1. min.cenmi.org Michigan Implementation Network Michigan Implementation Network 15 WAYS TO IMPROVE YOUR INNOVATION

2. min.cenmi.org Michigan Implementation Network 15. SHARED VISION & PURPOSE Seems simple - but often OVERLOOKED ASSUMPTIONS are deadly Are the vision & purpose CO-CREATED? Is there CONSENSUS built around vision & purpose? Is there a structured process to identify and articulate NEED?

3. min.cenmi.org Michigan Implementation Network 14. COMMUNICATION Is there an INTENTIONAL focus on communicating about the innovation? Is the message about the innovation CONSISTENT? WHO CONVEYS the message? To WHOM? What CONTEXT would amplify the message? What TIMING would amplify the message?

4. min.cenmi.org Michigan Implementation Network 13. SELECTION PROCESS What PROCESS was used to select the innovation? WHO PARTICIPATED in that selection process? What DATA was used/triangulated to determine a need? Who OWNS the need identified in the data? How can this need become a SHARED PURPOSE?

5. min.cenmi.org Michigan Implementation Network 12. READINESS How would you DEFINE READINESS for the innovation within YOUR CONTEXT? –ADOPTION PROCESS (Consensus, Shared Purpose, Stakeholder Ownership) –IMPLEMENTION PROCESS (Competencies, Leadership, Systems) What PROCESSES will you use to develop the foundations for: –ADOPTION –IMPLEMENTATION

6. min.cenmi.org Michigan Implementation Network 11. ID CRITICAL FEATURES Have you WITNESSED the innovation in PRACTICE? Does the innovation have well defined ELEMENTS/COMPONENTS/FEATURES? Are these features NEGOTIABLE OR NON- NEGOTIABLE? Are you PREPARED TO IMPLEMENT the NON- NEGOTIABLES?

7. min.cenmi.org Michigan Implementation Network 10. COMPLEXITY OF INNOVATION How COMPLEX is this innovation to IMPLEMENT? How DIFFICULT is this innovation to EXPLAIN to others? Are the OUTCOMES of the innovation easily: –IDENTIFIED? –ARTICULATED? –EVIDENCED? Is there RESEARCH/EVIDENCE available to broaden the understanding of the innovation in practice?

8. min.cenmi.org Michigan Implementation Network 9. DEMONSTRATIONS & SCALING DEMONSTRATING THE INNOVATION –DEMOs help STABILIZE the innovation –Are you able to DEMO the innovation in a smaller controlled environment? –Is the innovation: SUCCESSFUL in the demo site? UNSUCCESSFUL in the demo site? SCALING THE INNOVATION –Expansion will require ELABORATION of the model How will the innovation CHANGE due to expansion? How will you SUPPORT a scaled version of the innovation? What ROLES & FUNCTIONS need to change to scale the innovation?

9. min.cenmi.org Michigan Implementation Network 8. LEVERAGING:CONTEXT & CHANGE LEVERAGING-described as the “power to get things done” Three PERSPECTIVES related to change to keep in mind: 1.Manage or Control 2.Neutralize 3.Leverage Thoughts related to CONTEXT 1.Context is Context-can’t change it but you can understand it 2.Pay attention to the players 3.Focus on what matters-don’t get diverted by minutia 4.Develop SYSTEMS to methodically get things done

10. min.cenmi.org Michigan Implementation Network 7. CAPACITY BUILDING Is Personnel Development (PD) PLANNED & COORDINATED across District/ISD to insure non- competition among initiatives? Is the PD Plan SHARED among all education partners? Do the PD Sessions clearly define the training outcomes? Is a systematic COACHING process aligned with training outcomes and innovation standards? Are there STANDARDS OF PERFORMANCE related to the innovation and implementation fidelity embedded within the STAFF EVALUATION SYSTEM?

11. min.cenmi.org Michigan Implementation Network 6. ROLE & FUNCTION CHANGE Is the INNOVATION understood well enough to anticipate the necessary role and function changes within the system? Are STAFF SELECTION processes aligned with the necessary competencies needed for ACCURACY & FLUENCY of implementation of the innovation? Are SYSTEMS aligned/developed/changed to support the ACCURACY & FLUENCY of the innovation? Is there LEADERSHIP commitment uniformly supporting the innovation?

12. min.cenmi.org Michigan Implementation Network 5. MEASUREMENT & PROGRESS Does the innovation have clearly DEFINED INDICATORS of SUCCESS? Are there systems in place to assure DATA DRIVEN IMPROVEMENT? At what LEVEL OF THE SYSTEM are these indicators seen? Are there DATA SYSTEMS in place to COLLECT the needed data and GENERATE REPORTS to insure IMPLEMENTATION FIDELITY? Do staff have the necessary competencies to EFFECTIVELY USE THE DATA to PROBLEM SOLVE?

13. min.cenmi.org Michigan Implementation Network 4. FEEDBACK & SUPPORT ALIGNMENT OF FEEDBACK AND SUPPORTS Feedback and Support Loops should address the following: 1.Status/Stage of innovation implementation; 2.Competencies needed for innovation fidelity; 3.Leadership supports necessary for innovation sustainability; 4.Systems necessary to support innovation implementation; 5.Consistent cycles of improvement to insure eliminate barriers and optimize system to improve implementation.

14. min.cenmi.org Michigan Implementation Network 3. ALIGNED & INTEGRATED Are the INNOVATION OUTCOMES aligned with Building and District priorities and need? Are the activities of BUILDING & DISTRICT LEADERSHIP TEAMS aligned to support the priority innovations? Are other PRIORITY INNOVATIONS present in the Building/District? Do these innovations have COMMON FUNCTIONS? Do these innovations SHARE COMMON or ALIGNED PRIORITIES?

15. 2. BRAIDING INITIATIVES KEY QUESTIONS: 1.What is the RELATIONSHIP BETWEEN and AMONG the INNOVATIONS within the Building/District to the PRIORITY? 2.How could you REDUCE COMPETETION between initiatives? 3.What COMMON FUNCTIONS could be leveraged to support implementation fidelity of multiple innovations? 4.How do innovations ACROSS GRADE LEVELS support STUDENT CAPACITY to insure COHERENCE of CURRICULUM, INSTRUCTION & ASSESSMENT? 5.How does SCHOOL IMPROVEMENT support BRAIDING & INTEGRATION of initiatives? STUDENT OUTCOMES RTI PBIS ESEA IDEA SCHOOL IMP EVIDENCE BASED PRACTICES

16. min.cenmi.org Michigan Implementation Network 1. LEADERSHIP What are the NECESSARY CHARACTERISTICS of LEADERS in an environment of change? –Technical Specific Innovation Expertise Delegation of Technical Role to Building/District Experts –Adaptive Dispute Resolution/Conflict Management Servant Leadership (Robert Greenleaf) Collaboration How does the system DEVELOP, SUPPORT & ACTIVATE these leadership characteristics? Are leadership responsibilities DISTRIBUTIVE & SHARED?

17. min.cenmi.org Michigan Implementation Network FINAL THOUGHTS SIMPLIFY MESSAGE carefully Go SLOW to go FAST Be: –INTENTIONAL –THOUGHTFUL –COURAGEOUS Use PROCESS to move you to ACTION ACTION should be PLANNED IMPLEMENTATION Stay FOCUSED on outcome OUTCOME about KIDS not ADULTS

18. min.cenmi.org Michigan Implementation Network Implementation 101: Moving from Theory to Practice For more information go to: www.min.cenmi.org

19. min.cenmi.org Michigan Implementation Network Big Idea #1 Innovation Fluency The degree to which the team knows and understands the practice being implemented

20. min.cenmi.org Michigan Implementation Network Big Idea #2 Improvement Cycles The degree to which the team intentionally engages a well developed improvement cycle to insure that the practice is implemented with fidelity and matures and is sustained over time

21. min.cenmi.org Michigan Implementation Network Big Idea #3 Implementation Drivers The degree to which the team intentionally drives the implementation of the practice by insuring that competencies exist, systems are in place, and leadership is prepared to support effective implementation.