Alameda City Council
March 4, 2025

T
he Pivotal Group Consultants, Inc.

Lyn P. Corbett PhD, President
[email protected], (916) 420-0839
P.O. Box 212164 | Chula Vista, CA 91921
TPG Proposal for
Alameda Free Library
Strategic Plan
Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Table of Contents

EXECUTIVE SUMMARY ........................................................................................ 3 FIRM OVERVIEW .................................................................................................... 3 PROJECT TEAM ....................................................................................................... 5 SCOPE OF SERVICES AND METHODOLOGY .................................................... 8 EXAMPLES .............................................................................................................12 REFERENCES .........................................................................................................15 TIMELINE ...............................................................................................................16 COST……. ..............................................................................................................17 Comments/questions on the City Standard Service Provider Agreement ...............18 APPENDIX A – Project Team Resumes ..................................................................18

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

EXECUTIVE SUMMARY
It is with great pleasure that The Pivotal Group Consultants, Inc. (TPG), submit a proposal for services in response to the City of Alameda (City) request for proposals (RFP) from qualified firms to facilitate a comprehensive strategic planning process for the Alameda Free Library (Library). We believe TPG is exceptionally well-qualified to provide the services requested, owing to our extensive strategic planning project experience working with governmental bodies throughout California and the Bay Area. We have an appreciation and interest in working with dynamic public agencies prioritizing efforts to create thriving environments and we value institutions with a vision to improve their impact through intentional future planning.

We have included a proposal that outlines our detailed project approach with timelines and strategies for completing all services in this RFP with deliverables that ultimately produce a comprehensive Strategic Plan with Library priorities that are meaningful, actionable, and aspirational. Dr. Lyn Corbett, TPG President, will serve as the project lead and primary point of contact for the project. We look forward to hearing from you.

Project Overview
• Three-Phase Strategic Planning project approach; key deliverables include:
o Strategic Planning Committee meetings and progress reports (including data results analysis) throughout the project;
o Needs Assessment (Library documents/facilities review, capacity assessment & SWOT);
o Employee meetings and survey (2 all-staff meetings);
o Stakeholder/community partner forums (2 meetings);
o Interviews with City officials and Library Board Members; o Community-wide survey (English, Spanish, & Mandarin); o Community forums (4 English, 1 Spanish, & 1 Mandarin meetings); o Draft and final Strategic Plan (detailed internal action plan and public-facing plan) with implementation strategies.
• Expected Completion Date: July 15, 2025
• Total Cost: $123,600

FIRM OVERVIEW
TPG is a California based consulting firm founded in 2013 by Dr. Lyn Corbett and Dr. Takisha Corbett. Since its beginning TPG has assisted public agencies, nonprofit organizations, and foundations with enhancing their mission-driven impact and building capacity to promote growth within the communities they serve. Our services include innovative strategic planning, organizational development, board development, retreat facilitation, research and evaluation, executive coaching, and other specialized services to meet individual, team, and organizational Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

needs. As a minority-owned and led consulting firm, we are committed to promoting diversity, equity, and inclusion in all our work.

We accelerate individual, team, and organizational needs that supply the right combination of ideas and expertise to guide our clients to build on their strengths, navigate obstacles, and meet their mission. We have extensive experience in government strategic planning, specializing in the development and implementation of comprehensive strategies that drive structural efficiency, policy alignment, and sustainable growth. Our team of seasoned professionals brings a wealth of expertise in public sector operations, stakeholder engagement, and data-driven decision-making.

We have successfully collaborated with various government entities across California, delivering tailored solutions that address unique challenges and meet regulatory requirements. Our proven track record in facilitating strategic planning sessions, employee and community stakeholder engagement, conducting rigorous analysis, and crafting actionable plans positions us as the ideal partner to guide the Library through the strategic planning process.

List of TPG Strategic Planning Clients from the past two years:

 Red Cross Southern California Region WIC (Current client)  Sierra Health Foundation (Current client)
 Red Cross Southern California Region (Feb. - Aug. 2024)  Center for Community Solutions (Jan. – Jul. 2024)
 Berkeley Public Library (Feb. 2023 – Feb. 2024)
 National Association for Public Health Statistics and Information Systems (Jan. – Jul. 2023)
 Partnerships for Trauma Recovery (Feb. – Jul. 2023)
 San Diego County Emergency Medical Services (May – Nov. 2022)  San Diego County Bar Association (Aug. 2022 – Jan. 2023)  Circulate San Diego (Apr. – Dec. 2022)
 Richmond Neighborhood Housing Services (Jan. – Sep. 2022)

TPG has worked with a variety of organizations to help them develop multi-year strategic plans.

While each of these institutions has a unique mission and vision, they have all benefited from our approach to developing agile and flexible strategies as well as specific, clear, and measurable goals and metrics.

In addition to our extensive experience and expertise in strategic planning for government agencies, we have specific experience supporting libraries in particular through our work with the Berkeley Public Library and the San Diego Library Foundation. We firmly believe in the importance of public libraries as they are a key welcoming place for all members of society and a provider of vital services for community engagement, enrichment, and empowerment. We especially value how the Alameda Free Library serves their community through many programs and services, additionally recognizing the community’s evolving needs and seeking to increase engagement with the community as it moves forward.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

We are passionate about supporting organizations that recognize the importance of a strong strategic plan and we are committed to helping institutions achieve their vision and improve their organizational outcomes. We believe that strategic planning is an essential component to guide the implementation of high quality, responsive, and timely activities that support the internal operations and growth of a strong community effort.

Furthermore, we are highly qualified and skilled at outreach and engaging target populations throughout our strategic planning process. Part of our work with all our strategic planning clients includes obtaining a deep understanding of the institution’s culture and community and incorporating extensive stakeholder engagement and community voice into informing the strategic plan. We have extensive experience helping clients incorporate racial equity goals into strategies, operationalized objectives, priorities, and organizational culture through our services.

As a minority-owned and led consulting firm, we have actively engaged in direct community work nationwide. This background provides us with both the experience and credibility to effectively support clients as they contemplate issues related to race, equity, justice and trauma- informed approaches.

As a government consulting firm, we recognize our work can significantly impact the decisions and strategies of our government clients, giving us an ethical responsibility to ensure quality performance. By providing high-quality, well-researched, and thoughtful services, we uphold our ethical responsibility to deliver the best possible service. With a track record of successful projects and a commitment to delivering results, we stand ready to collaboratively steer the Library toward its strategic vision with precision and timeliness.

Statements

1. TPG has neither presently nor in the past been involved in any litigation, bankruptcy, or reorganization.

2. TPG nor any officer or employee of the company who has a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from proposing on, or completing a federal, state, or local government project because of a violation of law of safety regulation.

PROJECT TEAM
As a seasoned consulting firm, we possess the essential resources, extensive experience, and proven capability to effectively oversee and ensure the on-time execution of day-to-day activities involved in facilitating a strategic plan for our clients. Our dedicated team of experts is well- versed in navigating the intricacies of governmental processes and regulations, enabling us to provide comprehensive guidance and support throughout the strategic planning journey. With a track record of successful projects and a commitment to delivering results, we stand ready to collaboratively steer the Library toward its strategic vision with precision and timeliness.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

TPG’s key asset is our highly skilled core team members who have worked together for many years. Collectively, our team brings our training in leadership, strategic planning, employee and community engagement, research, and evaluation to every engagement. Our team is made up of researchers, professors, nonprofit and public service practitioners, and leadership theory experts who have extensive experience with helping organizations develop and implement strategic plans. The outstanding quality of our work has been recognized locally, nationally, and internationally including by the International Economic Development Council.

See APPENDIX A for key personnel resumes.

Key personnel assigned to this project include:

• Dr. Lyn Corbett, President and Project Lead, based in San Diego, will serve as the primary point of contact for the project. Lyn has over 20 years of experience working with government and nonprofit agencies across the country to help increase their mission-driven impact and expand their community reach. Dr. Corbett approaches each opportunity with the understanding that individuals and organizations often already possess the tools and assets they need to succeed. He takes a strengths-based approach, allowing individuals and organizations to achieve better results, maximize resources, and increase the impact on the communities they serve. Additionally, Dr. Corbett has an extensive background in leadership and executive development and has worked extensively with mayors, city councils, and public sector departments. He has led strategy and development projects with the County of Sonoma Human Services Dept., the County of San Diego, the City of San Diego, the Berkeley Public Library, the University of San Diego, as well as myriad other government and nonprofit institutions. Lyn teaches Leadership, Strategic Planning and Strategic Management graduate-level courses at the University of San Diego and Point Loma University and is an adjunct professor at the University of San Francisco. Previously, Lyn Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

was the Director of the Office of Youth Development for the City of Sacramento. Lyn holds a PhD in Leadership Studies from the University of San Diego. He has an MA in Public Administration with an emphasis in Nonprofit Management from New York University. He is a Certified Governance Trainer with BoardSource, a Leadership Challenge Certified Facilitator, an Everything DiSC Workplace Certified Facilitator, a Gallup Strengths Certified Coach, and a member of the International Coaching Federation. o Lead Consultant Strategic planning project roles and responsibilities: Primary point of contact and project lead; primary workshop and meeting facilitator. Facilitates client strategy sessions and stakeholder interviews, analyzes qualitative and quantitative data while applying theoretical framework to identify gaps, evaluating problems and synthesizing recommendations; researches sector-specific information and helps develop strategies and action plans for clients; and produces material for evaluations, reports, and final strategic plan documents. o [email protected]

• Dr. Takisha Corbett, Director of Organization Development and Assessments, based in San Diego, has extensive research qualifications that contribute to her work in planning sessions, reviewing, assessing, and evaluating industry-specific research. She has extensive leadership and business experience and understands the importance of organizational development as foundational to ensuring overall organization success. She excels at developing systemic practices that seamlessly integrate data collection, daily processes, and analysis of outcomes. Using real time data, she has guided individuals and organizations to make strategic decisions to accomplish mission-centered goals. Takisha’s background and experience as a clinical psychologist uniquely qualifies her to use theoretical applications in a meaningful and impactful way. More and more, psychologists are being used to evaluate company goals, work strategies, and employees to assess areas and tools for improvement.

Prior to beginning her doctoral work, Takisha held leadership and senior leadership positions while working for national child welfare and nonprofit organizations. Takisha holds a PhD in Psychology from Fuller Graduate School of Psychology, an MA in Psychology from Pepperdine University, and an MA in Theology from Fuller Theological Seminary.
o Strategic planning project roles and responsibilities: Reviews, assesses, and evaluates industry-specific research; integrates data collection, daily processes, and analysis of outcomes.
o [email protected]

• Kirsten Navis, Lead Consultant, based in Alameda, has been a lead consultant with TPG since 2018. She has over a decade of experience in the nonprofit sector and in multi-cultural and international contexts across consulting, strategic planning, organizational development, fundraising, and international development. She has a strong commitment to cultivating inclusion and building multicultural workplaces. At TPG she facilitates client strategy sessions, analyzes qualitative and quantitative data while applying theoretical framework to identify gaps, evaluate problems and synthesize recommendations. She also researches Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

sector-specific information and helps develop strategies and action plans for clients. Over the last six years she has been a key consultant in facilitating the development of strategic plans for government agencies including San Diego Emergency Medical Services and Berkeley Public Library. She has helped clients to realize planning goals through research and facilitation, as well as producing material for evaluations, reports, and final strategic plan documents. She has significant experience facilitating team and executive level retreats and board meetings for local governments and nonprofit institutions. At TPG she likewise manages multi-year training programs for clients, most recently including the Salvation Army San Diego Regional Office. Kirsten is a CliftonStrengths Coach and holds an MA in Nonprofit Leadership and Management from the University of San Diego. o Strategic planning project roles and responsibilities: Facilitates client strategy sessions and stakeholder interviews and focus groups, analyzes qualitative and quantitative data while applying theoretical framework to identify gaps, evaluating problems and synthesizing recommendations; researches sector-specific information and helps develop strategies and action plans for clients; produces material for evaluations, reports, KPIs, and final strategic plan documents; and ensures project stays on track with all deliverables and timelines.
o [email protected]
• Brita Catoe, Project Manager, based in Alameda, has been with TPG since 2022. She has worked in government, nonprofit management, and public health in multicultural and international contexts and is deeply inspired by organizations striving to make meaningful impacts in their communities. She excels at research and organization and is committed to ensuring successful and efficient project deliverables. She has worked with numerous TPG strategic planning clients, including Berkeley Public Library and the American Red Cross SoCal Region. Brita holds a master’s degree in Community Psychology from Concordia University-Portland and a bachelor’s degree in Community Health and Spanish Language from Bethel University.
o Strategic planning project roles and responsibilities: Assists with research and reporting, stakeholder engagement, and other tasks as needed to ensure project stays on track with all deliverables and timelines.
o [email protected]

SCOPE OF SERVICES AND METHODOLOGY
TPG approaches the strategic planning process in three phases: Evaluate – Validate – Integrate.

This three-step approach has been tested in hundreds of strategic planning efforts and provides a simple and flexible strategic approach to thinking, acting, and learning.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Each phase is designed to be collaborative with the Library, including internal and external stakeholders. The first phase focuses on gathering and analyzing Library data and feedback to establish the strategic direction and communicating about the project plan to gain buy in and understanding from internal stakeholders. The second phase focuses on facilitation and compiling external stakeholder data. The final phase focuses on strategic action plan development and implementation planning that culminates in specific and relevant objectives, goals, and key performance indicators in the form of a “roadmap” that the Library can use to implement and monitor the strategic plan after the project itself concludes. Continuous measurement, implementation, and monitoring activities are included throughout the project.

Our approach is rooted in an inclusive, collective, and collaborative process to ensure that all stakeholders are engaged each step of the way to develop a shared understanding of the work and build consensus on the action plans and direction. We believe that combining both qualitative and quantitative approaches is the best way to gather the data necessary to inform an exceptional Strategic Plan.

Our strategic planning methodology is designed to ensure meeting project deadlines and reporting project activity are consistent throughout the length of the project. We assign a lead personnel with each project we take on and input each client and their respective project including individual tasks and deliverables into our comprehensive internal tracking system to ensure progress is monitored for every activity. Strategic planning projects require a collaborative approach, and we recommend forming a strategic planning team that we can work alongside at the strategic level to provide clarity on general program direction and internal goals.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Phase One: Evaluate
Organization, Community, & Industry Data Collection
The first phase is to identify the Library’s strategic direction. This phase is tactical in nature and will provide data to assess the Library’s infrastructure and services, and to discuss the planning approach and expectations. This phase emphasizes communication and building plan ownership with Library staff.

Key components of this stage include:
• Strategic Planning Priority Setting Session – Meeting with designated Library leadership to gain deeper understanding of the project, agency culture, and to identify the key questions for the planning process and Library goals. • Strategic Planning Team Meetings – Guided conversations with the designated Strategic Planning Team throughout phase one working directly on the project. • Needs Assessment – Collect Library information to identify gaps. This level of detailed analysis will provide a strong foundation for the subsequent phases. o Document Synthesis – Gathering and reviewing Library documents (can include past Strategic Plans, financial reports, etc.) to assess agency infrastructure and services.
o Facilities Assessment – Inventory Library buildings.
o SWOT Analysis – Identify and evaluate Library’s Strengths, Weaknesses, Opportunities, and Threats to understand the agency’s internal capabilities and external environment.
o Capacity Assessment Tool – Measure institutional core capacities such leadership, management, and technical.
• Strategic Planning Kickoff All-Staff Meeting– Convene Library staff to introduce the strategic planning process, encouraging questions and feedback through structured, participatory exercises facilitated by TPG.
• Phase 1 Conclusion – Meeting with the strategic planning team and other identified key individuals to discuss findings and next steps.

Deliverables: Meeting with Library Leadership; forming/meetings with the Strategic Planning Team; All-Staff Kickoff; Needs Assessment; data results and draft agenda for Phase 2.

Phase Two: Validate
Team Meetings, Research and Assessment, and Stakeholder Engagement Phase Two builds on the information gathered during Phase One with a focus on gathering data from key stakeholders. TPG believes strategy always begins with an understanding of the agency’s core identity and seeks to leverage its core strengths and qualities to be most effective.

We prioritize engagement and participation through direct outreach during this phase. Combining both qualitative and quantitative approaches will provide a strong foundation for the completion of this project. This multi-pronged approach to community engagement and data collection will ensure a strategic plan that truly reflects the needs, aspirations, and potential of the Library.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Key components of this stage include:
• Strategic Planning Team Meetings – Regularly scheduled working and update meetings; includes guided discussions with the Team regarding Library mission, vision, values, and strategic priorities to identify challenges and opportunities and validate data and feedback. This process is used to develop strategies to promote overall planning and sustainability.
• All-Staff Meeting – Convene Library staff to provide a project update, introduce staff survey, and facilitate structured opportunity for staff feedback to learn specific needs and perspectives of staff.
• Stakeholder Engagement (Interviews/Surveys/Forums) – TPG will facilitate and gather employee and community input to identify current and future topics of interest and agency goals. TPG will strategize communicating the Library’s strategic planning process to ensure Library partner and community participation.

Community engagement is the backbone of any successful strategic plan. Therefore, we have developed robust, tailored methodologies to capture diverse perspectives and ensure inclusiveness.
o Employee Survey: We will design and administer a virtual Library employee survey to assess workload, prioritizing tasks, and institutional barriers to completing tasks.
o Community Survey: We will design and administer both online and paper-based surveys to reach library users and non-library users. Our surveys will be designed to gather opinions on existing services, areas of improvement, and community needs. Survey will be available in English, Spanish, and Chinese. o Interviews: We will conduct a joint interview with the City Manager and Assistant City Manager, and individual interviews with the Mayor, City Councilmembers, and Library Board Members to glean deeper insights.
o Stakeholder/Partner Forums: We will facilitate two forums with designated Library Community Partners to gain feedback on the library from these stakeholders.
o Community Forums: We will facilitate community forums at designated Library locations where broader community input can be captured allowing for open dialogue and the emergence of innovative ideas and perspectives. (4 English meetings, 1 Spanish meeting, & 1 Mandarin meeting.)
o Digital Engagement: Recognizing the importance of digital platforms, we will utilize social media, email newsletters, and online publications to engage with the community, especially those who may not be able to participate in-person. • Compile Data and Research – TPG will analyze the findings from the above activities for common themes and meet to discuss the findings and next steps.

Deliverables: Facilitated team meetings; All-Staff meeting; stakeholder engagement; Mission/Vision/Values review; and stakeholder summary report.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Phase Three: Integrate
Strategic Action Plan Development, Final Strategic Plan, Develop Implementation Plans Phase three entails completing all identified deliverables and presenting draft and final strategic plans. The Library will be engaged around strategies to progress with and monitor progress on the Strategic Plan.

Key components of this stage include:
• Draft Strategic Action Plan – Subcommittees within the planning team will be established around identified priority areas to produce a draft strategic action plan with detailed goals, objectives, and major initiatives (including responsibilities, activities, and timelines) to be included in the final strategic plan document. Groups will meet 1-2 times during Phase 3 and utilize tools that address the priorities facing the agency. TPG will facilitate subcommittee meetings as needed to assist with strategy prioritization. • Finalized Five-Year Strategic Plan – This includes both an internal plan document and a public-facing document for publishing and distribution. The full internal detailed Strategic Plan document includes all the finalized content developed in the Strategic Action Plan as well as metrics and outcome measures. The public-facing Strategic Plan document includes the Library mission, vision, values, and the high-level strategy goals, objectives, and major initiatives. We work with a graphic designer to develop a document that is visually impactful.
• Implementation – We will engage with Strategic Planning team regarding strategies to keep the Strategic Plan a relevant and living document. TPG can provide recommendations for a strategic planning tracking platform for monitoring and evaluating implementation of the plan.

Deliverables: Strategic planning team meetings; draft and final internal and public-facing Strategic Plan; and plan tracking approach.

EXAMPLES

1. Berkeley Public Library (Strategic Planning Client Feb. 2023 – Feb. 2024) Background: Bay Area public library system (seeking strategic planning services) serving a large city with diverse community needs. This government agency has five library branches and a large staff and is committed to incorporating this diversity into their strategic plan.

Our Approach: In addition to staff conversations, we spoke with 90 external stakeholders via 1:1 interviews and focus groups, and we conducted a multi-lingual (5 languages), city-wide survey (over 2000 responses) to ensure we heard from as many stakeholders as possible regarding library priorities. We researched the city’s demographic population Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan Pag
e 13
and tailored our community engagement strategy for the population. We then used various marketing techniques to advertise our survey and reach the community in multiple languages, including using the library website and social medias, local TV appearance, and online and print news advertisements, and paper mail flyers in underserved zip codes. We compiled all data and research into a report synthesizing and analyzing the findings. In addition to working with library staff and board, we facilitated the strategic planning committee with input from the library’s internal Racial Justice Advisory Group to integrate the library’s diversity values throughout the entire process.

The final deliverable was a 3-year strategic plan document stemming from the community engagement efforts as part of this process.

See t
he following 11 pages below for a copy of the public-facing Strategic Plan we produced for Berkeley Public Library.

Exhibit 2
Strategic Plan
2024 - 2028
Serving
Empowering
Inspiring
Exhibit 2

LAND ACKNOWLEDGEMENT
Berkeley Public Library buildings are built on the territory of xučyun (Hooch- yoon), within the homeland of the Chochenyo (Cho-chen-yo) speaking Ohlone (Oh-low-nee) people. We acknowledge and honor the Ohlone people, who have lived in Berkeley and throughout the East Bay since time immemorial.

The Library recognizes that Berkeley residents have and continue to benefit from the use and occupation of unceded stolen land, and we pledge to recognize the permanence and the rich contributions that the Ohlone people continue to bring to the City of Berkeley and throughout the East Bay. We celebrate the strength of the Ohlone people and their culture. The Berkeley Public Library is committed to helping create a more just and anti-racist society and to furthering the visibility and celebration of Ohlone authors who are specific to the East Bay and Ohlone culture in our collections and programming.

This statement is a living document that was co-written by Ohlone cultural leaders Vincent Medina and Louis Trevino and the Berkeley Public Library.

Horše

ṭuuxi

hemmenya
, ‘
akkoyṭ

xučyun

librarytka
!
-

Welcome in
Chochenyo
Exhibit 2
WELCOME TO YOUR LIBRARY!
Berkeley has long-standing traditions of championing free speech and intellectual freedom. Berkeley Public Library continues to uphold these values through investment in community spaces and programming, our beloved collections, and our staff.

While building on our past, we are looking to the future.

The Library embarked on a strategic planning process in 2023.

Over the past year community members and library staff have discussed what the library means to them, and what it could be.

Welcome surfaced as a core value over and over again.

Being a more welcoming library means that we are truly
accessible to everyone in the community. Equity and inclusion must inform every aspect of our planning and work, from library users’ experience, to the ways in which we collaborate with community partners, to our internal organizational culture.

As we evolve our library system to meet the current challenges Berkeley faces in 2024, our new strategic plan provides the foundation from which we will build to become a more responsive and sustainable organization.

I am excited to share with you in the following pages the goals developed by staff and community members. We envision libraries of learning that spark curiosity and innovation, and inspire joy.

We are proud to serve Berkeley and look forward to the future with you.

Tess Mayer, Executive Director
Exhibit 2
WE
ARE

BERKELEY
PUBLIC

LIBRARY
For over 130 years, the Library
has been dedicated to fostering
community, learning, and
opportunity by providing
accessible and diverse
resources to all.

Exhibit 2
WHY IT

MATTERS
Through a welcoming
environment, the
Library plays a vital
role in promoting
knowledge, cultural
enrichment, personal
empowerment and
community
engagement.
143,000+ registered card users

1.4 million physical items circulated

1.3 million electronic content used
457,000+ in our physical collection

1.3 million in our digital collection
207 programs offered
"I love and appreciate everything
the library does that encourages
culture, thought, and humanity in
our community."
-Library user
Exhibit 2

MISSION
Empower, inspire,
and eliminate barriers
with resources and
experiences.

VISION
VALUES
Evolve and respond to
the changing needs of
the community.

WELCOME We wholeheartedly embrace the
diversity within our community and strive to
cultivate an environment where all are heard,
valued, and feel safe and represented. We are
dedicated to eliminating systemic barriers in
access to resources and services.

JOY We foster a culture of learning, curiosity,
and innovation. Our commitment is evident in
our diverse collection of books, digital materials
and interactive programs for all ages to explore,
imagine and enjoy.

COLLABORATE We value collaboration and
partnerships as catalysts for positive change.

We actively seek opportunities to come together
with community members to address evolving
community needs, support collective action,
foster innovation, and create impactful programs
and initiatives.

Exhibit 2

STRATEGIC

FOCUS AREAS

PATRON EXPERIENCE
& EQUITABLE ACCESS

COMMUNITY-CENTERED

COLLABORATION

A DYNAMIC &

RESPONSIVE SERVICE

ORGANIZATION
1 2
3 Our strategy reflects
perspectives from the
Library’s patron community,
staff, and leadership.

We are committed to the
recommended actions that
will help the Library achieve
its mission and vision.

Exhibit 2

PATRON EXPERIENCE &

EQUITABLE ACCESS

STRATEGY
Ensure equitable access to high quality
collections, programs, facilities, technology, and
helpful staff.

GOALS

1.1 Serving Patrons: Ensure staff have a
consistent and even approach towards providing
empathetic and non-biased service to all
colleagues and members of the Library’s patron
community.

1.2 Building & Maintaining our Collection:

Steward collections that reflect the diversity and
interests of our community.

1.3 Programs that Inspire: Create innovative and
engaging programs that ignite love for learning,
reading, and facilitating community connections
among our patrons.

1.4 Engaging Facilities & Spaces: Enhance our
physical and digital spaces so patrons can
experience dynamic and accessible resources.
1 FOCUS AREA
Exhibit 2

COMMUNITY-CENTERED

COLLABORATION

STRATEGY
Foster community connections and increase public
awareness.

GOALS

2.1 Stronger Relationships: Develop relationships
with community members and community-based
organizations to ensure that all public programs and
collections reflect the diversity and variety of
interests and needs within our community,
focusing on community assets.

2.2 Increase Awareness: Increase public
awareness of the Library’s variety of programs and
services, especially for non-library users and BIPOC
communities.

2.3 Meet Needs: Continually assess community
needs and maintain communication channels
tailored to the preferences of unique individual
communities.
2 FOCUS AREA
Exhibit 2

A DYNAMIC & RESPONSIVE

SERVICE ORGANIZATION

STRATEGY
Enhance the quality of experience for all Library
employees and take steps to continually improve our
ability to meet our mission and vision.

GOALS

3.1 Culture: Promote a workplace climate that
values the safety and health of employees and
reinforces respect of all co-workers.

3.2 Onboarding: Review and enhance current
onboarding processes to better reflect the
comprehensive needs of new employees.

3.3 Training: Ensure employee professional
development and enrichment opportunities.

3.4 Recruitment, Retention & Promotional
Pathways: Ensure equity in recruitment, hiring, and
retention processes and clarify and communicate
promotional pathways for all staff more effectively.

3.5 Organizational Capacity: Support internal
efforts to ensure the Library can deliver on our
mission and vision now and in the future.
3 FOCUS AREA
Exhibit 2
CONNECT WITH US:

Visit http://www.berkeleypubliclibrary.org/ to subscribe to Library newsletters, view calendar of events, place
holds on books and access our e-Collections 24/7.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

2. San Diego County Emergency Medical Services (Strategic Planning Client May – Nov. 2022)
Background: Large government institution serving the entire population of a geographic region as well as a sizeable contingent of service providers that have different needs and values. This agency was keen to clarify their strengths and areas of improvement while balancing the needs of many stakeholders and trying to promote strategies that contribute to the San Diego community’s greater health equity.

TPG Approach: Given the size and scope of this agency’s community, we developed a stakeholder map to ascertain the unique groups within this population and helped the agency identify which voices were excluded from the decision-making table. We collected data for the agency using a variety of formats, including one-on-one interviews, focus groups, and surveys to ensure significant community input. TPG also conducted a community survey for EMT professionals (1000 responses) and analyzed/reported on data gathered. We then facilitated a strategic planning meeting with stakeholders including EMS staff, key county personnel, and other external stakeholders including hospital employees and Cal Fire, ensuring the strategic plan fully captured everyone’s voice. Upon compiling and analyzing the data from all the stakeholder engagement, we were able to assist the agency with developing priorities that accurately reflected the community. The final deliverable was a 5-year strategic priority document with goals and objectives and delivery of an external-facing, published document for the public.

See the following 13 pages below for a copy of the public-facing Strategic Plan we produced for San Diego County Emergency Medical Services.

Exhibit 2
County of
San Diego
Emergency
Medical
Services
Creating the finest EMS
system in the country
Strategic Plan
2023-2027
County of San Diego Emergency Medical Services
Creating the finest EMS system in the country
Strategic Plan 2023-2027
1 Exhibit 2
Message from County
Fire Leadership
On behalf of the EMS Office and the entire team at County Fire, we are pleased to present the EMS Strategic Plan. The plan provides a bold framework for significantly enhancing the emergency medical care system in San Diego County.

In July of 2021, the EMS Office moved from the Health and Human Services Agency to County Fire, creating an opportunity for County Fire to reassess its organizational structure and priorities and revamp its mission, vision and values. To meet this goal, a blueprint needed to be developed, which would be the first of its kind for the EMS Office. Given the complexity of the EMS system and the vast and diverse number of agencies, providers and organizations, the Strategic Plan couldn’t be developed in isolation. An extraordinary level of participation and input from stakeholders in the hospital and pre-hospital community complimented the valuable contributions and expertise from the EMS Office team. The result is a Strategic Plan that was built through collaboration and essential insight on the needs of the personnel, patients and partner agencies.

The addition of the EMS Office also created an opportunity for County Fire to reassess its organizational structure and priorities, and revamp its mission, vision and values. We operate as One Team, One Mission, and the EMS Office is now a core function of County Fire.
2 Tony Mecham,
Fire Chief
CAL FIRE/San Diego County Fire
Jeff Collins,
Director
San Diego County Fire
Exhibit 2
EMS Strategic
Plan Goals
3 Integrity
Our values:

We are committed to
honest and ethical
behavior and will lead
through an ability to be
trusted.

Competency
We strive for excellence
and demonstrate a high
level of professionalism,
with training and education
as our foundation.

Customer-focused
We will effectively and
thoughtfully respond to the
needs of internal and
external customers.

Accountability
We hold ourselves and
others to the highest
standards through
evaluation, transparency
and responsibility.

Well-Being
We will place the highest
priority on protecting the
health and safety of our
team and those we serve.

Our mission:

Provide coordinated,
sustainable, and equitable fire
protection and emergency
medical services to save lives,
protect property, and promote
the highest quality of living.

Our vision:

San Diego County will have the
finest system of fire protection and
emergency medical care through
regional leadership, collaboration,
and innovation.

Organizational
Effectiveness &
Investing in
Employees
EMS System
Innovation &
Excellence
Epidemiology,
Data Management
& Analytics
Community
Engagement &
Communication
Exhibit 2
H H
H
HH
H
H
H H H
H
HH
H
H
H
H
H
H
H
H
H
4 San Diego County
Emergency Medical
Resources
San Diego County is home to a
sophisticated and complex emergency
medical care system. Medical facilities,
ambulance operating areas, and fire
districts are displayed for a geographic
snapshot of the 2022 EMS resources
Exhibit 2
EMS Contracts

Emergency Services Administration

PREHOSPITAL STANDARDS QUALITY CARE EPIDEMIOLOGY COMMUNITY PARAMEDICINE Asst. Dir, County Fire
EMS Oversight
Contracts and Budgeting
Operations
Director, County Fire
Chief, County Fire/CAL FIRE
County Fire Operations
Management Services
Community Risk Reduction
EMS Administrator
LEMSA Operations and Administrative
Oversight
LEMSA Medical Consultant
SDCFPD EMS Medical Director
LEMSA Regulatory
Responsibilities

Clinical Programs and EMS
System QA/QI

EMS Epidemiology and
Integrated Data Systems
Program Coordination
Operational and Administrative Leadership
Community Paramedic, Alternate
Destination, and Innovative EMS
Programs
CP/TAD Program Development
Clinical Protocols and Policy
Injury Prevention
Training Curriculum
QA/QI Processes
Stakeholder Engagement
Data and Reporting Structures
Prehospital Data and Analysis
ePCR, Reporting, and System
Reliability
Hospital and EMS Data Programs
Trauma and Specialty Care
Epidemiology
Cardiac, Stroke, and Trauma
Registries
Outcomes and System Performance
Improvement
System Monitoring
Real-time Situational Awareness
Programs
EMS, ED, and Hospital Data
Collections and Reporting
Prehospital QA/QI & Protocols
Clinical Advisory Bodies
Evidence-Based Standards
Ground and Air EMS
Base Hospital Coordination
Disaster Planning
Clinical Program Innovation
Opioid Mitigation
Sexual Assault Response Team
Care Coordination
EMS for Children
Public Access Programs (AED,
STB)
Hospital Specialty Care Programs
STEMI/Cardiac Receiving Centers
Stroke Receiving Centers
Trauma System
Burn Programs
Pediatrics
EMS Training Programs
EMT & Paramedic schools
Continuing Education providers
EMS Personnel Credentialing

EMT Certification
Paramedic Accreditation
MICN Authorization
Other EMS Provider Recognitions
Ambulance Ordinance Oversight
Permitting and inspections
Ground, air, non-emergency medical
transport
Background Review and
Investigation Support
EMS Medical Director
LEMSA and Clinical Leadership
Visual Informatics
Dashboards and Other Data
Displays to Support Program
Improvement
5 San Diego County
Emergency Medical
Services Office
2022-2023
Organizational Chart
Exhibit 2
By the Numbers:
2021 Snapshot
6 9,000
active EMS
personnel in the
region
21 ED-licensed
hospitals
6 trauma
centers
14,000
trauma
patients
1,153,654
emergency
room visits
255,000
EMS responses
in the region
220,432
transports in
the region
32 fire agencies
providing EMS
response
46 ground and
air private
ambulance
providers
Exhibit 2
The Strategic
Planning Process
Our strategic planning process used a highly
collaborative, multi-phase approach which allowed
us to hear from our stakeholders, evaluate our
internal capacity and external context, and
strategize future goals, objectives and activities.

The initial steps focused on gathering and
analyzing data and feedback to identify critical
issues. We then focused on strategic
workshopping that culminated in specific and
relevant goals and objectives in the form of a
roadmap that the County Emergency Medical
Services Office will use to implement and monitor
our future activities.

We acknowledge the valued assistance of our
partners in EMS from the San Diego County Fire
Chiefs Association, the Hospital Association of
San Diego and Imperial Counties and the
Ambulance Association of San Diego County.
7 7 Steering Committee Meetings
3 CoEMS Staff Workshops
27 Interviews with key stakeholders
6 Focus groups with base hospitals
943 Paramedic/EMT Survey Responses
35 Fire Chiefs/Hospital COO/Private
Provider CEO Survey Responses
+
Exhibit 2
8 Emergency Medical Services
Goals and Objectives
Exhibit 2
Organizational
Effectiveness &
Investing In
Employees
9 GOAL 1
Create an effective and
capable organization with
experienced staff to guide
and support our mission
and vision for the future
Cultivate staff resources
• Promote staff mentorship opportunities and
training practices to invest in the professional
development of existing staff and new hires
• Strengthen onboarding, highlight ethical
standards and enhance preparedness training
for external new hires
• Identify continuous educational opportunities for
EMS Office personnel, including those who do
not have Emergency Medical Technical licenses
• Continuously evaluate annual training
opportunities for EMS Office staff to achieve their
full potential
Objective 1:

Strengthen internal culture of collaboration
• Complete the full integration of the EMS Office into
County Fire and promote collaboration within the
Department
• Fully implement a hybrid telework model that
supports the office mission, while promoting a
work-life balance and supporting employee success
• Ensure the in-office experience supports
camaraderie through team building and strong
professional relationships
• Champion inclusive and equitable hiring practices
with the aim to have the EMS Office team reflect
the communities we serve
Objective 3:

Position the EMS Office to lead emergency
medical services in our region
• Develop positive relationships and dedicated staff
liaisons to regional stakeholders to enhance
communication and promote EMS best practices
• Focus EMS outreach efforts with stakeholder groups,
provide accurate information, and respond to questions
• Increase collaboration with EMT and Paramedic
training academies to ensure the region’s staffing
needs are met
• Ensure County Board of Supervisors Advisory Boards,
including Emergency Medical Care Committee (EMCC)
and County Service Area (CSA) 17, are effective,
inclusive, and innovative in supporting a region that
accounts for patient well-being
Objective 2:

Bolster EMS Office structure
and operations
• The County EMS Office will have the
resources to promote workforce readiness
during emergency situations
• Establish a system for timely EMS
personnel response to medical questions
and regulations
• Ensure the background review process is
efficient for staff and EMTs
Objective 4:

Exhibit 2
EMS System
Innovation &
Excellence
10 GOAL 2
Enhance EMS patient care
in San Diego County by
pursuing strategies and
actions that improve
processes, advance policies
and procedures, support
data collection, and
streamline system logistics
Improve EMS capacity challenges
and streamline patient routing
• Optimize resource use and patient
routing with integrated, real-time data
• Promote an EMS system grounded in
patient-centered care and well-being
• Improve visibility of emergency
department resources and availability
• Strengthen specialty care resources to
ensure all patients receive prompt and
proper EMS and in-hospital care
Objective 1:

Optimize EMS system performance to reduce
the impacts on the pre-hospital system
• Support the regional implementation of Community Paramedicine and other new methods for paramedics to meet the needs of specific underserved populations, including better patient-centered access to care at appropriate destinations, focused care coordination, and other innovations to enhance healthcare delivery • Promote a system of care that minimizes the wait time for ambulances to transfer patients to hospital staff
• Support pilot programs in the community that improve the options for non-urgent patients seeking medical treatment through the 911 system Objective 3:

Enhance system
coordination and patient care
• Develop an EMS system of care that equips
personnel with the latest medicines,
technology, and equipment
• Deploy regular stakeholder community
workshops to identify, share, and implement
best practices across agencies and sectors
• Support the establishment of an Emergency
Medical Dispatch program that is cost-
effective and supported by medical best
practices for the entire region
• Enhance communication between the EMS
Medical Director, fire agency medical
directors, and dispatch agencies to promote
patient care and well-being
• Improve cross-border patient coordination to
facilitate EMS patient care for those transiting
the international border ports of entry
• Ensure excellent Special Event coverage,
including standards for cover
Objective 2:

Strengthen workforce
development efforts for EMS
professionals
• Support and facilitate Local Optional
Scope of Practice (LOSOP) requests
and scope of practice expansions for
San Diego County EMS providers, as
approved by the EMS Medical
Director
• Align the EMS system’s workforce to
reflect our region’s diversity
• Promote mental health resilience and
support initiatives that remove
barriers to care
Objective 4:

Bolster EMS training
initiatives
• Expand training and engagement
opportunities with the existing EMS
workforce
• Enhance engagement between the EMS
Office and training agencies
• Support efforts to promote current
workforce training, resilience and retention
• Improve new EMT competencies and
advance practical EMT education that
ensures field readiness
• Support regional collaboration to prepare
the new EMS workforce with best practices
and quality patient care
• Help external users understand and
interpret the training and credentialing
standards and rules
Objective 5:

Exhibit 2
Epidemiology,
Data Management
& Analytics
11 GOAL 3
Collect, maintain, and evaluate
high quality, actionable data in
order to optimize EMS system
performance, encourage
internal and external
stakeholder participation, and
enhance the quality of life in
our community
Support an EMS system of care that fosters
equitable outcomes through the use of data-
driven decision making
• Develop and promote the County EMS IT
system to optimize resource use in the region
• Support local agencies in sharing data with state
and national programs in real-time to provide
high-quality patient care
• Foster the use of custom dashboards and data
reports to support County departments and
regional partners with relevant information
• Identify long-term data operational supports and
software upgrades to support long-term growth
opportunities
Objective 1:

Use EMS epidemiological data to inform
community and EMS system education
• Use data for predicting and forecasting
EMS trends to improve systemwide
decision-making
• Work with stakeholders to ensure
available data is appropriate to their needs
• Develop and maintain public and agency-
accessible dashboards
• Use epidemiological data to inform system
education
• Use data to inform policy and advocacy
• Provide data stewardship
Objective 3:

Support quality assurance data in all
emergency medical services functions
• Foster the creation of countywide EMS relevant
in-hospital/specialty care performance
improvement programs
• Track programs and services with a focus on
equitable outcomes for traditionally underserved
communities
• Improve data integration and interoperability
• Support the long-term development of a Health
Services Capacity Task Force that includes
system leaders prioritizing the operational needs
of the prehospital and hospital system
• Improve data collection for whole
person/timeline data and patient profile data
Objective 2:

Provide system monitoring with real-
time situational awareness for County
and other agency participants
• Maintain and improve surveillance reports
• Promote technology improvements and
automation
• Pursue methods to push surveillance
products to field users
• Support efforts for EMS duty officer
access to real-time, actionable data and
communications
Objective 4:

Exhibit 2
Community
Engagement &
Communication
12 GOAL 4
Advance emergency medical
care in San Diego County
through proactive engagement
of both the EMS provider
community and citizens in a
clear, effective, and inclusive
interaction
Establish outreach, support, and engagement
with EMS workforce in San Diego County
• Support the implementation of an EMS training cadre that is focused on trends and analysis identified by the Local Emergency Medical Services Agency in their Quality
Assurance role
• Ensure our nurses, paramedics, and EMTs receive
annual recognition for their contribution to a safe and healthy region
• Promote physical and emotional well-being for the EMS workforce to support retention rates in San Diego County • Establish regular communication with the EMS workforce to keep them connected with peers and employers
Objective 1:

Strengthen communication and
collaboration with EMS system partners
• Develop a communication plan including monthly
stakeholder newsletter with a high rate of viewership
• Promote the development of strong working
relationships between the EMS Office and system
stakeholders
• Encourage positive engagement and interactions at
public advisory group meetings to support the
implementation of best practices that focuses on
patient care and well-being
• Include system partners in EMS Office service
delivery efforts to foster consensus
Objective 3:

Expand community engagement and public
involvement in the EMS system
• Create a digital footprint that is easy for the
public and EMS workforce to navigate
• Distribute regular surveys for feedback from
EMS partners and the workforce, through
the County EMS IT system, to promote a
system that is responsive to changing
needs
• Develop stakeholder feedback process and
explore communication channels
Objective 2:

Broaden partnerships with non-EMS providers
to supports residents in our region
• Increase collaboration with law enforcement and
behavioral health providers to support patients with
resources outside of the hospital system for mental
health and substance use disorder treatment
• Establish linkages with community-based organizations and public agencies to reduce the impact on the
prehospital system for primary care services
• Support patient care and well-being by championing
healthier living and safer home environments
• Establish joint training opportunities with non-traditional EMS partners to support coordination and reduce gaps
between systems
Objective 4:

Exhibit 2
13 Assisted by The Pivotal Group Consultants
Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

REFERENCES

1. Berkeley Public Library
Contact: Tess Mayer, Director of Library Services
[email protected], (510) 981-6108
Services provided (02/2023-02/2024): Strategic Plan
TPG facilitated a strategic planning process for this large Bay Area public library system, including significant community communication and staff engagement through focus groups and surveys.

2. San Diego County Emergency Medical Services (EMS)
Contact: Marc Regier, Assistant Director
[email protected], (858) 974-5813
Services provided (05/2022-11/2022): Strategic Plan
TPG facilitated a strategic planning process for this interconnected government agency, including significant community partner engagement data collection culminating in a 5- year Strategic Plan.

3. San Diego Public Library Foundation
Contact: Cindy Olmstead, former Board Chair
[email protected], (619) 238-6695
Services provided (06/2017-10/2018): Strategic Plan
TPG facilitated the development of the San Diego Library Foundation 2018-2022 Strategic Plan, including planning and facilitating a board retreat and strategic planning sessions and working with committee chairs on the current identified areas.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

TIMELINE
We work with our clients to develop a strategic planning schedule and timeline that works for them. The proposed timeframe for this project is six months from the start of the contract with the Library.

The Gannt Chart below depicts our estimated timeline for each task that comprises our proposal.

Jan.
2025
Feb.
2025
Mar.
2025
Apr.
2025
May
2025
Jun.
2025
Jul.
2025
Phase 1
Strategic Planning Priority Setting Session
Strategic Planning Team Meetings
Needs Assessment Data Collection (Document
Synthesis, Facilities Assessment, SWOT Analysis, &
Capacity Assessment Tool)

Strategic Planning Kickoff All-Staff Meeting
Phase 2
Strategic Planning Team Meetings
All-Staff Meeting
Develop Stakeholder Interview Guides, Staff Survey, &
Community Survey

Conduct Interviews and Surveys
Conduct Partner & Community Forums
Compile and Share Results
Phase 3
Subcommittees Established & Meet Regarding
Identified Priority Areas

Development of Draft Detailed Strategic Action Plan
Incorporate Feedback & Revise Strategic Plan
Final Strategic Plan Document Development &
Implementation Planning

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

COST
See the table below for our Cost Proposal.

TPG Cost Proposal
Alameda Free Library Strategic Plan
Amount
(hours)
Cost Per
Hour TOTAL
1 Phase 1

1.1 Intro Planning & Team Meetings; Development of Finalized Project Plans 11 $200 $2,200

1.2 Needs Assessment Data Collection (Document Synthesis, Facilities Assessment, SWOT Analysis, & Capacity Assessment Tool)
50 $200 $10,000

1.3 Strategic Planning Kickoff All-Staff Meeting 11 $200 $2,200 2 Phase 2

2.1 Strategic Planning Team Meetings 30 $200 $6,000

2.2 All-Staff Meeting 11 $200 $2,200

2.3 Develop & Facilitate Stakeholder Interviews (City Manager + Assistant City Manager; Mayor, City Councilmembers, &
Library Board Members)
80 $200 $16,000

2.4 Develop & Conduct Staff Survey & Community Survey 125 $200 $25,000

2.5 Plan & Facilitate Library Partner Forums (2) & Community Forums (4) 100 $200 $20,000

2.6 Compiling & Sharing Results 80 $200 $16,000
3 Phase 3

3.1 Subcommittees and Development of Strategic Action Plans; Draft Strategic Plan Revision 70 $200 $14,000

3.2 Final Strategic Plan Development and Implementation Planning 30 $200 $6,000
TOTAL COST SECTIONS 1 - 3 $119,600
4 Overhead Costs

4.1 Communications - - $1,000

4.2 Translator/Interpreter Services - - $2,000

4.2 Travel - - $1,000
TOTAL OVERHEAD $4,000
PROJECT TOTAL $123,600
Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Comments/questions on the City Standard Service Provider Agreement TPG has no comments or questions at this time.

APPENDIX A – Project Team Resumes
See the following eight pages below for key project personnel resumes.

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

DR. LYN PRICE CORBETT, PHD P. O. Box #212164, Chula Vista CA 91921 916.420.0839  [email protected]

EXECUTIVE PROFILE

Visionary and goal-oriented professional with broad-based experience in leading private and nonprofit organizations to achieve mission-oriented goals; complemented with expertise in program development, implementation, evaluation and strategy development, and community relationship management.

AREAS OF EXPERTISE

Leadership Development
Strategic Planning
Research and Evaluation
Community Outreach and Engagement

Talent Development
Impact Evaluation
Fund Development
Organizational Capacity Building
THE PIVOTAL GROUP CONSULTANTS INC. | SAN DIEGO, CA

PRESIDENT JUN 2012 – PRESENT
 Provide organizational development consulting services to new and established organizations spanning public agencies, nonprofit organizations, private businesses, and foundations.

KEY HIGHLIGHTS
 Facilitated strategic planning and organizational development efforts for local, regional, and national organizations with a focus on capacity building and increasing community presence.  Assisted various organizations in attaining more than $6M in grants that improved overall organizational position and increased the capacity to deliver additional high-quality local and statewide programs and services.

THE UNIVERSITY OF SAN DIEGO, THE NONPROFIT INSTITUTE | SAN DIEGO, CA

DIRECTOR OF GOVERNANCE AND COMMUNITY PROGRAMS JUN 2016 – PRESENT  Develop and implement the community-based learning and training programs by partnering with internal and external stakeholders to increase the impact of the sector. Collect, analyze, and present annual findings of the state of San Diego’s nonprofit sector, as well as key trends and perspectives from leaders in nonprofits and philanthropy.

Key Highlights
 Developed and implemented innovative outreach strategies and community programming, including several high-impact programs, a methodology for participation, program design, and implementation.  Developed a comprehensive award-winning program design that incorporated cohort model programs, large scale training events and cross-sector partnerships.

CENTER OF PRAISE MINISTRIES, INC. | SACRAMENTO, CA

CHIEF ADMINISTRATIVE OFFICER JUN 2010 – JUN 2015
 Provide overall strategic, fiscal, and operational direction to organization leadership, and staff, of a 25-year- old faith-based community organization.

KEY HIGHLIGHTS
 Successfully redefined the organization’s mission and vision to support the rollout of an integrated growth strategy to improve community partnerships and services across multiple locations. o Created volunteer training programs and increased volunteer base by 40%, resulting in more than 1,200 volunteers serving annually.

PROFESSIONAL EXPERIENCE
Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

 Developed and launched media and technology strategy to advance all aspects of organizational outreach and communication, ultimately raising organizational presence and influence locally and nationally.

THE CITY OF SACRAMENTO—OFFICE OF YOUTH DEVELOPMENT | SACRAMENTO, CA

DIRECTOR DEC 2007– OCT 2010
 Recruited as the first Director of the Office of Youth Development in charge of formulating and promoting city policies for youth welfare and establishing community-based partnerships to ensure the successful implementation of youth development initiatives.

KEY HIGHLIGHTS
 Developed and implemented a city policy that enabled volunteerism among city employees for up to 40 hours annually to mentor children and youth in local public schools.  Established grant opportunities and structures that included distributing $1.5M in grants for new and innovative programs for youth and families throughout Sacramento.

ADDITIONAL EXPERIENCE

SIERRA HEALTH FOUNDATION | SACRAMENTO, CA

CONSULTANT AND LEAD FACULTY – SIERRA HEALTH FOUNDATION OCT 2014 – MAY 2018  Developed and implemented a 12-month Health Leadership Program with the University of San Francisco School of Management and UC Davis Institute of Health Population Management focused on developing nonprofit leadership in organizations working to improve community health while reducing health disparities through organizational capacity building and policy change.  Provided leadership and support for the Community Responsive Grant Program including identifying potential grantees, reviewing grant proposals, and presenting recommendations. Also provided expertise for crucial priority areas impacting communities of color: Black Infant Child Death Prevention, My Brother’s Keeper – Sacramento, Asthma Mitigation Project.

SACRAMENTO RESPITE COLLABORATIVE | SACRAMENTO, CA

GRANT MAKING AND EVALUATION COMMITTEE CHAIR FEB 2012 – JAN 2015  Served as Chairperson of a regional foundation workgroup responsible for providing technical support on funding priorities, program evaluation, and impact analysis.  Set direction for funding allocation of $5M to increase mental health service options for alternatives to hospitalization for community members experiencing a mental health crisis.

EDUCATION

PHD, ORGANIZATIONAL LEADERSHIP AND CONSULTING | UNIVERSITY OF SAN DIEGO, CA DISSERTATION : THE STRENGTHENING OF CIVIL SOCIETY: NONPROFIT CAPACITY BUILDING IN THE CITY OF SAN DIEGO [2020]
MASTER OF PUBLIC ADMINISTRATION IN NONPROFIT MANAGEMENT | New York University, New York, NY [1997]
BACHELOR OF SCIENCE IN CRIMINAL JUSTICE | Saint John’s University, Queens, NY [1993]

HONORS AND CERTIFICATIONS
Cornell University Diversity and Inclusion Certificate [ANTICIPATED, APRIL 2021] California Assembly Member Dr. Shirley N. Weber Volunteer of the Year Award [2020] ACC Certified Coach, International Coaching Federation [2020] Adjunct Faculty Member of the Year, University of San Diego, [2019] University of Cambridge – Learn to Lead Program, Leadership Fellow [2017]

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

DR. TAKISHA CORBETT, PHD
P. O. Box #212164, Chula Vista CA 91921
(916) 606-8717 [email protected]
California Clinical Psychology License: PSY31413
Registered Health Service Psychologist #57061

EDUCATION

Fuller Graduate School of Psychology (APA Accredited) (Sept 2009 – Sept 2016) Fuller Theological Seminary, Pasadena, California
Degree: M.A. Psychology
Degree: M.A. Theology
Degree: Ph.D. Psychology

Pepperdine University, Los Angeles, California
Degree: M.A. Psychology

California State University, Fullerton, Fullerton, California Degree: B.A. Psychology

LICENSED CLINICAL PSYCHOLOGIST & OTHER OCCUPATION EXPERIENCE

Senior Mental Health Clinician (April 2022 – Present)
Long Beach City College District
• Provides lead direction, consultation, training and supervision to staff and interns; evaluates the work of assigned technical and support staff; administers specified program area; provides education and consultation to assigned staff, students, faculty, community agencies and the public; participates in quality assurance/peer review functions; provides direction for mental health services and related campus activities.

Clinical Psychologist (April 2020 – Present)
Pacific Neurobehavioral Clinic, PC
•
Therapy. Provide individual short-term and long-term treatment to adults including college students, active -duty military, veterans, and older adults. Perform initial screening and assessments, diagnostic formulation (DSM 5), and develop treatment plans. • Testing. Administer psychological and neuropsychological batteries to individuals referred for diagnostic clarification, ADHD screening, learning disorders, and screening assessment of neurocognitive functioning. Assessments included clinical interviewing; administration, scoring, and interpretation of psychological and neuropsychological batteries; integration of test results with medical record data, current research literature, consultation with medical providers, and DSM 5 diagnostic criteria. Provided feedback and consultation as needed to the referring psychiatrist or physician.

Health Educator 3 (October 2019 – Present)
University of California, San Diego: School of Medicine, Department of Pediatrics • Provide direction and oversight for NIH funded grant exploring clinical interventions to Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

improve pediatric obesity treatment outcomes (Rhee: R01DK106157). Provided clinical supervision of treatment interventions (group treatment and family coaching); lead group treatment; developed, trained, and supervised qualitative analysis of video coding on parent- child feeding behaviors.

Director of Organization Development and Assessments (January 2014 – Present) The Pivotal Group Consultants, Inc.
• Provide direction and unique design for change process for organization development, training, and leadership development. Work with organizations to define clear objectives and identify appropriate assessment tools to support short and long-term goals. Provide executive coaching to individuals, business owners, managers, project leaders, executives, senior leadership members, and board members.

Program Operations Manager (January 2004 – June 2009)
Boys Town California, Inc., Los Angeles and Orange County, California • Oversaw all Boys Town California program operations in Los Angeles and Orange Counties including In-Home Family Services, Treatment Family Homes, and Intervention and Assessment Service Centers providing treatment to underserved youth and families; served more than 600 youth and families per year. Provided clinical oversight on youth and family treatment plans across all programs, using cognitive and behavioral interventions, goal setting strategies, and outcome measurements.
• Provided consultation and support to Program Directors to ensure quality clinical outcomes with at risk youth and families, effective staff development, adherence to annual budget, and compliance with all licensing and contracting agency regulations. • Designed and implemented annual training and education plan.

VOLUNTEER ACTIVITIES
• V oting Member of the Chula Vista Police Department Chief's Community Advisory Committee, 2017-present
• Delta Sigma Theta Sorority, Inc., A service sorority, 1996-present • Board Member, South Central Los Angeles Regional Center, Friends of SCLARC, 2009- 2013
• Sarah’s Daughters, A Faith-Based Mentoring Program, 2005-2011 • Big Brother Big Sister of Los Angeles and Inland Empire, 2001-2008

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Kirsten Bolter Navis Alameda, California
262-672-3982 | [email protected]

EDUCATION
University of San Diego Graduate School of Leadership and Education Sciences San Diego, CA
Master of Arts in Nonprofit Leadership and Management (2017)

Houghton College
Houghton, NY
Bachelor of Arts in International Relations, Minor in Islamic Studies (2010)

EXPERIENCE
The Pivotal Group Consultants, Inc., Remote/San Diego, CA/Washington, DC/Alameda, CA, Consultant (Nov 2018-Present)
• Meet and collaborate with clients and external vendors while representing TPG to developed multi-year strategic plans for nonprofit client organizations • Facilitate board and leadership meetings and team retreats • Develop content for team building presentations and activities • Craft surveys for staff, board, and external stakeholders; analyze qualitative and quantitative data while applying theoretical frameworks to identify gaps, evaluate problems, and synthesize recommendations
• Research sector specific information and write literature reviews to drive recommendations and conclusions; develop strategies and action plans for clients; draft and design content for final products
• Wrote bids and applications for approved contractor status for California municipal and county government which were awarded
• Evaluated, scored, and recommended grantee applications on behalf of client foundations • Manag the planning process and project timelines for the TPG team • Recent clients include national and regional industry associations such as Sacramento Steps Forward, Richmond Neighborhood Housing Services, Circulate San Diego, Biocom, Privacy Rights Clearinghouse, and Public Health Alliance.

Univ. of San Diego Nonprofit Leadership and Mgmt. Program, San Diego, CA, Graduate Student Consultant (Aug 2015-May 2017)
• Consulted with several local nonprofits to produce various deliverables including board manuals, by-law revisions, financial risk and opportunities assessments, volunteer program assessments, marketing and fundraising plans, performance management designs, strategic framework reports, etc.

San Diego River Park Foundation, San Diego, CA, Administrative Associate (Jan 2016-Sept 2017)
• Processed all donations and grants in DonorPerfect, generated membership renewal notices, donor receipts, and recognition/appreciation documents • Prospected potential grants and foundations, tracked proposal and reporting deadlines • Database processing and cleaning of donor tracking system Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

• Filed annual property tax statements for foundation land acquisitions

Mennonite Central Committee, Santa Cruz, Bolivia, Connecting Peoples Facilitator (Oct 2011-Jan 2015) and Field Office Accountant (June 2014-Jan 2015) • Recruited, supervised, and mentored an international team of 5 junior staff (and grew it to 7) who were seconded to local partner organizations
• Designed and implemented on-boarding and off-boarding orientations and de-briefing sessions for all incoming and outgoing staff, provided HR support for team • Developed objectives, tracked, and measured impacts for three-year project plan, allocating and managing its $130k annual budget, which was used as a regional best practice model for projects focused on peacebuilding, advocacy, and intercultural exchange
• Planned and coordinated professional development meetings and retreats to foster worker self-care and facilitate constructive relationships in a multicultural and bilingual team • Provided financial accounting for the Bolivia field office to balance the $770k annual country program budget and reconcile expense reports for 24 workers

KIPP DuBois Collegiate Academy, Philadelphia, PA, Academic Support (Sep 2010-June 2011) • Provided individual and group-based supplemental learning support to students • Input and analyzed benchmark data, consolidated, and reported results to administrators

Hope Refugee Services, Buffalo, NY , Refugee Case Worker/ESL Co-Teacher (May-Aug 2009) • Advocated and mediated for refugees between social services, healthcare providers, landlords, telecommunications providers, and various businesses • Co-taught an 8
th grade ESL summer school program through Buffalo Public Schools

Food for the Hungry International, Apac, Uganda, Junior Project Officer (Oct 2008) • Conducted a community needs assessment through qualitative and quantitative research • Surveyed Food For the Hungry International’s child development programs in two rural communities

SKILLS
• Managerial and leadership experience in cross-cultural, multi-lingual contexts • Training with CliftonStregnths Coaching
• Customer service, interacting with high-level donors, and managing client relationships • Data gathering, manipulation, and presentation using Survey Monkey and Excel • Fluency in Microsoft Access, Powerpoint, DonorPerfect, SmartSheet, Google Drive, FasWin accounting software, multiple video conferencing platforms • Grant writing, grantmaking and evaluating
• Event planning, organization, and logistics for large groups of people in multicultural contexts

Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

Brita Catoe Alameda, California
262-902-6601 | [email protected]

EDUCATION
Concordia University, Portland, OR
Master of Arts in Psychology: Community Psychology (2019) Bethel University, Saint Paul, MN
Bachelor of Arts in Community Health and Spanish Language (double major) (2013)

EXPERIENCE
The Pivotal Group Consultants, Inc., Remote/Portland, OR/Alameda, CA Project Manager (May 2022 – Present)
• Conduct comprehensive stakeholder interviews to gather critical insights and input, enabling informed decision-making during strategic planning processes. • Research and prepare detailed reports and documentation, offering clients actionable strategic recommendations and implementation plans.
• Leverage my multicultural and international experience to adapt strategies to diverse contexts, fostering inclusivity and culturally sensitive solutions for clients. • Actively contribute to business development efforts for the firm, expanding the client base, and exploring opportunities for growth.
• Successfully respond to Requests for Proposals (RFPs), showcasing the firm's capabilities and expertise, and securing new projects.

Northwest Family Services, Portland, OR
Vibrant Future Coalition Coordinator (Dec. 2019 – Dec. 2020) • Developed a youth substance use prevention coalition in East Multnomah County. o Initiated contact and met with numerous stakeholders and community members from a variety of sectors to discuss community data and goals.
o Organized and successfully lead first coalition meeting with over 25 community members in attendance.
• Collaborated with team members to meet coalition grant requirements through ongoing strategic planning and use of logic models.
• Partnered with other local coalition programs to provide prevention and harm reduction education events for youth and adults.
• Created and conducted a virtual summer program for local teens. • Lead organizer for a community supply distribution event requiring coordinating supply donations and event volunteers.

Interim Prevention & Community Public Health Dept. Manager (Oct. 2020 – Dec. 2020) • Managed department and completed hiring and onboarding of new staff member. • Re-applied for federal grant that resulted in continued community work and staff employment.

Concordia University Department of Psychology, Portland, OR Research Intern with the Lab for Community and Social Change (May 2018-April 2019) • Worked with 3toPhD (university/elementary school partnership program) research team: conducted literature review research, recruited survey participants (in English and Spanish) in school, neighborhood, & community events, and conducted surveys with children and adults. • Co-wrote a market analysis report commissioned by the National University of Natural Medicine. • Co-wrote a report commissioned by the Children’s Center of Clackamas County outlining the Appreciative Inquiry Framework and how select organizations are seeking to end Adverse Childhood Experiences and child abuse and neglect.

Undergrad Seminar Instructor (Oct. 2018)
Exhibit 2
The Pivotal Group Consultants Proposal | Alameda Free Library Strategic Plan

• Prepared and co-taught a course titled Real Utopias, addressing social issues in the US and empowering students to consider solutions through exploring literature, class lecture, and discussion.

Graduate Teaching Assistant (Feb. 2019 – April 2019)
• Held office hours, conducted weekly grading, and provided feedback to graduate students.

Central Racine County Health Department, Racine, WI
Public Health Educator (Dec. 2013 – May 2017)
• Engaged at-risk prenatal and postpartum teen and adult clients in a nationally accredited home visiting program (Healthy Families America model).
• Managed caseload of 20-30 clients at a time, conducting regular home visits in both Spanish or English on weekly, bi-weekly, or monthly basis, completing all charting and documentation in a timely manner.
• Assessed and educated clients on prenatal, reproductive, and mental health; child growth and development from birth to age 5 to assist in children developing to their maximum capacity. • Accompanied clients in setting and achieving professional and personal goals such as housing security, financial literacy, school engagement, employment, establishing positive peer support, and gaining a positive sense of self.
• Customized case management delivery for each individual and family’s specific needs and referred clients to beneficial resources in the community for their development. • Collaborated with teammates to achieve program goals by utilizing innovative approaches for continuous quality improvement to reduce poor outcomes and maintain client retention. • Participated in home visiting model accreditation process and trained new home visitors. • Provided Spanish translation and interpretation in various health department settings, including translating official department documents and forms.

Public Health Specialist (July 2013-Nov. 2013)
• Collaborated with department liaison in multi-disciplinary meetings, trainings, and exercises designed to integrate and coordinate local public health plans with other local and state agency plans while increasing the awareness and effectiveness of existing public health emergency preparedness planning and response.
• Collected and analyzed local and state health data as part of a Community Health Assessment and Community Health Improvement Plan; reviewed the WI 140 Local Health Department Review Tool in conjunction with the national Public Health Accreditation Board standards. • Contacted and provided communicable disease follow up and education to citizens with communicable diseases within the CRCHD jurisdiction.

City of Racine Water Utility, Racine, WI
Seasonal Support (Summers & Jan. 2009-2013)
• Maintained visual upkeep of city hydrants and provided administrative assistance in office. • Accompanied workers during water main construction projects and emergencies, responsible for notifying neighborhood residents door-to-door about the status of water projects and emergencies. • Supported on-call water main locators to comply with legal and safety requirements.

SKILLS
• Fluent in Spanish, grant writing, research and evaluation, event planning and logistics, Microsoft Office Suite, Google Drive, excellent organizational and time management skills, flexibility in cross-cultural professional situations
Exhibit 2