Category Archives: Strategic Planning

Designing From the Margins Toolkit: Three Ways to Solve Problems Facing Young People

Young people facing disruptions to their education need support and guidance to meet their goals. But too often, the systems meant to support young people at the toughest moments of their lives end up frustrating and burdening them as they navigate a complex bureaucracy. Leaders working within these systems can see the challenges young people face, but they get stuck, because creating change within and across large organizations is difficult.   

A different approach to problem solving can help communities get unstuck within and across schools, nonprofits, and other child-serving organizations. This week, Bellwether released Designing From the Margins: Tools and Examples for Practitioners to Address Fragmentation and Build Equity Into Systems Design. The downloadable toolkit draws on Design Methods for Education Policy and is aligned with our Continuous Improvement in Schools Workbook, but is created specifically for local leaders who might be new to tackling human-centered design from start to finish. It includes tangible examples and facilitation strategies for collaborative problem-solving processes based on our work with communities across the country. 

Designing From the Margins centers young people and families with the most serious and concentrated needs to make inclusive solutions for everyone. By taking this approach, problem solvers focus on equity from the start, and focus on the voices and perspectives of those experiencing problems directly. 

Here are three ways schools, foster care systems, homeless shelters, and health care providers, among others, can use the toolkit:

1. Engage Young People and Families in Identifying Problems

What problems need solving right now? In order to answer this question, you should go to the people experiencing issues directly. This toolkit focuses on improving systems serving young people. In our work, we used techniques like empathy interviews to hear from young people about their experiences and unmet needs. We prioritized young people with severe disruptions in their lives and education, such as incarceration or homelessness, in order to hear how systems served (or failed) those with the greatest needs. The toolkit can help you create a plan to collect these perspectives and reflect on them in a structured and coherent way. 

2. Structure a Collaborative Problem-Solving Process

Organizations serving young people often operate under great stress and uncertainty. This can make collaboration difficult. For example, a leader of a community nonprofit might consider another organization to be a competitor for funding or enrollment, rather than a potential collaborator serving overlapping groups of young people and families. The Designing From the Margins Toolkit gives tangible examples of ways to build a productive, cross-organizational working group that centers on the needs of young people, which includes building relationships among participants who might not work together frequently. 

3. Plan for Better Implementation Through Monitoring and Continuous Improvement 

Even great plans can fall victim to incomplete or insufficient implementation. The problem-solving cycle described in Designing From the Margins includes an emphasis on concrete implementation plans, with clear metrics and owners each step of the way, along with a framework for implementing continuous improvement cycles of monitoring and evaluation once solutions are put in place. 

Click here to read and download Bellwether’s Designing From the Margins Toolkit, and visit Bellwether’s Lost by Design website to learn more.

ICYMI: Is There or Isn’t There a Looming Fiscal Cliff for Education?

Throughout the past month, Bellwether has weighed in on the financial health of schools in light of the COVID-19 pandemic, with different reactions, resources, and recommendations from across our team. In case you missed it, here’s a quick recap: 

You can read all the posts in the series here, and we welcome your reactions! Thanks for following along.

To Keep Cuts Away from Kids, Districts Must Use These Two Financial Levers

On top of immense public health and learning challenges, school districts are grappling with  critical questions about their financial future. What are the magnitude of state and local revenue shortfalls? What is the cost to fund new public health measures, social-emotional and mental health supports, and necessary academic interventions? Will there be additional federal stimulus funds to support education?

Even amid uncertainty, districts need to carry out proactive planning processes that ensure their spending remains aligned to their long-term (three to five year) strategic priorities, especially the initiatives and services that support students with the highest needs.

From our work supporting schools through earlier crises, we observed that that “urgent” budget cuts sometimes resulted in focusing too much on finding smaller short-term savings within district budgets. For example, if a district has a long-term goal around improving early elementary literacy outcomes, making cuts to literacy coach staffing may save needed dollars in the immediate term, but will put long-term outcomes at risk. By considering budget cuts in the context of strategic priorities, leaders can minimize the adverse impacts of funding shortfalls on students while maintaining momentum towards their desired future state.

Yesterday, my colleague Jenn answered common questions about whether and how changes in state revenue will impact school funding. If those changes in state revenue do have negative impacts, districts will likely need to make cuts to their operating budgets. Today we propose that districts need to both consider reductions to ongoing spending and adjustments to strategic investments. Leaders can combine the set of options outlined below to mitigate financial loss in a way that minimizes adverse impact on students, especially those with the greatest needs.

1. Reductions to Ongoing Spending

Districts will need to consider spending reductions that minimize the negative impact of COVID-19 on their strategic direction. Continue reading

The Looming Financial Crisis? Resources for the Education Sector

Efforts to lift economy could tip off a financial crisis.” School districts brace for cuts.” Will the Banks Collapse?

With headlines like these making the rounds, there’s no way to avoid questions about how the COVID-19 pandemic has and will impact the economy — and in turn, America’s schools. The uncertainty is very real, and the consequences could be as well, but how can education leaders make sense of often contradictory and evolving prognostications? And if the impact won’t be catastrophic, what is the more complicated outlook?

At Bellwether Education, we’ve worked with schools, CMOs, districts, states, and nonprofits to understand this moment, and have begun to build an understanding — unpredictable as this moment is — of where our sector is headed fiscally, how organizations and policymakers should respond, and the key variables to keep an eye on. We understand how school funding works, from the federal budget process to state legislatures to local levies, and we’ve coached hundreds of clients on planning for and through financial uncertainty. 

In this new series, The Looming Financial Crisis?, we bring our policy chops together with our practical experience with districts, schools, and networks forward to share perspectives on how a financial crisis might play out and where impacts will be felt. Some questions we’ll explore:

  • Where does school revenue come from, what do we know about how the economic downturn might affect lower income communities? 
  • How can districts and schools carry out short-term and long-term planning amidst uncertainty, while prioritizing students furthest from opportunity?
  • What are the potential impacts on private school operations, especially those private schools dedicated to serving high-need students?
  • Will an economic downturn lead to increased interest in charter school mergers, and how should school leaders approach these potential partnerships and their impact on students and school communities? 

We’re here to cut through the noise so the education sector can navigate the uncertain future as effectively and efficiently as possible. Follow along as we roll out insights targeting school districts, state education agencies, individual schools, charter networks, and more.

FAQs for Future Applicants to the Federal Charter School Program Grant

As applicants anxiously await the results of the FY2020 Charter School Program (CSP) State Entities grant competition, we want to offer some tips for prospective future applicants. As my Bellwether colleagues recently wrote, the CSP is a discretionary grant that provides federal resources to create, replicate, and support high-quality public charter schools. Developing a strong CSP application takes significant time and forethought. Although future funding of the CSP hangs in the balance, charter networks thinking about applying should plan far in advance to develop a strong application. 

Bellwether has partnered with a number of charter management organizations to develop winning federal education grant proposals, including CSP Replication and Expansion grants. The Frequently Asked Questions below explain what differentiates a successful application and provide advice on developing a winning proposal. 

Logistics of applying 

When should I start thinking about applying for a CSP grant? 

Six-to-eight-week turnarounds are fairly common: in 2019, the notice inviting applications appeared on November 26, 2019 and the deadline for transmittal of applications was January 10, 2020. Because the turnaround is pretty quick, occurs at a time of year when many staff may be planning time off, and the applications themselves are often over sixty pages long, preparing in advance is very helpful. 

As you think about applying, consider your network’s readiness to grow and increase impact. Indicators of readiness to grow can cross multiple dimensions, such as quality of programming, strength of student outcomes, clarity of instructional and cultural visions, student and staff retention and satisfaction, and financial health and sustainability. Bellwether offers a “Readiness to Grow” diagnostic tool that can help organizations assess their strengths and areas for focus before or during a growth process (see case study that used this tool here).  Continue reading