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
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
Someone is knocking on my office door to ask my opinion on new enrollment marketing materials. Next to me, an exhausted first grader is snoozing on a bean bag chair. My board chair is texting me about our upcoming meeting. Our charter renewal application is waiting in my inbox for review, among 33 other unread emails.
This is not a scene from a former job of mine; it’s from a couple of weeks ago. I’m currently serving as Interim Executive Director for a single-site charter school for which I’ve been a board member for a few years. It’s a role that I’m thrilled to be filling, and one that gives me particular empathy for my current clients, as I toggle between school leadership at my charter school and school advising at Bellwether.
Bellwether team members and an SGI participant at a March 2018 convening in Phoenix, AZ
At Bellwether, we are about to launch our tenth Strategic Growth Institute (SGI), a four- to six- month-long cohort-based experience in which single-site charters, small charter management organizations (CMOs), and district schools develop strategic plans that enable them to reach more students. I absolutely love leading SGI cohorts, and I’ve seen how useful they can be for participants. School leaders don’t always have time to step out of the day-to-day to think longer term about their work. But to successfully grow and avoid common pitfalls, they’ll need a three-to five-year view and some intentional planning.
That’s where Bellwether comes in. I get to guide leaders as they develop a plan that is uniquely theirs, one that mitigates the breadth of challenges that small, scaling organizations often encounter. Continue reading