Academic

Financial

Operational

Comprehensive Needs Assessment

Salary Schedules

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Teacher Raise versus Bonus

Employee Handbook

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Leave Alignment

Grade

GMAS

MAP

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Beginning

Developing

Proficient

Distinguished

1-20th%

21-40th%

41-60th%

61-80th%

81 - 100th%

K

N/A

1%

9%

23%

29%

38%

1

N/A

25%

20%

15%

22%

18%

2

N/A

23%

13%

23%

27%

14%

3

7

(29%)

12

(50%)

3

(13%)

2

(8%)

19%

40%

14%

10%

14%

4

7

(35%)

7

(35%)

4

(20%)

2

(10%)

40%

25%

10%

15%

10%

Grade

GMAS

MAP

​

Beginning

Developing

Proficient

Distinguished

1-20th%

21-40th%

41-60th%

61-80th%

81 - 100th%

K

N/A

9%

12%

21%

25%

33%

1

N/A

17%

25%

20%

20%

18%

2

N/A

23%

9%

32%

9%

27%

3

11

(50%)

5

(23%)

5

(23%)

1

(4%)

5%

38%

19%

29%

9%

4

8

(40%)

4

(20%)

6

(30%)

2

(10%)

45%

10%

10%

10%

25%

​

GLOWS

GROWS

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ELA

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K-2 continues to support our above average scores.

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5th grade performed well on MAP in Reading.

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Targeting specific skills of scholars to ensure we are strategically closing the gap.

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Math

​

Higher than ELA.

​

More consistent support will be coming to teachers from Metro RESA.

Real world context problem solving.

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Fluency with basic skills.

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Next Steps

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Instructional Leader hire: MACS needs either a Part Time or Full Time Coach available through Title Funds to support teachers and ensure they are moving the instructional needle.

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Developing DRC benchmarks to closely monitor student based growth and achievement

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3rd/4th grade hybrid class focusing on basic foundational skills to support their learning.

Area

Goal

Collaborative Planning

Teachers will now be given an agenda to complete during Collaborative Planning that will ask them to review their standards, formative assessment data, and consider their data more intentionally.

Power Hour

Students will now stay with their HR teacher and others will push in to reduce the number size. This time will be focused on helping students achieve SPECIFIC goals related to standards in ELA and Math (ie. I know all my division facts).

Benchmarks

Completing DRC Benchmark Assessments at the end of units to assess mastery versus using unit tests. This should help us better understand how scholars are performing in relation to GSEs.

Data Driven Instruction

Establishing an Academic Leadership Crew who helps discuss and monitor for data - serves as their Crews lead teachers (Kinder., 1st & Second, 3rd - 5th, Expedition Day, and Exceptional Child will all have a paid representative).

Climate and Culture

All of our scholars and staff know our H5H and Pledge. Continuing to build and reinforce programming and teacher support for classroom management will minimize classroom interruptions.

Area

Goal

Instructional Leader

There is still no Director of Curriculum and Instruction - we will continue to leverage the Executive Director as the Instructional Leader.

Diverse Scholar Supports

MACS is trending to have greater than 15% of its population be exceptional learners. This requires additional specialized staff to support learner specific needs, and requires evaluation of scholar placement and support of a growing population of diverse learners.

Writing

We want to incorporate writing across the curriculum, and want to leverage our academic community to review and provide feedback to scholars.

Expansion

We want to ensure that we are growing with fidelity and within the bounds of an effective teaching model. This year we are adding 100 scholars and 15 new staff members -too much too soon?

Vote

A portion of Title I funds ($25,000) be used to work with a part time instructional coach to support teacher impact and growth.

Salary Schedules for MACS

Teacher Raise versus Bonuses

Updated with an employee Code of Conduct.

Raises increase not only teacher base salary, but MACS contributions to TRS, benefits, etc. thus drastically increasing costs.

Explains levels of accountability

A one time bonus of $1,500 per full time employee ensures that we have contributed to them as a commitment to their efforts (approx. 40 x 1,500 = $60,000)

Details the employee evaluation component.

Founder Level Bonus of $7,500

Reporting related to the safety and security of scholars.

MACS board more visible to teachers to ask and lift these questions so that board understands impact and audience.

Build out a contract/partnership with Afton consulting. They have been instrumental with a lot of the facility/financing discussions. Kolt can ask for a contract or package of services if Finance Committee want to meet with Josh.

Section 4

Section 6

Updated with an employee Code of Conduct.

Updates to absence and tardy policies

Explains levels of accountability

Including a reporting process as well as policies/codes regarding excused and unexcused absences.

Details the employee evaluation component.

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Reporting related to the safety and security of scholars.

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1. Leverage the Director of Climate and Culture to handle monthly staff training related to staff culture, policies, and wellness.

2. During onboarding, train through different scenarios and discuss next steps and outcomes.

3. Director of Climate and Culture will continue C & C, policy, and wellness trainings for staff throughout the year (at least monthly).

4. Semi-Monthly, add or revise policies to ensure an ever developed handbook.

1. Merging the Leave Policy into the Employee Handbook.

VOTE: Do you want Sick Time to rollover into TRS annually or no?

2. Creating leave schedules and reporting days for the following aligned to salaries:

VOTE: Director/Leadership Positions (Annual)

Non-Instructional Staff (220 days)

Instructional Staff (190 days)

Part Time Staff (Fewer than 30 hours per week)

3. Create PTO policies for the following aligned positions:

VOTE: Director/Leadership Positions (Annual) - 2 weeks PTO, Sick Day Policy, WFM (1/month)

Non-Instructional Staff (220 days) - 7 PTO, Summer Hours, Sick Day Policy

Instructional Staff (190 days) - 7 PTO Sick Day Policy

Part Time Staff (Fewer than 30 hours per week) - No PTO

1. Merging the Leave Policy into the Employee Handbook.

VOTE: Do you want Sick Time to rollover into TRS annually or no?

2. Creating leave schedules and reporting days for the following aligned to positions:

VOTE: Director/Leadership Positions (Annual)

Non-Instructional Staff (220 days)

Instructional Staff (190 days)

Part Time Staff (Fewer than 30 hours per week)

3. Create PTO policies for the following aligned positions:

VOTE: Director/Leadership Positions (Annual) - 14 days PTO, Sick Day Policy, WFM (1/month)

Non-Instructional Staff (220 days) - 7 days PTO, Summer Hours, Sick Day Policy

Instructional Staff (190 days) - 7 days PTO, Sick Day Policy

Part Time Staff (Fewer than 30 hours per week) - No PTO

1. redefinED Grant Spending ($187,200)

VOTE: Curriculum Replenishment (no more than $50,000)

VOTE: Technology Replenishment (no more than $100,000) Quote 2 : $95,459.77

VOTE: Platform Renewals (ParentSquare, LiveSchool, etc.) (no more than $25,000)

2. 3OAKS Order for Expansion

VOTE: Furniture and Fixture Expansion Materials (no more than $200,000)

External Lender or TRUIST for financing options

Facilities

Talent Management

Academics

Finance

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Vision for the end of first charter term.

Within 1 year

Within 2 years

Across 3 years

Across 3 years

Collapsing MACS into 200 and repairing 300.

Building out Talent Management Frameworks.

Establishing an academic department while holding a leadership team.

Building out a back office network to internally handle payroll, accounting, and fundraising.

Talent Management Team

Salary Schedules

MACS Virtual Day

Human Resources Liaison who can help manage our growing business.

MACS cannot compete with Cobb County’s salary schedule and overall compensations.

Teachers all get a full day of planning. Does this day have to be in person? Should all employees qualify for a 4 day in person work week?

Ensure manuals and handbooks come with adequate training.

Having our own salary schedule ensures we can keep up with our finances.

This innovative model again speaks to retain high talent and could justify more reasonable salaries.

Director of Curriculum & Instruction

Assistant Director of C & I (K - 3)

Assistant Director of C & I (4 - 8)

Data Coach

Instructional Coach (K-3)

Instructional Coach

(4-8)

EC Coach

Back Office Management

Transitioning some functions from edTec to MACS including accounting, payroll, and budget oversight.

Training on State and Federal Financial and Employee Regulations

We would need to recruit and train well-qualified and experienced employees on state and federal laws.

Federal Programs

Either shifting federal program oversight from Directors onto a singular person, or offboarding tasks to assistant directors/other employees.