Strategic Plan

//Strategic Plan
Strategic Plan2018-10-10T13:48:28+00:00

2018-2023

Our  Mission

To serve as a dynamic voice for California Community College Early Childhood Education.

Our Vision

  • Serve as an active stakeholder when decisions are made about ECE workforce development.
  • Serve as a resource to child development/early childhood education departments throughout the state.
  • Promote and support quality ECE teacher preparation/workforce development in California.

Our Purpose

  • To support the education of the early care and education workforce in current child development theory and best practices, including quality field experience placements.
  • To provide a forum for information and dialogue related to early childhood education.
  • To foster collaboration, articulation, and coordination amongst professionals in child development/early care and education.
  • To promote quality early care and education programs throughout California.
  • To propose, monitor, and disseminate public policy information related to early care and education, and make recommendations for action.
  • To inform and collaborate with statewide stakeholder groups, including the California Community College Chancellor’s Office and ECE programs within the California Community College system.
  • To promote California Community College early childhood education center/lab schools as primary and exemplary teacher preparation programs.
  • To promote and support experiences for ECE students in exemplary lab schools and community-based programs.
  • To promote and support collaboration between ECE faculty and lab schools/centers on their campuses.
  • To be a resource to our communities with respect to early childhood education.
  • To advance the concept of child development/ECE as a social science.

CCCECE 5-Year Strategic Plan

Goals

  • Promote the primary role of California Community Colleges in Early Childhood Education workforce development.
  • Increase recognition and support of the unique and central role of the CA Community College lab schools/centers as specialized facilities for workforce development.
  • Develop and maintain effective partnerships with stakeholders that support our vision.
  • Cultivate leadership for the organization.
  • Build sustainable funding for CCCECE.
  • Increase membership.
  • Increase public awareness of CCCECE.

Work Plan

  1. Promote the primary role of California Community Colleges in Early Childhood Education workforce development.
    a. Develop and disseminate key messages
         i. For policy makers
         ii. On campuses
         iii. In our communities
    b. Identify individual(s)in the state Chancellor’s Office with the intent to reestablish a relationship with CCCECE.
  2. Increase recognition and support of the unique and central role of the CA Community College lab schools/centers as specialized facilities for workforce development.
    a. Develop an action plan for campuses to promote the educational value of CA Community College lab schools.
    b. Investigate current funding models.
         i. Define exemplary standards and quality experiences for lab schools
    to support necessary funding.
         ii. Create a mechanism for CCCECE membership to share
    information about potential funding sources (Career Education, Perkins, Strong Workforce, etc.).
  3. Develop and maintain effective partnerships with stakeholders that support our vision.
    a. Establish and regularly review statewide and regional meetings and initiatives that are relevant to the work of CCCECE.
    b. Maintain representatives at identified statewide and regional meetings.
    c. Continue collaboration efforts with universities and high schools.
  4. Cultivate leadership for the organization.
    a. Encourage catalysts to move into Executive Board positions.
    b. Maintain and review orientation for catalysts.
    c. Provide opportunities for members to participate in the work of CCCECE.
  5. Build sustainable funding for CCCECE.
    a. Work with funding agencies so that they understand the value of funding the work of CCCECE.
    b. Identify and apply for grants to sustain the work of CCCECE.
    c. Maintain a partnership with CDTC as the fiscal agent for CCECE.
    d. Explore funding for attendance at CCCECE statewide meetings.
  6. Increase membership.
    a. Form membership committee to create an effective strategic membership
    plan.
    b. Continue efforts to increase membership and participation of part-time
    faculty and lab school staff.
    c. Streamline the process to initiate or renew membership.
    d. Utilize technology to increase membership and participation.
    e. Increase diversity of membership.
  7. Increase public awareness of CCCECE.
    a. Identify events to hold effective and accessible membership recruitment.
    b. Continue to update social media presence.
    c. Update website.
    d. Regularly publish and disseminate a newsletter.