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                                                      Evidence Readiness Resources
 Scaling Checklists: Assessing Your Level of Evidence and Readiness (SCALER)
 Submitted by 
kwilkerson
 on 
Tue, 12/28/2021 - 17:31Current
            test wizard page
Step 3: Determining readiness to scale
OverviewOverview
	Specifying the InterventionSpecifying the intervention
	Defining the target population Current Defining the target population
	Establishing implementation supports Establishing implementation supports
	Having an enabling context Having an enabling context
	Establishing an implementation infrastructure Establishing an implementation infrastructure
	Results Results
SCALER Step 3: Overview
As outlined in the SCALER framework, there are five conditions an intervention and the organization implementing it should meet to be ready to scale successfully and with fidelity.
Intervention
	Specifying
	the intervention
	Defining the
	target population
	Establishing
	implementation supports
Organization
  Having an enabling
	context
	Establishing an implementation infrastructure
Specifying the intervention

Specifying the intervention ensures that new organizations, personnel, or sites can implement core activities consistently and with fidelity to the intervention’s theory of change.
	A well-specified intervention clearly defines or identifies the following components: core activities, personnel roles, a setting, and completion requirements.
Defining the target population

It is important to define an intervention’s target population when getting ready to scale. Offering an intervention to the same population for whom it was shown to be effective makes it more likely that the organization will be successful in scaling.
	A well-defined target population specifies the characteristics, such as age, location, education level, gender, and other characteristics, of people who can participate in the intervention. A well-defined target population also accounts for any criteria on including and excluding people from the intervention.
Implementation supports

Implementation supports ensure an intervention can be implemented with fidelity during scaling.
	These supports include a monitoring system, performance goals, continuous quality improvement processes, preservice and in-service trainings, communication systems, and data systems.
Enabling context

An enabling context means that an organization’s leadership and culture support scaling.
	Organizations with an enabling context engage in innovation, learning, and improvement; seek to identify challenges and ways to solve them; and look for ways to capitalize on successes.
Implementation infrastructure

An organization’s implementation infrastructure helps ensure the organization has sufficient resources to implement an intervention with fidelity
	A supportive implementation infrastructure has sufficient financial and human resources as well as appropriate materials and physical space for implementing the intervention.
Step 3 of the SCALER consists of a series of checklists that help you determine where your intervention and organization are in terms of meeting the five conditions for scaling readiness.
Start
FAQ
Who should complete this step?We recommend designating one person or role to be the SCALER owner, such as the intervention’s program or data manager. Because personnel at all levels are involved in intervention scaling, the SCALER owner will want to involve others including:

Executive directors
	Program managers or frontline supervisors
	Measurement, learning, and evaluation personnel (data managers or internal evaluation specialists)
	Administrative personnel (human resources, development, or purchasing personnel)What information do I need?Completing Step 3 requires enough knowledge and understanding of the following aspects of the intervention and implementing organization to self-assess scaling preparedness:

How you define the intervention and target population
	Intervention core activities, key personnel, setting, and how to determine completion
	Implementation supports and the enabling context
	Implementation supports related to monitoring, CQI, performance goals, and data systems
	The organization’s implementation infrastructureHow should I complete Step 3?Organizations can take one of several approaches:

Involved personnel could complete the checklists on their own, discuss responses, and come to agreement on scores at a meeting organized by the SCALER owner.
	Several personnel could fill out the checklists together during a meeting.
	The SCALER owner could gather the necessary information and complete all checklists.In taking any of these approaches, the SCALER owner should set up a timeline for completing the tool.How can I use the Step 3 results?The printable Step 3 Results report summarizes your scaling readiness scores and suggests next steps. You can:

Share the results with key stakeholders, organizational leaders, and funders.
	Use the results to identify gaps in readiness and prioritize next steps.
	Complete Step 3 multiple times as you continue to prepare for scaling to gauge your progress.
Specifying the intervention
Use this checklist to assess whether you have a well-specified intervention. Choose the response option that best characterizes your organization’s status in defining the following aspects of your intervention.
FAQ
What is a well-specified intervention?A well-specified intervention clearly identifies the core set of activities that are critical for achieving beneficial outcomes. Typically, core activities are identified in an intervention’s theory of change, as the mechanisms by which an intervention produces the expected outcomes.

Four components are needed to ensure the organization’s specification of the intervention is enough to facilitate successful scaling:

Clearly identified core activities
	Clearly defined personnel roles
	Clearly defined setting
	Clearly defined completionEach core activity must have a description of what it takes to produce the intended outcomes, including:

Its content (for example, the service focus or curriculum topics), how it is to be delivered, and how much of it participants should receive
	The requirements for the personnel delivering it
	The setting in which it will take placeWhy is specifying my intervention important?Specifying your intervention ensures the intervention is delivered with fidelity both before and during scaling. Without such specificity, new organizations, personnel, or sites may not be able to implement core activities consistently and with fidelity to the intervention’s theory of change. Such a scenario would decrease the likelihood that the intervention will improve participants’ outcomes to the extent expected given the intervention’s prior success.What is an example of a core and non-core intervention activity?For a school-based intervention seeking to increase elementary-age students’ reading scores, a core activity might be delivering one-on-one tutoring using a specific reading curriculum in the classroom, whereas a non-core, or supplemental, activity could be disseminating monthly newsletters to parents or caregivers with book recommendations that could be read to children during non-school hours.Why is it important to align my intervention to the research?The specifications of the intervention’s core activities, personnel roles, setting, and completion should be aligned to the research that showed evidence of the intervention’s effectiveness. If an organization defines these components in a way that differs from how they were defined when the intervention produced beneficial outcomes, then the organization might not be able to produce the same beneficial results when scaling the intervention.
Identifying core activities?
        Questions
                  Not yet defined
                  No, but making plans to develop a definition
                  No, but actively developing a definition
                  Yes, this is definedCore activities (services) of the intervention
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedThe mode of delivery for each core activity
        
            For example, in person or online, one on one, or small group.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedThe intensity of each core activity
        
            For example, amount, frequency, and duration.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is defined
Clearly defining personnel roles
        Questions
                  Not yet defined
                  No, but making plans to develop a definition
                  No, but actively developing a definition
                  Yes, this is definedThe number of personnel needed to offer core components of the intervention as they are intended to be offered
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedRoles for personnel (at the lead organization and its partners) implementing the intervention
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedQualifications for personnel (at the lead organization and its partners) implementing the intervention
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is defined
Clearly defining the setting
        Questions
                  Not yet defined
                  No, but making plans to develop a definition
                  No, but actively developing a definition
                  Yes, this is definedThe geographic setting where the intervention will be implemented during scaling
        
            For example, rural/urban, geographic region.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedThe venue for service delivery where the intervention will be implemented during scaling
        
            For example, a community center, participants’ homes, nonprofit organization, or school.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is defined
Clearly defining participation and completion
        Questions
                  Not yet defined
                  No, but making plans to develop a definition
                  No, but actively developing a definition
                  Yes, this is definedWho is considered a program participant
        
            For example, is everyone who enrolls considered a participant, or is there a minimum length of time a person must be in the program to be considered a participant?
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedParticipant completion of the intervention
        
            For example, minimum services completed, certification acquired, particular score achieved on an assessment.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is defined
total identifying intervention score
            0Total
             0/30
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Defining the target population
Use this checklist to assess whether you have a well-defined target population for your intervention. Choose the response option that best characterizes your organization’s status in defining the following aspects of your intervention’s target population.
FAQ
What is a well-defined target population?A well-defined target population describes the characteristics of the population that the intervention was originally designed to serve. This can include, for example, age or grade ranges, participants’ locations, gender, and other demographic and background characteristics.

It is important to be specific when defining your target population. For example, describing a population as “at-risk youth” is inadequate because the meaning of at-risk and youth is unclear. It would be more specific to describe the population as “youth ages 12 to 17 who have been involved with the juvenile justice system.” If a program aims to serve more than one population, describe each with such specificity.Why is defining my target population important?When scaling, an organization might want to offer an intervention to the same population for whom the intervention was designed and shown to be effective. Doing so makes it more likely that the organization will be successful in scaling, because interventions might not be as effective when used with populations or groups that are different from the target population for which the intervention demonstrated evidence. To do so, the population must be well defined. This definition must be specific and include the characteristics people must have to participate in the intervention.
Defining the target population
        Questions
                  Not yet defined
                  No, but making plans to develop a definition
                  No, but actively developing a definition
                  Yes, this is definedThe characteristics of the population the intervention will serve (target population)
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedThe criteria for determining who is eligible to participate in the intervention (inclusion criteria)
        
            For example, students in 6th or 7th grade who scored between a lower cutoff score and an upper cutoff score on a reading assessment.Some interventions do not have specific inclusion criteria for the target population that would receive services. If this is true of your intervention, select the “Yes, this is defined” response choice.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is definedThe criteria for determining who is not eligible to participate in the intervention (exclusion criteria)
        
            For example, a housing program that weatherizes or retrofits household units for low-income populations might exclude housing units constructed within the past five years.Some interventions do not have specific exclusion criteria for the target population that would receive services. If this is true of your intervention, select the “Yes, this is defined” response choice.
                      Not yet defined
                      No, but making plans to develop a definition
                      No, but actively developing a definition
                      Yes, this is defined
total define target pop score
         0Total
         0/9
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Next
Establishing implementation supports
Use this checklist to assess whether you have implementation supports in place for your intervention. Choose the response option that best characterizes your organization’s status in establishing the following implementation supports for your intervention’s implementation.
FAQ
What are implementation supports?These six implementation supports will help an organization implement the intervention with fidelity:
A monitoring system
	Performance goals
	Continuous quality improvement processes (a systematic process for improving implementation service delivery, processes, and outcomes)
	Preservice and in-service training
	Communication systems
	Data systemsWhy are implementation supports important?An organization must have implementation supports in place to ensure it can implement an intervention with fidelity during scaling. An intervention that does not have such supports might not be able to produce beneficial outcomes when scaled.
Monitoring ?
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placePersonnel who will monitor the intervention (the monitoring team) are identified
        
            For example, a team consisting of supervisors, project managers, or project directors who will monitor the intervention’s implementation.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeMonitoring team will assess whether core intervention components are implemented as specified
        
            For example, the team will collect service delivery data through observations during site visits or review service data entered into a data system on a weekly basis.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeMonitoring team will report on implementation issues or challenges to leadership and personnel delivering the intervention
        
            For example, the monitoring team will hold quarterly meetings with personnel to discuss service delivery data and any arising implementation issues.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
Establishing performance goals?
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeBenchmarks for service delivery are clearly established
        
            For example, the number of participants contacted per personnel member or the number of participants served per personnel member.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeBenchmarks will be monitored for achievement
        
            For example, creating procedures for how benchmarks will be measured and collected, who will review progress toward the benchmarks, and the frequency with which the benchmarks will be monitored.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
Engaging in continuous quality improvement (CQI)?
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeProcesses for engaging in CQI are clearly articulated
        
            For example, establishing a team that meets regularly to coordinate CQI efforts and having a plan to collect and analyze data on performance benchmarks to determine if implementation is occurring as intended.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeThe intervention will be part of conducted CQI efforts
        
            For example, regularly testing the intervention’s implementation, adjusting as needed, and continuously retesting the modifications to ensure the intervention is succeeding as planned.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeThe intervention procedures will be updated based on results of the CQI process
        
            For example, making updates to the personnel trainings or providing extra technical assistance to partners as needed.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
Engaging in training
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeTraining to be taken before scaling the intervention begins is clearly articulated (preservice training)
        
            For example, specifying the initial training each job title will receive, which includes information on who is delivering the training and the training’s timing, content, and format (such as in person or online).
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeAll personnel needing preservice training will receive it in a timely manner
        
            For example, ensuring that the initial training occurs in advance of service delivery so personnel have sufficient time to familiarize themselves with the intervention content and practice the methods for service delivery and the client intake procedures.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeTraining needed by individuals working on the intervention is clearly articulated (in-service training)
        
            For example, specifying the ongoing trainings each job title will receive while the intervention is underway, which includes information on who is delivering the training and the trainings’ frequency, content, and format (such as in person or online).
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeAll personnel needing in-service training will receive it in a timely manner
        
            For example, having annual refresher trainings on the intervention’s curriculum and the client intake procedures.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
Establishing communication systems?
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeA communication system exists that supports coordination among personnel working on the intervention
        
            For example, a detailed plan may state that, for the first six months of the intervention, service providers must meet as a group with their supervisor for one hour each week to discuss topics related to recruiting and engaging participants; for the next six months, meetings must take place monthly in the form of hour-long sessions to discuss service provision.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeA process exists to ensure communications will function smoothly and as intended
        
            For example, having a plan to obtain feedback from personnel about the communication system and tracking the communication that takes place (using logs of how often personnel met together or regular supervisor check-ins with personnel).
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeA process exists to resolve communication problems shortly after they occur
        
            For example, having a plan to address issues with personnel not meeting with supervisors as often as intended or infrequent contact occurring between key intervention partners.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
Establishing data systems
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeA data system supports collection, analysis, and decision making about the intervention
        
            For example, a formal management information system, a case management system, or a custom database that will collect information on program implementation, costs, and elements related to the research evaluation of the program.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeA process exists to ensure data are entered into the system in a timely manner and are of high quality
        
            For example, there is a plan to check the completeness and accuracy of the participation data entered into a data system with paper records of attendance or case note file reviews.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeA process exists to ensure data are analyzed appropriately
        
            For example, holding a standardized training to help personnel develop a common understanding of the data points in the data system and ensuring that the personnel analyzing the data have the necessary qualifications.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeA process exists to ensure data are used in decision making
        
            For example, using data to determine whether the intervention is meeting its implementation targets and then making decisions or developing new strategies based on those data.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
total establishing implementation supports score
              0Total
               0/57
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Having an enabling context
Use this checklist to assess whether your organization has a context that will likely enable successful scaling. Choose the response option that best describes the extent to which your organization has the following characteristics.
FAQ
What is an enabling context?Two components will enable an organization to scale an intervention:
Support by organizational leaders and key stakeholders
	A culture of innovation and learningWhy is an enabling context important?To foster successful scaling of effective interventions, an organization’s leadership and culture must support innovation, learning, and improvement. The organization’s structures, roles, and functions should also facilitate (rather than hinder) service delivery as well as the achievement of beneficial participant outcomes.
Supporting the intervention ?
        Questions
                  Not at all descriptive of the organization
                  Somewhat descriptive of the organization
                  Mostly descriptive of the organization
                  Fully descriptive of the organizationOrganizational leaders demonstrate support for the intervention
        
            For example, organizational leaders are engaged in planning activities or making implementation of the intervention a priority for the organization.
                      Not at all descriptive of the organization
                      Somewhat descriptive of the organization
                      Mostly descriptive of the organization
                      Fully descriptive of the organizationKey stakeholders demonstrate support for the intervention
        
            For example, stakeholders provide space for service delivery at local implementation sites or partner organizations ensure their personnel’s workload accommodates the time and effort needed for service delivery.
                      Not at all descriptive of the organization
                      Somewhat descriptive of the organization
                      Mostly descriptive of the organization
                      Fully descriptive of the organization
Engaging in innovation and learning?
        Questions
                  Not at all descriptive of the organization
                  Somewhat descriptive of the organization
                  Mostly descriptive of the organization
                  Fully descriptive of the organizationThe organization has an established history of innovation
        
            For example, organizational efforts to identify, develop, and implement new ways of meeting community needs, such as offering new products or services or identifying novel ways of delivering regularly available services.
                      Not at all descriptive of the organization
                      Somewhat descriptive of the organization
                      Mostly descriptive of the organization
                      Fully descriptive of the organizationThe organization is innovative in finding ways to improve the intervention model
        
            For example, the efforts to improve upon a previous version of the intervention or enhancing the current services being offered.
                      Not at all descriptive of the organization
                      Somewhat descriptive of the organization
                      Mostly descriptive of the organization
                      Fully descriptive of the organizationThe intervention's successes are discussed among personnel involved with the intervention
        
            For example, successes related to implementing the intervention’s core activities, recruiting or serving the target population, or supporting the intervention’s implementation.
                      Not at all descriptive of the organization
                      Somewhat descriptive of the organization
                      Mostly descriptive of the organization
                      Fully descriptive of the organizationThe intervention's challenges are discussed among personnel who can help to overcome them
        
            For example, difficulties with implementing the intervention’s core activities, recruiting or serving the target population, or supporting the intervention’s implementation, and the solutions to those challenges.
                      Not at all descriptive of the organization
                      Somewhat descriptive of the organization
                      Mostly descriptive of the organization
                      Fully descriptive of the organization
total having context score
          0Total
          0/18
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Establishing an implementation infrastructure
Use this checklist to assess whether your organization has the implementation infrastructure in place to support scaling your intervention. Choose the response option that best characterizes your organization’s status in setting up the following implementation infrastructure components.
FAQ
What is an implementation infrastructure?An implementation infrastructure has two components:

Financial and human resources: Financial resources cover the costs of intervention implementation, and human resources facilitate hiring the personnel necessary for scaling and supporting those personnel through a human resources management system.
	Materials and physical space: These resources are needed for implementing the intervention.Why is the implementation infrastructure important?To effectively support a scaled intervention, an organization’s infrastructure must have sufficient personnel for implementation, support supervision and development for those personnel, and provide funding and other needed resources, such as materials and physical space, for implementing the intervention.
Procuring financial and human resources
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeThe organization has adequate funding for the intervention
        
            For example, financial resources to pay the costs of implementing the intervention. These include costs of service providers and supervisors (such as salaries, wages, or benefits) and costs of infrastructure (such as rent for the physical space where the intervention will be implemented).
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeThe organization provides enough dedicated personnel for the intervention
        
            For example, having the necessary number of personnel with the required qualifications to work exclusively on the intervention’s delivery.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeA human resource system is in place to hire, supervise, and develop personnel implementing the intervention
        
            For example, processes and procedures for identifying, training, and developing personnel needed for delivering the intervention.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
Providing materials and physical space
        Questions
                  No plans in place
                  No, but making plans to set up
                  No, but actively setting it up
                  Yes, this is in placeA thorough description of the materials and physical space needed to implement the intervention exists
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeThe materials needed to implement the intervention are available
        
            For example, materials for service providers, such as training manuals or implementation guides, or for participants, such as workbooks or supplies for activities.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in placeEnough physical space exists for implementing the intervention
        
            For example, space for delivering the intervention such as classrooms or library space for delivering one-on-one tutoring to students.
                      No plans in place
                      No, but making plans to set up
                      No, but actively setting it up
                      Yes, this is in place
total infrastructure score
          0Total
           0/18
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SCALER Step 3: Results

Click on the tabs below to see your results. For each of the five scaling readiness conditions, the closer your total score to the maximum, the more ready for scaling your intervention or organization appears to be. Use these scores to identify conditions that need further work for your intervention or organization to be ready to scale. Then, draw on the next steps and suggested resources to develop procedures or processes to build your capacity in these areas. For conditions where you have higher scores, we suggest areas to monitor once scaling is underway.
Intervention readiness
0%Well-specifiedinterventionDonut Chart: Well-specified intervention, 0% complete
0%Well-definedtarget populationDonut Chart: Well-specified target population, 0% complete
0%ImplementationsupportsDonut Chart: Implementation supports, 0% complete
Organization readiness
0%EnablingcontextDonut Chart: Enabling context, 0% complete
0%ImplementationinfrastructureDonut Chart: Implementation infrastructure, 0% complete
Specifying the InterventionDefining the target populationEstablishing implementation supportsHaving an enabling contextEstablishing an implementation infrastructure

Specifying
	the Intervention
	Defining the
	target population
	Establishing
	implementation supports
	Having an
	enabling context
	Establishing an
	implementation
	infrastructure
Specifying the Intervention
You should get started on specifying your intervention.

If you haven’t already, start by identifying your intervention’s core activities, meaning the specific services or curriculum that make up the intervention, as well as the delivery mode and intensity of those activities. Then think about clearly defining personnel roles and qualifications, the setting in which your intervention will be delivered, and criteria for participation and completion. All of these definitions should align to the research that showed evidence of the intervention’s effectiveness and can help bolster your intervention’s readiness for scaling. Changes in these components might not lead to the same beneficial outcomes during scaling. For more information, see “How to Fully Describe an Intervention.”You’ve begun to specify your intervention, but there’s still work to do.

If you haven’t already, make sure you’ve identified your intervention’s core activities, meaning the specific services or curriculum that make up the intervention, as well as the delivery mode and intensity of those activities. Clearly define personnel roles and qualifications, the setting in which your intervention will be delivered, and criteria for participation and completion. All of these definitions should align to the research that showed evidence of the intervention’s effectiveness and can help bolster your intervention’s readiness for scaling. Changes in these components might not lead to the same beneficial outcomes during scaling. For more information, see “How to Fully Describe an Intervention.”Your organization has mostly specified the intervention you will be scaling, but there’s still work to do.

If you haven’t already, make sure you’ve identified your intervention’s core activities, meaning the specific services or curriculum that make up the intervention, as well as the delivery mode and intensity of those activities. Clearly define personnel roles and qualifications, the setting in which your intervention will be delivered, and criteria for participation and completion. All of these definitions should align to the research that showed evidence of the intervention’s effectiveness and can help bolster your intervention’s readiness for scaling. Changes in these components might not lead to the same beneficial outcomes during scaling. For more information, see “How to Fully Describe an Intervention.”Keep up the great work! Your organization has a well-specified intervention for scaling.

While scaling your intervention, assess whether your organization is adhering to your definitions for the intervention’s core activities, including the delivery mode and intensity of those activities, personnel roles and qualifications, the delivery setting, and criteria for participation and completion. All of these definitions should align to the research that showed evidence of the intervention’s effectiveness and can help bolster your intervention’s readiness for scaling. Changes in these components might not lead to the same beneficial outcomes during scaling. For more information, see “How to Fully Describe an Intervention.”
ResultsReturn to edit
Results
             Component
 Score*Identifying core activities0/9 pointsClearly defining personnel roles0/9 pointsClearly defining the setting0/6 pointsClearly defining participation and completion0/6 points*Each checklist item was assigned a score from 0 to 3, with higher scores meaning the item was further along in being defined. Scores were then summed up for each component listed in the table.
core activities conditions
           1
personal roles conditions
           1
setting conditions
           1
participating and completion conditions
           1
Next steps based on your scores
        The intervention’s identified core activities are not definedAn intervention that is ready for scaling should have core activities (the specific services or curriculum that make up the intervention) that are clearly defined. In identifying the core activities, the mode of delivery (such as online or in-person, and one-on-one or in a group) and the intensity (meaning the amount, duration, and frequency of each activity) should also be defined. These elements help ensure the intervention can be delivered with fidelity while being scaled.The intervention’s personnel roles are not definedIn specifying the intervention, you will need to define personnel roles. Be sure to:Identify how many personnel you will need to scale the intervention
Define the titles and responsibilities that personnel will have in scaling the intervention
Define the personnel qualifications, such as the required education, prior trainings, or experience levels, for the personnel delivering services for the scaled interventionThe intervention’s setting is not definedIn specifying the intervention, you will need to define the setting. You should:Identify the geographic location where the scaling will take place (for example, which geographic region in the United States) and whether the setting is rural and/or urban
Define where the intervention takes place (such as at a school, community-based organization, or workforce center) and the number of these venues neededIntervention participation and completion are not definedAs part of specifying your intervention, clearly define intervention participation and completion. You should define:Participation by the minimum amount of services a person needs to receive. For example, to be considered a “participant,” a person seeking work must attend at least one case manager meeting.
Criteria for completion to indicate what participants must do to be considered “graduates” of the intervention. For example, to complete the intervention, participants must attend 10 case manager meetings.
Defining the target population
You have not begun or are just starting to define your target population, so there’s still work to do.

The characteristics of your target population and any criteria for inclusion and exclusion should align with the research that showed evidence of the intervention’s effectiveness. Serving a different target population might decrease the likelihood that participants’ outcomes will improve as expected. For more information, see How to Fully Describe an Intervention.You still need to finish defining the target population for your intervention.

The characteristics of your target population and any criteria for inclusion and exclusion should align with the research that showed evidence of the intervention’s effectiveness. Serving a different target population might decrease the likelihood that participants’ outcomes will improve as expected. For more information, see How to Fully Describe an Intervention.You’ve nearly defined your target population.

You’ve nearly completed a definition for your target population, including any criteria for inclusion and exclusion, but need to wrap it up. Your definition for your target population should align to the research that showed evidence of the intervention’s effectiveness. Serving a different target population might decrease the likelihood that participants’ outcomes will improve as expected. For more information, see How to Fully Describe an Intervention.The target population for your intervention is completely defined.

You have a target population for your intervention and know the criteria for inclusion and exclusion. While scaling your intervention, assess whether your organization is adhering to the definition for your target population, including any criteria for inclusion and exclusion. Serving a different target population might decrease the likelihood that participants’ outcomes will improve as expected. If you’d like more information on this topic, see How to Fully Describe an Intervention.
ResultsReturn to edit
Results
           Component
  Score*Defining the target population0/9 points*Each checklist item was assigned a score from 0 to 3, with higher scores meaning the item was further along in being defined. Scores were then summed up for each component listed in the table.
target population conditions
           1
Next steps based on your scores
        The intervention’s target population is not definedAn intervention that is ready for scaling should have a well-defined target population. Such a definition should describe who is eligible to participate in the intervention, including any inclusion and exclusion criteria. For example, an intervention to serve school-age youth should include eligible age or grade ranges (such as ages 14-18 or 9th through 12th grades), and any other inclusion or exclusion criteria, such as a certain score range on a standardized test.)
Establishing implementation supports
You have not begun or are starting to put implementation supports in place, but there’s still work to do.

Think about establishing critical supports, such as an implementation monitoring team and performance benchmarks to help ensure fidelity and a continuous quality improvement (CQI) process to adjust your intervention as needed. Make sure personnel receive the training they need to deliver the intervention, both before and during intervention service delivery. Also put in place communication and data systems to help coordinate service delivery and support decision-making processes. All these supports can bolster your intervention’s readiness for scaling. For more information, see How to Structure Implementation Supports.You have some implementation supports in place, but you should begin planning out and developing others.

Think about establishing or strengthening critical supports, such as an implementation monitoring team and performance benchmarks to help ensure fidelity and a continuous quality improvement (CQI) process to adjust your intervention as needed. Make sure personnel receive the training they need to deliver the intervention, both before and during intervention service delivery. Also ensure communication and data systems are in place to help coordinate service delivery and support decision-making processes. All these supports can bolster your intervention’s readiness for scaling. For more information, see How to Structure Implementation Supports.You have some implementation supports in place and should continue setting up others.

Think about setting up your implementation monitoring team and performance benchmarks to help ensure fidelity and a continuous quality improvement (CQI) process to adjust your intervention as needed. Make sure personnel receive the training they need to deliver the intervention, both before and during intervention service delivery. You might also ensure your communication and data systems are set up to facilitate coordination of service delivery and support decision-making processes. All these supports can bolster your intervention's readiness for scaling. For more information, see How to Structure Implementation Supports.Your organization has many important implementation supports in place and is working on the rest. Keep up the great work!

Before you begin scaling your intervention, you will have an implementation monitoring team and performance benchmarks to help ensure fidelity. You plan to use a continuous quality improvement (CQI) process to help you regularly assess the intervention’s quality and adjust as needed. You’ve also established training for personnel to support intervention service delivery, both before and during intervention service delivery. Communication and data systems facilitate coordination of service delivery and support decision-making processes. All of these components bolster your intervention's readiness for scaling. While you’re scaling your intervention, regularly check in to make sure these supports are being implemented as intended. If they are not, seek to strengthen them. For more information, see How to Structure Implementation Supports.Your organization has the necessary implementation supports in place to scale!

While scaling your intervention, keep an eye on your implementation supports to make sure they are working as intended. For example, make sure your monitoring team is using the established performance benchmarks that will let you know that the intervention is being implemented with fidelity. Use your continuous quality improvement (CQI) process to regularly assess the intervention’s quality and adjust as needed. Ensure preservice and in-service training for personnel supports intervention service delivery as planned. Regularly check whether your communication and data systems are facilitating coordination of service delivery and supporting decision-making processes. If any of these components are not working as intended, seek to strengthen them. For more information, see "How to Structure Implementation Supports."
ResultsReturn to edit
Results
                
Component
Score*Monitoring0/9 pointsEstablishing performance goals0/6 pointsEngaging in continuous quality improvement (CQI)0/9 pointsEngaging in training0/12 pointsEstablishing communication systems0/9 pointsEstablishing data systems0/12 points*Each checklist item was assigned a score from 0 to 3, with higher scores meaning the item was further along in being set up. Scores were then summed up for each component listed in the table.
monitoring conditions
           1
goals conditions
           1
quality conditions
           1
preservice training conditions
           1
inservice training conditions
           1
training_conditions
           1
communication conditions
           1
data conditions
           1
Next steps based on your scores
        A plan for an intervention monitoring team is not in placeA monitoring team is a critical support and ensures that implementation takes place as planned. A monitoring team can consist of team members who play other roles in the organization (such as supervisors, project managers, and project directors), or they may be dedicated exclusively to ensuring that the intervention is implemented with fidelity to the model.A plan for establishing performance goals is not in placePerformance benchmarks can be an important support for assessing implementation fidelity. These are specific goals that personnel must meet in delivering the scaled intervention, such as serving a certain number of participants served per workforce member.A plan for engaging in continuous quality improvement (CQI) is not in placeDeveloping a CQI process can help you improve your intervention. CQI processes refer to procedures for continuously assessing the quality of the intervention as implemented to improve implementation practice.

A plan for personnel training is not in placeMake sure all personnel receive training before scaling begins and during implementation.**Conducting preservice training:**  Personnel should receive training before implementation begins. Training should cover intervention content (such as a curriculum used in the intervention), methods for service delivery (such as motivational interviewing), and client processing procedures (such as intake procedures).
**Conducting in-service training:** In addition to preservice training, personnel should receive training throughout the service delivery period. Such training should include refreshers on intervention content, methods for service delivery, and client processing procedures (such as intake procedures).


A plan for establishing communication systems is not in placeA communication system should be in place to support coordination among personnel and partners. Such a system should specify the frequency and expected duration of communication and the parties responsible for communication.
A plan for establishing data systems is not in placeData systems are important for supporting data collection, analysis, and decision making. Typically, data systems capture enrollment and participation data and generate reports on participation trends. 
For more information, see Making the Most of Data.
Having an enabling context
Seek to improve your organization’s efforts related to innovation, learning, and improvement.

To foster a context****that enables scaling, organizational leaders, key stakeholders, and any other personnel involved in scaling should prioritize innovation, learning, and improvement. You might also seek to improve or enhance your intervention model or your service offerings to better meet the needs of your target population and continue to look for ways to innovate, learn, and improve during scaling. For more information, see “Build Organizational Capacity to Implement an Intervention.”Your organization has made some strides in innovation, learning, and improvement, but there’s still some work to do.

To foster a context that enables scaling, ensure organizational leaders and other stakeholders are committed to and actively participating in scaling the intervention. Also seek to improve or enhance the intervention model or your service offerings to better meet the needs of your target population, and continue to look for ways to innovate, learn, and improve during scaling. For more information, see “Build Organizational Capacity to Implement an Intervention.”Your organization appears committed to innovation, learning, and improvement, but has some work to do before scaling.

To foster a context that enables scaling, ensure organizational leaders and other stakeholders are committed to and actively participating in scaling the intervention. Continue to find ways to improve or enhance the intervention model or your service offerings to better meet the needs of your target population and to look for ways to innovate, learn, and improve during scaling. For more information, see “Build Organizational Capacity to Implement an Intervention.”Your organization is committed to innovation, learning, and improvement as part of getting ready to scale your intervention. Keep up the great work!

To maintain a strong enabling context during scaling, make sure organizational leaders and other stakeholders remain committed to scaling and take an active role in it. Also continually look for ways to improve or enhance the intervention model or your service offerings to better meet the needs of your target population during scaling. For more information, see “Build Organizational Capacity to Implement an Intervention.”
ResultsReturn to edit
Results
          Component
Score*Supporting the intervention0/6 pointsEngaging in innovation and learning0/12 points*Each checklist item was assigned a score from 0 to 3, with higher scores meaning the item was further along in being set up. Scores were then summed up for each component listed in the table.
Next steps based on your scores
                Your intervention does not appear to have support from organizational leaders and key stakeholders
        For an organization to be ready to scale an intervention, organizational leaders and stakeholders must be committed to scaling. You should:      
        Make sure organizational leaders are committed by, for example, asking them to be part of the team overseeing the intervention’s scaling plan. 
        Involve key stakeholders, such as service delivery partners and referral sources, by asking them to secure space for service delivery or provide personnel dedicated to implementing of the intervention.


        Your organization should improve its engagement with innovation and learning
        An organization that is ready to scale an intervention should be dedicated to innovation, learning, and improvement. That means identifying, developing, and implementing new ways of meeting participants’ needs. It also means the organization continually tries to advance its practices and enhance its service offerings. During scaling, personnel involved in the intervention’s implementation should regularly discuss successes as well as challenges and ways to overcome those challenges.
Establishing an implementation infrastructure
Keep working to ensure your organization’s infrastructure can support scaling.

Your organization should put in place the appropriate financial, human, and physical resources to support intervention scaling. To effectively support the scaled intervention, your organization’s infrastructure must facilitate hiring the personnelnecessary for scaling, support supervision and personneldevelopment through a human resources management system, and provide funding and other resources for implementing the intervention (for example, materials and physical space). For more information, see Build Organizational Capacity to Implement an Intervention.You have taken steps to make sure the necessary infrastructure is in place for scaling, but there’s still some work to do.

Continue to put in place the appropriate financial, human, and physical resources to support intervention scaling. Toeffectively support the scaled intervention, your organization’s infrastructure must facilitate hiring the personnelnecessary for scaling, support supervision and personneldevelopment through a human resources management system, and provide funding and other resources for implementing the intervention (for example, materials and physical space). For more information, see Build Organizational Capacity to Implement an Intervention.Your organization has most of the infrastructure elements in place to support scaling.

Continue to build a strong infrastructure for scaling. To effectively support the scaled intervention, your organization’s infrastructure must facilitate hiring the personnelnecessary for scaling, support supervision and personneldevelopment through a human resources management system, and provide funding and other resources for implementing the intervention (for example, materials and physical space). For more information, see Build Organizational Capacity to Implement an Intervention.Your organization has the infrastructure elements in place to support scaling. Keep up the great work!

To maintain a strong infrastructure during scaling, continually assess whether your organization has sufficient financial, human, and physical resources to support the intervention and its successful implementation. For more information, see Build Organizational Capacity to Implement an Intervention.
ResultsReturn to edit
Results
          
 Component
 Score*Procuring financial and human resources0/9 pointsProviding materials and physical space0/9 points*Each checklist item was assigned a score from 0 to 3, with higher scores meaning the item was more descriptive of your organization. Scores were then summed up for each component listed in the table.
Next steps based on your scores
                 A plan for procuring financial and human resources is not in place
        
        Ensure your organization has sufficient financial and human resources for scaling. You should:
        Identify funding to implement the intervention while scaling, including a plan to secure funding for future needs 
        Put enough personnel in place to implement the intervention during scaling (as compared to the number of personnel the intervention model requires)
        Develop a human resource system to support scaling; such a system should be able to routinely and effectively hire appropriate personnel, support supervisory structures, and provide for professional development and training

        A plan for providing materials and physical space is not in place
        To be ready for scaling, an organization must have in place the materials and physical space needed for the intervention. You should:
        Develop a description of the materials and physical space needed for scaling 
        Obtain the materials needed for scaling, such as workbooks, handouts, and culturally sensitive documents
step3_result_guidance
        You have completed Step 3 of the SCALER. Based on your results, your organization needs to continue its efforts to build a readiness to scale its intervention. Proceed to "Planning your next steps" for guidance on how your organization can use the SCALER results to identify next steps for strengthening your scaling readiness.

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