1. 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

2. Opportunity Culture for All
May not need to show this, since we put this in the ?
© 2013 Public Impact
OpportunityCulture.org

3. 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

4. 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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. Discussion / Questions
All
© 2013 Public Impact
OpportunityCulture.org