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Using the Alliance Model in Early Childhood Convened by CCRC, Loraine OH

Using the Alliance Model in Early Childhood Convened by CCRC, Loraine OH . Louise Stoney, Alliance for Early Childhood Finance May 13, 2010. INVENTED THE NEXT NEW THING. GOT A MUCH BETTER JOB AND PAID MORE TAXES. DIDN’T START SELLING DRUGS. DIDN’T DROP OUT OF HIGH SCHOOL.

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Using the Alliance Model in Early Childhood Convened by CCRC, Loraine OH

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  1. Using the Alliance Model in Early Childhood Convened by CCRC, Loraine OH Louise Stoney, Alliance for Early Childhood Finance May 13, 2010

  2. INVENTED THE NEXT NEW THING GOT A MUCH BETTER JOB AND PAID MORE TAXES DIDN’T START SELLING DRUGS DIDN’T DROP OUT OF HIGH SCHOOL DIDN’T HAVE TO REPEAT A GRADE DIDN’T BEAT UP A BOY Source: Paul Sheldon, Citicorp. Based on data from ECE model programs like Perry Preschool and Abecedarian High-Quality ECE is Essential COST BENEFIT Dollars Age 21

  3. Higher Standards More accountability More complexity – in service delivery and reporting Increased costs National Context: Focus on Quality, Accountability, Results Achieving good results for kids isn’t easy!

  4. ECE is Market-Based:Most Revenue is Tuition & Fees Consumer tuitionis the largest source of revenue, roughly 57% of total industry receipts Private sectorrevenue has increased dramatically but still less than 4% of total Government funding @ 39% of total, and is primarily portable funding (vouchers or tax benefits)

  5. Bottom-Line Issues for ECE Businesses • Ensure Full Enrollment – every day, in every classroom • Collect Tuition & Fees – in full and on-time • Fees cover cost or have 3rd party revenue source to fill the gap

  6. The Many Roles of an ECE Director The average child care center serves 75 children; In many centers a single director is responsible for multiple tasks.

  7. Market Challenges Lack of effective demand from consumers for high quality services. Insufficient product differentiation makes it difficult for consumers to obtain information on the quality of early care and education services. Low profitability due to high labor costs, quality standards, and price-sensitive consumers. No economies of scale in an industry composed of very small businesses.

  8. Shared Services • Purchasing goods & services • Food Services (including CACFP admin) • Quality Support – mentor teachers, classroom & child assessments, etc. • Management/Administration (e.g. team of directors/supervisors) • Fiscal (Billing and Fee Collection) • Marketing • Fundraising • Human Resources & Staffing • Health/Mental Health/Family Support

  9. 28 Alliances Across the US (May 2010)

  10. A National Movement:Growing Engagement from Philanthropy and Government • Annie E. Casey FoundationDavid and Laura Merage FoundationWilliam Penn FoundationMiriam and Peter Haas FundGoizueta FoundationUnited Way WK Kellogg FoundationCommunity Development AgenciesCCDF/TANF/Head Start • ….and many other local funders

  11. Getting Started • Shared Services is a framework that builds on existing institutions and strengths • Not a “franchise” - looks different in different communities • Is rooted in shared leadership • Can include a variety of services an entry points -- One size does not have to fit all

  12. One Option:A Two-Level Approach Statewide/Regional services • Delivered, via web portal, to large number of centers and home-based providers in the state or region • Examples: bulk purchasing, insurance, HR support, marketing templates, credit card payment, etc. In-depth services • Delivered to a smaller group of centers or homes who are ready for much more intensive interaction • Examples: ECE staffing service, invoicing/fiscal management support, mentor teachers, child assessments, collaborative approach to data collection or licensing/QRIS compliance, etc.

  13. To check out the website, go to www.ecesharedresources.org Click Membership on the top bar Sign up for a temporary passcode

  14. Shared Services In-Depth Examples: • The Children’s Home in Chattanooga, TN • Sound Child Care Solutions in Seattle, WA • Infant-Toddler Family Day Care in Fairfax, VA

  15. A Potential ECE Network Administrative Services: payroll, billing, fee collection, marketing, tax/finance support, etc. Research & Development: Information Technology, data collection & analysis, etc. Happy Acres Day Care Green Hills Child Care Center Tender Tots Pre-School Human Resources including health & retirement benefits, Unemployment Insurance, etc. Bulk Purchase of Goods and Services Network Hub (Shared Staff) Comprehensive Services: health, mental health, social services, family support The Newberry After School Program Annie’s Nursery School Staff Recruitment & Screening, including substitutes Mary’s Family Child Care Home Classroom Supports: mentor teachers, classroom assessments, QRIS support, etc. Fundraising and Fund Development (from public and private sources)

  16. A Potential ECE Network work Happy Acres Day Care Payroll, billing, fee collection, etc. Tender Tots Pre-School Green Hills Child Care Center Shared Staff: health, MH, SS, family support, etc. Research & Development Network Hub Employee Benefits Wage Subsidies / Employment Tax Credits Staff Recruitment & Screening The Newberry After School Program Pre-K Class at Lakewood Elementary Mary’s Family Child Care Home Annie’s Nursery School Briarwood CCR&R QRIS Support

  17. Reinventing the Industry: New Approaches to Staffing & Budgeting A Shared Service approach offers the opportunity to re-think staffing and supervision, job descriptions, roles, responsibilities, etc. In ECE, staffing patterns have a profound impact on the budget.

  18. Budget for Small Center: 20 Full-Time Children Expenses Revenues Revenues for this center increased by $20,000 in the first year, due to improved fiscal management and full enrollment. A total of $62,000 is now available to support shared administration and/or to invest in quality improvements in the center. Reduced site expenses due to shared services: $42,000

  19. Staffing Changes in Small Center: 20 Full-Time Children *Director spends remaining 75% of time at central office, on administrative tasks supporting ALL sites in the Alliance, including this one.

  20. Budget for Larger Alliance Center: 65 Full-Time Children Expenses Revenues Revenues for this center increased by $35,000 in the first year, due to improved fiscal management, quality and full enrollment. A total of $153,000 is now available to support shared administration and/or to invest in quality improvements in the center. Reduced site expenses due to shared services: $118,000

  21. Staffing Changes in Larger Center: 65 Full-Time Children

  22. Long-Term Results from Shared Services Stronger Team of Professionals  Better Cash Flow & Fiscal Stability ✚ Higher Quality Early Learning Program  Children Ready for School

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