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Ewing Marion Kauffman School Board of Directors Annual Board of Directors Meeting – August 12 at 8:30Am (CST) / 9:30Am (EST)

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Ewing Marion Kauffman School Board of Directors Annual Board of Directors Meeting – August 12 at 8:30Am (CST) / 9:30Am (EST) Ewing Marion Kauffman School Board of Directors Annual Board of Directors Meeting – August 12 at 8:30am (CST) / 9:30am (EST) Contents Meeting agenda 3 Governance: Memo – retention strategy and succession support 5 Finance: Treasurer’s Report 7 Governance: Summary of items for review 25 Governance: Proposed changes to MO SPED regulations / Local 29 Compliance Plan certification statement Governance: KCPS / Charter funding agreement draft (FY 21) 39 Governance: Appointments, renewals, and nominations 47 Leadership: 2020-21 priorities 49-92 Board minutes: June 10, 2020 93-105 Governance: Student / Family Handbook Attached Governance: Personnel Policies Attached Governance: Athletics Handbook Attached Governance: Board Policies Attached Please Note Some pages are intentionally left blank to facilitate better printed copies. Some pages may be inserted with existing page numbers. Page numbers related to this board packet are listed in the lower left of each page and are labeled, “Packet <<page#>>.” Zoom Conference Call Line The Zoom conference line can be accessed with the following information: https://kauffman.zoom.us/j/93244740171 Dial in number: +1 (669) 900-6833 Meeting ID: 932 4474 0171# Contact If you have questions or concerns prior to the board meeting, please contact Aaron North (816-932-1157, [email protected]) Packet 1 Packet 2 EWING MARION KAUFFMAN SCHOOL, INC. ANNUAL BOARD OF DIRECTORS – MEETING AGENDA Ewing Marion Kauffman School (Zoom meeting) Wednesday, August 12, 2020 Annual Board of Directors Meeting (8:30am CT) All board members will participate via conference call line The conference line may be accessed through a Zoom video link or via telephone: Dial in number: +1 (669) 900-6833 Meeting ID: 932 4474 0171 https://kauffman.zoom.us/j/93244740171 8:30 am CALL TO ORDER • Welcome guests • Review and discuss meeting agenda • Action: Meeting minutes (06/10/2020) PRESENTATION (10 minutes) • Kauffman Foundation (organizational leadership retention, succession, and support in KC) + Nanci Hibschman, Not-For-Profit Practice Leader, Sullivan Cotter FINANCE • Action: Treasurer’s Report GOVERNANCE • Action: Special Education – Missouri State Plan • Action: KCPS / Charter Funding FY21 • Action: Student & Family Handbook approval • Action: Personnel Policies approval • Action: Athletics Handbook approval • Action: Board Policies approval • Action: Board appointments, renewals, and nomination recommendations COMMUNITY FORUM • The Board will hear comments from community members regarding items on the agenda or other issues that should be brought to the Board’s attention. Individual comments are limited to three minutes. It is anticipated the time allotted for the community forum will be no longer than fifteen minutes, unless time is extended by the Board Chair. Individuals who do not have an opportunity to speak during the allotted time will be given first opportunity at the next regularly scheduled Board of Directors meeting. CLOSED SESSION • Action: Close meeting pursuant to R.S.Mo. § 610.021(3) – discussion of a personnel matter; 610.021(1) – discussion of legal matters; and to R.S.Mo. § 610.021(6) – discussion of a student matter • Action: Re-open meeting SCHOOL LEADERSHIP REPORT ADJOURN Future Meetings: September 14 (5:00pm; committee) September 16 (8:30am; board) Packet 3 Packet 4 Draft Memorandum Date: July 28, 2020 To: Board of Directors, Ewing Marion Kauffman School Hannah Lofthus, Chief Executive Officer, Ewing Marion Kauffman School From: Nanci Hibschman, SullivanCotter Subject: Retention Strategy and Succession Planning Overview Kansas City’s education ecosystem is rapidly developing into a talent powerhouse; key leaders are playing significant roles in shaping the education landscape and improving key outcomes that will ultimately create a more inclusive and thriving economy. In response to this environment, the Compensation Committee of the Board of Trustees of the Ewing Marion Kauffman Foundation (Foundation Board) requested that SullivanCotter explore promising practices in not-for-profit organizations as they relate to retention strategies for key executives. In addition to published research and client practices from which SullivanCotter normally draws, we also interviewed the top executive and board members in the organizations where the Foundation has made a significant investment, namely the Ewing Marion Kauffman School (EMKS), Kansas City Teacher Residency, KC Scholars, SchoolSmart Kansas City and Skilled KC. See Attachment A for the initial findings of this research. This research was presented at the June Foundation Board meeting. The Foundation Board would like to offer the Kauffman School technical support and guidance regarding executive talent retention and succession planning – both to support current talent strategy and also to support capacity building so that processes like these can be maintained and evolved by the EMKS Board overtime. It is important to note that talent retention and succession planning are synergistic in nature, complimenting the critical pursuit of a strong leadership bench both today and in the future. As an initial step, the Foundation would like to facilitate discussion with the CEO Evaluation Subcommittee (Subcommittee) and full Board at the August EMKS Board of Directors meeting. The objectives of this discussion are to present the retention and succession planning project objectives from the Foundation perspective to the EMKS sub-committee and board members, and to receive initial thoughts on how the Foundation can best support and work with the school in the development of a focused set of retention program options. This effort by the Kauffman Foundation is intended to help fortify leadership in key investment organizations and to do so in collaboration and at the direction of each organization’s respective board of directors. The work and timeline associated with this project will be determined by the EMKS Board of Directors and CEO. Packet 5 July 28, 2020 Page 2 ATTACHMENT A: RETENTION RESEARCH FINDINGS The most impactful retention strategies fall into one of two categories: monetary and experiential. Monetary refers to direct cash compensation programs that contribute to competitive total compensation, with the objective of creating a pay package that would be difficult to replace by a new employer. Such examples, and the pros and cons of each, are summarized below. Monetary Approach Retention Tool Pros Cons Competitive base salary Creates a competitive package that Requires a meaningful financial Salary generally targeted between the instills a direct sense of value to the investment from the organization to be 50th and 75th percentiles. executive. effective. Retention bonus Creates financial incentive for an Requires a meaningful financial Deferred compensation that reflects a executive to stay through a key investment from the organization to be promise to pay a specified amount if the strategic period of the organization. effective. executive remains employed and in good standing for a specific period. Highly effective in retaining executives for a known period. Supplemental retirement Creates financial incentive for an Requires a meaningful financial Deferred compensation designed to executive to stay with the organization. investment from the organization to be provide future wealth accumulation in effective. addition to the broad-based plan Multiple options for design can be offered to all employees. implemented to meet different objectives. Experiential refers to programs that contribute to the executive’s professional growth, enhances his/her well-being and/or creates an environment in which s/he can best thrive. Such examples, and the pros and cons of each, are summarized below. Experiential Approach Retention Tool Pros Cons Mentorship and/or Coaching Provides meaningful development and Requires an investment of time to find a Pairing of the executive with a key learning opportunity, support system strong fit between executive and Board member or influential member of and executive exposure. mentor, and a well-defined the community to serve as a mentor to relationship/set of expectations. the executive. No cost to the organization. Professional Development Provides meaningful development and Typically requires a financial investment Opportunities to engage in meaningful learning opportunity, support system from the organization, and some professional development and/or and executive exposure. allotment of time to participate in the educational programs. opportunity. Healthy Board Relations Essential for organization health, board Requires investment in understanding Balanced relationship with the Board effectiveness as well as executive what each party perceives as the right that offers support, transparency, retention. balance, and due diligence to ensure empowerment and autonomy. the balance is attained/maintained. Paid Time Off No cost to organization. Must reflect a meaningful enhancement Paid time off in addition to the broad- while not providing too much time based plan offered to all employees. outside of the workplace that visibility and productivity become an issue. Flexibility No cost to the organization. None, other than occasional monitoring Flexibility of work hours and/or to ensure the executive remains visible workplace. Particularly meaningful for executives to staff. who are also primary caregivers. Packet 6 Ewing Marion Kauffman School Finance Monitoring Activities July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Condensed Financial
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