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create some sort of bookmarks, relevant sources/sites

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such a broad competency

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based on this particular scenario, how would you move forward to district BOE (ex.)

how might you craft a coaching convo with a dist. impl. team. what coaching moves do you anticipate bringing into scenario

concrete, tangible into real life situation

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try to diagnose and try to solve in a very authentic way

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connect to district plan/big picture

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ability to predict implications of selection of strategy/framework

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ability to predict implications of selection of strategy/framework

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systems (bullet point)- challenging, but awareness of understanding context. If this... then...

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develop & apply to a particular problem

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we wear multiple hats every day & how to navigate & integrate critical perspectives as unique yet integrated & perspectives

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examples of what has worked (real-world)

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examples of what has worked (real-world)

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real data showing different types of data working together & how data used. successful student outcomes

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opportunity to identify some of tools & resources exposed to as part of MC to apply & rationale for using

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opportunity to identify some of tools & resources exposed to as part of MC to apply & rationale for using

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in whatever scenario contexts are

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data structure expertise & habit of building data

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data structure expertise & habit of building data

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articulate why adapted something & explain to someone else

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simplified version or causal pathways diagram- skill to develop

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simplified version or causal pathways diagram- skill to develop

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ISP competencies- connection between these (bank of prompts, etc.)

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build what we think are good options & what would prepare people for that

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Audit existing efforts and de-implement if needed

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Support clarity in development of roles/responsibilities aligned to stage-based activities and ISP strategies

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Try to see how this new initiative could align with or be embedded with other initiatives so there are not parallel processes or see if there are resources allocated towards low-value practices that might be re-allocated to the new initiative.

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Co-designing implementation plans with an emphasis on identifying determinants (facilitators/barriers) of achieving the desired outputs and outcomes and brainstorming/selecting strategies accordingly. Tools could include causal pathway modeling, review of the universe of strategies. As well as leveraging competencies from levels 1-4

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Co-designing implementation plans with an emphasis on identifying determinants (facilitators/barriers) of achieving the desired outputs and outcomes and brainstorming/selecting strategies accordingly. Tools could include causal pathway modeling, review of the universe of strategies. As well as leveraging competencies from levels 1-4

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Determine how long training will take and how coaching will be ongoing. Build a data calendar for fidelity data and coaching data to be analyzed.

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Help district leaders to reconfigure central office to make it more learning-centered

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For internal: consider TEAMs and Exploration/Readiness in order to address internal workload/resource allocation (stages analysis, SCA/RCA) with leadership

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The team is applying a fairly traditional logic of coaching as part of a basic training package. I think it would be good to have them walk through the process of thinking about what problems and mechanisms are at play here and whether "coaching" is the best option. In other words, I'd want them to develop a process for deciding if coaching is the right solution in the first place.

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Build a regional team of the three coaches and a rep from each district. This can function as the region until more is needed. This creates awareness of the big picture.

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leaning in on the importance of teams - and effective teaming structures would be one way to help support implementation and coaching supports. Pay attention to the critical perspectives/expertise necessary. How to maximize efforts - complement and supplement with what they have in the resource of personnel

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Train the trainer

Establish NIC

Online community

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1. knowing the system, e.g., doing a root cause analysis

2. What has been used in the past and what worked and what did not work.

3. Knowing the local capacity

4. Existing norms and work routines

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combining the "soft skills" (relationships, team-building, co-design, communication) covered in Levels 1-4 with some more technical skills (logic model development, determinant prioritization, strategy selection)

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combining the "soft skills" (relationships, team-building, co-design, communication) covered in Levels 1-4 with some more technical skills (logic model development, determinant prioritization, strategy selection)

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A good tool is anything that provides a step-by-step process of applying implementation strategies

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Teams need to pay attention to critical perspectives and the results of tools used to measure what is happening.

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I think key steps include having sufficient knowledge and skills related to the implementation strategy, having sufficient knowledge of the local context, and having sufficient knowledge of what characteristics of the local context align with specific strategies to inform selection and adaptation.

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have to have connections with the critical partners and perspectives who "live and breathe" in the setting

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similar to the comment below, but in more technical/wonky terms: knowing the goals and related problems of practice in your setting well enough to be able to identify and prioritize the apparent or anticipated "determinants" of implementation success, and then select strategies accordingly

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similar to the comment below, but in more technical/wonky terms: knowing the goals and related problems of practice in your setting well enough to be able to identify and prioritize the apparent or anticipated "determinants" of implementation success, and then select strategies accordingly

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The context consideration here for me as an ISP is significant, especially when working, for instance, in the very small, rural districts in our state. Supporting a very specific "practice" focus when those leaders are responsible for EVERYTHING is really challenging.

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Diagnosing the fit between local context and strategies needed

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Diagnosing the fit between local context and strategies needed

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First, it is important to assess the ecological fit of strategies and local context.

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Drawing out skills to make the best decisions about implementation within the stages including what tools to use and what functions are expected.

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There are many different implementation strategies available to schools (e.g., SISTER strategies). I think this competency assesses whether an implementation practitioner can select the one(s) that will be most useful to a specific context, adapt the strategy to meet local needs if needed, have the skills to actually implement that strategy well, and then evaluate whether it was effective.

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understanding the current context in which the work is occurring. Having a deep connection to the current context, relationships with the humans, understanding of the culture...

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We have discussed that this competency can be akin to learning dance steps (in a more rote way) toward the goal of actually learning to dance... our trick is to ask what the steps may be

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We have discussed that this competency can be akin to learning dance steps (in a more rote way) toward the goal of actually learning to dance... our trick is to ask what the steps may be

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I see a lot of connections to being a "champion" of the work in general... having the knowledge base and accessible language to explain and talk about it... elevate it, advocate for it

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Practice with applying specific strategies to specific problems. The skill we want to develop is translating the vague to the specific.

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It's difficult to be comfortable with 73 ERIC strategies. Each has potential value... the real trick is not memorizing each, but applying them to real world problems when they are likely to fit.