Collegium Charter School Board Meeting 10/08/26

Collegium Charter School Board Meeting — October 8, 2026

Financial and operating update

• The school reported a $56,000 year-to-date surplus, compared with a budgeted $443,000 deficit. The presenter described the position as $649,000 ahead of plan; these figures do not reconcile arithmetically and may need verification.
• July–September operating income was reported at $1.59 million, versus a $792,000 budget, or approximately $799,000 ahead. The favorable variance was attributed mainly to lower-than-budgeted expenses.
• Total income was about $1 million below budget, primarily due to ADM-related revenue. Title I and Title II receipts were also below plan, which was described as typical early in the grant cycle. September spending included $62,000 in Title-related expenses.
• Operating expenses were $1.8 million below budget:
  • Payroll was $823,000 under budget, reflecting staffing savings and lower retirement contributions.
  • Contracted services were $663,000 under budget, largely because invoices had not yet arrived. The school expects costs to catch up as quarterly billing comes in.
  • Technology purchases and repairs, and insurance, were running above budget.
• Cash was reported at 41 days at month-end—29 reserve days and 12 operating days—and 34 days currently—29 reserve days and 5 operating days. Cash levels were affected by the timing of ADM receipts, payroll cycles, and pending vendor invoices.
• Child care remains a loss-making program, but was performing more favorably than budgeted. Revenue from the summer program and new offerings—such as drop-in care on half-days and a middle-school program—was cited as helping. Some expenses were also still pending, so the variance may partly reflect timing.
• Food-service revenue was modestly below budget, while expenses were $35,000 under budget, keeping the program in a favorable position.
• The school said it will continue monitoring cash flow, ADM revenue, grant spending, and major cost drivers.

Programs, products, and student pathways

Delaware County Community College dual-enrollment pathway

The proposed MOU would create structured pathways to certifications and potentially associate degrees, giving students alternatives to a four-year college route and addressing vocational interests that may contribute to students leaving the school.

• A survey of grades 7–11 received 313 responses. About 90 students—roughly 29%—favored the Business Academy; the Healthcare Academy and nursing options were also described as drawing strong interest.
• The initial plan is to start with the Healthcare Academy in the 2027–28 school year, then potentially add programs over time. DCCC’s healthcare and nursing programs were noted as particular strengths.
• Transportation is a practical consideration. The school expects to transport students to DCCC’s Downingtown campus for half-day sessions.
• The board approved the MOU subject to legal review.

Future Special Educators Club

A grant-funded club, proposed by a staff member and student Julia Carver, will meet monthly. Planned activities include presentations from Immaculata faculty, visits to special-education classrooms, and service opportunities. The school may explore credit-bearing opportunities in the future.

Athletics

The board approved formalizing the school’s application for PIAA middle-school membership. The selected sports reflect the programs offered at the school.

Enrollment policy

Revisions were approved to align residency documentation requirements with the latest Basic Education Circular and to update language concerning student education records and truancy requirements.

Math program implementation

Collegium is implementing Thinking Math in K–4. The rollout began with a spring pilot, received board approval in May, and included summer development of common assessments and August staff training.

Grade-level teams have been meeting weekly to review lessons and plan instruction. The publisher’s coach has visited four times and was scheduled to return for a professional-development day.

Early feedback was positive in kindergarten and first grade, with strong student engagement and classroom discussion. Staff are using formative data and connecting the program to the school’s standards-based grading approach.

Challenges include prior-knowledge gaps in grades 2–4, additional training needs following staff turnover, early problems syncing the digital platform, and the need for intensive planning support. The response includes adapting lessons and pacing, one-on-one onboarding, IT coordination with the vendor, and grade-level team support.

Two fifth-grade teachers are piloting the program as a possible replacement for Eureka. Math specialists are also piloting Math Journeys for tiered groups and a benchmark assessment for Tier 2 and Tier 3 students. The school is considering whether a single K–8 math program is appropriate or whether separate programs may better serve different grade bands.

Governance, finance, and management actions

• The board approved retaining Cal Hill Capital Advisors for municipal advisory services at a flat fee of $21,500.
• The board approved retaining Christopher McKenry for financial advice related to the upcoming refinancing of the 2017 bonds, at a cost not to exceed $2,500.
• The personnel report indicated that hiring activity was beginning to level off and open positions were decreasing. Instructional assistants remained the most difficult positions to fill, in part because local districts were offering higher salaries.
• The board approved the listed personnel report and other business and operations items. It also formally amended and approved the meeting agenda to identify Cal Hill as the selected municipal advisor.

Frameworks, processes, and actionable takeaways

• Financial variance monitoring: Separate favorable budget variances from actual program profitability. The child-care discussion highlighted that a program can remain loss-making while still performing better than budget.
• Timing-aware budgeting: Track delayed invoices, grant cycles, and receipts separately from structural savings so that early-year variances are not mistaken for permanent cost reductions.
• Program rollout playbook: Pilot first, build common assessments, train staff, plan collaboratively, observe implementation, and target professional development to identified needs.
• Pathway development: Use student interest data alongside partner-program quality, credential outcomes, and transportation feasibility when selecting programs to launch.
• Staffing response: Continue monitoring instructional-assistant vacancies and local wage competition as hiring needs decline elsewhere.

Presenters and sources mentioned

Collegium Charter School Board of Trustees; the unnamed financial-report presenter; Dr. Bradley (math-program update); Melissa Ferry (athletic director, PIAA application); Delaware County Community College representatives identified in the meeting as Marie and Moren; Julia Carver (student and Future Special Educators Club co-proposer); and Cal Hill Capital Advisors and Christopher McKenry (financial-advisory services).