Strategic Plan

We work alongside families to nurture and educate our youngest learners

in a safe, welcoming environment rooted in community and care.

For over five decades, Crispus Attucks Children’s Center (CACC) has been a cornerstone of high-quality early education and care for Boston’s children and families. Serving approximately 200 infants, toddlers, and preschoolers daily on a 2.5-acre campus, CACC has earned a reputation for excellence, stability, and deep community ties. As the early childhood education landscape evolves—with heightened expectations for quality, family engagement, and accountability—CACC launched a strategic planning process to ensure it remains a leader and innovator in serving children and families. We are pleased to share this summary of the results of that work.

Purpose and Methodology

This strategic planning process was designed to provide a clear, actionable roadmap for the next several years, rooted in evidence, best practices, and stakeholder input. The project unfolded in multiple phases:

Stakeholder Engagement – Over 30 individual interviews were conducted with senior staff, board members, community organizations, donors, and city/state partners, supplemented by group interviews with preschool and infant/toddler teachers and administrative staff.

Family Voice – Results from the 2023 parent/caregiver survey were analyzed alongside a new 2025 survey, capturing feedback from 52 families (36 English, 16 Spanish). This input revealed both high satisfaction and key areas for improvement, particularly around communication and family engagement.

Financial and Governance Review – CACC’s financial stability, revenue/expense profile, and capital plan were examined, along with its governance documents and board structure. Best practices from organizations such as NACD, 501 Commons, Global Giving, and the National Childcare Association informed recommendations.

Competitive Landscape – A review of nearby early childhood providers identified both competition and collaboration opportunities. While there are nearly 100 family childcare sites within a one-mile radius, only a handful accept vouchers; just eight other community-based preschools are nearby. This analysis underscored CACC’s unique position in serving low-income families.

The findings from this comprehensive assessment informed five strategic focus areas.

Strengths to Build Upon

The planning process reaffirmed CACC’s considerable strengths:

Children are happy and thriving, supported by dedicated teachers and staff.
The facility is a beautiful oasis in the middle of Dorchester, with a beautiful campus featuring playgrounds, gardens, two buildings, and ample parking.
Leadership is stable and respected, with finances that have been stabilized in recent years.
Families express high overall satisfaction, especially with teachers and the learning environment.
The Board is committed to CACC’s mission and open to expanding its capacity.
These strengths provide a solid foundation for future growth and innovation.

Strategic Planning Focus Areas

1. Clarify and Strengthen CACC’s Mission

2. Strengthen Community Engagement and Partnerships

3. Develop Meaningful and Reliable Metrics for Management

4. Build a Sustainable Funding Plan

5. Expand and Strengthen the Board

Acknowledgements

CACC is deeply grateful to The Harvard Business School Association of Boston’s Community Action Partners volunteers Bob Fox, Dan Ross, Lynn Garvin, Mark Connolly, Bill Aliski, and Randi Ingerman for their contributions to this important work.