60-S0011-26-CP139_Public Impact SY 26-27.pdf.PDF

Purchasing Department Administration

408 N. Canyon St. Dr. Gerry Washburn Carlsbad, NM 88220 Superintendent Phone: (575) 234-3300 LaVern Shan Fax: (575) 234-3366 Deputy Superintendent

DECLARATION OF INTENT TO PROCURE

VIA SOLE SOURCE

The Carlsbad Municipal School District hereby declares and notifies of its intent to procure and determines the following via sole source procurement:

Posting Date: May 5, 2026

Product/Service: Opportunity Culture Model Implementation Services

Description: Professional services to support the design and implementation of the

Opportunity Culture® model, including training, technical assistance, and ongoing support to ensure fidelity to the framework.

Vendor: Public Impact 115 N Merritt Mill Road Apt 101 Chapel Hill, NC 27516

Amount/Term: $130,056 (excluding tax); estimated tax: $9,618.88

Term: July 2026 – June 2027

Justification: Public Impact developed and owns the proprietary Opportunity

Culture® model and is the sole organization authorized to provide its implementation, training, and support. All components of the model are protected intellectual property and are not available through other vendors. As a result, Public Impact is the only vendor capable of delivering the required services and meeting the district’s needs, making this a justified sole source procurement.

Contact: Crystal Gonzalez, Chief Procurement Officer 575-234-3300; crystal.gonzalez@carlsbadschools.net

Any party wishing to protest the award of this sole source procurement shall submit such in writing to the contact above within fifteen calendar days of this posting.

mailto:crystal.gonzalez@carlsbadschools.net

2021 Sole Source Form

STATE OF NEW MEXICO

SOLE SOURCE REQUEST AND DETERMINATION FORM

A sole source determination is not effective until the sole source request for determination has been posted for thirty (30) calendar days without challenge, and subsequently approved in writing by the State Purchasing Agent or, for Professional Services Agreements, the Secretary of the General Services Department. The foregoing requirement is regardless of whether the sole source request for determination has been signed by the Agency and/or the Contractor.

I. Name of Agency: Carlsbad Municipal School District

Agency Chief Procurement Officer: Crystal Gonzalez Telephone Number: (575) 234-3300 ext. 1013 Agency Contact for this request: Crystal Gonzalez Email Address: crystal.gonzalez@carlsbadschools.net

II. Name of prospective Contractor: Public Impact

SHARE Vendor Number (must be active): N/A Address of prospective Contractor: 115 N Merritt Road Apt 101, Chapel Hill, NC 27516

Contact Name, Telephone Number and Email Address: Tara Meadows-Neill, (915) 205-

2233, tara.meadows-neill@publicimpact.com

III. Term of prospective contract: July 2026 – June 2027

Note: Please refer to §13-1-150 for contract term limits.

If this is an amendment request to an existing contract, include current sole source posting number issued by SPD:

IV. If this is a Sole Source for new or existing IT software licensing subscription(s), Agency is required to upload the Contractor’s draft Service Level Agreement (SLA) with the Sole Source online submission.

V. Agency is required to provide the detailed scope of work (or amendment) for this sole source. Scope of work must match the scope included in the services determination and Horizons declination.

Public Impact proposes this scope of work to provide Carlsbad Municipal Schools technical assistance and professional learning to design and implement Opportunity Culture® (OC) staffing models. District leaders and schools will benefit from tools and lessons learned from years of experience, helping Carlsbad Municipal School District best design and utilize roles and staffing structures within its unique context. Opportunity Culture® design achieves two major goals of school improvement: construct staffing and schedules to reach all students with excellent teachers and transforming the teaching profession into a high-pay, high-impact career that attracts, retains, develops, and maximizes the influence of strong teaching talent. They also propose access to a portal where all professional learning is housed and the documentation of the Design and Redesign processes for all cohorts of Opportunity Culture® schools through each year of implementation.

VI. Provide a detailed explanation of the criteria developed and specified by the agency as necessary to perform and/or fulfill the contract and upon which the state agency reviewed available sources. (Do not use “technical jargon;” use plain English. Do not tailor the criteria simply to exclude other contractors if it is not rationally related to the purpose of the contract.)

Carlsbad Municipal Schools seeks training sessions on Opportunity Culture roles and school models for districts and schools in need of improvement. The district is also seeking a portal where all Design, Redesign, and training materials can be housed for access by school leaders and staff, as well as district leadership. Public Impact is the one organization nationally qualified to provide this technical assistance to support implementation of the Opportunity Culture® model in the district.

VII. Provide a detailed, sufficient explanation of the reasons, qualifications, proprietary rights or unique capabilities of the prospective contractor that makes their company the only source capable of providing the required professional service, general service, construction or item(s) of tangible personal property. (Please do not state the source is the “best” source or the “least costly” source. Those factors do not justify a “sole source.”)

Public Impact created the vision for Opportunity Culture® in 2009, holds the copyright for its materials, and is the only organization engaging all Opportunity Culture® districts in the design and implementation of Opportunity Culture® models. No other organization offers the full suite of Opportunity Culture® design and implementation support. Public Impact is the only organization Carlsbad Municipal Schools could engage to provide this support.

VIII. Provide a detailed, sufficient explanation of how the professional service, general service, construction or item(s) of tangible personal property is/are unique and how this uniqueness is substantially related to the intended purpose of the contract.

Public Impact's Opportunity Culture® initiative extends the reach of excellent teachers and their teams to more students, for more pay, within existing budgets.

Cabinet Secretary/Agency or Entity Head or Designee

If this sole source is being submitted by a governmental agency or governmental entity not under the final authority of the State Purchasing Agent, the State Purchasing Agent’s signature is not required. The signature line may be removed from this form or marked as N/A. Hard Copy Documentation for Courtesy Postings do not need to be submitted to SPD for approval.

© 2021- 2026 Public Impact®/Opportunity Culture® 1 Opportunity Culture® is a registered trademark of Public Impact®; for details, see OpportunityCulture.org/terms-of-use

SCOPE OF WORK FOR 2026-27 PROGRAMMATIC YEAR

Prepared for Carlsbad Municipal Schools, hereinafter “School System”

Point of contact Mindy Rogers

Prepared by Anders Campbell and Jessica Struhs, Public Impact®

Date March 18, 2026

Summary Services to support Opportunity Culture® implementation and scale across the district, including feedback rounds validation, a district redesign session, and tailored professional learning to support educators in OC™ roles.

SCOPE OF WORK OVERVIEW

Public Impact® proposes this scope of work to provide Carlsbad Municipal Schools technical assistance and professional learning to design and implement Opportunity Culture® (OC™) staffing models. Our organization’s work in this area is informed by numerous Opportunity Culture® sites across the nation. District leaders and schools will benefit from tools and lessons learned from years of experience, helping School System best design and utilize our roles and staffing structures within its unique context.

Opportunity Culture® design achieves two major goals of school improvement: construct staffing and schedules to reach all students with excellent teachers and transform the teaching profession into a high-pay, high-impact career that attracts, retains, develops, and maximizes the influence of strong teaching talent.

Five principles form the core of Opportunity Culture® design work:

1. Reach more students with excellent teachers and their teams.

2. Pay teachers more for extending their reach.

3. Fund pay within existing budgets.

4. Provide protected in-school time and clarity about how to use it for planning, collaboration, and development.

5. Match authority and accountability to each person’s responsibilities.

Opportunity Culture® certification allows schools to assert they are meeting the five principles listed above, as defined by critical standards related to higher-growth student learning and stronger educator satisfaction. Schools may also seek validation status to add an extra layer of assurance to the community, ensuring stakeholders that Public Impact® consultants have reviewed their school design and implementation plans, and have confirmed their certification status.

The Opportunity Culture® portal is our online platform that supports all school design, professional learning, and monitoring and feedback services. It allows school systems to design, monitor, analyze, and improve their implementation, with resources updated annually to reflect national data about what works. The portal includes guidance for teaching teams on small-group tutoring for all students, unlimited access to on-demand professional learning and school design assistance, membership to the Opportunity Culture® community, and an opportunity for schools, systems, and states to become Opportunity Culture® certified, which increases the likelihood of boosting student learning, attracts strong applicants, and communicates the strength of your instructional system to your community, state, and funders.

The OC™ portal requires an annual subscription. Our design and implementation services rely on this platform, and pricing of those services now includes the subscription fee. For more information, see our website.

© 2026 Public Impact®/Opportunity Culture® 2 Opportunity Culture® is a registered trademark of Public Impact®; for details, see OpportunityCulture.org/terms-of-use

SCHOOL SYSTEM’S OPPORTUNITY CULTURE® EXPANSION PLAN

Total School Count in District Year 2026-27 2027-28 2028-29 2029-30 2030-31

Number of Schools Designing

0 0 0 0 0

Number of Schools Implementing

9 9 9 9 9

SERVICES AND FEE

Services by School Year Fee

SY 2026-27

• Opportunity Culture® portal, 3 schools

• Ongoing Consultation

• 1 in-person trip, 3 consultants

• Opportunity Culture® educator survey – expert reports

• Validation feedback rounds, 6 schools

• Certification and validation banners and stickers

• Travel (time and expenses)

$900 $57,295 $14,160 $956 $38,940 $297 $17,508

Total $130,056

SERVICE DETAIL

The Public Impact® team’s default delivery mode is virtual, with exceptions noted for relationship building and contextual understanding.

Opportunity Culture® Portal

Deliverable Description

Opportunity Culture® Portal

The Opportunity Culture® portal is an online subscription platform that gives systems, schools, and educators all the resources they need to redesign staffing models, pay, schedules, and more. All educators in participating schools gain access to on-demand learning modules on school design, building a tutoring culture and more, with the chance to earn certificates toward CEUs. Schools can enter the details of their Opportunity Culture® designs and earn Certified Opportunity Culture School® status by meeting data- and research-based standards. Interactive Self-Driven Design™ modules guide school system and school teams to meet these standards, with links to premium tools honed over 10+ years in the field.

Educators can complete the annual OC™ educator survey, giving schools and school systems data to help them improve implementation. Leaders can access other reports to gauge progress of schools toward certification and see how their schools compare to peers nationally. In addition, schools receiving other services, such as summer or school year professional learning, and validation/feedback rounds will access these through the portal. Portal subscriptions are annual, ending on August 15, 2027.

© 2026 Public Impact®/Opportunity Culture® 3 Opportunity Culture® is a registered trademark of Public Impact®; for details, see OpportunityCulture.org/terms-of-use

Implementation Monitoring and Support

Deliverable Description

Intensive Ongoing Consultation

This service provides continuous, responsive consultation support tailored to meet the evolving needs of districts and schools. Includes access to the Public Impact® team’s expertise, developed over decades of district partnerships, including:

• Timely and adaptive consultation to guide design and implementation decisions.

• Strategic advising and problem-solving to address emerging design and implementation challenges.

• Curated access to tools, resources, and frameworks developed through extensive work with hundreds of districts nationally.

• Recurring, frequent communication, including facilitated check-ins, collaborative planning, and strategic touchpoints.

• Executive advising: Recurring touchpoints with the superintendent or cabinet-level leader responsible for assessing and scaling Opportunity Culture® staffing design across the district's schools. Support will ensure the district's needs are being met and will identify actions needed to achieve desired student outcomes through fidelity and scale.

Ongoing consultation positions the Public Impact® team as a trusted partner delivering proactive and responsive support throughout the partnership.

In-Person Site Visits Two trips designed with the OC™ director and district staff to support schools in meeting certification standards, including a district redesign session to assess and adjust district parameters from the initial design year. May include activities such as learning walks, school-based observations, or interviews with school staff.

Opportunity Culture® Educator Survey – Expert Report

Receive expert analysis and recommendations based on your educators’ responses to the annual OC™ educator survey, giving you more on the success of the Opportunity Culture® roles and models.

Validation Feedback Rounds Feedback Rounds provide an added layer of assurance to the community, sharing our confirmation of schools’ design and implementation factors.

Virtual and/or in-person interviews with Opportunity Culture® educators, including the principal, MCL™ educators, a subset of team teachers, TRT™ educators, and RA™ educators, artifact submissions, and short educator surveys to assess and provide feedback on a school’s Opportunity Culture® implementation. After the Feedback Round, schools will receive:

• Notice of validated certification status and specific recommendations if validated status is not achieved yet

• Memo and debrief discussion with each principal on strengths and recommendations to improve implementation, reach, and/or validation level

• An optional “recheck” in winter/early spring to improve validation level based on any changes made.

In addition, the district will receive a debrief call to discuss trends and opportunities to achieve a greater positive impact.

© 2026 Public Impact®/Opportunity Culture® 4 Opportunity Culture® is a registered trademark of Public Impact®; for details, see OpportunityCulture.org/terms-of-use

PROPOSED TIMELINE

All timing is tentative pending scheduling with school system leaders but listed here to illustrate sample sequencing.

SY 2026-27

July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June

OC™ portal *Please note that annual subscriptions end August 15

Ongoing consultation

OC™ Survey Expert Reports

Validation Feedback Rounds

In-person visits

DISTRICT REQUIREMENTS

1. Proprietary Terminology. In accord with U.S. and other trademark laws, Public Impact® has trademarked certain terminology related to its Opportunity Culture® initiative and its associated school staffing roles, such as “Opportunity Culture®” “Multi-

Classroom Leader®“ and “Team Reach Teacher™” to ensure that members of the public can rely on this terminology to indicate that the schools and professionals using such trademarked terms have met the Opportunity Culture® standards associated with those terms. Public Impact® grants School System the right to use its trademarked terminology in accord with Public Impact® organization’s defined standards and only so long as School System complies with such standards, and Public Impact® prohibits the use of alternate versions of its terminology that could confuse public understanding of the trademarked terms. Accordingly, in order to be entitled to use the Public Impact® organization’s trademarks School System must ensure that its personnel use the Public Impact® organization’s trademarks properly. For more information, see the Terms of Use page linked from www.opportunityculture.org. School System and its schools may also seek Opportunity Culture® certified and validated status;

see the certification and validation page on Consultant’s website (currently www.opportunityculture.org/certification-and-validation) for more information. School System and its schools may only refer to themselves as a “Certified Opportunity Culture

School®” or a “Certified Opportunity Culture School System™” if they meet the stated requirements.

2. Proprietary Information. School System will not distribute, share or publish any of the Public Impact® organization’s proprietary materials to any party outside of School System in any form without written permission from Public Impact®.

3. Educator Access to Resources. School System will ensure that educators in participating schools have access to Opportunity

Culture® portal accounts, enabling them to access on-demand professional learning resources that are included in School System’s portal annual subscription, which ends on August 15, 2027. School System will ensure that the portal is fully accessible to educators by working with Public Impact® to address any firewalls or other processes that may block School System’s educators from accessing the portal any pages, files, and other resources therein. Public Impact® will send each educator an email containing login information and a newsletter. School System agrees to provide Public Impact with the email addresses of all school staff members, as required in our portal subscription terms, to facilitate effective communication and service delivery.

a. Initial Submission: School System will deliver a complete list of school staff email addresses within 60 days of contract execution.

b. Ongoing Updates: School System will provide updates on any new or changed email addresses on a quarterly basis.

c. Method for Gathering Email Addresses: School System should use their Human Resources Information System (HRIS) to export a complete list in CSV or Excel format, including full name and position for each staff member. School System must ensure compliance with applicable data protection regulations.

d. To meet the standard for the OC™ Access certification standard at any level, School System must provide email addresses and related staff contact information to Public Impact following a format and using an electronic transmission method allowed by Public Impact. If Public Impact must clean or alter email databases to comply with formatting and transmission requirements, we will invoice School System on an hourly basis for this work at our customary rates.

4. Data Sharing. School System will collaborate with Public Impact® to gather data needed to monitor the initiative’s success and complete required reporting to funder(s), including administering the annual Opportunity Culture® survey to all staff in

© 2026 Public Impact®/Opportunity Culture® 5 Opportunity Culture® is a registered trademark of Public Impact®; for details, see OpportunityCulture.org/terms-of-use participating schools; gathering descriptive data (e.g., number of MCL™ teachers, number of team teachers, roster of staff in Opportunity Culture® roles), and enabling analysis of student growth data to determine impact on student learning. The Public Impact® data team will work with School System’s leaders to establish any needed data sharing agreement.

5. Engagement in Design Process. School System commits to engaging in the above technical assistance from Public Impact® to establish Opportunity Culture® staffing plans that adhere to five design principles:

a. Reach more students with excellent teachers and their teams.

b. Pay teachers more for extending their reach.

c. Fund pay within regular budgets.

d. Provide protected in-school time and clarity about how to use it for planning, collaboration, and development.

e. Match authority and accountability to each person’s responsibilities.

6. Certification. The School System will ensure that all participating schools submit the required data in the Opportunity Culture® portal, with the goal of obtaining certified status for all schools, even if a school does not meet all certification criteria. The School System will monitor whether schools have submitted for certification and support schools positively and persistently, helping where needed and alerting Public Impact to any schools needing further assistance. Certification standards are associated with increased percentages of schools achieving high-growth learning in teams and schoolwide in over a decade of data.

7. School Participation. School System will assign or recruit the included number of schools to undertake design work in SY 2026-

27. Note that if more schools are added once the contract begins, we can draft a contract addendum to provide additional school design services for the added schools. School teams will participate in design sessions and professional learning opportunities.

8. District and School Project Leadership. School System will assign a point person to serve as the Opportunity Culture® design leader. This individual will have enough time and authority to oversee the work and will be accountable for ensuring fidelity with the Opportunity Culture® principles. The timeliness and accuracy of Public Impact® designs reports will be based on information school system and school leaders share with our team. It is the duty of the point person and participating school leaders to share documents and information when requested and to respond to emails promptly to facilitate scheduling and information exchange.

9. Review of school plans. The School System’s design team will review and approve the staffing model developed by each participating school’s design team and monitor each school’s implementation and redesign to facilitate continuous improvement, in accordance with the criteria in the certification standards.

10. School Budget Flexibility. School System will give schools flexibility, to the extent allowed by state policies, to reallocate funds within existing budgets to pay for their staffing plans, including the flexibility to reallocate funds from vacancies, position trades, and Title I.

11. Professional Learning. School System will ensure Opportunity Culture® educators use professional learning services within the contract year; otherwise, the service expires. Contract adjustments can be made 120 days before in-person professional learning starts, 60 days before virtual professional learning services start, and 30 days before coaching cycles. After this deadline, the client will be charged the contracted payment amount regardless of actual participant numbers.

12. Operations Administrative fee. An 18% operations administrative fee is incorporated into the prices indicated on the scope of work. For districts that are invoiced as a flat fee, the administrative fee is accounted for. For districts that are invoiced at an hourly rate, the operations administrative fee will be included separately on the invoice.

Public Impact SOW SY 26-27.pdf