Governance Options Part II Early Childhood Education Temporary Task Force Governance Working Group Meeting September 19, 2005 Teresa Vast Early Childhood Policy Consultant

Draft 9/19/05 Rev. 10/17/05 Overview What are the essential functions of ECE system governance? What are the essential functions of ECE system governance? What characteristics of a governance structure are essential? What characteristics of a governance structure are essential? What capacities are needed for an effective governance structure? What capacities are needed for an effective governance structure? What is our current model? Are changes needed? What is our current model? Are changes needed? What should we know about various governance structures we are considering? What should we know about various governance structures we are considering? What are some pros and cons of each model for Hawaii? What are some pros and cons of each model for Hawaii? Which models are most promising for Hawaii? Which models are most promising for Hawaii?

Draft 9/19/05 Rev. 10/17/05 Why Create a New Governance Structure? To achieve child and family results, e.g. school readiness To achieve child and family results, e.g. school readiness To coordinate all sub-systems into an effective system for children and families To coordinate all sub-systems into an effective system for children and families To establish decision-making authority that extends across existing programs and services and that is not controlled or unduly influenced by one government agency To establish decision-making authority that extends across existing programs and services and that is not controlled or unduly influenced by one government agency (Bruner, p. 17)

Draft 9/19/05 Rev. 10/17/05 Roles & Functions of Governance Develop and set policy Develop and set policy Generate resources Generate resources Allocate resources Allocate resources Collaborate across systems Collaborate across systems Develop and set standards Develop and set standards Monitor quality of programs, services Monitor quality of programs, services Provide technical assistance Provide technical assistance Oversee evaluation of system performance Oversee evaluation of system performance (Restated from 9/8 Governance Working Group meeting notes)

Draft 9/19/05 Rev. 10/17/05 What are key characteristics needed in a governance structure? Representative – involving those whose perspectives and expertise are needed to make effective decisions Representative – involving those whose perspectives and expertise are needed to make effective decisions Legitimate – regarded as a fair and appropriate locus for decision-making by those affected by the decisions made Legitimate – regarded as a fair and appropriate locus for decision-making by those affected by the decisions made Enduring – sustainable across changes in leadership Enduring – sustainable across changes in leadership Effective and flexible – organized/structured for continuous improvement Effective and flexible – organized/structured for continuous improvement Authoritative – capable of holding all elements of the system accountable to achieving their objectives Authoritative – capable of holding all elements of the system accountable to achieving their objectives (Bruner, p )

Draft 9/19/05 Rev. 10/17/05 Characteristics and Capacities Ability to facilitate collaboration among all public and private players Ability to facilitate collaboration among all public and private players Ability to attract & retain leaders with vision & passion Ability to attract & retain leaders with vision & passion Authority to lead Authority to lead Power to make decisions Power to make decisions Power to generate & control allocation of resources Power to generate & control allocation of resources Authority to ensure uniform data collection and reporting across systems Authority to ensure uniform data collection and reporting across systems (Restated from 9/8 Governance Working Group meeting notes)

Good Beginnings Coordinating Structure/Act 77 Hawaii’s Current Model for ECE Collaboration Good Beginnings Alliance 14 Member Board of Directors Institutional and Individual Members Interdepartmental Council 8 Members DOE, DHS, DOH, DLIR, DBEDT Governor’s Office, Philanthropy, Business GBA Staff GBA Advisory Group Service integration/Coordination Data Collection Public Engagement Finance/ Resource Development Quality Assurance EC Career Development Coalition Kia’Ika ‘Ike (Director’s Group) Good Beginnings County Coordinator Oahu Good Beginnings Community Council Maui Good Beginnings Community Council Hawaii Good Beginnings Community Council Kauai Good Beginnings Community Council GBA Standing Committee Personnel & Finance Good Beginnings County Coordinator Good Beginnings County Coordinator Good Beginnings County Coordinator Community Initiatives Community Initiatives Community Initiatives Community Initiatives School Readiness Taskforce

Draft 9/19/05 Rev. 10/17/05 State-Level Governance Structures to Consider for Hawaii’s ECE System Mandatory Coordination/Collaboration Mandatory Coordination/Collaboration Joint management by two or more departments Joint management by two or more departments Consolidation of ECE programs/services in one existing department Consolidation of ECE programs/services in one existing department Independent governmental entity dedicated to ECE Independent governmental entity dedicated to ECE Quasi-governmental or public/private entity Quasi-governmental or public/private entity Nonprofit entity dedicated to ECE Nonprofit entity dedicated to ECE

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration Separate departments responsible for different aspects of early care and education Separate departments responsible for different aspects of early care and education Mechanism for cross-department coordination/collaboration, e.g. Children’s Cabinet Mechanism for cross-department coordination/collaboration, e.g. Children’s Cabinet Examples: Delaware, Louisiana, Maryland, West Virginia Examples: Delaware, Louisiana, Maryland, West Virginia

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration Variants … Variants … Authority to set standards Authority to set standards Produce a cross-dept children’s budget with prioritized funding recommendations Produce a cross-dept children’s budget with prioritized funding recommendations Pool funds Pool funds May disburse funds to support initiatives May disburse funds to support initiatives Advisory board Advisory board Private sector representatives, parents may be included Private sector representatives, parents may be included May link to local governance entities or communities May link to local governance entities or communities

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Delaware Governance structure Governance structure Interagency Resource Management Committee: Interagency Resource Management Committee: Department heads approve budgets for ECE Department heads approve budgets for ECE Early Care and Education Office Early Care and Education Office Interagency office funded by three departments Interagency office funded by three departments Early Care and Education Council Early Care and Education Council Advisory group of private sector representatives Advisory group of private sector representatives

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Delaware Interagency Resource Management Committee Interagency Resource Management Committee Department heads Department heads Education; Services for Children, Youth, and Their Families; Health and Social Services; Budget Director and Controller General Education; Services for Children, Youth, and Their Families; Health and Social Services; Budget Director and Controller General Work Group: One representative from each of the departments of the Committee members Work Group: One representative from each of the departments of the Committee members Approves budgets for early childhood programs Approves budgets for early childhood programs Fosters interagency coordination in service delivery Fosters interagency coordination in service delivery Established in statute, 1992

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Delaware Early Care and Education Office Early Care and Education Office Established under the auspices of the Interagency Resource Management Committee Established under the auspices of the Interagency Resource Management Committee Interagency office located in the Department of Education Interagency office located in the Department of Education Departments of Services for Children, Youth, and Their Families, Health and Social Services and Education each fund a staff position to support the work of the ECE Office Departments of Services for Children, Youth, and Their Families, Health and Social Services and Education each fund a staff position to support the work of the ECE Office Established in statute, 2000

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Delaware Early Care and Education Council Early Care and Education Council 12 private sector members appointed by the IRMC 12 private sector members appointed by the IRMC includes providers, parents, business, community, schools, Head Start includes providers, parents, business, community, schools, Head Start May establish subcommittees May establish subcommittees Advises the IRMC concerning ECE services in the state; reports annually on status of its work Advises the IRMC concerning ECE services in the state; reports annually on status of its work Staffed by DECEO, with support from IRMC agencies Staffed by DECEO, with support from IRMC agencies Funded by the Department of Education Funded by the Department of Education Established by executive order, 2002

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Pros & Cons Review & clarify pros & cons from 9/8 meeting Review & clarify pros & cons from 9/8 meeting Additions/Revisions? Additions/Revisions? Most compelling pros & cons? Most compelling pros & cons? Remaining questions/issues? Remaining questions/issues? Additional information needed? Additional information needed?

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Pros & Cons Pros Pros Utilizes infrastructure capabilities of separate departments Utilizes infrastructure capabilities of separate departments Builds on the potential of existing system Builds on the potential of existing system Adds leverage for different departments Adds leverage for different departments Built on current system Built on current system Could link to current councils Could link to current councils

Draft 9/19/05 Rev. 10/17/05 Mandatory Coordination/Collaboration: Pros & Cons Cons Cons Cannot administer programs Cannot administer programs Reduction of resources forces departments to pull back to core mission Reduction of resources forces departments to pull back to core mission If entity does not have staff, authority If entity does not have staff, authority May be too wimpy May be too wimpy Doesn’t answer the question of where early education is situated in state government Doesn’t answer the question of where early education is situated in state government

Draft 9/19/05 Rev. 10/17/05 Joint management by two departments Two agencies jointly fund and manage early care and education programs, e.g. departments of Human Services and Education Two agencies jointly fund and manage early care and education programs, e.g. departments of Human Services and Education Variants Variants One agency may have a greater role One agency may have a greater role Coordination with other agencies Coordination with other agencies Coordination with private sector Coordination with private sector May have linkages to local governance entities May have linkages to local governance entities State examples: Arkansas; Connecticut

Draft 9/19/05 Rev. 10/17/05 Joint management by two departments: Arkansas Department of Education Department of Education Funds and set standards for state’s pre-k program Funds and set standards for state’s pre-k program (Arkansas Better Chance) Division of Child Care and Early Childhood Education, Department of Human Services* Division of Child Care and Early Childhood Education, Department of Human Services* Responsible for diverse set of ECE services Responsible for diverse set of ECE services Administers pre-k program Administers pre-k program *Created in 1997 to enhance ECE coordination within state

Draft 9/19/05 Rev. 10/17/05 Joint management by two departments: Arkansas Division of Child Care and Early Childhood Education Division of Child Care and Early Childhood Education Child care licensing Child care licensing Family support – child care assistance Family support – child care assistance Nutrition – USDA food programs Nutrition – USDA food programs Training; CDA scholarships Training; CDA scholarships Technical assistance; grants/loans; resource center for programs Technical assistance; grants/loans; resource center for programs Accreditation/approval system Accreditation/approval system Early Childhood Comprehensive Systems Initiative Early Childhood Comprehensive Systems Initiative Early Childhood Commission Early Childhood Commission Approves licensing standards; advises Division Approves licensing standards; advises Division Child care resource and referral for families Child care resource and referral for families And more! And more!

Draft 9/19/05 Rev. 10/17/05 Consolidation of ECE programs/services in one existing department Effort to improve collaboration across programs Effort to improve collaboration across programs Variants Variants May create an Office of Early Childhood within an existing department May create an Office of Early Childhood within an existing department Coordination with other agencies Coordination with other agencies Coordination with private sector Coordination with private sector May have linkages to local governance entities May have linkages to local governance entities State examples: Florida; Maryland; Tennessee

Draft 9/19/05 Rev. 10/17/05 Consolidation of ECE programs/services in one existing department Maryland Maryland Created Early Childhood Development Division in Dept of Education Created Early Childhood Development Division in Dept of Education Legislature sought unified focus on development & education, birth to completion of high school Legislature sought unified focus on development & education, birth to completion of high school Florida Florida Created Office of Early Learning in Agency for Workforce Innovation Created Office of Early Learning in Agency for Workforce Innovation Legislature sought focus on private sector involvement in a 0-5 coordinated system separate from system of free public education Legislature sought focus on private sector involvement in a 0-5 coordinated system separate from system of free public education

Draft 9/19/05 Rev. 10/17/05 Independent governmental entity dedicated to ECE 1. Establish independent office under Governor ….OR… 2. Consolidate all early care and education programs in a new, independent department Establish a governance board for oversight Establish a governance board for oversight

Draft 9/19/05 Rev. 10/17/05 Independent governmental entity dedicated to ECE Variants Variants Advisory board to include additional expertise Advisory board to include additional expertise Coordination with other agencies to link with comprehensive services Coordination with other agencies to link with comprehensive services Coordination with private sector Coordination with private sector May have linkages to local governance entities May have linkages to local governance entities State examples: Georgia; Massachusetts; North Carolina

Draft 9/19/05 Rev. 10/17/05 Independent governmental entity dedicated to ECE: North Carolina Office of School Readiness, Office of the Governor Office of School Readiness, Office of the Governor State-level interagency public/private group sought an independent office that would not be subsumed by a department State-level interagency public/private group sought an independent office that would not be subsumed by a department Year-long governance planning Year-long governance planning Decision for an office vs. new agency Decision for an office vs. new agency OSR in governor’s office is first step toward goal OSR in governor’s office is first step toward goal Next step – move it under the BOE, not DOE Next step – move it under the BOE, not DOE Smart Start is key partner – retains private status Smart Start is key partner – retains private status Community connections are a strength Community connections are a strength “Keeps government in check” “Keeps government in check”

Draft 9/19/05 Rev. 10/17/05 Quasi-governmental or public/private entity Examples: Public Authority with private sector board members Public Authority with private sector board members Hawaii Tourism Authority Hawaii Tourism Authority Hawaii Health Systems Corporation Hawaii Health Systems Corporation Nonprofit public-private organization Nonprofit public-private organization Nonprofit corporation named in statute with appointed board members from public & private sectors Nonprofit corporation named in statute with appointed board members from public & private sectors North Carolina Partnership for Children North Carolina Partnership for Children State office with public-private board of trustees State office with public-private board of trustees South Carolina First Steps to School Readiness South Carolina First Steps to School Readiness

Draft 9/19/05 Rev. 10/17/05 Quasi-governmental/public-private entity: Hawaii Tourism Authority Cabinet–level agency Cabinet–level agency Reports directly to Governor; Attached to DBEDT for administrative purposes Reports directly to Governor; Attached to DBEDT for administrative purposes Policy-making board Policy-making board Private sector representatives from all industry sub-sectors, business community, community-at-large Private sector representatives from all industry sub-sectors, business community, community-at-large Public sector representatives Public sector representatives County appointees County appointees Ex-officio: Directors of DBEDT, DLNR, Transportation Ex-officio: Directors of DBEDT, DLNR, Transportation Dedicated revenue source: hotel tax (TAT) Dedicated revenue source: hotel tax (TAT) Develops and implements policy & plans; administers programs; coordinates with public & private sectors Develops and implements policy & plans; administers programs; coordinates with public & private sectors

Draft 9/19/05 Rev. 10/17/05 Quasi-governmental/public-private entity: Public-Private Corporation NC Partnership for Children State-level nonprofit corporation named & authorized in statute State-level nonprofit corporation named & authorized in statute Public-private board appointed by governor, legislature Public-private board appointed by governor, legislature Must follow laws of public meetings & public records; subject to annual state fiscal and performance audits Must follow laws of public meetings & public records; subject to annual state fiscal and performance audits Receives state funds & state-allocated federal funds; raises private funds to required match (15%) Receives state funds & state-allocated federal funds; raises private funds to required match (15%) Implement Smart Start Initiative with local partnerships Implement Smart Start Initiative with local partnerships Oversee and provide funds to county-level nonprofits (local partnerships) Oversee and provide funds to county-level nonprofits (local partnerships)

Draft 9/19/05 Rev. 10/17/05 Quasi-governmental/public-private entity: State office w/public-private Board South Carolina First Steps to School Readiness Board of Trustees includes Governor, Superintendent of Education, legislators, department heads & 20 appointed private-sector members & parents Board of Trustees includes Governor, Superintendent of Education, legislators, department heads & 20 appointed private-sector members & parents Office reports to Board, situated in Dept of Education Office reports to Board, situated in Dept of Education Receives state funds, raises private funds Receives state funds, raises private funds Links with and provide funds to county-level nonprofit partnerships to carry out initiative Links with and provide funds to county-level nonprofit partnerships to carry out initiative

Draft 9/19/05 Rev. 10/17/05 Nonprofit entity dedicated to ECE Receive public funds to fulfill a public purpose Receive public funds to fulfill a public purpose Examples: Examples: Los Angeles Universal Preschool Los Angeles Universal Preschool

Draft 9/19/05 Rev. 10/17/05 Which governance model is best for Hawaii’s ECE System? What are the goals for the ECE system? What are the goals for the ECE system? What governance functions are needed to achieve the goals? What governance functions are needed to achieve the goals? What characteristics and capacities are needed to govern the system effectively? What characteristics and capacities are needed to govern the system effectively? What is our current model? Are changes needed? What is our current model? Are changes needed? What are the pros & cons of the various models? What are the pros & cons of the various models? What are the most promising models? What are the most promising models? What are the remaining questions and issues? What are the remaining questions and issues? Next steps to develop ECE governance structure for HI? Next steps to develop ECE governance structure for HI?

Draft 9/19/05 Rev. 10/17/05 References Bruner, Charles, with Michelle Stover Wright, Barbara Gebhard, and Susan Hibbard. (2004). Building an Early Learning System: The ABCs of Planning and Governance Structures. Des Moines, IA: Child & Family Policy Center, State Early Childhood Policy Technical Assistance Network (SECPTAN) Bruner, Charles, with Michelle Stover Wright, Barbara Gebhard, and Susan Hibbard. (2004). Building an Early Learning System: The ABCs of Planning and Governance Structures. Des Moines, IA: Child & Family Policy Center, State Early Childhood Policy Technical Assistance Network (SECPTAN)