Two Rivers Board of Trustees June 14, 2022 Meeting Packet

June 14, 2022

Agenda-June 14, 2022 Time Item Topic Purpose 6:00pm ❖ Roll Call ● Approval of agenda For information and 6:10pm votes ❖ End of Year Executive Director Report 6:40pm Program For discussion and Updates ● TR Connect & My High information 7:45 8:00pm ❖ Looking Forward School Search For discussion and ● Two Rivers Learning information Institute For discussion and ● School Safety Update information ● Enrollment Update ● Operational Update For information and votes ❖ Executive Board Committee Reports ● General Updates For discussion and ❖ Finance information ○ Retreat Planning For discussion and ❖ Governance information ❖ Development ● Honoring non-returning For discussion and ❖ Trustees information ❖ Academic For discussion and ● Contracts information Excellence ○ Support Corp ❖ Closed Session ○ Uniforms Adjourn ○ Copier ○ Trash ○ Renewal ○ NorthBay ● General Updates ● Election of Trustees ● Development Report ● General Updates ● OMA (b) (10) Personnel Matter Vote This meeting is governed by the Open Meetings Act. Please address any questions or complaints arising under this meeting to the Office of Open Government at [email protected]. Bylaws

____________________________________________________________________________ TO: Two Rivers Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: TRConnect Information Program Report ____________________________________________________________________________ PURPOSE: For informational and discussion purposes. BACKGROUND/CONTEXT: In 2010-2011, Two Rivers began to build its high school support program. Over several years, we saw students struggle to transition from middle school to high school and decided to invest in a formalized program to support students' high school placement and 9th-grade year beginning in 2016-2017. The school made these investments based on solid national and local research: ● Students who finish 9th-grade \"on-track\" are four times more likely to graduate from high school1, ● Students are more likely to fail a course in 9th grade than in any other grade2, and ● A student's GPA drops, on average, an entire letter grade between 8th and 9th grade3. Failing a single class in 9th grade significantly diminishes a student's likelihood of finishing high school. In preparation for this transition, the TRConnect program launches in the spring of the 8th-grade year via a class called the High School Transition Series. Throughout the spring semester, students are introduced to high school concepts, including effective note-taking, wayfinding skills (like how to get involved & who to talk to for support), and understanding my cumulative grade point average. EXECUTIVE SUMMARY: Two Rivers supports 8th graders in their transition from middle to high school. The program’s goal is to support students in their first year of high school to set them up to earn a GPA of 3.0 or higher 1 Roderick, M., Kelley-Kemple, T., Johnson, D. W., & Beechum, N. O. (2014). Preventable Failure: Improvements in Long-Term Outcomes When High Schools Focused on the Ninth Grade Year. Research Summary. University of Chicago Consortium on Chicago School Research. <http://ontrack.uchicago.edu/pdfs/Preventable_Failure_Exec_Summary.pdf> 2 Southern Regional Educational Board. (2002). Opening doors to the future: Preparing low-achieving middle grades students to succeed in high school. <http://publications.sreb.org/2001/02v41_2002_outstanding_pract.pdf> 3Roderick, M. (2006). Closing the aspirations-attainment gap: Implications for high school reform. Consortium on Chicago School Research.

while ensuring they have a positive social-emotional experience. Two Rivers has committed to providing hands-on transition support to students and families over their freshman year. The 9th-grade transition curriculum includes topics such as: * Time Management * College Planning * Study Skills * Building Your Brand in High School * Advocacy * Community Service This year, our students are attending several high schools that include some of the district’s top private and public schools, like Sidwell Friends, School Without Walls, Benjamin Banneker, Duke Ellington, Ron Brown, DCI, and Edmund Burke, to name a few. This continued support allows Two Rivers to intervene as needed, collect data on student progress outside of Two Rivers, and help encourage 9th-grade success as measured by the following metrics: 50% of 9th graders will maintain a GPA of 3.0 or higher in their high school math and English class 85% of 9th graders will re-enroll to their receiving high school for their 10th-grade year BUDGET SNAPSHOT: Over the last few years, the TRConnect program has been sponsored by generous donors, including the Gamba Family Foundation and former Board Chair Ann Gosier. Donations range from $5,000-$10,000 per year; we have secured $15,000 for SY22-23. Outside of staff costs, in an average year, the program spends approximately $7,000 to $8,000, with the single biggest expense being college tours. Other expenses include alumni celebration events and community service activities. ANTI-RACIST/INCLUSION IMPACT: Traditionally Two Rivers has watched its White students transition into and thrive in college and career-ready high schools such as School w/o Walls, McKinley Tech, Duke Ellington, Templeton, and Edmund Burke at higher rates. At the same time, their Black and Brown counterparts struggle with the transition to high school. TRConnect is one mechanism to boost equity after students leave Two Rivers. Although there continues to be a gap in academic performance, there has been a steady increase in the percentage of Black and Brown students achieving a GPA of 3.0 or higher. Based on our midyear review of all students, we have data on, 76% of our students have been able to meet 1 Roderick, M., Kelley-Kemple, T., Johnson, D. W., & Beechum, N. O. (2014). Preventable Failure: Improvements in Long-Term Outcomes When High Schools Focused on the Ninth Grade Year. Research Summary. University of Chicago Consortium on Chicago School Research. <http://ontrack.uchicago.edu/pdfs/Preventable_Failure_Exec_Summary.pdf> 2 Southern Regional Educational Board. (2002). Opening doors to the future: Preparing low-achieving middle grades students to succeed in high school. <http://publications.sreb.org/2001/02v41_2002_outstanding_pract.pdf> 3Roderick, M. (2006). Closing the aspirations-attainment gap: Implications for high school reform. Consortium on Chicago School Research.

the goal of a 3.0 or higher in both math and English. In addition, it appears that 73% of the African American students and 100% of our Latino students in this data set have reached the goal of a 3.0 or higher in both math and English during the first semester of their freshman year. RECOMMENDATION/RATIONALE: We must continue to provide these services to all students and families as we work towards a more equitable educational experience for our black and brown students both at and after their Two Rivers experience. Until we can close the achievement gap between our black/brown students and their white counterparts, we must work to level the playing field by ensuring all students continue to have support when needed (we have found that regardless of student performance at TR, even some of our higher-performing white students have sometimes struggled to transition to high school smoothly), or if needed, more targeted support. Starting next year, we will have twice as many 8th graders, and the program's ability to serve 100 students at Two Rivers and the 50 9th graders cannot be done in the current model. As an organization, we need to determine how we would like to move forward. Are we going to prioritize and serve fewer students more intentionally or allocate more resources to hire more staff ? ACTION: (Describe the intended/requested outcome) ATTACHMENTS: N/A 2022 High School Placement List 1 Roderick, M., Kelley-Kemple, T., Johnson, D. W., & Beechum, N. O. (2014). Preventable Failure: Improvements in Long-Term Outcomes When High Schools Focused on the Ninth Grade Year. Research Summary. University of Chicago Consortium on Chicago School Research. <http://ontrack.uchicago.edu/pdfs/Preventable_Failure_Exec_Summary.pdf> 2 Southern Regional Educational Board. (2002). Opening doors to the future: Preparing low-achieving middle grades students to succeed in high school. <http://publications.sreb.org/2001/02v41_2002_outstanding_pract.pdf> 3Roderick, M. (2006). Closing the aspirations-attainment gap: Implications for high school reform. Consortium on Chicago School Research.

____________________________________________________________________________ TO: Two Rivers Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: Celebrating Two Rivers 8th Graders ____________________________________________________________________________ PURPOSE: To share information about celebrating our 8th grades as they graduate from Two Rivers. BACKGROUND/CONTEXT: During SY 2014/2015, Two Rivers formally established its My High School Search Program which was always in place in theory but officially launched during the noted school year. The ultimate goal of this program has been to ensure that students and families are matched with a high school that is both the best fit for them and will support their college and career aspirations. Internally, we continue to work to make sure that 85% of TR students are matched and will attend a college-ready high school. Annually, we celebrate our students' high school placement data and progress towards this goal. EXECUTIVE SUMMARY: This year, Two Rivers will promote 48 8th grade students from Two Rivers Middle School. Traditionally, the 8th-grade Promotion Ceremony will be held at the Young Elementary School Auditorium. Again this year, due to COVID-19, the 8th-grade promotion ceremony will be held on the front lawn on Friday, June 17th. This year was not without its challenges. Due to almost a year of remote learning, 8th-grade students had to quickly reacclimate to in-person learning and prepare for the high school application process. Also, two weeks prior to the DC Lottery opening, the 8th-grade class was quarantined. This took away valuable time for last-minute preparation. However, we are proud to report the following: ● 100% of 8th-grade students submitted their HS application by the February 1, 2022 deadline ● Several of our 8th graders will be attending private school using scholarship funds ○ Cody Encarnacion received a scholarship to attend Sidwell Friends ○ Makeda Moshi received a scholarship to attend The Hotchkiss School: Connecticut Boarding School

● The vast majority of 8th-grade students were matched to one of their top three high school choices (students can apply to as many as 12 schools with the DC lottery) ● Lana Price and Miles McCraw were admitted to Duke Ellington School of the Arts (the top performing arts school in DC) ● 100% of students participated in a mock interview in preparation for an actual high school interview ● An in-person high school fair was held- the first since 2019 This year, Two Rivers Middle School’s 48 8th-grade students will graduate and attend 21 different high schools. The list below indicates which schools students will attend: ❖ Ron Brown College Preparatory High ❖ Washington Latin PCS - Upper School School (11) (2) ❖ Mercersburg Academy ❖ Girls Global Academy PCS (2) ❖ Sojourner Truth PCS (3) ❖ Archbishop Carroll High School ❖ E.L. Haynes PCS - High School (3) ❖ Bard High School Early College DC ❖ Roosevelt High School ❖ DCI (Chinese Language Program) (Bard DC) (2) ❖ School Without Walls High School (2) ❖ Duke Ellington School of the Arts - ❖ Sidwell Friends ❖ McKinley Technology High School (6) Visual Arts program (2) ❖ Phelps Architecture Construction and ❖ Richard Wright PCS for Journalism Engineering High School and Media Arts ❖ Friendship PCS - Collegiate Academy ❖ The Hotchkiss School: Connecticut Online Boarding School ❖ Benjamin Banneker High School (3) ❖ Thurgood Marshall Academy ❖ IDEA PCS C: Muronji Inman-McCraw , MS Principal Katona Johnson , MHSS Coordinator

____________________________________________________________________________ TO: Two Rivers Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: Two Rivers Learning Institute Update ____________________________________________________________________________ PURPOSE: The purpose of this memorandum is to provide an update on the Two Rivers Learning Institing for informational and discussion purposes. BACKGROUND/CONTEXT: In 2014 the Two Rivers Board voted to expand Two Rivers external professional development work and in 2020 gave the approval for the development of the Two Rivers Learning Institute (TRLI) to formally brand and institutionalize this work. Over the last two years, we have been able to solidified this work with a process for recruiting and training Two Rivers staff to act as faculty of TRLI, launch a parallel website to the new Two Rivers PCS website, offer a series of on-line courses and webinars, and contracted serves with educators across the world. This memo is intended to provide an update on progress to date. The Two Rivers Learning Institute is designed to expand the impact of Two Rivers model through targeted professional development services both internally and externally. Services include: ● Courses on Specific Practices ● Free Webinars ● Educational Visits to Two Rivers ● School-based Workshops and Strategic Planning Support ● Open Educational Resources ● Annual Evening of Learning Seminars Mini-Conference

EXECUTIVE SUMMARY: Continuing needs to respond to the COVID-19 pandemic has shifted our capacity to offer some of these services. However, as Two Rivers has slowly opened back up to regular operations, TRLI has been able to continue to leverage its work in several ways. In the 2021-2022 school year, we have been able to offer two free webinars, five virtual courses courses, and presentations at two separate conferences. In addition, we have secured contracts with five separate education groups and had seven blogs published. In addition, while we were not able to host visits to our physical space until March, we have been able to host three separate groups in the last couple of months of the year. Highlights of these services are included below: COURSES: The Two Rivers Learning Institute offered five virtual courses in the 2021-2022 school year. Four were offered to Two Rivers staff and educators from other schools and the fifth was offered just for Two Rivers staff members on learning expeditions. Of the external-facing courses, we had 30 people register with 43% from external paying participants. The remaining 57% were Two Rivers staff members.. One hundred percent of participants in our courses have found them useful and would recommend the course to colleagues in the future based on exit surveys. FREE WEBINARS: This past year the TRLI hosted two separate one-hour free webinars. Of these webinars, we had 50 individual registrations. Based on post-webinar attendance surveys, participants’ average rating for how useful they found the webinars was a 4.6 out of 5. CONTRACTED SERVICES: We hope that in the long run contracted services will make up the bulk of the work for Two Rivers Learning Institute, and we continued to build the number of separate contracts we were able secure this past year. Specifically we developed and delivered on contracts with ● Propel Schools in Pittsburgh to support their diversity, equity, and inclusion work; ● The Milton Gottesman Jewish Day School of the Nation’s Capital to provide school culture training; ● The Christiana School District in Delaware to provide training on student-led conferences and IEPs; ● Whole Education in England to provide support to a cohort of teachers around Deeper Instruction;

● Deeper Learning China to provide training around project-based learning and Two Rivers’ performance assessments of problem-solving skills; and ● The Diverse Charter School Coalition to provide facilitation of community of practice around designing effective diversity, equity, and inclusion professional development in schools. SHARING OUR WORK: In addition to the direct services listed above, we have also leveraged opportunities to share our work through participation in virtual conferences and through the publishing of blogs. We had staff members present at the Progressive Education Summit hosted by the City Neighbors Foundation and the Deeper Learning China Conference. In addition, we have continued to publish blogs on the Next Generation Learning Challenges site including: ● Collaboration, Not Competition: The Case for Cross-Sector Sharing in Public Schools by director of the Two Rivers Learning Institute, Jeff Heyck-Williams ● Lessons Learned from Remote Teaching: Reevaluating Our Values to Prioritize Connection and Care by middle school teacher, Monica Powell ● A Case Study in Community Engagement: Grappling with Challenges to Standards-Based Grading by director of the Two Rivers Learning Institute, Jeff Heyck-Williams ● Classroom Structures that Promote Student Agency and Autonomy: The Power of Student Joy by 4th Street elementary school teacher, Kelly August ● Leverage Consultancy Protocols to Tackle Inequities by director of the Two Rivers Learning Institute, Jeff Heyck-Williams ● Will This Be on The Test? What We Learn through a Latin Dance Competition by director of the Two Rivers Learning Institute, Jeff Heyck-Williams

MARKETING: In addition to the activities above, formally launched the Two River Learning Institute Website transitioning the former Learn with Two Rivers site to announce and promote the Two Rivers Learning Institute. Moving forward, this site will be hub for sharing Two River open source education resources as well as promoting our services. BUDGET SNAPSHOT: The Two Rivers Learning Institute’s budget, based on models that we created with the Compass Board Consultants in the Spring of 2020, is not projected to break even in the first three to four years of operation. However, because of pre-existing grants, we came close to breaking even last year. We do not expect to continue to do so in the next two to three years of operation as we continue to grow our services.

EXPENSES: The primary expense of the Two Rivers Learning Institute is the director’s salary. While this expense is fully allocated towards the development and operation of the Two Rivers Learning Institute, the director’s role is not primarily external facing. His responsibility continues to include strategic planning and professional development support for the Two Rivers network including facilitation of specific operational supports and participation on the Instructional Leadership Team, the Organizational Leadership Team, and the Race and Equity Committee. Fully 80% of his time has been directed towards this inward facing support for the Two Rivers Network.

REVENUE: Revenue for the Two Rivers Learning Institute in our start up year came from the extension of three separate grants. In the 21-22 school year, we have relied solely on revenue from contracted services and a small amount for registration fees. We were pleased with the growth of the contracted services, as we hope that this is the primary source of revenue in the long run for the Two Rivers Learning Institute. ACTION: This update requires no action from the Board. Feel free to ask questions to learn more about progress. C: Jeff Heyck-Williams, Director of the Two Rivers Learning Institute

____________________________________________________________________________ TO: Two Rivers Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: Two Rivers Safety Update - Active Shooter Response ____________________________________________________________________________ PURPOSE: To provide an update to the Two Rivers Board on our schools’ readiness in the event of an active shooter emergency. BACKGROUND/CONTEXT: In response to the recent mass shooting at Robb Elementary School in Uvalde, Texas, in which 18 children and three adults were killed by a single gunman, we are sharing a summary of the protocols we have in place at Two Rivers to respond and minimize the loss of life in the event of an active shooter in our schools. EXECUTIVE SUMMARY: Annually, Two Rivers receives and follows the guidance from the DC Charter School Board and the DC Emergency Safety Alliance (ESA) regarding safety protocols. That guidance requires us to perform the following safety drills annually: Fire drills (monthly), lockdown (2x/year), and severe weather (1x/year). Two Rivers’ standard protocols for executing lockdown drills were developed a few years ago with the assistance of a security consultant provided by the Public Charter School Board and ESA. Our consultation included walkthroughs of our facilities and unannounced visits to gauge the community’s response to a stranger walking in the building. We incorporated their feedback into our facilities enhancement plans, including updates to our door knobs, trespassing signs, and an enhanced visitor system. Currently elements of this plan include: 1. Two Rivers school buildings are locked, and guests are permitted to enter only after being screened by the front desk team. Each front desk staff controls building entry and has a panic button. 2. Two Rivers also uses a dual entry door system. Beyond the initial entry door to the lobby are a set of locked doors to the ground floor and to stairwells that require a second key fob to unlock them.

3. In the event of a lockdown, all staff are alerted by our internal “Share 911” system for emergency alerts, which is a platform that sends secure emergency alerts to both staff phones and computers. Anticipating the continued impact of COVID protocols this year, schools were required to complete annual staff training, but exempted from the requirement to conduct lockdown and severe weather drills. In August, Two Rivers completed a full staff training and provided emergency guidance in each classroom. We have since conducted monthly fire drills and planned to run the lockdown drill with students this school year once COVID distancing restrictions were lifted. We know from previous experiences that the tragic events of Uvalde create a heightened level of concern for our community, parents, staff, and students and so we coordinated the drill the Week of 5/31. Engaging in a lockdown drill is a practice that we take very seriously, both because of its importance in ensuring our school community is prepared and our concern that the exercise itself may cause students and staff to feel anxious about the need to prepare for such a circumstance. During the drill, staff are instructed to be silent, stop all activities, and secure the location (lock door, cover and block windows, hide) to create barriers until first responders arrive. After the drill, counselors held time to check in with and respond to students who were particularly likely to be triggered by the drill. To support the mental health of our students and staff, a number of resources were shared after the initial incident and prior to the lockdown drill. We had multiple staff and students who were identified as survivors of shootings, whether an act of community violence or an event at another school or university. We particularly encouraged our staff community to lean into our community and the investments we have made in mental health supports like Modern Health and other resources. BUDGET SNAPSHOT: N/A ANTI-RACIST/INCLUSION IMPACT: N/A RECOMMENDATION/RATIONALE: N/A

ACTION: N/A C: Gail Williams, COO Tameka Faison, Director of Operations

____________________________________________________________________________ TO: Two Rivers Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: School Year 2022-23 Student Enrollment Update ____________________________________________________________________________ PURPOSE: The purpose of this Memo is to update the Board of Trustees on Two Rivers’ current student enrollment numbers for School Year (SY) 2022-23. BACKGROUND/CONTEXT: In SY 2022-23, we are seeking to enroll 1,067 students at Two Rivers. This number reflects the number of students we would serve if all classrooms/crews were at their intended class size and is larger than our budgeted number of 1,057 students in the event we experience enrollment challenges based on last year. We originally projected that approximately 196 students would be new to Two Rivers (e.g., Receiving new seats in Preschool and Pre-K or filling open seats due to attrition). We also are projecting that 871 would be returning students who are “re-enrolling” from last year, and this accounts for approximately 50 students being promoted from 8th grade and transitioning to high school. EXECUTIVE SUMMARY: Since our last update, the deadlines for both new students initially matched in the lottery to enroll (May 2nd) and returning students to re-enroll (May 20th) have passed. The passing of these deadlines has allowed us to take firm stock of our enrollment progress and the remaining outreach needed: ● We currently have 1,012 students enrolled (compared with 1,067 goal). ● Of those enrolled students, 859 are returning students (12 fewer than projected), and 153 are new students.

● We have 55 active offers out for the remaining seats - these offers are fairly evenly spread across the 18 grades among all three schools (8 grades at each elementary school and 2 enrolling grades at the Middle School). ● As of June 3, we continue to have a healthy waitlist in all grades at all schools. However, the size of the waitlists varies: The smallest waitlists are in Grade 5 at 4th ES (12) and Young ES (24). The largest waitlists are in Preschool at 4th ES (163) and Young ES (77). Most grades have a waitlist between 30-70. To increase our success in filing the 56 remaining seats, counter any possible additional withdrawals, and to meet our enrollment goal (and 46 seats to meet our budget goal), we are using several strategies: 1) We are reaching out to families who are top on our waitlist to keep them “warm” and find out where on the waitlist we have preliminary no’s and yes’s before an offer is made. 2) We are shortening our offer window to two days (with the opportunity to extend) so that we can make sure we reach the “yes” families on our waitlist without losing time on “no” families. 3) We are communicating with newly enrolled families about opportunities to tour or learn about Two Rivers events and traditions this summer, so they may be less inclined to leave us if they receive an offer from another school that they had ranked more highly. 4) We are offering added seats in Grades 1 (1 extra seat at each ES) and 6 (4 extra seats) to increase the number of offers out and potentially compensate for grades that are ultimately underfilled. BUDGET SNAPSHOT: N/A ANTI-RACIST/INCLUSION IMPACT: This year Two Rivers participated in the inaugural offering of an “equitable access” (EA) preference and set aside 21 preschool seats (25% of PS3 seats at each preschool) for students who are qualified as “at-risk” by OSSE. While we matched with applicants for all 21 of the seats we offered a preference for, to date 18 of those seats have been filled with enrolled EA students. We have continued to make new offers from the EA waitlist with the goal of filling all 21 seats with EA applicants. We have an EA waitlist of 13 at 4th St. ES and 20 at Young ES.

RECOMMENDATION/RATIONALE: N/A ACTION: (Describe the intended/requested outcome) For informational purposes only. ATTACHMENTS: C: Aurora Steinle, Chief of Staff

Two Rivers Operational & Budget Update June 2022 Mission: To nurture a diverse group of students to become lifelong, active participants in their own education, develop a sense of self and community, and become responsible and compassionate members of society. Goal: When students graduate from Two Rivers, they will have the cognitive and social skills to succeed in high school and college, so that they are positioned to have rich and varied options for their future. Values: BE THOUGHTFUL. EXPERIENCE AND GROW. GIVE ACCESS. NURTURE RELATIONSHIPS. LEARN BETTER TOGETHER. Looking Ahead at Two Rivers 2 Two Rivers Priorities for School Year 2022-23 4 Organizational Priorities 6 Budget Snapshot 8 Enrollment 8 Summary of Core Operational Revenue 9 State and Local Revenue 9 Federal Revenue 10 Private Grants and Donations 11 Earned Fee Revenue 11 Summary of Core Operating Expenses 12 Salaries 12 Salary Preliminary Highlights 12 Benefits and Taxes 13 Benefits and Taxes: Preliminary Highlights 13 Occupancy Services Highlights 13 Direct Student Expense Highlights 14 Office & Business Expenses 15 Office and Business Expense Highlights 15 Depreciation and Amortization 15 Depreciation and Amortization Highlights 15

Looking Ahead at Two Rivers Since the very start, Two Rivers’ mission and our goal have been foundational to how we set our course. Our educational model, rooted in project-based learning, connection, and EL Education, remains our most powerful tool to achieve our mission and goal. Therefore, as we look ahead, we do so with a deep intention of grounding our educational model and embracing our Core Values. In SY 20-21, we began a journey towards being an anti-racist organization. We will continue to ground our work and operationalize our race and equity vision statement, which will focus on ensuring excellent & equitable experiences and outcomes for students to achieve our goal and mission by: ● Creating more inclusive organizational systems; ● Cultivating a brave and accountable professional community; ● Empowering our community- students, staff, and families; ● Ensuring challenging academics for all; and ● Fostering a joyful and engaging culture of lifelonglearners This year, Two Rivers made a full return to in-person learning after more than a year in remote or hybrid statues. Through fluctuations in COVID community levels, Two Rivers sustained in-person learning with few exceptions. While in-person, our teachers and leaders worked to rebuild routines, take stock of students’ academic and social well-being, and launch expeditions that supported inquiry and the creation of high-quality work. We worked to make up ground with deep instruction, a strong crew, and an empowered community of students, staff, and families. This year, we are proud of our accomplishments, which include: ● We welcomed 997 students to learn with us at our two campuses and four buildings. ● We launched a K-2 phonics program aligned with our educational model in order to mitigate student learning loss and help teachers build their literacy instructional skills. ● We relaunched our in-person student learning showcase at all three TR schools welcoming families back into our building for the first time in two years. ● We hosted Arts Fest, a showcase of student artwork at all three TR schools, a display of learning different from our usually integrated arts program but required due to COVID. ● We hosted our annual Framing the Future Gala in person. This was the first time it was in person since the Pandemic. We hosted a Gala with over 200 people in attendance that was highly acclaimed and resulted in amazing community connection.

● Continung our journey towards being an effective anti-racist organization. ● Collaboratively working to mitigate the impact of covid on our return. Our largest growth areas this year included: ● We struggled with vacancies and consistent substitute support, which impacted students' continuity of learning and staff morale. ● Our student support system did not provide the immediate relief that we had hoped. ○ Role confusion, vacancies, and system overload due to student need got in the way of experiencing our expanded supports. Even with added capacity, absent the space and clarity needed for planning a comprehensive and proactive system of support, team members were consumed by responding to urgent challenges and with resource intensive strategies. ○ This experience was magnified at the middle school, where students prior to the pandemic were already struggling with engagement and where more students returned from remote learning with underdeveloped social skills critical to navigating complex middle school dynamics. ● Newer staff needed a more effective onboarding and ongoing support model built on TR Core Values and clear and accessible about the complexities and distinctions in our educational program. For the Next Three Years With the anti-racist work required by our mission and goal and the continued context of the pandemic in mind, we are framing our organizational priorities, instructional focus, and investments on a three-year timeline. Our areas of focus, identified in staff listening sessions, gap analyses, and organizational data, for School Year 2022-2025 are grounded in the pursuit of consistent, high-quality outcomes and include: Instructional Focus: By the end of the 2024-2025 school year, every student, especially our most vulnerable, will be able to consistently produce high-quality work that is complex, authentic, and well-crafted. Network Priorities: By the end of the 2024-2025 school year, Two Rivers will have clearly articulated, financially sustainable, and coordinated network systems that ensure our teams are prepared and adept in engaging our full community in deep learning through our unique and powerful

educational model. Our three-year sequence will focus on: 1) re-grounding our systems in our educational model and a sustainable budget and re-engaging our full community in the act of deep learning, 2) empowering our teachers and leaders to move more intentionally towards our goals, and finally, 3) challenging our team to do more than they think possible. Year 1: Reground (Model + Budget) and Engage (Staff + Students + Families) Year 2: Empower - Use the strength of the model to foster the use of disaggregated data, problem-solving, iterating, and autonomy for leaders, staff, and students. Year 3: Challenge - Critically examine the quality of our work and challenge our community to produce high-quality work in all areas. Two Rivers Priorities for School Year 2022-23 Two Rivers continues to be well-positioned to overcome the challenges with which we are faced. While many places are feeling the tension between a public desire to “exit” from the pandemic and the continued impact of COVID-19, Two Rivers’ commitment to meeting the varied needs of students means that we have been working away at how to give access to all learners and enable all learners to create high-quality work since our founding. This year’s instructional focus and priorities reflect our first step in our three-year trajectory towards increasing our success for all students. Instructional Focus Elements 2022-23: How can I design and deliver engaging instruction to maximize students’ cognitive lift, especially for our most vulnerable and marginalized students? Orientation: F6W: Creating a Community of Learning (CP21, CP22) DAS Loop 1: I can evaluate how well my lesson design and delivery helped achieve the learning targets for students. (CP10) DAS Loop 2: I can leverage models/exemplars to support students in creating their own quality work (CP12)

Organizational Priorities Priority 1: Our organization and educational model are fiscally sustainable so that we are able to use the structures and strategies that enable our full community to be lifelong learners. We are currently in a phase of intentional reduction as we return to our more sustainable staffing model and finalize the use of additional COVID ESSR funds. During COVID, we expanded the number of class crews to maintain recommended spacing guidelines. With updated guidance, we are able to return to our two crew per grade model in our elementary schools. We also hired positions directly related to managing the impact of COVID. These positions include …. Strategies Transparent Budget Management Elimination of COVID related Positions Middle School Staffing Modeling Priority 2: Leaders can unify their teams under TR’s mission and towards our goal, foster a strong sense of adult crew, and develop their collective engagement towards deeper impact. Our leaders provide the critical plan and direction that translates our model into the day-to-day activities in schools with fidelity. Particularly given our community’s continued recovery and Two Rivers’ growth in size and diversity in recent years, our leaders need support to effectively unify and guide their team’s path toward deep implementation of our model. Orientation Strategies TRLI Professional Development & Strong Instructional Focus & DAS Loop Teacher Coaching Cycles Priority 3: Teachers are supported and developed to manage and grow their practice and student learning productively with ample opportunities for collaboration and preparation. Two Rivers aims to empower teachers to fully utilize their instruction and content expertise and collaborate with their peers to do more than they thought possible with students. Teachers regularly report that they don’t know the TR Way. This may be a result of the many new TR staff members hired immediately before and during the pandemic or coaching structures that were thwarted by COVID and missed deep work. Areas of misalignment

between elementary schools further made coaching under the new director model a challenge. Instruction will be stronger if teachers have the tools to use their instructional expertise. Strong organizational systems allow teachers to focus on teaching better. Strong and clear common planning structures allow teachers to see better and collaborate to improve practice. Accessible and aligned PD allows peers to develop their expertise, check their understanding, and build-out plans to implement with their peers and TR expertise. Strategies Onboarding in the TR Way TR Policies Priority 4: Review and strengthen our systems of supportthat increase inclusive engagement for most vulnerable students (SPED, At Risk, Marginalized), including our systems of professional development for teachers, our tiered responses to students needs and behaviors, and our identification and support for students in need of specialized This year, we have heard from teachers and school-based leadership that student behavior has been challenging, and that supports like Student Support Team (SST) have been hard to access or implement with fidelity. These issues have been compounded by transitioning staff, vacancies, and covid-related complexities. We believe that focusing on a return to our model with integrity will help us better ensure that students can experience TR and have the support in place needed to ensure equity, access, empowerment, and rigorous instruction. It also means that strong school culture and climate create a setting that is universally accessible and supportive, reducing the number of students who need individualized support. Multi-Tiered System of Support Strategies Student & Family Engagement Support Role Clarity

Budget Snapshot Two Rivers has continuously ensured the financial sustainability of the organization. As such, we are proud to share that Two Rivers remains in a financially strong position. The pandemic brought untraditional costs. However, it also brought about savings and access to federal funds aimed at recovering from COVID-19. Below is a snapshot of our proposed budget. Enrollment We are on track to meet our pre-pandemic enrollment targets, which include the graduated growth of our middle school. Students SY19-20 SY20-21 SY21-22 SY 2022-23 SY2023-24 915 974 978 1057 1078 PK3 71 87 82 84 86 PK4 92 91 92 94 93 99 100 97 100 101 K 100 101 99 100 101 1st 100 101 100 100 101 2nd 100 100 93 100 101 3rd 100 98 95 100 101 4th 100 99 96 95 101 5th 53 105 100 100 101 6th 51 50 95 95 101 7th 49 42 48 89 91 8th Current Enrollment Update as of May 10, 2021: Our enrollment target is 1067. To date, we have enrolled 485 students. Now that the re-enrollment period for current families is over, we are permitted to fill vacant seats. According to our School Quality Report, we have a re-enrollment rate of approximately 90% annually. So far this year, 42 students have opted not to re-enroll (about 5%). Our re-enrollment rate is a strong indication of our families’ commitment to Two Rivers and comparable to our average re-enrollment rate. We are working to fill 582 remaining seats to meet our budget. We currently have a waitlist of over 1,100 students.

Summary of Core Operational Revenue Budget information below is based on the budget forecast v2.7. In some instances, notes about specific budget accounts appear below the presented charts. Notes beneath charts provide contextual information when year-over-year variance rates are anomalous. State and Local Revenue SY21-22 SY22-23 SY23-24 SY24-25 Account 12,914,965 14,485,991 15,059,450 15,360,639 State and Local Revenue 3,638,787 3,851,564 4,006,647 4,086,780 363,040 230,635 264,503 269,793 4000 · Per-pupil alloc 202,343 223,534 228,005 232,565 4010 · Per-pupil SpEd alloc 698,170 691,360 719,292 733,725 4011 · Per-pupil SpEd ESY 235,277 - - - 4020 · Per-pupil LEP/NEP alloc 3,397,776 3,681,506 3,871,042 3,991,045 4040 · Per-pupil At Risk 30,000 30,000 - - 4050 · Per-pupil adjustment 14,461 16,021 16,829 17,250 4100 · Per-pupil facility alloc 23,210,611 4200 · Local grants 21,494,817 24,165,768 24,691,796 4210 · Local programs State and Local Revenue Total ● The District allocates local funds to DC Local Educational Agencies (DCPS and local public charter schools) through their Uniform Per Student Funding Formula (UPSFF). The base funding amount is $12,419 for each student in FY23, which represents a 5.9% increase from the 2021-2022 school year. ● Two Rivers Base Per Pupil funding is increasing by $1.57M. 39% of that growth is due to enrollment growth (50 new students in middle school) and the remainder is based on the UPSFF increase. ● Special Education funding is projected to increase by 212K. ○ Based on our projections, our special education population is growing by 7% ○ We saw a decrease from our traditional SY identification percentage of students identified needing special education during the pandemic. We anticipate this will result in increased identification during the upcoming school year. ● Facilities funding is projected to increase by 283K. ○ The growth is 100% attributable to student enrollment growth.

Federal Revenue SY21-22 SY22-23 SY23-24 SY24-25 Account 249,744 276,689 290,651 297,918 Federal Revenue 72,100 80,471 84,771 86,891 8,595 25,609 26,377 27,036 5000 · ESEA Title 1 253,018 280,316 294,462 301,823 5001 · ESEA Title 2 1,623 1,740 1,805 1,850 5002 · ESEA Title 3 23,984 10,000 10,000 10,000 5003 · IDEA 611 952,432 5004 · IDEA 619 1,420,351 - - - 5005 · ESEA Title 4 363,636 717,349 - - 5007 · CARES ESSER-II 210,535 - - 5008 · ESSER III 107,037 - 183,260 183,260 5009 · ARP Facilities Grant. 43,873 320,424 124,569 127,683 5030 · Competitive federal grants 20,000 118,585 51,059 52,335 5100 · National school lunch prog 33,145 48,606 23,276 23,858 5101 · National school breakfast 126,513 22,158 38,574 39,538 5103 · Donated Federal Commodities 96,213 36,721 148,747 152,466 5110 · E-rate program 3,982,799 68,000 111,972 114,772 5111 · Emergency Connectivity Fund 106,593 1,389,524 1,419,430 5120 · Medicaid program 2,113,260 Federal Revenue Total ● CARES Act Revenue: Our FY23 ESSER revenue only contains carryover that was purposely not expended during the FY22 school year ($717,349). At this time, we are not anticipating any future ESSER funds for COVID-19 relief. ● ESEA Title I, II, and IV: Two Rivers is projected to remain eligible for Title I funding during the upcoming fiscal years. Eligibility is based on poverty rates, and the eligibility rate shifts on an annual basis based on DCPS enrollment data. We are anticipating slight increases based on the projected enrollment of students eligible for free and reduced-price lunches. ● Competitive Grants: The increase in competitive grants is largely based on known carryover of existing competitive grants in FY22. Competitive grants decrease in FY24 and FY25 to conservatively account for a facilities grant that Two Rivers has been eligible for in the past but, based on Two Rivers’ operations, may not be eligible for in the future (with an end to campus expansion and student growth). Furthermore, this grant (SOAR Public Facilities) is sometimes offered as a competitive grant and other times offered as a formula grant, and this is not predictable for future fiscal years. ● Emergency Connectivity Fund: This fund is COVID-19 relief for technology and related infrastructure, and the anticipated decline is based on the projected end of this relief funding stream.

Private Grants and Donations SY21-22 SY22-23 SY23-24 SY24-25 Account 144,000 224,000 235,304 241,186 Private Grants and Donations 86,576 95,917 100,757 103,276 20,000 22,158 23,276 23,858 6020 · Foundation grants 2,500 2,770 2,909 2,982 6200 · Individual contributions 115,145 127,568 134,005 137,356 6210 · Corporate contributions 368,221 472,412 496,251 508,658 6220 · Foundation contributions 6230 · Special event contributions Private Grants and Donations Total ● Foundation Grants: Expected to increase in competitive grants in FY23 is based on known new funding and carryover funding from two sources: the Deputy Mayor for Education and the Cornelia T. Bailey Foundation. These awards were made in FY22 and will be spent in FY23. Earned Fee Revenue SY21-22 SY22-23 SY23-24 SY24-25 Account 40,630 56,611 77,745 106,252 Earned Fees 1,000 1,108 1,164 1,193 60,000 60,000 82,400 112,613 6400 · Paid meal sales 4,135 4,581 4,812 4,932 6420 · Student/parent fundraising 249,646 104,019 6430 · Student uniform sales 2,698,200 - - 6500 · Short-term investments - 35,996 - - 6510 · Dividends & interest securities 32,491 2,960,515 37,813 38,758 6530 · Realized gains/losses 387,902 203,934 263,749 6560 · Miscellaneous revenue Earned Fees Total ● Dividends and Interest Securities: We currently have a loan receivable from TR Supporting Corp which generates $20,803.87 in interest revenue to Two Rivers every month. This loan receivable will be paid off in December 2022, therefore we won't expect any interest revenue starting from December 2022 through the end of the year.. ● Realized Gains: These realized gains are based on two loans that will be forgiven in December 2022. ● Paid Meal Sales and Student Uniform Sales: These numbers are based on EdOps formulas that take into consideration student enrollment, inflation, UPSFF payment rate increases, and other inputs to make projections.

Summary of Core Operating Expenses Salaries SY21-22 SY22-23 SY23-24 SY24-25 Account 1,116,022 1,157,885 1,192,621 1,222,437 Salaries 3,712,157 3,691,123 3,731,189 3,824,469 1,810,564 2,017,765 2,078,298 2,130,255 7000 · Leadership salaries 171,657 164,891 169,838 174,083 7010 · Teacher salaries 1,237,312 1,330,864 1,241,589 1,272,629 7011 · SpEd salaries 128,379 109,488 112,772 115,591 7012 · ELL teacher salaries 1,089,145 1,300,233 1,339,240 1,372,721 7013 · Specials salaries 93,596 109,694 108,927 111,650 7014 · Substitute salaries 155,360 172,122 180,807 185,328 7020 · Teacher aides salaries 1,706,697 1,602,976 1,651,066 1,692,342 7080 · Curricular stipends 469,293 347,631 358,060 367,012 7090 · Curricular bonuses 350,840 366,130 377,114 386,542 7100 · Student support salaries 785,701 833,486 809,883 830,130 7110 · Instr staff support salaries 146,484 153,005 157,596 161,536 7120 · Clerical salaries 10,459 24,587 12,172 12,476 7130 · Business, operations salaries 59,931 66,397 69,747 71,491 7140 · Maintenance/custodial salaries 189,634 225,093 220,695 226,213 7180 · Supplemental service stipends 745,809 774,365 797,596 817,535 7190 · Supplemental service bonuses 283,257 296,769 305,672 313,314 7280 · Program stipends 6,265 6,941 7,291 7,473 7300 · Executive salaries 5,220 5,783 6,075 6,227 7310 · Development salaries 14,273,781 14,757,229 14,928,249 15,301,456 7380 · Exec, dev stipends 7390 · Exec, dev bonuses Salaries Total Salary Preliminary Highlights ● The number of staff will remain the same at 207. Increases in staff salaries are caused by reclassification of existing staff members, a 1.5% pay increase for staff, and regular scale increases for existing staff members, where applicable. ○ To enhance long-term sustainability, we are examining and changing some components of our staffing model, which is reflected in the decrease in teacher salaries.

Benefits and Taxes SY21-22 SY22-23 SY23-24 SY24-25 Account 544,000 590,289 597,130 612,058 Benefits and Taxes 10,215 - - - 1,177,372 7400 · Retirement plan contrib 101,418 1,261,111 1,274,085 1,305,937 7405 · DCPS Retirement plan contrib 5,000 112,241 113,395 116,230 7410 · Health insurance 35,410 4,375 4,420 4,530 7420 · Life and disability insurance 1,068,813 40,271 40,737 41,756 7430 · Section 125 plan 50,504 1,128,928 1,142,011 1,170,561 7460 · Workers' comp insurance 54,549 53,505 53,505 7500 · Social security & medicare - 38,369 38,813 39,784 7510 · State unemployment tax 88,920 91,495 92,555 94,869 7520 · Transportation Tax 160,759 183,237 185,122 189,750 7550 · Universal Paid Leave Tax 15,000 19,902 20,106 20,609 7600 · Staff development (non-travel) 3,257,411 3,524,766 3,561,880 3,649,589 7610 · Staff development travel Benefits and Taxes Total Benefits and Taxes: Preliminary Highlights ● No other major highlights. The increase in our benefit and tax expenditures are aligned to existing benefits, like FICA, and reflect national or regulatory trends. Occupancy Services SY21-22 SY22-23 SY23-24 SY24-25 Account 374,627 429,888 442,785 453,854 Occupancy Service 787,719 886,167 912,752 935,571 224,297 298,420 307,373 315,057 8100 · Utilities & garbage removal 24,047 13,735 14,147 14,500 8110 · Contracted building services 10,000 8120 · Maintenance and repairs 1,420,690 - - - 8130 · Janitorial supplies 1,628,210 1,677,056 1,718,982 8140 · Facility consulting fees Occupancy Service Total Occupancy Services Highlights ● The Occupancy Services variance between SY22 and SY23 are based on known cost increases for major vendors and reflect a continued expansion of campus utilization, including in response to increasing the middle school’s occupancy.

Direct Student Expenses SY21-22 SY22-23 SY23-24 SY24-25 Account 200,000 246,637 259,083 265,560 Direct Student Expense 63,046 58,731 61,695 63,237 70,000 72,334 75,984 77,884 9000 · Student supplies, snacks 21,683 22,986 24,146 24,749 9010 · Student assessment materials 82,394 76,479 80,338 82,347 9020 · Student textbooks 518,981 124,659 130,950 134,223 9030 · Student uniforms 768,160 872,087 835,608 856,499 9040 · Library & media materials 340,630 348,213 365,785 374,930 9050 · Contracted instruction fees 120,000 141,203 148,329 152,037 9051 · Contracted SpEd instruction 4,000 8,500 8,929 9,152 9060 · Food service fees 4,013 8,000 8,404 8,614 9070 · Student field trips 20,000 19,828 20,829 21,349 9080 · Student recruiting 18,000 16,929 17,783 18,228 9085 · Student events 61,299 36,628 38,476 39,438 9090 · Other student expenses 2,292,206 2,053,214 2,076,339 2,128,248 9091 · Translation services 9094 · COVID-19 Expenses Direct Student Expense Total Direct Student Expense Highlights ● To enhance sustainability, we have examined our historical spending and believe that this is a more accurate representation of actual need across all expense codes listed. This has included reducing historical budgets to match contemporary spending needs and priorities. These determinations and changes were made in collaboration with department and budget managers.

Office & Business Expenses SY21-22 SY22-23 SY23-24 SY24-25 Account 126,906 137,134 144,054 147,656 Office & Business Expense 16,430 22,117 23,233 23,814 117,483 118,210 124,175 127,280 9100 · Office supplies 4,000 1,609 1,690 1,732 9110 · Copier rental & services 5,669 4,313 4,531 4,644 9120 · Telephone & telecommunications 113,049 126,033 132,393 135,703 9130 · Postage, shipping, delivery 234,334 270,413 259,485 265,689 9140 · External printing 191,473 247,582 260,076 266,578 9200 · Business insurance 40,000 35,325 37,108 38,035 9210 · Authorizer fees 224,907 255,760 268,667 275,384 9230 · Accounting, auditing, payroll 45,000 90,613 95,186 97,566 9240 · Legal fees 156,139 105,464 110,786 113,555 9260 · Computer support fees 4,000 5,000 5,252 5,384 9270 · Fundraising fees 38,913 9280 · Other professional fees 1,318,303 - - - 9290 · Other expenses 1,419,573 1,466,636 1,503,019 9300 · Dues, fees, and fines Office & Business Expense Total Office and Business Expense Highlights ● Authorizer Fee: During COVID-19, the DC Public Charter School Board slightly lowered their fee rate, but with the end of the pandemic this fee rate is increasing back in line with historical trends. Depreciation and Amortization SY21-22 SY22-23 SY23-24 SY24-25 Account 406,325 370,825 403,636 366,035 Depreciation and Amortization 1,830,112 1,831,290 1,866,933 1,856,842 2,236,437 2,202,115 2,270,569 2,222,877 11000 · Operating asset depreciation 11010 · Facility asset amortization & depreciation Depreciation and Amortization Total Depreciation and Amortization Highlights ● No anomalous variation.

Board of Trustees June Committee Summary Committee Meeting Date Attendees Topics of Discussion Executive Committee 5/24 Ash Zachariah Malik Husser Finance Eli Schlam Committee Saumil Shah Matt Steenhoek Development Committee 5/25 Saumil Shah ● Contracts up for vote Academic Excellence Theo Thompson ● Contract renewal for upcoming year Committee Kristina Kyles-Smith ● TR SY 23 Budget Governance Committee Gail Williams Driss Belahcen Alex Mackey —-- N/A ● No meeting this month 5/10 Jenny Bradbury ● TR High-Quality Work Derrick Thompson Ahnna Smith ● TR Credentialing Profile Jessica Profitt ● 3-dimensional academic review for board Margaret Troyer Kenneth McCants-Pearsall 6/2 Eli Schlam ● Legal Matters Malik Husser ● New Member Recruitment Penelope Thorton-Talley Aurora Steinle Kristina Kyles-Smith

____________________________________________________________________________ TO: Two Rivers Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: Honoring Non-returning Trustees ____________________________________________________________________________ PURPOSE: For informational and discussion purposes. BACKGROUND/CONTEXT: In June of every year, Trustees transition from the Board. During this time, Two Rivers has engaged in work to recruit and vet new Trustees. The entire Two Rivers Organization finds it extremely important and humbling to recognize and thank retiring Trustees for their dedication and commitment to Two Rivers and the Board of Trustees. EXECUTIVE SUMMARY: This year, two Trustees are retiring from the Board. Saumil Shah, Treasurer, is leaving the Board after completing his term of three years. Theo Thompson is leaving the Board after one year. Two Rivers is continually growing and thriving due to the deep engagement of our Trustees who have brought a wealth of experience, passion, and diversity to our Board. ACTION: (Describe the intended/requested outcome) For informational purposes only. C: Eli Schlam, Secretary

____________________________________________________________________________ TO: Two Rivers PCS Board of Trustees FROM: Kristina Kyles-Smith, Ed.D, Executive Director DATE: June 14, 2022 SUBJECT: Contract Recommendation for FY23 Alumni Activity Program Administration ____________________________________________________________________________ PURPOSE: The purpose of this board agenda item is to request approval of the renewal of the contract with Two Rivers Supporting Corp in FY23. BACKGROUND/CONTEXT: Two Rivers Supporting Corp. is organized and operated exclusively for the benefit of supporting the purposes of Two Rivers Public Charter School, Inc. Primarily, Two Rivers Supporting Corp. administers high school support and alumni activities for Two Rivers PCS students as they transition from eighth grade at Two Rivers PCS to high school elsewhere. This was done through a fee-for-service contract, at a total cost of $103,000 in FY23, and includes staffed program leadership, teaching support, and student expenses, similar to how the program was administered in previous years.  BUDGET SNAPSHOT: The cost of this contract is the same as the amount that Two Rivers PCS has paid to run the program for the past several years. This cost is budgeted. CONFLICT OF INTEREST: Ann Gosier (former TRPCS board member), Jessica Wodatch (founder, former executive director, and former TRPCS ex officio board member), Sarah Richardson (founder and former TRPCS CFO), Gail Williams (current TRPCS chief operating officer), and Aurora Steinle (current TRPCS chief of staff) are all board members of Two Rivers Supporting Corp. None of the Two Rivers Supporting Corp. board members are compensated by Two Rivers Supporting Corp.

RECOMMENDATION/RATIONALE: Two Rivers PCS recommends contracting with Two Rivers Supporting Corp. for $103,000 for FY23. ATTACHMENTS: Support_Corp_Alumni_and_MHS_SY18-19 TR Supporting Corp_SY21-22 Two Rivers Supporting Corp Bylaws and Articles Incorporation C: Gail Williams, Chief Operating Officer Driss Belahcen, Senior Director of Finance

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 CONSULTING AGREEMENT THIS CONSULTING AGREEMENT (this “Agreement”) is made and entered into effective for all purposes and in all respects as of the 1st day of July 2018, by and between (i) Two Rivers Public Charter School Inc., with a principal office address of 1227 4th Street, NE, Washington, DC 20002, a District of Columbia non-profit corporation (the “Company”) and (ii) Two Rivers Supporting Corp. (the “Consultant”), with a principal address of 1227 4th Street NE, Washington, DC 20002. WHEREAS, the Company desires to contract with Consultant to perform those certain services set forth in this Agreement under the terms herein provided, and Consultant is agreeable to performing such services under such terms; and WHEREAS, prior to the commencement of such consulting relationship, the parties hereto desire to set forth herein the terms and conditions of their agreements and understandings regarding Consultant’s engagement hereunder. NOW, THEREFORE, in consideration of the mutual promises and covenants herein contained, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties hereto agree as follows: 1. Appointment. Subject to and upon the terms and conditions herein provided, the Company hereby engages Consultant to perform those certain consulting services and provide those certain deliverables (collectively, the “Services”) as are set forth on Exhibit A – Scope of Work attached hereto and made a part hereof. Consultant hereby accepts such engagement and agrees to render such services upon the terms and conditions hereinafter set forth for the “Term” (as such term is defined in Section 2 hereof). 2. Term. The term of this Agreement shall commence as of the date hereof and continue until June 30, 2019 (such period being hereinafter referred to as the “Term”), unless the parties shall otherwise mutually agree in writing to extend the Term beyond such expiration date. 3. Conduct of Services. (a) The parties hereby agree that the Consultant shall perform the Services offsite or at the principal office address (as set forth above) of the Company. -1-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 (b) As its agent, the Consultant shall be provided access to information maintained by the Company relevant to the Services, at the discretion of the Company. 4. Additional Services. The Company may, from time to time, request that the Consultant perform additional services or other services outside the scope of the Services. To the extent that the parties hereto mutually agree that the Consultant shall provide such additional services, Exhibit A – Scope of Work shall be amended accordingly to reflect such separate change order. 5. Consulting Fee. In consideration for the provision of the Services hereunder, the Consultant shall receive a fee that is not-to-exceed $120,000.00 dollars for time spent providing the Services for the Company. The fees associated with the Services are set forth on Exhibit A attached hereto and made a part hereof. Payment should be received within fourteen (14) business days of the Company’s receipt of the Consultant’s invoice for same. 6. Expenses. The Company shall not pay or reimburse Consultant for any out-of- pocket business expenses incurred in the performance of the Services hereunder on behalf of the Company. The Company shall also have no obligation to pay or reimburse the Consultant for any transportation expenses, food expenses or other similar expenses. 7. Confidentiality. (a) In connection with providing Services hereunder, the Company will provide the Consultant with and permit the Consultant to have access to confidential and proprietary information and material, which if disclosed could adversely affect the business operations of the Company (hereinafter “Confidential Information”). All such information furnished to the Consultant and to which the Consultant is given access, whether furnished before or after the date hereof, and regardless of the manner in which it is furnished, is considered by the Company and Consultant to be Confidential Information. Unless otherwise agreed to in advance and in writing by the Company, the Consultant agrees, except as required by law, to keep all Confidential Information secret and strictly confidential and not to disclose or reveal any Confidential Information to any third party for any reason whatsoever (except for any agents, representatives, advisors or independent contractors who require such knowledge in order to provide the Services). In the event that the Consultant is required by applicable law or regulation or by legal process to disclose any Confidential Information, the Consultant agrees to provide the Company with written notice of such request(s) within seven (7) business days of Consultant’s receipt of such request(s) and will furnish only that portion of the Confidential Information which, in the opinion of counsel, the Consultant is legally compelled to disclose. In the event that, for any reason, the Consultant is no longer rendering Services to the Company, the Consultant will promptly deliver to the Company all Confidential Information it has received, including all copies, reproductions, summaries, analyses or extracts thereof or based thereon in its possession. (b) The restrictions of this Agreement on use and disclosure of Confidential Information shall not apply to information that: (i) was publicly known at the time of the -2-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 Company’s communication thereof to the Consultant; (ii) becomes publicly known through no fault of the Consultant subsequent to the time of the Company's communication thereof to the Consultant; (iii) is developed by the Consultant independently of and without reference to any of the Company's Confidential Information or other information that the Company disclosed in confidence to any third party; (iv) is rightfully obtained by the Consultant from third parties authorized to make such disclosure without restriction; or (v) is identified by the Company as no longer proprietary or confidential. 8. Independent Contractor. In performing the Services under this Agreement, the Consultant will be acting as an independent contractor and not as an employee or agent of the Company for any purpose whatsoever, including, but not limited to, with respect to workers compensation, health insurance and other benefits offered by the Company to its employees. Accordingly, there shall be no withholdings or deductions of any kind with respect to the Consulting Fee or any other compensation being paid to the Consultant hereunder. Further, the Consultant will not have any authority or ability to bind, contract on behalf of or otherwise obligate the Company in any manner. It is understood and agreed by the parties that the Consultant may during the Term provide services identical or similar to those provided hereunder to other clients. The Consultant agrees as an independent contractor to be solely responsible for all taxes and other costs and expenses attributable to the compensation payable to and the Services provided by the Consultant hereunder, and has taken any and all action to comply with all applicable federal, state, and local laws pertaining to the same. The Consultant hereby agrees to indemnify the Company and agrees to hold the Company harmless from any claim(s) arising from any taxing or other authority from the Consultant’s own acts or omissions related to the Services performed and/or compensation provided under this Agreement. The Consultant acknowledges and agrees that the Consultant is not entitled to workers’ compensation insurance benefits or unemployment compensation insurance benefits from the Company and may only receive such unemployment compensation coverage if provided by the Consultant or some entity other than the Company. 9. Mutual Indemnification. As additional consideration for the terms of this Agreement, the Company and the Consultant agree to indemnify and hold harmless each other, and each of their members, managers, officers, directors, trustees, agents and employees, as the case may be, from any liability, loss, claim, cost or expense (including reasonable attorneys’ fees) related to or arising from this Agreement incurred by one party as a result of the acts or omissions by the other party, provided, however, that this indemnity shall not extend to acts of gross negligence, willful misconduct, criminal acts or omissions on the part of the parties, or breach of this Agreement. Further, the parties shall promptly notify each other of any such liability, loss, claim, cost or expense or threatened liability, loss, claim, cost or expense giving rise to indemnification under this Agreement. The provisions of this paragraph shall survive the termination of the Consultant’s engagement under this Agreement and shall be binding upon any successors or assigns of the Company and the Consultant. -3-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 10. Successors and Assigns. This Agreement shall be binding upon, and inure to the benefit of, the parties hereto and their respective members, managers, officers, directors, shareholders, legal representatives, successors and assigns. Neither party may assign the rights and obligations set forth herein without the prior written consent of such other party. 11. Arbitration. All disputes involving this Agreement shall be submitted to arbitration in Washington, DC to one arbitrator appointed and operating under the Uniform Arbitration Act and the procedural rules of the American Arbitration Association. All disputes shall be arbitrated in Washington, DC (or such other location agreed to by the parties) by one arbitrator in accordance with the rules of the American Arbitration Association then in effect. The written decision of the arbitrator shall be final, binding and convertible to court judgment in any appropriate jurisdiction unless otherwise successfully challenged and overturned on appeal. 12. Arbitration Fees & Costs. In the event of any arbitration arising from or related to the Services provided under this Agreement, the parties shall bear their respective costs and expenses incurred in connection with such arbitration or litigation unless a fees/costs award is mandated by law, in which case the arbitrator or appellate court(s), as the case may be, may require the breaching party to pay all reasonable attorneys’ fees and expenses associated with the arbitration. 13. Notices. All notices provided for herein shall be in writing, hand-delivered, with receipt therefor, or sent by certified or registered mail, return receipt requested, and first class postage prepaid, or by overnight courier, to the address of the party as set forth above, unless notice of a change of address is given to the other party. Any notice made hereunder shall be deemed effective for all purposes and in all respects when sent (or given) to either party at the address set forth above. 14. Survival and Termination. (a) This Agreement may be terminated by either party upon thirty (30) days’ prior written notice to such other party pursuant to Section 13 hereof. (b) The terms and obligations of Sections 5, 6, 7, 9 and 12 of the Agreement shall survive and remain in full force and effect after expiration or any termination of this Agreement, regardless of the cause of such termination. 15. Entire Agreement. This Agreement is the entire agreement of the parties relating to the subject matter hereof, and supersedes all prior and contemporaneous negotiations, correspondence, understandings, and agreements of the parties relating to the subject matter hereof. This Agreement may be amended only by an agreement in writing, signed by both parties. 16. Governing Law. This Agreement is intended to be interpreted and construed in accordance with the laws of the District of Columbia without regard to its provisions relating to choice of law or conflict of laws. -4-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 17. Counterparts. This Agreement may be executed in several counterparts, each of which shall be deemed an original and all of which together shall constitute one and the same instrument. 18. Severability. If any provision, section, subsection, paragraph or subparagraph of this Agreement is adjudicated to be void or unenforceable in whole or in part, the adjudication shall not be deemed to affect the validity of this Agreement’s remainder, including any other provisions, paragraphs, and subparagraphs. Each provision, paragraph, and subparagraph of this Agreement is declared to be severable from every other provision, paragraph, and subparagraph and constitutes a separate and distinct covenant. 19. Voluntary Signature. The parties acknowledge and agree that, before signing this Agreement, they were advised to review it and consult with any attorney of their choice, and that, to the extent desired, they have availed themselves of these opportunities. The parties also hereby acknowledge that they are entering into this Agreement VOLUNTARILY AND KNOWINGLY, and that they have read this Agreement in its entirety. 20. Headings. The headings in this Agreement have been inserted for convenience only and are not to be considered when construing the provisions of this Agreement. [Signatures appear on the following page.] -5-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 The parties hereto have executed this Consulting Agreement as of the date first above written. COMPANY: TWO RIVERS PUBLIC CHARTER SCHOOL INC. By: Jessica K. Wodatch Name: Executive Director Title: CONSULTANT: By: Sarah Richardson -6-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 EXHIBIT A TO CONSULTING AGREEMENT Scope of Work To administer high school support and alumni activities for Two Rivers Public Charter School (Two Rivers) students as they transition from eighth grade to high school and college. High School Support and Alumni Connection Two Rivers Supporting Corp. will operate the high school support and alumni activities for Two Rivers students as they transition from 8th grade at Two Rivers to other high schools so that they can increase the chances of success in high school and college, as well as stay connected with Two Rivers after their graduations. Two Rivers Supporting Corp. will provide a comprehensive high school placement and transition/alumni support program for the benefit of Two Rivers students. The high school placement program will include the following components: 1. Plan, promote, and lead at least five annual evening events throughout the fall semester that Two Rivers students and families attend. Topics should be centered on the high school choice and application process specific to DC residents. 2. Offer optional portfolio preparation or admission test prep classes and associated testing activities as determined in conjunction with Two Rivers’ needs at the Two Rivers middle school location. 3. Coordinate with Two Rivers staff, students, and families to ensure that application materials such as transcripts, test scores, letters of reference, and essays/portfolio materials are complete for students to submit applications to selective high schools. 4. Plan and lead a year-end culminating project or tour for Two Rivers 8th grade students that will encourage college attendance, determined in conjunction with Two Rivers leadership. Past activities have included a local college tour with overnight stay, and this is the most likely future activity under this contract. 5. Supporting Corp. will work in conjunction with Two Rivers to seek outside grant funding for any of the above activities. The high school transition and alumni support program will include the following components: 1. Plan and lead at least one evening event for Two Rivers students and families to provide advice about high school life. This event shall include Two Rivers alumni students currently enrolled in local high schools as guest expert speakers. 2. Survey Two Rivers alumni to provide feedback about the Two Rivers program to current school leadership. -7-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 3. Plan and lead alumni activities that will keep alumni connected to Two Rivers and provide support for alumni through life transitions. Anticipated activities include community service and summer employment opportunities. 4. Document high school academic progress for alumni by coordinating permissions for records from alumni and preparing reports for Two Rivers leadership. -8-

DocuSign Envelope ID: B0CEED27-4B09-4058-8939-CB8C46A29436 Compensation Terms Schedule of Fees Budget for materials, travel, and programmatic fees will be approved by Two Rivers and reimbursed on a cost basis, with receipts required for any purchases or to be paid directly by Two Rivers if appropriate. The program budget is not to exceed $17,000 in 2018-2019 without prior written approval by Two Rivers. Budget for program delivery will be on an invoiced basis for staff at the following rates: ● Program Manager, $51.41/hour ● Supporting Staff, $23.49/hour ● Instructional Staff, $32.40/hour The Company shall compensate the Consultant according to the schedule of fees with a not-to- exceed billed staff basis of $103,000.00 annually unless written approval is granted by the Two Rivers Public Charter School Executive Director. Invoices should be sent to [email protected]. -9-

DocuSign Envelope ID: 57D3F7AE-3836-4AF5-80FF-CBB8D825608C September 14, 2020 Jessica K. Wodatch Two Rivers Supporting Corp. 1227 4th Street NE Washington, DC 20002 RE: Consulting Agreement for High School and Alumni Activity Program Administration Dear Ms. Wodatch: The contract referenced above expired on June 30, 2020. Two Rivers would like to renew your contract for the 2020-2021 school year. This renewal will follow the specifications, pricing, and the terms and conditions set forth in our most recently executed contract and will be effective September 23, 2020, through June 30, 2021. Please acknowledge your acceptance of this renewal by signing this document in the space provided below. Sincerely, Kristina Kyles-Smith Executive Director Two Rivers Public Charter School ______________________________________________________________________________ I acknowledge acceptance of this contract renewal and agree to be bound by all specifications, pricing, and terms and conditions as set forth in the above referenced contract. Company:__T_w_o__R_i_v_e_rs__S_u_p_p_o_r_t_i_n_g_C_o_r_p_._____________________Date:_1_0_/_5_/_2_0_2_0_________ Signed:_________________________________Print Name:__Je_s_s_i_c_a__K_.__W_od_a_t_c_h____________