Best Practices & Results

Money Matters: Financing Municipal Children's Initiatives

No one denies that times are hard now. Sustaining programs during such times is difficult but not impossible. In a recent nationwide audio conference sponsored by the Institute for Youth, Education, and Families of the National League of Cities, three experts shared their insights, experiences and best practices in financing early care and education programs.

The speakers were:

• Anne Mitchell, Early Childhood Policy Research, based in New York State.
  
• Mark Ouellette, Senior Program Associate, Afterschool Programs, Institute for Youth, Education, and Families, National League of Cities.
  
• Jerry DeGrieck, City/Schools Liaison & City's Project Lift-Off Coordinator, City of Seattle Department of Neighborhoods/Office for Education.

Below are a few highlights of the session.

Finance is an important and big issue but leadership is even more important. Strong leadership can bring key partners to the table. Leaders must be willing to share information, resources, and in-kind contributions. Leaders must have a common vision and a plan to achieve that vision. Through planning, leaders determine where they are going, what it will take to get there, and what outcomes will be achieved.

Leaders must talk to various providers about costs, consider what resources currently are available, and think about how to collaborate to achieve the vision. Leadership must strongly commit to achieving the vision regardless of revenue source.

It is critical for the municipality to engage the broader community and sell them on the results of the project. A municipality is a non-threatening entity and, thus, can broker successfully and involve partners. It is the role of municipalities to say what should be in place to make the municipality a great place to live and to consider the role of the federal and state government. Municipalities must sell the ideas to the state and to the community.

Family services staff and community leaders must advocate on behalf of children and families. When economic conditions are bad and the tax base is down, there is resistance to maintaining programs. Family services staff must become experts in advocacy and good debaters on issues to get program support from community leaders and partners.

Family services staff and community leaders must cultivate relationships with and keep officials informed about programs and results. Mayors, city council members, and state legislators want to know what is going on. Sharing clear, succinct results keeps legislators and policymakers informed about community issues and successes.

In tight times it is imperative to avoid competition among groups for the same pots of money. Consider these questions when seeking funds:

• What is in the best interest of the children?
  
• What makes the most sense?
  
• What strategies will promote community-wide support and collaboration?
  
• How can those interested in the same areas better work together to seek funds from sources?
  
• How can partners bring different funding sources together? Use leveraging to increase partners and resources. Show how if one funding source is cut, the leveraged amount from another funding source will disappear.
  
• Are there underused funding sources available, for example, community development block grant funds?

For more information on specific funding sources and exemplary projects, see these Web sites:

www.projectlift-off.org
www.financeproject.org
www.earlychildhoodfinance.org Review Financing Early Care and Education in New York State: A Briefing Paper prepared for the Early Care and Education for All Conference.
www.emkf.org/pages/11.cfm Look at Financing Child Care in the U.S.: An Expanded Catalog of Current Strategies (2001 ed.)

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