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There is a need for our teams to have effective communication to establish and maintain a common focus in service of our partners. Additionally we need to pull our partners in at all levels to articulate, establish and maintain this common focus across all parties

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set up a clear outcomes and ways to get there ahead of time, with clear roles for every party.

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While working with a new PM, determining the rhythm with the PM, expectations of the coaches within the group, understanding the vision of the scope of work, setting ground rules, and discussing what is most important to the group have been crucial.

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We communicate effectively and stay solution focused, some of the schools are not onboard, but it is a system issue. No current challenge with MLP, the teamwork is the best part.

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Understanding what is best to share asynchronously and what is "group worthy" to share during Huddles or other collaborative time. Info gathering vs. taking action.

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This year I’ve have not experienced any multi level service challenges within my teams. My challenges have mostly been centered in communication - having a full understanding of all partnership components across lines of service.

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We have struggled in understanding each other's roles however through creating strong huddle outcomes, cross attendance at system and school interactions and relationship building we are making huge strides in understanding our roles.

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Different timelines of when service starts

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Different timelines of when service starts

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I am loving the Renton MLP team and have learned so much from Matt and Dan ... one challenge has been the gap in time between when the school services team work began and when the system services team project began. It has taken me a while (almost 4 months) to understand how the two lines of work fit and support one another and where they do not. (Steven Epstein)

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Balancing collaboration and individual work

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We worked as to team to get aligned and coherent.  It is still something that we are constantly aiming for each time we meet.  As a result, we are seeing evidence of impact in Hartford.  #Go Hartford

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We worked as to team to get aligned and coherent.  It is still something that we are constantly aiming for each time we meet.  As a result, we are seeing evidence of impact in Hartford.  #Go Hartford

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Getting started with some levels of the partnerships.  In my case, the schools.

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Understanding where system-school support coherence is critical and where it is, by design, not critical. And ensuring that info is shared across coaches supporting.

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Ensuring that we meet the partner needs/requests while keeping the work within the scope of the contract.

We worked to ensure that we discussed and aligned on the request the partner made, ensured that the request was made by a decision maker or approved by the decision maker and that it fits within what we had scoped as opposed to providing support in a one-off manner or individually responding to each request. We talk a LOT.

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This year, my partner manager has been helpful in helping fill the needs of the district who would only reach out to me on the school and district level last year.

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Challenges: In my experience, huddles are an insufficient structure to align on instructional implications (of district to school) and feedback loops (schools to district). To address this, school coaches and I have scheduled time outside of huddles to connect on the details and next steps required to build coherence

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Challenges: In my experience, huddles are an insufficient structure to align on instructional implications (of district to school) and feedback loops (schools to district). To address this, school coaches and I have scheduled time outside of huddles to connect on the details and next steps required to build coherence

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This is less a problem to solve or data to dive, but I am not sure I have clarity yet on the implications of the coach goal setting discrepancy across school and system services. My hope is that implications will be minimal but I am curious as to what we will learn through out the year.

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Figuring our a Huddle structure that gives everyone a line of sight into all aspects of the MLP. - Reflect, share ideas for other structures

Building trust across the team. - Attempt to spend more time together - in person, book club

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A challenge has been figuring out what information is most important to elevate to colleagues and finding an efficient way for sharing that info. In our KY huddles we've tried a few different ways of sharing info and checking in regularly.

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Realizing that we need to ensure the PM has the whole picture so that they are the umbrella that catches all of the things and can make sense of what is going on at a high level and with some detail