Financing Child Care in the United States - Ewing Marion Kauffman ...

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FINANCING CHILD CARE IN THE PRIVATE SECTOR PHILANTHROPY • Local organizations organized the Accreditation Initiative grant program and secured resources to allow the Accreditation Project to assist more providers. Simultaneously, Heart of America United Way and other organizations, as part of their public policy commitment to Partners in Quality, sought legislation in Missouri. This legislation was designed to provide a 20 percent rate differential to accredited child care programs that accept children funded through the state’s subsidized child care program. The legislative initiative was successful and provides the opportunity for sustaining accreditation that is attained through the locally driven Accreditation Initiative grant program and Accreditation Project. Additional public policy initiatives are underway to secure more public–sector support for accreditation. • Participants in the Kansas City efforts all indicate that there is a strong history and culture of cooperation and partnership among the organizations concerned with child care quality. This history facilitated the approach adopted by Kansas City, in which different organizations take the lead in planning and executing parts of the overall plan developed by Partners in Quality. The participating organizations indicate that they have avoided turf issues, and that organizations were provided with roles and activities that took advantage of their strengths. • The local foundation community has played an important role in bringing together the groups in Kansas City. Foundations have provided leadership in establishing a community vision and providing key resources to accomplish the vision. The foundations have honored the strong roles and capabilities among the local organizations and provided grant support in a consistent manner. • The support of the business community in developing the community plan, and in supporting implementation of the Accreditation Initiative, was gained in part through community education efforts. Research on brain development and the opportunities for early learning was used to help many high–level business and civic organizations understand the impact that quality child care could have on children’s overall development. • Heart of America Family Services developed a special project, the BrainChild Initiative, to build community–wide awareness and involvement in early childhood issues. Materials developed by the BrainChild staff have been used by United Way’s corporate campaign staff members as they reached out for additional financial support for accreditation. United Way found that the decision to focus on quality improvement for the early childhood programs it funds has been useful in attracting new resources for the Accreditation Initiative. Materials from BrainChild, as well as the United Way’s decision to provide incentives to the program it funds to achieve accreditation, have proved persuasive to individuals and corporate givers alike. OTHER SITES WITH SIMILAR STRATEGIES Foundations and United Ways have been active in communities across the country to help finance community–level strategies to improve child care quality through accreditation. Kansas City is distinguished by its large–scale community plan developed with the assignment of different roles and responsibilities across a wide variety of agencies. Child Care Matters, profiled on page 124, provides another privately sponsored approach, as does Focus on Our Future: A Child Care Initiative of York County, profiled on page 131. The Chicago Accreditation Partnership, profiled on page 145, is a public–private partnership that has accreditation as its central mission. CONTACTS Paula Neth, Program Manager Heart of America Family Services 626 Minnesota Avenue Kansas City, KS 66101 Phone (913) 342 1110 Fax (913) 342 3632 E–mail pneth@hafs.org Katherine Rivard Coordinator of the Child Care Accreditation Initiative Heart of America United Way 1080 Washington Kansas City, MO 64105 Phone (816) 472 4289 Fax (816) 472 5134 E–mail katherinerivard@hauw.org 135
MODEL CENTERS INITIATIVE OF THE MIRIAM AND PETER HAAS FUND (SAN FRANCISCO, CALIFORNIA) DESCRIPTION The Model Centers Initiative provides significant, multiyear support to help several child care centers that serve low–income families with preschool–age children become “model centers” that provide developmentally appropriate, high–quality child care. WHEN ESTABLISHED The initiative was designed during 1995, and the first four centers were selected to participate in 1996. ANNUAL AMOUNT Annual grants to the centers range from $100,000 to $500,000 with a five–year commitment to the initiative. SERVICES FUNDED Each center requested funds for specific improvements, such as staff development, salary enhancements, equipment and supplies, comprehensive service staff (e.g., social workers), physical renovations and planning for the purchase and/or construction of a new site. In addition to funding an initial needs assessment consultation for each center, the Fund has paid for a five–year evaluation and technical assistance to the model centers. Fund staff spend a significant portion of time on work related to the model centers. HOW FUNDS DISTRIBUTED After a thorough needs assessment for each center (commissioned by the Fund), each center prepared an improvement plan and associated funding request. After the Fund reviews and approves the annual plan, each center receives a quarterly payment based on the cash flow required to implement its plan. POPULATION SERVED Low–income families in San Francisco who use one of the model centers for child care are the population served directly. STRATEGIC CONSIDERATIONS • The Model Centers Initiative represents a significant financial investment and commitment on the part of a philanthropic organization to child care in a city. • The Fund is concerned that its commitment and infusion of resources to early childhood serve as a catalyst, encouraging other funders to increase, rather than reduce, their commitments to early childhood. It is tracking both public and private investment in early childhood activities in San Francisco. Further, the Fund is actively engaged in—and providing financial support in partnership with other funders to—other community child care initiatives. • The Program Materials and Equipment (PM&E) fund provides small grants of about $3,000 to all licensed centers. The fund participates in the Child Care Facilities Fund and Professional Development Initiative. • The Fund produced and distributed a pamphlet, “Early Childhood Education: A Social and Economic Imperative.” This provided an opportunity to share the lessons learned in San Francisco through model centers to persuade other private funders to make a similar commitment to early childhood in their own cities. • To the extent that the Fund can target its resources to improving the context in which all San Francisco centers operate, it will be more likely to produce lasting improvements in the model centers and improvements that will reach beyond them. Contextual factors that might be addressed include professional development, public financing for child care services, facility development and financing. • Initiatives designed to directly help a relatively small proportion of the child care centers in a given city will miss home–based child care. However, the contextual changes that result will have the potential to positively affect the wider child care community. OTHER SITES WITH SIMILAR STRATEGIES Some community foundations make grants to support child care projects. Other family foundations also support child care improvement efforts in communities. A coalition of New Jersey foundations is involved in a similar effort in the City of Newark. CONTACT Cheryl Polk, Program Director Miriam and Peter Haas Fund 201 Filbert Street San Francisco, CA 94133 Phone (415) 296 9249 Fax (415) 296 9249 136
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ABOUT THE GRANTEE PHILADELPHIA CITI
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HOW TO USE THIS CATALOG This catalo
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DIFFERENT EXPECTATIONS The expectat
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03 LONG-TERM THINKING Successful st
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LEVERAGING Matching and leveraging
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TAXES Income taxes are the major so
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EMPLOYER INCOME TAXES Twenty-five s
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LOCAL PROPERTY TAXES CHILDREN’S S
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GENERATING PUBLIC REVENUE LOCAL PRO
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GENERATING PUBLIC REVENUE SALES AND
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GENERATING PUBLIC REVENUE FEES •
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GENERATING PUBLIC REVENUE LOTTERIES
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SOCIAL AND HUMAN SERVICES A number
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EDUCATION Education is a powerful r
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ALLOCATING PUBLIC REVENUES SOCIAL A
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HEALTH EARLY CHILDHOOD EDUCATION LI
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EDUCATION STATE INVESTMENTS IN PREK
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ALLOCATING PUBLIC REVENUES EDUCATIO
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income tax provisions for child car
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