Implementation teams, composed of leaders, early adopters, and critical perspectives, are crucial for driving systemic change and ensuring buy-in (Higgins et al., 2012; Metz et al., 2015). These teams are responsible for managing the work of implementation, including practice selection, infrastructure development, evaluating key drivers, and communicating progress. A key finding from Locke et al. (2024) is the critical role of distributed leadership within these teams for supporting the implementation of evidence-based practices.

Within the EIC project, the functions and representation on District Implementation Teams (DITs) were continuously evaluated and adjusted to align membership with stage-based work and mitigate turnover, both of which contribute to sustained implementation. Ryan et al. (2024) noted that diverse representation and skill sets within implementation teams helps ensure buy-in across organizational structures and this was the case with EIC implementation teams. Each year, dyads reviewed and updated their DITs as needed. Changes in team composition were not solely due to turnover; often, as the work evolved, other key members were brought onto the team. For instance, in one district, the team decided to include all key district leaders, coaches, and a teacher (a "vertical slice" of the system) each time an annual District Capacity Assessment (DCA) was conducted, providing a broad overview of the organizational, competency, and leadership drivers supporting the implementation of the high-quality instructional materials (HQIM). In addition to considering team membership and composition, it was also evident that the teams’ functions or responsibilities evolved over the course of the project, with teams growing in their ability to perform relevant tasks given adequate support. Examples of deeper learnings over time centered around use of data to drive improvements, ability to communicate more effectively with the community, and greater efficacy in problem-solving implementation barriers.

Implementation teams are vital for scaling because their adaptability to various organizational structures enables effective coordination across diverse partnerships. The continuous evaluation and adjustment of DIT composition based on the stage of work, and the inclusion of a "vertical slice" of the system, ensure that the teams remain relevant and effective as implementation efforts expand. This proactive approach to team evolution, accommodating both turnover and the changing needs of the work, directly supports the sustained and successful scaling of interventions by maintaining necessary buy-in and distributed leadership.