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A BRIGHT FUTURE

FOR ALL COLORADO’S

CHILDREN AND FAMILIES

Early Childhood System STRATEGIC PLAN 2024

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Grounding and Connecting Exercise

Equity Reflection

Introduction to Elevating Early Childhood

Question/Answer

Overview of the Goals, Objectives and Strategies

Discussion

Measuring Success

Discussion

Closing

AGENDA

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GROUNDING AND CONNECTING EXERCISE

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Take a look at the Liberatory Design Mindsets on the next slides or download them with the QR code.

Jot down:
Which one of these mindsets do you want to hold top of mind, as we introduce the new Strategic Plan and talk about implementation?
How will you practice this intentionally?

EQUITY REFLECTION

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Throughout the development of the Elevating Early Childhood Strategic Plan, the strategic planning working group grounded themselves in these Liberatory Mindsets developed by some folks at the National Equity Project.

They are from Liberatory Design which is a process and practice to:

• Generate self-awareness to liberate system designers from habits that perpetuate inequity.

• Shift the relationship between the people who hold power to those impacted.

• Foster learning and agency for those involved.

• Create conditions for collective liberation.

Developing and implementing this new strategic plan, in your community and across the state, presents opportunities for Liberatory design, meaning opportunities to dismantle the systems and practices that perpetuate inequities and to advance something new.. We’re going to share (2-4) of the Liberatory Mindsets. If you are interested you can find them all at this link to the English version: Liberatory Design Deck_August_2023 (squarespace.com) (and this link in Spanish: Liberatory Design Deck_Spanish Translation_August 2023 (squarespace.com). A QR code is also included on this slide for in-person, quick access via mobile phones.

As we review them, please jot down for yourself: Which one of these mindsets do you want to hold top of mind as we introduce the new Strategic Plan and talk about implementation? How will you practice this intentionally?

Then we’ll ask that you introduce yourself, your organization or role to the folks near you (Either turn and talk or in small group) and share the mindset you want to keep in mind today and with implementing the plan.

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LIBERATORY DESIGN MINDSET

Why? Oppression creates fear of change. Succumbing to fear quells creativity.

We must act courageously to imagine possibilities beyond dominant culture (p.12).

EXERCISE CREATIVE COURAGE

Liberatory Design http://www.liberatorydesign.com is the result of a collaboration between Tania Anaissie, David Clifford, Susie Wise, and the National Equity Project [Victory Cary and Tom Malarkey]. Creative Commons license: Attribution-NonCommercial-ShareAlike 3.0 Unported (CC BY-NC-SA 3.0)

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LIBERATORY DESIGN MINDSET

Why? Design work can be fraught with power and identity dynamics that can result in unintended consequences

…[We must]...reframe the relationship between designers and the communities in which they are working to one of partnership and equity, not patronizing expertise (p. 8).

SEEK LIBERATORY COLLABORATION

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Liberatory Design http://www.liberatorydesign.com is the result of a collaboration between Tania Anaissie, David Clifford, Susie Wise, and the National Equity Project [Victory Cary and Tom Malarkey]. Creative Commons license: Attribution-NonCommercial-ShareAlike 3.0 Unported (CC BY-NC-SA 3.0)

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LIBERATORY DESIGN MINDSET

Why? Oppression thrives on risk-averse behavior. Since we won’t know the answers in advance, we must try small low-risk actions that enable us to learn without placing the physical or emotional wellbeing of a person or community at risk. Low-risk experimenting builds agency and creativity - and gets us past feeling “stuck” or needing to “get it right” immediately. It provides greater insight into the challenge and information about which ideas might work.(p. 13).

TAKE ACTION TO LEARN

| ELEVATING EARLY CHILDHOOD | STRATEGIC PLAN 2024

Liberatory Design http://www.liberatorydesign.com is the result of a collaboration between Tania Anaissie, David Clifford, Susie Wise, and the National Equity Project [Victory Cary and Tom Malarkey]. Creative Commons license: Attribution-NonCommercial-ShareAlike 3.0 Unported (CC BY-NC-SA 3.0)

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LIBERATORY DESIGN MINDSET

Why? Transforming power structures within a team or organization catalyzes a sense of shared purpose, greater self-direction, and a general commitment to better work quality. When people share power instead of having it wielded over or against them, they can be more human and authentic. They are also more capable of challenging inequities in their interactions. (p. 11).

WORK TO TRANSFORM POWER

| ELEVATING EARLY CHILDHOOD | STRATEGIC PLAN 2024

Liberatory Design http://www.liberatorydesign.com is the result of a collaboration between Tania Anaissie, David Clifford, Susie Wise, and the National Equity Project [Victory Cary and Tom Malarkey]. Creative Commons license: Attribution-NonCommercial-ShareAlike 3.0 Unported (CC BY-NC-SA 3.0)

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Introduce yourself: Share your name, title/organization/role in the system, and where you’re joining us from.

Share your equity reflection (optional): Which one of these mindsets do you want to hold top of mind, as we introduce the new Strategic Plan and talk about implementation?

GROUNDING AND CONNECTING EXERCISE: EQUITY REFLECTION

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INTRODUCTION TO ELEVATING EARLY CHILDHOOD

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It is Colorado’s new Early Childhood System Strategic Plan.

It was developed by and for families, early childhood professionals, policymakers, and others.

The Plan seeks to bring about a system where young children, their families, and the professionals who care for them are valued, healthy, and thriving.

WHAT IS

?

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WHAT WAS THE PRIOR PLAN?

The prior early childhood plan was called Colorado Shines Brighter.

It was informed by a needs assessment conducted in 2019, funded by the federal preschool Development Grant (PDG), and it focused on strengthening the early care and education part of the system.

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WHY WAS A NEW STRATEGIC PLAN CREATED?

Align with the Early Childhood Colorado Framework

Respond to a new Needs Assessment

A new Early Childhood System Strategic Plan was developed to:

Deeply integrate equity

Incorporate the goals and strategies of other plans in Colorado

Be inclusive of all early childhood professionals

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Why was a new Early Childhood Strategic Plan created?

This plan does update and replace the CO Shines Brighter Strategic Plan.

The Elevating Early Childhood Plan was developed to:

Respond to a new Needs Assessment conducted in 2023. A needs assessment had not been done since 2019. And it was important to address the new needs identified since then.
This plan was also developed to expand the scope to include more than early care and education and to align with the Early Childhood Colorado Framework which addresses health and well-being, family support, economic mobility, and more.
This plan is to be inclusive of all early childhood professionals.
This plan is to deeply integrate equity explicitly throughout the strategies.
Also this plan was to incorporate the goals and strategies of other plans in Colorado, and to become the “plan of plans” that everyone could see themselves in.

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Strategic Planning Working Group - a diverse group of 30 early childhood professionals, leaders, and families

Family Voice Council

The Early Childhood Leadership Commission (ECLC) and its subcommittees

HOW WAS THIS STRATEGIC PLAN CREATED?

GROUPS TO GUIDE THE PROCESS:

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Needs Assessment - findings provided the starting point for strategy development

Early Childhood Colorado Framework - provided the shared vision, guiding principles, and organizing structure for the goals

Plan Review - helped ensure strategic alignment of this plan with initiatives described in other plans. Also highlighted newer or novel strategies

DOCUMENTS TO GROUND THE PLAN:

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HOW WAS THIS STRATEGIC PLAN CREATED?

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This is a plan for collective action.

This plan is not solely for the Colorado Department of Early Childhood, the Early Childhood Leadership Council, or the Preschool Development Grant; the responsibility of any one department or organization; prescriptive on how organizations can contribute.

People at all levels of the system and across multiple sectors can actively contribute and collaborate to bring about the changes Colorado’s children, families, and professionals need and desire.

HOW WILL THIS STRATEGIC PLAN WORK?

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Set a shared vision

Spark collective action and collaboration toward common priorities

Advance equity and inclusion

Increase public awareness

Inform advocacy, shared messaging, and coalition building

Develop policies

Allocate resources and prioritize new investments

Guide data use and evaluation efforts for continuous improvement

HOW CAN WE ALL USE THE STRATEGIC PLAN?

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Are you a family member with young children? A direct service early childhood professional? A state and local system leader? A policymaker? An advocate? A business leader? A higher education or professional development provider?

See the report pages 15-19 for ideas about how you can use the plan

See 20 page for the goals and objectives that may be of special interest to you.

HOW IS THE STRATEGIC PLAN RELEVANT FOR ME?

How you can engage with the plan and benefit from it may depend on your role in the system.

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You may also wonder- How is the Strategic Plan relevant specifically for me?

Its true, how you can engage with the plan and benefit from it will vary depending on your role in the system.

(Note the roles you highlight may vary for different audiences. See the report pages 15-19 for ideas about how others, like system leaders, policymakers, etc. can use the plan )

Are you a direct service early childhood professional?

You can use the plan to:

Increase understanding of the comprehensive early childhood system and the opportunities to enhance it.
Identify ways to contribute to the implementation of the strategies and advance equity.
Strengthen partnerships and increase collaboration with professionals in other sectors to ensure a holistic approach to supporting pregnant people, young children, and families.
Participate in professional learning opportunities that align with the plan.
Advocate for policies and resources to advance the plan, including efforts to support and strengthen the early childhood workforce.
Identify engagement or leadership opportunities to inform and influence the implementation of this Strategic Plan and the continuous improvement of the system.

Are you a system leader?

You can use the plan to:

Build and strengthen partnerships across sectors, facilitate collaboration toward common goals, and reduce redundant efforts among and between state and local levels.
Ensure the voices of families and early childhood professionals are centered and their priorities are advanced.
Champion the identified priorities with policymakers and in local communities.
Prioritize and streamline funding requests and the allocation of resources.
Develop and support the implementation of policies that help increase equitable access, improve supports for the early childhood workforce, and promote positive outcomes.
Convene a range of providers and various impacted groups to collaboratively review and advance this plan.

See the report pages 15-19 for ideas about how you and others like policymakers, advocates, business leaders, and professional development providers can use the plan.
Also see 20 page for a guide to the goals and objectives that may be of special interest to you.

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QUESTIONS AND COMMENTS

What questions or comments do you have about the Elevating Early Childhood strategic plan, how it was created, and how it can be used?

What does collective action mean to you? What are your thoughts or wonderings about how you or your organization could play an active role?

How could we continue the process of outreach and engagement of families and professionals in your community on the plan and its implementation?

How could we ensure diverse groups including those from historically and currently marginalized populations are included and represented?

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Ok, before we give an overview of the plan itself, what questions do you have about how it was created or how it can be used?

What does collective action mean to you? What are your thoughts or wonderings about how you or your organization could play an active role?

Also, the process of family, professional and community engagement is an ongoing one. What ideas do you have about continuing the process of outreach and engagement of families and professionals in your community on the plan and its implementation? And how can we ensure diverse groups including those from marginalized populations are included and represented?

(Open the floor for questions; 5-10 minutes.)

Questions can be addressed whole group OR
Turn and talk or at tables/in small groups, with potential for a key takeaway share out.

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OVERVIEW OF THE GOALS, OBJECTIVES AND STRATEGIES

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Goals are high-level aims, directly aligned to the Early Childhood Colorado Framework here, to provide long-term direction.

Objectives are more specific, measurable, and achievable targets towards the goals, relevant to the current needs and priorities.

Strategies describe the approaches to achieve the objectives and thus the goals.

Action steps are included under some strategies to provide examples of potential actions or tactics to advance the strategy.

Success indicators help define and measure success of the plan.

ORGANIZATION OF THE PLAN

The Strategic plan itself has several key components:

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The Strategic Plan itself has several key components.

The goals are high-level aims, directly aligned to the Early Childhood Colorado Framework here, to provide long-term direction. The goals aim to strengthen the components of the early childhood system described in the Framework, including the four domains of early childhood programming, the workforce, the three foundational components of the infrastructure and the collaboration that ensures connections, integration, and alignment.
The objectives are more specific, measurable, and achievable targets towards the goals, relevant to the current needs and priorities.
The strategies describe the approaches to achieve the objectives and thus the goals. They are written in such a way that people at multiple levels of the system could implement or contribute to each strategy. Some of the strategies also include potential action steps elevated by partners as ways to advance the strategy. Please note, these examples are just that, and there are many other ways partners may wish to move the needle on this work. These are not meant to be exhaustive, but are to provide more detail, guidance, or options for how the strategy could be implemented.
Success indicators help define and measure success of the plan. We’ll describe these more later.

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As we review the Strategic Plan, reflect and jot down:

What goals and objectives resonate most for me, my organization, and/or my community?

What strategies are we or could we implement or contribute to?

REVIEW AND REFLECT

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As we review and discuss the plan together, we have a tool for you to reflect and begin action planning - The Elevating Early Childhood Reflection and Action Planning Worksheet.

You can use this to document your thoughts during and after this presentation, yourself or in collaboration with others in your organization or partners in your community.

(Options: Create QR code or share a link for the worksheet, make hard copies available for reference, email the worksheet in advance, AND/OR add QR code to ½ sheet takeaway flier. Provide writing materials. Then hand out printed copies, ask people to make electronic copy for themselves and/or refer to one that was emailed in advance.)

(Optional:Create a Jamboard for people to share reflections anonymously during the meeting or create a Padlet where they can also upvote other’s comments. Padlet also allows more users than Jamboard. The Jamboard slide titles or the Padlet column headers would be - What goals and objectives resonate the most? What are we or could we implement or contribute to? Who could we partner with? Key next steps? How could we measure success?)

As we are reviewing the plan, jot down-

What goals and objectives resonate most for me, my organization, and/or my community?
What strategies are we or could we implement or contribute to?

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PROMOTE WHOLE PERSON HEALTH AND WELL-BEING

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OBJECTIVE 1. Promote perinatal and child health and eliminate racial disparities in outcomes.

OBJECTIVE 2. Support children’s health needs in early care and education settings.

OBJECTIVE 3. Increase access to early intervention services for children with developmental delays and disabilities.

OBJECTIVE 4. Promote early childhood mental health and eliminate exclusionary practices.

PROMOTE WHOLE PERSON HEALTH AND WELL-BEING

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Objective 1 is about perinatal and child health, and eliminating racial disparities in outcomes. It includes strategies such as to increase access to health insurance, and to support perinatal health.

You’ll note the Strategic plan report also includes some examples of how the strategies could be implemented (see the subullets under the strategies), such as to ensure all pregnant people and children are enrolled in health insurance they are eligible for, and to establish continuous enrollment for Medicaid up to 12 months postpartum and for children up to age 6. There may be additional ways that you or your organization could contribute to or implement these strategies towards these bigger objectives and goals. So as we go through the plan think about how you or your organization could contribute.

Objective 2 is about health in early care and education settings, such as supporting nutrition with the Child and Adult Food Care Program, supporting physical activity, oral health screening and practices, and children with special health care needs through increased training and health consultation.

Objective 3 is to increase access to Early intervention (EI), with strategies such as to increase developmental screening, increase access to the Thrive by Three program for children not eligible for Early Intervention, and also to address barriers to EI especially for rural families.

Objective 4 is to support early childhood mental health and eliminate exclusionary practices, with strategies such as providing training on trauma-informed care, providing early childhood mental health consultation, and increasing access to mental health care for young children and families.

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INCREASE FAMILY SUPPORT AND EDUCATION

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OBJECTIVE 1. Maximize family knowledge and support through culturally and linguistically relevant programs and resources.

OBJECTIVE 2. Increase family awareness and connections to needed resources and programs using culturally and linguistically responsive practices.

INCREASE FAMILY SUPPORT AND EDUCATION

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This goal includes 2 objectives, with one on programs and resources and the other on increasing family awareness and connections to programs and resources. Both emphasize cultural and linguistic responsiveness.

The first objective includes strategies such as to increase access to voluntary home visiting programs, supports for families with children with special needs, educational resources, and to increase culturally and linguistically responsive programs in general.

The 2nd objective include a range of interrelated strategies to ensure parents get connected to the programs and resources that they want and need such as an information hub, navigation services, and ensuring language accessibility. It also includes a range of approaches that everyone can adopt, like ensuring there’s “no wrong door” for families to enter the system and get what they need, and referrals with “warm hand offs” to provide a personal connection and ensure families don’t encounter obstacles.

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SUPPORT LEARNING AND DEVELOPEMENT

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OBJECTIVE 1. Increase availability of and equitable access to affordable, inclusive early care and education opportunities that meet child and family needs in a mixed delivery system.

OBJECTIVE 2. Expand supports to increase high quality culturally, linguistically, and developmentally responsive early care and education in formal and informal settings.

SUPPORT LEARNING AND DEVELOPMENT

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PROMOTE ECONOMIC MOBILITY

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OBJECTIVE 1. Increase economic supports and assistance to pregnant people and families with young children.

OBJECTIVE 2. Promote community development and economic conditions that benefit families and help communities thrive.

PROMOTE ECONOMIC MOBILITY

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What strategies are my organization or community already implementing? What strategies could we implement or contribute to?
Who could we partner with to advance these strategies?
What are key next steps?

REFLECTION AND ACTION PLANNING DISCUSSION

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SUPPORT THE EARLY CHILDHOOD WORKFORCE

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OBJECTIVE 1. Promote recruitment and career pathways for a diverse workforce that reflects the children and families served.

OBJECTIVE 2. Increase retention and wellness of the workforce.

OBJECTIVE 3. Increase compensation with sustainable financing to promote recruitment and retention.

SUPPORT THE EARLY CHILDHOOD WORKFORCE

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It includes 3 objectives, aligned to the forthcoming workforce plan.

The first is to promote recruitment and career pathways for a diverse workforce that reflects the children and families served. This includes a range of strategies to streamline career pathways, degree and credential requirements, to support a strong foundation and a full career lattice of opportunities for professionals in different roles across the field, and to build the capacity of professionals through paid on the job learning opportunities, recognizing the obstacles that many people of color and people whose first language is not English have had historically and currently with traditional paths of higher education.

The 2nd objective is to increase retention and wellness of the workforce through a range of strategies such as coaching, mental health supports, substitutes for time off, and other alternative benefits.

The last is maybe the most important is to increase compensation and more traditional benefits with sustainable financing in order to promote recruitment and retention. This applies across the field, not just early care and education, but also home visiting, early intervention, and other roles.

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MAXIMIZE AND PRIORITIZE FUNDING

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OBJECTIVE 1. Secure and allocate funding for programs, resources, and practices that meet the diverse needs of families served.

OBJECTIVE 2. Increase funding supports and strengthen business practices to expand access to quality, affordable early care and education and bolster the sustainability of programs.

OBJECTIVE 3. Increase advocacy for home visiting funding and support the efficient distribution of funds to support home visiting outcomes across the state.

MAXIMIZE AND PRIORITIZE FUNDING

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This includes broad supports for the system like funding for language access and culturally relevant programming under the first objective,

The second objective includes Increased funding supports and supports to strengthen business practices to expand access to quality, affordable early care and education that meets family needs and also bolster the sustainability of programs. This includes strategies like start-up grants, incentives for infant care, non-traditional hours, serving children with disabilities or special health care needs, exploring different funding models, rate increases, and providing support to stack different funding streams. It also includes business guides and business coaching, and business engagement to support public-private partnerships or Employer-Based Child Care.

And the third objective here is about increasing investments in home visiting programs.

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PROMOTE LEADERSHIP, DATA USE, AND COLLABORATION

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OBJECTIVE 1. Strengthen family and provider voice and leadership in decision making.

OBJECTIVE 2. Strengthen data infrastructure, data collection, and data use practices for system improvement.

OBJECTIVE 3. Increase the alignment and coordination of services.

PROMOTE LEADERSHIP, DATA USE, & COLLABORATION

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The first objective is about family and provider voice and leadership in decision making. Leading with equity and for equity involves ensuring that people most impacted by the system are engaged in improving it. This goes back to the Liberatory Mindsets we highlighted at the beginning and making sure that for you have structures and routines in place to transform and share power and to collaborate, designing “with” rather than design “for” impacted communities. This applies at the state and local level.

The 2nd objective is about data informed decision making - strengthening the data infrastructure and data use practices for system improvement.

The 3rd objective is about collaboration for the alignment and coordination of services, reducing duplication and rather building partnerships to increase impact.

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What strategies are my organization or community already implementing? What strategies could we implement or contribute to?

Who could we partner with to advance these strategies?
What are key next steps?

REFLECTION AND ACTION PLANNING DISCUSSION

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MEASURING SUCCESS

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MEASURING SUCCESS

Three types of Success Indicators to help define and gauge success:

How do these indicators help you understand and envision success?

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(Hand out and/or provide link to Success Indicators document)

The Elevating Early Childhood Strategic Plan includes Success Indicators to help define success and gauge the effectiveness of the plan. There are three types of success indicators included:

Indicators of successful implementation to track what aspects of the strategies were implemented
Indicators of successful outcomes to assess whether the strategies had the intended short term effects
Indicators of successful impact to measure the long-term overarching impacts on children and families.

These are included as a menu of options, allowing flexibility for partners to choose which are relevant for the strategies they are implementing and how they want to focus their evaluation efforts.

As you review them, How does these help you understand and envision success?

Engagement activity: Open floor to discussion.

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What information do we have that is letting us know that our efforts are working?

What information could we collect about the effectiveness of our efforts?

What information could we share to increase understanding of our collective efforts on these issues and to learn together from our successes and challenges?

MEASURING SUCCESS DISCUSSION

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CLOSING

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CLOSING

Circling back to the Liberatory Design Mindsets introduced at the beginning, how will you exercise Creative Courage, seek Liberatory Collaboration, Work to Transform Power, and Take Action to Learn in beginning to implement the Elevating Early Childhood Strategic Plan?

What are immediate next steps you can take?

What barriers might prevent you from contributing to the strategic plan?

What supports could help you overcome those barriers?

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Early Childhood System

STRATEGIC PLAN 2024

THANK YOU

The project described is supported by the Preschool Development Grant Birth through Five Initiative (PDG B-5), Grant Number 90TP0114, from the Office of Child Care, Administration for Children and Families, U.S. Department of Health and Human Services. Its contents are solely the responsibility of the authors and do not necessarily represent the official views of the Administration for Children and Families, or the U.S. Department of Health and Human Services.

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