Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: The Charter School will be economically sustainable.
1. Measure 1: Each year, the Charter Schools will operate in a fiscally sound manner as measured by an external audit that is submitted on time to the Department.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: The Charter School will improve student attendance by reducing the percentage of students absent each year as represented by the following chart: Year <6 days 6-15 days >15 days 2011-2012 <72% <20% <8% 2012-2013 <79% <15% <6% 2013-2014 <86% <10% <4% 2014-2015 <93% <5% <2% 2015-2016 <96% <3% <1%
ii. Goal 2: Increase overall parental satisfaction as measured by the Likert Scale on a survey administered every semester as represented by the following chart: Year Goal 2011-2012 7 2012-2013 7.5 2013-2014 8 2014-2015 8.5 2015-2016 9
iii. Goal 3: The Charter School will increase parental involvement.
1. Measure 1: In each year of the charter, at least 85% of parents will participate in parent development workshops.
2. Measure 2: In each year of the charter, at least 85% of parents will document via signature that they approve of the students' homework and/or special projects.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: Each year, the Charter School, through a survey measuring overall satisfaction with their child’s education, shall attain an average response of at least 3.0 or higher for each theme, indicating that responses are in the “agree” and “strongly agree” scale from at least 85% of parents.
ii. Goal 2: The Charter School will be economically sustainable.
1. Measure 1: Each year, the Charter Schools will operate in a fiscally sound manner as measured by an external audit.
2. Measure 2: Actual and proposed budgets for each school year will demonstrate effective allocation of resources.
3. Measure 3: Yearly balance sheets will demonstrate that the Charter School maintains adequate cash reserves.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: In each year of the charter, the percentage of students who rate “overall experience at this school” as seven (7) or higher on the county survey tool will increase by 1% annually.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: The Charter School will increase the business engagement between work-based learning and CTAE programs and their related business partners.
1. Measure 1: From the baseline of thirty-three (33) employers participating per year in work-based learning programs, the number of employer participants will increase by three (3) employers each year of the charter term.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School to the Department in addition to their Annual Report.
i. Goal 1: Each year, the percentage of parents satisfied with the overall quality of their child’s education as measured by a survey, shall meet or exceed 85%.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: In each year of the charter, the Charter School will be governed by an autonomous governing board that reflects decision-making opportunities for students, parents, community members, teachers, and administrators.
1. Measure 1: All stakeholders, as enumerated above in Goal 1, shall have representation either on the Charter School Governing Board or on the Student Council annually.
2. Measure 2: All stakeholders will have the opportunity to complete a satisfaction survey annually.
ii. Goal 2: Charter School personnel will exhibit annual growth in professional development.
Organizational Goals. The fulfillment of the following organizational goals will be reported annually by the Charter School in addition to their Annual Report.
i. Goal 1: During each year of the charter term, the Charter School will meet or exceed Attendance goals established for AYP.
ii. Goal 2: During each year of the charter term, the Charter School will be governed by an autonomous governing board that reflects decision-making opportunities for students, parents, community members, teachers, and administrators.
1. Measure 1: All stakeholders, shall have representation either on the Charter School Governing Board or on the Student Council annually.
2. Measure 2: All stakeholders will have the opportunity to complete a satisfaction survey annually.
iii. Goal 3: During each year of the charter term of the percentage of staff offered a contract that renews their contract will increase, notwithstanding unavoidable circumstances, as represented by the following chart: 2011-2012 2012-0000 0000-0000 2014-2015 2015-2016 75% or higher renew contracts 78% or higher renew contracts 81% or higher renew contracts 84% or higher renew contracts 87% or higher renew contracts
iv. Goal 4: During each year of the charter term the percentage of parents that will agree or strongly agree that the Charter School fulfills its mission as measured on an annual parent survey will increase as represented by the following chart: 2011-2012 2012-0000 0000-0000 2014-2015 2015-2016
v. Goal 5: The Charter School will be economically sustainable.
1. Measure 1: Each year, the Charter Schools will operate in a fiscally sound manner as measured by an external audit.
2. Measure 2: Actual and proposed budgets for each school year will demonstrate effective allocation of resources.
3. Measure 3: Yearly balance sheets will demonstrate that the Charter School maintains adequate cash reserves.
Organizational Goals. The following goals will shape the work of Explorers’ Edge for the next year five years: Attract international travelers to the region Explore competitive packages and itineraries for international markets Identify tipping point and incentive programs for international markets Focus on developing the destination as four-seasons through innovative programs Enhance photography inventory for regional partners Utilize media for broader communication of regional assets Lead with product that differentiates our destination from others Explore and align new product that will distinguish our destination Continue to communicate product development in the region Continue to develop and strengthen economic development links Enhance investment attraction programs with regional partners Create tourism related investment attractions opportunities for regional stakeholders Establish tourism specific training mechanisms that meet the current workforce challenge facing the industry Continue to assess the ongoing workforce needs and needed resources via collaborative partnerships Look to international markets to supplement the current workforce base Position the region as a training and innovation hub for tourism Create a shared vision for tourism growth Ensure regional partners understand the region tourism strategy Support regional priorities and programs Engage multiple operators when possible Continue to strengthen ties and communication with industry Ensure the industry is well informed on all tourism related topics (marketing, research, product development, training, investment etc.) The RTO has sustained an open and transparent governance philosophy since its inception and has adopted an unwavering reliance on process. Composition of the Board of Directors is developed using a nomination process, and representation on the Board pertains to geographic, sector, gender, skill set considerations. As priority membership is given to business owners or their key GMs/presidents, the RTO Board of Directors has been composed of private sector tourism operator stakeholders since it was created. Ex-Officio members also sit at the table to lend expertise and input. The Board meets bi-monthly, with the Executive conferring weekly. A list of Board of Directors as of January 1, 2020 is as follows: Xxxx Xxxxxxx, Chair xxxx@0xxxxxxxxxxxxx.xxx, (000) 000-0000 3 Guys and a Stove, 00 Xxxxxx Xxxxxxxx Xx, Xxxxxxxxxx, XX Xxxxxx Xxxxxx, Vice Chair ...
Organizational Goals. The fulfillment of the following organizational goals will be
