Region 9 Head Start Association; DBA Head Start WEST – 2025-2028 Strategic Plan
Year 1 – Update
Executive Director’s Note: The realities facing our association and member programs have shifted dramatically since the arrival of the new administration. While we anticipated changes in national leadership, program priorities, and processes, we did not foresee the depth of disruption and uncertainty that followed. Yet through it all, our community has demonstrated remarkable strength and purpose. I am deeply grateful for our steadfast Board of Directors, dedicated staff, and valued partners who, over the past ten months, have come together to listen, adapt, and lead with clarity and compassion. Together, we are not only navigating this period of change, we are laying the groundwork for a renewed, more resilient future for our association and the agencies we serve.
| Strategic Pillars | |
| Pillar #1 | Center for Strong Families and Strong Futures: This initiative aims to deepen programming and services, leading to stronger families and better economic futures for every child enrolled. The focus will be on ensuring families experience security, dignity, and love, enhancing research, advocacy, engagement, and exemplary programming in the process. |
| Pillar #2 | Community Building: The creation and expansion of a diverse network of community partnerships to increase resources and support for the Association’s operations, programs, and the families and agency staff it serves. This effort will focus on strengthening relationships with partners, securing additional resources, and aligning efforts to achieve greater strategic impact. |
| Pillar #3 | Innovations: This pillar focuses on integrating new ideas, technologies, and best practices into program delivery, operations, and service models to improve efficiency and effectiveness in meeting the needs of families and children. |
| Pillar #4 | Sustainability: This pillar is grounded in strengthening the operational infrastructure of the Association, diversifying its funding sources, and advocating for policies that will promote continued growth and financial stability. |
| Pillar #1: Center for Strong Families and Strong Futures | |
| Year 1 Activities | |
| 1.1 | Objective: Define the operational framework and goals for the Center. Combined with the launch of HSW, the web site remodel has begun. A bid from the current contractor has been received and is within budget. Work will begin in November 2025. |
| 1.2 | Objective: Create a structured, engaging calendar that incorporates key events and activities aimed at strengthening families and improving programming. Work has not started on this objective. |
| 1.3 | Objective: Leverage existing partnerships and create new collaborations to enhance service delivery and family support. We have secured a grant from OneAmerica to relaunch – Know Yourself, Grow Your Wealth: https://www.region9hsa.org/member-resources/know-yourself-grow-your-wealth/ . This resource is now available in both English and Spanish. Quarterly promotions of this resource will be communicated. |
| 1.4 | Objective: Establish regular catalogue of trainings for the benefit of Family Advocates. Work has not started on this objective |
| Pillar #2: Community Building | |
| Year 1 Activities | |
| 2.1 | Objective: Strengthen outreach and engagement efforts by acquiring specialized staff and consultants. Two consultants have been interviewed to support this objective. No final decision has been made. New staff member hired in January 2025 was recruited with her background in Association Community Relations. |
| 2.2 | Objective: Increase the reach and effectiveness of the Association’s partnerships by focusing on strategic engagement. HSW staff reviewed and revised our partnership plan in July of 2025. Monthly monitoring and service of partnerships is ongoing. Two new partnerships have been established this year – Saavsus, and Together for Head Start. |
| 2.3 | Objective: Assess and strengthen existing partnerships to ensure they align with the Association’s evolving goals and priorities. HSW staff continue to assess and strengthen existing partnerships. Regular calls and discussions are catalogued to ensure partners’ satisfaction. No new partnerships have been established, impacting on the expanded states of the western region. |
| 2.4 | Strategic agreements: Map current Association partnerships (State Affiliates and National (NHSA, NIDHSA, NMSHSA) Construct memorandums of understanding with each organization articulating the components of the partnership and communications commitments. HSW has created an Ad-Hoc committee to address the inter-association relationships. This work launched in August 2025 |
| Pillar #3: Innovations | |
| Year 1 Activities | |
| 3.1 | Objective: Foster a culture of continuous improvement by exploring, testing, and integrating innovative practices that enhance program delivery and outcomes. Work has not started on this objective. |
| 3.2 | Objective: Use emerging technology, such as Artificial Intelligence (AI) to improve the efficiency of Head Start operations and to enhance service delivery for families and children. Work has not started on this objective. |
| 3.3 | Objective: Reevaluate and redesign service delivery models to ensure they are responsive to the changing needs of families and communities. Work has not started on this objective. |
| 3.4 | Objective: Build a culture within R9HSA that encourages creative thinking, problem-solving, and continuous learning among staff, partners, and community members. In partnership with RISE Partners LLC, HSW has launched new products and services that inspire discovery and innovation. In July 2025, we hosted our first meeting of the Executive Leadership Council, a gathering of C-Suite executives engaged in the delivery of early education services. |
| Pillar #4: Sustainability | |
| Year 1 Activities | |
| 4.1 | Objective: Strengthen the leadership and governance structures of R9HSA to ensure effective decision-making and organizational growth. In June and July of 2025, the R9HSA Board of Directors revised by laws, re-set committees created a new name and started a process to engage the broad association community as well as marketing services to the broader western states. In October Governance and Nominations Committee launched the discussion of staffing plan for 2026. |
| 4.2 | Objective: Build financial resilience by securing a wide range of funding sources that reduce dependence on a single revenue stream. In June 2025 R9HSA passed a budget comprised of the following revenue streams –65% Professional Development, 16% membership dues, 13% Contract Services, 3% Sales, 3% Partnerships. Objective 2.1 is key to launch efforts to develop services funded by partners and grants. |
| 4.3 | Objective: Ensure a strong and sustainable financial foundation through effective management and prudent financial planning. The regular work of the Finance Committee addresses this topic. No specific new efforts have been launched related to this objective. |
| 4.4 | Objective: Create a set of updated policy documents that will increase efficacy, provide support for Association programs, and create an environment conducive to long-term growth. HSW staff have started an “agency information inventory” process guided by The Third Sector Company. This process will be completed by the 1st Q in 2026. In addition, digital file cleaning has been identified as a priority for the 4th Q in 2025. |
I have been to management workshops, not leadership training. This has totally changed my perspective and encouraged me to propel forward in developing my skills.
I am honored and humbled to be a recipient of the Head Start WEST’s Legacy Scholarship. The scholarship helped me get one step closer to achieving my goal of becoming a Head Start Director.
I took part in The disproportionate impact of COVID 19, and how to provide “real” support for black/brown children and families and I just want to say this was an amazing webinar. I hope we can look forward to further conversation on this topic.
Thank you so much for making events like this! I really enjoyed and learned so much teaching strategies to implement STEM in the classroom.
The HR Network was an excellent opportunity to network and learn the best practices from other HR professionals within Head Start programs. You will be amazed by the level of talent and experience of the participants.
The Summer Camp training was powerful and inspiring! Each presenter was very engaging, it’s hard to even pick a favorite session!
The Leadership Challenge training was very relevant to my work as a Head Start leader! Great facilitation; stayed with the program yet allowed time for individual and small group reflections.
Regular price $12.00
Regular price $39.00
Questions? Contact us at headstartr9@headstartwest.org.
