Tag Archives: organizational effectiveness

Key Lessons for Effective School Boards

This is the second post in a series about Bellwether’s recent work on school governance and school board effectiveness. The first post can be read here.

The members of elected and appointed school boards play an important role in governing schools and allocating resources. But beyond these practical responsibilities, a growing body of research suggests that what school board members believe, know, and do can set the conditions for effective classroom instruction and higher levels of student achievement.

For some recent projects, Bellwether reviewed the evidence base on school board effectiveness. Research indicates that effective school boards focus on student learning, make decisions informed by data, and build strong relationships with leadership and the community. Based on this evidence, important practices for effective school boards emerge across five domains.

  1. Beliefs and priorities: Research shows that it is important for boards to hold beliefs and priorities that focus on student learning rather than school management. In addition, a 2006 meta-analysis of 27 studies found that districts with higher levels of student achievement had boards, districts, and schools that were clearly aligned in their efforts to support non-negotiable goals. This further underscores that it is important for boards to clearly codify their beliefs and priorities.
  2. Data use: Boards in districts experiencing academic improvement tend to use more data more often to inform their decisions. For example, a notable study by the Iowa Association of School Boards found that board members in improving districts received data about exemplary programs and practices, test scores, dropout rates, and other measures on a regular basis from superintendents, curriculum directors, principals, and teachers, as well as sources outside the district.
  3. Strategic planning and goals: Effective boards craft strategic plans that are clear and reflect district and community input, and they hold themselves accountable for meeting goals and improving student learning. For example, a study of 10 school boards in British Columbia found that boards in districts with higher levels of student achievement and lower costs were more knowledgeable about district programs and practices and had a clearer sense of their goals. In addition, these districts shared firm values and beliefs about students and learning, and also deliberately articulated and discussed these values and beliefs among themselves and with their communities, suggesting that strategic planning must work in concert with board practices in other domains in order to be most effective.
  4. Communications and community engagement: Research has found that effective boards often have strong community partnerships and cooperative relationships between staff and the community. They also have strong structures in place to ensure clear communication with stakeholders like teachers, parents, and the media. In addition, case studies of school boards from the U.S. Chamber of Commerce Foundation found that business leaders, in particular, can play a critical role in supporting effective school board governance and reforms that improve student achievement.
  5. Effective relationships with district or school leadership: Strong working relationships between school boards and superintendents are important for district and student success. For example, a study of 10 districts across five states found that “strong, collaborative leadership by local school boards and school superintendents is a key cornerstone of the foundation for high student achievement,” and a study of Texas school districts suggests that there is a link between improved student achievement and high levels of trust between the superintendent and school board. Additionally, multiple studies have shown that stable leadership is correlated positively with student achievement. However, research from the Brookings Institution found that superintendents have relatively little influence on student achievement, and that student achievement does not improve with the longevity of superintendent service, suggesting that some turnover among board members and superintendents may be healthy and lead to more effective policies.

Research shows that effective school boards can play an important role in overall school quality. This research has informed Bellwether’s recent work, including developing a framework for evaluating school board effectiveness with Colorado Succeeds, as well as surveying school board members in Washington, DC and Rhode Island. As they look for ways to improve student learning, districts and charters alike should ensure that school boards are using effective practices and prioritize supplying adequate training and support for board members.

Exciting News

I have two pieces of news I’m thrilled to share:

"Unrealized Impact"First, today marks the public release of “Unrealized Impact: The Case for Diversity, Equity, and Inclusion.” This report is the product of a collaboration with a diverse group of stakeholders, including funders, leaders in the sector, and members of our Talent team. It’s also the first report from Promise54 — more on that in a moment! “Unrealized Impact” is an important paper that is the result an effort to gather data and promote progress on diversity, equity, and inclusion in the education sector, and it is authored by Xiomara Padamsee and Becky Crowe. I invite you to visit the study website to download your copy today!

Second, the tremendous anticipation for the “Unrealized Impact” study has prompted the launch of a new organization: Promise54. Xiomara Padamsee and Monisha Lozier —  partners and management team members who lead the Talent Services group at Bellwether —  were inspired by the report’s data to explore an expansion of their team’s work and impact. After months of extensive business planning, these two leaders, the rest of the Bellwether leadership team, and our Board of Directors determined that Promise54 should be established as a standalone organization. Its goal will be to aggressively pursue the opportunity to support education organizations in building and sustaining healthy, inclusive, and equitable environments where a diverse set of staff choose to work — and can thrive.

Promise54Promise54 will enable organizations to deliver on the promise of educational opportunity for all students, symbolized by the landmark 1954 Brown v. Board of Education decision. Xiomara Padamsee will serve as the organization’s founding CEO and will lead in partnership with Monisha Lozier, one of Bellwether’s founding partners. In addition to new services, Promise54 will continue to offer the full range of services (executive search, talent structures and systems, coaching, etc.) that Bellwether’s Talent Services practices offers today with a deeper focus on diversity, equity, and inclusion.

Bellwether is committed to supporting the launch of Promise54 because we share a common understanding that diversity, equity, and inclusion are bedrocks of strong organizational effectiveness. We know our sector is in urgent need of support on this vital work and believe the launch of a new organization will allow both Bellwether and Promise54 to hone our focus to better meet the needs of education organizations.

Helping seed and support crucial ideas for the field and helping those ideas grow is a core component of Bellwether’s mission, and launching a new organization is another way to grow our impact. I know I speak for all of my partners at Bellwether when I say we are thrilled to support the launch of Promise54.

This work is so important, and I could not imagine more capable, passionate leaders than Xiomara and Monisha to lead it.

And, as excited as we are about the impact that Promise54 will have, this news is also bittersweet. We love our colleagues on the Talent Services team and will miss how our day-to-day-interactions enrich Bellwether. It’s in this spirit of collaboration and camaraderie that we’re committed to the creation and continuation of two transformative organizations.

I hope you will join me in celebrating Unrealized Impact and Promise54!

A Day in the Life: Bellwether Analyst Andrew Rayner

Andrew Rayner

Bellwether Talent Services analyst Andrew Rayner

Bellwether analyst and Chicago native Andrew Rayner always wanted to be a teacher. From a very young age, he says, he loved school, learning, and teaching people things. Teaching in the Marshall Islands and Bosnia after college reinforced his love for the world of education, so when he came back to the U.S., he worked as a behavioral specialist for kids with mental health and behavioral challenges. The following year, he was one of the founding teachers at a charter school in Boston, where he taught math and special education. “To see changes in my students, even over the course of a year, was so amazing,” Andrew explains about his love of teaching.

After five years in the classroom, Andrew joined Bellwether’s Talent Services team in August 2016. Below, we talk to him about his path from a classroom educator to an education graduate student to a member of our own nonprofit firm.

Why did you transition out of the classroom and into other branches of the education field?

My behavioral work with kids made me see the importance of organizational culture as a whole in terms of lifting up kids. The culture and environment you create for students, both in the classroom and in the school building, matter. I also saw how things outside the school building were affecting and enticing kids. When I was a charter school teacher, I taught the same group of kids for two years. Getting to know them reiterated the need to influence the culture inside the classroom, inside the school as a whole, and in the community outside of the school.

I love teaching. It is rewarding but also incredibly challenging. I wanted to find another way to impact the field. I’m a big believer that if you want to become an expert in a field, you should see it from as many angles as you possibly can. So, while five years is not an extensive period of time teaching in comparison to many people, I felt ready to see the field from a different perspective.

I went on to get my master’s degree with an interest in how to create safe and brave spaces in organizations to discuss issues around diversity, equity, and inclusion (DEI). I went to graduate school thinking I was going to do that work with kids, but I realized that adults actually need a lot of support to deeply and authentically engage in discussions about how to accelerate progress toward building and running DEI organizations.

Can you speak to your identities and how they inform your passion for DEI work? Continue reading

Is Your Organization Talent-Ready? Launching Our Expanded Talent Services Practice

Look across the sector and you’ll find countless organizations focused on the important work of developing broader teacher and leader pipelines to education organizations. Teach for America, TNTP, New Leaders, Education Pioneers, Encore Fellows Network, The Broad Residency, The Strategic Data Project, and the new The Surge Fellowship are some of the more well known examples. Each has changed the national conversation about who works in education, which skills are needed, and what it takes to get high-caliber professionals in the organizations that need them most.

But what happens when a talented teacher, principal, or system-level leader lands in an organization that’s not equipped to allow him or her to thrive? As a field, we’ve spent more than a decade focusing on the supply side of the talent equation without commensurate consideration for building talent-ready organizations that are innovative, effectively managed, and joyful places to work that generate dramatic results for students.

At Bellwether we are proud to announce our expanded Talent Services practice to support organizations to become talent-ready. Grounded in our track record of success placing transformational leaders in new roles and our disciplined strategic approach to growing effective organizations, Talent Services captures the best of Bellwether’s integrated approach.

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