UP Education Network (Unlocking Potential Inc)

UP Education Network (Unlocking Potential Inc) General Information 9 Canal Street, Suite 6 Boston, MA 2114 (617) 37-598 Website www.upeducationnetwork.org Organization Contact Kimberly Wong info@upeducationnetwork.org Year of Incorporation 21 1

Statements & Search Criteria Mission Statement UP Education Network (formerly Unlocking Potential Inc.) is one of the few school management organizations in the country successfully tackling the challenges of in-district school turnaround. Our mission is to rapidly transform chronically underperforming district schools into extraordinary schools that sustain high achievement over time. Our work is helping students from Massachusetts s historically underserved communities acquire the knowledge, skills, and strength of character necessary to succeed on the path to college. Background Statement UP Education Network was founded by Scott Given and Yutaka Tamura in 21, and the organization s launch had roots in their experience spearheading the transformation of Excel Academy Charter School in East Boston, MA. From 25-28, under their leadership, Excel Academy was transformed from an underperforming school into the highest-performing public middle school in the state. The motivating challenge of UP Education Network is to replicate and scale the success found at high-performing charter schools while operating within a district context. Impact Statement UP Academies are creating life-enhancing opportunities for the 2,6 students that we serve across our five district elementary and middle schools in Boston and Lawrence, Massachusetts. We are excited to launch a new UP Academy in Springfield in summer 216. Beyond the scope of this direct impact, we seek to drive a broader discussion on the challenging but necessary work of school turnaround. Our instructional practices borrow elements from high performing charter schools, and student growth at our existing UP Academies demonstrate the transferability of these practices to district settings. In bridging together the charter and district ecosystems, we are helping ensure that innovations in one sector are not isolated. As we rapidly grow our network, we seek to serve as school restart proof points that the same level of success our existing UP Academies have achieved can be replicated on a larger scale. Further, in addressing the turnaround of clusters of low-performing schools, we believe that our organization can contribute to tangible short-term and long-term social and economic improvements in the neighborhoods and communities that we serve. Needs Statement We leverage and need philanthropic resources for two purposes. First, these resources are used to restart additional schools. The launch of a new UP Academy requires a one-time investment of approximately $1,, during the 12 months prior to the school's opening, and the vast majority of these dollars are covered by philanthropy. (After beginning operations, every UP school is designed to self-sustain its core operating functions without ongoing private funding.) Second, we utilize philanthropy, in combination with a fee paid by each of our schools out of their public dollar allocation, to cover the network office expense of managing and supporting our operating schools. The network office supports the talent, academic, facilities, financial, technological, and other operational needs of our schools. As we scale, the share of school support costs covered by management fees from our schools will increase and thus our need for philanthropy to cover school support expenses will decrease. Based on the significant gains our scholars have made, we are encouraged and eager to bring the UP Academy model to additional schools and communities in the state. We intend to continue penetrating the Massachusetts market, aiming to impact nearly 1, students by 22. 2

CEO/Executive Director Statement In 29, U.S. Secretary of Education Arne Duncan gave a rousing call to action for everyone who cares about public education to take on the toughest assignment of all and get in the business of turning around our lowest performing schools. To date, the vast majority of high quality school management organizations have shied away from district- and state-level opportunities to transform chronically underperforming schools. UP Education Network fills this urgent need as a unique partner to the school districts and cities, restarting district-identified underperforming schools under UP management but with local school district oversight. Service Categories Elementary & Secondary Schools Geographic Areas Served UP Education Network currently manages five schools in Boston and Lawrence, Massachusetts, serving 2,6 students in grades K-8. We are excited to open a new UP Academy in Springfield in summer 216. Please review online profile for full list of selected areas served. 3

Programs (1) School Restart Description To support the launch of a new restart school, we: Budget 17 (1) design extraordinary, financially sustainable schools; (2) prepare our schools future leaders; (3) attract and hire world class talent; (4) ensure the operational readiness of our schools; and (5) build strong relations with respective districts and other stakeholders. Through successful execution of these five pre-launch activities, and with a one-time investment of approximately $1,,, we are able to transform chronically underperforming schools into extraordinary schools that will sustain their operations on public funds. Category Education, General/Other Elementary & Secondary Education Population Served Children and Youth ( - 19 years),, Program Short Term Success In fall 213, the John P. Holland was one of four Massachusetts schools to be placed into Level 5, the most serious category in Massachusetts' accountability system. As a result, the Commonwealth appointed UP Education Network to become the receiver of the Holland. In August 214, we restarted the Holland as UP Academy Holland, opening our doors to approximately 72 K1-5 students in the Bowdoin-Geneva neighborhood of Boston. Program Long term Success By transforming chronically underperforming district schools into extraordinary schools, UP Education Network will ensure that some of the hardest-to-serve students in Massachusetts will acquire the knowledge, skills and strength of character necessary to succeed on the path to college and to achieve their full potential. Over time, by transforming multiple schools within respective urban districts, we will set a new bar for excellence within the district context and demonstrate best educational practices, leading toward the eventual elimination of struggling schools in the communities we serve. 4

Program Success Monitored By Prior to UP s management, the schools we are invited to restart typically have student proficiency rates of less than 25% in math and English Language Arts (ELA), often times even in the low double-digits. Each UP school has established a series of quantitative goals following their respective launches: after one year of our management at a given restart school, we aim for 45% of students to be proficient in math and 45% of students to be proficient in ELA. After four years of our management, we aim for 75% of our students to be proficient in math and 75% of our students to be proficient in ELA. Examples of Program Success (2) School Management & Support Description Upon school launch, we undertake five separate support activities: Budget 24 (1) stimulate innovation and share best practices; (2) support school leaders and manage school quality; (3) strengthen, develop, and retain talent; (4) deliver high-quality academic and operational home office services; and (5) manage district, governance, and other external relations. Category Education, General/Other Elementary & Secondary Education Population Served Children and Youth ( - 19 years),, Program Short Term Success Program Long term Success Program Success Monitored By Examples of Program Success 5

Management CEO/Executive Director Executive Director Mr. Scott Given Term Start July 21 Email sgiven@upeducationnetwork.org Experience A former strategy consultant and investment banker, Given has worked in education reform for more than a decade. After teaching for two years at Boston Collegiate Charter School, Given became Principal of Excel Academy Charter School in East Boston, MA, where from 25-28 he spearheaded one of the few successful public school turnarounds in recent U.S. educational history. He graduated summa cum laude from Dartmouth College and holds an MBA from Harvard Business School. Given has worked as an independent consultant for charter and district schools in 1 states; as an Entrepreneur in Residence at the Newark Charter School Fund; an Entrepreneur in Residence at NewSchools Venture Fund; and currently as a Broad Academy participant. Senior Staff Ms. Nicole Dorn Title Experience/Biography Chief Operating Officer Nicole worked as a consultant with the Boston Consulting Group, where her work primarily focused on improving productivity in the financial services sector and developing education reform strategies for non-profit and public sector clients. Prior to joining BCG, Nicole worked for the U.S. Department of Education as Deputy Director of the Advisory Committee on Student Financial Assistance. There, she was responsible for developing recommendations to Congress on how to simplify the financial aid application process in order to improve access to college for low- and moderate-income students. She is an alumnus of Teach For America and taught for three years in the Baltimore City Public Schools. Nicole received her BA from Harvard University, her MA in Teaching from Johns Hopkins University, and her MBA from the Kellogg School of Management at Northwestern University. 6

Mr. Tim Nicolette Title Experience/Biography President Tim has worked in a variety of roles in strategy consulting, school district leadership, city government, and nonprofit management. Most recently, he served as Chief of Staff to the Superintendent of Boston Public Schools. Prior to that, he served as the Deputy Chief Financial Officer of the district and as an Advisor to Boston Mayor Tom Menino. Tim has worked as a strategy consultant with L.E.K. Consulting and led Inspire, a nonprofit consulting firm focused on serving education and youth development nonprofits. Tim received his B.A. from Columbia University and earned his M.B.A. from Harvard Business School. Mr. Jamie Morrison Title Chief Academic Officer Experience/Biography Ms. Victoria Criado Title Chief Public Affairs Officer Experience/Biography Ms. Sheri Leo Title Chief Talent Officer Experience/Biography Ms. Erin Walsh-Hagan Title Director of School Leadership Experience/Biography Ms. Kristen Linnenbank Title Director of School Operations Experience/Biography Staff Information Full Time Staff Part Time Staff Volunteers Contractors 36 1 Staff Demographics - Ethnicity 7

African American/Black 3 Asian American/Pacific Islander 4 Caucasian 22 Hispanic/Latino 6 Native American/American Indian Other 1 Staff Demographics - Gender Male Female Unspecified 11 25 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Annually Annually Annually Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Management Succession Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy Under Development Under Development No Collaborations We partner with the Boston Public Schools, the Lawrence Public Schools, and the Springfield Public Schools as we continue to manage and launch restart schools within the districts. In addition, we have developed strong partnerships with: Teach For America - Massachusetts The Match Teacher Residency Sposato Graduate School of Education The Lewis D. Brown Peace Institute College Bound Dorchester 8

Imajine That! Playworks The Family Nurturing Center Awards Awards Award/Recognition Organization Year U.S. Education Reform Organization of the Year NewSchools Venture Fund 213 9

Board & Governance Board Chair Board Chair Mr Farhad Nanji Company Affiliation Managing Director, Highfields Capital Term Feb 213 to Email fnanji@highfieldscapital.com Board Members Name Affiliation Status Dr. Karla Brooks Baehr District Management Council Voting Mr. James Berylson Mr. Scott Given Managing Partner, Berylson Capital Partners Director, Richard and Susan Smith Family Foundation Co-Founder and Chief Executive Officer, UP Education Network Voting Voting Ms. Joanna Jacobson Strategic Grant Partners Voting Ms. Rebecca Ledley Former Director of K-12 education programs, The Philanthropy Roundtable Voting Mr. Martin Mannion Summit Partners Voting Mr. Jordan Meranus Mr. Farhad Nanji Mr. Yutaka Tamura CEO & Founder, Ellevation Education Managing Director, Highfields Capital Founder, Excel Academy Charter Schools Voting Voting Voting Board Demographics - Ethnicity African American/Black Asian American/Pacific Islander 2 Caucasian 7 Hispanic/Latino Native American/American Indian Other Board Demographics - Gender Male Female Unspecified 6 3 1

Board Information Board Term Lengths Number of Full Board Meetings Annually Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions Percentage Making In-Kind Contributions Constituency Includes Client Representation 1 6 1% 1% No Standing Committees Finance Audit Development / Fund Development / Fund Raising / Grant Writing / Major Gifts 11

Impact Goals Strategies Indicators 12

Financials Fiscal Year Fiscal Year Start July 1, 215 Fiscal Year End June 3, 216 Projected Revenue $7,457,462. Projected Expenses $7,549,993. Endowment? No Spending Policy N/A Credit Line? Reserve Fund? Months Reserve Fund Covers Detailed Financials Revenue and Expenses Fiscal Year 214 213 212 Total Revenue $5,92,751 $3,6,519 $1,377,968 Total Expenses $4,219,55 $3,155,136 $1,328,837 Revenue Sources Fiscal Year 214 213 212 Foundation and Corporation -- -- -- Contributions Government Contributions $ $ $ Federal -- -- -- State -- -- -- Local -- -- -- Unspecified -- -- -- Individual Contributions $4,186,471 $2,988,534 $858,418 Indirect Public Support -- -- -- Earned Revenue $1,716,28 $611,985 $519,55 Investment Income, Net of Losses -- -- -- Membership Dues -- -- -- Special Events -- -- -- Revenue In-Kind -- -- -- Other -- -- -- 13

Expense Allocation Fiscal Year 214 213 212 Program Expense $2,841,463 $2,372,651 $1,96,885 Administration Expense $1,238,9 $721,122 $27,593 Fundraising Expense $14,78 $61,363 $24,359 Payments to Affiliates -- -- -- Total Revenue/Total Expenses 1.4 1.14 1.4 Program Expense/Total Expenses 67% 75% 83% Fundraising Expense/Contributed Revenue 3% 2% 3% Assets and Liabilities Fiscal Year 214 213 212 Total Assets $3,4,939 $1,275,844 $552,455 Current Assets $2,882,583 $1,94,174 $482,235 Long-Term Liabilities $ $ $ Current Liabilities $492,577 $41,683 $132,677 Total Net Assets $2,548,362 $865,161 $419,778 Short Term Solvency Fiscal Year 214 213 212 Current Ratio: Current Assets/Current Liabilities 5.85 2.66 3.63 Long Term Solvency Fiscal Year 214 213 212 Long-Term Liabilities/Total Assets % % % Top Funding Sources Fiscal Year 214 213 212 Top Funding Source & Dollar Amount -- -- -- Second Highest Funding Source & Dollar -- -- -- Amount Third Highest Funding Source & Dollar Amount -- -- -- Capital Campaign Currently in a Capital Campaign? No Comments Foundation Staff Comments Financial summary data in the charts and graphs above are per the organization's audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Created 12.22.217. Copyright 217 The Boston Foundation 14