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ACADEMY AGENDA - JULY 26, 2019
ACADEMY AGENDA - JULY 26, 2019
QUESTION FOR OUR STAFF:
What are we going to do differently for our students who do not respond with age and grade-level performance on academics, behavior, social/emotional skills, and self-determination?
How will we implement a process on ongoing, systematic, & effective communication system to ensure all staff are implementing actions with fidelity to meet our goals for our students?
MTSS KEY TERMS
MTSS KEY TERMS
MTSS Key Terms.pdfROLES & RESPONSIBILITIES
ROLES & RESPONSIBILITIES
Roles and Responsibilities.pdfThese documents include roles and responsibilities:
These documents include roles and responsibilities:
district team and leader
district team and leader
AND
AND
school team and leader
school team and leader
COMMUNICATION/MESSAGING IMPORTANCE & PROCESSES
COMMUNICATION/MESSAGING IMPORTANCE & PROCESSES
The National Implementation Research Network has created a simple module on Implementation Team development. If you would like to use these resources to provide more indepth professional learning, you can access the resources HERE.
The National Implementation Research Network has created a simple module on Implementation Team development. If you would like to use these resources to provide more indepth professional learning, you can access the resources HERE.
LEADING BY CONVENING
LEADING BY CONVENING
NASDSE Leading by Convening Book.pdf
Using the Circles to Define Roles
The circles define the responsibilities so that potential partners can choose from among roles they would like to play.
Core Team
The core team consists of leaders from diverse groups who are committed to the success of the work. Their responsibilities follow.
• Convene the group.
• Take responsibility for structuring each convening and follow up.
• Plan and monitor interaction.
• Create engagement strategies.
• Organize activities.
• Communicate with decision makers.
• Oversee review and evaluation.
Key Participants and Advisors
Key participants and advisors are groups that have responsibility for, or keen interest in, the issue. Their responsibilities follow.
• Act as regular contacts for information on the issue.
• Give advice and help the core team sense issues and adapt activities in a variety of contexts.
• Make opportunities for the work within their networks.
• Bring their networks into the work of the group.
• Promote the cross-stakeholder approach to problem identification and problem solving.
• Join the core team periodically when their expertise is required on a particular issue.
Extended Participants and Feedback Network
Extended participants and feedback networks are individuals who are reached through the organizations and networks that are key participants/ advisors. They represent individuals who work at the practice, family or individual level. These participants have connections to the issues and to the organizations that are active on the issue. They can be a bridge between ideas as formulated and ideas as practiced.
Their responsibilities follow.
Volunteer to become involved and represent the perspective of their organization and/or network.
• Bring the perspective of their role and/or organization into the work.
• Bring important learnings back to their networks.
• Identify opportunities within their networks to showcase the learning.
• Hold both their organizational identity and the group identity while interacting with the group.
• Identify other practitioners and family members who may become active.
STAGES OF CONCERN
STAGES OF CONCERN
Stages of Concern pdf.pdfHow can we periodically and informally assess our staff's knowledge, implementation, and perceptions of our initiatives?
How can we periodically and informally assess our staff's knowledge, implementation, and perceptions of our initiatives?
The Concerns-based Adoption Model (CBAM) is a simple yet insightful conversational method for gauging your staff's current perceptions and their needs for continuous improvement.
The Concerns-based Adoption Model (CBAM) is a simple yet insightful conversational method for gauging your staff's current perceptions and their needs for continuous improvement.
No surveys needed...These informal responses can be used as random periodic sampling or by aggregating all responses.
No surveys needed...These informal responses can be used as random periodic sampling or by aggregating all responses.
The true intent is to help our staff get to the next level of implementation by MEETING THEIR CURRENT NEEDS and REMOVING BARRIERS as much as possible. These are action steps informed by perception data.
The true intent is to help our staff get to the next level of implementation by MEETING THEIR CURRENT NEEDS and REMOVING BARRIERS as much as possible. These are action steps informed by perception data.
Here is the actual CBAM survey and its description if you would like to learn more about this process and consider using it as a formal data collection method for any initiative you implement.
Here is the actual CBAM survey and its description if you would like to learn more about this process and consider using it as a formal data collection method for any initiative you implement.
socq_manual_201410.pdfIf you are totally fascinated by CBAM and want to watch these webinars, select the links below. ;)
ADDITIONAL RESOURCES
ADDITIONAL RESOURCES
GaDOE Webinar: Infrastructure & Support Mechanisms
GaDOE Webinar: Infrastructure & Support Mechanisms
Session 1 & 3 9 Infrastructure Session 1.16.19.pdfPage updated
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