SEI was contracted to assist with a business planning project that would allow Access to Healthcare Network (AHN) to proactively plan for implementing an insurance co-op. SEI assisted AHN with designing and documenting the business plan for the co-o, coordinating with a variety of key stakeholders to define all components of the business plan, identifying any unresolved issues related to the plan’s contents and reviewing and editing the business plan.

SEI was contracted by the Access to Healthcare Network (AHN) to update the organization’s bylaws to reflect the expanded, statewide structure of the AHN Board of Directors. SEI also helped recruit and orient new board members, identified ways to promote the work of the organization at the local, state and national level, and provided guidance on how board members should fulfill their fiduciary responsibilities.

As part of its regular operating practice, Access to Healthcare Network (AHN) engages in strategic planning with its staff to set a path for the future. AHN undertook strategic planning in 2011 to identify critical issues that needed to be considered for the organization to continue its success and to create a plan to address critical issues. SEI evaluated critical issues facing AHN, identified strategies, approach and resources needed to address the top critical issues, assisting AHN with prioritizing critical issues and creating goals, and identifying outcomes to be achieved.

SEI conducted a study to update the salary ranges for 59 positions within the organization based on market conditions in order to make salaries more competitive.  The study included obtaining market-based salary data, matching Commission positions to the best available market-based data, and developing new salary ranges based on a consistent methodology.

SEI facilitated all aspects of a process to create a four-year strategic plan for First 5 early childhood development and family support investments in Alameda County.  The process included a situation analysis to organize the best available information for use in planning, development of the 2009-2013 strategic plan with active community input, development of a long-range financial plan for First 5 Alameda County, and development of an operational plan to guide internal organizational changes over the next four years.

SEI was contracted by Alaska Village Initiatives to develop and facilitate a planning retreat, work with staff to develop guidelines for governance, and help coach staff through a transition phase in this statewide collaboration in Alaska.

SEI assisted with the development of a five-year strategic plan to guide the Council’s future activities by preparing and facilitating a two-day planning retreat and then developing the strategic plan document based on the results of the retreat.

SEI conducted a comprehensive countywide assessment of community assets and needs related to early care and education (ECE) services, covering ECE service, supply and demand, workforce composition, workforce stability, and other important factors.

SEI developed tools and training materials to assist the Council with recruitment and retention of volunteer Council members, conducted the training for the existing Council, and delivered the tools and training materials for the organization to use in the future.

SEI facilitated multiple planning meetings to revise the countywide plan for early childhood development services for children age 0 to 5 and their families, authored an updated strategic plan document, and developed a ten-year financial plan for the Commission to use in managing future fiscal resources.

SEI facilitated planning sessions that engaged the national membership of this association in order to revise their long-range strategic plan.

Bridgeway, a large multi-site substance abuse treatment agency in Northern and Central Oregon, engaged SEI to perform a comprehensive assessment of all aspects of their fiscal operations and make specific recommendations for enhancing their financial management capabilities.

In September 2011, First 5 Butte County CFC decided not to continue a contract with the evaluator of one of the First 5 programs. The initial evaluation project was for a three year period. The second year of the project concluded in 2011 with the publication of the Butte Baby Steps Evaluation Report 2010-11. SEI became the current evaluator for First 5 Butte County’s Strengthening Families Initiative (SFI). BBB is one of five programs that comprise the SFI network. In September 2011, SEI was awarded a contract extension to step in as the evaluator for the third year of BBS.

First 5 Butte County adopted a research based framework, Strengthening Families that promotes five protective factors. SEI was contracted to manage the Evaluation piece of the implementation of Strengthening Families. This include periodic and quarterly meetings with First 5 Butte, an assessment of each grantee’s evaluation, technical assistance, review of evaluation data, quarterly networking meetings and incorporation of any new grantees.

SEI worked with the council to develop a 5-year strategic plan for meeting identified child care needs in Calaveras County, including data collection and analysis activities.

SEI supported the development of a comprehensive, integrated system of early childhood services to promote, encourage, and support families in raising healthy children.

SEI conducted comprehensive internal and external assessments, including focus groups, interviews, surveys of over 2,000 current and former members, and independent research. Results were then analyzed, recommendations were developed, and SEI assisted the organization in developing an operational plan to position it for future success.

This association hired SEI to design and implement a statewide evaluation of the Denti-Cal program. This was accomplished by conducting a series of Town Hall Meetings across California to identify strengths, areas to improve and recommendations for improving the Denti-Cal program. Results were then documented into an action plan for California.

SEI guided all aspects of the development of a strategic business plan to transform an all-volunteer state association to a fully-staffed and expanded membership association.  This included definition of member services, strategies for member recruitment and engagement, organizational design, fund development strategies, and creation of a three-year financial forecast.

SEI contracted with CARE Chest to conduct an organization assessment and survey, and facilitate the staff and board strategic planning meeting based on the results. The project resulted in developing the three year strategy for the organization.

SEI was contracted to manage a strategic planning project and facilitate a meeting for the Charles Schwab Bank (CSB) Community Reinvestment Act (CRA) team. The CRA Committee and Management Committees meeting was designed to ensure that adequate resources are dedicated to the CRA Program in order to implement the Bank’s Strategic Plan.

The Council engaged SEI to conduct a comprehensive countywide assessment of community assets and needs related to early care and education services, and to use the assessment results to drive the Council’s strategic plan.

SEI facilitated the development of a strategic plan for 2010-2015 to meet child care needs in both Yuba and Sutter Counties, prepared the final plan document, and developed a more specific one-year action plan to show who needs to do what, by when, in order to start executing the strategies identified as first-year priorities.

SEI served as the Project Manager and Evaluator for the Nevada Division of Public and Behavioral Health’s Federal CABHI grant. This included creating protocols and timelines for project implementation and providing ongoing review and analysis of data.

First 5 El Dorado contracted with SEI to implement evaluation strategies that support expectant parents and families with children birth through five years of age.

In 2010, SEI was contracted by First 5 San Bernardino to develop curriculum and conduct sustainability workshops through June 30, 2011. Workshops revolved around sustainability vision and results, community support, internal systems and relationships, strategic financing plans and development of the final Sustainability Plan and Implementation Plan.

SEI guided in-depth planning for the long-term sustainability of each of five countywide early childhood and family well-being initiatives.

The Food Bank contracted with SEI to develop a Strategic Business Plan for the Food Bank’s new Regional Food Distribution Center. SEI worked with Board, staff and other key stakeholders to define the new facility and organization’s function in terms of the facility’s design, how operations will occur, how marketing and partnerships will be developed and maintained, what the management and organizational structure will be at the new facility, the long term goals of the Food Bank, given its expanded service capacity, and a financial analysis and implementation plan to transition to the new facility.

SEI contracted with the Food Bank of Northern Nevada and Truckee Meadows Healthy Community to provide overall project management, including monthly status updates and reporting.

SEI was contracted to provide Community Needs Assessment and strategic planning services to FBNN. This included conducting research on relevant information, leveraging existing data, conducting Community listening sessions and key leader listening sessions, conducting key informant interviews, and developing a 10 year framework for action, documented into a strategic plan with a companion 2-year action plan.

SEI was contracted to assist in a statewide strategic planning process to address food insecurity in Nevada. The process was conducted in three phases: research and organization, strategic planning, and stakeholder review and plan adoption.

SEI was contracted to provide strategic planning facilitation support to the Child Care Planning Council  The services are organized into two major phases: Situation Analysis and Strategic Planning.  Each phase represents specific information gathering and analysis activities designed to reach the next major milestone in the overall development of the strategic plan.

SEI monitored and supported implementation of the existing program evaluation system, provided targeted capacity building, and provided targeted coaching and support specifically related to annual requirements of First 5.

SEI worked with a 30-member planning team to develop a 3-year strategic plan for the Department of Child and Family services, including an assessment of the current Head Start work plan, and staff surveys.

Four SEI team members served as the facilitators to a variety of break-out sessions during a two-day summit aimed at identifying strategies to reducing opioid misuse and deaths in Nevada.  Results of break-outs aimed at different audiences (physicians, addiction specialists, therapists, and police officers) were synthesized and presented at the conclusion of the summit, resulting in a strategic framework for action for the State of Nevada.

SEI conducted a mini-feasibility study for the LTHS to use in making decisions about the direction of the organization. The final report included a market analysis, budget projections, and implications regarding governance, staffing and other resources, as well as a prioritized list of funding sources.

SEI contracted with the Lassen County Public Health Department (LCPHD) to Prepare and facilitate a LCPHD staff retreat to set the stage for developing the next strategic plan and help orient staff to the public health agency accreditation process as defined by the national Public Health Accreditation Board (PHAB). The project included sharing research about what’s been shown to contribute to effective teams, time for staff to identify individual and collective strengths on which to build, and an overview of the 10 Essential Elements of Public Health and how they serve as the intersection of the Community Health Assessment (CHA), strategic planning and accreditation processes.

SEI licensed its package for conducting comprehensive organizational assessments of nonprofit organizations to First 5 Merced, trained local consultants on conducting organizational assessments using the SEI methodology and toolkit, conducted one assessment in conjunction with the local consultants, and provided support to the local consultants in completing three more assessments of nonprofit children and family service providers.

In order to support the long-term sustainability of early childhood development and family support services funded by First 5 Monterey County, SEI was engaged to assist 19 diverse public and nonprofit organizations with conducting a comprehensive assessment of their organizational capabilities and using the assessment results to guide capacity building plans for each organization that tied capacity building priorities to the attributes shown by national research to be vital for sustainability.  Detailed one-year action plans were also developed to help each organization manage their capacity building efforts.

Working with the Nevada Aging and Disability Services Division and stakeholders from across the state, SEI developed the first-ever strategic plan to improve services and resources for Nevadans who are deaf and hard of hearing.

Nevada’s Aging and Disability Services Division contracted SEI to support the development of a five-year strategic plan to address the needs of individuals with Autism Spectrum Disorder (ASD) across the lifespan.

The Nevada Bicycle Advisory Board (NBAB) was created by the Nevada Legislature in 1991 to advise appropriate agencies of the state on policies, programs and facilities, and promote programs and facilities for the safe use of bicycles in the state. NBAB contracted with SEI to facilitate and document the results of a mission, goals and objectives discussion during the NBAB’s September 25, 2008 meeting. Results of the session were used to guide future activities.

SEI facilitated in-person and virtual meetings to assist the Committee in developing a strategic plan. SEI wrote a comprehensive strategic plan outlining resources, activities, and outcomes expected over the following four years. SEI also provided regular facilitation to ensure progress on activities.

Nevada County contracted with SEI contracted to assist with a Community Health Assessment (CHA) for the purpose of achieving national public health department accreditation through the Public Health Accreditation Board (PHAB). SEI used an evidence-based framework to engage county leadership and stakeholders to gather and analyze data and develop a comprehensive picture of community health.

SEI worked with Nevada County in 2014 to conduct a community health assessment that led to the development of a Community Health Improvement Plan (CHIP). The CHIP documented a long-term systematic effort to improve public health in the county. SEI facilitated meetings to engage a broad cross-section of Nevada County’s organizations, agencies, and institutions to develop a vision, values, goals, objectives, strategies, indicators and clear timeframes for implementing strategies identified by community members and stakeholders.

SEI Contracted with the Nevada Department of Health and Human Services to facilitate the development of a strategic plan to support the Nevada 2-1-1 program. Under a subsequent contract, SEI completed a comprehensive evaluation to understand how Nevada 2-1-1 is helping to connect people to the resources they need.

SEI was contracted to develop DHCFP’s strategic plan, building on existing innovations as well a framework for sustainability. The project leveraged SEI’s expertise in evidence-based tools such as Appreciative Inquiry and the Baldrige Excellence Framework.

SEI provided analysis, facilitation, and planning for this project, with the goals to promote understanding of the opportunities and gaps in services related to heart disease prevention, treatment, and management. SEI conducted a community assessment to identify reasons consumers are not using patient education information and barriers to educating patients experienced by practitioners.  SEI then facilitated the development of a three five-year plan for cardiovascular disease prevention, screening, treatment, and management.

SEI was contracted to support the Nevada Human Society to assess and establish a benchmark for where NHS is today and develop a strategic plan that will guide the organization at the operational and strategic governance levels for the next three years.

SEI provided operational support to assist with planning and then facilitated a statewide summit of oral health experts to update the three-year strategic plan for improving oral health in Nevada.

Nevada’s shifting demographics and population projections indicate the likelihood of an increased need for nutrition services for older Nevadans that may strain the service delivery system charged with meeting that need. To better understand how the food system works in addressing the need of food insecure older Nevadans, how funding for these programs is distributed, and what the trends and projections are for the population, the OFS commissioned SEI to conduct a gap analysis.

SEI updated the 2001 Strategic Plan for the following year and developed a final draft of the plan to include new indicators and report cards for each indicator.

SEI conducted community assessments for Lyon, Nye and Washoe County in Nevada. This included compiling data on the risk and protective factors related to each of the five Safe Schools/Healthy Students Elements; documenting existing resources, services and systems and describing how those aligned with enhanced National standards, and conducting a gaps analysis based on the assessment to identify the types of services or infrastructure developments needed.

SEI prepared and conducted two one-day workshops on the topic of Strategies for Sustainability, providing comprehensive research-based strategies for long-term sustainability of children and family services.  One workshop was geared toward public agencies, and the other was oriented for nonprofit organizations.

SEI was contracted to support the Nevada Substance Abuse Prevention and Treatment Prevention Agency (SAPTA), developing a comprehensive strategic plan as required by Nevada Statute. The plan aligns with federal mandates, state statutory and regulatory requirements, and was directed by local needs.

SEI assisted the Board and staff by guiding the organization through a self-assessment of their status and operations, prepared a one-day planning retreat, facilitated the retreat and documented the results.