Challenges

Scalability, Worker Issues

Location

New York, Virginia

Stakeholders

Nonprofits

Beneficiaries

Job seekers, Children

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Overview

Interagency collaborations among Head Start (HS), Pre-K, and Department of Social Services (DSS) nonprofits enhance early childhood education by sharing resources and aligning services. This study of 20 sites in New York and Virginia shows positive impacts on staff and child outcomes.

Key Impact Metrics

  • Increase in average salaries of $25,201 for PreK/DSS, $27,572 for HS/DSS, and $29,105 for HS/PreK/DSS collaborations
  • Increase in average classroom quality to 5.54 measured by the Early Childhood Environmental Rating Scale (ECERS)
  • 9.69 decrease in turnover

Problem

There existed a fragmented public funding system for early care and education. Historically, three distinct systems emerged, each with different administrative rules, eligibility criteria, and programmatic standards, often operating in isolation. Head Start and state preschool programs traditionally offered part-day, part-year services. However, the 1996 welfare reform significantly increased the demand for full-day, full-year services to accommodate working parents. This demand, coupled with the existing fragmentation, made it difficult for individual programs to provide comprehensive, accessible care. Policy makers subsequently encouraged collaboration across these boundaries to link discrete services, decrease redundancy, and meet the diverse scheduling needs of families.

Solution

To address the fragmented public funding system for early care and education and the growing demand for full-day, full-year services, policymakers championed interagency collaborations among Head Start (HS), Pre-K, and Department of Social Services (DSS) childcare initiatives. This solution links discrete services, reduces redundancy, and increases access to comprehensive care. Federal Head Start appropriations began targeting funds for programs that extended their hours or weeks, especially favoring those that partnered with other providers or used multiple public funding sources. Similarly, state preschool programs adapted by allowing non-school providers, like Head Start or non-profit childcare centers, to operate classrooms, and offered incentives to encourage collaborations for full-day, full-year schedules. This blend of resources across the three distinct systems seeks to create more integrated and responsive service delivery for children and working families. For example, In Rochester, New York, public schools and community Head Start providers share classrooms and funding to offer full-day preschool, while in Fairfax and Richmond, Virginia, school districts partner with social services and community centers to braid resources, raise teacher pay, and stabilize childcare quality. 

Results

  • Beneficiary Impact
    $3,687 increase in salary for educators, and 12% increase in school readiness
  • Employee Impact
    9.69% decrease in employee turnover
  • Financial Results
    $3,687 increase in salary for educators

Replication Tips

  • Prioritize Intense Collaborations: Aim for three-way partnerships (Head Start, Pre-K, and DSS) as they show the most significant positive impacts on teacher satisfaction with benefits.
  • Secure Diverse Funding: Actively seek to blend multiple public funding sources, including federal Head Start appropriations and state preschool dollars, to extend services to full-day, full-year and expand resource availability.
  • Prioritize School Readiness: Structure programs to enhance student school readiness, as this was a significant positive outcome of collaboration and positively associated with classroom quality.

Suggested Implementation Timeline

~12-18 months

Sources