Leap Not Creep Participant Guide Pre-Course Through Week 3 - 20140722

Leap Not Creep:

Accelerating

Innovation

Implementation

PARTICIPANT GUIDE

NHI 134073 Participant Guide

Table of Contents

Introduction 3

About This Guide 3

Target Audience 3

Course Learning Structure and Strategy 4

The Virtual Collaboration Space: GovLoop 6

The Live Training Center: Adobe Connect 6

Pre-Course Activities 7

A Note About Online Learning 7

Optional Course Exam 8

Updates to the Course Material 8

Week 1: Overview and The Path to Successful Implementation 9

Week 2: Describing the Innovation and Setting Goals 38

Week 3: Identifying the Target Audience 67

Appendix A. Implementation Plan Template 90

Leap Not Creep: Accelerating Innovation Implementation 2


Introduction

This course, Leap Not Creep: Accelerating Innovation Implementation, is designed to provide

transportation professionals with the necessary tools to deploy innovations quickly and

successfully, and mainstream the innovations into an agency's standard practice. The training

discusses the features of successful implementation, provides information on the components of

an implementation plan, lists resources for aspects of implementation such as marketing

communication tools, and discusses strategies for taking advantage of opportunities and

neutralizing challenges to implementation.

About This Guide

This Participant Guide has been assembled as a companion to the Leap Not Creep Online

Collaboration Space for the training course.

The Course Content of this guide consists of the following items, organized by module:

Learning outcomes

A description of the instructional method

Layouts and pods used

Time allocation for each module

Practice exercises

Review of learning outcomes

Target Audience

The target audience for this course will be people who are responsible for:

Leading or participating in a team that is responsible for deploying an innovation.

Selecting innovations that will be implemented within the organization.

Promoting the use of innovations within an organization.

The target audience consists of anyone who could become involved in the implementation of an

innovation. Some examples are people in the following positions:

Deployment or research implementation specialist

Innovation implementation project team lead or member

Discipline lead (bridge engineer, pavement engineer, safety specialist, etc.)

Research engineer

Transportation specialist

Budget analyst

Senior management



Marketing coordinator

Communications specialist

Prior to taking this course, participants should:

Identify an innovation that they wish to implement.

Identify initial ways to gauge feasibility of successful implementation in their states/organizations.

Identify basic transportation needs in their state/organization.

Cite instances when innovations were implemented in their organizations and whether or not the implementations were successful.

Course Learning Structure and Strategy

This course presents content in a social learning format with each week including 4 elements

tailored to both individual and group learning:

Introduce key concepts through live sessions.

Explore further through self-paced content.

Interact with other learners through live and/or asynchronous discussions.

Apply course concepts to the creation of the group’s implementation plan.

Based on this overall strategy, below is a typical structure for a participant’s weekly learning

experience:

90-minute live webinar session led by FHWA instructor introducing key concepts

and facilitating live discussion.

Resources or video from FHWA, GovLoop and other sources with guided reflection

prompts.

Guided live and/or asynchronous online group discussion framed around both

the live session content and the article/video content every Thursday.

Structured group activity applying concepts to the group’s implementation plan.

Course Outline and Schedule



The course will consist of 8 modules, each lasting one week:

MODULEWEBINAR

DATE TIME

Week 1: Orientation and the Path to Successful Implementation

Tues, Jul 29 2:00 – 4:00 p.m. ET

Week 2: Describing the Innovation and Setting Goals Tues, Aug 5 2:00 – 3:30 p.m. ET

Week 3: Identifying the Target Audience Tues, Aug 12 2:00 – 3:30 p.m. ET

Week 4: Conducting Market Research Tues, Aug 19 2:00 – 3:30 p.m. ET

Week 5: Defining Opportunities/Obstacles, Strategies, and Tools/Tactics

Tues, Aug 26 2:00 – 3:30 p.m. ET

Week 6: Establishing Feedback Mechanisms and Monitoring Performance

Tues, Sep 2 2:00 – 3:30 p.m. ET

Week 7: Integrating and Putting Your Plan Into Practice Tues, Sep 9 2:00 – 3:30 p.m. ET

Week 8: Presenting Your Implementation to Your Peers Tues, Sep 16 2:00 – 3:30 p.m. ET

In addition to these live sessions, participants are expected to complete all required reading and

group discussion on their own time. Moreover, everything that participants are learning each

week will be applied to the creation of their team’s implementation plans. Each team leader is

responsible for establishing the days and times that their team will convene to work on their

implementation plan and/or establish a workflow that will accomplish that task.

Please also note that we are building and delivering the course with an agile learning approach.

We have largely solidified the overall structure of the course, but we are also evaluating the

course each week and remaining nimble and flexible in our delivery approach. We are open to

the potential for adjusting the course, as needed, from week to week based on instructor and

participant feedback. In many ways, the course is itself is an innovative approach to learning,

which we feel is appropriate given the course content.



The Virtual Collaboration Space: GovLoop

The central location for all course

information, learning content and

asynchronous discussion is a private, invite-

only group created on GovLoop, the leading

social network for public sector

professionals. Course participants will create

a member profile that enables them to

connect and interact with each other. The course

syllabus, learning content (videos, blogs,

podcasts, other readings, etc.), group

discussion boards and even

simultaneous, document editing for participants

to work on their implementation plans, are all found in the collaboration space. Please join the group

at http://www.govloop.com/group/leap-not-creep as it will serve as the hub core collaborative

space for your overall learning experience.

The Live Training Center: Adobe Connect

The live modules are delivered via

Acrobat Connect Professional, the

Federal Highway Administration’s

(FHWA) Web conferencing system,

which is open 365 days per year, 7

days a week, around the clock. The

tool is used to present visuals

(primarily PowerPoint slides) and

participant interactions that explain

concepts and engage participants with

the content. Ongoing participant

interaction with the instructor takes

place via telephone and chat interactions while in the meeting room. To participate in this course,

each participant must have his/her own computer/keyboard, computer speakers, telephone, and

Internet connection (and adaptive equipment, if needed). In addition, the Flash player must be

installed on each participant’s computer. In order to receive Continuing Education Units (CEUs),

these equipment requirements must be met. A group of learners may not share one

computer/keyboard or one phone line because this greatly limits the participants’ ability to interact

with the instructor, with the other learners, and with the Web conferencing tools.


http://www.govloop.com/group/leap-not-creep


Pre-Course Activities

We have asked all participants to complete a few activities in the week prior to the first webinar.

Specifically, take the following two actions:

1. Complete the Pre-Course Activities in the GovLoop Collaboration Space:

http://www.govloop.com/group/leap-not-creep/page/pre-course-activities

2. Test your ability to access the Adobe Connect Live Training Center:

https://connectdot.connectsolutions.com/leapnotcreep/

We cannot emphasize enough the importance of checking your computer in advance to ensure

you are able to access the online learning environment (i.e., have the Flash player installed on

their computers and that their computer speakers are in working order) so you are not

troubleshooting on the day of the webinar. Please note that you will also receive an e-mail each

Monday with specific instructions for accessing the Web conference. The links and call-in number

for each week’s web conference are also found in the GovLoop Collaboration Space.

A Note About Online Learning

More is required of the participant in an online learning environment. The participant must

become an active learner and take responsibility for his/her own learning. In the online

environment, live modules are designed to last no longer than two hours and self study activities

aim to put into practice what you’ve learned during your time with the instructor. It’s important to

participate fully in all aspects of the course to get the greatest benefit from it. Ultimately, your goal

for this course will be to engage in action learning in which you develop your Implementation Plan

with your team.

Course Exam

At the end of the course, participants may complete an online examination to test your

competency in this subject matter. The exam is designed to be completed in 60 minutes, but

participants may take as much time as necessary to complete it. Participants must work

independently, but they may use any of the course materials to prepare their responses to the

questions. Participants may only take the final exam once and will be provided their score upon

completion of the exam. They will also be provided the opportunity to review the exam. A score of

70 must be achieved to pass the course. Those who score 70% or higher are eligible for

Continuing Education Units (CEUs). Participants who do not reach the mastery threshold must re-

register for the course and pass the end-of-course exam in order to receive CEUs.


https://connectdot.connectsolutions.com/leapnotcreep/

http://www.govloop.com/group/leap-not-creep/page/pre-course-activities


Continuing Education Units (CEUs)

Participants who complete all the following requirements will be awarded CEUs:

Attend and participate actively in every weekly activity

o Attend at least 75 minutes of each 90-minute webinar each of the 8 weeks.

o Complete a brief quiz on each week’s reading material.

o Provide at least 1 comment in the weekly discussion.

o Contribute to the Implementation Plan action item each week (as monitored by the Team

Leader)

Receive a score of 70% or better on the end-of-course exam

The moderator is responsible for recording attendance at each Web-conference session. The

moderator will request a list of all of the participants scheduled to attend the Web conference

from [email protected] and use that list to check off each of the attendants who have

participated in the Web-conference session. The moderator will use the attendance list from the

Web conference and the instructor-led session roster to determine if the participant has 100%

attendance. Participants may contact NHI at [email protected] for a transcript of their

CEUs.

Updates to the Course Material

While a good deal of effort has gone into the development of this training course, it is inevitable

that both instructors and participants will find errors, omissions, or other shortcomings that need

to be addressed. Please encourage the participants to bring to your attention any problems they

experience with the course. You, the instructor, should communicate any problems that are

identified to the FHWA Training Program Manager. Corrections can be made in subsequent

versions of the course materials.


mailto:[email protected]


Week 1:

Orientation and

the Path to

Successful

Implementation



Overview

This module provides a brief introduction to the idea of accelerating innovation

implementation and defining what is meant by innovation, implementation, and

implementation plan as these terms have many meanings across the industry. The

module also provides participants with reasons why innovation implementation needs to

be accelerated within the highway transportation industry and how the acceleration of

innovation implementation can benefit them. In addition, participants will learn about the

tools that can help facilitate innovation implementation within an agency.

Learning Outcomes

Participants who participate in this week’s activities will be able to:

1. Explain what is meant by the terms innovation, implementation, and implementation plan.

2. List the benefits of implementing innovations for an agency.

3. Describe their role(s) in implementation using “push” or “pull” descriptors.

4. Define the terms customer, stakeholder, and mainstream.

5. List the steps an innovation follows from identification of a need to mainstreaming an innovation into standard practice.

6. Explain at a high-level what is done at each step along the path.

7. List the features of a successful implementation.

8. List the features of an unsuccessful implementation.

9. Identify one successful and one unsuccessful innovation within your own agency, using the key factors to explain your reasoning.

10. Explain the purpose of an implementation plan.

Lesson Time: 2 hours

Learning Content: 90 minutes

Team Planning: 30 minutes



Link: https://connectdot.connectsolutions.com/leapnotcreep-week1/

Conference Number(s): 877-336-1839

Participant Code: 9441499

Key Message

You should be able to access the course using this information. If you have any

technical difficulties, please email [email protected]

Your Notes:


https://connectdot.connectsolutions.com/leapnotcreep-week1/


Key Message

In addition to using this Adobe Connect Live Training Center, we have also set up an online

collaboration space on GovLoop where you will find the course syllabus, the reading materials,

group discussions as well as a place to collaborate in creating your implementation plans. If you

need assistance with the collaboration space, please contact [email protected] .

Your Notes:




Key Message

Today our first module will be an overview of innovation implementation. It will take about

90 minutes to complete the orientation and we will give you time at the end to break out

as a group and do any needed planning for the week.

Your Notes:



Key Message

Course participants likely have varying levels of experience and success with

implementing innovations. We hope that after taking this course, you’ll be equipped to

implement innovations successfully.

Your Notes:



Key Message:

Take a few moments to read the objectives for Week 1. You will complete a series of

polls to test your knowledge of these learning outcomes at the conclusion of today’s live

session.

Your Notes:



Key Message:

Listed here are the 11 innovations. You’re each on a team that will seek to mainstream

them.

Directions:

We’ve asked the Team Leaders to give a one-minute (“Twitter Style” 140 words or less)

overview of their innovation – listen to how they describe and use it as your elevator

pitch when you are trying to explain it quickly to colleagues.

Your Notes:



Key Message:

In addition to hearing a quick summary of each innovation, we’ve asked a couple

previous participants to share for 1-2 minutes each on how this course has helped

them to implement an innovation.

Directions:

Do participants have any questions?

Your Notes:



Key Message:

You saw on the opening slide that one of the purposes of this course is to clarify what is

meant by innovation, particularly the scope of the term.

Directions:

Take a minute to read the quote on the slide. What does it mean?

Your Notes:



Key Message

Innovation has many definitions and shades of meaning, but it’s more than a buzzword as the

innovations that you are seeking to implement create demonstrable value.

Directions

In the chat pod, when prompted by the instructor, respond to the question: which of the

following definitions of innovation is most accurate to you?

Your Notes:



Key Message:

Creating an implementation plan is what we will learn about in this course, particularly

the various components of an implementation plan, how those components function to

support the success of the implementation overall, and best practices for its creation.

The key is to realize that an implementation plan is essential if you want your innovation

to be adopted and utilized.

Directions:

1. Please take a minute to read the definitions in the share pods. Hit the “Agree” sign in

the status bar when you are done.

2. What impact can implementing innovations have on a transportation agency’s

success in achieving its mission?

Your Notes:



Key Message:

The best way of advancing an innovation is to have a cooperative effort: where one entity, such as an EDC deployment team, is pushing, providing supporting information, training, and communication tools, while, at the same time, the targeted organization is pulling the innovation into it, providing support from its leadership, changing policies where necessary, and eliminating obstacles in other ways.

Directions

1. Can you think of other push or pull innovation scenarios?

2. Which of these types fits your innovation and/or how can you accomplish both?

Your Notes:



Key Message:

The video we are about to watch is an example of an innovation that is being

implemented throughout the U.S.

Directions:

As you watch the video, consider the following questions:

Is this innovation being pushed or pulled?

What benefits were gained by using this innovation, both for the agency and its

customers?

Your Notes:



Key Message:

Many of the innovations brought to market today have benefits similar to the ones

mentioned for the Graves Avenue project.

Directions:

Are there any other benefits you can think of that were not mentioned here?

Your Notes:



Key Message:

This course was created to address the speed and success of implementations, with the

intention of providing highway transportation agencies a structured approach to move

innovations into standard practice.

Your Notes:



Key Message

The eventual goal of any implementation is to mainstream the innovation into standard

practice at an agency. Mainstreaming is the ultimate goal of implementation planners

and confirms the success of the implementation.

Directions

1. Using the Chat pod, tell me what you think it means to mainstream an innovation.

2. Can you think of an example of where a product or idea has been

mainstreamed?

Your Notes:



Key Message:

This path illustrates the migration of an innovation from theory to standard practice at an

agency. Depending on the innovation and the agency, this path may be altered. If this

information is new to you, please take some time to get familiar with the path before the

classroom training session.This course addresses the final step of the path: developing

an implementation plan.

Directions:

Why do you think it’s important to consider customers at each stage? Use chat or phone

to provide your answers.

Your Notes:



Key Message:

There is a guiding consideration that must be taken into account as an innovation is

developed and implemented: “Why is there so much emphasis on customers and

stakeholders?”

Directions:

Complete the poll and engage in chat / phone conversation around the question and

answers on the slide.

Your Notes:



Key Message:

This graphic was organized to show customer/stakeholder levels of involvement.

Placement on the left or the right of the graphic is not material. What is important is

where the dot falls on the color-coded bands. In order to plan a successful

implementation, specific customers and stakeholders need to be involved at appropriate

levels of planning and implementation.

Your Notes:



Key Message:

A number of elements go into managing a successful implementation. On this slide are

some general guidelines for what denotes a successful innovation implementation.

Directions:

Can you think of other traits for successful implementations that are not listed here?

Your Notes:



Key Message:

On this slide are some general guidelines of what denotes an unsuccessful innovation

implementation.

Directions:

Can you think of other traits for unsuccessful implementations that are not listed here?

Your Notes:



Key Message:

Many of the items cited on the list of unsuccessful characteristics can be dealt with

through good planning. The purpose of having an implementation plan is to provide a

structured approach to mainstreaming innovation.

Your Notes:



Key Message:

Each highway transportation agency, organization or group will develop its own template

of a marketing plan. However, it is not necessary for a transportation agency to start

from scratch: there are several effective marketing plan templates out there for use by

transportation agencies. We provide examples and templates; however, it is expected

that you will make modifications to any marketing plan example they use to tailor it to

their own agency’s needs.

Your Notes:



TWO SAMPLE PLAN LAYOUTS

Highways for LIFE

Executive Summary A summary of your overall plan; although this will be the first

section in your final document, it is often best to write this upon completion of your

first draft.

Market Research (Market Summary, Market Issues and Needs, Market Trends) This

section is an evaluation of the situation and trends in the transportation industry and

your particular segment. It should function as a snapshot of where things stand at the

time the plan is presented. Also, describe market issues and needs as well as

applicable market trends as subsections.

Innovation Description and Mission This is also commonly called the Product

Analysis section. Describe your innovation and include where and how it has already

been used with descriptive visuals when possible. Write a concise statement that

specifies the need(s) you are fulfilling, benefits your innovation/technology offers,

and features that deliver those benefits.

Target Audience Description In this section, include a bulleted list of your primary

and secondary targeted audiences (beneficiaries, users and decision-makers). This

list may be refined based on the discussion from your Team Retreat. You may also

want to reference a market demographics table.

Goals What are the overarching goals of your innovation? Include training and

implementation goals with specific years for each. Reference any industry or

headquarter requirement(s) that your innovation will help fulfill.

Opportunities Describe the opportunities that create a favorable climate for your

target audience to adopt your innovation.

Challenges Describe the obstacles that may make it difficult for your target audience

to adopt your innovation.

Marketing Strategies The objective of your marketing plan should be to identify

various strategies and activities that will result in meeting the goals you identify:

marketing activities that support your marketing strategy and define the general

approach you will take to meet your objective. The channels are the means of

delivering your message to your defined target audience. Prioritize activities based



on potential impacts and timing (some may need to occur before others can be

implemented).

Financials/Budget Describe funding sources and dollars that are currently secured

for the implementation of your plan, and describe other potential resources (if

applicable). Include a concise summary of your overall budget. Plan to modify as

needed and communicate with core team members.

Performance Measures Include the information delineating how you will measure

the success of your plan. Consider how often your team will need to come together

for progress reports—both via teleconference/interactive television and face-to-face.

Work Plan This section illustrates timelines and identifies those responsible for

performing tasks.

Contingency Planning Detail how you will change your course if your original action

plan falls short. How often will you meet with your team to review progress? Will you

modify the plan throughout the effort if strategies do not work?

Appendices Include resources in this section that you will need to refer to during

implementation of your plan. Examples include: success stories; publicity; list of

current leadership (and contact information) of your primary target audiences;

feedback or survey results.

AASHTO TIG

Work Plan The work plan will include a description of all proposed lead state’s team

activities, including planned promotional tools and information distribution methods to

be used and the scheduling of these activities.

Communication Plan This section is a comprehensive list of transportation

agencies, manufacturers, suppliers, and other affected organizations with whom the

team currently plans to communicate during the marketing effort.

Performance Measurement Plan An important part of the marketing plan is a

recommendation on the method for assessing the degree of marketing success.

Budget The team will develop a proposed budget for the activities listed in the

marketing plan. The budget must show the estimated total cost for each marketing

activity included in the work plan and be assigned to a fiscal year



Key Message:

We are now at the end of Week 1. Your next steps are shown above and are also found

on your Team Page. Since this is the first week, we will demonstrate the navigation of

the GovLoop Collaboration Space, taking just a couple minutes to do so now.

Directions:

If you have any questions, please contact [email protected].

Your Notes:




Key Message:

Each week, we intend to give you a bit of time at the end of the live learning session for

your respective teams to break out and do some planning together. You can use this

time to outline tasks and assign responsibilities, designate it as a working session to

complete a portion of your Implementation Plan, and/ or sync up quickly to plan your

next meeting.

Directions:

Team Leaders are responsible for guiding these sessions. They may last until the end of

the allotted time that week or extend beyond, based on what your team decides.

Your Notes:



Key Message:

At the conclusion of the live session each week, we would like to test your knowledge

and gain your feedback for improving the course as we go along. These questions will

give us a sense of how we’re doing and enable to make adjustments to the course as the

week’s progress.

Directions:

Please take 2-3 minutes to complete these polls.

Your Notes:



Week 2: Describing

the Innovation,

Defining the Mission

and Setting Goals



Overview

This lesson establishes the need to clarify the purpose of an innovation and its

impact on the target audience at the early stages of implementation planning.

Key questions to address about the innovation and its impact on the target

audience are provided to help guide participants. In addition, early planning

requires the setting of goals for the implementation and the creation of a mission

statement. Examples of descriptions, goals, and mission statements created by

other agencies are provided.

Learning Outcomes

Upon completion of this lesson the learner will be able to:

Write a description, mission statement and goals for an innovation.

Lesson Time: 90 Minutes

Learning Content = 60-75 minutes

Team Planning = 15-20 minutes



Key Message:




Directions:



Your Notes:




Key Message:

The innovation description, mission statement and goals for an implementation project

are used as part of the marketing plan and communicated to the target audiences. After

this live session, your team will be able to write all three of these for your plan.

Directions:

After today, you should be able to write your mission statement, goals and descriptions.

Your Notes:



Key Message:

It is not enough that the Implementation Team knows why an innovation is worthwhile.

This message must be clear to the target audience, customers, and stakeholders.

Directions:

Consider:

Who is “they” in this statement?

“What could have been done by the implementation team to prevent this failure?”

Your Notes:



Key Message:

Ultimately, it is up to the implementation team to write a description of the innovation

along with a mission statement and goals for the implementation’s innovation. There are

some key guidelines to follow when writing these.

Your Notes:



Key Message:

These are the four core pieces of an effectively written innovation description.

Directions:

As you begin to think about writing your own descriptions, you will want to be sure and

include four core elements:

1. Include the need filled by the innovation.

2. Indicate the benefits for the user and for the agency.

3. Incorporate previous successful uses.

4. Demonstrate that this innovation has received endorsements that further

legitimize its viability as a solution.

Your Notes:



Key Message:

There are a few other questions that should serve as guides for you in crafting your

innovation descriptions. Since new technologies frequently cost more in the initial

stages, the difficulty of gaining acceptance for some innovations without public pressure

or legislative requirements is difficult. Therefore it is imperative that a significant amount

of thought and time be invested in the writing of the innovation description.

Directions:

Tips for writing a description of an innovation:

Address how the innovation can save time and money - TRB 382 research findings

listed these as the two biggest drivers of implementing innovations.

Keep in mind that different audiences need to know different levels of detail. List

benefits as they pertain to groups.

Describe a range of potential applicability.

Define the degree of hardware dependence, if necessary.

Demonstrate the innovation’s adaptability.



Consider the timing of the implementation. For example, Road Safety Audits had been

used before but a combination of policy initiatives and allocated funding for

implementation made the implementation much more successful the second time

around.

Your Notes:



Key Message:

It’s not only important to keep the language simply, but try to put yourself in the shoes of

your target audience.

Directions:

1. What language will they use to communicate this innovation to their stakeholders?

Keep current on information about innovation; update the description as needed.

2. How will your innovation have an impact not only on their specific unit, but on the

operation as a whole? How will the implementation of this innovation reverberate into

other potentially unexpected stakeholder’s areas of influence?

3. When you start to think from their perspective, they feel as if you “get it” – you get

their situation – and that builds trust.

4. Lastly, at the end of the day, what they will be doing is “selling” this innovation to their

superiors. How would you do that if you were them?

Your Notes:



Key Message:

You can benefit from reviewing and replicating successful aspects of other innovations

descriptions, such as the one you see here.

Directions:

Review the innovation description and respond to the questions above.

Your Notes:



Key Message:

A mission statement is a reflection of the overall purpose for implementing an innovation.

It must show an understanding of what will motivate the target audience to adopt the

innovation. From FHWA’s “Guide to Creating an Effective Marketing Plan,” the mission

statement should include:

Target audience - who benefits from your innovation, who will use it, and who will

make the decision to adopt it.

Contribution – how the innovation solves a problem, addresses a need, or improves

upon practices

Features – key attributes and benefits of your innovation (i.e., saves time, reduces

cost, reduces fatalities, meets new reporting requirements)

In many ways, it’s a much more succinct version -- 1-2 sentences tops -- of your

description.

Your Notes:



Key Message:

Next week, we will look more closely at your target audience, but for now you should be

asking these questions (which are similar to those asked of the innovation description).

Directions:

Who benefits from this innovation? Who will use it? Who will make the decision to adopt

it?

Your Notes:



Key Message:

Next, let’s talk about contribution, which again echoes the questions around the

innovation description.

Directions:

How does the innovation solve a problem, address a need and improve upon current

practices?

Your Notes:



Key Message:

Lastly, note that features really narrow in on the specific benefits to the target audience.

Your Notes:



Key Message:

Directions:

Review the example mission statements in the chat pods (also found on the next two

pages of this guide) and respond to the following questions:

Who is the target audience that they are addressing and do the mission

statements make a compelling case to them?

Are the contributions clear from the mission statement what problem or need

that is being addressed?

Does the mission statement describe the specific features or benefits of the

innovation?

Your Notes



Two Examples of Mission Statements and Goals

THE SAFETY EDGE

VISION: Elimination of pavement edge drop-off as a contributing cause to highway

crashes

MISSION: Deploy the Safety Edge across the nation to help Federal, State and local

agencies and tribal governments with their transportation decision-making goals to

reduce the number of highway fatalities and injuries related to roadway departure.

LONG-TERM GOAL: Reduce the total number of crashes on roads where the Safety

Edge is implemented during paving projects across the nation, beginning this

construction season. Every project that incorporates the Safety Edge during this initial

implementation effort will continue to deliver crash reductions over the life of these

pavements. Additionally, we expect the life of these pavements to be extended due to

the increased edge durability provided by the Safety Edge.

EDC SAFETY EDGE DEPLOYMENT GOALS:

By December 2012, 40 States will have adopted the Safety Edge as a

standard practice for resurfacing and paving projects.

By December 2011, 40 States will have used the Safety Edge on at least one

project. In addition, all Federal Lands Divisions and 15 States will have adopted

the Safety Edge as a standard practice for resurfacing and paving projects.

By December 2010, the Safety Edge Team will provide improved

procedures based on performance for inclusion in project documents to

readily obtain high quality Safety Edge projects.

HIGH FRICTION SURFACE TREATMENT

VISION: To mainstream HFST as a safety countermeasure on highways to decrease

crashes, injuries and deaths.

MISSION: To advance the rapid deployment of HFST by working with agencies,

contractors, consultants, and industry to increase the knowledge and skills to apply this

recommended countermeasure on horizontal curves, intersection approaches, and high-

priority locations as identified, in order to decrease crashes, injuries and deaths.



GOAL: By December 2014, all state DOTs and all Federal Land Highway (FLHD) offices

have installed or have committed to install a high friction surface treatment.

INTERIM GOAL:

By December 2013, an action plan is in place for all state DOTS and all FLHD offices

who have not installed HFST. (Estimate: 7 DOTs and 3 FLHD offices)

INTERIM GOAL:

By December 2014, 25 states have deployed and implemented a systematic process to

screen or identify potential HFST locations in their Highway Safety Improvement

Program.

INTERIM GOAL:



Program.

INTERIM GOAL:



Program.

INTERIM GOAL:



Program.



Key Message:

Goals provide the necessary framework for the implementation plan. The goals allow the

implementation team to establish parameters for the project. For each goal, the team will

have to determine all of the tasks that will need to be accomplished in order to make the

goal achievable.

Your Notes:



Key Message:

A good acronym to use when explaining goal setting is ISMART: Influence, Specific,

Measurable, Achievable, Realistic, and Timely.

Directions:

“What do each of these words mean when used in the context of goal setting around

innovations:

Influence?

Specific?

Measurable?

Achievable?

Timely?

Your Notes:



Key Message:

Directions:

Review the example innovation goals on the slide.

What makes these goals effective?

To what degree do they incorporate iSMART?

What elements do they like that they plan to incorporate into their own?

Your Notes:



Key Message:

The FHWA Accelerating Innovation Team is asking that each team develop goals

according to the following criteria in EDC-3:

Team Goal - What the team/program wants to accomplish within the 2-year EDC cycle

related to deployment of the innovation. This should be more of a stretch goal. A goal

that could be influenced by the team’s efforts. Thinking back to the Safety Edge and

High Friction Surface Treatment examples we just discussed, “by X date, Y States will

have used the innovation on a project.” This measures performance related to the EDC

goal of accelerating adoption of innovation. Following input from stakeholders during our

EDC Regional Summits and based on State implementation plans, the Team Goal may

need to be revisited.

National Goal – This is established based on the States’ implementation plans

completed after the EDC Regional Summits. Each State will report on current level of

familiarity with an innovation and how far they want to take the innovation within the 2-

year EDC cycle. Again, “by X date, Y States will have used the innovation on a project”

which measures performance related to the EDC goal of accelerating adoption of

innovation. Another example from the Slide-in Bridge Construction (SIBC)

implementation plan – “In 2 years, increase the number of states using SIBC from 14 to

32 States.”

Innovation Goal (or Benefit Goal) – This is the “so what” goal. Each of the EDC

innovations provides a benefit toward shortening project delivery, enhancing the



environment, improving safety, and/or reducing congestion – the mission of EDC. In other

words, using X innovation will save so much time, money, or lives. Not all innovations will

lend themselves to a quantitative measurement of the benefit, but where possible, this

benefit associated with deployment of the innovation should be quantified and tracked.

These benefits are what elected officials and the traveling public can relate to and help to

support the level of resources invested in the deployment of innovations under EDC.

Your Notes:



Key Message:

Each team will ultimately need to define what each of these stages looks like for your

innovation. State implementation plans developed following the EDC Regional Summits

will indicate the State’s current level of familiarity with an innovation and how far they

want to take the innovation within the 2-year EDC cycle (e.g., X State is currently at the

initiation phase (general awareness) of the High Friction Surface Treatment (HFST)

technology, but at the end of the 2-year EDC cycle, the State has a goal of moving to the

execution phase and pilot HFST on 5 projects).

As we progress through the EDC cycle, the EDC Coordinators in each Division Office

will report on the State’s progress in achieving its deployment goal as well as report on

any other activities, accomplishments, metrics or information the Technical Team needs

to measure performance. So, as you draft your initial Team and Innovation Goals, keep

in mind that you may have multiple goals for various levels of implementation (e.g., In 2

years, X States will achieve the Execution stage of deployment and Y States will achieve

the Institutionalize stage of deployment.

Directions:

Additionally, since you goals must be measureable, consider what information you will

need EDC Coordinators to report on to be able to track and monitor performance of the

deployment and benefits of your respective innovation.



Your Notes:

Key Message:

As we did last week, we invited one of your colleagues to share from their experience

regarding the importance and value of this particular aspect of an implementation plan.

Directions:

Do you have any questions for our alum?

Your Notes:



Key Message:

We are now at the end of Week 2’s live learning session. Your next steps are shown

above. We are excited to make available to you a collaborative editing workspace,

which is found on your Team Page. I wanted to quickly show you how it works and

respond to any questions that you might have about using it.

Directions:

If you have any questions in using this tool, please contact me at [email protected].

Your Notes:




Key Message:

Like last week, we would now like to give you some time to engage in team planning. If

you’d like, perhaps now would be a good time to start working on your description,

mission and goals. You could potentially take the next 20-30 minutes and review your

description. You may be able to build upon the one that’s already been written and

included in the GovLoop Collaboration Space. We would also encourage you to start

thinking about your mission statement and goals. The goal in starting right now would be

to apply fresh learning concepts and get you kick-started for the week. Your team leader

will guide you through this time today and completing the action items for this week.

Directions:

Please note that members of our team would be happy to review them and provide

feedback as well, so don’t hesitate to ask.



Your Notes:

Key Message:

We want your feedback!

Directions:

Please complete the polls before you break into groups.

Your Notes:



Week 3:

Identifying the

Target Audience



Overview

This lesson discusses how an implementation plan is an umbrella term used to

encapsulate all of the marketing, commercialization, and integration planning

done when deploying an innovation and provides a high level overview of these

three types of planning activities and their purpose. It is also in this lesson where

the distinction will be made between a communications plan and a marketing

plan. The bulk of the time is spent on learning how to define the target audience

and equipping participants to create a description of their target audience.

Provided are reasons for why this step is essential to the overall success of the

project and how the target audience will be featured in proceeding steps in

planning the implementation.

Learning Outcomes

Upon completion of this lesson the learner will be able to:

Define the terms commercialization, integration, implementation plan.

Differentiate between a communication plan and a marketing plan.

Define the term target audience.

Create a description of the target audience for your innovation.

Lesson Time: 90 Minutes

Learning Content = 60-75 minutes

Team Planning = 15-20 minutes



Key Message:




Directions:



Your Notes:




Key Messages:

After today’s session, you should be able to define all of these terms and be prepared to

write a detailed description of your target audience.

Directions:

Your Notes:



Key Message:

Over the past two weeks, you learned about the importance of an Implementation Plan

and began to put your team’s plan together. This week, we zoom back out quickly to

help you understand that, ultimately, implementation planning encompasses three

components: marketing, commercialization, and integration.

Directions:

Your Notes:



Key Message:

Marketing is the process by which producers and customers exchange something for

those products and services in a way in which a mutually beneficial relationship is

established between them. More simply, marketing can be defined as finding a need and

filling it…then helping others to learn about it so that they can take action to meet their

need.

Directions:

Provide your thoughts when the instructor asks the following question:

What do you think when you hear that word marketing?

Your Notes:



Key Message:

Integration is the process by which an innovation becomes the standard approach, or a

standard approach, toward getting some task done (aka mainstreamed).

Directions:

Your Notes:



Key Message:

Although each component is assigned different tasks, marketing, commercialization, and

integration planning work together to achieve a common goal: an innovation that is

mainstreamed. One caveat: In many cases, where there is a device or tool that has to be

developed and put on the market, all 3 components are needed. For many innovations,

however, the commercialization aspect may not be needed.

Directions:

Your Notes:



Key Message:

There is an important difference between communications and marketing.

Communication by itself will not bring about change - marketing also has to be used to

move an audience to commitment.

Directions:

Respond when the instructor asks: “What do you think is the difference between

communications and marketing?”

Your Notes:



Key Message:

Directions:

Participate in a chat around the question, “Who is usually considered a target audience?”

Your Notes:



Key Message:

Establishing who the target audience is for an innovation is the most crucial step in

implementation planning. Do you remember from last week that slide with the various

customers and stakeholders, situated at various distances from the team (the graphic

with the half circle with the team and the center). Some of those customers and

stakeholders were very close to the team in the area called ‘involve extensively,’ while

others were way out at the band called ‘keep informed.’ All of those are the target

audience, as defined by this slide.”

Directions:

Your Notes:



Key Message:

There can be – and usually are – multiple target audiences for an innovation.

Directions:

Your Notes:



Key Message:

There are some specific characteristics that you should consider when defining your

target audience(s).

Directions:

Review the sample target audience description on the following pages and look for these

elements within. When you have finished reading and are ready to engage in discussion,

please hit the “Agree” button.

Your Notes:



Case Study: Prefabricated Bridge Elements and Systems (PBES)

Customer-Target Market Analysis

In the United States, the decisions regarding what type of bridge gets built, and where,

are made primarily within the State DOTs. Therefore, this organization is the primary

focus of the prefabricated bridge elements and systems (PBES) marketing effort.

Although there are almost half a dozen types of “customers” considered in the category

of State Transportation Agencies, this marketing effort focuses primarily on two key

customer types: the State Bridge Engineer and the CEO.

THE STATE BRIDGE ENGINEER

Characteristics

The State Bridge Engineer is responsible for planning, designing, and constructing

bridges within the State. He or she is the key technical professional having impact on the

decision-making process of whether to make the use of prefabricated bridge elements

and systems a standard approach. Therefore, it is critical to know how these individuals

feel about PBES as a concept, what prevents them from using PBES on a regular basis,

and what actions might eliminate those barriers.

In April 2005, in a meeting at Woods Hole, Massachusetts, a focus group of 18 State

Bridge Engineers discussed barriers to routinely installing PBES in hours or days, and

what would most help them to use PBES. The group found six barriers to using the

technology and six needs that, if filled, would eliminate those barriers.

Obstacles and Opportunities

1. Lack of Education, Training, and Experience

Because of the relative newness of this technology, most of these State Bridge

Engineers felt that extensive training was needed for both the DOT staff and contractor

personnel. One engineer noted that contractors are reluctant to bid on technologies,

methods, or equipment with which they are unfamiliar. Another pointed out that part of

that education and experience would be having access to specialty firms that have done

such work before.

How does one remove that barrier? Of course, a formal course and workshops were

mentioned, but also, as one bridge engineer noted, on-the-job experience would be very

helpful. The State DOT “needs to work through the issues with a small demonstration

project.”



2. Lack of Standards and Specifications

A majority of the group felt that standards and specifications were critical elements as

well. The types of standards and specifications the group requested include design

considerations, foundation requirements, development of construction specifications to

administer the project, project planning guidance early in the schedule to facilitate

obtaining adequate right-of-way to build the bridge off the alignment, guidance in speed

of installation of foundations, inspection requirements, and an incentive guide

specification for PBES. Hauling and transportation of PBES can be an issue as well.

3. Concerns about Durability or Details

One bridge engineer noted that a barrier for installing PBES routinely in hours or days is

the need for testing to ensure the final product meets the State’s seismic potential loss of

continuity performance requirements. Another bridge engineer stated that he had

concern for the potential loss of continuity and the smoothness of the riding surface that

can be achieved with conventional concrete cast-in place construction. Another noted

that, “durability of joints and connections in prefab components remains a concern,” and

another bridge engineer agreed, saying that connection details (footings to columns and

columns to caps) in seismic areas are a concern.

One bridge engineer was concerned about bridge demolition and site preparation time.

He said that, “Whereas a prefab bridge itself can be erected quickly, it usually has to go

where an existing bridge is located. Therefore, the road must be shut down for a

considerable amount of time to demolish the existing bridge and prep the site for the

new bridge. This then forces us to do staged construction or erect temporary bridges. If

the incremental time savings is so small versus total project time, there is no incentive to

do prefab bridge routinely.”

What did these State Bridge Engineers want to allay their concerns about durability of

details? They felt that more research and testing are needed. One suggested seismic

testing of unconventional details and systems. Another wanted more information

addressing bridge demolition and site preparation, and others suggested additional

research to ensure that adequate ductility can be achieved in connections for PBES.

4. Higher Cost and Limited Resources



Exactly half of the engineers in the group stated that they perceive PBES to have a

higher price tag than conventional approaches. One stated that most of the prefabricated

elements used by his State are manufactured out of State, so transportation costs are

higher than conventional approaches. Another said that the costs of using self-propelled

modular transporters (SPMTs) or other heavy lifting subcontractors can add 15 to 20

percent to the project cost. Although much has been said about PBES saving initial cost

funds, it is clear from the responses of this key group of State Bridge Engineers that

PBES projects to date have not consistently achieved lower initial costs, and that it is

important to use PBES effectively such that the projects have competitive initial costs.

5. Lack of Perceived Need for Speed

Several State Bridge Engineers questioned whether being able to build fast was really

necessary, since there were still other items on a project schedule’s critical path that

might negate any benefits. Others noted that, in many projects, there was not an

alternative route available so that traffic could be even temporarily shunted to another

location. As far as what would help most in facilitating this challenge, the responses

indicated that adequate evaluation was needed in the planning stage to ensure benefit

from the use of PBES. The responses also seemed to imply that PBES should be looked

upon as not being simply a way of building fast, but a way of building better.

6. Construction Industry not Geared up for Prefab

Concerns were voiced over contractors’ ability to staff up for projects and then having to

lay people off after a project is completed. Also, lack of a large enough number of heavy

lifting contractors to compete for projects and lower cost was a concern. One bridge

engineer noted a lack of prefab manufacturing facilities in his State or even nearby

States.



THE STATE TRANSPORTATION AGENCY CEO

Characteristics

Next in importance is the chief executive officer of the State DOT. Naturally, as the top

administrator of the agency, this person can play a major role in the decision-making

process for the use of PBES technology.

From the middle to the latter part of the 20th century, the typical State DOT was

managed by a leadership staff comprised of civil engineers who answered to a

commission appointed by the governor of the State. Commissioners would meet

periodically, usually once a month, to provide general direction for the agency and to

approve the development of major highways and programs. This approach worked for a

few key reasons. First, it allowed the department and staff to operate based on

engineering needs and buffered it from political pressures.

Second, it allowed the governor to appoint individuals who had good business sense

and who would manage according to the governor’s political leanings. It also relieved the

commissioners of the day-to-day aspects of design, construction, maintenance,

personnel management, and other operational tasks. It was common to develop agency

leaders internally over many years. Agencies would hire college engineering students

during the summer months.

Later, after they’d received their degrees, these new engineers would have jobs waiting

for them at the agency. It was quite normal for an engineer to work for an agency from

his college years, right through to retirement.

While some State DOT heads today are engineers with many years of experience in

project work, the picture is changing. With the ever-increasing size of projects, in termsof

their construction costs, their complexity, and their impact on the public, newly elected

governors have become very much aware of the impact that success or failure of a

transportation project or program can have on their administrations. Many of them have

appointed their own people to head the State’s transportation agency. Typically, the

individual selected is a successful business person or political operative who actively

supports the governor’s agenda. Thus, for the new agency head, concern with the media

and the political ramifications of a decision can be as critical as the actual transportation



engineering ones.

Obstacles and Opportunities

1. Lack of Engineering Expertise

This practice of appointing non-transportation professionals has become so prevalent in

recent years that AASHTO has scheduled week-long training camps to bring these new

executives up to speed on what running a State’s transportation program is all about.

Exactly how many State DOTs have such leadership? An internet search in early 2006

showed some remarkable statistics. Out of 50 States and the District of Columbia, only

19—less than 40%—are headed by engineers. This is down dramatically from the

numbers of just 5 years ago. Moreover, several of those listed as engineers have their

expertise in non-highway related areas, such as mining or forestry. Only 21 DOT heads

were agency employees prior to getting the job of CEO. Additional support is found in a

mail survey of the heads of State DOTs, undertaken in 2003. Of the 32 respondents, 17

had civil engineering degrees. The other 15 had degrees in topics as diverse as law,

psychology, journalism, history, and environmental policy.

2. Focus on Short-term Goals

By definition, these individuals have an eye on the political implications of transportation

decisions and, because their term of office is frequently no longer than that of the

governor who appoints them, they look for approaches that have fast results—in months

or, at most, a very few years.

3. Lack of Recognition for the Need to Acquire Technical Expertise

The group was asked if they could somehow acquire additional expertise overnight in

order to enhance their role as the leader of their organization, what sort of expertise

might it be? In response, 14 said business management, 12 said economics and

finance, 9 said marketing and public affairs, 8 said human resources, and only 7

mentioned engineering.

Given the major differences between the engineers and the new type of CEO, it is clear

that there need to be at least two marketing approaches in dealing with State

transportation agencies, one focused on the engineering, technical aspects, and another

focused on areas such as financials, safety, and civic responsibility.



Key Message:

Learn how to use the Target Audience Descriptors Tool and apply it to your target

audience. You can find an example of this tool in your Team Innovation Page in the

GovLoop Collaboration Space.

Directions:

Your Notes:



Key Message:

As we have in each of the past two weeks, we have invited your colleagues to share

from their experience regarding the importance and value of this particular aspect of an

implementation plan.

Directions:

Be sure to ask questions of this week’s alumnus to learn from their experience.

Your Notes:



Key Message:

Be sure to complete your action items for Week 3.

Directions:

As you did last week, we encourage you to return to your Team Page where you can

work collaboratively on your Implementation Plan.

Your Notes:



Your Notes:



Appendix A. Implementation Plan Template



Leap Not Creep: Accelerating Innovation

Implementation

IMPLEMENTATION PLAN TEMPLATE

I. OVERVIEW AND INNOVATION DESCRIPTION (Week 2)

A. Background

B. Challenges

C. Benefits

D. State of Practice

II. MISSION STATEMENT (Week 2)

A. Target Audience

B. Contribution

C. Features

III. GOALS (Week 2)

A. Team

B. National

C. Innovation / Benefits

IV. TARGET AUDIENCE (Week 3)

A. Characteristics

B. Opportunities

C. Obstacles



D. Target Message

E. Messenger

F. Strategies

V. MARKETING RESEARCH (Week 4-5)

A. General Research Approach

B. Opportunities and Obstacles

C. Strategies

D. Tools and Tactics

VI. PERFORMANCE MEASURES (Week 6)

A. Progress Monitoring Measurement Tools

B. Performance Evaluation Measurement Tools

VII. WORK PLAN (Week 7)

VIII. BUDGET

IX. CONTINGENCY PLANNING



My Draft Innovation Implementation Plan

Name of Innovation:

Possible Implementation Team Members Activity

Directions: List the possible members of your implementation team and put a check mark (√) in the column that represents their area of expertise. Circle the name(s) of the person/people who might serve as team leader.

Name and/or Position Specialist (indicate type) Stakeholder Customer Marketing Expert Champion

E

xample:

John

√ (planner)



Innovation Mission Statement (Week 2)

Directions: Develop a draft mission statement for your innovation.

Include information about the innovation’s:

Target audience - who benefits from the innovation, who will use it, and who will make the decision to adopt it?

Contribution – how the innovation solves a problem, addresses a need, or improves upon practices

Features – key attributes and benefits of the innovation (i.e., saves time, reduces cost, reduces fatalities,

meets new reporting requirement)



Innovation Description (Week 2)

Directions: Develop draft bullet points for what you would include in the description of your own innovation. Include background, challenges, benefits, and state of practice.



Innovation Goals (Week 2)

Directions: Develop draft goals for your innovation.

• Make sure that the goals align with the agency’s strategic goals.

• Make sure that the goals are specific, measurable, achievable, realistic, and timely.

Team Goals

1.

2.

3.

4.

National Goals

1.

2.

3.

4.

Innovation Benefit Goals

1.

2.

3.

4.



Target Audience Descriptors (Week 3)

Directions: Indicate in parentheses below whether each target audience is a beneficiary, user, or decision-maker for this innovation.

TargetAudience

(TA)

Characteristics Opportunities ObstaclesTargetedMessage

Messenger Strategies

TA-1:( )

TA-2:( )



Innovation Market Research (Week 4)

Directions: Use the table below to list the types of data collection tools you would like to use to gather market

research for your innovation. For each item listed, describe the type of data the tool will gather and why you think

that tool is the most effective way to collect that type of information.

Name of data collection tool Information to be gathered by this tool This tool is an effective choice because…



Obstacles, Opportunities, Strategies, and Tools / Tactics (Week 5)

Directions:

List opportunities and obstacles for your innovations

Create a strategy to address obstacles and opportunities.

Identify a tool/tactic to accomplish the strategy.

Opportunities/Obstacles Strategy Tools/Tactics

Ex: Drivers are not comfortable driving in roundabouts and oppose their installation.

Ex: Educate drivers about how to drive in a roundabout and why roundabouts benefit them.

Ex: Create a video for drivers demonstrating how to drive a roundabout.


Marketing Tools and Tactics (Week 5)

Directions: Prioritize the tools and tactics you would use to market your innovation.

Marketing Tool or Tactic

CostLevel of Priority

Presentation$11,950Assumes 1 speaker going to an event to make a presentation on a given day

Workshop

$29,000Assumes that the workshop is completely coordinated and organized (meetings of stakeholders, promotional materials, invitations, etc.) and the meeting space and food are paid for for up to 100 persons

Conference

$60,000Assumes that the conference is large (~200 to 300 folks) and is completely coordinated and organized and the meeting space and food are paid for for up to 200. persons

Innovation demonstration

$40,000Assumes an event where folks are invited, taken to a job site, and returned back to their hotels. Assumes coordination ofthe event, busing, crowd management, insurance, etc. No food or accommodations included.

Peer-to-peer exchanges

$42,750Assumes that the PtoP event has a size of 25 and is completely coordinated and organized (including invitational travel) and the meeting space, accommodations, and food are paid for.

Direct marketing:

o Targeted and customized letters

$5,000 for 100


o Brochures $2,000 for 100

o Flyers $500 for 100

Publish articles$1,000Cost to prepare an article

Face-to-face meetings with:

o Key opinion leaders / potential champions

$25,000Includes meetings with 6-10 leaders, 1 staff person attends, travel

o Strategic partners $25,000Includes meetings with 6-10 leaders, 1 staff person attends, travel

o Targeted individuals

$25,000Includes meetings with 6-10 leaders, 1 staff person attends, travel

Publicity:

o Press releases $500Prepare a press release and distribute it electronically.

o News conferences $5,000Provide facilities and refreshments, prepare briefs, and staff for Q&A

o Media relations Would typically be an hourly or monthly retainer to hire a public relations professional

Displays/booths at trade shows and/or conferences

$6,000Ship items, prepare materials, and man booth at a 2-day event.



Website$5,000Develop content and maintain site periodically.

Webinars$2,000Includes paying for guest speaker for 1hour

Print media (ads in trade publications and/or trade directories)

$1,000Writing the ad and sending it to trade magazines and tracking. Does not include the actual cost of running the ad.

Other tools and tactics



Performance Measurements (Week 6)

Directions: Identify performance measurements for your goals.

Progress MonitoringMeasurement Tools

Performance Evaluation

Measurement Team Goals

National Goals

Innovation Benefit Goals



Integration Planning Items (Week 7)

Directions: Identify the integration activities that would need to be planned in order to make sure your innovation is mainstreamed.

TrainingDevelopment of

StandardsPerformance

Measures

Technical Support &

Staffing Scheduling Policy Setting


Leap Not Creep Participant Guide Pre-Course Through Week 3 - 20140722

Education

Transcript of Leap Not Creep Participant Guide Pre-Course Through Week 3 - 20140722