Tulsa Honor Academy tells Statewide Virtual Charter School Board it’s ‘unapologetically college prep,’ cites growth and facility financing

Elsie Pollock, founder and head of Tulsa Honor Academy, told the Statewide Virtual Charter School Board that the charter network has grown into three campuses serving about 1,327 scholars and is “unapologetically college prep.” Pollock said the network serves a high‑need population — she reported 97% of students qualify for free or reduced lunch, 87% are bilingual and 74% receive English‑language development services — and emphasized intensive instructional time and a structured, coached staff model to close learning gaps.

The presentation laid out THA’s history and results. Pollock recounted early instability — “we moved three times in our first year” and the founding class moved seven times before graduating — and said the school’s leadership prioritized facilities financing and organizational resilience. Pollock described using a short‑term Civic Builders loan and then converting to a long‑term EFF loan through an LLC structure so the charter could acquire and renovate a facility. “We are nothing if we are not resilient,” she said.

Madison Dominguez, chief of staff and acting CEO while Pollock was on parental leave, described this year’s operational priorities and measurable outcomes. She said the network set an attendance goal of 95% daily attendance and 90% chronically present and reported that semester 1 exceeded the 95% daily attendance goal and was nearing the chronic‑presence target. Dominguez also reviewed academic growth: across the two middle schools, 74% of scholars met their MAP growth goals last year, surpassing the network’s 60% trajectory target. On college readiness, she said the class of 2025 saw 100% of graduates accepted to four‑year universities; the class of 2026 is, so far, 96.3% accepted to four‑year institutions and 100% accepted to some postsecondary option, and the cohort has earned about $6.74 million in private scholarships to date.

Board members pressed on specific strategies and supports. Pollock and Dominguez outlined a multi‑tiered MTSS attendance tracker that identifies tiers of students at risk of chronic absence and deploys tiered responses (from check‑ins to home visits), a family engagement manager who supports schools in outreach, and revised missed‑work protocols to prevent students falling behind. On alumni persistence, Pollock said the network employs an alumni support coordinator to help graduates enroll in college and connect to job pipelines, including Tulsa Community College dual‑enrollment pathways.

On facilities, Pollock described the legal and financial steps required to secure loans and buy buildings: form an LLC, consult auditors and authorizers, and pursue lender programs aimed at low‑income, high‑performing charter schools. She noted the importance of stable leadership and staff continuity in enabling lending partners to trust the organization’s finances and mission.

The board did not take formal action on the spotlight but invited THA to host a site visit; Pollock said the network will hold a Declaration Day on May 29 and extended an invitation to board members.

The board spotlight highlighted operational practices (MTSS attendance interventions, weekly coaching for staff), measurable student outcomes (high growth rates for middle school scholars and strong college‑acceptance results), and facility strategies that other charter operators and authorizers might study or emulate.