Did you know that no state houses all prenatal to age 3 supports and services in a single agency? Most states distribute early childhood functions across health, education, and human services, making the need to work collaboratively across state agencies critical for ensuring positive child and family outcomes.
State agency leaders know the challenge all too well: you’re tasked with achieving a large, complex goal that spans multiple state agencies and departments, each with different priorities, policies, and personnel. How do you ensure effective communication, engage stakeholders, align priorities, build consensus and buy-in, and make data-informed decisions that truly work across systems?
Drawing from years of facilitating cross-agency initiatives in states like Colorado, North Dakota, South Dakota, and Idaho, at Marzano Research we have developed practical approaches that turn these complex processes into streamlined, effective collaboration.
Real-World Results: What Cross-Agency Collaboration Can Look Like
First, I wanted to share some examples of what cross-agency collaboration looks like. Here is a glimpse at two large projects the Marzano Research team supported in Colorado.
Early Intervention System Enhancement
In 2018, Colorado’s legislature mandated a study of the early intervention evaluation system managed by the Department of Early Childhood (at the time, the Office of Early Childhood within the Department of Human Services) and Department of Education. The existing system presented opportunities for enhancement, with varying approaches across settings and some processes split between departments. We:
- Documented specific improvement areas through mixed-methods evaluation.
- Facilitated an interagency task force to develop practical solutions.
- Supported implementation planning for the new approach.
As a result of the interagency recommendations and the facilitated negotiation between CDEC (then OEC at CDHS) and CDE, the Colorado Governor’s Office requested an additional $2.5 million in the 2021–22 budget to transfer early intervention evaluation authority to CDHS, aiming to improve efficiency and family experiences.
Transition Planning for the new Colorado Department of Early Childhood
When Colorado’s HB21-1304 in 2021 established the state Department of Early Childhood, including a requirement to create a comprehensive transition plan, we partnered with Early Milestones Colorado to develop the plan. This work required delicate coordination among multiple agencies with established programs and stakeholders. Our approach included facilitating 33 content-specific subgroup meetings and creating deliberate processes to ensure all these voices shaped the new department.
This resulted in a cohesive transition roadmap with broad stakeholder support and clear implementation pathways. The successful launch of the new department consolidated early childhood programs while maintaining essential services throughout the transition.
5 Strategies for Forging Strong Cross-Agency Collaboration
Through facilitating cross-agency initiatives like these, we’ve seen organizations forge stronger partnerships that enable collaborative problem solving and action. Here are six considerations for leading a cross-agency initiative:
1. Establish a Shared Vision
You need the teams involved to work toward shared goals that transcend individual agency priorities. To help make this happen:
- Create a simple statement of shared purpose that all teams help develop and endorse. This guiding “why” helps move a large group beyond individual team concerns to focus on collective success.
- Keep this purpose visible in every meeting and document.
- Regularly connect discussions back to the ultimate impact on those you serve.
2. Create a Collaborative Environment
Cross-agency work can involve imbalances between larger and smaller departments, those with more and fewer resources, and between professional staff and community members. For fair and authentic engagement that ensures your decisions incorporate perspectives from all stakeholders:
- Gather both qualitative and quantitative data to inform decision making, such as focus groups, surveys, and existing documents.
- Implement structured dialogue protocols for meetings that give everyone speaking time.
- Offer more than one feedback option for each group of stakeholders to encourage input from those less comfortable speaking up.
3. Build Trust and Consensus
Investing upfront in building trust pays off when difficult decisions arise, as teams will more readily consider effective compromises when feeling heard and respected. This requires trust that can’t be mandated but must be cultivated. To help build this trust:
- Establish clear communication channels and define roles between partnering agencies from the outset.
- Allow time for teams to articulate their core values and concerns.
- Acknowledge tensions rather than avoiding difficult conversations.
- Recognize and celebrate small agreements and decisions along the way.
4. Practical Application
Cross-agency conversations won’t be productive by chance—they require intentional design and execution. When disagreements inevitably arise around priorities, requirements, or practices, you can reframe these as opportunities. To make meetings more effective:
- When needed, conduct individual pre-meetings with key stakeholders to identify concerns and establish trust before larger group discussions.
- Develop targeted agendas that balance structured discussion with open dialogue.
- Establish clear decision making criteria together.
- Document areas of agreement before tackling areas of disagreement.
5. Laying the Foundation for Implementation
To prepare to move beyond planning to actual implementation, make sure the plan for the next steps to move the work forward includes:
- A clear logic model or theory of action connecting implementation activities to desired outcomes for both systems and end users.
- Actionable recommendations that directly connect to implementation steps with clear ownership.
- Realistic timelines with built-in accountability.
- Transparent resource allocation.
- Progress reporting mechanisms.
- Processes for addressing roadblocks.
The End Goal: Efficiency and Improved Collaboration
By investing in skilled facilitation and implementation-focused planning, you can turn the goal of true collaboration into reality. The work is challenging and there will likely be bumps along the way, but improving collaboration across systems leads to improved outcomes, more efficient resource use, and a streamlined experience for those you serve, making the effort worthwhile.
If you’re facing a complex cross-agency initiative and need support implementing these strategies, we’re here to help. Our experts can guide your teams throughout the process, providing the structure and facilitation experience needed to achieve impactful results. Reach out to discuss how we can help you navigate your specific cross-agency challenges with clarity and confidence.
Related Resources
Sources
Colorado Department of Early Childhood. (2021, November). Department of Early Childhood transition plan executive summary. https://cdec.colorado.gov/sites/cdec/files/documents/FINAL%20DEC%20Transition%20Report%20Executive%20Summary%20ENGLISH.pdf
Prenatal-to-3 Policy Impact Center. (n.d.). Governance. https://pn3policy.org/early-childhood-governance/
