This resource outlines all of the significant decisions that need to be made throughout Phase II and provides guidance for a decision-making structure. An example is included below for small districts, in addition to those with greater personnel bandwidth.

This resource is a sample email for any external trainer to provide context around your district’s/school’s staff, needs, and priorities.

This document contains a list of individuals who should be trained on the curriculum.

This resource lists common needs for teacher and leader training. Some systems opt to have teachers and leaders together for these trainings so that they can learn side by side through digging into materials. Others opt to offer add-on sessions for leaders around the “leader layer” of giving content-specific feedback on teachers’ implementation.

This resource identifies options for curriculum implementation training as well as the pros and cons for each option.

These sample emails—one to the school leader/coach from a district leader, one to teachers from the school leader, and one example from a superintendent in a small school district—outline the training supports and guidance.

This resource includes ideas and resources for leveraging materials as part of coaching practice.

This resource is an overview of how to support and train coaches in utilizing the curriculum in their coaching process. This is not an exhaustive list for coach training, but rather a list of focused recommendations for building coaches’ skill set in using the curriculum. County offices likely offer training series or direct supports for coaches that can be leveraged if the capacity to train coaches (or teacher leaders) does not exist within the district.

This resource describes different options for addressing the potential tension that could arise between a required evaluation tool and the content-specific and/or curriculum-specific walkthrough tool you have adopted or constructed through your vision-setting process. In California, evaluation constructs are set locally through the collective bargaining agreement, which may require additional steps to be completed for alignment.