Definition
Strategic planning is the dynamic process of gathering information from stakeholder groups, including youth, parents, provider organizations, public and private agencies, and the community at-large, to develop a shared mission and vision for children and families specifically within the systems of care infrastructure, or within any child- or family-serving system in general.
The information gathered is used to formulate a strategic plan to guide infrastructure development activities. Agreed upon indicators of system, organization, and individual child and family outcomes are critical to success.
Why Use a Strategic Planning Toolkit?
Strategic planning within any system is a foundational activity that ensures implementation is well designed, solid, stakeholder supported, and informed. Given that a system of care in particular incorporates many agencies as well as family and community members, and requires involvement by county, region, and State or tribal leadership, a well thought out planning process is essential. According to an old saying, "If you don't know where you are going, you probably will end up somewhere else." Strategic planning, especially within an organized system of care framework, helps ensure you arrive where you want to be.
Strategic planning allows you to design the system of care before you actually implement the infrastructure or change existing structures. You can gather information from all sectors that will help determine the characteristics of your system of care before you take steps to change an existing system. In addition, you will generate support and enthusiasm among those who will receive services from or work within the new system because you have involved them in the strategic planning process.
Systems of Care Principles and Values
Principles and values are the foundation for building a system of care. Developing principles and values is an important early step in strategic planning as they set the tone and course of how you will proceed. Principles guide direction and actions and bring focus to your systems of care work.
Following are some key ways systems of care principles and values might be evident in your community’s planning:
- Families and youth in the target population who have received services are actively engaged in the strategic planning process from the beginning.
- The steering committee or other group responsible for leading the work is broadly representative of the community and stakeholder groups and actively supports a participatory process of stakeholder engagement.
- Stakeholders involved in strategic planning activities represent a spectrum of agencies, organizations, family members, and individuals with knowledge of the target population and the geographic area.
- Strategic planning meetings are conducted at times, places, and on dates that ensure all participants can attend. Special accommodations are made for participants who are non-English speaking; have physical, developmental, or behavioral disabilities; or are visually or hearing impaired.
- Strategic planning documents include language that focuses on family-driven, community-focused, and strengths-based approaches to service delivery and the organizational processes that support them.
- Youth, families, and other stakeholders are responsible for accomplishing tasks outlined in the strategic planning document.
- Outcome measures and performance expectations are specified in the strategic planning document, as is the method for collecting baseline and comparison data.
Goals
Goals are an important aspect of strategic planning because they help you identify areas you want to address. Here are some goals communities have set early in the strategic planning process:
- Stakeholder groups involved through a formal steering committee have maximum input into the strategic planning process.
- The strategic planning process creates a shared vision of the system of care.
- Stakeholders recognize strategic planning as an evolutionary process.
- Strategic planning is used to inform program and system development.
- Strategic planning documents are created to guide activities.
- Strategic planning documents are culturally and linguistically competent.
- Strategic planning documents are disseminated across a wide spectrum of stakeholders.
- The strategic planning process and subsequent strategic planning document reflect the phases of systems of care work from development to implementation through sustainability.
Remember, these are only examples of goals some communities have established. Your community's goals might be very different.
Pre-planning is the internal phase of the strategic planning process. Essential staff positions should be identified that will support the work of the steering committee and implementation of many of the information gathering methods you will use to inform the strategic plan. Pre-planning also focuses on the key groups and individuals that should be involved, what already exists in the strategic planning area, and building legitimacy for the strategic planning effort you will launch soon. The pre-planning phase can last six to twelve months.
Activities, Questions to Consider
- Determining the entity charged with leading the strategic planning.
- Is there an existing group with similar vision or goals that can serve this purpose, or will a new strategic planning group need to be formed?
- Embracing a “planning to implement” strategy. Reinforce the notion that you are conducting planning to make change happen. People will want to see results from the planning they commit to do.
- Identifying the population of focus of the system of care or other systems change efforts.
- Identifying key partners for the strategic planning effort.
- If an existing group is relied upon, who needs to be added to fulfill the purpose of the systems of care work?
- Do you have a sufficient number of parents and youth involved?
- Have existing child welfare boards, advisory groups, or advocacy groups been considered for involvement?
- How does the work of these existing groups relate to planning for systems of care?
- How will these groups be kept informed of progress toward goals and objectives?
- Are representatives of the judicial system, attorneys, and law enforcement represented in the strategic planning? How will they be kept informed of the potential impact of what?
- Identifying ways to address the question, "What's in it for me?" from a stakeholder's perspective.
- Explain any financial incentives that will be available to key stakeholders.
- Give details on how the coordination of trainings and services will help stakeholders.
- Make clear how eliminating duplication of services will benefit stakeholders.
- Describe how involving families and focusing on strengths will benefit stakeholder organizations.
- Ensuring agency administrators, judges, and other key decision-makers are aware of the strategic planning effort and its potential impact on their system and the community as a whole. Make sure they are supportive of, and committed to, the endeavor and have opportunities to participate.
- Is other planning being conducted by the State or local child welfare agency (e.g. Statewide Assessment, Child and Family Services Plan, Program Improvement Plan, etc.)?
- How does this work relate to broader efforts?
- Does the strategic planning require authorization or approval from any agency boards of directors, State commissioners, advisory groups, city council, tribal leaders, county boards, or school boards? If so, what is the strategy for securing a place on their agendas? Who will present the information?
- What is the process for approval?
- How will these groups gain information about progress in implementing the strategic plan and building your system of care?
- Seeking out tested tools, methodologies, and experts on strategic planning.
- Has a Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis been conducted? (Tools for SWOT analyses are available on-line, if needed.)
- Has a needs assessment been conducted?
- Are various methods for collecting information from key stakeholder groups being planned (focus groups, interviews, surveys, public forums)?
- Are you planning to map out resources: fiscal, personnel, and services?
- Have the policies, funding mechanisms, mandates, and procedures of key interagency partners been assessed?
- Identifying fiscal, key partners, and consultant resources to support the strategic planning.
- Ensuring strategic planning group members are representative of the target population.
- Ensuring the strategic planning addresses findings of the State Child and Family Services Reviews and the Program Improvement Plan, as well as any other monitoring reviews the State has undergone.
Key Partners
- Project director/system of care coordinator
- Evaluator (staff position or consultant)
- Administrative assistant
- Planner (staff position or consultant)
- Representatives of families and the community, such as a family member hired as a coordinator
Sustainability
- If you are thinking of creating policy or legislation related to your system of care, be sure to embed the strategic planning process into that legislation. For example, you may want the legislation to specify that every other year an updated plan on progress made, current needs, and future direction must be presented to the governor and legislature. This will ensure the various departments continue strategic planning beyond the lifespan of any private foundation or Federal grant funds.
- Consider linking your system of care strategic planning to other existing and ongoing strategic planning work.
Resources
New York City CRADLE – Project Action Plan (PDF - 329 KB)
The action plan of the Bedford-Stuyvesant community in New York City is a comprehensive overview of the strategic planning process, including the identified critical need, approach for system change, and areas of focus and activities. The action plan also identifies areas of impact, plans for the future, strategic goals, and an implementation roadmap.
Pennsylvania System of Care – Implementation Tool: Pre-planning Section (PDF - 47 KB)
This seven-page guide for implementing your system of care strategic plan identifies three main phases of the work (pre-planning, theory of change, and implementation) and the stages of system of care development, including both benchmarks and strategies.
Flaspohler, P., Ledgerwood, A., & Bowers, A. (2007). Putting It All Together: Building Capacity for Strategic Planning. In P. Motes & P. Hess (Eds.), Collaborating with Community-based Organizations Through Consultation and Technical Assistance. New York: Columbia University Press.
This 18-page article explains that all aspects of strategic planning, its benefits, potential barriers and challenges, and expected outcomes.
Systems of Care: A Guide for Planning
This 38-page booklet includes appendices that serve as a comprehensive guide for strategic planning, specifically for child welfare driven systems of care. The guide includes sections on identifying the target population; assessing needs and strengths; building a collaborative governance structure; identifying vision, mission, goals, objectives, actions, and outcomes; identifying and planning future activities; structuring an evaluation; and creating a strategic plan.
Strategic Planning for Child Welfare Agencies
This 83-page manual includes attachments that answer the what, why, and how of strategic planning. Key features are tips on how to communicate, implement, and revise your strategic plan.
Building Systems of Care: A Primer
This PowerPoint presentation proceeds through various stages of systems of care development: system building definitions; values and principles; process and structure; cross cutting/non-negotiable characteristics; planning/governance and system management; outreach and engagement; service array and financing; provider network and natural supports; case management, utilization, and quality.
The planning phase begins the process of assembling your stakeholders as an advisory board to develop a strategic plan. Meetings will be held, information gathering activities will take place, and debates, discussions, compromises, and modifications of the strategic plan will occur, hopefully leading to consensus on all aspects of the plan. This phase could take 12–36 months.
Activities, Questions to Consider
- Identifying appropriate community locations for strategic planning meetings.
- Having assembled your advisory board of stakeholders, have you gained consensus on the time and place for meetings?
- Have you considered child care and travel expense reimbursement for family members attending?
- Have you considered some form of honorarium for family members who attend?
- Determining the cultures of the community, families, and institutional structures so you can be culturally competent in all aspects of your strategic planning process. For example, assess evaluation tools you plan to use to make sure they are culturally appropriate for your community.
- Defining the reason for existing as a strategic planning body and as a project.
- Answer the questions, "Why are we doing this?" "What's in it for all stakeholder participants?"
- Establishing an internal and external communications plan. Some approaches to communicate your work are newsletters, Web site, standing communication agenda items at all system of care strategic meetings, press conferences, press releases, and periodic briefings of upper management across agencies.
- Conducting an orientation on strategic planning for participating stakeholders.
- Using a variety of mechanisms, such as public hearings, town hall meetings, public forums, surveys, focus groups, and individual and group interviews, to gather input to inform your strategic planning.
- Conducting a needs assessment and initiating an asset mapping process with multiple stakeholder groups, such as other public agencies or departments, organizations, direct service providers, and families.
- Perform a SWOT analysis or use other system analysis tools to help you assess how your system of care is positioned for long- and short-term viability.
- Developing consensus among stakeholders wherever possible.
- Developing a common language, including eliminating use of acronyms and system-specific jargon that may not be familiar to all stakeholders.
- Developing shared goals, vision, and mission based on values and principles of your system of care.
- Defining and developing shared short-, medium-, and long-range outcomes to be achieved through your system of care.
- Have you involved your evaluation team in the strategic planning so you can develop and track identified outcomes?
- Have you developed logic models to visually show the goals of the strategic plan and the necessary tasks required in each phase?
- Writing the strategic plan for implementing your system of care after information has been gathered and consensus has been developed about the system of care framework, including principles, desired outcomes, target population, infrastructure components, and how it will operate.
- Have you involved writers and graphic artists so your strategic plan looks good and reads well?
- Providing copies of the strategic plan to key decision-makers and making certain the agencies and constituents they represent have approved the plan, support it, and understand and are committed to their role in its implementation.
Key Partners
- Family members (adoptive, biological, foster, and relative caregivers)
- Public agencies (mental health, education, juvenile justice, child welfare, health, substance abuse)
- Faith-based community
- Business community
- Service providers
- Universities
- Elected officials (or their representatives)
Sustainability
- Create a continuous learning environment to keep the process thriving and enable it to become part of the system's culture.
- Generate ownership of the process by key stakeholders by proposing they chair or co-chair the steering committee and various subcommittees that you have created to implement the strategic plan.
- Publicize your strategic planning successes. For example, announce the results of your needs assessment to your community, special interest groups, and stakeholders. If an interagency agreement is signed by key stakeholders and partners, issue a press release or hold a press conference.
- Make the strategic plan available to all interested parties. Issue a press release describing how community members can obtain a copy of the strategic plan.
Resources
New York City CRADLE –Activities Chart (PDF - 94 KB)
A 23-page chart that details focus areas, including interagency partners, engaging local families, enhancing child protective staff practice, and providing trainings and resources for key constituent groups. Outlines program activities, short- and long-term goals for each group, outcomes achieved, and responsibilities for carrying out and sustaining activities.
Oregon –Action Plan (PDF - 59 KB)
This 10-page chart identifies each system of care principle and details the goals, activities, tasks, responsible parties, and due dates for completion of related work.
Pennsylvania System of Care – Implementation Tool (PDF - 47 KB)
A seven-page guide for implementing your system of care strategic plan that identifies three main phases (pre-planning, theory of change, and implementation) and the stages of system of care development, including benchmarks and strategies.
Pennsylvania System of Care – Assessment Tool (PDF - 57 KB)
An 11-page assessment instrument that focuses on the frontline practice aspect of a system of care. Lists critical questions to determine practice strengths and needs/barriers. Examines system access/intake, strengths/needs assessment, service planning, service delivery, service monitoring/evaluation, and exit/discharge.
Jefferson County, Colorado – Project Work Plan (PDF - 66 KB)
A nine-page chart that identifies systems of care principles and the objectives, activities, responsible persons/agencies, resources needed, and timelines related to each.
The implementation phase of strategic planning builds on the information collected and activities prioritized during the pre-planning and planning phases and puts the strategic plan into action. Meeting the goals outlined in the strategic plan is an important aspect of the implementation phase. An interagency oversight body should monitor the implementation process so deadlines are met and obstacles are addressed to ensure timely execution of the strategic plan. Implementation can extend up to 24 months or more, and is often not a linear process. Your system may revert back to the planning phase in such cases as leadership changes, funding cuts, and evolving legislation. Once in the implementation phase, you must continually refer back to the planning phase and re-examine all parts of your system in order for your system to stay relevant and on top of inevitable changes in the field.
Activities, Questions to Consider
- Conducting an agency and stakeholder knowledge, technical skills, and experience needs assessment in order to develop training to address gaps in these areas.
- Establishing communication protocols with external and internal constituents.
- Creating workgroups or committees that handle issues such as:
- Interagency collaboration
- Training
- Marketing
- Data management
- Fiscal management
- Program development
- Policy development
These should be interagency committees with both family and community representation. Some communities have used systems of care principles to shape their committee structure, adding policy, training, and marketing committees.
- Assembling an effective system of care team and adding members as the project grows. Committee membership should include others beyond your steering committee. Offer membership opportunities to people who have the skills needed for specific committees to be effective.
- Conducting sustainability planning.
- Are you taking a look at all aspects of your system of care that you want to sustain and developing a strategy for what you need to do to ensure that each necessary part of your system of care is sustained? For example, if you want to ensure that family involvement remains a central part of your system of care, will you need to draft legislation? If you need to expand services within your system of care, have you developed a needs assessment and thus can show the results of that assessment to those that will make budgetary decisions?
- To enhance your ability to be successful at planning for sustainability you must answer the question, "How will we sustain this activity after the funding end?" from the first day you receive the grant.
- Using focus groups, surveys, and interviews to collect data from multiple groups on implementation activities, including progress, barriers, facilitators, and lessons learned.
- Developing methods for learning about each member's agency, policies, procedures, and processes.
- Determining the resources needed to efficiently and effectively carry out activities and meet deadlines.
- Have stakeholders agreed upon a short- and long-term action plan? If so, is it being used to guide systems of care development?
- Assigning tasks, activities, and functions to individuals, agencies, and workgroups or committees as outlined in the strategic plan.
- Developing reporting mechanisms for informing decision-makers about progress made and ideas and efforts to sustain the system of care.
- Reviewing the implementation plan routinely and making changes as needed.
Key Partners
In the implementation phase of strategic planning, you will need to add people with specific skills to the workgroups you have established. For example, each public agency and service provider likely will have a training coordinator. These training coordinators, in addition to family and community members, will enhance the work of your training committee. Evaluate each workgroup to identify those who should become involved, based on the committee's focus and the expertise of charter members. As new members join, provide an orientation to the system of care mission, vision, and principles. Adapt the orientation materials to develop regular refresher training for all committee members.
Sustainability
- During the implementation phase, a number of factors can help create momentum to sustain your strategic planning effort:
- Relationships that have been built.
- Emerging outcomes/products of the strategic planning.
- Emerging efficiencies generated by cross-agency and family and community involvement.
- An established and evident culture of planning.
- Ensure strategic planning is incorporated into new policies. For example, you might require that a strategic plan for your system of care be developed every other year.
Resources
New York City CRADLE – Action Plan (PDF - 329 KB)
The action plan of the Bedford-Stuyvesant community in New York City is a comprehensive overview of the strategic planning process, including the identified critical need, approach for system change, and areas of focus and activities. The action plan also identifies areas of impact, plans for the future, strategic goals, and an implementation roadmap.
New York City CRADLE– Activities Chart (PDF - 94 KB)
A 23-page chart that details focus areas, including interagency partners, engaging local families, enhancing child protective staff practice, and providing trainings and resources for key constituent groups. Outlines program activities, short- and long-term goals for each group, outcomes achieved, and responsibilities for carrying out and sustaining activities.
Oregon –Action Plan (PDF - 59 KB)
This 10-page chart identifies each system of care principle and details the goals, activities, tasks, responsible parties, and due dates for completion of related work.
Pennsylvania System of Care – Implementation Tool (PDF - 47 KB)
A seven-page guide for implementing your system of care strategic plan that identifies three main phases (pre-planning, theory of change, and implementation) and the stages of system of care development, including benchmarks and strategies.
Kansas – Sustainability Action Plan (PDF - 23 KB)
This two-page document outlines systems of care activities that should be sustained and offers promising sustainability strategies. Activities include family reimbursement, systems of care positions, Web site, cultural competency, training, annual family conferences, and contract modifications that support systems of care development.
Because strategic planning is a process, not a product, continuous quality improvement ensures the process remains productive, relevant, and valuable. Continuous quality improvement is a core activity that leverages the information you collect–particularly information about challenges and successes–from various sources in order to make decisions about maintaining or changing the course of your system of care. By definition, continuous quality improvement should be ongoing.1
Activities, Questions to Consider
- Ensuring the foundational information for the strategic plan is available to all system of care participants.
- Reinforcing the value of the strategic plan by embedding its components in the work of all stakeholder groups.
- Tracking the outcomes that were identified during the strategic planning process.
- Reporting to stakeholder advisory groups on the progress made toward identified outcomes.
- Having an internal and external communication plan related to strategic plan dissemination.
- Using the strategic plan to inform program development activities of participating stakeholder groups.
- Using the strategic plan to shape training activities of participating stakeholder groups.
- Using the strategic plan to secure Federal and private foundation grants.
- Ensuring that agencies involved in your strategic planning develop their budgets and requests for funding based on the needs prioritized in the strategic plan.
- Adapting and updating the timelines of the existing strategic planning process to prepare for the next strategic planning effort.
Key Partners
- System of care coordinator
- Advisory board members
- Interagency data team
- Family and community members
- Service delivery staff
- Administrative support
Sustainability
- Rely on the expertise of the data managers and evaluators within the stakeholder agencies.
- Staff an evaluator in your system of care coordination office to oversee progress toward outcomes identified in your strategic plan.
- Ensure details from the strategic plan, including training priorities and desired outcomes, reach frontline staff.
- Align the outcomes identified in the strategic plan with Federal and State outcome-based initiatives such as the Child and Family Services Reviews.
Resources
Pennsylvania System of Care – Assessment Tool (PDF - 57 KB)
An 11-page assessment instrument that focuses on the frontline practice aspect of a system of care. Lists critical questions to determine practice strengths and needs/barriers. Examines system access/intake, strengths/needs assessment, service planning, service delivery, service monitoring/evaluation, and exit/discharge.
MMI (Medicine Moon Initiative) – Evaluation Logic Model (PDF - 26 KB)
This two-page model details the needs/goals; resources necessary to achieve the goals; process to be followed, including actions and participants; and short-, medium-, and long-term desired outcomes.
Jefferson County, Colorado – Progress Towards Goals Survey (PDF - 142 KB)
Three documents discuss a quality improvement check-in (Information Sheet), survey instrument (Measures) and survey results (Evaluation Summary).
( Back to the top )
Example from the Field
Site
Department of Human Services, Jefferson County, Colorado
Strategy/Approach
What Was Done and Who Was Involved
One aspect of infrastructure development that Jefferson County considered important was to recognize and use the substantial resources already available within the county to support and sustain implementation of systems of care principles. In the first year of the grant, a number of potential collaborative projects were identified. One such opportunity concerning community needs assessment was initiated in the summer of 2005.
In order to "see" from where the majority of child abuse and neglect cases were coming, a geo-mapping project was initiated to pinpoint the areas of greatest need in Jefferson County, based on the geographic concentration of child abuse and neglect referrals. The systems of care research analyst presented a proposal to staff within child welfare and to the Global Information Systems geo-mapping expert at Jefferson County's Long-Range Planning Department. A number of staff within child welfare agreed to collaborate and assist in verifying referral address data in the Statewide Automated Child Welfare Information System (SACWIS) in preparation for geo-mapping. The research analyst met with the mapping expert on map formatting and map overlay possibilities using already existing county census data. (See Figure 1)
Time Frame
Initial meetings took place in the summer of 2005 and the first maps of child abuse and neglect referral addresses by ethnicity of children in the home were produced in December 2005. The first maps showing two key areas of high need (Lakewood and Arvada, overlaid on census income data and showing ethnicity of children) were presented to various groups by the systems of care project manager and research analyst and by child welfare program managers to generate discussion about collaborating to address the needs of these communities. Presentation audiences included representatives of child welfare and the Department of Human Services, as well as community groups.
Why This Approach Was Selected
The referral address geo-mapping project provided a valuable tool to identify high-need areas of the county in which to target efforts for building community partnerships. The maps also enhanced planning for assigning child welfare caseworkers according to geographic area and ethnicity. In addition, the original maps (based on August 2005 data) served as a baseline of the density of greatest need in the county (and ethnic diversity of the referrals), against which future geomaps could be compared to evaluate the effectiveness of systems of care practices.
Systems of Care Principles
The system of care team was attentive to potential interagency collaboration opportunities. Such opportunities, when realized in concrete collaborative planning and implementation, are more likely to result in long-term sustainability, as multiple parties have a stake in their success and benefit from their products. In addition, translating the wealth of available child welfare data into usable accountability products is a challenge, but when wedded to creative community thinking and feedback can be among the most productive and sustainable elements of systems of care grant activities.
Lessons Learned
Facilitators
Facilitators to this process included frequent, concise, and in-depth communication among interested parties that helped distinguish the benefits of collaboration for each. This helped representatives of each group convey the message to their respective units and managers to facilitate buy-in at different levels of the organization.
Barriers
Once maps were produced and presented, some initial misconceptions developed regarding what they represented and the ease with which they could be produced. The system of care research analyst created an informational letter that summarized key details. This letter was given to all potential presenters and the details were reviewed individually with them to ensure the map information was not misrepresented and was utilized appropriately.
Next Steps
The research analyst gathered information from stakeholders about additional elements that could be overlaid or added to the maps to tailor them to specific planning efforts (e.g., location of county-certified foster homes, child welfare core services providers, and referral addresses of delinquent youth). These ideas were developed and overlays were produced and presented to numerous audiences.
Resources

Figure 1 - Map of Jefferson County, Colorado depicting child welfare
referral address by ethnicity with household income.
Acknowledgements
The National Technical Assistance and Evaluation Center for Systems of Care would like to thank the numerous individuals whose hard work and dedication made this toolkit a possibility. Thank you to the Children's Bureau staff, specifically Bethany Miller and Pamela Johnson (retired), Federal Project Officers, for their guidance and support throughout the writing and editing process. A special thank you goes to Susan Franklin, Gary Ander, and Beth Evans for graciously volunteering to be interviewed for the Voices from the Field Section of the toolkit. Many thanks to the representatives from the nine Systems of Care grant communities of the Improving Child Welfare Outcomes through Systems of Care demonstration initiative who willingly shared sample products and tools which have been highlighted in the Resources Section. Finally, we thank the members of Infrastructure Toolkit Workgroup, who all brought their expertise to the table:
- Susan Franklin, Program Manager, Jefferson County, Colorado, Department of Human Services
- Beth Evans, Children and Family Services Administrator, Kansas Department of Social and Rehabilitation Services
- Angela Braxton, Parent Leader, Kansas
- Susan Franklin, Jefferson County, Colorado
- Peggy Taylor, Evaluator, Kansas
- Angela Mendell, Casework Supervisor, Bladen County, North Carolina
- Marie Parrott-Withers, Parent/Provider, North Carolina
- Helen Spence, System of Care Outreach Coordinator, Foster/Adoptive Parent
- Ervin Talley, Community Member, Bedford-Stuyvesant, New York City, New York
- Kamelia No Moccasin, Oglala Lakota Tribe
- Paula Loud Hawk (deceased), Caseworker, Lakota Oyate Wakanyeja Owicakiya Pi Okolakiciye (Helping Children of the Lakota People)
- Nicole Bossard, Technical Assistance Team Leader, National Technical Assistance and Evaluation Center
- Gary De Carolis (Chair), Senior Consultant, National Technical Assistance and Evaluation Center
- Elleen Deck, Technical Assistance Liaison, National Technical Assistance and Evaluation Center
- Janet Griffith, Senior Fellow, National Technical Assistance and Evaluation Center
- Ethleen Iron Cloud Two Dogs, Technical Assistance Liaison, National Technical Assistance and Evaluation Center
- Caitlin Murphy, Analyst, National Technical Assistance and Evaluation Center
1For more information on developing continuous quality improvement processes, please see the Continuous Quality Improvement toolkit.(back)