1. + How Do We Get There From Here? The Role of the Early Childhood Advisory Council in System Building Helene Stebbins NH Early Childhood Advisory Council Inaugural Meeting September 28, 2011

2. + Goals What is a system? What is the role of the Council in system building? 2

3. + What is a System? A group of related parts that form a complex whole A way of proceeding A set of principles PartsProcess Principles 3

4. + Parts Direct Services: Programs/services that directly touch children and families Child care Head Start Medical home/health care Early Intervention Home visiting services Child welfare 4

5. + Process Infrastructure: Efforts that enhance quality and improve access to direct services: Improvement strategies/QRIS PD/support for practitioners Standards Financing Leadership/Governance Stakeholder engagement/public will/communication Accountability/monitoring/data systems 5

6. + Principles Values that guide your work. Serve all children and their families Comprehensive (health, ECE, family supports) Collaborative Racial Equity Cultural Competence Respectful of the role of parents 6

7. What Results Should a Comprehensive Early Childhood System Deliver? Values and Principles Optimally, a comprehensive early childhood system will: Reach all children and families, and as early as possible, with needed services and supports Genuinely include and effectively accommodate children with special needs Reflect and respect the strengths, needs, values, languages, cultures and communities of children and families Ensure stability and continuity of services along a continuum from prenatal into school entry and beyond Ease access for families and transitions for children Value parents as decision makers and leaders Catalyze and maximize investment and foster innovation 7 Early Learning and Development Health Family Leadership and Support Comprehensive services that promote children’s physical, developmental, and mental health Nurturing relationships, safe environments, and enriching experiences that foster learning and development Resources, experiences, and relationships that strengthen families, engage them as leaders, and enhance their capacity to support children’s well being Thriving Children and Families

8. 8 Finance Strategically What Are the Functions of a Comprehensive Early Childhood System ? Define and Coordinate Leadership Create and Support Improvement Strategies Enhance and Align Standards Ensure Accountability Recruit and Engage Stakeholders Early Learning and Development Health Family Leadership and Support Outcome: Thriving Children and Families 8

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10. 10 Kansas ECCS Model

11. Minnesota EC System Functions wilderresearch.org

12. 12 Michigan’s Great Start Initiative

13. + What is a System? A group of related parts that form a complex whole A way of proceeding A set of principles PartsProcess Principles 13

14. + System Building The act of transforming a disparate array of programs and infrastructure supports into a coherent system of service delivery that meets the comprehensive needs of young children. 14

15. + System Building How do we get there from here? 15

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17. + What Makes A Successful Council? 1. Focus on Outcomes 2. Data 3. Leadership 17

18. 18Early Childhood Systems Working Group

19. 19 Early Childhood Colorado Framework

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21. + Data, Data, Data  Data is the foundation of system building  High-quality, coordinated, timely data is very difficult to get. 21

22. + Every State Collects ECE Data States Collect Child-, Program Site-, and ECE Workforce-Level Data by ECE Program Source: Early Childhood Data Collaborative 2010 State Analysis, www.ecedata.org

23. + Leadership  Articulate the outcomes that will drive the development and use of coordinated state EC data systems.  Evaluate current and future data collection and linkage needs based on the state’s critical policy questions.  Strategically govern data collection and use, including ensuring the privacy, security and confidentiality of EC data. 23

24. + Leadership "[Y]ou want open airing of views and opinions and suggestions upward, but once the policy's decided you want rigorous, disciplined implementation of it. And very often in the government the exact opposite happens. People sit in a room, they don't air their real differences, a false and sloppy consensus papers over those underlying differences, and they go back to their offices and continue to work at cross ‐ purposes, even actively undermining each other.” - Richard Holbrooke, quoted in the New Yorker September 28, 2009 24