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Department of Early Learning and Care

Strategic Plan: Planning, Goals, and Implementation

This plan is available as a PDF: View downloads here
Plan Overview About DELC Implementation

Department of Early Learning and Care Strategic Plan:
Process, Goals, and Implementation

Planning Process

To develop Growing Oregon Together, DELC engaged in a multi-pronged process of engagement with families, partners, the early learning and care workforce, and DELC employees. We also considered data and analysis from reports such as Raise Up Oregon: A Statewide Early Childhood System Plan and DELC’s Household and Provider Surveys (see Appendix A for a complete list of reports). A team of DELC staff (representing all facets of the agency) met multiple times to develop the plan’s goals, objectives, and strategies. They drew on information from the engagement process and report review. As part of the commitment to having Growing Oregon Together be both ambitious and achievable, the DELC team’s work considered what capacity and resources were needed to implement the plan on a set timeline.

Engagement in the Planning Process

To develop Growing Oregon Together, DELC engaged in a multi-pronged process of engagement with families, partners, the early learning and care workforce, and DELC employees. We also considered data and analysis from reports such as Raise Up Oregon: A Statewide Early Childhood System Plan and DELC’s Household and Provider Surveys (see Appendix A for a complete list of reports). A team of DELC staff (representing all facets of the agency) met multiple times to develop the plan’s goals, objectives, and strategies. They drew on information from the engagement process and report review. As part of the commitment to having Growing Oregon Together be both ambitious and achievable, the DELC team’s work considered what capacity and resources were needed to implement the plan on a set timeline.

Highlights include:

  • 220 agency staff who participated in meetings to help shape the plan 
  • 400 surveys that informed DELC's Mission, Vision, and Values that anchor the plan 
  • 12 reports linked, reviews, and incorporated in the plan
  • Feedback received from 36 counties
  • 702 community participants in conversations with families, providers, and partners to gather input on plan goals, objectives, and strategies



Infographic of Engagement in the Planning Process 

Alignment with Raise Up Oregon and Other Reports

A critical element was to review the Early Learning Council’sRaise Up Oregon: A Statewide Early Childhood System Plan 2024-2028 and use that information to infuse Growing Oregon Together to ensure alignment. The Early Learning Council is charged with coordinating a unified and aligned system of early learning throughout Oregon to ensure that all children, no matter what their background or their community, enter school ready to learn and that all families are healthy, stable and attached. Raise Up Oregon serves as Oregon’s comprehensive state system plan for early childhood, prenatal to age five. The Early Learning Council, and its plan, brings together government leaders from early learning and care, health, higher education, housing, human services, and public education. Raise Up Oregon’s focus is on actions that state agencies can use in partnership with families, communities, and the private sector to build a comprehensive early childhood system. DELC is proud to staff the Council and is committed to the challenging work of implementing Raise Up Oregon and Growing Oregon Together. Appendix C provides a crosswalk of Growing Oregon Together and Raise Up Oregon.

The Final Result

Based on the engagement process and report analysis, Growing Oregon Together is an ambitious yet achievable strategic plan with 6 goals, 24 objectives, and 77 strategies. This work, aiming to span the next five years, brings together a mix of new and planned initiatives to bring DELC closer to achieving its vision that all children, families, early care and education professionals, and communities are supported and empowered to thrive. 65% of Growing Oregon Together is anticipated to be implemented without additional capacity—staffing or information technology—by 2029. Growing Oregon Together will be implemented over time: 17% within 12 months (Fiscal Year 2024-25), an additional 52% within 13-36 months (Fiscal Years 2025-26 and 2026-27), and a final 31% within 37-60 months (Fiscal Years 2027-28 and 2028-29).

Infographic of Raise Up Oregon Goals

Figure 1. Raise Up Oregon: A Statewide Early Childhood System Plan

Goals, Objectives, and Strategies

​All families have access to high-quality (culturally responsive, inclusive, developmentally appropriate) and affordable early learning and care that meets their needs. 

​OBJECTIVE 1.1 Core programs within DELC are expanded and enhanced to meet the needs of and support families. 

  • Strategy 1.1.a. Expand access and enhance core program services to better meet family needs.
  • Strategy 1.1.b. Implement strategies to promote awareness of and enrollment in core programs that meet families' needs.
  • Strategy 1.1.c. Implement Birth Through Five Literacy plan, including consultation with community.

OBJECTIVE 1.2 Core programs are expanded for families to secure access to high-quality early learning and care. 

  • Strategy 1.2.a. Explore eligibility criteria, including expanded income, aligned eligibility criteria (e.g., income, family characteristics, age), and eligibility criteria for core programs.
  • Strategy 1.2.b. Explore which DELC programs could include sliding scale for families with higher incomes.
  • Strategy 1.2.c. Complete and implement Spark quality initiative redesign, including financing, technical assistance, and workforce resources to support implementation.
  • Strategy ​1.2.d. Develop and implement a robust quality assurance model for core programs.

OBJECTIVE 1.3 Communities have the infrastructure they need to mitigate suspension and expulsion activities in early learning and care settings. 

  • Strategy 1.3a Provide culturally responsivea nd culturally specific infant and early childhood mental health (IECMH) supports in early learning and care.
  • Strategy ​1.3.b Leverage community expertise and experience in infrastructure development.
  • Strategy ​1.3.c Launch and expand regional suspension and expulsion prevention program supports and statewide entity to provide consistent technical assistance and quality assurance.
  • Strategy ​1.3.d Ensure professional development supports in critical areas such as bias, are available to support the community infrastructure.
  • Strategy ​1.3.e Fully implement the warmline for providers to access suspension and expulsion prevention supports.
  • Strategy ​​1.3.f Implement the enforcement of the 2026 ban, with Child Care Licensing Division (CCLD) providing technical assistance and referral to the prevention program.​

OBJECTIVE 1.4 Licensing provides foundational support for programs, and is clear, accessible, culturally relevant, honoring diversity, equity and inclusion for Oregon children and families. 

  • Strategy ​​1.4.a Revise Child Care Licensing Division practices to support consistent, equitable, and reasonable enforcement.
  • Strategy ​​1.4.b Leverage Micro-Center Pilot Program to identify and implement more flexible licensing models.
  • Strategy ​​1.4.c Streamline licensing inspections by using risk assessments and key indicators to help predict majority compliance and reduce associated risks.
  • Strategy ​​1.4.d Develop an intentional referral process with Child Care Resource and Referral to leverage licensing and external partners to monitor quality and promote health and safety compliance.

OBJECTIVE 1.5 DELC’s administration of programs is flexible, accessible, and not administratively burdensome. 

  • Strategy ​​1.5.a Streamline, align and simplify administrative requirements across core programs.
  • Strategy ​​1.5.b Explore blending funds at the state level to be delivered locally (i.e. single programs with multiple funding streams).
  • Strategy ​​1.5.c Create integrated technology tools to promote coordination between licensing and program administration.

OBJECTIVE ​1.6 Availability of early learning and care is increased and strengthened.

  • Strategy ​​1.6.a Develop and implement a plan to increase the availability of early learning and care settings throughout Oregon.
  • Strategy ​​1.6.b Provide support to providers, during their first five years of operation, to promote their success, including as a business.
  • Strategy ​​​1.6.c Collaborate with Business Oregon's Child Care Infrastructure Fund for expanded facilities and provide technical assistance to participating programs.​

DELC honors and recognizes the sovereignty of the nine federally recognized Tribal Nations within Oregon and ensures strong government-to-government relationships to benefit Tribal communities.​

OBJECTIVE 2.1 Staff have the information and tools they need to support authentic Tribal consultation. 

  • ​Strategy 2.1.a Co-develop and implement DELC Tribal Consultation Policy to provide guidance, tools, and expectations for DELC staff. 
  • Strategy 2.1.b Build internal capacity to support relationships, partnerships, collaboration, and sovereign nation awareness through training and technical assistance for all units. 

OBJECTIVE 2.2 Historical harm is acknowledged, current harm caused by the State of Oregon is reduced, and trust is built by establishing positive relationships. 

  • Strategy 2.2.a Establish in-person and virtual communications and connections between DELC and Tribal leadership that fosters and elevates ways to honor and respect Tribal and Native community needs. 
  • Strategy 2.2.b Collect and use data from Tribal communities within the context of historical injustice and discrimination. 

OBJECTIVE ​2.3 Funding and programs are designed to meet Tribal early learning needs and goals. 

  • Strategy 2.3.a Develop procurement and contractual timelines and processes that recognize and respect government-to-government relationships and consultation. 
  • Strategy 2.3.b Co-develop guidance, direction, and capacity for DELC partners (such as Early Learning Hubs, CCR&Rs, etc.) to engage with Tribal Nations on implementation of grants and contracts. 
  • Strategy 2.3.c Seek the establishment of a dedicated Tribal Early Learning Fund and Tribal set-asides within existing funding streams.

​All families with infants and toddlers are supported through early learning and care programs that recognize and meet their unique needs.​

OBJECTIVE 3.1 Access to infant and toddler early learning and care programs that honor the unique needs of families is increased. 

  • Strategy 3.1.a Expand core infant and toddler programs. 
  • Strategy 3.1.b Explore continuous eligibility for infant, toddler, and preschool-age care to promote continuity of care. 
  • Strategy 3.1.c Expand access to culturally and linguistically responsive family education and support opportunities. 

OBJECTIVE 3.2 Infant toddler provider and partner support, technical assistance, professional development, and compensation are increased. 

  • Strategy 3.2.a Coordinate local technical assistance and Infant and Early Childhood Mental Health Consultation supports for infants and toddlers. 
  • Strategy 3.2.b Ensure access to Infant Toddler Specialists, professional development opportunities, infrastructure funds, shared services, and business acumen supports. 
  • Strategy 3.2.c Explore the provision of a monetary award for infant toddler professionals who achieve a credential or endorsement in infant and toddlers. 

OBJECTIVE ​3.3 Supports for infants and toddlers experiencing developmental delays and disabilities are increased. 

  • Strategy 3.3.a Coordinate and partner with Early Intervention to provide more services in early learning and care programs that support infants and toddlers with delays and disabilities, including for DELC funded programs. 
  • Strategy 3.3.b Design and fund staffing models in early learning and care programs that support infants and toddlers with delays, complex needs and disabilities.

​The early learning and child care workforce is diverse, culturally responsive, highly qualified, and well compensated.​

OBJECTIVE 4.1 Multiple accessible pathways exist to enter and grow within the early learning and child care workforce. 

  • Strategy 4.1.a Examine and address barriers and inefficiencies within the professional learning system such as the early childhood workforce registry and international college transfer. 
  • Strategy 4.1.b Adopt and implement core competencies for early educators based on national recommendations. 
  • Strategy 4.1.c Work with the Higher Education Coordinating Commission to implement access to higher education for early learning and care professionals. 
  • Strategy 4.1.d Work with Early Learning Hubs, Child Care Resource and Referral Agencies, community-based organizations, and Workforce Investment Boards to identify potential providers, provide training, share best practices, and support recruitment. 
  • Strategy 4.1.e Develop a recruitment and retention plan and begin to implement it. 

OBJECTIVE 4.2 The early learning and child care workforce is recognized and compensated as professionals. 

  • Strategy 4.2.a Study, establish, and improve salary scale in core programs. 
  • Strategy 4.2.b Implement Alternative Rate Methodology for Employment Related Day Care. 
  • Strategy 4.2.c Explore innovative models for addressing the compensation needs of the early learning and child care workforce. 

OBJECTIVE ​4.3 All early learning and child care programs have access to professional learning supports. 

  • Strategy 4.3.a Expand coaching supports to reach core programs, including child care. 
  • Strategy 4.3.b Expand the Consortium Model to include additional professional learning opportunities across Oregon.
  • Strategy 4.3.c Expand the availability of: bias management, inclusion, racial identity development, trauma-informed care, social emotional development trainings, in multiple languages and set levels. 
  • Strategy ​4.3.d Expand regionally based Inclusive Partners services statewide.

​DELC deepens community engagement and empowerment, sustains partnerships, and communicates effectively. ​

OBJECTIVE 5.1 Community voice is embedded in DELC's policy, implementation, and budget decisions. 

  • Strategy ​5.1.a Develop and implement an engagement and partnership plan to strengthen meaningful collaboration with families, providers, and partners. 
  • Strategy 5.1.b Increase racial, ethnic, linguistic ability, geographic, family, and provider diversity in DELC’s staff and advisory groups to better represent the communities they serve. 
  • Strategy  5.1.c Expand feedback loops and increase opportunities for families, providers, and partners to inform DELC’s policy, implementation, and budget decisions. 

OBJECTIVE 5.2 Cross-sector partnerships in support of aligned service delivery and collaboration are strengthened with other state agencies. 

  • Strategy 5.2.a Support the Early Learning Council in the implementation of Raise Up Oregon. 
  • Strategy  5.2.b Learn about family and community engagement and culturally specific partnership approaches of Raise Up Oregon state systems partners and identify opportunities for collaboration. 
  • Strategy  5.2.c Collaborate with Oregon Health Authority in coordinating home visiting services. 
  • Strategy 5.2.d Collaborate with Oregon Housing and Community Services to increase the number of co-located housing and child care facilities. 
  • Strategy 5.2.e Collaborate with Oregon Department of Human Services on the functionality of Employment Related Day Care to improve accuracy and timeliness of eligibility determinations and payments and make the program more understandable and user-friendly for providers and families.
  • Strategy 5.2.f Collaborate with Department of Land Conservation and development on local zoning issues to address barriers and seek solutions to make it easier to build or renovate child care facilities. 
  • Strretegy 5.2.g Revise, disseminate, and provide professional development for the shared Early Learning and Kindergarten Guidelines with Oregon Department of Education, inclusive of infancy through kindergarten. 
  • Strategy 5.2.h Collaborate with Oregon Department of Education to facilitate kindergarten transitions through support for children, families, and educators in early learning and care, Early Intervention/Early Childhood Special Education, and kindergarten. 

OBJECTIVE 5.3 Collaboration is supported between DELC and early learning initiatives in county, city, and Tribal governments. 

  • Strategy 5.3.a Coordinate with local governments on early learning initiatives such as Multnomah Preschool for All. 

OBJECTIVE 5.4 DELC's communications are accessible, inclusive, and tailored to the unique needs of DELC's customers. 

  • Strategy 5.4.a Develop tools and processes; increase website, social media, and other engagement for consistent, timely, and relevant information sharing with partners. 
  • Strategy ​5.4.b Increase accessibility of communications by considering reading level and expanding availability in multiple languages.

​DELC develops and improves operational foundations to efficiently serve Oregonians.​

OBJECTIVE ​6.1 DELC has the structures, systems, and processes to collaborate and operate effectively. 

  • Strategy 6.1.a Define, publish, and maintain formal policies, processes, procedures, and service catalogs. 
  • Strategy 6.1.b Define and maintain governance processes for organizational cooperation and decision making.
  • Strategy 6.1.c Establish foundational technology, data tools, and staff capacity to deliver secure, reliable, accessible, and user-friendly solutions. 

OBJECTIVE 6.2 DELC staff have a sense of belonging, understand how their work connects to other divisions, and are supported in their development. 

  • Strategy 6.2.a Implement DELC’s DEI and Affirmative Action Plans to cultivate belonging and provide training on inclusive practices. 
  • Strategy 6.2.b Expand leadership development opportunities for DELC staff. 
  • Strategy 6.2.c Provide feedback loops for DELC staff. 

OBJECTIVE 6.3 DELC staff have the information and tools they need to provide exceptional service to DELC customers. 

  • Strategy 6.3.a Develop and implement a customer satisfaction survey, leveraging results to improve customer service practices.
  • Strategy 6.3.b Establish and implement training and infrastructure to serve customers in an inclusive, cohesive, timely, and accurate way, no matter how they contact DELC.

OBJECTIVE 6.4 Initiatives are consistently identified and launched that provide better service to Oregon residents and increase accountability to partners. 

  • Strategy 6.4.a Uphold commitments through consistent and transparent policies and on-time payments for grants and contracts. 
  • Strategy ​6.4.b Increase accountability to the public through data visualization, accessible through DELC’s website, rules, procedures, and technical assistance that align with DELC’s mission, vision, and values. 

OBJECTIVE 6.5 Data is used to inform decisions and high-quality data and research is shared with the public. 

  • Strategy 6.5.a Collect and expand access to data for decision making and maintain dashboards on publicly available data.
  • Strategy 6.5.b Implement a community-responsive, person-centered research agenda including a continuation plan for the Household Survey and Provider Survey. 
  • Strategy 6.5.c Build, maintain, and monitor a strategic set of performance metrics to enhance operational excellence. ​

Implementation, Monitoring, and Sharing Progress

The success of Growing Oregon Together depends on robust implementation, and continued commitment to achieve DELC’s mission to foster coordinated, culturally appropriate, and familycentered services that recognize and respect the strengths and needs of all children, families, and early learning and care professionals. Adjustments will be made based on what we learn during implementation and engagement with DELC’s many partners. Supporting implementation of Growing Oregon Together’s ambitious scope requires DELC to leverage our people, systems, policies, budget, and partnerships. Growing Oregon Together includes work that is already planned and has resources available. As an ambitious plan, it anticipates the need for additional capacity, whether in the form of human, technological, or financial resources.

DELC will track progress on Growing Oregon Together with the following metrics and DELC’s data dashboards. This tracking will enable DELC to make data-driven decisions and prioritize resources to deliver on the commitments it’s made to Oregon families, providers, and partners.

  • Measure children’s access to early learning and care programs funded or regulated by DELC, disaggregated by age, social identity, and geography.
  • Measure funding streams dedicated to Tribal Early Learning set-asides.
  • Measure the early learning and care workforce who have remained in the field, disaggregated by program type, social identity, and geography.
  • Measure customer satisfaction with DELC customer service.
  • Measure DELC employee engagement and satisfaction.

Implementing Growing Oregon Together requires cooperative work with families, providers, partners, advocates, the Governor, and Legislature to ensure everyone is well-informed about the plan of action and can engage and contribute in the most effective way for their role in the early learning and care system.

Communication about work progression is key. Progress is tracked through regular internal reviews informed by data and feedback from the families, providers, partners, and advocates helping to implement Growing Oregon Together. We will share our progress.

Appendices

Appendix A: DELC Reports and Analysis

To develop Growing Oregon Together, DELC reviewed and incorporated information from the following reports: 

Appendix B: Engagement Themes and Alignment with Growing Oregon Together

This appendix provides the thirteen themes that were identified during the Growing Oregon Together engagement process. It maps the identified strategies and is organized by goal area.

Strategic Plan Engagement Themes

  1. Increase access to coordinated, affordable early learning and care that meets provider, family, and community needs. 
  2. Expand resources and program supports for infants and toddlers.
  3. Increase funding and supports for children with additional learning and emotional needs.
  4. Promote quality health and safety for children in child care in a transparent and equitable manner.
  5. Support workforce initiatives and equitable career pathways that empower careers in the early learning and care sector.
  6. Streamline and improve DELC's processes, system, and data to decrease complexity and redundancy for staff and partners.
  7. Increase provider and partner support, technical assistance, professional development, and compensation for staff and partners.
  8. Increase authentic engagement with communities through establishing feedback loops and strengthening connections.
  9. Strengthen cross-sector relationships with other agencies.
  10. Improve communications and increase accessibility.
  11. Strengthen customer service through increased consistency, reduced response times, expanded language supports, and increase collaboration across teams.
  12. Promote growth, belonging, and communication across DELC internal staff.
  13. Increase transparency through clear policies, procedures, and rules that reflect DELC's mission, vision, and values.

Partner Feedback Mapped to Strategies

Appendix C: Growing Oregon Together and Raise Up Oregon 2024-2028 Alignment

This appendix shows the alignment between Growing Oregon Together and Raise Up Oregon.