Common use of Management and Operation Clause in Contracts

Management and Operation. United Preparatory Academy will sign a management agreement with United Schools Network (hereinafter “Home Office”). The Home Office will provide the services necessary to help each school maximize resources and focus on the delivery of superior academic programming for scholars and families. The key functions of the home office include:  Providing resources to USN schools: Teacher recruitment support, external fundraising, alumni services, public relations, communications, marketing, and branding  Providing services to USN schools: Negotiating and securing key vendor contracts, financial management and budgeting, human resource management, professional development, and leadership development  Defining the core framework of a USN school: Curriculum development, assessment determination and analysis, and school culture planning and execution  Providing accountability to USN schools: Student performance benchmarking, leader selection, leader evaluations and professional development plans, stakeholder surveys, annual reporting, and school improvement initiatives  Determining the strategy of USN schools: New school development, strategic partnership creation and maintenance, and central board governance training and support The Home Office will provide leadership development and academic guidance to school leaders. The Home Office requires schools to implement a core curriculum and teacher coaching; however, the specifics of instructional delivery and school culture are made in partnership with the schools. USN will require that each school use the same technology platforms to ensure data collection and analysis, and distribution is effective, efficient, and timely. By using common programs, information can be leveraged across the network and schools can share support staff. Decisions Rights USN has developed a decision rights matrix that identifies decisions rights by category for the Central Office Board of Trustees, CEO, and school director. The matrix identifies whether the party has participation in decision making (defined as make, ratify, input, or notify). Communication and Collaboration USN will use a variety of forums (e.g., meetings, calls, email updates) to maximize collaboration and reach shared outcomes. The frequency and methods will vary by functional area. With a shared purpose and commitment to one another, USN will discover the right ways to engage and operate. Responsibilities of the key leadership positions at USN are provided as follows: Chief Executive Officer (CEO): The CEO is responsible for achieving the strategic goals and objectives of the organization and effectively implementing USN’s growth strategy and business plan. The CEO is responsible for selecting or dismissing school leaders with input from the board and his leadership team. When hiring a new school director, the search begins in-house with high-performing USN staff before moving to an external search if necessary. Every school director candidate will have a demonstrable record of advancing student achievement in a school of similar USN demographics. School directors must possess an entrepreneurial drive and be relentless in the pursuit of closing the achievement gap. The CEO is responsible for marketing and public relations. The CEO functions as the public face of the organization by building and maintaining USN partnerships and representing USN to external entities, including authorizers, legislative and regulatory entities, funders, lenders, the school community, the press and media, and other stakeholders. Chief Learning Officer (CLO): The CLO is the primary academic leader for the network, reporting directly to the CEO, and is responsible for developing, training, and directly supervising school directors. The CLO supports, monitors, and maintains the quality of faculty recruitment, curriculum,and instruction and maintains adherence to the program model. As curriculum and culture are implemented and improved and evidence-based results are examined, this position will codify best practices for use throughout the network. Chief Operating Officer (COO): The COO combines the functions of treasurer, operations director, and overall facilities manager for all USN locations. The COO ensures the network achieves organizational compliance, meets financial and operations growth and performance targets, meets deadlines, and operates within board approved budgets. The COO manages and develops organizational administrative and support infrastructure and the network’s capacity to provide centralized services and support. The COO oversees compliance and reporting, quality management, technology and telecommunications, and safety and security. The COO is assisted by financial consultants as necessary.

Management and Operation. United Preparatory Academy UPAE will sign a management agreement with United Schools Network the USN (hereinafter “Home Office”). The Home Office will provide the services necessary to help each school maximize resources and focus on the delivery of superior academic programming for scholars and families. The key functions of the home office includeinclude the following:  • Providing resources to USN schools: Teacher teacher-recruitment support, ; external fundraising, ; alumni services, ; and public relations, communications, marketing, and branding  branding. • Providing services to USN schools: Negotiating negotiating and securing key vendor contracts, ; financial management and budgeting, human ; human-resource management, ; and professional development, development and leadership development  development. • Defining the core framework of a USN school: Curriculum curriculum development, assessment determination and analysisdetermination, and school analysis and school-culture planning and execution  execution. • Providing accountability to USN schools: Student student-performance benchmarking, ; leader selection, ; leader evaluations and professional development elopment plans, ; stakeholder surveys, ; annual reporting, ; and school school-improvement initiatives  initiatives. • Determining the strategy of USN schools: New new-school development, strategic ; strategic-partnership creation and maintenance, ; and central board governance training and support support. The Home Office will provide leadership development and academic guidance to school leaders. The Home Office requires schools to implement a core curriculum and teacher coaching; however, the specifics of instructional delivery and school culture are made in partnership with the schools. USN will require that each school use the same technology platforms to ensure that data collection and collection, analysis, and distribution is effective, efficient, and timely. By using common programs, information can be leveraged across the network and schools can share support staff. Decisions Rights rights USN has developed a decision rights decision-right matrix that identifies decisions rights by category for the Central Office Board of Trustees, CEO, and school director. The matrix identifies whether the party has participation in decision decision-making (defined as make, ratify, input, or notify). Communication and Collaboration collaboration USN will use a variety of forums (e.g.for example, meetings, calls, and email updates) in order to maximize collaboration and reach shared outcomes. The frequency and methods will vary by functional area. With a shared purpose and shared commitment to one another, USN will discover the right ways to engage and operate. Responsibilities of the key leadership positions at USN are provided as follows: Chief Executive Officer executive officer (CEO): The CEO is responsible for achieving the strategic goals and objectives of the organization and effectively implementing USN’s growth strategy and business plan. The CEO is responsible for selecting or dismissing school leaders with input from the board Board and his leadership team. When hiring a new school director, the search begins in-in house with high-high- performing USN staff before moving staff, then moves to an external search if necessary. Every candidate for school director candidate will have a demonstrable record of advancing student achievement in a school of similar USN demographics. School directors must possess an entrepreneurial drive and be relentless in the pursuit of closing the achievement gap. The CEO is responsible for marketing and public relations. The CEO relations and functions as the public face of the organization by organization, to include building and maintaining USN partnerships and representing USN to external entities, entities including authorizers, legislative and regulatory entities, funders, lenders, the school community, the press and media, and other stakeholders. Chief Learning Officer learning officer (CLO): The CLO is the primary academic leader for the network, reporting directly to the CEO, and is responsible for developing, training, and directly supervising school directors. The CLO supports, monitors, and maintains the quality of faculty recruitment, curriculum,, instruction, and instruction and maintains adherence to the program model. As curriculum and culture are implemented and improved and evidence-based results are examined, this position will capture and codify best practices for use throughout the network. Chief Operating Officer operating officer (COO): The COO combines the functions of treasurer, operations director, and overall facilities facility manager for all USN locations. The COO ensures that the network achieves organizational compliance, meets financial and operations growth and performance targets, meets deadlines, and operates within board board-approved budgets. The COO manages and develops organizational administrative and support infrastructure and the network’s capacity to provide centralized services and support. The COO oversees compliance and reporting, quality management, technology and telecommunications, and safety and security. The COO is assisted by financial consultants consultants, as necessary.

Management and Operation. United Preparatory Academy will sign a management agreement with United Schools Network (hereinafter “Home Office”). The Home Office will provide the services necessary to help each school maximize resources resthe schoolces and focus on the delivery of superior academic programming for scholars and families. The key functions of the home office include:  • Providing resources to USN schools: Teacher recruitment support, ; external fundraising, ; alumni services, ; public relations, communications, marketing, marketing and branding  branding. • Providing services Services to USN schools: Negotiating and securing key vendor contracts, ; financial management and budgeting, ; human resource management, ; professional development, development and leadership development  development. • Defining the core framework of a USN school: Curriculum development, assessment determination and analysis, and ; school culture planning and execution  execution. • Providing accountability Accountability to USN schools: Student performance benchmarking, ; leader selection, ; leader evaluations and professional development plans, ; stakeholder surveys, annual reporting, and ; school improvement initiatives  initiatives. • Determining the strategy of USN schools: New school development, ; strategic partnership creation and maintenance, and ; central board governance training and support support. The Home Office will provide leadership development and academic guidance to school leaders. The Home Office requires schools to implement a core curriculum and teacher coaching; however, however the specifics of instructional delivery and school culture are made in partnership with the schools. USN will require that each school use the same technology platforms to ensure data collection and analysis, and distribution is effective, efficient, and timely. By using common programs, information can be leveraged across the network and schools can share support staff. Decisions Rights USN has developed a decision rights right matrix that identifies decisions rights by category for the Central Office Board of Trustees, CEO, CEO and school directorSchool Director. The matrix identifies whether if the party has participation in decision making (defined as make, ratify, input, input or notify). Communication and Collaboration USN will use a variety of forums (e.g., e.g. meetings, calls, email updates) in order to maximize collaboration and reach shared outcomes. The frequency and methods will vary by functional area. With a shared purpose and shared commitment to one another, USN will discover the right ways to engage and operate. Responsibilities of the key leadership positions at USN are provided as follows: Chief Executive Officer (CEO): The CEO is responsible for achieving the strategic goals and objectives of the organization and effectively implementing USN’s growth strategy and business plan. The CEO is responsible for selecting or dismissing school leaders with input from the board and his leadership team. When hiring a new school directorSchool Director, the search begins in-in house with high-high performing USN staff before moving then moves to an external search if necessary. Every school director School Director candidate will have a demonstrable record of advancing student achievement in a school of similar USN demographics. School directors Directors must possess an entrepreneurial drive and be relentless in the pursuit of closing the achievement gap. The CEO is responsible for marketing and marketing, public relations. The CEO , and functions as the public face of the organization by organization, to include building and maintaining USN partnerships and representing USN to external entities, entities including authorizers, legislative and regulatory entities, funders, lenders, the school community, the press and media, and other stakeholders. Chief Learning Officer (CLO): The CLO CSO is the primary academic leader for the network, reporting directly to the CEO, CEO and is responsible for developing, training, training and directly supervising school directorsSchool Directors. The CLO CSO supports, monitors, and maintains the quality of faculty recruitment, curriculum,, instruction, and instruction and maintains adherence to the program model. As curriculum and culture are implemented and improved and evidence-evidence based results are examined, this position will capture and codify best practices for use throughout the network. Chief Operating Officer (COO): The COO combines the functions function of treasurer, operations director, and overall facilities manager facility management for all USN locations. The COO ensures the network achieves organizational compliance, meets financial and operations growth and performance targets, meets deadlines, deadlines and operates within board approved budgets. The COO manages and develops organizational administrative and support infrastructure and the network’s capacity to provide centralized services and support. The COO DFO oversees compliance and reporting, quality management, technology and telecommunications, and safety and security. The COO is assisted by financial consultants consultants, as necessary.

Management and Operation. United Preparatory Academy UPA will sign a management agreement with United Schools Network USN (hereinafter “Home Office”). The Home Office will provide the services necessary to help each school maximize resources and focus on the delivery of superior academic programming for scholars and families. The key functions of the home office includeinclude the following:  • Providing resources to USN schools: Teacher Teacher-recruitment support, external fundraising, alumni services, public relations, communications, marketing, and branding  • Providing services to USN schools: Negotiating and securing key vendor contracts, financial management and budgeting, human human-resource management, professional development, and leadership development  • Defining the core framework of a USN school: Curriculum development, assessment determination and analysis, and school school-culture planning and execution  • Providing accountability to USN schools: Student Student-performance benchmarking, leader selection, leader evaluations and professional professional-development plans, stakeholder surveys, annual reporting, and school school-improvement initiatives  • Determining the strategy of USN schools: New New-school development, strategic strategic- partnership creation and maintenance, and central board governance training and support The Home Office will provide leadership development and academic guidance to school leaders. The Home Office requires schools to implement a core curriculum and teacher coaching; however, the specifics of instructional delivery and school culture are made in partnership with the schools. USN will require that each school use the same technology platforms to ensure data collection and analysis, and distribution is effective, efficient, and timely. By using common programs, information can be leveraged across the network and schools can share support staff. Decisions Rights USN has developed a decision decision-rights matrix that identifies decisions rights by category for the Central Office Board board of Trusteestrustees, CEO, and school director. The matrix identifies whether the party has participation in decision decision-making (defined as make, ratify, input, or notify). Communication and Collaboration USN will use a variety of forums (e.g., meetings, calls, and email updates) to maximize collaboration and reach shared outcomes. The frequency and methods will vary by functional area. With a shared purpose and commitment to one another, USN will discover the right ways to engage and operate. Responsibilities of the key leadership positions at USN are provided as follows: Chief Executive Officer (CEO): The CEO is responsible for achieving the strategic goals and objectives of the organization and effectively implementing USN’s growth strategy and business plan. The CEO is responsible for selecting or dismissing school leaders with input from the board and his leadership team. When hiring a new school director, the search begins in-house with high-high- performing USN staff before moving to an external search if necessary. Every school director candidate will have a demonstrable record of advancing student achievement in a school of similar USN demographics. School directors must possess an entrepreneurial drive and be relentless in the pursuit of closing the achievement gap. The CEO is responsible for marketing and public relations. The CEO functions as the public face of the organization by building and maintaining USN partnerships and representing USN to external entities, including authorizers, legislative and regulatory entities, funders, lenders, the school community, the press and media, and other stakeholders. Chief Learning Officer (CLO): The CLO is the primary academic leader for the network, reporting directly to the CEO, and is responsible for developing, training, and directly supervising school directors. The CLO supports, monitors, and maintains the quality of faculty recruitment, curriculum,, and instruction and maintains adherence to the program model. As curriculum and culture are implemented and improved and evidence-based results are examined, this position will codify best practices for use throughout the network. Chief Operating Officer (COO): The COO combines the functions of treasurer, operations director, and overall facilities manager for all USN locations. The COO ensures the network achieves organizational compliance, meets financial and operations growth and performance targets, meets deadlines, and operates within board board-approved budgets. The COO manages and develops organizational administrative and support infrastructure and the network’s capacity to provide centralized services and support. The COO oversees compliance and reporting, quality management, technology and telecommunications, and safety and security. The COO is assisted by financial consultants as necessary.