Our strategies and actions represent the collective discernment, insight, and will of the early childhood sector in San Antonio. We are committed to tracking our progress and impact as we implement them.
In service of every family having access to early learning and development that is accessible, affordable, and high-quality:
| Domain | Strategy | Action |
|---|---|---|
| Quality Supply | Increase the quality of current providers | Leverage the success of Alamo Quality Pathway and Pre-K 4 SA coaching by increasing alignment, scale, and resources |
| Integrate financial coaching into ongoing coaching | ||
| Quality Supply | Increase the number of high quality, affordable seats for children with special needs | Increase and activate the capacity of current high-quality providers to serve children with special needs |
| Increase the capablity of all providers to serve children with special needs through additional training | ||
| Include the ability to serve special needs as a filter in the search tool | ||
| Increased Access | Increase the number of providers that accept child care scholarships and/or military scholarships | Learn from providers as to why they do or do not accept scholarships |
| Promote scholarship acceptance among providers | ||
| Provide technical assitance to providers who would like to begin accepting scholarships | ||
| Sustainable Quality | Increase the number of providers participating in the Shared Service Alliance | Promote the value of the Shared Service Alliance to providers and provide technical assistance to those interested in joining |
| Create alignment between the Alamo Quality Pathway and the Shared Service Alliance | ||
| Ingetrate technical assistance and training in increase ability to serve special needs children | ||
| Quality Supply | Add new high-quality early learning seats | Build and pilot a seat accelerator that supports high quality providers to expand their centers or open new centers |
| Domain | Strategy | Action |
|---|---|---|
| Talent Supply | Alleviate the shortage of early childhood professionals | Survey providers about the scale and drivers of the shortage |
| Study and enact high-leverage remedies to address the shortage | ||
| Training Pipeline | Ensure access to a quality learning management system | Partner with the Texas learning management system to ensure top quality and functionality |
| Create a training and educational pipeline with no gaps | Enroll all providers and professionals in the learning management system | |
| Use the data to identify the gaps in professional development and close them routinely | ||
| Stackable Credentials | Broker articulation agreements citywide | Document lessons from success locally and statewide |
| Map district and charter early childhood training programs | ||
| Convene districts, charters, two-year and four-year colleges to develop articulation agreements | ||
| Community | Engage, nurture, and celebrate early childhood professionals | Convene early childhood professionals regularly to celebrate successes and advance the field |
| Domain | Strategy | Action |
|---|---|---|
| Search Tool | Create tools to empower families to search for and choose the best option for their child(ren) | Create a filterable search tool with reliable availability information |
| Promote the tool the broadly to families | ||
| Create, integrate, and promote a common application | ||
| Enable adoption and integration across family-facing services citywide | ||
| Enrollment | Increase enrollment in affordable early learning | Execute a citywide annual PreK Enrollment Campaign |
| Child-centered Partnership | Support the expansion of powerful partnerships between families and early childhood professionals | Prepare famiilies to powerfully partner with their child(ren)’s teacher |
| Prepare early childhood professionals to powerfully partner with families | ||
| Equip families to extend learning at home | ||
| Demand for Quality | Elevate the importance of quality | Engage families and early childhood professionals to co-create powerful messages about the importance of quality |
| Promote these messages through a citywide family-facing campaign | ||
| Wraparound | Connect families with wraparound resources | Integrate wraparound resources across the early childhood ecosystem |
| Domain | Strategy | Action |
|---|---|---|
Public Will | Partner with the business community to build advocacy strength | Build a community of businesses supporting working parents |
| Pilot and scale a partnership model between businesses and early learning centers to elevate their quality and advocacy | ||
| Develop and elevate business community champions as advocates for high-quality early learning | ||
Engage the broader community to build robust and vocal support of the goals and policies of the Impact Plan | Establish an Outreach workgroup to guide and leverage campaigns | |
| Conduct a public awareness campaign about the importance of high-quality early learning and the impact on the workforce | ||
Policy | Advance a policy agenda in support of the Impact Plan | Work with stakeholders across the early childhood ecosystem to identify and draft policy advancements |
| Establish a Policy Workgroup to vet, prioritize, and advance policies | ||
| Ensure the development of the political will to pass and enact policies that improve access and quality | ||
Data Infrastructure | Build the data infrastructure necessary to enable analysis, progress tracking, and advocacy | Establish a Data Workgroup to determine uses, permission controls, and levels of reporting |
| Evaluate the early learning data landscape | ||
| Develop data partnerships to enable a combined data system | ||
| Develop the infrastructure to hold a combined and queryable data system. | ||
| Develop a citywide scorecard and an annual report on the state of early learning |
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