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After reading the goals, it seems like this fidelity rubric is measuring a lot of outcomes success and more time should probably be spent developing and perfecting it.

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After reading the goals, it seems like this fidelity rubric is measuring a lot of outcomes success and more time should probably be spent developing and perfecting it.

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I think the caseload of graders and LCs almost seems too much for one person to manage. It feels like the communication and coordination is extremely overwhelming. While we've removed facilitating from this role, this is still a tremendous amount of work that is usually spread out amongst a regional team. I'd be curious to hear reflections thus far. 

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I think the caseload of graders and LCs almost seems too much for one person to manage. It feels like the communication and coordination is extremely overwhelming. While we've removed facilitating from this role, this is still a tremendous amount of work that is usually spread out amongst a regional team. I'd be curious to hear reflections thus far. 

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How are we managing course nights once this moves out of a beta phase? As we expand, we could have 10 classes on one night. How does that work with this centralized facilitator role? For DAPS?

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How are we managing course nights once this moves out of a beta phase? As we expand, we could have 10 classes on one night. How does that work with this centralized facilitator role? For DAPS?

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The extent of Zoom training in the Onboarding module: 

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Adding trainings to the onboarding module specific to this role or having a fully facilitator-specific onboarding module, if possible. Ex: Zoom Facilitator-specific Zoom training during the Onboarding process (screen sharing, breakout rooms/what to do if breakout rooms aren't working, general norms for Facilitators during LL) 

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Adding trainings to the onboarding module specific to this role or having a fully facilitator-specific onboarding module, if possible. Ex: Zoom Facilitator-specific Zoom training during the Onboarding process (screen sharing, breakout rooms/what to do if breakout rooms aren't working, general norms for Facilitators during LL) 

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From the design side, I think we need more clarity on what new execution resources are being requested to make this successful.

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From the design side, I think we need more clarity on what new execution resources are being requested to make this successful.

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Taylor was able to ramp up to full facilitation of LLs within just a few weeks of being hired.

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The DAPS role has not had space to focus in on customer service because they are putting out fires, managing their team, and are consistently in Learning Labs. We'll need to solve for this for scale. Some solves will come from automation, but some wont.

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We will need to ensure that we're prioritizing our cross-functional work effectively and that we're assigning the right owners to projects to avoid redundant work.

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We'll need to partner on our ongoing project to set guardrails around customizations in design, operations, and implementation and effectively steward that work with sites moving forward.

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Resource allocation and capacity planning

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Resource allocation and capacity planning

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As we look at our scale goals, we need to advocate jointly for the right people and technology resources to effectively automate, delegate, deprioritize, and/or stop work to help us reach outcomes.

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We could partner on a specialization audit to see what could be unbundled from an overburdened role (or "single point of failure" in systems language) into specialized roles to support sustainability for our products and people.

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Can we build the operations around a faster and more reliable ramp to deliver our program on new campuses? - Can we say more about this? Is our goal to automate more processes or make processes generally "quicker"?

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Can we build the operations around a faster and more reliable ramp to deliver our program on new campuses? - Can we say more about this? Is our goal to automate more processes or make processes generally "quicker"?

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New RMDs do not need to be in the weeds of programming as they onboard to their other responsibilities

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New RMDs do not need to be in the weeds of programming as they onboard to their other responsibilities

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Reliability makes me think about consistency of our ops model, so I'd maybe shift that language over from that diagram over to ops? Because our activities could produce consistent outcomes across markets but that doesn't necessarily mean they are inherently the right measures.

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We'll need strong case management systems to track students through the Accelerator, post-Accelerator, through SFOs

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How do we make absolutely sure the needs of CDA inform our budgeting and goal planning for FY25 across the impacted teams?

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Are we able to consolidate meeting schedules to provide more space/time for people to work and PPA?

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Determining if the outcomes of the beta phase are applicable to our other sites

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Determining if the outcomes of the beta phase are applicable to our other sites

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How will we know we're ready to expand CDA to other sites?

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Pulling CDA off well will allow us to implement and monitor OSE with fidelity

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How do we ensure that centralized facilitators create an authentic and relevant feel that is less superficial and more connected to the values, identity, etc. of the HEP?

I think the Bad Bunny concert example is a helpful shorthand for what we mean, but what about really being responsive to the unique context in a way that is feasible at scale?

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Thinking we may have to shift regional caseloads. Does the caseload system still make sense with CDA?

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Great opportunities for new regions and RMDs

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Great opportunities for new regions and RMDs

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The centralized support is an exciting solution for new/small regions. But also, it takes more thorough communication across more teams and individuals and has capacity risks to consider at scale.

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Codifying new site launch process and DOL/decision-making

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Codifying new site launch process and DOL/decision-making

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As part of our New Sites Council, we're looking to codify new site launch processes (through end of first semester of implementation) as well as DOL/decision-making for key steps along the way. This feels essential for RMDs to have clarity but also to inform the RMD Playbook that Catherine mentioned creating. Will also help determine when Product/CDA is part of decision-making v. other roles for all the many questions, customizations, and decisions that come up.

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Nearly every system that is unscalable in its current state funnels into the DAPS role (i.e. flagged students, grade auditing, LC quality control/mgmt). We could have a project that would occupy a lot of everyone's time to just help the DAPS be successful and build sustainable, scalable systems, which would in term help every other stakeholder be successful too (students, LCs, graders).