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Activity 1.7 Module 1 Capstone
The Module 1 Notetaking and Reflection Guide
Implementation Teams use Terms of References (ToR) to provide clarity about the work of the team, help the team stay ‘on mission’ and orient new members. Use this activity with your team to organize and articulate a ToR.
In order for a program or practice to be usable, it must be defined with sufficient detail to be implemented with fidelity, measured in use, and replicated across multiple settings.
SWIFT Unscripted invited Caryn Ward from NIRN to provide an insightful interview on Implementation Drivers and their role in school transformation.
File(s): Caryn Ward Transcript.pdf
Review a set of 5 scenarios. For each scenario mark one of the following: A) Exploration B) Installation C) Initial Implementation D) Full Implementation E) None of these
Before starting “something new,” it’s important to review what already exists and how your district is using existing resources. This activity can help delineate how much is already being asked of staff and determine if the “new” will fit with the “existing.”
As you are working on building coaching in your team or organization, read the following article. Then, as an individual or with your team, respond to the questions.
The ImpleMap interview process assists implementation specialists in collecting information to inform active implementation planning and development in the organization.
Has your team identified the core components of your intervention or innovation? Has your team clearly defined or operationalized them? If YES, use the Fidelity Assessment Brainstorming Worksheet (included), to complete this activity individually or as a team.
Implementing a fidelity assessment often poses a number of challenges for implementation teams. In this activity we provide an initial four‐step approach for identifying, categorizing, and discussing challenges, then completing action planning.
The purpose of this activity is to provide you and/or your Team with the “space” to discuss and reflect on the components of the Plan‐Do‐Study‐Act Cycle (PDSA) and apply it to your work.
File(s): AIHUB Activity L6 1 PDSA.pdf
This case provides an example of an approach to establishing usable innovations. Review the case example, then go through the discussion questions yourself, or with your team.
Review Module 5, Topic 4: Transformation Zones. Then, create a 2‐3 minute elevator speech for leadership in your organization explaining the difference between a “pilot” and a “transformation zone”.
By “linking” communication protocols, organizations form a practice-policy communication cycle. These feedback processes provide supportive policy, funding, and operational environments for new initiatives, as well as systems changes.
Implementation Teams use PDSA Cycles to help them make meaningful changes, alleviate barriers, and achieve expected outcomes. This activity is designed to help you understand you PDSA strengths, recognize strengths in others, and identify potential team gaps.
“Readiness” is defined as a developmental point at which a person, organization, or system has the capacity and willingness to engage in a particular activity. Use this activity to explore aspects of readiness and change with your Team.
File(s): AI Hub Activity 5.1.pdf
This activity encourages you to identify potential Implementation Team members and responsibilities of team types, as well as consider team support strategies.
You have decided to explore the potential of having an Implementation Team in your building, district, region or state. Looking across your organization, is there an existing team that could be repurposed? Or, do you need to start fresh?
Reflect on your current organization. How would you describe your system, organization or team environment? Use one of the planning tools to assess your environment, then consider plans for potential improvement.