
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CPS
Funding and Structure viz national standards for arts schools
Leadership as necessary
in Strategic Planning process
Executive Leadership
with GCAEC
SCPA
Planning Process and broadly communicate
Consistent Communication and Transparency
benchmarks
records and make them regularly available to external stakeholders
Private Sector (Foundations, Corporations and Donors)
Fundraising to enable reform based on benchmarks
Identify inaugural AAF Leadership
Policy with SCPA leadership
GCAEC
to Endowment
Annual and Endowment Fundraising Effort
through participation on AAFTF for at least Three Years
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SIX MONTH ACTION PLAN
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Institution and Structure Marketing and Communications Fundraising Finance
Strategic Plan
between CPS and SCPA for funding and staffing
Senior Finance officer, and External Relations officer
committee to shift to K-6/7-12 in 16-17 school year
counselor
Committee
Campaign
Staff and Stakeholders
Teacher Marketing Toolkit
Motion”
Committee
Fundraising Program
remaining GCAEC Funds
Plan Presentation
process in partnership with CPS Treasurer’s office
Officer
training in policy
statements
staff See Full Implementation Plan in Addendum
IF SUCCESSFUL, THESE ACTIONS WILL:
AND PROGRAM EVALUATION
AREAS BY 2020
$660K BY 2020 AND $911K IN 2024, PUTTING SCPA ON PAR WITH NATIONAL STANDARD.
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