Recommendation:,Approve, Algiers,Charter,School,Association, › la › bese › Board.nsf › files...

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Summary of Recommended BESE Action

The Department recommends that BESE approve the plan submitted by Algiers Charter School Association.

An approval authorizes the Superintendent of the Recovery School District to allow Algiers Charter School Association to launch up to four Type 5 charter schools within the Recovery School District no earlier than fall 2015 and up to two additional schools in subsequent years. Any schools proposed for launch in subsequent years would be permitted to launch only after a successful review. The Department will annually review all academic, financial, and organizational performance data to determine how Algiers Charter School Association may expand according to their growth plan. All six schools proposed in this plan may only launch upon assignment of a site by the Superintendent of the Recovery School District.

Proposed Growth Plan

BESE Authorized Schools Included in Growth Plan

If BESE authorizes this proposal, the Superintendent of the Recovery School District may allow:

• Algiers Charter School Association to open up to three Type 5 charter schools serving grades K-8 and one Type 5 charter school serving grades 6-12 within the Recovery School District no earlier than fall 2015.

• Algiers Charter School Association to open one charter school serving grades 6-8 and one charter school serving grades 9-12 within the Recovery School District in subsequent years.

Applicant History

Experience Level

Experienced Existing Schools

6 Previous BESE Applications

Yes (Approved) Previous District Applications

Yes (Approved)

Applicant’s Proposal

ACSA currently operates six Type 5 charter schools in New Orleans. In this application, ACSA proposes up to six additional Type 5 charter schools that the RSD could open throughout the state according to need. New ACSA schools would adhere to the ACSA model in which empowered school leaders assemble and lead local teams to meet the unique needs of local students. The applicant’s growth strategy is clearly described and driven by five approaches: cluster-based geography, whole school turnaround, community involvement, financial stability, and leadership that is locally-led and ACSA-managed.

Department Recommendation Rationale

• Recommendation: Approve

• The Department agrees with SchoolWorks’ recommendation based upon the following key points:

o To improve the effectiveness of its schools, ACSA allocates resources to bolster instructional leadership through hiring, professional development, and coaching. The operator emphasizes its human capital approach to change and invests resources in building the internal capacity of schools to meet the needs of students and staff.

o The board members have diverse backgrounds and provided plans for holding the school leader accountable for school performance.

o The applicant successfully moved two charter schools from F to C ratings on Louisiana state report cards. The operator manages six schools with demographics similar to those in the proposed charter schools. In 2012-13, five of the six schools under management outperformed the district of location in English language arts; four of the six outperformed the district in mathematics.

Recommendation:,Approve,Algiers,Charter,School,Association,

Algiers Charter School Association page 1

2014 Louisiana Department of Education Charter Application Review

Experienced Operator Executive Summary Algiers Charter School Association – Official Recommendation to the Department

Recommendation Approve

Non-Profit Information Non-Profit: Algiers Charter School Association

Origin: Local Experience Level: Experienced

School Information School: To be determined - 6 Growth Plan Applicant seeks to open 4

schools in 2015-2016 and 2 schools in 2016-2017 in the Recovery School District.

Type: 5

Model: College and career prep. Blended Learning pilot.

Grade Configuration at Start:

1. K – 2 2. K – 5 3. 6 – 8 4. K – 5 5. 6 – 8 6. 9 - 10

Grade Configuration at Scale: 1. K - 8 2. K - 8 3. 6 - 8 4. K - 8 5. 6 - 8 6. 9 - 12

Enrollment at Start: 1. 300 2. 300 3. 500 4. 350 5. 300 6. 300

Enrollment at Scale: 1. 800 2. 800 3. 700 4. 800 5. 1200 6. 1200

Additional Features of the Application

x ACSA plans to provide students with a rigorous academic experience and receive significant development in leadership, systems thinking, and community involvement (See Application Overview, Model Summary).

x ACSA serves high-need communities in the Algiers neighborhood of New Orleans and seeks to serve similar high-need populations across the state of Louisiana and the Gulf Region. The group was formed in the aftermath of Hurricane Katrina to forestall the closure of schools and to provide educational options for children returning to the city.

x The operator will allow “each school significant autonomy to design an instructional leadership team that is the right synthesis of skills, behaviors, and human capital, matching the talents of the school’s staff, faculty, and leadership with the needs of the student population” (page 17).

Strengths of Application

x The applicant’s growth plan is to manage as many as 20 stand-alone charter schools by 2020. The growth strategy is clearly described and driven by five approaches: cluster-based geography, whole school turnaround, community involvement, financial stability, and leadership that is locally-led and ACSA-managed.

x ACSA’s theory of change is clear and with great utility, it comprises distinct elements based fundamentally on establishing great experiences for students, staff, and the community and is ready for the school to implement.

x The applicant has responded to need for change since a charter was revoked in 2011 by recruiting a new board and CEO. According to the application, ACSA has also “implemented new data systems for monitoring attendance and interim assessments and adopted a new focus on leadership and excellence (page 7).

Algiers Charter School Association page 2

Recommendation Drivers

x To improve the effectiveness of its schools, ACSA allocated resources to bolster instructional leadership through hiring, professional development (PD), and coaching. The operator emphasizes its human capital approach to change and invests resources in building the internal capacity of schools to meet the needs of students and staff.

x The board members have diverse backgrounds and provided plans for holding the school leader accountable for school performance.

x The applicant successfully moved two charter schools from F to C ratings on Louisiana state report cards. The operator manages six schools with demographics similar to those in the proposed charter schools in Caddo Parish and East Baton Rouge. In 2012-13, five of the six schools under management outperformed the district of location in English language arts (ELA); four of the six outperformed the district in mathematics.

!Summary of Recommended BESE Action

The Department recommends that BESE approve the plan submitted by Baton Rouge Bridge Academy. An approval authorizes the Superintendent of the Recovery School District to allow Baton Rouge Bridge Academy to launch one Type 5 charter school within the Recovery School District no earlier than fall 2015.



If BESE authorizes this proposal, the Superintendent of the Recovery School District may allow Baton Rouge Bridge Academy to open one Type 5 charter school serving grades K-8 within the Recovery School District no earlier than fall 2015.

Applicant History

Experience Level

New Existing Schools


No Previous District Applications

No


Baton Rouge Bridge Academy proposes to launch a K-8 school, starting with grades K-1 and adding one additional grade every school year. The school will serve at-risk students using a college preparatory curriculum focused on ensuring strong literacy skills to ensure students earn acceptance into, and are prepared for, the demands of a rigorous college preparatory high school curriculum, enroll into four-year colleges and universities at the end of their senior year of study, and graduate from college within six years. Baton Rouge Bridge Academy’s school leader, Chloe Wiley, has recently completed a Building Excellent Schools fellowship and will continue to receive support from BES. BES is a rigorous leadership training program that has led to the successful launch of high-performing, high-poverty schools across the country and in New Orleans.




o The founding team clearly delineated its proposed education program, including strong mission alignment, a culture of achievement, measureable outcomes, and data-driven systems.

o The proposed board demonstrates the capacity and a broad set of skills to provide oversight of fiscal and academic operations.

o The founding team has contracted with Fourth Sector Solutions for financial support. The founding team has articulated its financial priorities in alignment to its mission and demonstrates the capacity to assume the unexpected and to make proactive rather than reactive decisions.

Recommendation:,Approve,Baton,Rouge,Bridge,Academy,

Baton Rouge Bridge Academy page 1


New Operator Executive Summary

Baton Rouge Bridge Academy – Official Recommendation to the Department

Recommendation

Approve Non-Profit Information

Non-Profit: Baton Rouge Bridge Academy Origin: Local Experience Level: New

School Information

School: Baton Rouge Bridge Academy Home District: Recovery School District

Type: 5 Districts Served / Specific School: East Baton Rouge Parish

Model: College Prep Year Opening: 2015 Grade Configuration at Start:

K-1 Grade Configuration at Scale: K-8

Enrollment at Start: 120 Enrollment at Scale: 540 Additional Features of the Application

x The applicant proposes a college preparatory curriculum, aligned with Louisiana Common Core State Standards, focused on ensuring strong literacy skills to ensure students earn acceptance into, and are prepared for, the demands of a rigorous college preparatory high school curriculum, enroll into four-year colleges and universities at the end of their senior year of study, and graduate from college within six years.

x The applicant is guided by the philosophy that accountability drives student results. x The proposed school will offer 180 days and longer days, from 7:30 a.m.- 4:00 p.m. to triple the amount of time for daily literacy

instruction (210 minutes) and double the amount of time for mathematics instruction (80 minutes). x The applicant states students will receive daily small group, targeted instruction with a student-to-teacher ratio of 10-to-1, with

character development and frequent assessments to inform instruction, supports, and teacher development. x The applicant indicates that teachers will receive 300+ annual training hours and professional development will prioritize a

productive, growth-minded adult culture in which teachers collaborate and lend their leadership in support of the mission.


x The proposed outcomes are ambitious, clear, and mission-aligned with an educational program that is clearly articulated. x The applicant describes a comprehensive, transparent assessment system to measure data-driven academic and organizational

goals. x The lead applicant and founding board are supported by Building Excellent Schools (BES), New Schools for Baton Rouge, Teach

for America (TfA), 4th Sector Solutions, the New Teacher Project, City Year Baton Rouge, Volunteers in Public Schools, Stand for Children, and Forum 35.

x The applicant plans to ensure long-term financial viability through an open enrollment policy. Open enrollment serves the needs of the community as well as the ongoing financial viability of a school.


x The founding team clearly delineated its proposed education program, including strong mission alignment, a culture of achievement, measurable outcomes, and data-driven systems.

Baton Rouge Bridge Academy page 2

x The proposed board demonstrates the capacity and a broad set of skills to provide oversight of fiscal and academic operations. x The founding team has contracted with Fourth Sector Solutions for financial support. The founding team has articulated its

financial priorities in alignment to its mission and demonstrates the capacity to assume the unexpected and to make proactive, rather than reactive, decisions.


The Department recommends that BESE approve the plan submitted by Baton Rouge College Prep. An approval authorizes the Superintendent of the Recovery School District to allow Baton Rouge College Prep to launch one Type 5 charter school within the Recovery School District no earlier than fall 2015.



If BESE authorizes this proposal the Superintendent of the Recovery School District may allow Baton Rouge College Prep to open one Type 5 charter school serving grades 5 - 12 within the Recovery School District no earlier than fall 2015.

Applicant History

Experience Level




No


Baton Rouge College Prep proposes to launch a 5-12 grade school, starting with grades 5-6 and adding one additional grade every school year. The school will serve at risk students using a college preparatory curriculum and aims to ensure 100% acceptance rate to four-year colleges by equipping all students in grades 5-12 with the knowledge skills, and character necessary to excel in college and in life. Baton Rouge College Prep’s school leader, Kathryn Rice, has recently completed a Building Excellent Schools fellowship and will continue to receive support from BES. BES is a rigorous leadership training program that has led to the successful launch of high-performing, high-poverty schools across the country and in New Orleans.




o The applicant described an aligned academic program and system that includes significant professional development, oversight structures to ensure teacher accountability, and interim assessments to frequently measure student success.

o The applicant presented a budget that was aligned to the school’s mission. Additionally, the applicant has recruited strong board members who have varying expertise, three of who have strong financial backgrounds and are members of the finance committee. Board members were able to speak articulately about the budgeting process the school underwent.

o The board demonstrated strong capacity and ability to effectively govern and oversee the school. Additionally, board members described the duties and responsibilities of the board, the need for strong oversight, and the commitment to the mission of the school when making decisions regarding the school’s program.

Recommendation:,Approve,Baton,Rouge,College,Prep,

Baton Rouge College Prep page 1

2014 Louisiana Department of Education Charter Application

New Operator Executive Summary Baton Rouge College Prep– Official Recommendation to the Department

Recommendation

Approve Non-Profit Information

Non-Profit: Baton Rouge College Prep Origin: Local Experience Level: New

School Information

School: Baton Rouge College Preparatory Charter School

Home District: Recovery School District

Type: 5 Districts Served / Specific School: East Baton Rouge Model: Open Enrollment College Prep Year Opening: 2015-16 Grade Configuration at Start:

5-6 Grade Configuration at Scale: 5-12


x The applicant proposes an open enrollment, extended-day college preparatory school with a dual focus on academics and character development.

x The applicant is guided by research that shows academic outcomes in middle grades are indicators of a child’s probability of graduating from high school prepared for college; the applicant proposes to provide students with a world- class education beginning in the middle grades to build the academic foundations necessary for success in college preparatory high school courses.

x The applicant is guided by the data indicating that many students come from the poorest, most underserved areas of the city, where the average household income trails the city average by 50% and one-in-four households live on less than $15,000 per year; the applicant proposes to provide academic experiences and character building to access and persist in college, setting them on a path to economic freedom.


x The applicant states a clear mission – “Baton Rouge College Preparatory Charter School equips all students in grades 5-12 with the knowledge, skills, and character necessary to excel in college and in life.”

x The applicant’s instructional leadership experience reflects an alignment to the attainment of the educational outcomes – Students will improve, on average, by at least 5 percentiles per year on the Measures of Academic Progress (MAP) for reading and mathematics, until the average percentile score reaches 75, indicating that the students are performing in the top quartile nationally.

x The applicant’s budget is aligned with their mission and staff structure. Recommendation Drivers

x The applicant described an aligned academic program and system that includes significant professional development, oversight structures to ensure teacher accountability, interim assessments to frequently measure student success, and board oversight of school leadership to ensure academic success.

x The applicant presented a budget that was aligned to the school’s mission. Additionally, the applicant has recruited strong board members who have varying expertise, three of whom have strong financial backgrounds and are members of the finance

Baton Rouge College Prep page 2

committee. Board members were able to speak articulately about the budgeting process the school underwent. Further, the board contracted with a back office provider to provide external budgeting support.

x The board demonstrated strong capacity and ability to effectively govern and oversee the school. The board has a wide range of expertise including finance, education, and marketing. Additionally, board members described the duties and responsibilities of the board, the need for strong oversight, and the commitment to the mission of the school when making decisions regarding the school’s program.


The Department recommends that BESE approve the plan submitted by Community Leaders Advocating Student Success (CLASS). An approval authorizes the Superintendent of the Recovery School District to allow CLASS to launch one Type 5 charter school within the Recovery School District no earlier than fall 2015.



If BESE authorizes this proposal, the Superintendent of the Recovery School District may allow CLASS to open one Type 5 charter school serving grades K-8 within the Recovery School District no earlier than fall 2015.

Applicant History

Experience Level




No


CLASS currently operates Fannie C. Williams Charter School in New Orleans. The proposed new school would operate according to the same principles and structures as the existing school; namely data-driven instruction, frequent assessments, a Common Core aligned curriculum, exposure to the arts, and a school culture that values both the individual and community. The proposed educational model includes a focus on a strong school culture that values tolerance, welcomes diversity, and celebrates both individual and community success.




o The board and school leadership exude confidence and clarity about the factors needed to duplicate the success of their first school. In addition to understanding the culture and academic components, they are building their internal leadership pipeline and are honest about having to be flexible and committed to the reality that each school presents unique challenges.

o The school has a clear understanding of how and why to engage new communities. They believe that each area of the city has its unique culture and they will have to learn what is important to that community. The board will play a big role in connecting with community leaders and engaging them in supporting the development of the new school.

o The leadership was able to articulate a clear academic model and cycle of assessment. Additionally, they provided evidence that Fannie C. Williams Charter School has seen steady gains until this year, at which point they anticipate a slight dip due to the changes in testing.

Recommendation:,Approve,Community,Leaders,Advocating,Student,Success,

Community Leaders Advocating Student Success page 1


Experienced Operator Executive Summary Community Leaders Advocating Student Success – Official Recommendation to the Department


Non-Profit Information Non-Profit: Community Leaders Advocating Student Success, Inc. Origin: Local Experience Level: Experienced

School Information School: Community Leaders Advocating

Student Success Growth Plan 2015-16 – 1 school in the

Recovery School District Type: 5

Model: Traditional Grade Configuration at Start:



x The applicant organization currently operates the Fannie C. Williams Charter School. x The applicant notes that students who enroll in the school will attend school on a daily basis welcomed by teachers and staff who

love and care about their futures and who are going to motivate them to work hard and embrace challenges as a part of the learning process.

x The vice principal and instructional lead of the current school will become the principal of the new school and act as the CAO of the organization.


x The proposed educational model includes a focus on a strong school culture that values tolerance, welcomes diversity, and celebrates both individual and community success.

x The applicant plans to use a curriculum that embodies the Common Core State Standards and exposes students to instruction in the arts.

x The applicant envisions interim and weekly assessments to assess the effectiveness of teaching and learning; and data-driven instruction supported through the implementation of a professional learning community.


x The board and school leadership exude confidence and clarity about the factors needed to duplicate the success of their first school. In addition to understanding the culture and academic components, they are building their internal leadership pipeline and are honest about having to be flexible and committed to the reality that each school presents unique challenges.

x The school has a clear understanding of how and why to engage new communities. They believe that each area of the city has its unique culture and they will have to learn what is important to that community. The board will play a big role in connecting with community leaders and engaging them in supporting the development of the new school.

x The leadership was able to articulate a clear academic model and cycle of assessment. Additionally, they provided evidence that Fannie C. Williams Charter School has seen steady gains until this year, at which point they anticipate a slight dip due to the changes in testing.

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The Department recommends that BESE approve the plan submitted by Crescent City Schools. An approval authorizes the Superintendent of the Recovery School District to allow Crescent City Schools to launch one Type 5 charter school within the Recovery School District no earlier than fall 2015.



If BESE authorizes this proposal, the Superintendent of the Recovery School District may allow Crescent City Schools to open one Type 5 charter school serving grades K-8 within the Recovery School District no earlier than fall 2015.

Applicant History

Experience Level




No


Crescent City Schools currently operates three Type 5 charter schools in New Orleans. In this application, Crescent City Schools proposes a fourth school that will offer extended day, small group intervention blocks, enrichment opportunities, and opportunities to engage with technology in age appropriate ways. This aligns with Crescent City’s general mission to build academic skills, personal values, and intellectual habits of mind. Crescent City will establish a strong school culture based on its model, data-driven decision making, and a unified team approach.




o The operator has experience managing school turnaround efforts and presented evidence that those efforts have been effective in the application. The applicant lists six programmatic elements that define the model and presents a discussion on how these various components are used at schools that are currently under management, as well as in the proposed charter school.

o The central office of the proposed Charter Management Organization (CMO) is structured to provide financial and human capital to support the launch of the proposed school. The applicant states that leadership positions at each of the three schools under management have been filled and that the leadership of the CMO is sufficient to manage and support each school. The CMO has analyzed the role and capacity of each position in the CMO and determined that they will be able to effectively support four schools with their current staffing structure.

o The applicant’s financial plan and budget include conservative assumptions and an effective plan for solvency. The response indicates that, since 2010, the foundation has raised more than $4 million in grants and donations. Also, the foundation anticipates raising $424,000 in Years 1 through 3 to support Ubora Academy Charter School.

Recommendation:,Approve,Crescent,City,Schools,

Crescent City Schools page 1


Experienced Operator Executive Summary Crescent City Schools – Official Recommendation to the Department


Non-Profit Information Non-Profit: Crescent City Schools


School Information School: Ubora Academy Charter School Growth Plan One additional school in Orleans

parish; opening with same population in Year 1 as in Year 5. Type: 5

Model: College Prep



Enrollment at Start: #580 Enrollment at Scale: #580


x The applicant is an experienced turnaround school operator. Three similar programs are currently operating in Louisiana. x The operator emphasizes professional development and will provide teachers with as much as 350 hours, or 44 days, each year. x Crescent City Schools (CCS) prioritizes instructional leadership and has developed the Principal Incubation Program. The program

builds comprehensive school management skills for fellows and is supported by a mix of national leadership organizations. Strengths of Application

x The applicant has improved the performance grades of each charter school under management. x CCS’ first priority is to establish a strong school culture based on its model, data-driven decision making, and a unified team

approach. x The four core values of the school are respect, integrity, teamwork, and excellence.


x The operator has experience managing school turnaround efforts and presented evidence that those efforts have been effective in the application. The applicant lists six programmatic elements that define the model and presents a discussion on how these various components are used at schools that are currently under management, as well as in the proposed charter school. The applicant adds that its plans to meet the changing needs of the community will be informed by the active solicitation of community feedback through events such as community breakfasts, open houses, and meetings.

x The central office of the proposed Charter Management Organization (CMO) is structured to provide financial and human capital to support the launch of the proposed school. The applicant states that leadership positions at each of the three schools under management have been filled and that the leadership of the CMO is sufficient to manage and support each school. According to the applicant, the CMO has analyzed the role and capacity of each position in the CMO and determined that they will be able to effectively support four schools with their current staffing structure. CMO leadership did indicate, however, that, should this fourth school be approved, they may hire an additional employee to assist with the hiring process.

x The applicant’s financial plan and budget include conservative assumptions and an effective plan for solvency. The applicant’s response provides additional detail on the assumptions used in budgeting for the proposed charter school. The response indicates that, since 2010, the foundation has raised more than $4 million in grants and donations. Also, the foundation anticipates raising $424,000 in Years 1 through 3 to support Ubora Academy Charter School.


The Department recommends that BESE approve the plan submitted by Foundation Preparatory Charter School. An approval authorizes the Superintendent of the Recovery School District to allow Foundation Preparatory Charter School to launch one Type 5 charter school within the Recovery School District no earlier than fall 2015.



If BESE authorizes this proposal, the Superintendent of the Recovery School District may allow Foundation Preparatory Charter School to open one Type 5 charter school serving grades K-5 within the Recovery School District no earlier than fall 2015.

Applicant History

Experience Level




Yes (Approved)


Foundation Prep proposes to launch a K-5 school, starting with Kindergarten and adding one additional grade every school year. The school aims to equip K-5 students for academic and life success through an achievement-oriented school culture, rigorous curriculum, and value based character education. The school will provide students with extra time in reading and math, two teachers per classroom to ensure that students receive individual attention, and character education based on clearly defined values. The school will serve students in New Orleans East and anticipates serving approximately 30-35% English language learners. Foundation Prep’s school leader, Myrialis King, has recently completed a Building Excellent Schools fellowship and will continue to receive support from BES. BES is a rigorous leadership training program that has led to the successful launch of high-performing, high-poverty schools across the country and in New Orleans.




o The applicant has provided a compelling case for the need for the school. Additionally, the applicant has demonstrated that there is demand for the school as evidenced by more than 300 signatures representing approximately 100 students, letters of support from community leaders and organizations, and support from early childhood centers.

o The proposed mission of the school is: “Through an achievement-oriented school culture, rigorous curriculum, and value-based character education, Foundation Preparatory Charter School equips K-5 students for academic and life success.”

o The board was able to clearly describe the role of the board in governing the school and providing oversight of the school leader. The board also indicated that there will be monthly academic and financial dashboards and reporting, which will enable the board to stay abreast of school issues and properly govern the school.

o The applicant described the anticipated student population and the plans they have put in place to ensure that the needs of English language learners are fully met.

Recommendation:,Approve,Foundation,Preparatory,Charter,School,

Foundation Preparatory Charter School page 1

2014 Louisiana Department of Education Charter Application Review New Operator Executive Summary

Foundation Preparatory Charter School - Official Recommendation to the Department


Non-Profit Information Non-Profit: Foundation Preparatory, Inc.

Origin: Local Experience Level: New

School Information School: Foundation Preparatory Charter

School Home District: Recovery School

District

Type: 5 Districts Served / Specific School: Orleans

Model: Literacy-focused, co-teaching Year Opening: 2015-16


K Grade Configuration at Scale: K-5

Enrollment at Start: 108 Enrollment at Scale: 648


x The lead applicant is a Building Excellent Schools fellow that has engaged a range of local and national supporters, including New Schools for New Orleans, City Year New Orleans, and the Black Alliance for Educational Opportunities, among others.

x The program includes 210 minutes of literacy and 75 minutes of mathematics instruction daily, coupled with daily instruction in science, social studies, and an elective. Instruction would be delivered through a co-teaching model.

x The applicant proposes a character education program based on the school’s core values – FIRST (Focus, Integrity, Respect, Self-Determination, and Teamwork).


x The proposed mission of the school seeks to address student learning and well-being through a rigorous curriculum; data-driven and best instructional practices; the establishment of an achievement oriented culture for adults and students; and a focus on FIRST values.

x The proposed board of trustees brings appropriate skills and expertise to the oversight of the school, as well as a commitment to the school’s mission and serving the targeted student population.

x The applicant proposes a rigorous set of student achievement/growth and organizational goals, against which school progress would be benchmarked over time and evaluated at the time of renewal.

x The proposed budget provides detailed, clear and conservative assumptions, resulting in fund balances at the end of each year of the charter period.


x The applicant has provided a compelling case for the need for the school. Additionally, the applicant has demonstrated that there is demand for the school as evidenced by more than 300 signatures representing approximately 100 students, letters of support from community leaders and organizations, and support from early childhood centers.

x The proposed mission of the school is: “Through an achievement-oriented school culture, rigorous curriculum, and value-based character education, Foundation Preparatory Charter School equips K-5 students for academic and life success.” The Theory of Change outlined in the application supports achievement of the school’s mission, with a focus on FIRST values, literacy and mathematics instruction, and an achievement-oriented culture for adults and students.

Foundation Preparatory Charter School page 2

x The school leader has received (and will continue to receive) support and training from Building Excellent Schools and has, as a component of that training, visited numerous high-performing charter schools while designing the model.

x The applicant identified multiple risks (under-enrollment, fiscal mismanagement, delays in public funding, and facilities challenges) the proposed school could encounter and has developed contingency plans associated with each of those risks.

x The board was able to clearly describe the role of the board in governing the school and providing oversight of the school leader. The board also indicated that there will be monthly academic and financial dashboards and reporting, which will enable the board to stay abreast of school issues and properly govern the school.

x The applicant described the anticipated student population and the plans they have put in place to ensure that the needs of English language learners are fully met. The applicant anticipates serving approximately 30-35% English language learners.

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The Department recommends that BESE approve the plan submitted by New Orleans College Preparatory Academies.

An approval authorizes the Superintendent of the Recovery School District to allow New Orleans College Preparatory Academies (NOCP) to launch one Type 5 charter school within the Recovery School District no earlier than fall 2015 and one additional school in subsequent years. Any schools proposed for launch in subsequent years would be permitted to launch only after a successful review. The Department will annually review all academic, financial, and organizational performance data to determine how New Orleans College Preparatory Academies may expand according to their growth plan. The two schools proposed in this plan may only launch upon assignment of a site by the Superintendent of the Recovery School District.



If BESE authorizes this proposal, the Superintendent of the Recovery School District may allow:

• New Orleans College Preparatory Academies to open one Type 5 charter school serving grades K-8 within the Recovery School District no earlier than fall 2015.

• New Orleans College Preparatory Academies to open one additional charter school serving grades K-8 within the Recovery School District in subsequent years.

Applicant History

Experience Level




No


NOCP currently operates three Type 5 charter schools in New Orleans. In this application, NOCP proposes up to two additional Type 5 charter schools that the RSD could open according to need. The proposed new schools would set high academic standards through a rigorous academic program and a culture focused on results that will ensure students enter and excel in college.




o The applicant articulates a clear and delineated instructional program with universal instruction planning and delivery tools.

o NOCP has demonstrated evidence that the organization has taken proactive steps to broaden capacity at the central office. The team has deemed expansion necessary to support scaling efforts, replicate success, and further develop, as well as manage instructional leadership at its schools.

o The team demonstrated the financial capacity to analyze expenses and to adjust spending to eliminate overspending and maximize cost efficiency. An internal auditing process is conducting three times a year to prevent fraud. The team presented a thoughtful growth plan, indicating the team learns from mistakes and is seeking expansion to achieve its mission and feed its high school.

Recommendation:,Approve,New,Orleans,College,Preparatory,Academies,

New Orleans College Prep page 1


Experienced Operator Executive Summary New Orleans College Prep –Official Recommendation to the Department


Non-Profit Information Non-Profit: New Orleans College Prep (NOCP)


School Information School: New Orleans College Prep Growth Plan Recovery School District

2015-16 – open 1 K – 8 school 2017-18 – open 2nd K – 8 school

Type: 5

Model: College Prep


K – 8 Grade Configuration at Scale: K – 8

Enrollment at Start: 675 (each school) Enrollment at Scale: 675 (each school)


x The applicant aims to take over two existing elementary schools in New Orleans, opening one in Fall 2015 and the other in Fall of 2017.

x The applicant currently operates three schools in New Orleans – two elementary schools and one middle/high school—and aims to provide education to 10% of New Orleans’ students within 10 years.

x The applicant envisions an academically rigorous academic program aimed to prepare students for college. The schools plan to employ a proactive approach to setting school culture expectations by responding to “broken windows” and addressing minor behavioral issues to provide more profound behavioral issues.

x The schools plans to rely on the operational experience of New Orleans College Prep’s existing academic, financial, and operational experience.


x The applicant articulates a clear and delineated instructional program with universal instructional planning and delivery tools. x The applicant organizes the plans with a construct called Mechanisms for Fundamental Features; these align the school’s programs

to the mission and set up the applicant for implementation of the plans. x The team presented clear evidence of data-based decision making. In response to identified needs, NOCP has standardized

its academic program to increase consistency across the network and tighten processes to maximize successful replication and eliminate error.

x The applicant provides significant detail in the finances and displays a clear understanding of the financial needs of a school.


x The performance of the applicant’s three schools has increased throughout the operation of the schools and is slightly better than the performance of schools in Orleans Parish and the Recovery School District.

x NOCP has demonstrated evidence that the organization has taken proactive steps to broaden capacity at the central office. The team has deemed expansion necessary to support scaling efforts, replicate success, and further develop, as well as manage instructional leadership at its schools.

x The team demonstrated the financial capacity to analyze expenses and to adjust spending to eliminate overspending and maximize cost efficiency. An internal auditing process is conducted three times a year to prevent fraud. The team presented a thoughtful growth plan, indicating the team learns from mistakes and is seeking expansion to feed its high school and achieve its mission.

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