Site Readiness Assessments

Named counselor champions, confirmed SIS and SSO infrastructure, a confirmed target population with named blind spots to investigate, and a settled district consent approach. The MSA/DPA that was outstanding in August is executed. The item specific to this site is scheduling: a project-based STEAM structure with no existing administration block, and a 6th-grade device ratio the district has not put in writing.

A named champion, confirmed infrastructure covering the target grades in full, a rubric-informed strategy that names its own blind spots, a confirmed phased population and timing plan, and a settled consent approach. Conditions here are narrower than at kickoff. The standing risk is not readiness but coverage: one counselor, 405 students, the highest EL, SED and SWD rates in the Rio cohort.

The strongest readiness profile in the cohort. A prior pilot track record on this hardware, demonstrated Clever login, confirmed headphones and microphones, a principal who attended the strategy session, a named two-counselor team, a confirmed target population tied to an existing program evaluation, an existing homeroom block to administer in, and a settled consent approach. The single open hardware item is a written 6th-grade device ratio the district has not issued.

Technology infrastructure is strong and confirmed, the wellness center is operational with identified staff and a working referral model, site champions are named, and the screening dates are already set. This is the cohort’s clearest example of a site with real service capacity and no measurement layer on top of it, 10,000+ wellness center visits against 400 students, and no instrument that says what any of it produced. The contractual path is complete, so what remains is operational: an administration plan that fits the schedule this site actually holds.

Technology infrastructure is confirmed district-wide, a site lead is named, dates are set, and the consent approach is the most carefully considered in the cohort, paper alongside the platform, for a family base where that matters. Behavioral health capacity is less developed here than at August Boeger: a split counselor, a second-year screener with uneven implementation, and no wellness center. The distinctive risk is reach rather than readiness, at roughly 28% chronic absenteeism, a two-day window will not produce a census without a planned make-up sweep.

Technology infrastructure is confirmed district-wide, dates and target grade are set, and site leadership is named. Behavioral health capacity is the least developed of the eighteen: no universal screener, no referral pathway to route into, no established MTSS tier structure, and a counselor split across two campuses. That is not a reason to hold the site, it is the reason the site is worth measuring. This campus shows what BHPM screening produces where nothing preceded it.

District technology infrastructure is confirmed and behavioral health staffing is present and experienced. Agreements are executed and the target screening population is settled at 7th grade, matching the school’s 7–8 span. What remains is the counselor transition, which is why implementation support here should be planned for two staff rather than one.

The strongest behavioral health infrastructure in the cohort, an MHSSA-funded wellness center with a documented utilization record and a named funding chain. Readiness turns on scheduling, not on capacity or agreements. Design an administration plan that fits a 12–17 minute weekly advisory and this site is the cohort’s reference implementation.

The clearest need case in the cohort and the most feasible administration. Whole-school screening at 105 students yields complete population data rather than a sample, and staffing density is the highest in the cohort. Agreements are fully executed. Given the site’s recent loss, crisis-response protocol should be settled before the first administration rather than after.

Strong staffing and a district actively rebuilding its MTSS, deliberately scoped to a single grade at a single building. The limited release is a considered choice rather than a limitation, it gives the district a low-risk first year and gives the project a clean baseline. The real work here is consent: active opt-in at 5th grade, in a majority-Hispanic community, is where completion rate will be won or lost.

Well staffed, with the most clinically credentialed wellness lead in the district and an established county service footprint. Lowest need profile in the cohort by socioeconomic measures, which is precisely why it is useful, it tests whether the instrument reads competency accurately in a lower-poverty, high-plurality setting rather than only where need is concentrated. Target population and consent strategy are the open decisions.

A Title I site with the district’s highest English learner concentration and an existing short-term counseling practice that already performs the Tier 2 to Tier 3 handoff the screener is meant to inform. Operationally it is the most straightforward of Sunnyvale’s three, provided consent and language access are planned together.

Agreements are fully executed, which puts San Diego ahead of most of the cohort on the contractual path. Site selection is settled with the Director of Counseling, and the site-level record follows from that confirmation.

Full agreement set executed. Anchors the district’s vertical articulation design as the school where two feeder pathways converge. Carries the cohort’s highest concentration of students with disabilities, which makes it the most important site for testing accessibility of the response format, a finding that would transfer to every other site and to statewide scaling.

Full agreement set executed. Anchors the district’s vertical articulation design as the school where two feeder pathways converge. Carries the cohort’s highest concentration of students with disabilities, which makes it the most important site for testing accessibility of the response format, a finding that would transfer to every other site and to statewide scaling.

Agreements are complete and the site has real behavioral health infrastructure: a wellness center running since 2022, a district mental health therapist, and CCSPP funding that names this school specifically. Engagement followed capacity here rather than leading it, and a single working session carried the site to ready with conditions.

The most county-integrated site in Lake Tahoe Unified, with a purpose-built wellness clinic and a three-way partnership already operating. Full agreement set executed. Of the three LTUSD sites, this is the one that reached ready with conditions most directly after its session.

Completes Lake Tahoe’s K–12 continuum and is the only district in the cohort selecting an elementary, a middle and a high school exactly as Exhibit A §VI.F describes. Full agreement set executed; wellness center operating. A district-level session covering all three sites carried most of the engagement work at once.