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2021-22

CEO Evaluation

EQUITAS

ACADEMY

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EQUITAS FORWARD

is our equity focus, centering our work now and always.

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At Equitas, when we say equity, we mean...

a value for relationships with others, putting our community at the center of our work, dismantling white supremacy and building an anti-racist organization together.

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EQUITAS

WHERE WE ARE GOING

FORWARD

FOCUS AREAS

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We will implement our vision for Equitas as an equitable and anti-racist network of schools by interrogating and dismantling white supremicist culture and practices

Organizational Priorities

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Equitas Forward Initiatives

Build a staff culture of trust and collaboration.

Implement rigorous and culturally relevant curriculum and support multilingual students.

Set goals on diversity, equity, inclusion and

anti racism.

Implement restorative student culture practices.

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Levers of Changes

People: Ensure we have diverse, skilled staff who have clarity in their roles and outputs.

Systems (data, instruction, talent, finance) are defined, monitored, celebrated, and realized

Culture: Trust, inclusion, innovation, and risk taking that brings forward strong systems and healthy adult relationships in service to the mission of educating students.

Outcomes

Strong staff retention, satisfaction and growth

Deliver on mission of college graduation for all scholars

Fulfilling work environment for all staff that can thrive and continue to serve Pico Union community

Transformational change in the Pico Union community and for those who serve our scholars in building a more equitable world

Impact

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CEO Goals for FY 21-22

Goal	Objective for the year
Successfully Manage Senior Leadership Team and Direct Reports & Build Internal Capacity to Sustain Transformative Impact	Effectively manage, support, and lead Senior Leadership Team (COO, Interim Chief of Schools) and Direct Reports (Interim SPED Director, ELD Director, and EA Assistant), add in senior leader retention metric for FY22-23 Provide 360s for all leaders, network and manager survey Continue to work with SLT members to further build leadership capacity and equity lens and report to board Successfully hire and on-board Chief Talent Officer, Chief of Staff, Chief of Schools, Director of DEIA, Director of People & Culture, and Director of SPED in partnership with the board Codify systems and structures with decision making includes transparency and voice in change/decisions Innovation increases and success in strategy and leaders annual plans.
Win on Strategy & Initiatives	FY21-22 Initiatives accomplished
Elevate the Equitas Board	Invested and diverse board Grow board and onboard 2 members Add members to Development and Governance Committees Creating stronger communication systems with senior leadership performance, retention, and management

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Key Organizational Priorities	21-22 EOY TARGET	21-22 EOY PROGRESS
State Assessment Growth	Exceed State averages for ELA and Math
MAP Grade Level Performance	Network 50% students exceed 50% proficiency in ELA amd 45% in Math *School Targets on Next Slide
Staff Retention	80% staff retained YTD for teachers and 85% for non-teachers staff
Staff Satisfaction	DEI Survey Remain Advanced Stage with Increase in diversity (72), inclusion (66) and equity scores (64) Insight Scores Learning Environment (7.0 or higher) Diversity, Equity and Inclusion (7.0 or higher) Instructional planning (increase from 4.9)
Overall Financial Health	Organization meeting EOY budget targets (positive net income of at least $500K)
Fundraising	Philanthropy target of uncommitted amount of $330K
Facilities Pipeline	School Sites have private sites identified before July 1, 2022
Family Recruitment / School Enrollment	80% of available sets are confirmed and re-enrollment is over 90%
Parent Satisfaction	Engagement, Safety and Climate above 85%
Student Discipline Suspension/Expulsion	Less than 2% suspension and expulsion

Key Organizational Outcomes

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Process for Evaluation, Support and Timeline

CEO Support and Evaluation Committee meet monthly to provide support, feedback, coaching and guidance to CEO.

Clearly defined, attainable annual goals and objectives and organization key outcomes approved by full board at October 2021 Board meeting.

In May, CEO will be assessed on whether CEO met annual goals and objectives and organizational metrics along with Board on Track evaluation and compensation approved.

CEO’s annual total compensation (i.e. base salary plus performance increase based on Board on Track survey & organizational metrics plus performance bonus for CEO annual goals)