Agenda What is Opportunity Culture? Opportunity Culture in ECPS and Vance School Design Process Roles & Qualifications Application Process Discussion / Questions Mr. Farrelly © 2013 Public Impact OpportunityCulture.org

Opportunity Culture for All May not need to show this, since we put this in the email? https://youtu.be/IETZIjJWJRE © 2013 Public Impact OpportunityCulture.org

Increasing student achievement Why OC? Increasing student achievement Supporting and developing all staff Mr. Farrelly Attracting and retaining excellent teachers © 2013 Public Impact OpportunityCulture.org

Opportunity Culture Principles Teams of teachers and school leaders must choose and tailor models to: Reach more students with excellent teachers and their teams Pay teachers more for extending their reach Fund pay within regular budgets Provide protected in-school time for planning, collaboration, and development Match authority and accountability to each person’s responsibilities 1 2 3 Mr. Farrelly 5 4 5 © 2016 Public Impact OpportunityCulture.org

North Carolina OC Results Mr. Farrelly © 2016 Public Impact OpportunityCulture.org

ECPS OC Roll-Out 2017 – 2018: North side “Innovation Zone” 2018 – 2019: Tarboro HS Feeder Pattern & MMA 2019 – 2020: SW Edgecombe HS Feeder Pattern & EECHS Mr. Farrelly © 2013 Public Impact OpportunityCulture.org

Public Impact and ECPS Partnership Lead project manager and primary point of contact for support Support and guide schools through the design and implementation process Thought partner and Opportunity Culture resource manager District Design Team Lead implementer - oversee all design decisions and ultimate implementation Adapt and own the initiative Communicate with schools and design teams Create/adapt district systems to support school implementation: training, selection, flexibilities School Design Team Drive and own the school level design process Lead communications and staffing Follow guiding principles and operate within parameters Swanson © 2016 Public Impact OpportunityCulture.org

School Design Team Process Engage with Public Impact and District Design Team to more deeply internalize Opportunity Culture principles Analyze student achievement and school culture data Revisit school vision and mission Set Opportunity Culture goals that are rooted in data and school vision / mission Design staffing model for next three years by selecting roles that will help achieve goals Ensure financial sustainability Design master schedule to maximize new roles and provide ample time for planning and collaboration Swanson © 2016 Public Impact OpportunityCulture.org

Multi-Classroom Leader (MCL) Teachers with leadership skills both teach and lead teams of teachers & paraprofessionals, sharing strategies and best practices. Swanson The teacher-leader determines how students spend time and tailors teachers’ roles according to strengths. Accountable for the results of all students in her “pod,” she earns far more. Based on Models for Extending the Reach of Excellent Teachers © 2016 Public Impact OpportunityCulture.org

MCL Supports for Team Teachers Observing Modeling Co-Teaching Pushing-In Pulling Small Groups Analyzing Data Planning with Team and Individual Teachers Leading Professional Development AND MCLs can also still have their own section(s) of students they directly instruct. Swanson © 2016 Public Impact OpportunityCulture.org

Expanded Impact Teacher (EIT) Teachers with excellent instructional skills and a proven track record of success get paid more for teaching 33% + more students. More students are taught by the Expanded Impact Techer through the use of digital instruction, paraprofessionals, and innovative scheduling. Based on Models for Extending the Reach of Excellent Teachers © 2016 Public Impact OpportunityCulture.org

Aspiring Teachers and Reach Associates Higher level paraprofessionals (RAs) and/or student teachers (ATs) responsible for non-instructional duties of one or more teachers, such as leading a digital lab or supervising project-based learning. Reach Associates and Aspiring Teachers allow for flexibility in teacher leader schedules, through small group instruction and other activities Swanson Builds a pipeline of new teachers in the district and enables regular coaching by an excellent teacher. © 2016 Public Impact OpportunityCulture.org

Opportunity Culture Roles Specifics Salary Differential Multi-Classroom Leader II Supports 3-4 teachers + $9000 Multi-Classroom Leader I Supports 1-2 teachers + $6000 Expanded Impact Teacher II Reaches 33%+ more students Expanded Impact Teacher I Reaches up to 33% more students + $4000 Reach Associate Assists EIT and MCL teams + $1000 Whichard © 2016 Public Impact OpportunityCulture.org

Qualifications Excellent Teacher Demonstration of Competencies - Achievement - Impact & Influence - Problem Solving - Belief in Student Learning Potential - Coachability Beliefs - Growth mindset - Values continuous improvement - Willing to take risks Qualitative Data - Evaluation data - Leadership in the classroom & school Student Performance Measures - High Growth, per EVAAS Whichard © 2016 Public Impact OpportunityCulture.org

Application Process Submit to the District Talent Pool via ECPS website: Resume Letter of Interest Teacher Evaluation Data EVAAS data Leadership experience Materials reviewed by district team; qualified candidates’ application materials provided to principals Principals select candidates for interviews Candidates complete two activities and a Behavioral Event Interview with school & district leaders Principals make recommendations for hire Whichard © 2013 Public Impact OpportunityCulture.org

Discussion / Questions All © 2013 Public Impact OpportunityCulture.org