Project Snapshots

Client:

The David and Lucile Packard Foundation

Goal:

Support, design, and facilitate the collaborative development of an implementation plan for the state of California based on the Institute of Medicine (IOM) / National Resource Council (NRC) report, Transforming the Workforce for Children Birth Through Age 8: A Unifying Foundation.

Timeline:

November 2015 - October 2016

What We Did:

Facilitation and Support of Multi-stakeholder Collaboration

To develop this plan, GPG facilitated a series of meetings that included various stakeholder groups with different levels of engagement with this process between November 2015 and September 2016. Leadership from First 5 California (F5CA) and the California Department of Education Early Education and Support Division (EESD) formed the Support Team which provided overall strategic direction for the planning process. GPG coordinated and facilitated meetings of the Support Team, particularly in the early stages of the project to discuss planning process structure and participants.

GPG provided overall coordination and facilitation support for a 30-member Action Planning Team (APT), that was co-convened by F5CA and EESD. The APT represented a broad range of early childhood stakeholders from across California that participated in five in-person meetings. The APT formed three workgroups to develop specific recommendations and objectives in the three priority areas that the team identified during its first meeting: 1) Permitting and Credentialing, 2) Professional Pathways, and 3) Higher Education and Ongoing Professional Learning. Each workgroup was led by two co-leads, who collectively formed the Core Team which participated in three national meetings coordinated by the National Academies of Medicine. The Core Team also held phone and in-person meetings before and after meetings of the full APT. GPG provided direct support for the APT workgroups and Core Team. GPG also served as the liaison between the National Academies of Medicine and California’s planning teams.

In addition, GPG designed and facilitated an in-person workshop and online survey to obtain feedback and input from a broader group of stakeholders on draft recommendations and objectives developed by the APT workgroups (See Appendix G of the Implementation Plan for additional details).

Plan Development and Finalization

GPG provided extensive research and writing support for the development of the plan document, Transforming the Workforce for Children Birth Through Age 8: Implementation Plan for the State of California. As one example, this document includes a synthesis of relevant state and national reports, including the IOM/NRC report, based on GPG’s work to “crosswalk” recommendations from multiple reports to inform the work of the APT workgroups as they crafted Implementation Plan recommendations and objectives. Throughout the planning process, GPG worked closely with workgroup co-leads to clarify and refine recommendations and objectives both within and across priority areas. Additionally, GPG conducted research on specific topics to inform planning conversations and the development of content for narrative portions of the plan.

The final plan includes recommendations, objectives, suggested implementation partners, and timelines in the three priority identified by the APT:

  1. Permitting and Credentialing
  2. Professional Pathways
  3. Higher Education and Ongoing Professional Learning

Results:

Client:

Contra Costa County, Employment and Human Services Department (EHSD), Zero Tolerance for Domestic Violence Initiative

Goal:

Establish a countywide network for Contra Costa Family Justice Centers, the Contra Costa Family Justice Alliance (Alliance), including establishing an effective shared governance structure and a sustainability plan for new, existing, and future Family Justice Centers in the county.

Timeline:

December 2014 - June 2016

What We Did:

Discovery: Review and Research
During the six-month-long initial phase of planning, GPG conducted a review of existing Family Justice Centers around the country and researched effective models for shared governance and sustainability, both within and beyond Family Justice Centers. This research identified three potential models for governance: a traditional 501(c)(3) nonprofit, a government-run program, and a hybrid model involving a strong public/private partnership.

Design: Governance Structure and Sustainability Recommendations
Over a period of nine months, GPG facilitated a small planning group, consisting of representatives from the Zero Tolerance for Domestic Violence Initiative, local government, and community-based organizations, to consider the findings from the discovery phase and develop recommendations for governance and sustainability. The planning team ultimately determined that a hybrid governance structure, with a strong public/private partnership, would work best for the Contra Costa Family Justice Alliance. Specifically, the planning team proposed the creation of a new 501(c)(3) organization with a Board of Directors that included both community representatives (individual seats) and representatives from government, nonprofit, and private agencies (institutional seats). This structure is designed to maintain and enhance support from a diverse set of public agencies and private and nonprofit organizations and draw upon the experience and expertise of individual community members. In addition, this structure reflects the public/private partnerships already in place at each Family Justice Center in the county. Simultaneously, GPG worked with a subset of the planning group to develop recommendations for financial sustainability with a focus on revenue diversification. The design phase continued as stakeholders (including community members, partner organizations, and potential funders) provided feedback on the proposed governance and sustainability structures during the engagement phase.

Report Development
To document and effectively frame the recommendations emerging from the Design phase, GPG developed a written report, “Contra Costa Family Justice Alliance: Recommendations for Governance and Sustainability.” This report includes contextual and background information about the county’s Family Justice Centers, a proposed governance model for the Alliance, and recommendations for the financial sustainability of the Alliance.

Results:

  • The final report, “Contra Costa Family Justice Alliance: Recommendations for Governance and Sustainability,” was presented to and adopted by the Contra Costa County Board of Supervisors in June 2016.
  • The Contra Costa Family Justice Alliance was established as a 501(c)(3) organization and a Board of Directors was seated in Fall 2016. This 13 member Board of Directors includes six individual and seven institutional representatives.