Governing Board Members 2020-2021

Individuals Serving as the Corporate Officers:  

1. President: Steven Riley
2. Vice President: Andrew McCurdy
3. Treasurer: Heather Wright
4. Secretary: Daria O'Brien
5. Founder: Jean Hatch
6. Community Member: Jonathan Sheldon 
7. Staff Liaison: Laura Dunaj

All board members can be contacted at the following email: rsartsboardmembers@gmail.com

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Governing Board Meetings:  7/29, 8/6, 8/18

Governing Board

The Redding School of the Arts Charter School will be a school under the umbrella organization Redding School of the Arts, Inc. the California Public Benefit Corporation pursuant to California law.  The school will be governed by the Redding School of the Arts, Inc. Governing Board, which consists of two parent representatives from the school elected by the Parent Teacher Council, one original founder who is not directly employed by Redding School of the Arts, and three to five community representatives.  All representatives will serve a two-year alternating term of office that coincides with the fiscal year.  Representatives may serve more than one term.  Selection criteria for choosing board members will include completion of an application, commitment to the school and readiness to accept responsibilities. Redding School of the Arts charter provides for one representative from the staff to serve as the non-voting liaison on the school’s Governing Board. The Governing Board will ensure that the Brown Act is followed to maintain transparency and compliance with state regulations. 

This structure will support student success by incorporating representatives from key stakeholders in an important decision-making arena. The school will orient all new board members and will provide ongoing training needed to enhance the effectiveness of its members to make sound decisions.  Several of the school’s existing board members have attended workshops and conferences to develop and hone their charter school and governance knowledge and skill set.  This board will ensure the long-term stability of the school through participation of stakeholders, thereby fostering decisions more likely to meet the needs of stakeholder groups. Inclusion of members bringing needed expertise to the table will also strengthen the school as a viable enterprise.  The board will also ensure the success and long-term viability of the school by establishing key goals, regularly monitoring the school’s progress toward achieving the goals, and responding as appropriate.

Roles and Responsibilities of the Governing Board

Vision and Strategic Plan:

❖       The Board drafts, modifies and approves the School Mission and in each subsequent year, reevaluates the School Mission;

❖      The Board reviews, provides input and approves the one- and five-year Strategic Plans submitted by the School’s Directors;

❖      The Board adopts policies to successfully implement the School Mission and Strategic Plans.

❖      The Board oversees the School’s Directors to ensure that the School Mission and Strategic Plans are reflected in the day to day operations of the school, including ensuring that the curriculum aligns with the School Mission. 

Academic Performance Monitoring:

❖      The Board, or a committee thereof, annually reviews student performance based on state- and federally-mandated assessments and sets goals for student achievement;

❖      The Board, or a committee thereof, periodically reviews student performance based on school level assessments and sets goals for student achievement on school level assessments;

❖      The Board reviews and adopts academic policies to achieve the student achievement goals;

❖      The Board approves all academic performance reports to all federal, state and local agencies as required by law;

❖      The Board or a committee thereof, researches or develops student data collection systems and periodically reviews them to ensure their effectiveness.

Staffing and Personnel:

❖      The Board reviews and approves personnel policies and any amendments thereto;

❖      The Board hires and terminates, upon nomination and recommendation of the Executive Director, all personnel.  When the Board does not agree with a personnel recommendation by the Executive Director, the decision of the Board is final after further consideration appropriate to the circumstances;

❖      The Board hires, evaluates, and terminates the employment of the School’s Directors;

❖      The Board establishes performance goals for the School’s Directors and communicates the goals to the School’s Directors;

❖       The Board annually reviews the Directors’ performance;

❖      The Board annually reviews the Directors’ employment contract, and reevaluates it yearly;

❖       The Board establishes and annually reviews the School’s Directors succession and recruitment plans;

❖      The Board approves the salaries and compensation policies for all School personnel in compliance with any applicable state laws and collective bargaining procedures (if applicable);

❖      The Board hears and decides employee grievances as outlined in the personal handbook (only applicable if employees are given grievance rights under a contract or collective bargaining agreement).

Parent, Student and Community Relations:

❖      The Board, or a committee thereof, hears and decides student expulsion recommendations;

❖      The Board, or a committee thereof, hears and decides student suspension appeals;

❖      The Board reviews and approves student and parent policies and any proposed amendments thereto;

❖      As needed, the Board communicates with the media and community at large consistent with the School’s Mission and Vision.

❖      Appoint parents to various committees that develop plans or gather information,  i.e. Safety,  LCAP or WASC , review of spring survey responses from parents, community members and students.

Finance and Budget:

❖      The Board reviews and approves the fiscal management and internal controls policies and any proposed amendments thereto;

❖      The Board reviews and approves the school’s annual academic calendar and class schedule;

❖      The Board, or a committee thereof, solicits and selects the school’s independent financial auditor, oversees the auditor’s work, and receives the auditor’s report(s);

❖      The Board, or a committee thereof, reviews and adopts and amends the annual budget as well as interim and annual financial statements;

❖      The Board, or a committee thereof, reviews and approves the audit report;

❖      The Board monitors the responses to the audit report and implementation thereof.

Facilities:

❖      The Board enters into financing and building contracts;

❖      The Board approves construction and remodeling of facilities;

❖      The Board, or a committee thereof, researches school sites as needed, and funding and facilities options;

❖      The Board or a committee thereof, makes recommendations on facilities needs and policies.

Board Internal Business:

❖      The Board drafts, reviews and approves board policies and amendments thereto;

❖      The Board recruits prospective Board members;

❖      The Board orients new Board members;

❖      The Board, as needed, provides training to its members;

❖      The Board develops and yearly implements a Board self-evaluation.  From time to time, the Board re-evaluates its self-evaluation process. 

Charter Performance and Renewal:

❖      The Board annually reviews the school performance reports;

❖      The Board, as needed, reviews charter school renewal proposals and reports.