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Illinois Early Childhood Community Systems Development Plan Executive Summary Illinois has been at the forefront of the nation in developing and funding high quality programs for young children and is working to build a more systemic approach to ensuring that children with highest needs are able to access the full range of high quality services. Families, however, often encounter difficulty learning about, applying for, and taking advantage of programs that would benefit their children. Is it that families are “hard to reach” or are our systems “hard to navigate?” As a state, we have been testing out various approaches at the community level to solve this problem and to create “pipelines” for identifying and providing continuous service to young children. Under the Race to the Top-‐
Early Learning Challenge grant, seven Innovation Zones are implementing localized strategies for reaching and serving specific populations of young children. And in recent months, state and local leaders have responded to federal grant opportunities that require us to identify opportunities at the community level for partnership, leveraging of resources and cross-‐sector approaches to the challenges presented in the grants. Illinois’ Community Systems Development Plan engaged more than 200 stakeholders over a 10-‐
month planning process, including two dozen “thought leaders” from the public and private sectors at the state and local levels. Without a strong community-‐level infrastructure that is ready and capable to partner and plan on an ongoing basis and to develop more strategic ways to reach children and families, our state has continually created new coalitions to respond to funding opportunities as they arise. It has become increasingly clear that, while we are a state that has been quite strategic in our approach to early childhood and are lauded across the country for our innovations, we can do even better. We must find a way to partner at the community level with greater intentionality, maximizing our resources and assuring our ability to customize our early childhood programs and services to the very diverse needs of our state, our communities and, most importantly, our young children and families. Why do we need a community systems development plan? Illinois is a large and diverse state with nearly 1 million children under the age of six. Twenty-‐two percent of our state’s young children live in poverty. One in four has at least one parent who is in an immigrant and likely speaks a language other than English as the first language. Two-‐thirds of the state’s population is in Chicago and surrounding counties and about 17% are in rural areas. Our early childhood system, which encompasses early learning and development, health, and family support, is similarly large and complex. The Illinois system is an array of more than 20 programs funded by the state and federal governments to the tune of roughly $1.6 billion. For the most part, these programs are separately administered and delivered through hundreds of contracts with community-‐based organizations, school districts, and other public and private agencies. With both extreme urban and rural areas of the state, challenges, resources, and approaches to service delivery vary greatly. Moreover, state contracts frequently mandate collaboration and coordination at the community level, but these same contracts may inadvertently set up a competitive relationship with contractors working to meet their specific caseloads and requirements. As a result, our public and private resources are not being used as efficiently or effectively as they could be. At the local level, more than 40 cross-‐sector local early childhood collaboratives have formed -‐ either “organically” or in response to a state initiative. Most of these collaboratives formed with the explicit purpose of weaving these state and federal programs and services together with local resources into a comprehensive system for their community’s young children. The landscape of these collaboratives is uneven across the state, with 62 counties (primarily rural) having no formal early childhood collaboratives. Within Cook County, the majority of children live in communities that are not part of an existing collaborative. Moreover, because they were created in response to different initiatives, most of the existing collaboratives are not connected together, are not working towards a set of common outcomes, and receive little or no support for their efforts from the state. Local early childhood collaboratives are increasingly being looked to as a locus for testing policies and innovations for finding, engaging, and serving children with high needs in comprehensive, high quality services. Readiness and local capacity to plan for and implement the cross-‐system strategies that are proving necessary to meet ambitious state goals must be germinated, nurtured, and sustained within a unified state system of support. Illinois is building the necessary state-‐level infrastructure to coordinate strategies, policies and funding across state agencies through the Office of Early Childhood Development (OECD) and the state Inter-‐Agency Team. For Illinois Early Childhood System Goals the first time, our state has system wide goals (see box) to which all sectors of the system are working to align. To operationalize these goals, it is State Goal 1: imperative that we work to align our regional and local systems and adopt a Every family with children age birth to common set of metrics by which we are measuring progress towards those kindergarten entry has access to: ongoing outcomes at every level. preventative health care; developmental guidance and screening; information What is the answer? about high quality early learning There is broad agreement that more effective coordination of resources at programs; alignment of instruction and and between all levels -‐ state, regional, and local -‐ will contribute to supports in kindergarten and beyond. improved outcomes for children. The Illinois Community Systems State Goal 2: Development Plan offers a way forward for Illinois to more effectively This system will provide intensive leverage its public and private resources at every level to assure that each supports and services to all families of and every child enters kindergarten safe, healthy, ready to succeed and eager Children with High Needs to provide to learn. Through the development of regional cross-‐system leadership, access to: Illinois can more effectively, efficiently, and coherently initiate and support –
Support and “coaching” in local collaboration that advances the state agenda and responds to local establishing positive parent-‐child needs and opportunities. relationships and providing key early learning experiences for This plan looks at how we maximize the best of what we currently have and their young child at home. –
Affordable, high quality care for how we fill in the gaps of our infrastructure to do even more. Among the their children while the parents compelling reasons for a community systems approach as a state priority are: work or attend school or • Better Results: The State's goals are best advanced through strong training. local systems. As the national research shows in The Nuts and Bolts –
High quality early education of Building Early Childhood Systems through State/Local Initiatives, services of sufficient intensity states that have taken community-‐based systems approaches have and focus to prepare the seen the results in terms of improved school readiness, reduced children for success in school. drop-‐out rates and higher graduation rates and improved national –
Early Intervention and Special test scores. This is a strategy that has a proven return on investment. Education services –
“Wrap-‐around” family support • Maximization of Resources: A consistent, coherent, and supported services that continue into approach to local collaboration will enable communities to maximize elementary school. and effectively and efficiently use both public and private early childhood resources across the comprehensive system. • Greater Public Awareness and Engagement: Local voices are often the most impactful in efforts to raise awareness and build support for increased public investment. Through a community systems approach that includes strong state and regional support, local collaboratives will have the tools and consistent messaging necessary to create a strong and unified voice. •
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Involving Parents: Parents must be partners in the planning at the state and local level as to how to best meet the needs of families and young children. Parents are much more likely to engage first at the local level with trusted providers, around issues and services that directly impact their children and families. Better Planning and Coordination: Illinois’ diversity necessitates that the state consider regional and local assets and needs when engaging in statewide systems planning. In many parts of the state, including areas with a high concentration of children with high needs, this approach will create a formal local-‐state mechanism for system planning and coordination. Effective Collaboration: Community-‐based providers recognize and understand the needs of young children and their families, but are often limited by their contractual requirements to implement collaborative solutions to address that complexity. Local collaboratives can also more effectively seek and deploy “gap-‐filling” resources to meet the community needs. Greater Community Capacity: Both the state and local communities must be continually building capacity and readiness for opportunities to expand and enhance programs for children and families including such grants as the Early Head Start/Child Care Partnership and Pre-‐K grants. Illinois Community Systems Development Plan The Illinois Community Systems Development Plan was developed around the state's vision for young children: Ensure that each and every child enters kindergarten safe, healthy, ready to succeed and eager to learn. In response to that vision, Illinois Thought Leaders created key principles (see box) to guide their planning and emphasized the need for statewide coordination, alignment and support to local collaboratives focused on community planning and decision-‐making. The priority in this new approach is to achieve progress towards a statewide set of measurable performance outcomes designed to meet the state's vision for young children and families. Key components of the plan include a focus on the infrastructure and coordination needed at the state, regional and local levels. Under the leadership of the Governor's Office of Early Childhood Development (OECD) and the Inter-‐Agency Team, state government leaders will need to launch this effort through such actions as Illinois Community Systems Development adjustments in contract language and braiding and blending funding to Guiding Principles support the regional hub structure. In addition, the following state, • High quality standards and proven, effective practice, focusing on strengths regional and local structures would be created under the plan: of the whole child and whole family are essential to the successful development State-‐Level Public Private Partnership Organization: A new or existing of an integrated, aligned seamless and nonprofit organization at the state level would function as the accessible “system of systems.”
public/private partnership organization with leadership responsibility for • Service levels and increasing managing and supporting the ongoing work of a network of regional hubs program quality are sustained over time (see below). This organization would be guided by OECD and serve as the when funding decisions are made at the coordinating body at the state level for the regional hubs and as the state-‐
local, regional and state level through level liaison between the state, regional hubs and local collaboratives for careful planning and long range two-‐way communication and feedback on state and local level systems forecasting. planning. It would also have responsibility for statewide technical •
A statewide set of child and system outcomes that is tracked and measured assistance to the regional hubs and local collaboratives with a particular at each system level -‐ locally, regionally emphasis on identifying effective practices and peer learning and statewide -‐ assures progress and is opportunities. Private sector fundraising and statewide public essential to establishing m eaningful engagement and advocacy efforts are other key elements that would be a accountability.
high priority for this state-‐level organization. Most importantly, this organization would bring a fresh perspective and help align efforts between agencies doing direct programming and collaborations who are more focused on systems development to assure that programs and services are leveraged into the communities for better access and equity for families and children.
Regional Hub Network: Regional hubs would be established across the entire state with a purpose of providing cross-‐system leadership to coordinate, align and support existing local collaborations as well as initiating or nurturing new collaborations in communities where there are none. Each hub would also serve as the primary liaison between community collaboratives and state leaders to assure that community voices are informing the state-‐level systems building efforts and as a conduit for state-‐level input into local planning. All regional hub efforts would support the goal of alignment between state and community goals and progress towards statewide early childhood measurable outcomes. Technical assistance, support to local collaboratives and more regionally coordinated approaches to fundraising and public engagement would be key priorities for the regional hubs. It is important to note in understanding the concept of regional hubs that their success will ultimately lie in the success of the local collaboratives. This approach is not about usurping the role of local collaboratives but increasing their capacity for success. New and Existing Local Collaboratives: All local collaboratives that receive state funds would be represented on the regional hub governing structure, required to participate in the activities of the regional early childhood hub and would receive technical assistance and support in their local planning and collaboration efforts. Locally and privately funded and unfunded local collaboratives would also be invited to participate in and benefit from regional hub services if they meet specific state guidelines. In regions where local collaboratives do not already exist, the regional hub would be responsible for assisting communities in establishing a local collaborative. The benefits to local collaboratives in the regional hub approach would be numerous and include the opportunity to receive technical assistance that supports their governance, programming, collaboration and leadership development; participation and access to public engagement campaign materials and resources; and the potential to access new public and private resources through a more coordinated approach across the region. It would also enable emerging collaboratives to leverage support and guidance for their development efforts. Underlying these key components would be an emphasis on greater coordination of resources at the state and local level, better information and input from the community level into state planning and support from the state to inform local planning. Of equal importance is the stated priority in the plan to create a set of statewide measurable outcomes by which all regional hubs and local collaboratives would be held accountable and which would be considered in all funding and contract priorities developed by the state. In all aspects of the plan, all roads lead ultimately to the state's vision for young children to enter kindergarten safe, healthy, ready to succeed and eager to learn. Timeline and Next Steps: Over the next six months, state leaders will convene meetings around the state to share the Community Systems Development Plan and get greater input. A Leadership Team comprised of state and local leaders will work on next steps for implementation of the plan. A taskforce will be convened to determine the number and geographic boundaries for the regional hubs, resource allocation and an application process. The state will also partner with community leaders to begin development of a set of performance outcomes to measure progress on a statewide basis towards specific indicators related to the state vision for young children and families. A final timeline for implementation of the plan will also be developed in 2015. The Time Is Now! Illinois is at an important crossroads in its early childhood systems-‐building efforts. The state has been nationally recognized for its innovative efforts to build an early childhood system and is particularly highlighted for its Early Childhood Block Grant and infant/toddler set aside. Its winning application for the RTT-‐ELC grant also reflected the state's continued innovation in early childhood. At the same time, aspects of our system have been eroded by economic setbacks, structural budget shortfalls, and cuts to early childhood programs. Doing better with what we have is the smartest way forward to improve outcomes for our most vulnerable children, turn the tide on budget cuts, and increase the overall level of funding to support the needs of children and families. It is a time of change for Illinois and a time of opportunity. Illinois leaders have a chance to move the early childhood agenda forward. Now is the time to plan and prepare to meet this opportunity. The Illinois Community Systems Development Plan is an important step toward realizing this possibility.