AI HUB Resources

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This one-page handout contains a 17 step protocol for administering the District Capacity Assessment.
This one-page handout contains questions to guide the District Capacity Assessment debriefing process and discussion.
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.
Dean Fixsen from the National Implementation Science Network (NIRN) talks about the role leadership plays in implementing innovations.
A one-page overview of the District Capacity Assessment.
We encourage you and your team to use this Independent Learning Plan as a guide to learning about and applying the information on this Active Implementation Hub web site.
This planning tool will help you identify the core components (essential functions) of your evidence based program, as well as expected, developmental and unacceptable practice variations.
This interactive lesson describes the key functions of the Stages of Implementation Analysis planning tool and high level activities related to the stages of implementation
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.
Karen Blase from the National Implementation Research Network (NIRN) introduces you to the Active Implementation Hub website.
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.
Building up your implementation capacity takes intentional and integrated planning. This handout assists you in thinking through a mutual selection process and includes implementation-specific factors to look for during staff selection.
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.
This 5-minute presentation provides a quick overview of Implementation Science and NIRN's Active Implementation Frameworks.
In this example of a fidelity assessment, items are designed to detect the presence and strength of each PBIS core feature in a school environment. Data source may be a product, interview, or observation. These ways of assessing fidelity are summarized in the handout.
Exploration Stage processes are designed to assure mutually informed agreement to proceed with use of an innovation; both the Implementation Team and the organization understand what is to be done, how it will be done, and the resources and timelines for doing it.

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