ESBD_File_353562_701-24-010 FINAL DRAFT for ESBD.pdf

RFP 701-24-010, COLLEGE

AND CAREER READINESS

SCHOOL MODELS TECHNICAL

ASSISTANCE

Summary The Texas Education Agency (TEA) is seeking responses from qualified respondents to provide statewide technical assistance and leadership for the Texas College and Career Readiness School Models (CCRSM) network with the goal of preparing students for college, career, or military success. The CCRSM network includes campuses in the planning phase through implementation as an Early College High School or a Pathways in Technology Early College High School academy

Authorized by: CCRSM general Appropriations Act, Article III, Rider 58, 88th Texas Legislature, 2023

Proposals are due April 15, 2024 - 2:00 P.M. Central Time

TEA Contracts and Purchasing Division TEASolicitations@tea.texas.gov

Ms. Demetreus Jones mailto:TEASolicitations@tea.texas.gov

Table of Contents

1. Purpose, Background, and Scope of Work

1.1. Purpose

1.2. Background and Defined Terms

1.3. TEA Mission and Procurement Authority

1.4. Anticipated Schedule of Events

1.5. Contract Term

1.6. Budget

1.7. Scope of Work, Project Description, and Project Requirements

1.8. Project Deliverables and Milestones

1.9. Collaboration

1.10. Contract Monitoring and Dispute Resolution Procedures

2. Submission Process and Instructions

2.1. Proposal Submissions

2.2. Communication

2.3. Proposal Requirements

2.4. Conflict of Interest

3. Proposal Format and Content

3.1. Proposal Checklist

3.2. Understanding of the Project, Methodology, and Technical Components

3.3. Management Plan, Experience, and Qualifications

3.4. Task, Activity, Deliverable, and Budget Plan

3.5. Contractor’s Financial Capability

4. Proposal Review and Evaluation

4.1. Proposal Review

4.2. Evaluation Criteria

5. Contractual Requirements

5.1. Incorporation and Order of Precedence

ATTACHMENT A: NOTICE OF INTENT TO SUBMIT A PROPOSAL

ATTACHMENT B: CONTRACT TERMS AND CONDITIONS, RESPONSE PREFERENCES, AND EXECUTION OF OFFER45

ATTACHMENT C: HISTORICALLY UNDERUTILIZED BUSINESS SUBCONTRACTING PLAN

ATTACHMENT D: PROPOSAL COVER PAGE AND CHECKLIST

ATTACHMENT E: TASK, ACTIVITY, DELIVERABLE, AND BUDGET PLAN

ATTACHMENT F: DELIVERABLE DESCRIPTIONS AND GENERAL ACCEPTANCE CRITERIA

ATTACHMENT G: CONFLICT OF INTEREST ANALYSIS FORM

ATTACHMENT H: INFORMATION SECURITY REVIEW

ATTACHMENT I: DATA CENTER SERVICES (DCS) INFRASTRUCTURE REQUIREMENTS

1. Purpose, Background, and Scope of Work

1.1. Purpose

The Texas Education Agency (TEA) is requesting proposals from qualified organizations to provide statewide technical assistance and leadership for the Texas College and Career Readiness School Models (CCRSM) network with the goal of preparing students for success after high school. The CCRSM network includes campuses in the planning phase through implementation as an Early College High School or a Pathways in Technology Early College High School academy. Campuses serving students for the first five years through the first graduating cohort are considered Provisional. Campuses beyond the Planning and Provisional years are considered Designated or Distinguished, based on the school’s achievement on outcomes-based measures. Campuses who do not meet Designated criteria are considered Designated – Needs Improvement. The selected technical assistance provider will implement innovative strategies for providing a robust model of support to campuses in the CCRSM network anchored in the following six goals:

1. Developing a strategy for successfully launching and scaling CCRSM programs to increase the number of CCRSM programs and CCRSM students

2. Developing a strategy for targeted and stratified technical assistance to support and maintain CCRSMs in the planning, provisional, designated, designated with distinction, and designated needs improvement categories

3. Improving the fidelity of implementation to the CCRSM blueprints

4. Equipping CCRSM leaders from campuses, districts, institutes of higher education, and business and industry to support and sustain a mature CCRSM model

5. Evaluating the effectiveness of the technical assistance provided to the CCRSM network and the CCRSM initiative

6. Conducting longitudinal research to create an impact study of student outcomes.

Proposers are encouraged to develop innovative strategies for providing a robust model of technical assistance to the CCRSM network so that there is a continued, steady increase in the number of students being served by the CCRSM initiative and earning a postsecondary credential (an industry-based certification, level 1 and level 2 certificate, and/or associate degrees).

The selected contractor(s) will provide TEA with deliverables as specified in this RFP by creating and building upon existing resources, systems and materials currently available and as agreed to under any contract(s) resulting from this RFP and in accordance with all requirements stated herein.

Eligible proposers are fiscally viable nonprofit organizations, institutions of higher education (IHEs), private companies, individuals, and Regional Education Service Centers. TEA anticipates that it is likely a contractor will need to subcontract some of the work. Any work that vendor is not highly qualified to perform would need to be subcontracted out to a highly qualified subcontractor. Highly qualified subcontractors have a proven track record of success in the area for which they are being subcontracted, including extensive experience and quantifiable success in the area with data-driven decision making and cycles of continuous improvement.

Proposers must meet the following criteria:

• A proven track record of managing large scale technical assistance projects which bridge secondary and postsecondary education systems.

• Extensive experience in building the capacity of campus leaders, district leadership, business and industry, community stakeholders, and college liaisons to improve academic success.

• Knowledge of effective, research-based instruction and academic practices at the secondary and higher education levels.

• Extensive experience and quantifiable success creating and providing professional development and support in multiple formats (virtual models, e-learning, blended learning, webinars, face-to-face, etc.)

to adults.

• A means of monitoring technical assistance to ensure and improve fidelity to the design components of the respective CCRSM Blueprints.

• Expertise in data-driven decision making and cycles of continuous improvement to enable CCRSM campus leaders to use outcomes-based measures to improve school systems and promote student success.

• A proven track record of identifying barriers to access and success and working with institutions of higher education to align education systems.

• A proven track record of utilizing regional cross-sector partnerships to promote and provide robust work-based learning experiences aligned with labor-market needs to build strong career pathways.

• A proven track record of event planning and hosting events of various sizes, tailored to various audiences, including large-scale, statewide conferences.

• A proven track record of managing and collaborating with external vendors and/or subcontractors.

Ability to develop and coordinate a transition plan from TEA’s current model of technical assistance to Proposer’s new strategy featuring a multi-pronged approach for customized technical assistance.

1.2. Background and Defined Terms

TEA’s Division of College, Career, and Military Preparation provides leadership and supports for Texas’s College and Career Readiness School Models (CCRSM) including: Early College High Schools (ECHS) and Pathways in Technology Early College High Schools (P-TECH). These models seek to accelerate the college and career readiness of secondary students by offering clear pathways to an associate degree or 60+ hours of college credit toward a baccalaureate degree, offering immersive problem-based, specialized study in Career and Technical Education programs of study leading to industry-based certifications and/or postsecondary credentials.

To support CCRSMs through the state’s general revenue budget, TEA is seeking a proposal for technical assistance provider to support secondary and postsecondary leaders implementing an ECHS and/or P-TECH to begin November 2024. A detailed description of each model is below:

ECHS is an open-enrollment model that serves students in grades nine through twelve who are at risk of dropping out or who wish to accelerate completion of high school by combining high school courses with college credit-bearing courses. In partnership with an Institution of Higher Education (IHE), an ECHS must provide an academic program that enables a participating student to receive both a high school diploma and either an associate degree or up to 60 hours toward a bachelor’s degree. Current evaluations of the ECHS model show ECHS students are significantly more likely to graduate high school than their peers who do not attend an ECHS. ECHS students are more likely to enroll in college the fall immediately after high school graduation. They are significantly more likely to enroll in two-year and four-year colleges than their peers who do not graduate from an ECHS. ECHS students are significantly more likely to earn a college degree than comparison groups of students, and data generally show that the ECHS model is accelerating achievement of those students traditionally underrepresented in higher education enrollments. Additional information may be found at the ECHS webpage at the Texas Education Agency.

P-TECH is an open-enrollment model that serves students who are at risk of dropping out or wish to accelerate their learning in a targeted, high-wage, high-demand field of study in grades nine through twelve or for an extended additional two years of high school. Launched by statute passed in 2017, the first P-TECH campuses opened in 2018 and provide the opportunity to earn a postsecondary certificate or industry credential within six years. P-TECHs implement programs of study which are aligned with local workforce needs and leverage industry partnerships to offer age-appropriate work-based learning opportunities in every grade level. Career and Technical Education is an effective drop-out prevention strategy and is shown to be correlated with college and career readiness, high school graduation, and direct-to-college enrollment. Additional information may be found at the P-TECH webpage at the Texas Education Agency.

The guiding frameworks for implementing CCRSM models are the TEA ECHS and P-TECH Blueprints. TEA revised the ECHS and P-TECH blueprints during the 2022 – 2023 academic year. The revised blueprints are effective beginning in the 2023 – 2024 academic year. The blueprints contain benchmarks and design elements, outcomes-based measures (OBMs), and revised designated status pathways, including the creation of the designated-needs improvement category for campuses that do not meet the required OBMs for designation. Each blueprint has at least one benchmark that outlines design elements for partnerships with institutions of higher education, as well as industry and businesses.

As used in this solicitation, the following capitalized terms shall have the meaning as specified below:

Term Definition AP Advanced Placement CCRSM College and Career Readiness School Models CCRSM Network Campus leaders and their higher education liaison(s) implementing one or more of the CCRSM programs CMBL Centralized Master Bidders List https://tea.texas.gov/Academics/College,_Career,_and_Military_Prep/Early_College_High_School https://tea.texas.gov/Academics/College,_Career,_and_Military_Prep/Pathways_in_Technology_Early_College_High_School_(P-TECH)

Contractor “Contractor” refers to entities who desire to do business with TEA.

DIR Department of Information Resources ECHS Early College High School ESBD Electronic State Business Daily HSP Historically Underutilized Business Subcontracting Plan HUB Historically Underutilized Business as defined in Texas Government Code

§ 2161.001 IB International Baccalaureate IHE Institution of Higher Education LEA Local Education Agency NIGP National Institute of Governmental Purchasing OBM Outcomes-Based Measures PAR Progress Assessment Report P-TECH Pathways in Technology Early College High School Planning CCRSM Campus

A campus approved by TEA working to demonstrate they can implement all the blueprint design elements in the year prior to serving students

Provisional CCRSM Campus

CCRSM campuses in the first 5 years of serving students. CCRSM campuses are considered provisional through their first graduating cohort and are required to meet the provisional criteria for OBM of their blueprint

QAP Quality Assessment Plan Response “Response” refers to content submitted by Contractors to TEA in response to this solicitation.

SBOE State Board of Education State or Texas State of Texas TAC Texas Administrative Code TCLAS Texas Covid Learning Acceleration Support TEA Texas Education Agency TEA Procurement Staff

TEA procurement professional(s) responsible for leading the planning, solicitation, and contract formation processes.

TEA Project Manager, TEA Program Staff, or TEA Contract Manager

TEA staff members who are the subject matter experts concerning this solicitation, one or more of whom will manage the contract(s) resulting from this solicitation.

TGC Texas Government Code VPTS Vendor Performance Tracking System

1.3. TEA Mission and Procurement Authority

The Texas Education Agency (TEA) is the state agency responsible for overseeing primary and secondary public education in Texas. TEA’s mission is to improve outcomes for all public-school students in the state by providing leadership, guidance, and support to school systems; every child, prepared for success in college, career, or the military.

https://statutes.capitol.texas.gov/Docs/GV/htm/GV.2161.htm https://statutes.capitol.texas.gov/Docs/GV/htm/GV.2161.htm

TEA has adopted a strategic plan comprised of four strategic priorities built upon five key actions identified below. These may be updated in the future and can be found on the TEA website located here, https://tea.texas.gov/about-tea/welcome-and-overview/tea-strategic-plan:

• Strategic Priorities o Recruit, support and retain teachers and principals o Build a foundation for reading and math o Connect high school to career and college o Improve low-performing schools

• Key Actions (Continuous Improvement) o Supported Educators o Ready Students o Rigorous Engagement o Aligned Systems o Actionable Goal-setting https://tea.texas.gov/about-tea/welcome-and-overview/tea-strategic-plan

This procurement supports TEA’s strategic plan by directly supporting the strategic priority to connect high school to college and career. The mission of CCRSM models is to build and support innovative high schools that provide a structured program, which leads to students to graduate with postsecondary outcomes.

This procurement is authorized by CCRSM general Appropriations Act, Article III, Rider 58, 88th Texas Legislature, 2023.

Pursuant to Texas Government Code §§2151.004(d) and 2155.131, The Office of the Comptroller of Public Accounts has delegated authority to TEA to conduct this solicitation and to award a contract for the purposes stated herein.

https://statutes.capitol.texas.gov/Docs/GV/htm/GV.2151.htm https://statutes.capitol.texas.gov/Docs/GV/htm/GV.2155.htm

1.4. Anticipated Schedule of Events

DATE EVENT

March 14, 2024

Publication of solicitation in the Electronic State Business Daily (ESBD) at:

http://www.txsmartbuy.com/esbd Questions must be directed to TEASolicitations@tea.texas.gov or the HUB Office HUBOffice@tea.texas.gov, as appropriate.

March 21, 2024 @10 am CST

Hold pre-proposal meeting online at:

https://zoom.us/j/93964922716?pwd=VG5PYlIyYUZlRnZMUmsvVVArdVlKdz09

March 25, 2024 Last day to submit written questions about this solicitation no later than 2:00 P.M.

Central Time to TEASolicitations@tea.texas.gov

April 1, 2024 Final publication of questions and answers in the ESBD at:

http://www.txsmartbuy.com/esbd

April 15, 2024 TEA preferred date to receive Notice of Intent to submit a proposal

April 15, 2024 Proposal(s) due no later than 2:00 P.M. Central Time

April/May 2024 Proposal Check-In, Evaluations, and Oral Presentations (if required)

May/June 2024 Commencement of contract negotiations with selected contractor(s)

October 2024 Anticipated start date of contract

1.5. Contract Term

The term of any contract resulting from this solicitation shall be from contract execution to August 31, 2029.

All contracts are subject to appropriation of funds by the Texas Legislature.

Contractors must not perform work before both parties have signed a contract. TEA will not pay for services contractor performs for TEA prior to contract execution.

1.6. Budget

TEA may award one or more contracts from this solicitation. TEA reserves the right not to award a contract from this solicitation. Proposals must include a detailed Task, Activity, Deliverable, and Budget Plan, as described elsewhere in this solicitation and in Attachment E. TEA will not accept separate indirect cost rate calculations for this procurement. The proposed budget and payments to a contractor must be based on satisfactory completion and TEA acceptance of deliverables. The Task, Activity, Deliverable, and Budget Plan must clearly identify proposed prices related to each proposed task, subtask, and deliverable for each fiscal year of the contract.

http://www.txsmartbuy.com/esbd mailto:TEASolicitations@tea.texas.gov mailto:HUBOffice@tea.texas.gov https://zoom.us/j/93964922716?pwd=VG5PYlIyYUZlRnZMUmsvVVArdVlKdz09 http://www.txsmartbuy.com/esbd

TEA will establish monthly invoicing procedures for the awarded contract(s) aligned to completion and acceptance of the deliverables. TEA will pay invoices upon satisfactory performance of services, receipt and acceptance of specified deliverables, and receipt of properly prepared invoices and supporting documentation.

1.7. Scope of Work, Project Description, and Project Requirements

The awarded contractor will provide support, leadership, and guidance through technical assistance for a growing network of CCRSM leaders of planning, provisional, designated, designated with distinctions, and designated-needs improvement ECHS and P-TECH and campuses with the purposes of:

1. Expanding the number of students served by the CCRSM initiative,

2. Ensuring fidelity of implementation to each of the respective models and

3. Developing an effective approach for guiding campus leaders in developing a sustainability plan for longtime CCRSM campuses.

In the 2022 – 2023 school year, TEA designated over 500 ECHS and P-TECH campuses. The number of CCRSM campuses has grown exponentially from 2005 to 2023. From 2021 to 2022, the network grew more than 25 percent and expanded into rural areas new to the CCRSM network. The growth was largely supported by Texas Covid Learning Acceleration Support (TCLAS) P-TECH grant opportunities.

TEA anticipates continued, steady network expansion with CCRSM leaders facing local, regional, and statewide alignment challenges and programmatic complexities. The COVID-19 pandemic presented additional challenges to the CCRSM network, including student learning interruptions and staff shortages and turnover in the network.

The awarded contractor will provide regional and site-specific solutions to ensure fidelity and sustainability to the larger CCRSM network following the rapid expansion and post COVID-19 environment, while also continuing to support consistent network growth. The awarded contractor will support individual CCRSM campuses along a continuum from planning to full implementation to sustainability with the goal of meeting the revised Blueprint requirements and Outcomes-Based Measures for each model.

To support the CCRSM network in accomplishing the goals of these innovative school models, TEA invites proposals for a coordinated approach to provide each of the key tasks of the contract. The awarded contractor will provide innovative solutions to accomplish the following six key tasks:

Task 1. Project Management

1.1 Project Management

The awarded contractor must describe how they will manage the multi-year CCRSM Technical Assistance project to ensure overall success of all key tasks. The awarded contractor is responsible for initiating planning, developing an appropriate project budget, the hiring of a dedicated project manager to oversee project management and to serve as point of coordination with TEA, overseeing the hiring and management of external vendors, and documenting all aspects of activity execution and milestone delivery in order to achieve goals on a specific timeline. The awarded contractor is responsible for coordinating regular meetings with TEA, including an annual staff development event to promote continuous improvement between the technical assistance provider and TEA.

Task 2. Professional and Resource Development

2.1. Learning Communities

The awarded contractor must expand the CCRSM network’s overall fidelity to the blueprint. The approach must consider and address the role of all stakeholders identified in the blueprints and CCRSM region-specific context and challenges. The awarded contractor must provide stakeholder and region-specific solutions. The proposer shall establish CCRSM Learning Communities (e.g., in-person or online affinity groupings) to support collaboration, promote and facilitate best practice sharing, and build network capacity-building for leaders (newer and veteran) within each CCRSM model.

The awarded contractor will develop and implement a project plan for learning communities. The awarded contractor will provide project management, content development, and pre- and post-event planning services for CCRSM Learning Communities which will be informed by the CCRSM network’s evaluation findings and TEA’s strategic priorities.

2.2 Professional Development Events

The awarded contractor must expand the CCRSM network’s overall fidelity to the blueprint. The approach must consider and address the role of all stakeholders identified in the blueprints and CCRSM region-specific context and challenges. The awarded contractor must provide stakeholder and region-specific solutions. The awarded contractor shall establish CCRSM Professional Development Events (e.g., in-person or online) to support collaboration, promote and facilitate best practice sharing, and build network capacity-building for leaders (newer and veteran) within each CCRSM model. Events and should include college partners, business and industry partners, and other relevant community stakeholders.

Professional Development Events will be targeted to particular stakeholders (e.g., college partners, districts, campuses) and targeted to particular regions to address region-specific context and challenges. Events may vary in programming and size to address stakeholder and regional needs but will focus on blueprint implementation fidelity and continuous improvements in outcomes-based measures.

The awarded contractor will develop and implement a project plan for professional development events. The awarded contractor will provide project management, content development, and pre- and post-event planning services for CCRSM events which will be informed by the CCRSM network’s evaluation findings and TEA’s strategic priorities.

2.3 Leadership Summit

The awarded contractor will host the CCRSM capstone network experience (e.g., annual CCRSM Leadership Summit) which provides an opportunity for leadership teams including leaders from secondary, postsecondary, and industry stakeholders to come together to strengthen their fidelity of implementation.

2.4 Resource Development

The awarded contractor will provide and support CCRSM resource development which will focus on blueprint implementation fidelity and continuous improvements in outcomes-based measures.

Resource development will include various field resources, such as CCRSM roadmaps of critical milestones, timelines, and metrics, and other resources to support program implementation and to address critical issues of program fidelity, partnership development, pathway alignment, and data-driven decision making, as described in the CCRSM Blueprints. The awarded contractor will provide project management, content development, graphic design, and ensure accessibility for the resource development. The resource development will be informed by the CCRSM network’s evaluation findings, network needs, and TEA’s strategic priorities.

2.5 Interactive Blueprint Toolkit and CCRSM Website

The awarded contractor must leverage TEA’s online website, resources, and Interactive Blueprint Toolkit to ensure increasing adherence to the blueprint models. The awarded contractor will support ongoing and real-time content management of the CCRSM website with TEA’s input and guidance and will post value-add content (e.g., newly developed resources provided by TEA, Blueprint artifact exemplars, conference presentation materials, and event PR) on CCRSM website in a timely manner.

The awarded contractor will update the CCRSM website to provide relevant information to CCRSM stakeholders including business and industry, college partners, and CCRSM students and families.

Note: The Interactive Blueprint Toolkit is currently under construction and will provide dynamic “official” blueprints with links that connect each design element directly with blueprint exemplars, best practices, and state-approved resources for field use.

Task 3. Coaching

3.1 Planning Campuses Coaching

The awarded contractor will provide a multi-pronged strategy and approach for supporting Planning Campuses seeking to complete the CCRSM Planning year and implement a CCRSM model following the Planning year. The technical assistance must be differentiated to meet needs of individual CCRSM models and multiple levels of expertise of campus leaders. The approach must include how the technical assistance will ensure campuses complete their Planning year and are fully prepared for implementation as guided by the blueprints and model-specific roadmaps to opening (e.g., CCRSM Blueprints the CCRSM Roadmaps). The awarded contractor will develop and implement a strategy for sharing best practices and professional development among coaches across the state. Proposals should clearly describe the technical assistance approach for this initial 1-year period.

3.2 Provisional Campuses Coaching

https://www.texasccrsm.org/

The awarded contractor will provide a multi-pronged strategy and approach for supporting Provisional Campuses seeking to implement a CCRSM model through their second graduation cohort (5 years of implementation). The technical assistance must be differentiated to meet needs of individual CCRSM models, campus maturity level, and multiple levels of expertise of campus leaders. The approach must include how the technical assistance will ensure campuses are fully prepared to meet designation OBM standards as guided by the blueprints (e.g., CCRSM Blueprints). The awarded contractor will develop and implement a strategy for sharing best practices and professional development among coaches across the state. Proposal should clearly describe the technical assistance approach for this initial 5-year period.

The awarded contractor will use a regional approach across the state to deepen and cross-pollinate the CCRSM network’s best practices. The proposer will develop a cross-sector strategy aligned with the following objectives: 1) build intrusive interventions and support systems, 2) facilitate data sharing across organizations to enable real-time support services for coordinating with key regional partners to identify and address barriers to access and success, 3.) improve credit transferability and applicability, and 4.) increase scale of CCRSM models.

Technical assistance providers will serve as a resource, supporting collaboration among secondary and postsecondary partners to improve coordination efforts for developing effective CCRSM memorandums of understanding and for developing sustainable practices that result in meeting designation standards. Additionally, the awarded contractor will ensure coordination and alignment of the technical assistance plan with TEA’s strategic priorities and ongoing initiatives such as, but not limited to Texas Regional Pathways Network, Programs of Study, Tri-Agency Workforce Initiative, Effective Schools Framework, and College Preparation Assessments.

3.3 Designated Campuses Coaching

The awarded contractor will provide a multi-pronged strategy and approach for supporting Designated Campuses seeking to renew their designation status. The approach must include how the technical assistance will ensure campuses are fully prepared to meet designation OBM standards as guided by the blueprints (e.g., CCRSM Blueprints). Proposal should clearly describe the technical assistance approach for campuses in the designated category.

3.4 Designated with Distinction Campuses Coaching

The awarded contractor will provide a multi-pronged strategy and approach for supporting Designated with Distinction Campuses seeking to renew their designation status. The approach must include how the technical assistance will ensure campuses are fully prepared to meet designation OBM standards as guided by the blueprints (e.g., CCRSM Blueprints) and continue to meet distinction OBMs. Proposal should clearly describe the technical assistance approach for campuses in the designated with distinctions category.

3.5 Designated – Needs Improvement Campuses Coaching

The awarded contractor will provide a multi-pronged strategy and approach for supporting Provisional Campuses seeking to implement a CCRSM model through their second graduation cohort (5 years of implementation). The technical assistance must be differentiated to meet needs of individual CCRSM models, campus maturity level, and multiple levels of expertise of campus leaders. The approach must include how the technical assistance will ensure campuses are fully prepared to meet designation OBM standards as guided by the blueprints (e.g., CCRSM Blueprints) following completion of the needs improvement period. The awarded contractor will develop and implement a strategy for sharing best practices and professional development among coaches across the state. Proposal should clearly describe the technical assistance approach for the needs improvement period.

The awarded contractor will use a regional approach across the state to deepen and cross-pollinate the CCRSM network’s best practices related to needs improvement. Technical assistance providers will serve as a resource, supporting collaboration among secondary, postsecondary partners, business and industry, and relevant community stakeholders, to improve coordination efforts for implementing CCRSMs, developing sustainable practices, and meeting OBM standards.

3.6 Coaching Data Strategy

As part of the multi-pronged strategy and approach for supporting CCRSM campuses across all designation status, the awarded contractor must include a strategy to collect and manage campus data.

The awarded contractor will identify, collect, and use campus assessment data to customize and inform coaching and technical assistance for schools and develop school recommendation reports.

Task 4. Communication

4.1 Comprehensive Communication Strategy to Support CCRSM

The awarded contractor will use a comprehensive communication strategy, in partnership with TEA, which identify opportunities to promote CCRSM initiative and to expand engagement of stakeholders with the specific goal to support existing CCRSMs and scale the number of CCRSM stakeholders and campuses. The awarded contractor will develop a method for facilitating greater communication and collaboration within and between CCRSM models and campuses and provide differentiated supports, outreach, and communication (e.g., low-touch to high-touch) based on programmatic strength and maturity.

The awarded contractor will design targeted engagement and recruitment strategy for communication with non-network members who may become interested in implementing CCRSM programs, supporting existing CCRSM programs, or supporting the CCRSM network. The awarded contractor will identify and document best practices in communications and use data analytics to track user engagement, determine effectiveness of communication strategy in meeting objectives, synthesize and provide reports to TEA, and make programmatic adjustments as necessary. The awarded contractor must provide assistance to TEA throughout the designation and post-designation process including communications of designation status in order to provide information to campus leaders and IHEs regarding onboarding into the CCRSM network and to connect leaders to appropriate resources.

4.2 Transition Plan for CCRSM Network

The awarded contractor must develop and execute transition plan for the CCRSM network which provides a seamless transition of current learning communities such that engagement in the network is retained and programmatic changes are effectively communicated to a diverse set of stakeholders.

Task 5. Data and Research

5.1 CCRSM Sustainability Program

The awarded contractor must build a Sustainability Program which includes: 1) a campus-specific approach, 2) considers regional specific context, 3.) leverages CCRSM network value and growth, 4) continues to build upon district and community support, with 5) enabling partnerships, and 6) continued improvement toward outcomes-based measures such that a growing number of CCRSM campuses attain Designated and Designated with distinction status. The awarded contractor will develop a logic model to support the development and implementation of a Sustainability Program that builds the capacity of veteran and emerging leaders of CCRSM campuses who are transitioning out of the Planning and Provisional status as they attain Designated or Distinguished status for the purpose of identifying strategies for fiscal and programmatic sustainability.

The Sustainability Program should at minimum address the ongoing challenge of staff and leadership turnover, COVID-19 impacts on student learning, expanding sustainable, transferable, and applicable dual credit opportunities for students, and include a strategy for building long-term buy-in from CCRSM network leadership which encourages year-long engagement of CCRSM leaders at events and the sharing of their best practices across the network. Additional priorities and approaches may be included based upon the awarded contractor’s understanding of the field and organizational expertise.

Innovative approaches may be designed to target campus, district, higher education, and business and industry stakeholders who will develop deep knowledge of CCRSM models with the goal of scaling best practices and building expertise within the CCRSM network and minimize disruption of programmatic services due to leadership turnover. The CCRSM Sustainability Program should enhance and dovetail with the technical assistance coaching strategy and CCRSM professional development events in order to provide a seamless experience for the CCRSM leader.

5.2 Formative and Summative Feedback for Programmatic Improvement The awarded contractor must develop and deploy formative and summative assessments to campus leadership teams and higher education partners in collaboration with external reviewers to: 1) identify gaps in fidelity to the CCRSM Blueprints, 2) document campus-based strengths and challenges, 3) identify capacity challenges and 4) synthesize leadership priorities for technical assistance. The awarded contractor will use formative assessment data for customization and continuous improvement of technical assistance. The awarded contractor will use a dynamic and integrated online data collection portal to synthesize learnings from multiple evaluation elements (e.g., technical assistance assessment, intrusive interventions conducted, campus assessments, IHE partner surveys, end of year assessments). The awarded contractor will complete an annual review of all CCRSM schools and develop annual Program Improvement Plan with priorities and strategies identified for ongoing programmatic improvement and provide formative and summative feedback of technical assistance services and opportunities for TEA.

5.3 Implement Data Collection and Management System

The awarded contractor must develop and manage a robust online data collection system utilizing dashboards with multiple views that link technical assistance intrusive interventions with dynamic Campus Profiles and OBM data. The data collection system will be used for campus case management and will be integrated to campus designation data, campus OBM data, and the CCRSM designation portal. The awarded contractor must develop and manage the portal structure, provide regular data updates to TEA, and manage portal user access.

5.4 Implement a Designation Portal for the purposes of CCRSM Designation The awarded contractor must develop and manage a robust online data collection system utilizing dashboards and end user interaction and contain multiple views that link technical assistance intrusive interventions with dynamic Campus Profiles and OBM data. The purpose of this Designation Portal and Application process is to support the CCRSM Commissioner’s Rules that requires campuses to apply yearly to maintain CCRSM program status. The data collection system will be used for campus case management and will be integrated to campus designation data, campus OBM data, and the CCRSM designation portal. The awarded contractor must develop and manage the portal structure, provide regular data updates to TEA, and manage portal user access.

5.5. Program Evaluation of Technical Assistance and CCRSM Initiative

The awarded contractor must conduct or secure a third-party Program Evaluator and/or Researcher and collaborate with TEA to conduct external evaluation of Technical Assistance provided and the CCRSM Initiative. The awarded contractor will collaborate with the external Program Evaluator and oversee development and deployment of external end-of-year Technical Assistance assessments by campus leadership teams and higher education partners and facilitate the coordination of campus site visits. The objective of the Program Evaluation must include, but is not limited to, the following objectives: 1) evaluation of campuses to determine its level of fidelity to the CCRSM Blueprints, 2) evaluation of correlation of campus’ fidelity to CCRSM Blueprint and positive impact on OBM, 3) evaluation of effectiveness of CCRSM technical assistance model to improve OBM (in aggregate and for determination of effectiveness of individual coaches), and 4) identification of gaps in supporting capacity-building of the CCRSM network, 5) identification of opportunities for programmatic growth, and 6) determination of institutional barriers to scaling the number of students served in order to identify solutions.

5.6 Longitudinal Research: Research Related to Student Outcomes

The awarded contractor must conduct, or secure a third-party research entity, to provide a comprehensive, longitudinal research study to determine the impact of Texas’ CCRSM initiative on student success. The proposer will coordinate with TEA to develop a research agenda which will capture the value-add to students for participating in a CCRSM program. The study must provide disaggregated data on student outcomes associated with high school as well as postsecondary success beyond graduation. Disaggregated student outcomes may include, but are not limited to, student ethnic distribution, students who are considered at-risk, economically disadvantaged, or special populations.

5.7 Longitudinal Research: Research Related to Campus-Based Outcomes

The awarded contractor must conduct, or secure a third-party research entity, to provide a longitudinal research study which will capture the success of CCRSM campuses over time for meeting TEA’s criteria for outcomes- based measures. The study will provide disaggregated data (e.g., by program and maturity level) to inform TEA of success of Technical Assistance in supporting continuous improvement of program implementation at the campus level.

Task 6. CCRSM Network Engagement

6.1 Community Engagement Strategy

The awarded contractor must develop and implement a comprehensive strategy for engagement with relevant CCRSM stakeholders, including, but not limited to, key community partners, parents, students, local workforce, institutes of higher education, and non-profits. The strategy must include a landscape analysis and the development of key tools and resources to further engage identified community members to promote CCRSM model understanding, build a culture of CCRSM, and improve CCRSM implementation.

1.8. Project Deliverables and Milestones

To assist ECHS and P-TECH campuses develop and implement high-quality sustainable school models. The awarded contractor will be required to provide the following deliverables. Any Electronic Information Resource (EIR) produced as part of this agreement must follow all standards, and submit all reports referenced in Section R of the terms and conditions (Attachment B). EIR includes documents, websites, and audio and visual presentations.

Task 1. Project Management

1.1 Project Management

Activities associated with project management:

i. Develop multi-year logic model of CCRSM initiative with outline of goals, activities, participation targets, timeline, outcomes, and processes.

ii. Develop multi-year strategic and dynamic workplan of activities, deliverables, and approvals process in collaboration with TEA,

iii. Develop a multi-year project budget (may include incentives for participation in professional development or mentoring activities such as stipends).

iv. Conduct weekly check-in’s and regularly scheduled face-to-face meetings.

v. Provide monthly financial and programmatic reports to TEA.

vi. Describe the management structure and key personnel responsible for implementing CCRSM technical assistance. Describe the hiring and onboarding process that will ensure consistency of high-quality technical assistance. Describe how existing and new resources will be employed through the year to deepen the expertise of field-based technical assistance personnel (hired and/or contracted) over time.

vii. Develop and coordinate an annual staff retreat between technical assistance provider and

TEA.

1.2 Transition Plan for CCRSM Network

Activities associated with the transition plan for CCRSM network:

i. Establish effective channels of communication targeted to key stakeholders.

ii. Facilitate development of new learning communities or affinity groups (in-person and/or online) tailored to meet the needs of CCRSM school and IHE partners.

iii. Develop and maintain listservs for key campus, district, and IHE staff for each CCRSM.

iv. Develop and maintain listservs for each CCRSM model and learning communities.

Task 2. Professional and Resource Development

2.1 Learning Communities

Activities associated with Learning Communities:

i. Develop a calendar of learning communities and agendas; leaders engaged in the Learning Communities may be used to share best practices.

ii. Identify and codify the best practices of CCRSM campuses/IHEs which may be used for soliciting presenters for Learning Communities.

iii. Provide all pre-and post-learning communities event logistics, communications, and registration process for Learning Communities

iv. Provide content development for Learning Communities with a focus on increasing campus leaders’ ability to use data to improve OBMs and implement blueprints with fidelity.

v. Conduct event evaluation by CCRSM network and use analytics reports to inform continuous improvement of programming.

2.2 Professional Development Events

Activities associated with Professional Development Events:

i. Develop a calendar of events and agendas; leaders engaged in the CCRSM network may be used to share best practices.

ii. Identify and codify the best practices of CCRSM campuses/IHEs which may be used for soliciting presenters for professional development events.

iii. Provide all pre-and post-event logistics, communications, and registration process for events.

iv. Provide content development for events with a focus on regional collaboration, increasing campus leaders’ ability to use data to improve OBMs, and implementing the blueprints with fidelity.

v. Incorporates existing CCRSM learning communities, institute of higher education (IHE) partners, and business and industry into events to promote pathway alignment and coordination to improve credential completion and transferability and applicability of credentials earned.

vi. Develops value-added collaboration and professional development opportunities between and among the CCRSM campuses, IHEs, business partners, and other key stakeholders.

vii. Conduct event evaluation by CCRSM network and use analytics reports to inform continuous improvement of programming.

2.3 Leadership Summit

Activities associated with CCRSM Leadership Summit:

i. Develop and implement a plan that provides an opportunity for the CCRSM network leadership teams (800-1,000 attendees) to come together to learn, share, and collaborate.

ii. Coordinate all pre- and post-event logistics, including securing venue, communications strategy, registration process, content develop, evaluation, securing event coordinator, and development of branding/theme in partnership with TEA.

iii. Identify, vet, secure and prepare keynote and plenary speakers.

iv. Identify and develop professional development strands around Blueprint benchmarks, OBM, and best practices in the field.

v. Develop PD strands and break-out sessions targeted at multiple stakeholders to improve fidelity of CCRSM Blueprints and improvement in OBM.

vi. Bridge college and career through engagement with IHE and industry partners at the capstone network event.

2.4 Resource Development

Activities associated with Resource Development:

i. Develop and deploy a needs assessment and landscape analysis to determine network resource needs.

ii. Provide project management of resources, including a calendar of resource development.

iii. Identify and codify the best practices of CCRSM campuses/IHEs which may be used for resource development; leaders engaged in the CCRSM network may be used to share best practices and inform resource development.

iv. Provide timely resource development that includes various field resources, such as CCRSM roadmaps of critical milestones, timelines, and metrics, and other resources to support program implementation and meeting OBM designation standards; resources will address critical issues of program fidelity, partnership development, pathway alignment, and data-driven decision making, as described in the CCRSM Blueprints.

v. Resources (including professional development) to be developed and/or refined that promote short cycles of program continuous improvement related to program evolution (e.g., Roadmap to Opening; Roadmap to Designation, or Roadmap to Sustainability).

vi. Support resource graphic design needs and ensure accessibility for the resource development.

vii. Develop and deploy a plan that enables the CCRSM network to leverage resources.

viii. Conduct evaluation of network use of resources to improve future resource development.

2.5 Interactive Blueprint Toolkit and CCRSM Website

Activities associated with Interactive Blueprint Toolkit and CCRSM Website

i. Develop and deploy a plan that enables the CCRSM network to leverage the Interactive Blueprints.

ii. Post new resources for professional development and technical assistance within Interactive Blueprint Toolkit.

iii. Maintain the current content of the CCRSM website to communicate effectively with the field.

iv. Maintain and update map of CCRSM campuses on the CCRSM website.

v. Maintain calendar of events, registration links, and portal into online learning communities on the CCRSM website.

vi. Expand website to provide relevant information and resources for relevant stakeholders, including industry, college partners, and communities.

Task 3. Coaching Strategy

3.1 Planning Campuses Coaching

Activities associated with Planning Campuses Coaching:

i. Develop a plan to support campus leaders and relevant CCRSM partners through the process of pre-planning (recruitment), application development, and planning year activities with the goal of increasing the number of students served through CCRSM

ii. A technical assistance model (e.g., coaching and/or peer-mentorship) with activities aligned to learning objectives associated with Blueprints and OBM standards.

iii. Provide customized and tiered supports based on planning campus needs for fidelity of implementation.

iv. Employ technical assistance protocols and various field resources (example resources include a roadmap of critical milestones, timeline, and metrics) to standardize high quality technical assistance which fosters engagement by CCRSM leaders to support campus program implementation and to address critical issues of program fidelity, partnership development, pathway alignment, and data-driven decision making.

v. Develop and employ a case management system to track progress over time in fidelity to blueprint model and to prioritize real-time interventions and adjust technical assistance strategy.

vi. Develop and implement an approach to share coaching best practices during the planning year among coaches; facilitate ongoing professional development for coaches to promote continuous improvement.

3.2 Provisional Campuses Coaching

Activities associated with Provisional Campuses Coaching:

i. Develop a plan to support campus leaders and relevant CCRSM partners through provisional implementation with the goal of increasing the number of designated CCRSMs and the number of students served through CCRSM.

ii. A technical assistance model (e.g. coaching and/or peer-mentorship) with activities aligned to learning objectives associated with Blueprints and OBM standards.

iii. Provide…