Grantees needed clarity and expectations early in the grant process. A key critique from grantees was the challenge of communication and the need for greater delegation. At the outset clearly articulate communication workflows. More specifically, work alongside grantees to identify personnel who can serve as the primary point of contact and who can provide leadership on the different project focus areas. Additionally, ensure that grant requirements, timelines, roles, and tools are clearly communicated and that adequate time for reflection, questions, and feedback is provided.

Grantees needed to allocate time for deep and authentic relationship-building. A recurring theme across both years was the importance of relationships in achieving grant goals. Grant administrators and grantees dedicated significant time to understanding and getting to know each other throughout the CoP meetings. This led to more authentic relationships and collaboration over time. Alternative methods outside of CoP meetings might be beneficial to nurture and sustain these relationships, such as organizing listening sessions, retreats, or hosting electronic platforms for interaction (e.g. online message board).

Grantees needed relatable, locally relevant examples to consider the application of training materials and to maintain momentum. It is important that grantees be able to discern how training applies directly to their work. Incorporation of examples from the grantees' specific context is very valuable. For example, grantees in this cohort signaled they’d prefer to learn from the successes and failures of other Wisconsin or Midwestern Family Resource Centers. Utilizing context-specific examples may be more effective and lead to greater understanding and application.

Grantees may benefit from additional communication/marketing skills. Learning how to effectively communicate and market an agency and its programs and services is a skill. Consideration should be given to providing additional training or resources for grantees to be able to further refine and develop their staff’s communication/marketing skills. This may open up opportunities for grantees to practice self-advocacy for continued funding and/or developing new partnerships.

Grantees require support and time to discuss sustainability efforts and strategies earlier in the grant process. It would be beneficial to address sustainability at an earlier stage when the energy is still high and FRC grantees have a deeper understanding of the factors that enable success, effective strategies, contextual considerations, etc. Weaving in sustainability at the outset by discussing how identified practices can be embedded into existing agency practices, policies, and/or structures. By initiating the work with sustainability at the forefront, agencies are intentional about the ways in which this work builds upon their existing assets ultimately allowing for greater commitment and staff buy-in.

Building the structure for DEI takes time. CANPB and SFTA, along with grantees grew to understand the complexity of DEI efforts. They learned that the foundation for strong DEI efforts within the community began with understanding the needs and desires of the individuals and families served. Only through taking the time to meet with the service recipients and gather information about their desires was it truly possible to identify and tailor agency-specific goals. Additionally, FRC leadership and staff needed to grow in their individual understandings of what DEI meant for their agencies specifically. Adopting various approaches that cultivate a growth mindset among grantees, such as encouraging risk-taking, fostering innovation, promoting reflection, and highlighting the importance of learning from mistakes. Encourage peer learning among grantees and explore ways for them to foster the same growth mindset within FRC staff and parent leaders.

Not all FRCs start from the same place. Although starting with a structured framework was helpful for FRC grantees in understanding standard frameworks, theories, and models, it's important to allow for flexibility and adaptation based on the unique culture and community context of each FRC agency. Establish a similar level of capacity to retain the essential infrastructure and deliver high-quality services and programs whilst allowing for the unique context, capacities, culture, and strengths to guide the work.