# data[].attributes.headline
Room 1 - outcome data and coaching effectiveness data displayed, some small group problem solving, celebrations and announcements, and diverse.

# data[].attributes.subject
Room 1 - outcome data and coaching effectiveness data displayed, some small group problem solving, celebrations and announcements, and diverse.

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Culture of Inquiry!

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Wide representation including families and students.
Cultural and experiential diversity.
Organized and focused on outcomes. DIDM, problem solving, progress monitoring.aligned actions and clear goals.
Effective teaming structures
Long term monitoring of SMART/precision goals visually.
Consistent use of actions and practices.

# data[].attributes.body
Data focused to determine our effectiveness and looking at fidelity of implementation across our divisions. We would need an implementation tool as a project to guide us. Our implementation is not just with our districts but with our trainings and COPs and how it is helping achieve our outcomes.

# data[].attributes.body
Looking at data at every meeting. Further, determining for the year what data you are going to look at when so teams can be prepared. Making sure the data is disaggregated. And making sure the team is interacting with the data, raising questions, what else do we need to know -- i.e. looking at the data critically.
A problem-solving team!
Use data to celebrate!
Coaches have different views of LEA implementation then the LEAs -- want to talk about and collect data around coaches' perception of implementation such as level of executive leadership.
Action planning and progress monitoring.

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Collaboration amongst colleagues and teams, consistency -consistent message and processes and procedures, consistency to work towards a shared goal, assumed best intention, conversation and collaboration at the state level - consistency with expectation, change and evolving

# data[].attributes.body
constant of what we already have in place
systems
data analysis of outcomes
increased DIDM
teaming is strong, but DIDM and progress monitoring could be stronger
Collaboration is strong
team members are strong and bring different things to the team
Norms are good and would like to continue
More opportunities to share details of how we are working with divisions
More integrated - workgroups not siloed. We need to continue to be generalist in all areas- informed in all areas, not expected to be specialist in the area of our workgroup
Focus on Systems work
We talk a lot about Equity and have great conversations around this but maybe include or division coordinators in the conversation at some point.
Working WITH  and not so much FOR

# data[].attributes.body
Gathering input; problem solving; collaborative decision making; transparent and timely communication (it would be great to see the minutes of the leadership team meetings); time to share examples of the work we're doing

# data[].attributes.body
See a consistent process in place
See evidence of progress monitoring taking place over time
See a group with clearly identified goals that are being tracked
Looks like backward planning - where we want to be years down the road and working backward

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Room 5: Comfortable space, where everyone can feel vulnerable and safe. A feeling of trust and openmindedness.

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Room 5: Comfortable space, where everyone can feel vulnerable and safe. A feeling of trust and openmindedness.

# data[].attributes.body
Lots of collaborative talk

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collaborative; safe; exciting; purposeful; empowering; respecting the expertise within the group and utilizing it

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Room 5: Plethora of voices and perspectives shared, valued, and affirmed.

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Room 5: Plethora of voices and perspectives shared, valued, and affirmed.

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Hearing support from colleagues and leadership.

Honoring each other as individuals and different learners.

# data[].attributes.headline
Room 1 - diverse voices, lots of discussion for action, healthy wrestling/conversations

# data[].attributes.subject
Room 1 - diverse voices, lots of discussion for action, healthy wrestling/conversations

# data[].attributes.body
Culture of Inquiry!

# data[].attributes.body
Safe, able to share a variety of perspectives.
Feels supportive and supported.
Making a difference and is valued.
Sense of urgency because this is important work. About children's lives.
Feels collaborative.
Safe to hold each other accountable for our work together.
High value given to relationships and connections to do the work.

# data[].attributes.body
Culture of Inquiry!

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Collaborative; everyone has a voice; a team that is able to reflect, think and share their vision; You hear data conversations - clear measurable goals with identified action steps and monitoring of progress along the way; active, frequent use of problem solving processes; ongoing opportunities to interface with one another
Group efficacy - group emotional intelligence!

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Hear solid understanding voiced - "elevator speech" - able to share with others
Broad representative voice; all voices contributing and heard - making space/opportunity; enabling contribution
Discussion of successes and barriers related to implementation or effectiveness of practices
Data-informed conversations
Division-level coaching support conversations
Collaborative problem-solving
As a team, identifying divisions needing targeted or intensive supports

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Assumed everyone has best intention, be able to feel vulnerable such as with data discussion to look at and think about the feedback for change, vulnerable in our communications with each other, flexible

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Active participation,  shared problem solving (data-based, OF COURSE) and shared decision making.

Flipped learning: some of the announcements/items can be shared ahead of time (even as voice threads for example) giving us time to process information. Use meeting time to respond and discuss rather than hear it and process immediately. This way we are also increasing opportunities for collaboration.

Avenues or channels for asking anonymous questions/providing comments to allow comfort level for more reserved colleagues.

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clear messaging, continued conversations around data- not just with schools but also for us as coaches

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Feels like progress is being made, movement
Shared clarity about clearly defined benchmarks, to "see" and celebrate where progress is being made
Transparent decision-making

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Discussion around Problem solving and working together.  Shared decision making when it is appropriate.

A clear process for decision making with full transparency with the "what" and the "why" of decision outcomes.

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Ongoing data conversations, additional data, how do we share effectiveness, data to get to improved student outcomes, are we looking at the right data, common language, voices from different perspectives, voices from different offices within the VDOE

# data[].attributes.body
Open conversations, providing a safe and brave place for voice
Solutions oriented
Professional disagreements are ok -- so often people are afraid to voice their concerns
Communication is important -- often schools know more than we do.
Integration amongst teams at all levels (state, VTSS, division) while maximizing strengths.
Incorporation of new ideas with follow-up steps identified (action planning within VTSS not just for LEAs)

# data[].attributes.body
Transparency around decision making
Feeling your voice has been honored and we are feeling treated professionally.

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transparency
honest communication
feedback loops
respectful comments
listening
shared problem solving - not just reporting
networking conversations
reciprocity of problem solving

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Often after meetings there are 2 feelings: productive vs. frustrated.
Want to feel productive and supportive more often than frustrated.
Level of accountability (still in a supportive way)
Movement!
Feel like its ok to change course if data does not indicate intended outcomes -- flexibility along with buy in and commitment

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faith and high trust
mutual shared goals and vision
mutuality
a comfort level
supportive
positive, positive, positive
practicing what we preach- effectiveness measures- goals are clear and DIDM is driving these goals
safe
productive
movers and shakers
think out of the box
F2F to virtual has helped develop trainings that are more relevant
feel meaningful and relevant
flexibility
responsive to the needs of our division
differentiation
innovation

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Consistency of focus and effort.
Strong focus and strategic leadership.
Willingness to reflect and rethink and reshape.
Courage to deal with change.
Practice what we teach.
Coaching using effective techniques.
Ongoing professional learning for coaching from a multi-tiered approach.
Deciding on clear goals to progress monitor as a project.
Identify, organize and align short and long term goals.
Maintain trust and respect.
Willingness and ability to change to what is doable.
Clear communication systems that are two way and responsive.

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alignment with AND within VDOE
more academic data
focused leadership
coming out of our comfort zone
stay anchored to our "Why"

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Room 5: More frequent meetings: twice per month (?) or extending the time, either way meeting the function of more time together:

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Room 5: More frequent meetings: twice per month (?) or extending the time, either way meeting the function of more time together:

# data[].attributes.body
Food for thought: regional meetings? Different purposes for meetings?

Foundation: building a culture of trust

Consider an equitable approach given the numerous responsibilities  (part time/full time/TTACers that are 100% VTSS and those who are only partially (given other projects))

Consistent communication and closing communication loops

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Trusting coaches to make decisions
Follow through
Intentional transparency
Develop a communication plan
Develop and utilize an implementation plan

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-start with "What questions are we trying to answer?"
-Alignment with NIRN
-Need an effectiveness measure, a diagnostic tool- how do we know?  --Matrix is a guide but not a measure. Anchored to a measurement tool
-Leadership committed to a common vision built on the voice of the implementers. Aligned with vision and continue to be collaborative and open to growth.
-Grow the project from behavior focused to multi tiered systems focused, almost a re-set for the project
-focus on the Framework

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Quick Actions would be:  clarifying purpose and scope of work, workgroups, etc.  What is it we want to get accomplished?

Creation of a timeline/timeframe related to grant goals and actual outcomes.  We need to really know how we are progressing on goals and what are we tying implementation to and what
outcomes are we focused on and the specific aspects of state level implementation to reach targeted outcomes.

Make sure we are building on earlier conversations and using and collecting relevant data for problem solving.

Extra funding appears and projects are completed without any input from the team to help coordinate event.   To correct this, we need to have clearly defined processes for planning of events that are planned at the 11th hour.

Ensure we have clearly defined roles and responsibilities for all personnel.

Communication loops need to be shared

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Foundational and common understanding
Enabling context
Trust and safety - sharing barriers and challenges, working together to solve
Clearly defined goals, with incremental benchmarks
Flexibility - in support for each other
Naming the scary as we make change - "scary cool"
More time (more than monthly half days ... or being willing for change process to be slower...)
Being thoughtful about when/how to use distance technology and when face to face is important
Being thoughtful about use of training teams, work groups, ad hoc groups
Re-structuring - organizational, meeting structures, decision-making (with intentionality to ensure transparency)

# data[].attributes.body
Data review and determining other data sources we need to collect, increase our integrated system to move beyond behavior, more conversation around integrated system, come back to principle of MTSS to align, increase procedures and policies that we do everyday to allow more time to focus on other pieces, use flipped classroom like structure to meetings, explicit instruction, problem-solving time in meetings

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Share REALISTIC vision.
Shared LEADERSHIP.
Asking the question - Is what we are doing really getting to the vision? Using data to assess this.
Need to be unattached if it is not helping or unproductive be able to let it go.
Open discussion between VTSS Leadership Team and Implementation Team - how are decisions made between leadership teams (VTSS Leadership, RIC Leadership, VTSS Implementation, Training Teams)
Roles and Responsibilities within the VTSS structure
If something is tied to grants - just say so. If a grant goal is not helping why continuing.
Progress monitoring at the state-level
Ask our divisions what are YOUR needs?