Next High School

Preparing Young People for Life after School: NEXT HIGH SCHOOL

Remarks In accordance with the South Carolina School Acts, S.C. Code Ann. § 59-40-10 et seq. (1976) and the Procedures and Standards for Review of Charter School Applications, 24 S.C. Code Ann. Regs. 43-601 (2011, pg. 23), The NEXT School, a nonprofit corporation duly organized under the laws of the State of South Carolina, submits the following application for review to grant a charter effective for Fall 2014. Further, pending codes of S.C. Code Ann. Regulations 43-601 have been anticipated in the drafting of this application.

Note: Next High School has added Appendix Z1 to this application with references to the Charter School Advisory Committees letter regarding edits necessary to compliance. Next High School believes all concerns and edits have sufficiently been addressed in this current application.

Table of Contents

Executive Summary Next High School (NHS) is a free, public high school that intends to open in the Fall of 2014 in the

Upstate region of South Carolina. Pursuant to the S.C.

Charter School Act and in accordance with ESEA (Elementary and

Secondary Education Act), NHS will apply to be sponsored by the South Carolina Public

Charter School District (SCPCSD; “the District”).

NHS was developed in a networking and resource group of business leaders known as the

“NEXT.” NEXT is a collaborative group of high-impact, accelerated growth companies located in the Upstate which has received national recognition for its impact on economic

Narrative Section: Section 12: Employees 1 Preparing Young People for Life after School: NEXT HIGH SCHOOL prosperity. After several meetings in 2010, it was concluded that education is the primary vehicle to economic prosperity on a wide scale by developing a new high school offering in the

Upstate.

This development focused on both exposing and engaging young people to life after school through a project-based curriculum coupled with web-delivered instruction. Inspired by other innovative public high school like CART (Center for Advanced Research and Technology),

Studio H, and Nueva Schools in California, NHS seeks to seeks to align young people’s interest and passions with market opportunities. NHS instructional program combines both rigor and relevance preparing students to compete for opportunities in a yet unknown economy. By participating in one of four industry-based learning communities, students will work on projects which blend curricula and instruction and require problem-solving, team work and self-directed learning. Industry experts help design the student projects as well as mentor students. This demanding technical component emphasizes the practical application of academic learning preparing them for high-skill, high-wage employment. In other words, the mission of Next High School is to prepare young people for life after school.

There are no admission or enrollment requirements for young people of the appropriate age located in South Carolina who are interested in attending NHS. The inaugural class of 9th graders expects 225 students to join a very diverse and inclusive culture open to all young people. NHS will add a new 9th grade class each year for three years. At full capacity over 5 years, NHS anticipates a total enrollment of 1200 students divided into 4 small learning communities of 300 aligned with industry clusters. Narrative Section: Section 12: Employees 2 Preparing Young People for Life after School: NEXT HIGH SCHOOL

The student experience will be unique with workstations located in a flexible space built on a flexible schedule. Technology will be central to the education delivery process by providing every student a laptop or tablet computer. This will allow student access to expert online instruction 24x7 and while still utilizing in person instruction through an extended day schedule. Students will also have opportunities to utilize the school facilities throughout the year.

Ultimately, the business and community leaders of the Upstate have recognized a need for linked learning in bringing life after school back into the education experience for South

Carolina’s young people. Next High School is not an extension of an existing school group or management organization. Instead, NHS is a product of years of hard work, innovation, collaboration, and coordination in much the same way young people will experience high school and life after school.

Next High School is excited and ready to prepare young people for life after school.

Section 2: Evidence of Need and Support Next High School believes there is tremendous need and support for its proposed education paradigm in South Carolina. To date, NHS has collected 44 letters of support from South

Carolina business and community leaders. (Appendix 2B). NHS has collected and documented student and parental interest of 156 rising 8th graders for the 2013-14 school year in the local public and private schools within just 8 weeks of the NHS website launch (Appendix 2F).

These were generated through the NHS website (http://nexthighschool.org/about/enrollment/), community events, and two years of regular vision groups.

At this time, we have been engaged by students and parents from the following middle schools that have indicated an interest in NHS enrollment. Narrative Section: Section 12: Employees 3 Preparing Young People for Life after School: NEXT HIGH SCHOOL

 Langston Charter Middle School (http://www.langstoncharter.org/) o NHS Board Member Lisa Stevens is the founder of Langston Charter Middle.  Lead Academy (http://www.myleadacademy.com/) o Rodney Johnson, NHS Co-Chair of the Community Engagement Committee, is currently a member of the Board of Directors for the Lead Academy.  Dr. Fisher Middle School (http://www.greenville.k12.sc.us/News/main.asp? titleid=1210fisher) o School developer is supporter and advocate for NHS along with at least three Greenville County School Board members. o This project and design middle school will open in fall of 2014.  Five Oaks Montessori Academy, and Camperdown Academy, and Our Lady of the Rose have all expressed direct interest in sending students to Next High School through community and scheduled parent meetings. In addition, there is a current waitlist for Greenville Tech Charter (GTC) Schools of 750 for the

2012-13 school year. We are currently coordinating efforts with GTCHS to notify these students of enrollment openings at Next High School in August 2014.

On Monday, April 22, 2013, the NHS Board hosted a “Next Education Summit” wherein we invited business and community leaders to hear about our proposed school. Within 24 hours,

NHS sold out 200 spaces in a lecture hall to attend the summit and had a waitlist of over 60 individuals. Many community leaders, elected officials, and others all attended to demonstrate their support. (Appendix 2C). Former Senator Jim DeMint also produced a video1 directly supporting the Next High School. There are already plans to host another Next Education

Summit in the fall to build upon this interest and support.

1 Found online: http://www.youtube.com/watch?v=XieOVTzhuqQ Narrative Section: Section 12: Employees 4 Preparing Young People for Life after School: NEXT HIGH SCHOOL

In addition to this, NHS has received ongoing support from the Greenville Chamber of

Commerce through a resolution of support, rent-free office space, and access to its 2000+ membership base. The Chamber Foundation has graciously allowed NHS to utilize its 501(c)3 tax status until Next High School can apply for its own IRS status. The Greenville Chamber

Education Committee also has committed to support NHS in its development through 2014.

NHS has also been adopted and supported by the Greenville PULSE organization with its membership of 700 young professionals under 40 years old. NHS enjoys the support of the

NEXT Group of 90+ executives and leaders of high impact businesses in the Upstate in addition to direct support received from the Upstate Alliance and Greenville Area

Development Corporation.

NHS also enjoys the support of several local charter schools including Greenville Tech High

Schools, Legacy Charter Schools, Lead Academy, and Langston Charter Middle School. NHS also has plans to further coordinate efforts with Bridges to a Brighter Future at Furman

University, First Steps of Greenville, Greenville Forward, and Greenville United Way.

Narrative Section: Section 12: Employees 5 Preparing Young People for Life after School: NEXT HIGH SCHOOL

Planning Committee (NHS Board of Directors) Next High School believes that it has assembled a highly effective and passionate planning committee composed with diversity in background, experience, and current industry influence.

The members were nominated and chosen by the founders Zach Eikenberry, Toby Stansell, and

John Moore. The Board agreement can be found in Appendix 2D.

The following is a list and short biography of the 9 member NHS planning committee acting as an incorporated Board of Directors in the State of South Carolina. NHS Position Name Company Board Zachary Eikenberry Senior Partner at FCD INC Chairman: Vice Chairman: Peter Waldschmidt CEO of Gnoso Inc. Secretary: Toby Stansell President & COO of Acumen IT Treasurer: Anna Locke Owner of A.T. LOCKE, PC Member: Brenda Thames VP of Academic Affairs at Greenville Health System Member: Jason Premo CEO of ADEX Manufacturing Member: John Moore Executive VP at Greenville Chamber of Commerce Member: Lisa Stevens Board Member of GHS and Founder of Langston Middle School Member: David Gantt Operations Director and Legal Counsel for GTCHS

NHS Board of Directors: Biographies

Zachary B. Eikenberry Position: Chairman Biography: Zach(ary) has served in a variety capacities over his five years since graduating from Purdue University with degrees in Philosophy and Economics. He has been a high school teacher, conference speaker, community college instructor, mentor, entrepreneur, and church community group leader since relocating to Greenville in 2009. He is passionate about new education paradigms, understanding the greater world around us, and making a serious difference in the lives of others. Zach currently owns and manages two businesses including a software company in addition to serving on several boards and designing a new South Carolina Next High School. Narrative Section: Section 12: Employees 6 Preparing Young People for Life after School: NEXT HIGH SCHOOL

Peter Waldschmidt Position: Vice Chairman Biography:  Peter Waldschmidt is the Founder and CEO of Gnoso, Inc., a high-tech software company in Greenville, SC that provides software quality measurement tools to thousands of companies worldwide. Previously, Peter was a co-founder of TetraData Corp., which grew into the market leading data warehousing and analysis software provider for K- 12 school districts. Peter is active in the community as the Chair of NEXT, working to grow high-tech businesses in the upstate. Peter also serves on several other community boards.

Anna Locke Position: Treasurer Biography: Anna is the Owner and President of A.T. LOCKE, PC; a leading outsourced accounting management company that services businesses throughout the Upstate of South Carolina. As a CPA and former auditor, Anna has worked with a wide range of public and private companies across the region. She currently serves as the Treasurer for NHS and Vice Chair for the Center for Developmental Services (CDS), a unique collaboration of health and human service agencies focused on children with developmental delays and their families. She is also the former Treasurer and VP of Business Development for the Greater Greer Chamber of Commerce.

G.T. “Toby” Stansell Position: Secretary Biography: G. T. “Toby” Stansell has served and continues to serve in an executive management role for high-impact, fast-growth companies, primarily in the information technology and enterprise software arenas. His ability to leverage and apply technology to optimize workflow, automate manual processes, and improve information access, availability and delivery has enabled companies of all shapes and sizes to make better business decisions faster, increase their competitive advantage, and maximize profitability.

Dr. Brenda Thames Position: Member Biography: Brenda works as Vice President of Academic Development and joined Greenville Health System (GHS) in 2007. Dr. Thames is responsible for providing academic strategic direction and leadership for initiatives designed to advance patient care through education and research. Prior to joining GHS, Dr. Thames served as associate dean for research and graduate studies in the College of Health, Education and Human Development at Clemson University. She earned a bachelor’s degree in home economics from Mississippi State University as well as a master’s degree in guidance and counseling and a doctorate in vocational and technical education from Clemson University.

John Moore Position: Member Biography: John Moore is Executive Vice President of the Greenville Chamber and spearheads two strategic initiatives he founded – ACCELERATE!, a five-year effort to reverse declining income performance in the Greenville/Upstate area and NEXT, an economic development program to support the growth and startup of knowledge-based companies. Previously, John has held marketing management positions at The Coca-Cola Company, Kimberly-Clark, and Zipit Wireless and also has experience as an entrepreneur and in banking/finance. John is a Greenville native and serves the community in a variety of volunteer and board roles

Jason Premo Position: Member Biography:

Jason is co-owner and CEO of ADEX Machining Technologies, a Greenville South Carolina based manufacturer of precision machined exotic metal-alloy components for the aerospace, defense and energy industries. Jason’s diverse career has encompassed a wide variety of engineering, operations, continuous improvement, sales, marketing and senior executive roles in small, medium and Fortune 500 organizations, including international experience in 8 countries. Jason is also an active Angel Investor and currently serves as a director on the boards for three early stage start-up companies.

Lisa Stevens Position: Member Biography: A career in city planning laid the foundation and opened the doors that lead Lisa to her true calling, community service. After serving on the State Board of Education, she became convinced charter schools the avenue of choice to improve education. With the help of a dedicated group, she founded Langston Charter Middle School which now serves 450 students and with its highly successful single gender teaching model and has over 4 applications for each opening. Her efforts now are focused on serving on the Greenville Health System board of directors and the planning committee for Next High School.

David Gantt Position: Member Biography: David Gantt is Operations Director and Legal Counsel for Greenville Technical Charter High School. He has served as legal counsel for several charter schools and charter school planning committees over the past fourteen years. In addition to his legal and administrative duties at Greenville Technical Charter High School, Mr. Gantt is a certified math teacher and track coach. Mr. Gantt has received degrees from Furman University, Clemson University and the University of South Carolina School of Law. He is a life-long resident of Greenville. He is married to Kelly Holman Gantt, and they have five children.

Section 3: Enrollment Admissions Policy

Next High School will be a public school operating under a charter granted by the South

Carolina Public Charter School District (SCPCSD) in accordance with the charter school laws of the state of South Carolina. Admission to the school is open to all eligible students who are residents of South Carolina and/or eligible to attend high school according to the policies of admission of the South Carolina Public Charter County School District.

NHS will not discriminate on the basis of race, color, national origin, creed, gender, ethnicity, sexual orientation, mental or physical disability, special needs, proficiency in English, or prior academic achievement when recruiting or admitting students.

Our school will provide eligible students with all of the federally required rights and protections; meaning every child with disabilities who attends NHS has a right to a free and appropriate public education. A free appropriate public education includes accommodations for their disabilities and all of the procedural protections guaranteed to students and parents by federal law.

A public calendar of all Next High School events is currently posted at www.nexthighschool.org.

Applications for admission will be accepted throughout the year in anticipation of a public lottery to be held on the first Saturday after the 15th of March each year. The school will publicize its application process, application deadline, and date of the lottery no later than

January 15th of each year. It will be publicized on the school’s website, in local newspapers, on

Narrative Section: Section 12: Employees 10 Preparing Young People for Life after School: NEXT HIGH SCHOOL local radio programs, in a notice to all current families, or in a flyer or poster in local businesses and organizations. If the lottery day is cancelled because of disabling or inclement weather, then the lottery is held on the next possible day after a public announcement.

The lottery is open to the public. Student names will be entered and sorted by grade level based on completed applications signed by a parent or legal guardian.

NHS offers a plethora of opportunities to positively impact the academic and financial success of South Carolina students. The advertising approach we will use will not only publicize this opportunity, but will make the point that all students are welcome. These campaigns of canvassing identified at-risk neighborhoods, including historically Black and Hispanic neighborhoods, will be designed to clearly explain and illustrate the success the NHS approach has achieved as positive benefits to students to ensure the message creates interest throughout the state. NHS will coordinate with leaders in historically Black and Hispanic communities to hold informational meetings for the parents and guardians of children within these communities. The goal is to enroll 225 students for the first year of operation so the application and enrollment process will need to take advantage of the interest generated by the breadth and depth of the advertising campaign. One component of the process will provide in- depth information to provide families with an objective basis to make a decision and effectively submit an application regardless of their location. The school will use both traditional and leading edge technology to accomplish this including community meetings, videoconferencing, and social media.

The objective of the enrollment program will be to give students and their families a thorough understanding of all aspects of Next High School including how its success is achieved through the use of learning communities, online learning, project based learning, remedial programs and the 1:1 computer program. They will also be provided with extensive information about the enrollment process, school capacity and the lottery system. Enrollment information will include:

NHS will provide information through its website and utilize contemporary social

media techniques.

Traditional meetings that will present the vision and enrollment process will be held at

local YMCA’s, YWCA’s, community centers, and the Chamber of Commerce

conference rooms.

Enrollment Seminars via videoconference will be held at scheduled intervals hosted on

the school website which will include all information covered in the traditional

information meetings. Participants will be able to join in from their computers. Those

having a web camera can communicate face to face with presenters and other

participants. Presenters can share presentations from their own computer which

participants can see on their screens including Power Point charts, videos, computer

files and white boards. Through this approach and mechanism, many families from all

over the city and county region will have multiple opportunities to get firsthand

information.

The NHS website will provide complete information about the school including online

enrollment procedures and up to date status on available openings. The site will provide

enrollment forms and allow students to submit online applications.

NHS will maintain a Facebook page and Twitter account. NHS personnel will also

operate blogs to share the latest school news. (facebook.com/nexthighschool :

@nexthighschool : www.nexthighschool.org)

Applicants can receive an application through the mail by requesting one via phone or email

(864.231.NEXT or [email protected]) or download the form from the school website.

The completed application can be submitted by mail, fax, email, or online. NHS staff will audit the application for completeness and verify the student’s eligibility. Incomplete applications will not be accepted and will be returned as promptly as possible indicating the reasons for non-acceptance and requesting resubmission. In the event the school does not exceed its capacity before the cutoff date established for applications all students will be accepted.

If acceptable applications received before the cutoff date exceeds capacity, a lottery will be held at the school or another public location. Applicants will be given at least two weeks advance notice of the lottery so they can plan attendance. The applications will be assigned a grade level and number based on time/date of submission acceptance. The lottery will be conducted in public with all aspects of its conduct clearly visible to attendees. It will also be broadcast by videoconference and/or webcast allowing participation in the event that an applicant cannot attend. Remote participants will be able to see the process and communicate with school officials in a controlled process. The videoconferencing system we will use allows Narrative Section: Section 12: Employees 13 Preparing Young People for Life after School: NEXT HIGH SCHOOL the entire session to be recorded. As a backup, the session will also be recorded through webinar methods. The recordings will be posted to the school website for approximately three

(3) months after the lottery and will be archived for future reference.

The lottery session will include explanation of the lottery rules and process to the parents at the outset of the proceedings. A lottery bin and lottery balls or the equivalent will be utilized. A person unrelated to the school will draw the numbers that will be entered into a computer file as they are drawn. The computer screen will be shown on a large display in the room. The screen will show the total positions available and the total seats filled and the name and number of the students drawn. Those participating by videoconference will see the screen updated throughout the process. The numbers will continue to be drawn until all acceptable applications are accounted for. All numbers drawn after "full enrollment" for each grade level will be entered into the waiting list in the appropriate priority. The enrollment list and the waiting list will be maintained and updated by staff selected by the board. Interested parties will be directed to contact a school representative to determine their applicant’s status, as some cancellations may occur after the initial lottery process.

NHS will promptly send an acceptance letter, orientation letter, and admission packet to students that are admitted and a letter to the students on the waiting list informing them of their status. Upon the completion of the lottery, parents or legal guardians will be informed whether or not their child was selected in the lottery, and if not, their position on the waiting list. Each parent or legal guardian will have two weeks to accept the position in the school. If the parent

Narrative Section: Section 12: Employees 14 Preparing Young People for Life after School: NEXT HIGH SCHOOL or legal guardian chooses to decline the lottery enrollment position, then that position will be offered to the first parent on legal guardian on the waiting list.

Next High School will not deny admission to any student. However, priority admission will be given to children of the planning committee, children of employees, and siblings of pupils already enrolled, in that order, provided their enrollment does not constitute more than 20% of the total enrollment. These priority admissions will take place each year before any required lottery occurs.

This lottery process will be repeated each year if applications for a given grade level exceed its capacity. The selection process for students will be as follows:

1. Prior NHS students progressing to the Next grade 2. New applications of students eligible for “priority admission” 3. Students remaining on the prior year’s waiting list 4. Lottery for new applications

Students, who are denied admission for any reason other than not being selected in the lottery, may appeal the denial to the Next High School Board. The appeal must be submitted within 10 days of being informed of the denial, must be in writing and state the grounds for the appeal.

The NHS Board will decide on the appeal within 30 days of its receipt and send a written decision.

As NHS is accepting applications from students from across South Carolina, out-of-district selection criteria do not apply.

NHS will not operate in a manner such that a Desegregation Plan or Order is required.

Therefore, Appendix 3D is not attached.

Section 4: Education Program Next High School will offer its student a comprehensive curriculum based upon the Common

Core Standard integrating state-of-the-art technology in computing devices, educational software, laboratories and workshops with individualized educational plans. NHS will blend three specific types of instruction to deliver a rigorous, differentiated educational experience for each student.

Types of Instruction: 1. Individualized Online Instruction: The Instructor in each discipline will assess each

student’s current level in each discipline and create an individualized learning plan.

Each student will then complete online classwork using educational software based

upon the Common Core Standards adopted by the State Department of Education. The

software will provide differentiated instruction for each student that will allow the

instructor to assess the progress of each student.

2. Group Instruction: The instructor in each discipline will use the academic feedback

from the online educational software to group the students in a variety of ways to

enhance the online instruction. Using Best Practices in teaching and learning, the

Instructor will enhance the students’ learning through facilitator-students and peer-to-

peer mentoring.

3. Projects: The students will complete and present a series of individual and group

projects throughout the academic year applying the Common Core standards learned

through their individualized and group instruction. The projects will be real-world

projects that will integrate multiple academic disciplines and will require the students to

apply problem solving, critical thinking skills and communication skills to complete

and then present their products. The projects will be overseen by project leaders,

individuals from the business and educational community, who will design the projects

and assist the Instructors in guiding the students through the completion of their

products. The students will develop their products using software applications

commonly used in today’s business environment. They will also build scaled and full-

sized models. The products will include models, software simulations, papers,

presentations, multimedia products, and other products that are regularly used in

today’s business and academic worlds.

The Instructors will work with the NHS mentors, also known as guidance counselors, to regularly monitor and update each student’s individualized curriculum plan.

In addition to the daily academic activities, students will engage in physical activity through formal physical education classes, intramural team sports, fitness courses, and extracurricular sports. Next High School will emphasize life-long nutrition and wellness in addition to life skills. (Appendix 4B – A Day in the Life of a NHS Student)

Next High School’s curriculum will conform to the academic requirements of the South

Carolina Department of Education’s requirements for a high school diploma. NHS will perform all annual testing in accordance with the South Carolina statewide testing programs including the End of Course Assessment Program and the High School Assessment Program. Narrative Section: Section 12: Employees 18 Preparing Young People for Life after School: NEXT HIGH SCHOOL

Next High School curriculum is aligned with its mission, which is to prepare students for life after school. The school enrollment will reflect South Carolina’s economic diversity and be open to students with varying academic skills and needs. However, NHS is designed to provide all students the academic and career skills necessary for them to compete effectively in life after school. The curriculum is designed to accomplish these objectives includes:

• Career Focused Project Based Learning which engages students in high interest real-world projects, master SC learning standards and 21st Century learning skills • Comprehensive academic curriculum delivered online and contains all courses required for graduation and are correlated to SC learning Common Core Standards • S.T.E.A.M. and Design Curriculum which allows students to earn industry standard certifications • Basic Skills Remedial courses in reading and math which address the needs of students performing below grade level • Test preparation courses which prepare students to take end of course exit exams and state high stakes exams

Career Focused Real World Project Based Learning (PBL)

NHS will help students develop the necessary life skills to be successful in their lives after school. Students’ academic experiences will be directly related to their interests for potential careers. Through PBL, students will have the opportunities to learn academic and career skills in the context of their career interests. To do so, students with similar interests will be grouped into learning communities.

Next High School will be organized around four main learning communities which represent high growth industries in South Carolina. These communities will be: 1. School of Mobility (Automotive & Aerospace) 2. School of Technology (Software & Hardware) 3. School of Life Science (Healthcare & Research)

4. School of Energy (Alternative and Innovation)

Each community cluster will have multiple pathways leading to specific careers. For example,

Transportation Operations, Health Safety Management, and Logistics Planning represent pathways in the School of Mobility. Business and industry leaders will help define the communities, the skills the students need to learn, the professional equipment and tools they need to use, and the project activities and experiences necessary for students to acquire skills.

The businesses will help deliver the projects and assess the students. Through exploration and engagement, students will discover interests they are passionate about for life after school.

NHS is committed to a course of study that is both rigorous and relevant to our students.

Students that have struggled in a traditional school environment often require greater context for learning to be meaningful. In other words, students better comprehend and retain information when engaged in “linked learning” – where content knowledge is linked to a relevant real world problem or setting.2

The core of the educational program will be real-world, project based learning. Students go through an extended process of inquiry through which they will receive rigorous and relevant learning experiences. The projects are centered upon a real world question or problem to which students must apply classroom knowledge and skills to solve. Students will use technology to investigate, collect data, collaborate with their peers, instructors, community, and field experts, and then apply their findings in a meaningful exhibition of their solution.

2 For more information and research, visit: http://irvine.org/grantmaking/our-programs/youth/linked- learning/practice/connected-network-of-schools/1192 Narrative Section: Section 12: Employees 20 Preparing Young People for Life after School: NEXT HIGH SCHOOL

While allowing for some degree of student “voice and choice” the projects are carefully planned, managed, and assessed to help students learn key academic content, practice 21st

Century skills (such as collaboration, communication and critical thinking) and create high- quality, authentic projects which can take many forms: a physical product, a presentation, a research paper, or an online resource such as a website. The ultimate requirement is that students clearly demonstrate their learning and their solution to the problem in a significant manner. The goal of project based learning activity is for students to learn how knowledge is applied to solving real world problems. They are guided by the Buck Institute

(http://www.bie.org/) design guidelines. (Appendix 4G5)

Structure for Project Implementation

The preparation and implementation of projects will follow a structure documented by the

Buck Institute of Education3. Instructors will act as facilitators for these projects and help guide students through the process while ensuring the highest level of academic rigor and aligning student work to state standards. Instructors will design and guide projects based on the processes outlined in Appendix 4G5.

The “key” to projects are the final presentations. Final presentations must be of the highest quality. A culture of excellence must be established in this regard, and students must be held to high expectations. These presentations may take the form of a writing assignment, but more effective presentations include a verbal component supported by visual aids and an

3 Note: Instructors will have the creative flexibility to also engage in “Design Thinking” processes which are: Empathy; Define; Ideate; Prototype; Test. Narrative Section: Section 12: Employees 21 Preparing Young People for Life after School: NEXT HIGH SCHOOL accompanying writing. Project Presentations will be held both school and community wide and will be one of the best aspects of NHS.

Project Management

NHS will use Project Foundry or equivalent, an online project management tool, to manage all assignment and project activity. Project Foundry (http://www.projectfoundry.org/) helps correlate the project activity to South Carolina Common Core Standards, and schedules and tracks project activities. It produces reports that quantify project performance and provides meaningful, quantitative data that becomes a part of the student portfolio.

Comprehensive Academic Curriculum

Each NHS student will have their own personal computer which they will use to access online courses. All of the applications are scientifically validated, intelligent courseware, enabling self-paced, individualized instruction for regular and remedial courses. NHS Instructors will guide and support the online courses. (See Appendix 4G6 for Mapping; 4G7 for Additional

Example of E2020 Course Descriptions)

The NHS core curriculum could use Education 20204 (e2020: Appendix 4G4), a web based curriculum which contains all of the courses required for graduation in South Carolina. The courses are correlated to South Carolina and Common Core learning standards. The e2020 course catalogue includes nearly 50 core and elective courses, including classic novels. Each

4 A final selection of the online curriculum component will take place Q1 of 2014. Narrative Section: Section 12: Employees 22 Preparing Young People for Life after School: NEXT HIGH SCHOOL course offers customized instruction for an individualized approach. The curriculum also includes Advanced Placement courses including English Language Arts and Composition,

English Literature and Composition, Environmental Science, Human Geography and

Psychology.

The e2020 Educational Model for Learning embeds the principles of Universal Design for

Learning (UDL) in its foundational framework. E2020’s team of highly-qualified Instructors, instructional designers, and content-area experts prepare for and construct unique course scopes and sequences by layering UDL principles with Quality Standards for Online Courses in accordance with the Southern Regional Education Board (SREB), and conducting research on state and national standards.

NHS instructors will monitor student progress daily using the web-delivered learning management system. They can provide encouragement and assistance to individual students.

The system allows them to give struggling students the attention they need while other students continue to make progress.

Science, Technology, Engineering, Art, and Math Curriculum (S.T.E.A.M.) Curriculum

NHS will use the e2020 Giant Campus curriculum for Professional Skills Projects which will provide students specific job skills and exposure. The curriculum includes Science,

Technology, Engineering, Art, and Math (S.T.E.A.M.) courses, which teach the use of industry standard applications. There are 23 courses including computer technology, engineering and

Narrative Section: Section 12: Employees 23 Preparing Young People for Life after School: NEXT HIGH SCHOOL digital arts. Students learn to use professional tools and create projects that demonstrate their ability. (Appendix 4G7)

Basic Skills Remedial Courses

NHS will use the Response to Intervention (RTI) approach to improve the skills of students performing below grade level. The approach includes: • Baseline assessments which determine not only students’ overall reading level, but also their performance on the 8 basic sub-skills of reading and comprehension • An individual instruction plan tailored to the students’ deficiencies • Periodic interim assessments to adjust the plan

The Next High School planning team understands that NHS’ success depends on developing well-designed programs that are coordinated and implemented with fidelity. The NHS strategy provides:

• Individualized learning program customized for each student • Extended learning time to accommodate additional learning requirements • Intensive Instructor support and connections • Outside Tutors and Project Manager Intervention

Individualized Learning

Each student admitted to NHS will participate in a formal intake process, which is designed to stimulate student progress. During this intensive intake process each student receives:

• A comprehensive transcript review that identifies credits earned, credits needed, and the development of a timeline, and benchmarks necessary for graduation. • Academic Skills Assessments that identify entering skill levels in reading and math and the corresponding learning path appropriate to remediate any deficiencies. Students not on grade level will be scheduled for individualized reading assistance instruction. Their course schedule will help them achieve the best possible performance on the HSAP as early as possible. • An interest and talent inventory that assists in selection of a community cluster and other electives

• A personal interview with a member of the school’s leadership team in an effort to learn important information about the student and to begin to establish the basis for a positive relationship based on knowledge, trust, and confidence. This interview yields information about each student’s life circumstances that enables true personalization of their school experience.

Individual Graduation Plan (IGP)

During the intake process, an Individual Graduation Plan (IGP) will be developed for each student. The IGP is designed to provide each student with a comprehensive, individualized program aligned to South Carolina curriculum, high stakes tests and graduation standards through which students earn their high school diploma. In addition to a high school diploma, students may also earn a career credential in any one of over 23 different career programs.

Learning plans themselves include Learning Standard/Target and credit goals for a designated period of time. The IGP will spell out not only the full set of objectives necessary to achieve graduation, but also short term learning plans that slice the longer path to graduation into smaller, manageable pieces, giving the students opportunities for quicker measured success, progress, and achievement. The student provides input into the IGP, and the results of all assessments are shared with the student and the parent.

Once these learning plans are established, the school’s Progress Monitoring system serves as an easy way to track progress towards the completion of one or more learning plans. The student can drill down through performance reports and see exactly how these goals are being met. In addition to progress towards learning targets and credits, the Progress Monitoring system centralizes continuum skills assessments and external data points for reference and

Narrative Section: Section 12: Employees 25 Preparing Young People for Life after School: NEXT HIGH SCHOOL continuous review to enable students to attain the curriculum standards and create a seamless academic program for all students.

South Carolina Graduation Requirements

Through this “blended” learning model, students will complete the instruction required to earn

Carnegie unit credit for a course. The course credit detail follows that which is required by the state and is shown in the following charts:

Next High School Graduation Requirements English 4 units Mathematics 4 units Science 3 units U.S. History 1 unit Economics 1/2 unit Government 1/2 unit Other Social Studies 1 unit Physical Education 1 unit Computer Science 1 unit Occupational Specialty 0 Foreign Language 2 units

Core Units 18 units Electives 6 units Total Units 24 units

Students must also pass the Basic Skills Assessment Tests in reading, mathematics, and writing. This test, called the High School Assessment Program (HSAP), is first given in grade

10. For students who need subsequent testing, the HSAP is given again in grade 11 and twice in grade 12. Students must also demonstrate keyboarding proficiency/computer literacy.

The school’s assessment policies are aligned with the South Carolina Education Accountability

Act (EAA) and the “No Child Left Behind” Act (NCLB). These policies are the framework for administrative guidelines and procedures used in assessment, measurement, and effective results.

At the school, instructor, and student levels, information about student learning is emphasized.

NHS students will participate in the South Carolina End-of-Course Examination Program

(EOCEP) for Algebra, English I, Physical Science, and US History.

Carnegie Unit Requirements for Grade Advancement

Grade Advancement Required Units/Courses From 9th to 10th grade 5 Units (English 1 and 1 Math Unit) From 10th to 11th grade 11 units (English 1 & English 2; 2 Math Units; 1 Science Unit) From 11th to 12th grade 17 Units (English 1, 2, & 3; 3 Math Units; 2 Science Units)

24 Total Units are required for graduation. Additionally, the following may be required:

• Students in a college bound program, 1 Foreign Language Unit must be earned. o Note: Four Year Colleges requires 2 Foreign Language Units for admission. • Students in technology programs should earn 1 Career/Tech Unit. • All students must demonstrate computer literacy prior to graduation. • All students must complete and pass the exit exam known as the HSAP.

Section 5: Goals and Objectives Next High School recognizes the legal, ethical, and social responsibilities and obligations in developing and maintaining a South Carolina public school. NHS also recognizes the central and primary role of education outcomes based upon clear, measurable goals and objectives. To this end, and to carry out the mission of Next High School, the goals and objectives are listed below.

Traditional Goals NHS, as a free public South Carolina high school, will pursue traditional education goals in regard to high school “on time” graduation rates, HSAP passing test scores, SAT participation rates, average daily attendance, and reading achievement levels. All relevant data will be reported via appropriate annual or quarterly reports and be entered into PowerSchool if applicable.

High School Graduation Rates *Benchmark set through averages of Anderson, Greenville, and Spartanburg county schools in 2011-12. **Reported via NHS and PowerSchool. Class of 2014 2015 2016 2017 2018 2019 2020 2021 2022 % Rate NA NA NA 78 81 84 87 90 93 # Students NA NA NA 176 182 210 218 225 279

HSAP (High School Assessment Program) Passing Both Sections on First Attempt Rate: *Benchmark set through averages of Anderson, Greenville, and Spartanburg county schools in 2011-12. **Predictive indicator to graduation rates; reported via SCDE. Class of 2014 2015 2016 2017 2018 2019 2020 2021 2022 % Rate NA 88 89 90 91 92 93 94 95 # Students NA 209 212 238 240 243 294 297 297

HSAP (High School Assessment Program) Overall Passing Rate: *Benchmark set through averages of Anderson, Greenville, and Spartanburg county schools in 2011-12. **Predictive indicator to graduation rates; reported via SCDE. Class of 2014 2015 2016 2017 2018 2019 2020 2021 2022 % Rate NA 93 94 95 96 97 98 99 99 # Students NA 209 212 238 240 243 294 297 297

SAT Participation *Benchmark set independent of rates reported by local districts. **Used as indicator of college-bound rates; reported by NHS Class of 2014 2015 2016 2017 2018 2019 2020 2021 2022 % Rate NA NA 85 88 91 94 97 100 100 # Students NA NA 191 198 228 235 243 300 300

Average Daily Attendance *Benchmark set independent of rates reported by local districts. **Reported by NHS / Does not include “Excuse” Absences or Partial Days Class of 2014 2015 2016 2017 2018 2019 2020 2021 2022 % Rate 90 92 94 96 98 99 99 99 99

Reading Achievement Levels *Benchmark set independent of rates reported by local districts.  Students will be assessed during their orientation to NHS; including reading grade level achievement.  Students reading below their grade level of more than 1.5 years will be required to participate in accelerated and intensive mini-projects. o Expected annual progress for these students is 1.5 grade levels per year until reaching appropriate grade level.

 Students on pace with appropriate reading grade levels will maintain a pace of 1 grade level of annual progress.

Students will receive quarterly, end-of-semester, and end-of-year report cards through

PowerTeacher and PowerSchool in addition having access at all times to student progress records. Parents will be provided the appropriate logins for this information. Parents may also request printed records anytime upon their request. All records and relevant data will be entered into PowerSchool for District reporting on a quarterly and annual basis. Further, additional reports will be submitted to the District annually per the request of the District. NHS intends to release an annual report to South Carolina and its key stakeholders citing the goals and objectives listed above and below. In doing so, and by meeting the above criteria, Next

High School will achieve status as a charter school of the highest quality.

Strategies to Support Goal Attainment 1. Multiple instruction methods and formats enable NHS to fine tune the manner in which

instruction is delivered to most closely match the optimum and most natural learning

model for each student.

2. Multiple assessment approaches provide numerous and varied ways to assess student

performance.

3. Flexible hours of instruction enable students to engage and participate in classroom and

project learning experiences at times that are most convenient to them and that are in

sync with age appropriate materials to maximize knowledge transfer.

4. Technology-centric curriculum delivery most closely aligns with today’s student

preferred and natural communication channels when they are interacting with elements

of the external world and accessing a knowledge base that is outside their immediate

sphere of existence.

5. Flexible education environment enables and encourages parents to be incorporated into

NHS teaching and learning model in a non-offensive, non-intrusive manner.

Nontraditional Goals Furthermore, Next High School proposes the following nontraditional goals that are synergistic with its mission to prepare young people for life after school.

 1 Patent Application per 400 students annually starting in 2016.  Each student earns $125 to be contributed to his/her Education Savings 529 Plan each year with a goal of at least $500 per four year career at NHS.  Each student participates in at least 25 hours of off-site job shadowing, internship, or apprenticeship program per year with a goal of 100 per four year career at NHS.  Each student has incorporated their own business individually or collectively as part of a team during their tenure at NHS.  Each student participates in at least 12 hours of off-site community service effort/program per year.

Section 6: Evaluating Pupil Performance Next High School is seeking to create an ongoing and immediate assessment system of instruction in a project-based environment. Since the instruction heavily leverages online instruction and curriculum tools, assessment can be in “real-time” while students are benchmarked according to their progress against deadlines and milestones.

In project-based learning (PBL) environments, students receive instruction through multiple methods and are also assessed in multiple ways - all while being tracked and recorded in an online platform by either student data or instructor input. (See Appendix 4G6 for Example)

Progress Monitoring

Instructors will use NHS’ intelligent, adaptive instruction programs, which monitor and report student progress in real time, to stay abreast of each student’s progress against their learning plans. The systems alert Instructors when students need assistance permitting timely intervention. Instructors may also note trends as they occur and proactively intervene. This proactive approach helps students understand the material and also reinforces the fact that the

Instructor is monitoring their work and available to assist them with individual assistance as required. This immediate intervention, driven by a review of actual performance data, is an extremely powerful and effective method in helping students master learning standards.

Parents will also have access to monitor student progress through the school’s parent portal and

PowerTeacher.

Extended Learning Time

For NHS students who require additional time to improve basic literacy skills, recover credits, explore complex topics in their projects and learn workplace skills, NHS greatly expands learning time to accommodate these needs. NHS intends to allow school building access to qualified instructors and students 7AM-7PM Monday through Saturday.

School Day and Year

A typical NHS school day will be approximately 7 hours. NHS will deliver a minimum of 180 days of instruction annually. NHS’ long term objective is to increase total in-school learning time through its flexible schedule system. Each student will have their own laptop computer and access to all online instructional resources 24x7 year round.

While other SC schools may have some of the components described in Next High School, the scale and scope of innovative approaches arguably make it unique. These include:

1. Intensive Technology Implementation While the use of computers is increasing in schools, few equal NHS's application. Here every student and instructor will have their own laptop or tablet computer which they can take home.

They also have access to all instructional resources 24x7 year round. The school leverages cloud based videoconferencing to bring an enhanced level of capability to the school. Each computer is equipped with High Definition (HD) videoconferencing and each classroom is equipped with a room videoconferencing (VC) system. These systems use the NHS cloud VC system to allow face to face collaboration with any person with a similarly equipped computer worldwide. The school can take a virtual field trip and participate in events around the world.

Subject matter experts can inject their expertise to the school with ease. Mentors can provide daily assistance to students on their projects, and can easily expose students to their work place.

2. Business and Industry Participation in PBL Instruction Project based learning is used in many schools. However, the nature of Next High School program is designed to prepare students for specific careers. Business and industry partners help design the projects and specify the professional standards to be mastered and equipment and tools to be used. Partners also help deliver and assess student projects throughout the process. Projects use a process where students are at the center of the design process and projects focus on important learning objectives that are aligned with standards. The projects have real world connections and students demonstrate knowledge through a product or performance.

3. Workplace training for every student Companies and organizations outside the walls of the school provide work place experience for every NHS student at each high school grade level.

4. S.T.E.A.M. and Design Curriculum for every student There is growing concern about the lack of students enrolled in S.T.E.A.M. courses. Interested

NHS students will be enrolled in S.T.E.A.M. courses and earn a professional certification.

5. Maximum Instructor support NHS students are able to receive help from a certified Instructor 24x6, year round, so they should never feel "stumped". They can pursue their studies at the time and place convenient for them. Through these combined efforts, NHS is confident that students will meet and exceed expectations in standard testing program of all sorts, including the HSAP (High School

Assessment Program). This confidence is based upon numerous studies, including the James

Irvine Foundation report on “Linked Learning.” (Appendix 4G3).

Additional to these, NHS will report its scores, progress course rates, appropriate student growth rates, graduation rates and all other necessary data to the State District through custom reports and the PowerSchool program. The State District will be given “real time” access to student progress reports and data within guidelines on student and parent privacy obligations.

Section 7: Serving Students with Special Needs Federal Public Law 94-142 and Chapter 33 of Code of Law of South Carolina 1976: Title 59

(Sections 59-33-10 through 59-33-110) will govern. The student’s Individualized Education

Plan (IEP) will specify any special circumstances (equipment, supervision, vehicle type, etc.) that must be provided to meet the student’s needs.

Individuals with Disabilities Education Improvement Act of 2004, Section 504 of the

Rehabilitation Act, and the Americans with Disabilities Act include the following:

Next High School will adhere to all laws relating to Special Education including the requirements of The Individuals with Disabilities Education Act (IDEA) to provide a free, public, appropriate education for all students whose disabilities require specialized services.

The disabilities include speech or language, hearing, visual, orthopedic and other health impairments, intellectual disabilities, learning disabilities, emotional disturbance, autism and traumatic brain injury. Section 504 provides procedural guarantees preventing discrimination from participation and ensuring that the needs of special education students are met equitably.

The Americans with Disabilities Act also prohibits discrimination and requires that reasonable accommodations be made to provide access to programs which also includes facilities.

When appropriate, Next High School will employ certified Special Education instructors to assist the special needs students with the learning environment. At least one instructor will be certified by the South Carolina of Education in special education, have received a Master’s degree in Special Education, and have at least 1 year experience in special education programming. All other instructors will be trained and highly qualified to work with special and exceptional student needs. Furthermore, these instructors, when appropriate, will be Narrative Section: Section 12: Employees 37 Preparing Young People for Life after School: NEXT HIGH SCHOOL expected to lead intervention teams composed of selected and qualified NHS faculty and staff to ensure students are maintaining progress and satisfying appropriate project goals and milestones aligned with curriculum.

When students are identified or referred for consideration for special education status, NHS will adhere to 504 procedures for notifications and approvals from the parent regarding the identification, assessment or provision of services for a special education student. Enrolled students will be identified through the orientation and onboarding process including; parent interviews, previous educational record review, previous IEP reviews, and the like information provided by the parents or prior school. When possible, NHS will contact and interview previous student instructors to ensure an exceptional transition into the NHS environment.

NHS recognizes the seriousness of the responsibility to accurately identify students with disabilities and will engage the appropriate experts to participate in this process including medical, mental health, educational and others. NHS will notify parents of the results of the evaluation and their options. Students designated as special education will have an

Individualized Education Plan (IEP), which will serve as a planning document that guides placement decisions and instruction. The IEP will summarize information on the child's current levels of performance and identify specific goals and objectives. Parents will be partners in the educational planning process. The IEP will be developed by a team which will include the student, parents, special education instructor, general education instructors, and school counselor.

The IEP will serve to identify and describe the commitment of resources necessary to enable the student to receive needed special education and related services and establish evaluation criteria and procedures used to assess progress toward meeting objectives.

The IEP will include all components prescribed by law including:

• The student’s present level of functioning and academic performance and the effect of the disability on that performance • Measureable annual goals and short term objectives which are measurable, immediate steps toward annual goals • Special education, related services, and supplementary aids and services • A statement of program modifications, related services, and supplementary aids and services • The extent to which the student will participate with non-disabled students in the general education class and extracurricular activities • Any individual modification in the administration of state or other required assessments of student achievement needed for the student to participate in the assessments • Projected date(s) for the beginning of services and modification and anticipated frequency, location and duration of services and modifications • Methods for progress toward annual goals will be measured • Transition services • Documentation that the student has been informed of his rights that will be transferred to the student upon reaching the age of majority

The Curriculum Director will be responsible for ensuring the delivery of services required by the IEP, and the priority will be to make the appropriate accommodations to provide the necessary services at NHS. This includes assigning school personnel and resources, making appropriate physical and procedural accommodations, acquiring outside services and purchasing products such as adaptive devices. NHS policy is to mainstream students as much as possible since each student’s learning plan is individualized and supports the “least restrictive” concept. In addition, some of the key curriculum resources, such as The Academy Narrative Section: Section 12: Employees 39 Preparing Young People for Life after School: NEXT HIGH SCHOOL of Reading “Response to Intervention” program, are designed for learning disabled students.

The online curriculum can be customized to address a variety of special education needs at the intervention team’s instruction.

Through industry partnerships, the necessary accommodations will be made to allow Special

Education students to participate in programs with skill requirements correlated to their physical and intellectual capabilities.

Once the need is identified, the technology will be promptly acquired. Low tech solutions are relatively simple to implement. High tech solutions such as voice recognition are relatively inexpensive and therefore carry a low financial risk. Higher priced items will require prompt, but more intensive research. NHS will evaluate the requirements against the function and cost of the options available to determine the most effective solution. Should no products exist, custom solutions will be considered. Where possible, NHS will test drive the technology to make sure that it works. NHS will make the maintenance and support of the technology a part of the operating budget in addition to the appropriate funding to deliver and maintain a special education program at Next High School.

Students needing English as a Second Language (ESL) assistance will be identified by the parents, general instruction staff, or administration will be assessed by ESL certified instructors as to the student English proficiency level and needs. At least one ESL instructor will be employed on staff to meet the immediate or potential needs of students and parents requiring translation or ESL services. Narrative Section: Section 12: Employees 40 Preparing Young People for Life after School: NEXT HIGH SCHOOL

In summary, any student identified as special needs will be given consideration by dedicated

NHS instructors and counselors. Furthermore, students will be encouraged to participate in a wide range of extra-curricular activities with other NHS students. As policy, special needs students will be provided every available opportunity and solution to experience NHS like other students and be prepared for life after school.

Evidence of Achievement described in Section 1111(b) (2) (C) (v) of ESEA.

NHS acknowledges and aims to demonstrate superior achievement in all areas of educational outcomes.

NHS does not have a Services Agreement to deliver services for students with disabilities. No Appendix G is attached.

Section 8: Student Discipline, Expulsion, and Suspension All information required for Section 8 can be found in Appendix 8H Student Handbook.

Next High School provides assurance to comply with S.C. Code Annotated Section 59-63-235, which means immediate expulsion of any student who brings a firearm to school property or immediate vicinity with or without intent to harm. Safety and security of students is the first priority of Next High School and no tolerance will be given to students who threaten verbally, written or otherwise the safety of anyone associated with NHS.

Further, the following policies will apply to Next High School in compliance with the Student

Handbook.

Students with Disabilities

Students who have been identified as handicapped or disabled are not exempt from the rules regarding behavior as outlined above or in the student handbook. All disciplinary action involving these students will be addressed in accordance with state and federal law. The NHS's policy on suspension and expulsion of students with disabilities will adhere to the specific procedures for disciplinary actions that involve students with disabilities as outlined in the

IDEA 1997 Amendments.

Student Rights

A parent or guardian may appeal an expulsion to NHS Board. The appeal must be made in writing, state the reasons for the appeal, and be received by NHS Board office within two days of the administrations' decision to suspend the student. The appeal must state the specific

Narrative Section: Section 12: Employees 42 Preparing Young People for Life after School: NEXT HIGH SCHOOL reason(s) for the appeal. NHS Board, or its designee, will review the record and render a written decision within three days of receipt of the written appeal.

Parental Notification

Students and parents will receive a Next High School Student Handbook at the beginning of the year either in print or online.

Parents/guardians and students will sign a digital form acknowledging receipt of the book and understanding of and consent to the discipline code in it. Expectations, as well as student rights and responsibilities, including the right to appeal, will be discussed during student orientation and in advisory seminars at the beginning of the school year. All rights, procedures, and policies will be posted online to provide information to all school stakeholders.

Section 9: Governance and Operation Information regarding the exact nature of governance is outlined in the Next High School Bylaws found in Appendix 9I.

The Planning Committee will advertise the position of Executive Director prior to its initial day of opening. The Executive Director will be employed by the Planning Committee and the

NHS Board as its only direct employee. The Executive Director will oversee the day-to-day operations of the school, including the employment and termination of all other school employees. The Executive Director or one of the other school administrators will either be a certified School Administrator or experienced in school administration in accordance with S.C.

Code Ann § 59-40-50(b)(5).

The first election of NHS Board will be held on or before October 30, 2014. Elections will be held in a manner consistent with the NHS Bylaws and the South Carolina Charter School Act.

The exact date of each election will be established when the school calendar is established for each upcoming year and will be clearly denoted on the school calendar and other school publications to ensure all eligible voters are notified of it.

All employees of the school and all parents or guardians of students enrolled in the school are eligible to vote in an election. Each employee will have one vote. Parents or guardians will have one vote for each student enrolled; however, only one parent or guardian will be eligible to vote in each election.

Special elections will be held under supervision and at the discretion of the sponsoring district in case of elections ties, disputed results, vacancies, or unnecessary delays in election process.

Freedom of Information Act

NHS Board will comply with the Freedom of Information Act. The school will adopt any forthcoming South Carolina Public Charter School District policies concerning the public's right to know, Freedom of Information Act, and policies affecting student records, administrative records, and meetings.

NHS Board understands its role as a public servant and that its meetings and records are a matter of public information except for those which pertain to individual personnel or other classified matters as provided by law. The official minutes of the board, its written policies, and its financial records will be open for inspection as provided by the Freedom of Information

Act (stated http://www.scstatehouse.gov/code/t30c004.htm).

Board Meetings and Committees

The Board will conduct as many meetings as necessary to govern the school, with a minimum of 6 public, open-forum meetings per year in order to fulfill its duties. Additional meetings will be scheduled if necessary to discharge the responsibilities of the Board. Subcommittees or task forces may be initiated by NHS Board to carry out special duties. Other emergency meetings shall be held as needed in accordance with NHS Bylaws. NHS Board will determine the most appropriate fashion and timing of public notice for open meetings and determine what constitutes an emergency meeting within the requirements of the Freedom of Information Act.

Notice of all meetings involving a quorum shall be provided, and such meetings will be conducted in accordance with the Freedom of Information Act. The Board shall pass an appropriate resolution adopting policies and procedures for compliance with the notice procedures it has adopted.

FERPA Compliance Narrative Section: Section 12: Employees 45 Preparing Young People for Life after School: NEXT HIGH SCHOOL

The school will comply with the requirements of FERPA (Family Educational Rights and

Privacy Act (20 U.S.C. § 1232g; 34 CFR Part 99)), which protects student and family information from being revealed or released to non-authorized parties. The Board of Directors will consult seek counsel in any instance in which a Freedom of Information Act requirement appears to conflict with a FERPA requirement.

Meeting Minutes

NHS Board shall create written minutes of all its meetings within 10 working days. Minutes must include the following: the date, time and place of the meeting, the names of members attending and absent, the substance of the proposals considered, and a record of any decisions and votes taken that show how each member voted. Minutes shall be approved, amended or disapproved at the Next meeting where a quorum is present. Minutes shall not become official until approved by the Board of Directors. All minutes shall be made available for public inspection. Only NHS Board, subject to federal and state laws and regulations, may approve the release of names, addresses, and records of students and staff, and will do so only when such a release is in accordance with the law.

Board Transition Plan

NHS will be managed in accordance with the requirements of the South Carolina Charter

Schools Act. During the planning stage, the applicants convened Planning Committee consisting of business executives, teachers, parents, and community leaders with various background experiences from all county attendance areas to govern the school through the application process, the planning phase, and the election of the initial Next High School Board.

The Planning Committee, as recognized by the South Carolina Public Charter School District, will be officially dissolved as an action of the first elected Next High School Board at their first regularly scheduled meeting, and upon new board completion of Board Training.

Sixty days prior to each election, a request for written nominations for candidates to serve on the NHS Board will be published to all eligible voters. The Executive Director or his/her designee will immediately begin accepting written nominations and will promptly notify each prospective candidate to determine his/her willingness to serve. Each prospective candidate must complete a training/orientation session, as previously established by the Planning

Committee or Next High School Board, within 30 days prior to each election. Each prospective candidate must also comply with Internal Revenue Service requirements of all 501(c) 3 tax- exempt organizations, including prohibitions of any conflict of interest matters or any matter of inurnment.

At least 30 days prior to each election, an official list of all qualifying candidates will be published to all eligible voters, along with the date, times to vote, place to vote, and instructions to vote. If the school intends to host public forums, debates, or other campaign events, the dates, times, and locations of the events will be published with this notification as well.

No candidate will campaign on the school campus, except at a school-sponsored forum, debate, or other event. Each election will take place in one, easily accessible location on the school’s campus. Polls will remain open from at least 7:00 a.m. until 7:00 p.m. One list of all eligible

Narrative Section: Section 12: Employees 47 Preparing Young People for Life after School: NEXT HIGH SCHOOL voters will be maintained; however, the list may be divided into sections (i.e. Last names beginning A through L and M through Z) to make the process as quick and orderly as possible.

Each ballot will be made of paper and will clearly identify each candidate in alphabetical order of their last names using the same font and size. No name will have distinguishing feature(s) from the others. Each ballot will also clearly instruct the voter how to vote. Each voter will place his/her ballot into a secure, NHS container, which will not be opened until votes are to be tallied. Only the Election Committee, as described below, will have access to the ballots.

The Election Committee will tally all votes from the initial election at a public meeting and will announce the first NHS School Board within 10 days of the election. In subsequent years, tallying of the election votes will occur during a public NHS School Board meeting during the second semester of each school year by the Election Committee. In future years, NHS would like to provide the ability to hold voting online through our school website once a safe and secure method is found to do so.

The following individuals will comprise the Election Committee: Executive Director and at least one teacher representative from each of the school cluster communities. The Executive

Director will chair the committee and will only vote in the event of a tie. This Election

Committee will carry out the responsibilities set forth herein and supervise each election. All reports of irregularities, fraud, or concerns regarding an election will be made in writing to the

Committee within 48 hours of the close of the election, and any concerns not properly presented to the Committee will be waived. The Committee will not announce the results of an election until all appropriately presented concerns have been satisfied within the sound

Narrative Section: Section 12: Employees 48 Preparing Young People for Life after School: NEXT HIGH SCHOOL discretion of the Committee. An announcement will be made, however, within 10 days of an election.

The sponsoring district may request access to all areas of board election activities and may request information at their discretion.

Responsibility and Authority of NHS Board

NHS Board has the authority to develop policies, make decisions, and execute each of the following responsibilities:

1. Employee agreements and contracts with directors, teachers, and non-teaching employees;

2. Ensure that all certified personnel and non-certified teachers undergo the background checks and other investigations before they are employed in the school;

3. Contract for other services, including but not limited to transportation, financial, food, accounting, and legal;

4. Develop pay scales, performance criteria, and discharging policies for its employees, including the school’s administrator;

5. Ensure that the school will adhere to the same health, safety, civil rights, and disability rights requirements as are applied to all public schools operating in the same school district.

6. Abide and manage all Next High School business as outlined in the NHS Bylaws. Other items not noted may be relegated to the Executive Team made of the Executive, Curriculum, Technology, and Resource Director. Indemnification

Next High School assumes the liability for the activities of the charter school and agrees to hold harmless the school district, its servants, agents, and employees from any and all liability, damage, expense, causes of actions, suits, claims, or judgments arising from injury to persons or property or otherwise that arises out of the act, failure to act, or negligence of the charter school, its agents and employees, in connection with or arising out of the activity of the charter school. Narrative Section: Section 12: Employees 49 Preparing Young People for Life after School: NEXT HIGH SCHOOL

Section 10: Parent and Community Involvement Next High School has connected with all of the charter middle schools in the Greenville area, and is working with them on a specific time to speak to students and their parents. These charter schools represent the great amount of diverse that Greenville has, and NHS will work with current charter schools to ensure that the Next High School demonstrates this diversity.

The Community Engagement Committee (CEC) consists of people from diverse different ethnic backgrounds, economic positions, employment, and upbringings; and will work together to ensure that every student has the opportunity to learn and apply for the Next High School.

It is the goal of this committee to accomplish a diverse culture through several different approaches. NHS will work with charter middle schools to speak to their students and parents about the uniqueness of the Next High School and how to apply. Next, CEC will engage the student through different levels of marketing and awareness. CEC will maximize social media, and distribute fliers in every community in the language of the majority of the culture.

Following, the CEC will work with community leaders in specific areas to connect with students that may not have heard about the Next High School. These community leaders will be instrumental to the students and parents having confidence that diversity in our high school is not an afterthought, but an intentional and key component to our school from the beginning.

Furthermore, the CEC will schedule orientation meetings at local community centers and other neighborhood venues to reach out to the diverse student population of Greenville County.

Lastly, NHS and the CEC will listen to the students that have already expressed interest in

Next High School; and will work alongside these young people to help them promote and publicize NHS. We will treat our students like professionals, listening to their ideas and Narrative Section: Section 12: Employees 51 Preparing Young People for Life after School: NEXT HIGH SCHOOL incorporating their strategies into our then current approach. Students connecting to students will be a powerful tool to accomplish our goal of a diverse school population.

Each time NHS connects with a student, our goal will be to connect to the parent(s). NHS has drafted a FAQ on our website that answer questions which parents may have about NHS.

These questions will come directly from parents, and we will work with them in drafting this document. The goal is to have parents connecting with parents. These connections then will continue through the launch and life of the school. Parents and groups of parents will have the opportunity to lead book clubs, projects, and events at the Next High School. Parents will be welcomed to work alongside of their students in the student’s projects as well.

As stated in Section 2: Evidence of Need and Support, the Community Engagement Committee will work to connect industry and community partners who will have the opportunity to work with the Next High School in numerous ways. A few of those ways will include financially giving, volunteering a specific amount of hours to instruct our students, provide project concepts for our students to consider, and form internship opportunities for our students to be involved in. The involvement of the community and industries will a major component in the

Next High School growing the next leaders and innovators of Greenville, South Carolina, and the world.

As it has been previously mentioned in Section 2 of this application, NHS has been highlighted on news programs, local TV shows, magazines, and local newspapers. City and state leadership has already publically given their full support to the Next High School. Industry partners have connected and begun to spread the word within their specific area of expertise. We are assured

Narrative Section: Section 12: Employees 52 Preparing Young People for Life after School: NEXT HIGH SCHOOL that the community has embraced the Next High School, and are eager to get involved on all different levels.

A public calendar of all Next High School events is currently posted at www.nexthighschool.org.

Section 11: Budget and Finance Next High School’s proposed budget (Appendix 11M) reflects NHS’ commitment to invest in professional instructors, technology, and student-centered projects that utilize real world tools.

By creating flexible spaces with flexible availability and always-accessible online tools, NHS believes resources can be leveraged to attract top instructor talent and optimally equip students with advanced technology in their workspace.

The proposed budget does not currently reflect any private and non-public funding or investment. Next High School is deploying an aggressive plan to engage industry partners in order to support its model through facilities, furniture, fixtures, and technology. However, the proposed budget does not reflect these expected investments.

Next High School anticipates the Charter School Program (CSP) Grant in FY-14 and FY-15 and evidence that these funds will be received is based on the award percentage rate provided by SCDE.

NHS’ annual audit is a statutory requirement; accordingly, NHS will comply with all aspects of this mandate. Next High School has reviewed the Single Audit Guide in detail, to include current Highlights, Technical Notes, Audit Requirements, and appropriate information in the

Compliance Supplement; consequently, we are knowledgeable of the compliance requirements and suggested audit procedures. The Board of Directors will engage an auditor no later than

120 days prior to the close of the fiscal year by soliciting three bids from independent Certified

Public Accountant firms and selecting the firm that has prior charter school auditing or public entity reporting experience and best meets the needs of Next High School. The annual audit will encompass our financial and administrative operations and will be conducted in Narrative Section: Section 12: Employees 54 Preparing Young People for Life after School: NEXT HIGH SCHOOL compliance with law. The audit report will meet the state requirements and the BOD will receive, review, and approve the Annual Audit prior to required submission to the South

Carolina Public Charter School District and required state agencies.

Next High School will adhere to accounting, reporting, and auditing procedures and requirements of our sponsor, which are those for all public schools operating in South

Carolina; accordingly, we will remain fiscally solvent, adhere to general accepted accounting practices, have no material breaches, address financial concerns, and follow the South Carolina pupil accounting system by designing, developing, and implementing a comprehensive Internal

Fiscal Control System:

 Establishing financial policies and corresponding financial procedures to properly account for all revenue and expenses as directed in the Financial Accounting Handbook and the Funding Manual.  Establishing policies to adhere to the reporting policies, procedures, and regulations of the South Carolina Pupil Accounting Manual and the South Carolina Student Accountability Manual.  Ensuring that all accounting, reporting, and auditing procedures and requirements will comply with the published specifications of the Office of District Auditing and Field Services contained in the (a) Single Audit Guide, (b) Financial Accounting Handbook, and (c) Funding Manual.  Defining and adhering to Generally Accepted Standards of Fiscal Management.  Developing and approving an annual operating budget for the upcoming fiscal year no later than June 30th of the preceding fiscal year.  Maintaining appropriate records on a by-transaction basis thereby establishing our financial management system as “audit ready” at the conclusion of any given

transaction.  Making required reports (on-call, monthly, quarterly, annually) to the Board and external appropriate agents and agencies. Reports will be maintained and filed according to district, state, and federal requirements.  Identifying, reporting, and dealing with material breaches and financial concerns through corrective and preventative action protocols.

At this time, Next High School does not have any liens, litigation history, or any sanctions from any local, state or federal regulatory agencies. Furthermore, NHS does not have any debt or any other outstanding financial obligations. Pending approval of this charter application,

Next High School does not have any financial concerns at this time.

Next High School does intend to solicit the following pending charter approval and approval by the NHS Board of Directors:

 Marketing Services  Fiscal and Auditing Services  Architectural and Building Design Services  Construction Services  Professional Development Services  Educational Consulting Services

Section 12: Employees Organization & Employment Opportunities

Please reference Appendices 9K and 12Q for more information on NHS organization, personnel structure, position descriptions, and qualifications.

Terms and Conditions of Employment

An Employee Handbook including all policies and procedures that comply with state and federal laws will be developed by NHS Board, and will provide specific policy communication standards. The handbook will contain all personnel policies. This handbook will be reviewed and updated annually. The Next Board will approve all updates. All employees of the school will be given a handbook during an orientation session at the beginning of each school year.

During this time, employees will be given an orientation checklist to sign and date.

All personnel records will be maintained in the Executive Director’s office. The procedures and policies concerning employee records will be consistent with the policies established by the Next High School Board of Directors.

Instructor Evaluation

NHS will seek new and industry standard evaluation processes for it instructors and staff positions due to the nature of its project-based environment. According to the SC Department of Education, South Carolina’s system for Assisting, Developing, and Evaluating Professional

Teaching (ADEPT) grew out of the knowledge that good teaching is fundamental to student achievement. NHS concurs that best teaching practices through properly developed and monitored delivery models produce results and outcomes reflective of the needs of students. In line with this pursuit to have success in learning, NHS has created goals in its charter agreement with the SCPCSD that elevate student achievement as priority.

As an aggregate from several researched evaluation systems, NHS has developed the

Outcomes-Based Measure of Evaluation (OBME) model that will be used in place of ADEPT.

The OBME model is correlated to the academic and non-academic goals specified Section 5 of this document.

Instructors, staff, administration, and all other positions will be evaluated in regard to the progress and achievement of NHS’s Goals and Objectives.

Instructor Employment and Dismissal Procedures

Should an instructor’s performance deteriorate, the manager will conduct formal appraisal with an unsatisfactory rating and give the instructor a new plan identifying the areas requiring immediate improvement. Should the performance not show immediate and marked improvement, the instructor will be given a written notice of dismissal and an opportunity for a hearing before the NHS Board of Directors. NHS retains the right to discipline or terminate any employee at any time after affording written notice and an opportunity for a hearing. The authority to approve or negotiate any issues of contract or to terminate an employee is vested with the Board, following a recommendation from the Director. In accordance with the South

Carolina Charter School Act, all non-teaching Employees will have written notice and an opportunity for a hearing with the school Director and/or Board of Directors in alignment with the grievance procedures listed for administrative, paraprofessional, and non-teaching Staff if they are recommended for dismissal.

Per the discretion and employment objectives and budget, the Executive Director will give written notice to the employee of intent not to offer an employment agreement no later than

April 15, or such other date as set by the Executive Director, of each year. Any instructor

Narrative Section: Section 12: Employees 58 Preparing Young People for Life after School: NEXT HIGH SCHOOL recommended for dismissal or nonrenewal shall have written notice and an opportunity for a hearing with the NHS Board of Directors. The decision of the NHS Board of Directors will be final.

Employment and Dismissal Procedures for Administrative, Paraprofessional, and Non-teaching Staff

The NHS Planning Committee recognizes the need to provide an orderly means for the expeditious resolution of disputes concerning differences among employees and between employees and administrators. A grievance is defined as “a disagreement involving the work situation in which an individual or group of individuals believes that an injustice has been done due to lack of policy, an unfair policy, or the misapplication or misinterpretation of policy.

Issues related to salary, benefits and insurance are not grievances and are not covered by this procedure.”

The Planning Committee and subsequent Boards will encourage employees to discuss their concerns or complaints informally with their supervisor(s). If, at any time, an employee Next

High School feels that a formal mechanism for raising his concern or problem is needed, he should follow the procedure below.

 Step 1: Any employee with a grievance issue shall review or discuss the grievance with his/her immediate supervisor within ten (10) days following either the event giving rise to the grievance or the time when the employee reasonably should have gained knowledge of its occurrence.

 Step 2: If discussion does not solve the matter to the satisfaction of the employee, or if the employee is uncomfortable with an oral discussion of the matter, such employee shall have the right to present the grievance in writing to the Director. This must occur within three (3) days of the discussion outlined in step 1, or within ten (10) days following either the event giving rise to the grievance or the time when the employee Narrative Section: Section 12: Employees 59 Preparing Young People for Life after School: NEXT HIGH SCHOOL

reasonably should have gained knowledge of its occurrence. The written grievance shall consist of a concise statement of the facts upon which the grievance is based and a reference to the specific provision of the policy, rule, or regulation in question. A copy of such grievance shall be filed with the Director. The employee shall have the right to include in the appeal a request for a hearing before the Director. Such hearing shall be conducted within five (5) working days after the Director’s receipt of such request, and the aggrieved employee shall be advised in writing of the time, place, and date of such hearing. The Director shall take action on the grievance within five (5) working days after receipt thereof, or if a hearing is requested, within five (5) working days after the conclusion of said hearing. The action taken and the reasons for the action shall be reduced to writing and copies sent to the grievant and the NHS Board of Director’s Chairperson. Failure on the part of the employee to attend the hearing established by the Director after receiving notice thereof shall be deemed a waiver of the right to appeal and shall end the grievance procedure.

 Step 3: After following the above procedure, an employee may request a meeting with the NHS Board of Directors for the purpose of discussing the grievance which arose from his/her employment. The request will be made in writing to the Director within five (5) days of the Director’s response to the grievance. The Director will, at the Next regularly scheduled board meeting, present to the Board the request that the grievance be heard, together with copies of all correspondence and responses from any lower supervisory levels. The Board will notify the employee of its decision (whether or not to meet with the grievant to discuss the grievance) within ten (10) days. The Board will render a written decision within ten (10) days of its meeting with the employee or of its decision not to hear the grievance. The decision of the Board shall be final.

NHS does not require a Letter of Agreement in regard to S.C. Code Annotated 59-25-410 et seq; Appendix P not attached.

In addition the Key Employment Policies noted above; Appendix R is attached as example.

Section 13: Insurance Coverage The following is the listing of the types and amounts of insurance products that will be used at

Next High School. i. Workers’ Compensation Insurance

The South Carolina Workers' Compensation Law is designed to provide medical and monetary benefits for an employee who sustains an accidental injury arising out of and in the course of his/her employment. The law provides medical care to bring about the earliest possible recovery from the injury, a percentage of wages and salary lost during the injured employee's disability, and, in case of death, compensation for the deceased employee's dependents. The

NHS has obtained an estimated annual premium from a South Carolina licensed insurance company in the appropriate amounts. A statement setting out our ability to secure this insurance and an estimate of the cost of this insurance is included in Appendix 13S. ii. Liability Insurance

The NHS has obtained an estimated annual premium for liability insurance from a South

Carolina licensed insurance company. These policies are designed to match or exceed the minimum limits required by the South Carolina Tort claims Act S.C. Code Ann. § 15-78-120

(Supp. 2011). A statement setting out our ability to secure this insurance and an estimate of the cost of this insurance is included in Appendix 13S. iii. Property Insurance

The NHS has obtained an estimated annual premium for property insurance from a South

Carolina licensed insurance company. We will provide sufficient insurance to cover loss to the

Narrative Section: Section 12: Employees 61 Preparing Young People for Life after School: NEXT HIGH SCHOOL school building and contents for fire and theft. A statement setting out our ability to secure this insurance and an estimate of the cost of this insurance is included in Appendix 13S. iv. Indemnity Insurance

The NHS has obtained an estimated annual premium for indemnity insurance from a South

Carolina licensed insurance company. We will provide indemnity insurance against civil and criminal liability for the charter school to protect or sponsor, the members of the board of our sponsor, and the employees of our sponsor acting in their official capacity with respect to all activities related to the charter school. A statement setting out our ability to secure this insurance and an estimate of the cost of this insurance is included in Appendix 13S. v. Automobile Insurance

The NHS has obtained an estimated annual premium for automobile insurance from a South

Carolina licensed insurance company. We will purchase automobile insurance, both property and liability insurance, to cover the cost of vehicles and transportation for charter school students. A statement setting out our ability to secure this insurance and an estimate of the cost of this insurance is included in Appendix 13S. vi. Other Insurance

Next High School has obtained an estimated annual premium for umbrella insurance from a

South Carolina licensed insurance company. A statement setting out our ability to secure this insurance and an estimate of the cost of this insurance is included in Appendix 13S.

Section 14: Transportation Next High School does not intend to provide transportation. However, NHS will coordinate with the Parent Advisory Committee in establishing a carpool system to ensure that our students are transported to and from school on a daily basis. A potential solution will be coordinated with the Greenville online carpool company like RidePost (www.ridepost.com).

However, no contract or solution has been solicited at this point.

Next High School does not have any contracted transportation services.

No Appendices for Section 14 Attached.

Section 15: Facilities Facility Not Identified

As a project-based school, facility size requirements are unique compared to my traditional environments as students meet in large labs to receive individualized instruction from certified teachers in a virtual environment. Students can access their projects and milestone requirements from the “cloud” at any point of internet access. Students will attend various meetings, webinars, and seminars in staggering schedules that support the student as they work in a job setting, complete coursework, and tend to social responsibilities. Therefore, facility requirements will be determined by the needs of each community, project, and students. These needs include studios, several common areas, limited office space, bathrooms, break area, technology areas, and lab space for future growth.

Central to the mission of NHS is the need for the facility to prominently display artifacts and evidence of the students’ project. Much like trophies, project results need to be publically acknowledge and encouraged. Further, it is necessary to have a space for the students to present, defended, and be rewarded for their efforts. This space should be designed with a stage and enough seating to house the students, family, and faculty from that particular community during the presentation of a project.

NHS is currently working with several real estate developers and architects as unpaid advisors to identify and evaluate potential sites and facilities for NHS. In additional to critical curriculum support facility needs, additional criteria have been developed including parking, high visibility bond-qualified zones, and potential sites for donation. NHS has engaged site selection partners that are experts in the fields of real estate and facility development and is Narrative Section: Section 12: Employees 64 Preparing Young People for Life after School: NEXT HIGH SCHOOL confident that a site and facility will be selected that meets and exceeds all curriculum and state requirements.

The NHS Facility Committee will work to ensure that NHS’ students are educated in a safe and healthy building accessible to those with disabilities. The building to be used as the charter school facility will comply with health, disability, and safety standards. Before the charter school invests time and money in bidding construction, acquiring land, or buying a facility;

NHS will hire a licensed architect to ensure compliance with building codes and local ordinances.

The South Carolina Charter Schools Act of 1996 exempts charter schools from many provisions that apply to other public schools, unless the charter school elects to come under those provisions (S.C. Code Ann. § 594050(A) (2004)). NHS will comply with all the health, disability, and safety requirements.

When not exempt via waiver, public school buildings must comply with the latest applicable standards and specifications in the South Carolina School Facilities Planning and

Construction Guide (Guide) published by the South Carolina of Education (SCDE (S.C. Code

Ann. § 5923210 (Supp. 2004)). We recognize that the reviews required under this Guide often require several months of work for the school’s architect, planners, and the South Carolina

Education’s Office of School Facilities (OSF). School buildings must also have a certificate of occupancy from the State Superintendent of Education or a designee before the building is occupied. (S.C. Code Ann. § 5923220 (Supp. 2004)).

The following schedule table includes estimated dates for completion that will be reviewed by the architect once hired. NHS has not, at this time, entered into any paid contractual relationship with an architectural firm; however, we have consulted with a local South Carolina licensed architect to review the schedule to ensure it is both reasonable and complies with state laws. The following schedule includes events and estimated dates with assumptions that specific responses will occur from state agencies, local jurisdictions, contractor availability, and real estate transactions are completed within the estimated time frames. These dates are subject to change depending upon recommendations of the Facility Committee within NHS

Planning Committee.

1. Contract with a South Carolina licensed architect to provide construction documents, code analysis, zoning and land use analysis, transportation analysis, and other professional services as needed – within 45 days after approval of NHS Charter Application 2. Notify OSF concerning our project as specified in this procedure. (Using the Charter School Facilities Notification and Transmittal Form)- by August 15, 2013 (or within 60 days of the charter approval, whichever date is sooner) 3. Pursuant to S.C. Code Ann. § 69110 (2004), ensure that our school complies with all local ordinances and regulations that apply in the jurisdiction where the charter school is located, and ensure that plan review and approval must be obtained from the building official having jurisdiction by September 30, 201 4. Advertise RFP and RFB’s – September 30-October 15, 2013 5. Issue Drawings and Specifications to Qualified Bidders on or before October 16, 2013 6. Receive bids – November 10-15, 2013 7. Review Proposals and Select Contractors – November 15-30, 2013 8. Final selection of contractors – December 1-5, 2013 9. Obtain building permit from OSF and comply with all local ordinances, regulations for permitting by December 15, 2013 Narrative Section: Section 12: Employees 66 Preparing Young People for Life after School: NEXT HIGH SCHOOL

10. Before construction begins, all waiver request issues must be resolved with OSF, Architect and School, and any items from the OSF construction documents review must be resolved prior to receiving building permit from OSF. 11. Construction/renovations can begin as early as receipt of Building Permit from OSF and shall be completed by June 15, 2014 12. Order materials, furniture, equipment – May 1, 2014 13. Pursuant to S.C. Code Ann. § 5923220 (Supp. 2004), ensure all inspections of charter school facilities for compliance with applicable codes and standards – May 30, 2014 14. Receive Certificate of Occupancy and all required documents, letters of approval, etc. – June 15, 2014 15. Occupancy of the charter facility must not occur until OSF has issued a letter to the Charter School Board acknowledging that an acceptable inspection has been completed – June 20, 2014 16. Receive all instructional materials, furniture, equipment – July 1, 2014 17. Instructor training and professional development – July 7 – August 1, 2014 18. Instructor set up school spaces and labs – August 1-5, 2014 19. Instructor first day – August 12, 2014 20. Student first day of School/Orientation – Estimated August 20, 2014

Equipment Needs

Next High School will purchase equipment needed to support the curriculum of the school such as tables, chairs, desks, bookcases, computers, and other technology support items such as overhead projectors, screens, printers, etc. Local partnerships with businesses, nonprofits, and individuals will be generated to monetarily support needed equipment and materials; as well as gifts in kind. Institutional fundraisers may also be pursued to raise money for additional items that would support the mission, beliefs, and goals of the charter school through leveraging industry grades labs and technology.

No Appendices for Section 15 Attached.

Section 16: School Management Contracts Next High School does not currently have and is not considering school management contracts with Education Management Organizations (EMO). The SCPCSD will be notified if there is a proposal to consider an EMO.

No Appendixes attached for Section 16.

Narrative Section: Section 12: Employees 69