Two years ago, we launched a strategic plan that included strategies to build our capacity, to enhance the assistance we provide to local governments to implement GSI equitably, and to make the evidentiary case for GSI. In November 2022, I wrote about the contents of that plan. It did not sit on a shelf.
Building Capacity, Programming and Evidence: 2023-2024
Evolutionary spiral behind new logo
In the interest of building capacity, we hired a new Education Manager, Dr. Veronica Hotton, to boost peer learning and create new educational curricula. We hired a consultant to conduct a communications audit, which led to rebranding, a new, recently launched website, and a soon-to-be-launched robust member portal. We also hired other consultants to revamp internal systems to improve efficiency and accountability, started a sponsorship campaign to diversify our resource base, and expanded membership to new sectors.
To improve implementation support, we developed new courses, which are in their pilot stages. We’ve also completed the first two chapters of our Framework of GSI practice, designed to be THE “go-to” source for principles, best practices and case studies on GSI implementation. I wrote recently about progress on both efforts here.
To help make the case for GSI, we completed the first ever State of Public Sector GSI report. More recently, we launched GSI Impact Hub, a one-stop shop for evaluating GSI’s co-benefits.
Paying It Forward: 2025-2026
On November 18, 2024, the SPPC approved our Strategic Plan for 2025-2026. The same overarching goals of building capacity and enhancing programming and support for building the evidentiary case apply. Here are a few of the highlights:
In the interest of building capacity, we will develop additional fee-based training offerings that offer CEUs for practitioners and enhance our recruitment of new members, with the goal of doubling the number of organizational members by December 31, 2025.
Framework of GSI Practice
To enhance implementation support, we will conduct a new Educational and Resource Needs Survey to identify knowledge strengths and weaknesses among GSI practitioners. We’ll use the results to determine the content of peer learning circles, a new webinar series, and new courses. (Take 5 minutes to complete the survey today!) We will also strengthen our Great-Lakes-focused programming through RISC and use that work to develop a model that can be exported to other regions across North America. Finally, we will build out three more chapters of the Framework of GSI Practice, beginning with Design and Build, an effort already underway.
To help build the evidentiary case for GSI, we will create a course around the new GSI Impact Hub, revise our strategy for periodically updating the State of Public Sector GSI survey, and update the GI Library, integrating its contents into our new Aluminati member portal.
The major reason our plans do not sit on shelves is because our leaders, the members of the Strategic Planning and Policy Committee, won’t let them. We are grateful for their leadership in developing them and for their role in holding the staff and each other accountable for their implementation.
