MARICOPA TIF5 UPDATED NO COST EXTENSION REQUEST.PDF
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26 APR Addendum Request for a TIF5 Year 6 No-Cost Extension Maricopa County Education Service Agency respectfully requests a No-Cost Extension for the TIF5 grant with a revised end date of September 30, 2022 (October 1, 2017-September 30, 2022). This will allow for continued implementation of specific activities as part of the Rewarding Excellence in Instruction and Leadership-Extend initiative in five currently participating school districts, including Maricopa County Regional School District, Nadaburg Unified School District, Phoenix Elementary School District, Valentine Elementary School District, and Wilson School District. Section 1: Special Circumstances This request is due to special circumstances that will delay completion of the project beyond September 30, 2021. School closures in the spring of 2020; modified classroom instruction during SY2021-22; and LEA reprioritization of strategic plans resulted in delays in key grant activities designed to support programmatic sustainability post-grant. In addition, a change in state statute (SB1071) repealed the model framework for teacher and principal evaluation in the state of Arizona, resulting in a need for additional time to refine the existing models for educator evaluation. Section 2: Rationale Due to the special circumstances described above, additional time is required to bring a subset of activities to full completion in order to ensure programmatic sustainability post-grant. Projected activities for a Year 6 No-Cost Extension align with the original grant application and project design. They will be focused on completion of three specific objectives and two sustainability elements from the REIL-Extend grant application and management plan: Objective 1.1 LEAs will implement high-quality human capital management strategies in alignment with the common vision of instructional improvement. [Grant Narrative Page 53] Objective 1.2 LEAs will implement an LEA-wide performance-based educator evaluation and support system that successfully differentiates performance in order to implement personalized support and feedback for improvement. [Grant Narrative Page 54] Objective 2.1 LEAs will increase the percentage of students having access to Effective and Highly Effective educators in core content areas. [Grant Narrative Page 54] Sustainability Element Job re-design to create fiscally sustainable teacher leader roles through implementation of reach extensions in Spotlight Schools. [Grant Narrative Page 73] Sustainability Element Access to the REILize Decision Support System (RDSS) and its integrated suite of tools. [Grant Narrative Page 73] 27 These objectives and sustainability elements inform two sections below: • Activity Groupings aligned to three project objectives, including references to page numbers from the grant narrative. • Detailed Timeline of Key Activities including aligned deliverables and which period they will be due in. Period 1: Oct 2021-Jan 2022 | Period 2: Feb 2022-May 2022 | Period 3: Jun 2022-Sep 2022 Section 2A: Activity Groupings Activity Grouping #1 Objective 1.1 LEAs will implement high-quality human capital management strategies in alignment with the common vision of instructional improvement. Sustainability Element LEAs will have continued access to RDSS and its integrated suite of tools. Activity Grouping #1 will focus on finalization of key resources/processes in alignment with the box shown below from the REIL-Extend logic model. LEAs need additional time to implement specific strategies to attract, place, retain, and sustain educators to optimize post-grant adoption and implementation. For example, new tools were produced and distributed (e.g., Recruitment Toolkit: Extending Your Reach Toward Tomorrow’s Workforce; All Aboard: The Conductor’s Guide to Educator Onboarding) but year-long onboarding and recruitment plans are not yet formalized by LEAs due to the special circumstances articulated in the opening section. 28 A no-cost extension will enable completion of Objective 1.1 including the following high-level items which will be further detailed in the Timeline of Key Activities. 1. Strengthen HCMS processes to prepare for post-grant implementation via process map implementation including ideal state process maps to guide best practices with data driven decision-making (e.g., student placement). [Grant Narrative Pages: 4-5, 12] 2. Formalize LEA-level year-long onboarding and recruitment plans for implementation in SY2022-23. [Grant Narrative Pages: 4, 9, 25, 53, 56, 61, 66] 3. Complete identified goal areas from the HCMS Self-Reflection tool and HRA Innovation Configuration Map in Year 5 (e.g., formalize school-based mentoring program). [Grant Narrative Pages: 12, 53-56, 52] 4. Enhance school-level staff capacity (knowledge, skills, expertise, resources) to implement Lead with a Plan and Human Capital Leaders in Education initiatives, based on identified goals. [Grant Narrative Pages: 48, 51, 61-62, 67] 5. Take ownership of Stay Interviews at the school level. [Grant Narrative Pages: 4, 12] 6. Implement social media calendar from the Recruitment Toolkit (HR branding, recruitment, retention, engagement. [Grant Narrative Pages: 4-5, 10, 25, 61] 7. Complete website redesign and enhancement based on the results from implementation of the HCMS Website Audit Tool in grant year 5. [Grant Narrative Pages: 4-5, 12, 36-37, 61] 8. Complete compensation analysis and redesigned organizational charts as part of job description redesign. [Grant Narrative Pages: 12] 9. Allow for Valentine Elementary School District to institutionalize an LEA-wide HCMS, as they entered the grant a year later than the other LEAs. [Grant Narrative Pages: 2-7] 10. Add remaining HCMS content/resources to the Learning Library (e.g., self-led PD on developing an Employer Value Proposition; self-led PD on developing process maps) [Grant Narrative Pages: 12, 22-23, 27] 11. Refine Human Resource Alignment Innovation Configuration Map to reflect actual actions that happen in the field to progress to high-fidelity human resource alignment [Grant Narrative Pages: 37, 53, 56] 12. Prepare the REILize Decision Support System (RDSS) for post-grant usage (e.g., migration of RDSS: Profile into separate applications; establishing separate programs for each LEA; create permissions structure to accommodate LEA-specific user roles and application access). [Grant Narrative Pages: 8, 22-23, 31-32, 40, 43, 46, 47, 50-51, 65-67] 13. Finish cost-planning sessions to ensure all LEAs have access to RDSS post-grant. [Grant Narrative Pages: 73] Activity Grouping #2 Objective 1.2 LEAs will implement an LEA-wide performance-based educator evaluation and support system that successfully differentiates performance in order to implement personalized support and feedback for improvement. Sustainability Element LEAs will have continued access to RDSS and its integrated suite of tools. 29 Activity Grouping #2 will be focused on the finalization of key activities needed to ensure sustainability of the performance-based evaluation and support system in alignment with the box shown below from the REIL-Extend logic model. For example, the Educator Goal Plan process was redesigned and then launched in Year 5, but the LEAs did not have time to fully implement. The no-cost extension would allow for additional professional development on EGP tools and resources and finalization of all EGP resources for inclusion in the Learning Library. A No-Cost Extension will enable completion of Objective 1.2 including the following high-level items which will be further detailed in the Timeline of Key Activities. 1. Roll-out all Qualified Evaluator Training packages to ensure material readiness for post- grant implementation. [Grant Narrative Pages: 4, 45, 50] 2. Facilitate LEA finalization of plans to support implementation of the performance-based evaluation system for building-level administrators/evaluators (e.g., qualified and certified evaluator training; annual recertification process. [Grant Narrative Pages: 29, 45, 50] 3. Finalize and distribute all educator evaluation handbooks and guidebooks. [Grant Narrative Pages: 29-30, 47, 61] 4. Deliver professional development for all educators to support full implementation of redesigned Educator Goal Plan processes and tools. Note: This will also support additional time to meet performance measure 2B (100% of retained educators with REIL scores will have individual educator goal plans). [Grant Narrative Pages: 3, 5, 9-10, 12, 25, 27, 31-32, 46-47, 51, 60, 62] 5. Produce and publish key resources into the Learning Library based on identified gaps. [Grant Narrative Pages: 3, 22, 43, 47, 51, 65] 6. Collect classroom footage to produce and publish video clips aligned to the Learning Observation Instrument. Note: These are a key resource for educator professional learning aligned to evaluation results. [Grant Narrative Pages: 3, 23, 25, 34, 45, 47-48, 51, 65-67] 7. Finalize PD Packages for the Learning, Coaching, Leading, and Evaluating series for use by LEAs to support new educators post-grant. [Grant Narrative Pages: 3, 5, 48-50, 67-68] 30 8. Facilitate peer observation and support in the Maricopa County Regional School District (teacher-powered school) to ensure teacher leaders have the necessary skills to evaluate and provide feedback to their peers. [Grant Narrative Pages: 29, 45] 9. Implement Accelerated Learning initiative aligned to the common vision of instructional improvement to support educators in mitigating the COVID slide. [Grant Narrative Pages: 32-33, 38, 44, 46, 54] 10. Continue virtual coaching project to support professional growth for teachers in the area of early reading skills and the transfer of ownership to building-level leaders. [Grant Narrative Pages: 44, 46, 50, 59, 60] 11. Finalize REIL score models to align to changes in state statute (SB1071) to ensure all LEAs have what they need in place to establish annual educator effectiveness ratings post-grant; calculate additional REIL score/performance classification utilizing final REIL score model. [Grant Narrative Pages: 3-6, 12, 30-31] 12. Assist LEAs to identify student assessments/growth measures to inform overall effectiveness ratings. [Grant Narrative Pages: 3, 24, 29-30] 13. Identify where custom assessment items (e.g., art, music, PE) will be housed due to buy-out of ATI by Imagine Learning. [Grant Narrative Pages: 3] Activity Grouping #3 Objective 2.1 Increase the percentage of students having access to Effective and Highly Effective educators in core content areas. Sustainability Element Job re-design to create fiscally sustainable teacher leader roles Activity Grouping #3 will be focused on an additional year of the Opportunity Culture initiative implementation in alignment with the box shown below from the REIL-Extend logic model. This will ensure all of the systems and structures are in place, including an annual Opportunity Culture management timeline that can be replicated in future years. 31 A No-Cost Extension will enable completion of Objective 2.1 including the following high-level items which will be further detailed in the Timeline of Key Activities. 1. Support implementation of the Opportunity Culture Initiative [Grant Narrative Pages: 3, 15, 20, 32-33, 49, 50, 66, 73] to ensure all LEAs can finalize all school models at Spotlight (Opportunity Culture) Schools, including: a. Assessment of district-level conditions and decisions that guide and support Spotlight Schools. b. LEA utilization of data from the district implementation rubric (Opportunity Culture) results. c. Support for LEAs on school redesign planning and feedback on school design plans for new and/or returning Spotlight Schools. d. Implementation of feedback rounds in order to provide targeted support and share feedback with OC principals aligned to high-priority School Implementation Review Indicators. 2. Provide additional training for the LEA-identified individuals at the district level who will lead the Opportunity Culture initiative post-grant. The focus will be on Factors 1 (Stakeholder Engagement) and 2 (Capacity for Widespread Use) from the Comprehensive Guide for your Effective Educator Development Programs Grant. [Grant Narrative Pages: 32- 33] Note: We LOVE this sustainability tool so a big thank you to the EED TA Center! 3. Increase role-specific resources in the Learning Library to support Extended Impact Teachers and Reach Associates post-grant. [Grant Narrative Pages: 12, 16, 20, 32-34, 49, 63, 73] 4. Enhance the career pathway to serve in a Reach Associate role by providing instructional assistants with experiences and know-how to potentially advance to a Reach Associate role in the future. [Grant Narrative Pages: 16, 23, 37, 54] Section 2B: Detailed Timeline of Key Activities Listed below are key Year 6 activities organized by Activity Grouping. Each activity is aligned to key personnel and an identified period for implementation. Key deliverables are included at the bottom of each section. Period 1: Oct 2021-Jan 2022 | Period 2: Feb 2022-May 2022 | Period 3: Jun 2022-Sep 2022 Key Activity AG Activity Grouping Key Personnel Period 1 2 3 Activity Grouping 1: High-Quality Human Capital Management Strategies Create and launch ideal state process maps (e.g., Stay Interview Process Map). [AG 1.1] HCMS Administrator √ Use ideal state process maps to inform revisions to current state process map. [AG 1.1] Field Specialists; LEAs √ √ √ Use toolkits to establish and launch year-long onboarding and recruitment plans. [AG 1.2] Field Specialists; √ √ √ 32 HCMS Administrator; LEAs Align Lead with a Plan (year-long PD planning) activities to data support available in the REILize Decision Support System (e.g., reinforcement/refinement areas) to enhance the work of school-based leadership teams. [AG 1.4] Leadership Development Administrator; PD Resource Coordinator(s) √ √ √ Provide differentiated LEA support for implementation of Lead with a Plan to ensure school-level staff capacity to implement year-long PD plans post-grant. [AG 1.4] Leadership Development Administrator √ √ √ Provide school-level coaching and support for school-level leaders on implementation of learning from Human Capital Leaders in Education training in years 1-5. Focus areas: Talent Management & Development; Culture & Total Rewards. [AG 1.4] Leadership Development Administrator √ √ √ Implement school-level Stay Interviews for a sub-set of educators as a retain strategy using ideal state process map as a guide. [AG 1.5] HCMS Administrator; LEAs √ √ √ Use process map to guide building-level administrators to select sub- group of educators for participation in Stay Interviews. HCMS Administrator; Field Specialists; Building-Level Administrators √ Conduct Stay Interviews and document responses to note themes, major points. √ Combine and analyze response data. √ Identify action steps based on Stay Interview data. √ √ Close the loop with participants, setting expectations for further communication. √ Develop action plan for continued implementation post-grant. √ Complete identified goal areas from the HCMS Self-Reflection tool and HRA Innovation Configuration Map (e.g., formalize school-based mentoring program). [AG 1.3] Field Specialists; HCMS Administrator; LEAs √ √ √ Host workshop for social media content planning for LEA personnel. [AG 1.6] HCMS Administrator √ Finalize social media calendar content and launch plan. [AG 1.6] Field Specialists; HCMS Administrator; LEAs √ √ √ Support Phase 3 job-description redesign processes including compensation analysis and organizational chart revision to embed in district structures. [AG 1.8] HCMS Administrator; Field Specialists √ √ √ Use data from HCMS Website Audit Tool to create plan for website redesign and enhancement to support recruitment and retention efforts. [AG 1.7] Field Specialists; LEAs √ √ √ Develop self-led PD on developing process maps for upload in the Learning Library to support HCMS practices. [AG 1.10] HCMS Administrator √ √ Develop self-led PD on Employer Value Propositions for upload in the Learning Library to support HCMS practices. [AG 1.10] √ √ Curate content and produce webinar with associated playlists for upload in the Learning Library to support HCMS practices: [AG 1.10] √ √ Stay Interviews HCMS Administrator √ √ Job Description Redesign √ √ Onboarding √ √ 33 Annual Recruitment Planning √ √ Implement plan to refine the Human Resource Alignment (HRA) Innovation Configuration Map (3 rubrics). [AG 1.11] Project Director √ Meet with Field Specialist Team and review language in each column on HRA Innovation Configuration Map to identify potential refinement areas. Project Director √ Collect feedback from Implementation Leads on HRA implementation to inform HRA Innovation Configuration Map (3 rubrics). Project Director; Field Specialists √ Incorporate feedback into HRA Innovation Configuration Map and conduct formal review session; finalize revisions. Project Director; Field Specialists √ Communicate revisions in the field. Field Specialists √ √ Provide individualized support to Valentine Elementary School District to ensure HCMS policies are complete for HCMS implementation post-grant. [AG 1.9] Project Lead; Field Specialist √ √ √ Ensure high-quality job descriptions are in place. Field Specialist √ √ √ Finalize multi-date point hiring process to support anticipated staff turnover of the multi-classroom leader. √ √ √ Develop recruitment strategy for sourcing candidates by actively recruiting from institutions and organizations that serve Native American populations. √ √ Complete RDSS cost-planning sessions to determine “as-is” pricing for participating LEAs post-grant. [AG 1.13] Project Director; DMS Project Manager √ √ Meet with individual LEAs to collect feedback and refine cost plan. [AG 1.13] Project Director; DMS Project Manager √ Prepare the REILize Decision Support System to support workforce decision- making at the LEA-level post-grant. [AG 1.12] DMS Project Manager; Technical Team √ √ Refresh the user interface of all HCMS reports in the REILize Decision Support System (RDSS). √ √ Finalize professional development planning widgets that display data via the My Leading Page within the Learning Library application. √ Increase user accessibility by ensuring mobile responsiveness/versioning. √ √ Clean up overall user interface and refresh user experience to increase usability. √ √ Conduct user acceptance testing to ensure launched features are performing as expected. √ √ Prepare the REILize Decision Support System for differentiated LEA usage post- grant. [AG 1.12] DMS Project Manager √ √ √ Migrate RDSS: Profile into separate applications (e.g., observations, HCMS reporting) to ensure LEAs can opt into their choice of applications post-grant, enabling differentiated use of RDSS. DMS Project Manager; Technical Team √ √ √ Change the code within each RDSS application to accept LEA-specific configurations. √ √ √ Create permissions to accommodate LEA-specific user roles and application access. √ √ √ Make each LEA its own program and migrate each LEA’s historical data to each new program. √ √ Enable RDSS to connect to district information systems, utilizing Ed-Fi data standards; work with each LEA to connect their district-specific data systems via the Ed-Fi Data Standard. √ √ √ 34 Modify the announcement functionality so LEAs can publish their own announcements to users. √ √ √ Conduct ongoing user acceptance testing to ensure back-end updates are performing as expected and that there is no disruption in usage. √ √ √ Deliverables: Activity Grouping 1 Four ideal state process maps complete for LEA use. √ LEA-specific onboarding and recruitment plans in place. √ Aggregate Stay Interview data analysis complete to inform national work in the field. √ Completed compensation analysis and revised organizational chart(s). √ √ Website revision and/or enhancement ideas identified for SY2022-23. √ Six HCMS resources uploaded into the Learning Library. √ HRA Innovation Configuration Map revised and distributed. √ Final RDSS cost plan available to LEAs. √ Enhanced HCMS reports. √ √ New PD widgets on the My Leading Page. √ √ Data file specifications for LEAs. √ RDSS quick guides and training materials (e.g., videos, PDFs, templates) for enhanced features. √ √ Multiple LEA programs within RDSS. √ RDSS as an application-based system. √ Activity Grouping 2: Performance-Based Evaluation and Support Continue implementation of the performance-based evaluation system (e.g., classroom observations). Project Lead; Peer Evaluators √ √ √ Test all refined Qualified Evaluator Training packages in the field to ensure all materials are ready for post-grant implementation and hand-off to LEAs; make final adjustments/revisions. [AG 2.1] Field Specialist; PD Resource Coordinator(s) √ √ √ Facilitate LEA finalization of plans to support implementation of the performance-based evaluation system for building-level administrators/evaluators (e.g., qualified and certified evaluator training; annual recertification process). [AG 2.2] Project Lead; Field Specialists √ √ Support Maricopa County Regional School District in continuation of the peer observation model at the elementary school [AG 2.8] Field Specialist; Peer Evaluator √ √ Deliver 1:1 sessions (Setting and Communicating Direction in the Leader Observation Process) to support superintendents and district leaders at the start of the school year to successfully establish the expectations and approaches for principal supervision and evaluation. [AG 2.2] Project Lead; Leadership Development Administrator √ Provide follow-up support for superintendents on principal supervision and evaluation. [AG 2.2] Leadership Development Administrator √ √ √ Identify content and produce handbook for guidance on implementation of the Power LOI (shorter version of the LOI). [AG 2.3] Project Lead √ √ Add additional content to the Learning Observation Instrument handbook to provide additional guidance to evaluators. [AG 2.3] Project Lead √ Provide additional professional learning and support aligned to observation elements from the Learning Observation Instrument (e.g., Real-Time Assessment, Content Accessibility) that help mitigate the COVID Slide. [AG 2.9] Project Lead; PD Team; Peer Evaluators √ √ 35 Add additional content to the Learning Library to support educators with reversing potential learning loss due to COVID-19. [AG 2.5; 2.9] PD Team √ √ Verify crosswalk of the Learning Library PD resources to Learning, Coaching, Leading, and Evaluating Series. [AG 2.7] PD Resource Coordinator(s); Leadership Development Administrator √ Produce and publish PD packages into the Learning Library for the Learning, Coaching, Leading, and Evaluating Series based on Year 5 gap analysis (i.e., Accountability for Goals from the Leading Observation Instrument). [AG 2.7] PD Team; Leadership Development Administrator √ √ Continue virtual coaching project to support students with acquiring early reading skills and teachers with growth in effective reading instruction. [AG 2.10] Peer Evaluators √ √ Meet with school leadership and/or instructional coach to outline the scope for virtual coaching. Peer Evaluators √ √ Provide teachers information and support regarding the progression of early literacy skills, approaches to effective and timely interventions, and effective assessment methods employing the site-based curriculum. √ √ Meet with teachers bi-weekly to analyze student data and identify next steps. Differentiate support based on teacher need, the impact of the coaching thus far, and the implementation of strategies. √ √ School leader or instructional coach assumes coaching role to ensure sustainability of the support. √ Use Year 5 gap analysis of the Leaning Library tagging system to establish priorities for additional resource production (e.g., There are currently 0 resources tagged for Culture of Improvement from the Leading Observation Instrument). [AG 2.5] PD Team; Leadership Development Administrator √ Produce and publish resources into the Learning Library based on Year 5 identified needs (e.g., technology in the classroom; mastery learning; diversity; equity; inclusion). [AG 2.5] PD Team √ √ √ Access and analyze Educator Goal Plan (EGP) user analytics (uploaded goals and use of resources) to establish support plan. [AG 2.4] Project Lead; PD Resource Coordinator(s) √ Finalize all EGP resources in the Learning Library including slide decks, templates, playlists, user guides. [AG 2.4] Project Lead; PD Resource Coordinator(s) √ √ √ Provide additional support to building-level leaders on using the LOI Scope and Sequence Handbook to inform Educator Goal Plans. [AG 2.4] Field Specialists √ Implement school-level EGP support plans. [AG 2.4] Project Lead; Field Specialists; Peer Evaluators √ √ √ Collect new classroom- and site-level video footage aligned to LOI element gaps in Pre-K, Kindergarten, 1st, 2nd, 7th, and 8th grades. [AG 2.6] PD Resource Coordinator(s); Videographer √ √ Collect new classroom and site level footage to create Best Practices Spotlight videos for performance levels 4 and 5 from the Learning Observation Instrument. [AG 2.6] √ √ Complete revision of video clips that are too long, missing graphics labeling element evidence, and/or contain errors. [AG 2.5] √ √ Create Virtual Instruction Best Practice videos where online lessons have demonstrated adaptation of LOI elements for virtual learning (emphasis on Learner Engagement and Instructional Strategies elements). [AG 2.5] √ √ Ensure videos associated with Certified Evaluator Training are uploaded into the Learning Library. [AG 2.5] √ 36 Provide technical assistance to LEA assessment personnel on updating their assessment plans for SY2021-22 and SY2022-23. [AG 2.12] Assessment Coordinator √ √ √ Support LEAs in designing educator effectiveness ratings based on district vision for SY2022-23. [AG 2.11; 2.12] Project Director; DMS Project Manager √ √ √ Assist LEAs with assessment decisions for inclusion in overall effectiveness ratings Assessment Team √ √ Determine feasibility of use of assessment data from new vendors. √ √ √ Analyze the validity and reliability of new student growth measures. √ √ Determine options for housing custom assessment items for non-tested areas (e.g., music, art, PE). [AG 2.13] √ √ Evaluate the feasibility of offering SGP growth measures to Alliance+ districts. √ √ √ Support districts in determining the educator effectiveness model that will be used to calculate LEA-specific REIL Scores. √ √ √ Implement A to Z process to produce educator effectiveness ratings in summer 2022. [AG 2.11] DMS Project Manager √ √ Develop back-end configurations to support new/varied LEA-specific student growth measures. DMS Project Manager √ √ Refresh ADE statewide demographics data (e.g., entities, educators, students). √ √ √ Support LEAs with completing the educators’ rostering process. √ Support LEAs with identifying eligible educators and verifying all individual-level data are captured. √ Update guidebooks to support LEAs with A to Z process communication. √ √ √ Conduct DLA review to ensure REIL Scores are accurate. √ Deliverables: Activity Grouping 2 Finalized Qualified Evaluator Training packages uploaded to the Learning Library. √ Updated handbook for the Learning Observation Instrument uploaded to the Learning Library. √ Power LOI handbook complete and uploaded to the Learning Library. √ Nine additional Accelerated Learning and COVID Resources uploaded to the Learning Library. √ Setting and Communicating Direction in the Leader Observation Process uploaded to the Learning Library. √ Finalized Learning, Coaching, Leading, and Evaluating Series modules uploaded to the Learning Library. √ Diversity-, equity-, and inclusion-related resources uploaded to the Learning Library (30 items). √ Ten resources (technology in the classroom) uploaded to the Learning Library. √ All elements from the observation instruments will have at least one Learning Library tag assigned to them. √ √ √ EGPs for all educator groups uploaded into RDSS. √ √ Eight Additional EGP resources uploaded into the Learning Library. √ 221 video clips/videos uploaded into the Learning Library (i.e., 75 revised video clips; 100 PD videos; 16 virtual instruction best practice videos; 30 new video clips aligned to LOI) per the Video Assets Gaps, Refreshment, and Revision Plan. √ Better Beginnings presentation slides detailing the goals of the Virtual Coaching program √ 37 Communication materials to support understanding LEA-specific growth measures. √ √ Updated Conceptual & Practical REIL Score Guidebooks complete. √ REIL Scores calculations complete. √ Activity Grouping 3: Student Access to Effective Educators Customize and implement Opportunity Culture performance management system including processes, rubrics, and feedback guidance for monitoring district support and school-level implementation quality. [AG 3.1] Project Lead √ Assess current level of OC district implementation and support (using OC district implementation rubric). [AG 3.1] Project Lead; Field Specialists √ Assist LEAs in annual school re-design to ensure sustainable school models. [AG 3.1] √ Provide feedback to LEAs/schools on redesigned school models for SY2022-23. [AG 3.1] √ Conduct two feedback rounds with district teams for OC schools (Fall 2021 & Spring 2022). [AG 3.1] √ √ Identify key revisions for year-long and summer professional development sessions for educators serving in OC roles. [AG 3.1] Project Lead; Field Specialists; LEAs √ Provide targeted support to newly hired and returning OC educators, and share with OC principals feedback aligned to high-priority School Implementation Review (SIR) indicators. [AG 3.1] Project Lead; Field Specialists √ √ √ Provide additional training for the LEA-identified individuals at the district level who will lead the Opportunity Culture initiative post-grant. [AG 3.2] Project Lead; Leadership Development Administrator √ √ √ Verify priorities for the Learning Library resource production for those serving in OC roles. [AG 3.3] Project Lead; PD Team √ Create and produce additional role-specific content (based on identified gaps) for upload into the Learning Library to support the Reach Associate role (i.e., Managing Up self-led PD; Checking for Understanding self-led PD). [AG 3.3] √ √ Create and produce additional role-specific content (based on identified gaps) for upload into the Learning Library to support the Extended-Impact Teacher role (i.e., Student Engagement with Large Groups self-led PD; English Learner Instructional Strategies and Supports 6-part series). [AG 3.3] √ √ √ Facilitate professional development session(s) for instructional assistants (3- modules) to prepare for serving in a Reach Associate role. [AG 3.4] Peer Evaluators √ √ √ Follow up with each participating instructional assistant to observe and provide feedback on implementation of the new skills in their instructional context. [AG 3.4] Peer Evaluators √ √ √ Deliverables: Activity Grouping 3 Setting and Communicating Direction in the Leader Observation Process uploaded in the Learning Library. √ Managing Up self-led PD uploaded in the Learning Library. √ Checking for Understanding self-led PD uploaded in the Learning Library. √ Student Engagement with Large Groups self-led PD uploaded in the Learning Library. √ English Learner Instructional Strategies and Supports 6-part series uploaded in the Learning Library. √ Three self-led professional development modules for instructional assistants (slides, assigned readings, supplementary materials, and a template to be completed and brought to the live, synchronous practices sessions) √ 38 Three professional development packages for the facilitated, live, synchronous instructional assistant sessions which will include slides, facilitator guidance, and a participant workbook. √ Program Management Implement No-Cost Extension Management Plan. Project Director √ √ √ Implement sustainability plans to support LEAs guided by EED TA Comprehensive Guide for your Effective Educator Development Programs Grant. Project Director; Finance Specialist √ √ √ Implement Measure and Monitor Plan. Project Director; Program Manager √ √ √ Implement program evaluation plan Project Director √ √ √ Enact plan to ensure carry-forward of REIL-Extend webpages/content post- grant Program Manager √ √ Facilitate Operational and Tactical Planning Team. Program Manager √ √ √ Facilitate Assessment Team meetings. Assessment Coordinator √ √ √ Facilitate “Let’s Talk About REIL-Extend.” Project Lead √ √ Implement Strategy Implementation Plan. HCMS Administrator √ √ √ Facilitate Field Specialist meetings. Project Lead; Project Director √ √ √ Facilitate RDSS Visionary meetings and RDSS Technical Team. DMS Project Manager √ √ √ Facilitate PD Team meetings. Project Lead √ √ √ Facilitate Peer Evaluator Team meetings. Project Lead √ √ Facilitate Video Coordination Team. Project Director √ √ √ Facilitate EGP Design Team. PD Resource Coordinator(s) √ √ Facilitate Peer Evaluator Cadre Teams. Field Specialists √ √ Facilitate Budget Meetings HCMS Administrator √ √ √ Participate in Discover Day sessions (fall, winter) to compile and leverage project-related data. Operational & Tactical Planning Team √ √ Collect annual HCMS Self-Assessment and HRA IC Map ratings (January 2022). Project Director √ Administer annual educator survey. Project Director √ Create and distribute three newsletters (fall, winter, spring) with HCMS-aligned content. Program Manager √ √ √ Create and distribute monthly Learning Library newsletters to inform stakeholders of new content and to highlight existing content. PD Resource Coordinator(s) √ √ √ Publish weekly TXTS for Teachers and TXTS for Leaders. PD Resource Coordinator(s) √ √ √ Complete Year 6 Phase 1 APR. Project Director √ Complete Year 6 Phase 2 APR. Project Director √ Complete final evaluation report (Basis Policy Research). Project Director √ 39 Section 2C: Summative Overview by Month Oct 2021 Nov 2021 Dec 2021 Jan 2022 Feb 2022 Mar 2022 Apr 2022 May 2022 June 2022 July 2022 Aug 2022 Sept 2022 Educator observations ✓ ✓ ✓ ✓ ✓ Co-Observations, Certified Evaluator Training ✓ ✓ ✓ ✓ ✓ Qualified Evaluator Training ✓ ✓ Create & Implement Educator Goal Plans ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Implement LEA-level PD plans ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Utilize HCMS Toolkits & Process Maps to Implement Best Practices ✓ ✓ ✓ ✓ ✓ Collect classroom observation footage to support video bank ✓ ✓ ✓ ✓ ✓ Support LEA-level Assessment Plans ✓ ✓ ✓ ✓ Populate Learning Library with key resources based on identified gaps ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Implement A to Z Process to support overall effectiveness ratings ✓ ✓ ✓ ✓ ✓ ✓ Conduct Stay Interviews & data review ✓ ✓ Support OC School Redesign Planning Based on Feedback Rounds Support the REIL Score & Award Acknowledgment Process ✓ ✓ Release RDSS Enhancements and Sustainability Functionality Section 3: No-Cost Extension Budget Narrative The requested funds will support implementation of the Year 6 management plan. Included below is the budget narrative describing and specifying anticipated costs for each line item of the budget table. The line item costs represent amounts that have been redistributed from the Year 5 APR budget (table ED 524, column e). In order to demonstrate why the amount of TIF5 funds to be used during the extension period is reasonable and necessary, each line item description includes the alignment to specific activity groupings articulated in the prior section. The requested funds will facilitate the final stages of sustainability planning ensuring 40 all partner LEAs can meet current and future program needs and have the organizational resources necessary to support continued implementation of their LEA-wide human capital management systems post-grant. Section 3A: Line Item Budget Narrative Budget Category: Personnel / Fringe Benefits $2,983,231 The requested funds will support staffing related to Activity Groupings 1, 2, and 3. 1. Salaries ($2,243,031) and fringe benefits ($740,200) for REIL-Extend program staff. Positions and their associated FTEs are shown in the table below. Position FTE Project Director (1 position); Project Lead (1 position); LEA-specific Field Specialists (4 positions); Measurement Coordinator (1 position); PD Coordinators (2 positions); PD Resource Coordinator (2 positions); Peer Evaluators (9 positions); Leadership Development Administrator (1 position); HCMS Administrator (1 position); Data Management System Program Manager (1 position); Videographer (1 position); Finance Specialist (1 position); Program Manager (1 position); Administrative Assistant (2 positions) 1.0 Assessment Coordinator (1 position) 0.6 Peer Evaluator for Special Ed/Pre-K (1 position) 0.8 Additional Information: Staffing has been aligned to each activity grouping to facilitate Year 6 implementation of the management plan (see Staff Alignment to Activity Grouping below). In addition, to demonstrate commitment to justifying reasonable and necessary costs for requested funds, personnel end dates will vary based on aligned scopes of work. The table below, Personnel End Dates, indicates which positions will end June 30, 2022 and which positions will end September 30, 2022. The FTE percentages are also based on scopes of work. Staff Alignment to Activity Grouping Activity Grouping 1: Human Capital Management Systems Activity Grouping 2: Educator Evaluation Activity Grouping 3: Increasing Student Access to Effective Educators Project Director; Project Lead; HCMS Administrator; Field Specialists; Leadership Development Administrator; PD Resource Coordinators; DMS Project Manager; Measurement Coordinator; Finance Specialist; Program Manager Project Director; Project Lead; Leadership Development Administrator; PD Coordinators; PD Resource Coordinators; Videographer; HCMS Administrator; Field Specialists; DMS Project Manager; Peer Evaluators; Assessment Coordinator: Measurement Coordinator; Finance Specialist; Program Manager Project Director; Project Lead; Field Specialists; PD Coordinators; PD Resource Coordinators; Leadership Development Administrator; Videographer; Program Manager 41 Personnel End Dates FTEs Personnel # End Date 6/30/2022 9/30/2022 1.0 Project Director 1 ✓ Project Lead 1 ✓ Human Capital Management System Administrator 1 ✓ Data Management System Program Manager 1 ✓ Assessment Administrator 1 ✓ Measurement Coordinator 1 ✓ Administrator for Leadership Development 1 ✓ Program Manager 1 ✓ Field Specialists 4 ✓ Professional Development Coordinators 2 ✓ Professional Development Resource Coordinators 2 ✓ Finance Specialist 1 ✓ Videographer 1 ✓ Administrative Assistants 2 ✓ Peer Evaluators 9 ✓ 0.6 Assessment Coordinator 1 ✓ 0.8 Peer Evaluator 1 ✓ Budget Category: Travel $26,000 The requested funds will support a subset of activities from Activity Grouping 2 including: 1. Mileage reimbursement for MCESA program staff to travel to and from districts and schools for LEA- level support and peer evaluation. 2. Airfare, hotel, transportation, parking and/or per diem reimbursement for REIL-Extend leadership team members to attend the annual TIF 5 summit or alternate HCMS-related convening. Budget Category: Supplies $4,500 The requested funds will support a subset of activities from Activity Groupings 1, 2, and 3, including: 1. Videography supplies to support the professional learning production process. 2. Communication supplies to support professional development production and delivery. 3. Printing costs for publication of handbooks/guidebooks. 4. Software subscriptions/renewals (e.g., Adobe Cloud Software) to support program staff in carrying out their job duties (e.g., conference calls, virtual professional learning). 5. Technology tools to equip program staff with the necessary technology needed to carry out job duties (replacement of computer docking stations, monitors). 6. General office supplies to support program staff for PD production and delivery. 42 Budget Category: Contractual $1,967,500 The requested funds will support program implementation for Activity Groupings 1, 2, and 3, including: 1. Implementation of the Opportunity Culture Initiative (Activity Grouping 3) ($43,000) Description: Supports customization and implementation of an Opportunity Culture performance management system. Key activities include: (a) support for LEA implementation of revised school models; (b) additional training for implementation leads; (c) production of role-specific resources for Extended-Impact Teachers and Reach Associates; and (d) enhancement of career pathway model for potential Reach Associates. 2. System Maintenance for the Data Management System (Activity Grouping 1 and 2) ($450,000) Description: Ensures continued operation of the LEA-wide HCMS data management system. Key costs include: (a) Microsoft Azure cloud hosting; (b) software licensing; (c) data operations; (d) security monitoring; (e) manual & automated testing; and (f) software development and IT operations activities; (g) technical support desk implementation. 3. RDSS Sustainability Services (Activity Grouping 1) ($675,000) Description: Increase user accessibility and provide support/back-end development to ensure the data management system will meet the differentiated needs of each LEA post-grant. Key activities include: (a) changing the code within each application to accept LEA-specific configurations; (b) updating/creating permissions to accommodate LEA-specific user roles and application access; (c) making each LEA its own program and migrating each LEA’s historical data to each new program; (d) enabling the data management system to connect to district information systems, utilizing Ed-Fi data standards; (e) modifying the announcement functionality so LEAs can publish their own announcements to users; (f) conducting ongoing user acceptance testing to ensure back-end updates are performing properly; (g) refreshing the user interface of all HCMS reports; (h) enhancing mobile responsiveness and versioning; and (i) expanding on the data displayed to users related to professional development planning on the My Leading Page within the Learning Library. 4. HCMS Services (Activity Grouping 1 and 2) ($375,000) Description: Provide support to capture, import, export, and load essential data sets to enable the management, display, and educator acknowledgement of educator effectiveness ratings (REIL Scores) within the REILize Decision Support System. Key activities include: (a) implementation of the A to Z process resulting in overall effectiveness ratings to guide workforce decision-making; (b) managing the acknowledgement, inquiry, and award processes; (c) updating data packages to load, transform, display, and export HCMS data; (d) developing back-end configurations to support new and/or varied LEA-specific growth measures; and (e) refreshing of statewide demographic data at the entity, educator, and student levels. 5. Measurement Services (Activity Grouping 2) ($250,000) Description: Includes support and ongoing technical assistance related to implementation of the multi- measure performance-based evaluation system. Key activities include: (a) support and technical assistance for refinements to and calculation of overall effectiveness ratings (REIL Scores); (b) implementation and continued validation and refinement of professional practice and student growth measures; (c) coordinating with the IT team on data file 43 diagnostics, cleansing, exchange, and visualization within RDSS; and (d) advisement and support for development and dissemination of educator guidebooks and quick guides. 6. Services for Performance-Based Evaluation and Support System Measures (Activity Grouping 2) ($100,000) Description: Support and ongoing technical assistance related to capturing, analyzing, and usability of student assessment and educator practice data within an educator effectiveness model. Key activities include: (a) identifying assessment vendors with valid and reliable growth measures; (b) supporting communication between the LEAs and assessment vendors; (c) analyzing assessment data and associated student achievement and growth measures to ensure their fair, valid, and reliable use for evaluative and accountability purposes; (d) determining the growth measures and their corresponding weighting within the educator effectiveness model; and (e) creating and calculating LEA-specific educator effectiveness ratings based on the integration of new student growth and/or practice-related measures. 7. Program Evaluation and Data Review Services (Activity Grouping 1, 2, and 3) ($70,000) Description: Support completion of the management plan including monitoring and reporting on program goals, objectives and performance measures. In addition, program evaluation activities will transition to focus on program impact as specified in the original grant application. Key activities include: (a) production of a final summative evaluation report that analyzes the impact of the program on district, educator, and school performance and provides LEA-specific recommendations for post-grant implementation, utilizing years 1-5 data from the LEA HCMS Self-Assessment and HRA Innovation Configuration Map, educator survey, educator observation ratings, educator REIL Scores, and school performance outcomes; (b) analysis of leading indicators of student growth (e.g., educator observation ratings) to develop early warning systems to help LEA superintendents identify principals, schools, and evaluators in need of additional support to improve educator evaluation and performance; (c) identification and development of program implementation guides (e.g., improving qualified evaluator training for observers) and revision of the HCMS Self-Assessment and HRA Innovation Configuration Map to support LEA implementation post-grant; and (d) implementation of two final 2- day Discover Day sessions to consume project-related data to inform any final policy revisions, resource allocation decisions, and post grant sustainability. 8. Conference Registration and Membership Fees (Activity Grouping 1, 2, and 3) ($4,500) Description: Support access to content in HCMS-related areas in order to maintain and enhance knowledge and skills necessary to lead the project. Key costs include: (a) membership fees for REIL-Extend program staff (e.g., American Association of School Personnel Administrators; Arizona Association of School Business Officials); (b) registration fees for REIL-Extend Program staff to attend local/virtual conferences that align with the no-cost extension management plan. Section 4: Concluding Thoughts The TIF5 REIL-Extend grant application contained the following quote as part of the narrative: “Building a stronger teacher workforce requires the thoughtful orchestration of multiple processes working together in a human capital system.” -Jeannie Myung, Krissia Martinez, and Lee Nordstrum 44 We are so close! A tremendous amount of work has been accomplished over the life of the grant to support LEA implementation of Human Capital Management Systems that guide workforce decision- making. The additional time that a No-Cost Extension will offer will resolve the challenges presented over the past year while increasing the vertical and horizontal alignment evident in each LEA. That “thoughtful orchestration of multiple processes” is what we are all after. High-quality resources will be finalized for LEA use; the common vision of instructional improvement will be at the center of workforce decision-making; and tools will be in place to support all major processes. Included below is a table that provides additional visibility on where the review considerations from the TIF5 Instructions for No-Cost Extension Request have been included in the No-Cost Extension Request. Review Consideration Status Placement in NCE Request Notes 1. Whether special or unusual circumstances would delay completion of the project beyond the end of the project period. ✓ Section 1: Special Circumstances 2. The amount of time (up to 12 months) needed to complete the grant activities, including a detailed timeline indicating the due date for specific remaining project deliverables. ✓ Opening paragraph Section 2B: Detailed Timeline of Key Activities 3. The rationale for a no-cost extension (including a justification for why the amount of TIF5 funds to be used during the extension period is reasonable and necessary). ✓ Section 2: Rationale Section 3A: Line Item Budget Narrative 4. Whether the extension violates any statute or regulation, involves the obligation of additional Federal funds, and is necessary to carry out the activities in the approved application. ✓ Section 2: Rationale The NCE does not violate any statute or regulation. The NCE does not involve the obligation of additional federal funds. The NCE is necessary to carry out the activities in the approved application. 5. Year 5 anticipated carryover amount and the total amount needed during the requested NCE period. ✓ APR Budget Table 6. Provide a budget narrative describing and specifying anticipated costs for each line item of the budget table. ✓ Section 3: No-Cost Extension Budget Narrative 45 Section 5: Additional Information Communication Plan Upon approval of the no-cost extension, all 5 LEAs will initiate communications plans, utilizing existing structures to communicate with stakeholders. REIL-Extend’s Project Lead and Field Specialist team will start the communication chain, informing superintendents and their leadership teams. All LEA superintendents will communicate with their governing board. All LEAs will communicate with principals during regularly scheduled meetings to ensure they are prepped for any stakeholder questions. Communication with teachers will occur in a variety of ways. For example, in the Nadaburg Unified School District, they will utilize their annual welcome back letters to teachers to include information on the NCE. They will also share the information at an All Staff meeting at the beginning of the school year. In the Wilson school district, the superintendent’s teacher leader advisory group will be informed, and principals will communicate the information to teachers when they return to school in July. In the Valentine School District (which only has 4 teachers), the superintendent will send out a text message to ensure timely communication. In the Maricopa County Regional School District, teachers will receive the information in writing via the weekly newsletter. In Phoenix Elementary School District, an email will go out to all instructional staff with follow up communication by each principal. All communication plans are additionally supported via the Field Specialists and Peer Evaluator cadre which have frequent contact with teachers. At the MCESA-level, a kick-off meeting will be held in July to remind everyone of the Year 6 objectives and scopes of work. Communication materials will also be prepared to support each district with on-going communication, which will include a Year 6 At-A-Glance. Field Specialists will also work with Implementation Leads at each LEA to review the key activities and timelines, answer questions, and prepare for Year 6 activities. Project Director Signature Dr. Lori Renfro Assistant Superintendent Human Capital Management Systems Authorized Representative Signature Steve Watson Maricopa County School Superintendent