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In preparing for mid-year meetings, I am really trying to focus on gathering data to demonstrate impact.

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In preparing for mid-year meetings, I am really trying to focus on gathering data to demonstrate impact.

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For TEA we haven't yet done a formal one separate from ongoing strategic planning meetings, but are thinking of both TEA and TNTP (prime on the contract) as our "clients" and planning accordingly.

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Sharing the agenda and questions ahead of time supported partners in coming with thoughtful reflections and ideas for how to move the work forward.

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BCPS: Building off of momentum from this year's trainings and learning- we identified areas of strength to capitalize on and gaps to address. Worked to create two proposals (one subcontracting IL Odell and one SK specific) to include multiple streams of training for multiple audiences, including 'train the trainer' series on two HQIM to build internal capacity. District leader coaching and coach training series are on the table as well.

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In preparation for the meetings, I engaged in reflection about the progress and challenges. I also planned and facilitated a mid-year reflection meeting with my project teams. I took this as an opportunity to not only reflect on the external work but also the internal health/work of the teams. 

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In preparation for the meetings, I engaged in reflection about the progress and challenges. I also planned and facilitated a mid-year reflection meeting with my project teams. I took this as an opportunity to not only reflect on the external work but also the internal health/work of the teams. 

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I'm preparing a meeting at the end of the month, and focusing on using data to demonstrate impact across all the stakeholder groups... Especially since there's a need/desire for more work and the SEA is willing to expand the project

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Engaged in a detailed scope review so the partners and I knew exactly what has been done, when it was done and what is remaining.

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Engaged in a detailed scope review so the partners and I knew exactly what has been done, when it was done and what is remaining.

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I think in general a middle ground between very structured and very organic approaches has worked well for me in similar conversations in the past (though it depends on what relationships already exist)

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I've held about half of the Mid-Year Convos so far and have adapted the agenda to align with the partner, our relationship, and what we already know about their interest/funds for 25-26 work. This has mainly involved changing the questions and/or adapting the flow of the meeting (i.e. starting with 25-26 because partner requested it, then digging into reflections on this year).

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BCPS: Multiple meetings to get to a place of understanding: What's needed, what's possible, what would be nice to have? Including other decision makes (and money managers) into the conversations and making connections/drawing distinctions between what other orgs are supporting BCPS with and what SK's lane is. Large focus on building internal capacity and supporting district leader in strategic planning for multiple streams of content.

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Spending time shaping the agenda to reflect the communication style and capacity of the participants

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We prepared using the template, and our conversation also included a good bit of 1) reflection on the components of our SOW and impact over the last 2 years of the partnership, and 2) using that context to craft some specific questions to guide broader thinking about the possibilities for next year (ex: We haven't done work with X stakeholder group, can we brainstorm creative options for working more with that group to scale / expand the learning we have done?) I am optimistic that these questions will be key in guiding the conversation. [Caveat: Julia C. is the PD, so I am really speaking to work she is leading here.]

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Subcontracting :)

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Several to date - Sevier, Polk, West Carrol, etc. Met with project directors to identify possible options for future partnership and make sure we were up to speed on where the project was currently (successes, challenges, etc)

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Adapting to individual partnership/relationship has been a value-add for each of these conversations and left partners feeling supported vs. it feeling like a cold/sterile process or sales pitch.

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One thing we're trying to figure out is how much to pull out into a separate meeting when we are also having midyear-check-in-type conversations in various recurring meetings

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and surfacing specific opprotunities that have come up through our partnership that we could help address

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Sometimes working out existing scope status updates and shift requests takes more time than planned.

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How do we support creative thinking about funding? How do we build our knowledge of funding streams?