1. MMD Systems  District-level focus Shared focus on goals
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
(cont)
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
MMD Systems
District-level focus
Shared focus on goals
Coordinated data-driven collaboration
Systemic support

2. Systems supporting implementation
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
(cont)
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
Systems supporting implementation
Alignment
Implementation stages
Implementation drivers
Policy and practice relationship
Let’s walk through each, starting with alignment. As we go through these, I’ve noted the corresponding page numbers in the blueprint. I encourage you to use the post-its from your trays, pens, highlights---to mark places of alignment. As you work in your cadres, this will help you easily reference each piece of the blueprint. This will also help you to see how the MMD framework functions in an integrated fashion.
Following alignment, I will briefly share background and vision for how systems change is influenced by these implementation. Informed by implementation science research, we have some wisdom as to how we structure and support implementation to result in intended outcomes---rather than accidental outcomes.

3. Alignment is a process! ALIGNMENT (Blueprint pg. 32) 
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
(cont)
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
ALIGNMENT (Blueprint pg. 32)
Alignment is a process!
Effective leaders understand that alignment is not something to check off a to-do list.
Alignment is a dynamic, ongoing process that requires continual monitoring and realigning as conditions and needs change.

4. At all levels! Exploration & Adoption Program Installation
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
(cont)
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
IMPLEMENTATION STAGES (Blueprint pg. 25)
At all levels!
Exploration & Adoption
Program Installation
Initial Implementation
Full Operation
Innovation
Sustainability
Again from the National Implementation Research Network, there are 6 stages of implementation. Like alignment, this is a process, not a destination. You might look at sustainability as the finish line. If you’re goal is sustaining status-quo, then yes sustainability is your finish line. But we know, rarely does status quo have a long shelf-life. Circumstances, situations, society, ---change! Remember yesterday, when Blaine Henningsen spoke to the future is changing and we need to meet that need.
Before we go through each one of these, I also want you to think about how these stages occur at all level of implementation: district, building, content area, grade level, DESE.
Define each step….

5. Professional learning and support for improving (Training & Coaching)
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
(cont)
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
IMPLEMENTATION DRIVERS (Blueprint pg. 27)
Competency
Teacher and administers hold essential knowledge and skills (Selection)
Professional learning and support for improving (Training & Coaching)
Clear expectations and feedback (Fidelity/ Performance Assessment)
Implementation drivers are the critical factors that drive implementation toward intended outcomes----or accidental outcomes. The work of the National Implementation Research Network categorizes the drivers into competency and organizational drivers. In a nutshell, these three competency drivers address having the right people, with the right expertise and competencies, to do the work---plus a system of monitoring implementation. It is important to note that strengths in one of these drivers can compensate for less attention or weakness in others. For example, the selection driver refers to placing the right people with the right experience/knowledge in the position of implementation. If indeed you have the “right” people, then training and coaching may be less of issue. If you have a novice, you will need to compensate with much attention to training and coaching.
Remember when I mentioned balancing flexibility and fit and how highly knowledgeable and skilled teachers can adapt a practice, based on their observation and expert wisdom, and still achieve positive, intended outcomes? With the driver of monitoring fidelity and performance, it is critical to give adequate attention to how implementation is occurring, so you can determine if drift is OK or is drift call for more training/coaching.
Note the points of alignment in other sections of the blueprint.
Do your teams have the needed expertise and experience for MMD implementation?
How will educators in your district learn about MMD? Learn how to implement the practices with fidelity?
How will you track implementation progress and consistency?

6. Prioritize & strategize improvement (Leadership)
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
(cont)
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
IMPLEMENTATION DRIVERS (Blueprint pg. 27)
Organization
Data shows what’s working, not working, and informs improvement (Decision-support data systems)
Structures and processes align, streamline, and promote fidelity to the right work (Administration & systems)
Prioritize & strategize improvement (Leadership)
9:45-9:50
The organization drivers address systems pieces of data, administration (policies and support), and leadership. Similar to the competency drivers, these can be compensatory; BUT I say that with great caution. Decision-support data systems refer to having the right data, collected at the right times, to inform implementation of practices AND systems as well as outcomes. Do you have a data story? When you look at outcome data, do you also look at data describing how you got those results? Administrative and systems---this is about policies and procedures that help implementation with fidelity to occur. Note, this is not always about money or documents---throwing money or a memo at a problem, is often not solution. It takes effective leadership, to determine how the administrative structures and systems best address the data-determined needs. For example, I remember a district have an ah-ha moment around their data. It is a one high school district. In the high school, if student grades drop below a “C” they were required to go to afterschool tutoring in that subject area. They had a problem of their data (as well as their eyes) showing that too many students were needing tutoring, so they problem-solved around how to best allocate classroom space for this growing number. They actually worked through this solution, then…..had their ah-ha moment. They were looking at the data all wrong. They needed to be addressing why so many students weren’t demonstrating learning on the assessments. Kudos to this district for finding their ah-ha moment. Kudos to them for sharing their story. Remember---as you go on your MMD journey, acknowledge and learning from your ideas that don’t work are just as powerful as learning from your ideas that do work.
Do we have data at each stage and level of implementation and outcomes?
To what extent is alignment across expectations and initiatives occurring?
How leaders effectively support implementation growth and maintenance?
To what extent do leaders use data to inform decision-making and policy design?
Tradition buster

7. At all levels! Policy-Practice (Blueprint pg. 30, Figure 7)  Thurs
□ 7:00a Breakfast
□ 8:00a Orientation
□ 8:30a Step-by-Step
□ 10:00a Break
□ 10:20a Step-by-Step
□ 11:00a Message from
Stacey Preis
□ 11:30a Lunch &
Collaboration 
@MoModelDistricts
#MMDChat
Thurs
Policy-Practice (Blueprint pg. 30, Figure 7)
At all levels!
I encourage you to read this page and digest this graphic because there is a lot at play here. But for now, I draw your attention to 2 elements: Policy enables practice and Practice informed policy.
We’ve mentioned the important of policies supporting practice to occur with fidelity to yield intended, positive results. District and building leaders are in positions to support implementation with fidelity. And, they can also interfere with implementation. Think back to our alignment conversation. If you were to layer and layer and layer expectations….if everything is added as one-more thing,…if everything you do has added reporting, data, etc….This all gets in the way. Let’s look at it differently, district and building leaders problem-solve fit and alignment and in collaboration with teachers determine ways of supporting implementation with fidelity. If this collaboration truly happens, then you’re on the road to practice informed policy. Through this collaboration, there is potential for data-rich discussion about practices, leading to the establishing supportive policies.
And again…..this needs to occur at all levels.