Sacramento Head Start Alumni Association

CHSA STRATEGIC PLANNING RETREAT

MISSION STATEMENT

The California Head Start Association is the unified voice providing
leadership and advocacy for the Head Start community.

VISION STATEMENT

The California Head Start Association will be an important strategic
partner representing Head Start interests in California and the nation.

CORE VALUES

Inclusive Congruence
Flexible Unity
Professional Proactive
Informed Leadership
Quality-Centered Collaboration
Integrity

GUIDING PRINCIPLES
Holding ourselves individually and collectively accountable
Seeking win/win situations
Removing barriers
Commitment to creating and coordinating positive change
Helping our members/customers anticipate and adapt to change
Advocacy (making a difference)
Reduction of societal poverty
Commitment to California issues (literacy, numeracy, ECE, social competence)
Nurturing and valuing diversity


THREE YEAR GOALS
2001-2004
* not in priority order
Increase and diversify financial resources
Increase the awareness, connection, participation and number of the general membership
Influence state and national policy
Increase the visibility of the association in the state and the nation
Increase the effectiveness of the Association

SIX MONTH OBJECTIVES
27 April 2001 through 31 October 2001

GOAL: INCREASE AND DIVERSIFY FINANCIAL RESOURCES
SIX MONTH STRATEGIC OBJECTIVES:
By the September 2001 Board meeting, the Fund Development Committee (Barbara – lead) and Marketing/Visibility Committee (Siddiq - lead) will research and evaluate products that CHSA could market and that will generate revenues.
By October 26, 2001 Board meeting, the Fund Development Committee (Barbara – lead) and Membership Committee (Judie and Sheila, co-leads) will develop a long-term plan to generate increased revenue through the annual conference.
By October 31, 2001, the Fund Development Committee (Barbara - lead) will obtain five corporate sponsorships for the annual conference for a total of $25,000.

GOAL: INCREASE THE AWARENESS, CONNECTION, PARTICIPATION AND NUMBER OF THE
GENERAL MEMBERSHIP
SIX MONTH STRATEGIC OBJECTIVES:
By the August 17, 2001 Board meeting, the Membership Committee (Judie and Sheila, co-leads) will develop and begin to implement a Coordinated Outreach Plan to increase the number and awareness of the general membership.
At the August 17, 2001f Board meeting, the Membership Committee (Judie and Sheila, co-leads) will recommend to the Board categories of membership and associated fees.
FUTURE OBJECTIVE

By the January 17, 2002 Annual Conference, the Membership Committee will increase the total membership by 5% over the year 2001 and report the results at the Annual Conference.


GOAL: INFLUENCE STATE AND NATIONAL POLICY

SIX MONTH STRATEGIC OBJECTIVES:
By June 30, 2001, the CHSA Board will establish a Policy Committee.
By October 31, 2001, the Policy Committee (Alan – lead) will provide an analysis of current and pending state and national legislation and policies affecting Head Start to the CHSA Board.
By October 31, 2001, the Fund Development Committee (Barbara – lead) will establish and implement a fundraising strategy to raise money for influencing state and national policy.
By October 31, 2001, the CHSA Board will establish a plan for obtaining advocacy services, including the costs.

GOAL: INCREASE THE VISIBILITY OF THE ASSOCIATION IN THE STATE AND NATION

SIX MONTH STRATEGIC OBJECTIVES
By August 31, 2001, the Executive Director will distribute the newsletter to at least 1,000 recipients.
By October 1, 2001, the Membership Committee (Judie and Sheila, co-leads) and the Marketing/Visibility Committee (Siddiq – lead) will develop and distribute a membership survey through the newsletter to assess what the members like and would like to have from CHSA.
At the October 26, 2001 Board meeting, the Marketing/Visibility Committee (Siddiq - lead) will present a draft comprehensive Marketing Plan.
By October 31, 2001, the Marketing/Visibility Committee will develop and implement a plan to achieve CHSA recognition as an organization by 10% of all state legislators.

GOAL: INCREASE THE EFFECTIVENESS OF THE ASSOCIATION
SIX MONTH STRATEGIC OBJECTIVES:
By June 27, 2001 Board meeting, Ed will present to the Board a plan to hire support staff.
By the June 27, 2001 Board meeting, Ed will format the agenda to reflect alignment of action items related to accomplishing goals of the strategic plan.
At the June 27, 2001 Board meeting, the CHSA Board will establish the membership of the Policy, Fund Development, Marketing/Visibility, Membership Committees with each cluster represented on each committee.
At the June 27, 2001 Board meeting, the Executive Director will recommend to the Board where the contracts and MOUs for the upcoming year will be distributed within CHSA’s committee structure.



COMMITTEES

COMMITTEE xxx CHAIR
Executive Ray
Policy Alan
Fund Development Barbara
Marketing/Visibility Siddiq
Membership Judie and Sheila, co-leads


NEXT STEPS/FOLLOW-UP PROCESS
WHEN WHO WHAT
April 30, 2001 Ed Distribute the retreat record to those who need it
Within 48 hrs of receipt All Board members Read the retreat record
June Board meeting Board Review and revise if needed, the Core Values
Monthly Board or Executive Committee (alternate months) Review progress on the goals and objectives and revise objectives (add, amend and/or delete), as needed.
Monthly Ed Distribute written update of the Strategic Plan

October 26, 2001 Board Strategic Planning Retreat for a more thorough review of progress on the goals and objectives. Set objectives for the next six months.


ASSESS STRENGTHS: WHAT’S BEEN GOING WELL WITH THE CALIFORNIA HEAD START ASSOCIATION?
[Brainstormed List]
Newsletter
Ed’s leadership
Legislative information by e-mail
Consistent representation from Southern California
Connections made with elected officials in Washington D.C.
Better technology
Increase in CHSA’s voice in the state
Commitment to looking for growth opportunities and the chance to do better
Links with the clusters
Representation on the Region 9 Board
Healthy relationships with collaboration partners and HSQICs
More positive outreach to our members
Enthusiastic Board members
The structure
Effort to communicate with the clusters
Ed going to other meetings and conferences and his sharing information with the Board
Our meetings are now facilitated and move along according to an agenda
Fiscal control and integrity
Strategic planning process – both last year and this year
Our link with NHSA
We have an annual conference
We’re forward looking and aware
We have a new office in Sacramento – major presence in the state’s seat of power



WHAT’S NOT GOING AS WELL AS YOU WOULD LIKE?
[Brainstormed List]

Not enough general membership participation
Not enough financial resources
Advocacy is not strong enough
Lack of a marketing strategy tat reaches out to the field
Lack of parent participation at conferences
Continuing to do business the way we’ve always done it
Not enough outreach or benefits to members
Lack of parent/family emphasis
Not enough connections among the Executive Board
Website not used optimally
Lack a coordinated outreach plan: internal with CHSA, external with the ECE community
Lack of facilitation at Board meetings
Not a strong focus for annual conference
Lack of strong leadership in elected positions
Weak links with other California state agencies
Lack of strong participation at conferences
Lack strategic partnership with welfare and Health in the state
Lack of infrastructure in the CHSA office
Lack of a child focus
Board structure is weak – poor subcommittee process
Progress made with state collaboration office not filtering down to local agencies
Lack of a clear, strong mission, vision and goals
Board perceived as a clique
Lack political, electoral, legislative strategy
Not reaching out to a diverse representation
Lack of a coordinated public policy agenda
Not enough open dialogue during Board meetings
Not enough staff support
Lack of an internal control system
Not visible enough in the state and nation
Lack of a committed general membership
Expertise in smaller agencies overlooked
Fragmented national Head Start interaction
Weak link with Region 9 association
Weakness in detail and description in Board meeting minutes
Little cliques of clusters vs. unified voice



WHAT ARE THE EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE ASSOCIATION IN THE NEXT 3 YEARS?
[Brainstormed List]

Collaborations that have been developed
Enhanced technology
Increased visibility of ECE on the state and national agenda
Prop 10 funding
Increased standards for quality teaching staff
Stated recognition by the Bush administration of the importance of education
Development of outcome measures by the state and the feds
Greater diversity of the population/characteristics and accommodation of those, including persons with disabilities
Head Start leadership coming from other professions, e.g. school districts, counties
Stipends from Prop 10
Change in attitude – county and city structures – re: resource allocation
Emerging research that supports our mission
Ability to apply for and receive funding for new buildings
Greater strength and influence of the Hispanic-Latino population in California
We’re still here! There’s still Head Start – good congressional support



WHAT ARE THE EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE ASSOCIATION IN THE NEXT 3 YEARS?
[Brainstormed List]

Moving from HHS to Dept. of Education
Vouchers
Present administration
Lack of understanding of Bush administration of the family concept – they support Head Start, but just don’t get it (don’t realize that it is more than literacy)
Loss of facilities
Exempt care
Shift in federal funding priorities
Helen Taylor’s passing
Competition with the state for funding, staffing, kids – especially if Head Start moves to the Dept. of Education
Continuing to do business as usual
Lack of understanding by the general public as to how children learn
Lack of PR for Head Start
Welfare Reform and CAL TANF implications
Measurable outcomes
Ineffective delivery system
Pressure on our families, e.g. transportation, clothing, resources in general
Energy (crisis)
Teacher shortage
More groups claim to do what Head Start does, but we’re not certain they do
Leadership coming into Head Start from other fields
Fragmentation in the Region 9 office
Isolation of the Head Start program – internally and from the general child care community
Lack of qualified candidates for positions at all levels -- management and teachers
Unrealistic income guidelines
Lack of preparation of the next generation of Head Start leadership
Lack of effective collaborations
Rending state budget deficit
Hard to quantify family outcomes
Competition with school districts who want to run their own programs
Underenrollment
Lack of resources for health and dental



BRAINSTORMED GOALS:
[Brainstormed List]
Increase and diversify financial resources
ncrease the awareness, connection and participation of the general membership in the Association
Develop a coordinated outreach plan both internally and externally
Increase effectiveness with California and other service providers
Develop a coordinated national and state policy agenda
Increase the membership
Create/develop an effective Board structure
Enhance the infrastructure of CHSA administration
Strengthen the link with national and regional associations
Establish a lobbying effort in the state
Engage and involve clusters with CHSA
Increase visibility and effectiveness in the state and nation

Links

California Head Start Association