# data[].attributes.body
South can help org understand the needs of vulnerable pops because of the nature of the South student pop.

# data[].attributes.body
We will need to prioritize understanding the current state of staff, current skills etc. before we identify leadership development opportunities that exist outside of their typical workstreams. This may be something we pick up in Q1 of FY21. That could give time for the cohort model to kick-off.

# data[].attributes.body
Latinx representation at the MT level (and likely staff) in our region is needed.

# data[].attributes.body
To market and highlight work within our region more broadly to external audiences to maximize the process for cultivating new relationships.

# data[].attributes.body
what are we learning from this quarantine experience that might influence our work moving forward

# data[].attributes.body
It will take time for our staffing to be nimble enough to respond to rapid changes in regional needs.

# data[].attributes.body
It may take time, but we can have more people living in the region who also work in the region. Moving this direction will need to happen through decisions from the Consulting division more than regionally.

# data[].attributes.body
Due to the current mix of projects and capacity, I don't think all four of our prioritized cities/states will have time for the development and enactment of a local impact strategy. Maybe the core questions we want to learn more about can be identified but I wouldn't call that a strategy.

# data[].attributes.body
increased local engagement

# data[].attributes.body
The current crisis presents an opportunity to model true responsiveness and meaningful community engagement.

# data[].attributes.body
It is still unclear exactly where regions have full autonomy on decisions vs what still will need to be decided centrally. Put another way, we may have less control on improving things like a pricing model without broader engagment and buy in from other regions

# data[].attributes.body
covid leads to creativity about how to be more cost effective in our work in the long term

# data[].attributes.body
the unknown of COVID 19 and what it will mean long term for things like budgets, district priorities, state priorities, etc.

# data[].attributes.body
We can use policy and funder analyses that have already been done and utilize central support to update those docs. So we are not starting from scratch

# data[].attributes.body
Our current pricing and staffing structures are difficult for smaller and rural schools/districts.

# data[].attributes.body
uncertainty in current environment

# data[].attributes.body
being more strategic overall and especially in aligning big pieces - state level, district, staff, community, etc.

# data[].attributes.body
specialized staff in specific locations

# data[].attributes.body
We can cultivate local/regional  funders in a way TNTP has not done in the past. Opens up more opportunities

# data[].attributes.body
Current crisis is going to have long lasting effects on client ability to fund our work

# data[].attributes.body
Increasingly good data about our current work (trends, successes profiles, etc.)

# data[].attributes.body
We are currently better positioned than most to provide support in a virtual environment

# data[].attributes.body
We can better understand local competition and therefore be better able to differentiate our value add in local markets

# data[].attributes.body
timing - doing things like analyses take time and capacity and must be weighed against actual work or other strategies

# data[].attributes.body
If we do it right, we can go deeper in certain sites with local impact strategies than we ever have been able to do in the past

# data[].attributes.body
Staff time and prioritization

# data[].attributes.body
Taking advantage of array of staff expertise, but will require being more strategic/coordinated than currently

# data[].attributes.body
Developing a sustainable way to maintain and use these analyses

# data[].attributes.body
Finding time for staff to really lean in on taking the lead on some of these action items, esp in our current state

# data[].attributes.body
Taking advantage of existing regional staff connections and relationships

# data[].attributes.body
Staff will have an opportunity to weigh in concretely on 1) Policy analyses, 2) funder analyses, and 3) competitor analyses.

# data[].attributes.body
manage all the various levels of engagement and often overlapping contacts

# data[].attributes.body
Staff will have a real chance to drive strategy and help inform decisions around where we work and what we do

# data[].attributes.body
Unique staff skillsets needed to address opportunities (ELL, workforce development, etc)

# data[].attributes.body
for staff to drive local engagement and strategy

# data[].attributes.body
We have a large group of regional staff who are ready and willing to contribute to analysis efforts.

# data[].attributes.body
1. Brainstorm: First, we'll engage in a good old fashioned brainstorm. As pre-work, we identified opportunities and challenges for the Southeast Strategy document's response to the question, "how will we be successful in these markets?" Add a new padlet post-it for each of your ideas by clicking the "+" sign below.  Each of your different ideas should get its own wall post it.

2. Pick what we can control: Once the brainstorm is done, we'll identify the opportunities and challenges we think we can do something about. To do this, review the post-its and give a thumbs-up to ideas you think our management team can directly control or significantly influence.

3.  Define our goals: Now that we've identified what we can control, we'll discuss what goals we could set for each. To do this, find the post-its with the most up-votes and add comments suggesting a goal we could set for that opportunity/challenge.

# data[].attributes.body
There is A LOT to do in the Southeast Strategy, and, in this activity, we'll identify a few high leverage ideas within our control and create an action plan for them. We'll start by doing the activity described in the directions and we'll conclude by discussing the ideas that emerge.