# data[].attributes.body
Whether or not Corporate can overcome the CCC age limit utilizing WIOA as a way to wave the age cap for corpsmembers to qualify towards the monthly count.

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3) How can FIELD continue to message and communicate programs/services to both local and state officials along with the general public statewide to gain notoriety, thus increasing philanthropic contributions? FIELD has made strides in it’s digital footprint and marketing efforts, but consistency in branding and communications continues to be an opportunity. Adhoc marketing and limited bandwidth in personnel impacts consistency in branding and messaging. (MR)

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1) How can FIELD facilities and locations generate revenue to cover operational costs that will allow total locations to operate in the black? FIELD facilities by location do not produce enough revenue to cover operating costs by location thus causing continual inconsistencies in FIELD budgets. The inconsistencies impact both long-term and short-term operational goals as well as execution of MOUs along with student and employee retention. (MR)

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Whether or not FIELD can continue investing in low performance learning centers and have enough cash flow to allow for the grant compliance reimbursement. While given enough support to retain students and continue with smart growth. (RR)

# data[].attributes.body
Whether or not the finance department can provided a clear guide on budget distributions on WFD, Student and Instructional Services (RR)

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Whether or not FIELD's fund balance can be utilized to procure facilities for Instruction, Student Service and Workforce Development including affordable housing. (RR)

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Whether or not we can improve uniformity across divisions (communication, processes & procedures, budgeting, goals, etc.)

# data[].attributes.subject
Whether or not we can improve uniformity across divisions (communication, processes & procedures, budgeting, goals, etc.)

# data[].attributes.body
(Goals do not align across divisions, have found discrepancies in processes & procedures, continued lack of or miscommunication, no consistent review of division plans and MOR meetings)

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2) How can the FIELD’s overall revenue be more balanced by programs/departments? FIELD needs a more balanced revenue stream with the build out/expansion of social businesses, contract services and unrestricted general operations grants and/or endowments. EPIC revenue penetration is roughly 50.9% of FIELD’s total revenue. Thus, there is significant impact on total FIELD operations with shifts in ADA/apportionment on the overall operating budget.
- How can EPIC leverage data to create best practices that will support greater impact on student retention and attendance(MR)

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Whether or not we can reduce staff turnover due to resignations, layoffs, and termination which disrupts workflow, communication, and progress towards goals. 

# data[].attributes.subject
Whether or not we can reduce staff turnover due to resignations, layoffs, and termination which disrupts workflow, communication, and progress towards goals. 

# data[].attributes.body
(Many changes to Academics leadership, new CTE director, many layoffs and resignations in student services, termination of teachers)

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Whether or not Corporate can develop/implement a budget process that will provide a financial/guide for each division that will result in grant projects being completed within budget.

Gustavo

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Whether or not we can increase student retention by providing teachers with the tools/ knowledge to integrate students into the classroom environment/ team within the first week of class. (Ruby T.)

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Whether or not adding ESL to more locations will increase EPIC enrollment and retention. (RT)

# data[].attributes.body
Teachers need built in time for monthly curriculum groups and assessment data analysis with substitutes for those days.

# data[].attributes.body
EPIC needs an IS charter to support students who are either too far from a class, have work hours not compatible, or have life constraints that makes regular attendance not possible.

# data[].attributes.body
Whether or not WFD can resurrect CTE Solar, CTE Agriculture, and CTE Construction pathways.

Gustavo

# data[].attributes.body
EPIC's critical issue is the need to retain EL students through both staffing and teacher support.

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4) Whether or not we can prepare and support teachers to retain students knowing the population we serve and the function of our program.  MS

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Whether or not CTE (with non-credit college courses; articulation) can be adopted as an EPIC graduation requirement to increase ADA through WBL (TA)

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Whether or not instructional services can increase teacher and student retention by hiring an EPIC director and focusing the TOSAs job responsibility on instruction rather than expanding to a supervisory role. (Ruby T.)

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Whether or not WFD can comply and deliver the goals established with all currently active grants under budget.

# data[].attributes.subject
Whether or not WFD can comply and deliver the goals established with all currently active grants under budget.

# data[].attributes.body
Whether or not WFD can launch three social businesses that will result in earned income by June 30, 2024.

Gustavo

# data[].attributes.body
Assessment data has not been driving instruction. Curriculum (standards and benchmarks) have not been consistently applied throughout the sites. Having 3-4 teachers per subject team will support all teachers and make instruction more effective. Having an assessment team will allow for the development of mathematic assessments not tied to language. This will prevent student loss due to miss assigned math courses.

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Frequent requests by students for IS- As we passed our 20% cap we lose ADA funds because some are put on STIS due to medical issues so that we do not lose the student but do lose the $.

# data[].attributes.body
Whether or not WFD can meet the recertification criteria for the Cesar Chavez Environmental Corps and be certified for 2025/2026 fiscal year.

Gustavo

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Whether or not internal changes can be implemented to increase enrollment & ADA for all academic programs (25 per classroom ADA) to sustain programs and support smart growth (TA)

# data[].attributes.body
Students are repeatedly asking for IS and better technology. This included stronger wifi, student laptops that are more functional. The teachers need laptops to be replaced in a timely manner and more training in basic computer skills, use of HMH and CANVAS as teaching tools wit EL students.

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1/3 TOSAs resigned.
1/3 TOSAs stepped back from position
0/1 Assistant Director for half the year
0/1 Director of EPIC for the school year
(Ruby T.)

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1) Whether or not we have enough space in the location to provide all the services to the student.
2) Whether or not we can provide counselors' quality services to the student population.
3) Whether or not we can increase and retain more students?
4) Whether or not we can support teachers to understand students' backgrounds and function of epic program

MS

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Whether or not FIELD can identify which supports students/participants actually need in order to increase those supports in an effort to increase ADA and increase graduation rates (TA)

# data[].attributes.headline
Whether or not we can increase student services (transportation, childcare, mental health, etc.) and increase retention

# data[].attributes.subject
Whether or not we can increase student services (transportation, childcare, mental health, etc.) and increase retention

# data[].attributes.body
1)Whether or not we can schedule the hours for the instructional aids.

2) Whether or not we can hire better instructors.

1) Whether or not we can acquire adequate locations for the new school year? Cristina

2) Whether or not we can hire additional  staff? Cristina

3)Whether or not we can increase and maintain retention? Cristina

4)Whether or not to restructure support services to be more accessible to our students in each region? Cristina

# data[].attributes.headline
Whether or not we can accommodate our current and  potential students  in adequate locations that offer all of our programs (EPIC, ESL, ECE).  If not, how can we? MG

# data[].attributes.subject
Whether or not we can accommodate our current and  potential students  in adequate locations that offer all of our programs (EPIC, ESL, ECE).  If not, how can we? MG

# data[].attributes.body
1) Whether or not we can be fully staffed with Student Services Coordinators, Outreach Coordinators and support services to increase and maintain retention.
2) Whether or not FIELD can have adequate locations to offer EPIC, ESL and an ECE center for our students.

Beti

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Whether or not we can maintain or increase attendance. MG

# data[].attributes.subject
Whether or not we can maintain or increase attendance. MG

# data[].attributes.body
1) About 51% of enrolled students are not staying and drop out after 2-3 days.
2) LCAP Feedback from staff and students indicate Academic Counselors are not meeting with them in person enough.
3) Academic Counselors are having to do Scheduling, Academic Advising, & SEL Counseling (too much) Need to revisit this structure.

# data[].attributes.body
1) Meet w/Instructional & Student Services to review and revise currents system for these services.
2) Determine what is needed? (i.e. separating SEL & Academic Advising vs. SEL Counseling; Case Managers?)
3) Keep Maslow's Hierarchy Needs in mind
4) Identify SEL Needs (i.e. transportation, child care, counseling)
5) Come up with ratio for I.A.'s & Tutors
6) Start with a pilot system and work the kinks out then scale-up.
7) Have someone facilitate this process
8) Come up with and implement strategies for Staff Retention because of impacts on program and enrollment retention.
9) Develop Salary Step & Column Schedules for various FIELD positions (Student Service Coordinator, Counseling, Admissions & Records).
10) Minimize the shifting of personnel causing folks to resign.
E.L.

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1) Clear and accurate system for funding line items and allocations that align with overall budgeting process.
2) Clear allocations of grant funding.
3) Workforce Development Needs for next year: Start Agriculture, Solar and Construction & Culinary pathways 2024-2025 year.
4) Launch Recycling and Fire business Co-Ops.
5) Environmental Corps on probation...need to develop certification competencies: OSHA Safety, Trail Setting, etcetera.
6) Which pathways are revenue generating and which are not helping us so we can eliminate and reinvent?
7) Develop pathway courses and certifications with dual enrollment so we can require all EPIC students to take CTE courses.
8) Tie pathways to career exploration pathways up front for students.

# data[].attributes.body
1) Move current website to a new platform.
2) Improve branding and marketing systemwide as an organization.
3) Identify what the threshold to cover expenses to run each site so we can budget correctly and stabilize organizations budget (i.e. 50% Grants & 50% revenue)

# data[].attributes.body
1) Need to come up with budget allocations and line items that can be more accurate and provide better planning for departments on a yearly basis; considering cost increases not foreseen in grants that were projected over time with inaccurate costs.
2) Conservation Corps is $600k per year cost working at full potential vs. revenue gains. Identify the difference and how we function so we are not losing money and meeting grant requirement project performance.

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1) Teachers understand engagement and ADA impacts
2) Students engaged along with  an understanding of ADA impact on funding
3) Increased enrollment to bring to full capacity for the number of staff (ex. 21.5 FTE teachers and enrollment is 504 = 23.44 enrollment - enrollment should be 752.5 or 35 per teacher