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The John Thomas Dye School State of the School Yesterday, Today, Tomorrow William S. Calvert President of the Board of Trustees.

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Presentation on theme: "The John Thomas Dye School State of the School Yesterday, Today, Tomorrow William S. Calvert President of the Board of Trustees."— Presentation transcript:

1 The John Thomas Dye School State of the School Yesterday, Today, Tomorrow William S. Calvert President of the Board of Trustees

2 The John Thomas Dye School Mission Statement John Thomas Dye School, an independent elementary school, provides for its students a program of academic excellence, one both traditional and dynamic, with a commitment to family and community. The school encourages its students to reach their highest individual potential intellectually, artistically, and physically; it nurtures their emotional, moral and social development, and prepares them to meet the challenges of a diverse and competitive world.

3 The John Thomas Dye School The Role of the Board of Trustees Has the ultimate responsibility for the establishment of school policy that is implemented by the administration Oversees the financial operations of the school Establishes fund-raising goals and implements strategies to achieve those goals The Board is not involved in the day to day running of the school operations nor the admissions process.

4 The John Thomas Dye School Composition of the Board of Trustees 18 elected members who serve 2-3 three year terms Past and Present Parents, Alumni Individuals not otherwise affiliated with JTD but special expertise Headmaster and Parents’ Association President serve as ex-officio members

5 The John Thomas Dye School Standing Committees of the Board of Trustees Each member of the Board serves on at least two of the standing committees of the Board. Academic/School Life Ad Hoc Audit Executive Development Finance/Building and Grounds Nominating Strategic Planning

6 Annual Fund Participation 1995-2005

7 Annual Fund 1995-2005

8 The John Thomas Dye School Operating Expenses 2004/05 ANNUAL REPORT

9 The John Thomas Dye School Operating Revenue

10 The John Thomas Dye School Tuition Comparison 6th Grade 2005-2006 School Crossroads Buckley Brentwood Turningpoint Oakwood JTD Center Curtis St. Matthews Carlthorp Tuition $23,707 $23,250 $19,800 $18,980 $18,79 $17,600 $16,925 $16,800 $16,645 $15,600

11 The John Thomas Dye School Tuition Increases 1997-2006 1997-19985.38% 1998-19997.91 1999-20008.75 2000-20017.61 2001-20027.47 2002-20039.62 2003-20049.40 2004-20055.64 2005-20064.45 2006-20075.11

12 The John Thomas Dye School The Benefits of Giving Capital Expenditures 1995-2006 2002 Classroom Remodel $2,173,102 Lower School Playground $844,725 -Plumbing, Electrical,Handicap Access Lower School Science/Kindergarten $182,300 Technology $971,000 Teacher Wish Lists $766,678 Property Purchases $3,385,529 Total$8,323,334

13 The John Thomas Dye School Honoring the Dream, Sustaining the Vision Campaign Components Annual Fund Faculty Endowment Financial Aid Property Acquisition Capital Campaign Goal$14,500,000 Gifts, Pledges as of January 31 $12,219,108

14 The John Thomas Dye School State of the School Yesterday, Today, Tomorrow Raymond R. Michaud, Jr. Headmaster

15 In only 10 years the following shifts have occurred at JTD: Out of 214 families today only 16 were here in 1995 In 1995 we had 245 families, 229 have graduated since 1995 The class of 1995 has graduated from college The kindergarten class of 1995 are now juniors in high school 94% of our parent body has changed in just 10 years 46% of the faculty in 1995 is still at JTD 1995- 37 teachers for 345 students 1:9 ratio 2005- 44 teachers for 321 students 1:7 ratio 1995 Median Faculty Salary $45,350 2005 Median Faculty Salary $68,000 1995 Financial Aid Budget $108,813 2005 Financial Aid Budget $328,375 JTD: A Decade of Change

16 19951996199719981999200020012002200320042005Total Archer1100330003112 Brentwood10525365 5460 Calvary100000000001 Campbell Hall1211233212018 Crossroads210011011007 Curtis111100000004 Harvard-Westlake2318262533212924252321268 Landmark001000000001 Marlborough2488345866963 Milken000000100001 Mirman100000000001 Pasadena Poly000000001001 Oaks Christian000000000101 Oakwood000100000113 St. Matthew's312000000006 St. Paul's102001001106 Turningpoint000000100001 Wildwood000004110006 Windward11125022212230 Viewpoint010010000103 Public/Moved1011230011010 Total4845464748 4748474638508 Secondary School Placement 1995-2005

17 College Matriculation 1990-99 Art Institute/Chicago3 Barnard College4 Boston College4 Boston University4 Brown5 Columbia8 Cornell4 Dartmouth4 Duke6 Emory8 Georgetown5 Harvard13 LMU3 Michigan17 Northwestern10 NYU6 Penn28 Princeton6 Stanford13 Syracuse3 Trinity3 Tufts6 Tulane7 UC Berkeley11 UC Irvine3 UC Los Angeles7 UC San Diego7 UC Santa Barbara5 UC Santa Cruz3 University of Arizona3 University of Oregon3 USC36 Vanderbilt3 Vassar3 Washington University8 Weslyan3 Yale11

18 The John Thomas Dye School Continual Refinement of the Curriculum Technology Grade level configuration Mathematics Program/ Pre-Algebra Community Service Writing Program K-6 Lowering of student/teacher ratio K-3 Science Program Expansion of Student Services-School Psychologist

19 Last year’s ERB test showed that our median student (50%) compared to other independent school students in the same grade level scored at the following levels: ReadingMath Second7572 Third7375 Fourth7086 Fifth7380 Sixth7381 The average JTD student scores 20-30 percentile points higher than the average student in independent schools nationally. Academic Consistency

20 The John Thomas Dye School Professional Development-Teachers as Learners Over the past two years the faculty and administration have attended over 100 conferences, educational meetings and classes. National Association of Independent Schools California Association of Independent Schools California Kindergarten Association National Association of Educators for Young Children National Council of Teachers for Mathematics Museum of Contemporary Art National Service Learning Conference California Science Teachers Conference

21 JTD on the National and Regional Scene Member-National Association of Independent Schools The NAIS is a membership organization and national voice of independent education. It represents nearly 1,200 U.S. independent schools. NAIS members schools are non-profit, belong to a state independent school association and are accredited by a NAIS -recognized accrediting agent. The schools demonstrate sound financial operations and adhere to the NAIS Principles of Good Practice. Member/Accredited -California Association of Independent Schools CAIS is a non-profit organization of 190 elementary, middle and high schools in California. The Association serves and strengthens its schools by setting standards of academic quality and ethical conduct. To be a full member schools must have received accreditation by the Association. -Western Association of Schools and Colleges WASC is one of six regional accrediting associations in the United States. The affairs of WASC are administered by a board of directors from three commissions for colleges, community colleges and schools. It provides service and assistance to over 3,500 public, independent, and church-related schools.

22 CAIS/WASC Accreditation Progress Report Chapters 1.The School’s Philosophy 2.The Governing Body 3.Finances 4.Development/Fundraising 5.Administration, Faculty, Staff 6.Students 7.The Community of the School 8.The Program 9.The School Library 10.The School Plan 11.Health and Safety

23 The John Thomas Dye School The Governing Body Criterion for CAIS/WASC Self-Study The governing body (1) sets policy consistent with the school’s purpose (2) delegates implementation to the head of school; (3) ensures the fiscal stability of the school through financial oversight and fundraising; and (4) monitors results Standards to Be Applied: 1. The governing body actively supports the policies and philosophy of the school. 2. The governing body ensures that the purposes of the school are being met. 3. The governing body sets and reviews policies 4. The governing body is appropriately informed of the school-wide learning expectations. 5. The governing body understands its responsibility to support the head of school and respect the boundaries that separate the board and administrative roles.


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