1. Sound Child Care Solutions A Consortium of Centers, Better Together

2.  Why are most kids in sub-standard care?  Why is there a gap between what parents can pay and what it costs?  Why does the average director burn-out and leave after 2 years?  Why do boards burn-out too?  Why do teachers have trouble gaining credentials?  How can directors be expected to simultaneously be great business people and visionary educational leaders?

3.  Non-profit structure for high quality centers to join together  Share ‘back office’ functions to streamline & strengthen business practice; costs covered by savings from operating together (no fees)  Retain feeling of small (name, community & family identity)  Center directors get support to achieve their Educational Vision  Shared Leadership across centers  Anti-racism focus

4.  Better together  Economic strength from being a larger organization  Financial discounts from economies of scale = more $$ for education  Comprehensive approach to professional development  Technology tools streamline business; help teachers individualize teaching  Industry Trend towards consolidation; avoids “McDonalds” of child care  Avoids director and board burn-out  Teacher pathways to stay in education

5.  LESS CHAOS: Strong, stable administration is necessary for teachers to thrive in their passion  MORE VISION: Directors need support to achieve their educational vision  MORE MONEY FOR KIDS: Keep the ‘small’ that works, but increase size to free funds for classrooms

6.  Diana Bender, Co-Executive Director ◦ 10 yrs at City of Seattle (Early HS, Financing) ◦ Master’s from Harvard ◦ Significant Fundraising, Financial Analysis, Management experience  Laura McAlister, Co-Executive Director ◦ 25 years with children, families & teachers as teacher, Center Director and College Professor ◦ Master’s from Pacific Oaks ◦ Significant Coaching and Teacher Training experience

7.  Financial (Payroll, Benefits, Billing)  Bulk purchasing goods & services  Professional Development system  Fundraising & Development  (Re) Accreditation support  Staff Recruitment  Substitute Pool  Technology  Helping infuse Culturally Relevant Anti- Bias Practice

8.  Hire, fire and all supervision  Sign off timesheets and parent bills  Create and manage Center Budget  Make all decisions re education, curriculum & family participation  Share in decisions affecting more than one center (vendors, insurance, professional development system, SCCS-wide budget)

9.  Integrated approach more effective, less expensive with better child outcomes  Teacher-as-researcher with Mentor Teacher  Professional Development plans lead to degrees necessary for accreditation  Teaching improves by sparking intellectual curiosity & building competence  Career pathways keep teachers teaching

10. Benefits to Centers Saves Money: At scale, central costs & PD covered. Savings of $20-40K annually as each new center joins. Financial Management: Directors do budgets (with support), Advisory Board approves, Financial Analysis Fundraising: Larger Impact, Access to more Grants Operations Support: Share Best Practices & Problem-solving, Support for Culturally Relevant Anti-Bias Practice, Shared parent education curricula Professional Development Builds community

11. Most Cost-Efficient Way to Organize Center staff become SCCS employees Center Director becomes SCCS Corporate Officer Center Board becomes Center Advisory Board Center Director makes all Center management decisions (hiring, daily supervision, budget) Decisions affecting more than one center made by Consortium Leadership Team (Center Directors, VP Finance, Laura & Diana)

12.  What about our assets? (They can be protected.)  Why should I ‘give’ my center to you? (We don’t want it!)  What’s the cost? (None; We’re raising start-up costs then it’s sustainable.)  Do I have to use all services? (No)

13.  Venture Grant from national experts on child care financing got us started.  Five centers fully integrated with basic shared services in place.  Sixth center set to open doors in Sept. 2011  Seeking $380K for full-scale pilot: $290K secured & $90K to go!

14.  Strong Staff and Director  Source of Outside Funding  Shared Values:  Early childhood education quality  Access for low income children  Culturally Relevant, Anti-bias policy and practice  Willingness to engage with new technology  Commitment to professional development

15.  Overall process  Exploration Phase  Discussion Phase  Commitment Phase  Possible Next Steps for Joining  Get to know each other  Explore Financial situation  Explore Interim Support possibilities  Refine & develop partnership (Q & A, define implementation issues) Process & Next Steps