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The Child Care Partnership Project Missouri Caring Communities |
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Description An ambitious reform effort, Missouri Caring Communities (MCC), is changing how state agencies do business and how families access human services in Missouri. Seven state agencies have combined funds to support the development of Caring Communities Partnerships throughout the state. These agencies are charged with mobilizing diverse partners to improve the lives of children and families. This broad initiative, including child care and quality early care and education, is integral to achieving Missouri’s overarching vision for children: To have strong families and communities where parents work; to have children succeed in school; and to grow up healthy, safe, and prepared to enter productive adulthood. Partners Partners in Missouri Caring Communities include:
History and Development In 1992, Missouri’s newly elected governor quickly became a champion of system reform aimed at improving results for children and families. Through an executive order in 1993, he established the Family Investment Trust (FIT), a public-private partnership, to spearhead a statewide system reform effort. FIT was charged with moving Missouri in the direction of increased accountability for results; increased neighborhood involvement in service design and delivery; and increased collaboration both among state agencies and between state government and local communities. With shared resources and expertise from national foundation partners, technical assistance from the Center for the Study of Social Policy, and input from state residents through focus groups and community meetings, FIT developed a planning process. FIT formed a committee with representatives from the private and public sectors to solicit input from residents throughout the state and to develop an overarching framework for a more responsive human service system. After an extensive planning process involving hundreds of Missourans, the committee shared the data with the FIT Board, which developed the framework of core results, principles, and change strategies. The effort centered on six core results for children and families (see the Results section) to be achieved through neighborhood design and delivery of services and supported with combined local, state, and federal funds. Initially, seven communities were invited to convene to assess resources and shape priorities for children and families. These Caring Communities Partnerships were not given specific service requirements, but were asked to develop a plan to achieve the six core results, to base services in neighborhoods, and to link community services with schools. The area governed by each Caring Communities Partnerships includes a number of Caring Communities sites. Caring Communities sites are individual neighborhoods planning and implementing service delivery. By the end of 1998, there were 18 Caring Communities Partnerships encompassing almost 100 Caring Communities sites serving families and children throughout Missouri. Caring Communities partnerships are in 18% of Missouri’s counties, which contain 58% of the state population. Current Activities Ongoing collaboration among state agencies and Caring Communities Partnerships is critical to the success of MCC. This collaboration relies on a multi-level governance structure. FIT coordinates the effort, sets the macro-strategy, builds state and community leadership, measures progress, and maintains the vision. FIT also provides technical assistance to communities and state agencies. Each of the seven state agency partners has a Caring Communities Coordinator who coordinates the work across the agencies and with communities. Caring Communities Partnerships, composed of broad-based groups of local stakeholders, develop and govern MCC activities in specific regions. In each of these regions, local Caring Communities Councils develop neighborhood and school-based strategies to achieve targeted core results. Specific strategies build on identified local needs and resources and include activities such as tutoring and mentoring programs, before- and after-school care, child care, and training of early care providers. Resources MCC partners have worked to create a fiscal strategy that supports the provision of comprehensive community-based service delivery. To increase flexibility, the departments combined existing state and federal funds through a cross-agency $21.6 million Caring Communities budget approved in 1995. The annual budget has remained fairly constant since 1995, with a 1998 budget of about $22 million. These funds build capacity in communities; empower state agencies to work differently; provide core support for the Caring Communities Partnerships, and provide for the evaluation the impact of Caring Communities. Caring Communities Partnerships and Caring Communities Councils work in collaboration, to broaden the funding base through local cash and in-kind contributions, as well as state and federal grants and contracts. It is estimated that more than $32 million will be spent in the 18 Caring Communities Partnerships in FY99, with the core Caring Communities funding ranging from 12% to 83% of the budget for Caring Communities Partnerships. Partnerships between state agencies and local communities allow for maximizing innovative resource sharing. For example, the Kansas City Community Partnership has generated new federal funds by coordinating with state agencies to claim matching entitlement dollars for allowable activities. In many communities, state agencies also have reassigned staff to the neighborhood Caring Communities sites. Results Results-oriented accountability has driven Caring Communities from its inception. Leaders of the effort recognize that shared accountability between community partners and state agencies requires a clear agreement on the results to be achieved. Consequently, state agencies and local communities engaged in the reform effort agree to operate within a framework of six core results:
The primary means of documenting progress is tracking changes in 18 agreed-upon benchmarks related to the six core results. All Caring Communities Partnerships and Caring Communities site councils are participating in these measurement activities. In addition, communities target additional benchmarks relevant to the work they are doing. A 2-year MCC evaluation reported that 85% of children in Caring Communities entered kindergarten with appropriate skills and knowledge and that math and reading scores improved in over 65% of Caring Communities schools. Sustaining and Replicating Priorities identified by partners for sustaining MCC focus on more clearly defining roles; enacting policies that will provide standards and guidelines; and authorizing more decision-making power to the Caring Communities Partnerships. Partners also recognize the need to build public and political support for MCC. An important factor in the progress of MCC has been leadership by key public officials such as the Governor and senior agency heads. Partners want assurance that changes in government leadership will not halt the momentum of MCC. Partners see the leveraging of additional dollars, both public and private, by the Caring Communities Partnerships as key to sustaining and expanding this initiative. If existing Caring Communities Partnerships can leverage resources to support their operation, then core MCC funding can be used to develop new sites. Lessons Learned Accountability. Agreement on the authority that Caring Communities Partnerships and Caring Communities Councils have in allocating funding and governing activities is essential to avoiding unnecessary conflict and maintaining momentum. Moreover, if a true "partnership" is to exist, then these issues must be decided with input from all of the stakeholders. Flexibility. The creation of a flexible funding stream through the mingling of state funds has allowed local communities flexibility in designing services. Rather than the services being driven by the requirements of funding sources, the community’s identified needs and priorities drive them. Strong relationships. Establishing regular channels of communication, distributing new information in a timely way, developing a common language, and having regular meetings of stakeholders foster effective communication, and relationship building. Once relationships have been established, they act as a springboard for expanded collaboration. Contact Information Joan Solomon Sandra M. Moore |
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