This is the third blog post in our #SGInstitute series, led by our Strategic Advising practice on lessons learned from advising schools, networks, and districts on growth and expansion.
Starting a new school or expanding an existing one requires support and action from many different groups of people, including parents, community members, district leaders, and staff. In our recent Strategic Growth Institute (SGI) cohort, participants talked about how hard it is to inspire support and action from these varied stakeholders given the range of perspectives each might have on growth and the limited time organizational leaders have. We heard about the dangers of under-investing in stakeholder engagement, which could result in a program model that does not reflect your community’s needs, an under-enrolled school, or a failed application for expansion. We also heard about the far-reaching benefits of doing stakeholder engagement work well, such as cases where parents and staff not only understand a growth plan but actively shape and champion it.
Many organizational leaders know that stakeholder engagement is key to the success of a growth plan, but planning for this engagement can be hard to do; there is no one-size-fits-all playbook for effective stakeholder engagement. We use a simple three-part tool to help organizational leaders plan stakeholder engagement, anchored on three questions:
The engagement efforts that result from this planning tool will look quite different depending on an organization’s growth strategy and community context. However, we’ve identified important themes to consider during the planning process that apply regardless of the unique situation: Continue reading
Imagine a child who has experienced homelessness and who has had to change schools multiple times due to moving between foster homes, shelters, and the street. Oftentimes a young person like this becomes involved with multiple government agencies, like the Department of Child Welfare, the Department of Juvenile Justice, or the Department of Health, because the work that each of these agencies does tends to be narrowly focused on a solving a specific set of problems. Some agencies aim to keep children safe from abuse and neglect, others seek to rehabilitate youth who have committed crimes, and yet others try to prevent and treat illness and disease.
While each sector can implement its own solutions that may work some of the time for some young people, sustainable social change requires government agencies to collaborate.
But at which level of government (e.g., local, county, state, or federal) should we direct our efforts? The answer lies in the type of change we hope to create. Continue reading
This is the second blog post in our #SGInstitute series, led by our Strategic Advising practice on lessons learned from advising schools, networks, and districts on growth and expansion. Next up in the series: how do leaders know they are ready to take the next step?
We recently launched our tenth Strategic Growth Institute cohort here at Bellwether. Our cohort work brings us together with charter and district leaders who are actively thinking about expanding their impact by adding new seats or campuses. When asked “why grow your school or model?”, our school partners commonly remark that they’re already serving students and communities well (and often far better than other options), and that their model is in high demand. Occasionally, school leaders want to move quickly to take advantage of unique landscape conditions that might not last forever (a charter- or innovation-friendly administration, for example).
But a second question — “what does expansion look like?” — yields a broader range of answers. Getting clear on what constitutes success is critically important because it shapes how a school leader and stakeholders will prioritize strategic decisions for years to come. A school seeking to replicate its model and grow from one campus to three will be on a very different path from a school that seeks to be a “teaching hospital” and codify its practices to share with other operators. Many choices, including culture development, organizational structure, talent philosophy, and community engagement, are fundamentally impacted by the direction the school (often in partnership with a district or network) wants to head.
We offer school leaders three broad questions as they think about which vision or impact model is right for them: Continue reading