*Discovery Contributions to Recent EC Policy ResultsThe View from State-Level Grantees and Stakeholders

Prepared by the Center for Assessment & Policy Development for the William Caspar Graustein Memorial Fund April 2008

**Discovery Contributions to Recent EC Policy ResultsThe View from State-Level Grantees and Stakeholders

Report of Findings: April 2008

Overview of this reportPurposeReport Road Map

*

**SUSTAINED FOCUS ON EC AND CAPACITY TO INFLUENCE POLICYWith manycommunitiesWith severalstatewide organizations

With state agencies& initiatives

Critical Mass PoliticalMomentumCumulative ResultsEnhancedCapacitiesthe Memorial Fund APPROACH & STRATEGIES

*SHORT-TERM RESULTS FROM INITIATIVE CAPACITY BUILDING INTERVENTIONSWithcommunitiesWithstatewide organizationsWith state system entitiesCollaborative processes & communityinfrastructureNetworks & partnerships

Organizational processes & infrastructureSystem building processes & infrastructure

**the Memorial Fund STRATEGIESFOR CAPACITY BUILDINGWith communitiesWith statewide organizations

With state agencies and initiatives

Small grantsTA/ToolsConveningsLiaisonsWebsite &listservGrant supportConveningsTAStaff leadershipFacilitation supportMatching funds

*

THE DISCOVERY STATEWIDE AND REGIONAL GRANTEES

The Discovery Statewide and Regional Grantees: Who They Are & What They Do*

*Who are the Statewide & Regional Grantees Considered Critical to Discovery?Bridgeport Hospital ChildFirst programConnecticut Association for Human ServicesConnecticut Center for School ChangeConnecticut Early Childhood AllianceCHDI Early Childhood DataCONNectionsConnecticut Parent PowerConnecticut Voices for ChildrenDanbury Children FirstLeague of Women Voters Community ConversationsLocal Initiatives Support Corporation Meriden Children First Parent Trust FundUnited Way of Connecticut Yale Child Study Research Center

*What is the Focus of Work of the Grantees? Among the 14 grantees, work was mainly focused on: Early care and educationHealth/mental health Parent engagement/leadership School system reformCivic Engagement

*What Strategies are Used by the Grantees?Among the 14 grantees, a diverse set of strategies were reported:Technical assistance to communitiesData/ResearchAdvocacyParent leadership and training Parent/Community organizingSupporting communication, coordination and collaboration among statewide organizationsFacilities improvement and developmentDeveloping and replicating a service model

*How Closely do These Grantees Believe Their Work is Aligned with Discovery?These core grantees see their work as closely aligned with the Discovery initiative More grantees report being closely aligned to the strategies and values of Discovery (such as parent engagement and collaboration) than to the four objectives

*How is the Work of these Grantees linked with the Discovery Communities? 13 grantees have worked directly with communities receiving Discovery grants12 grantees were linked to communities receiving Discovery grants through membership in a common organization (the Early Childhood Alliance)9 grantees expressed a strong desire to work more closely with communities

*How is the Work of these Grantee Organizations Linked with Parents?Though most statewide and regional grantee organizations have had some contact with parents, few organizations work with parents directly on a regular basisHowever, two of the organizations that are focused on parent organizing and leadership have reported increased capacity to do this work

*How are the Grantees Connected with Each Other in Their Work? All 14 statewide and regional grantees identify at least one other state-level grantee as a partner in their work9 grantees identify 4 or more other grantees as key partners

Supporting the Statewide and Regional Grantees Strategies & Results*

*What are the Memorial Funds Major Strategies for Supporting Grantee Work? Grants Incubator support for new organizationsTechnical assistance to several key organizations Occasional convenings of grantee organizationsStaff availability and engagement

*What do Grantees report as the Contribution of the Memorial Fund to their Capacities? More staff with focused expertiseStronger partnerships among organizations and with new organizations Stronger connections to communitiesIncreased fundingImproved technologyCreating an appetite for data

*What do Grantees Report as Critical Memorial Fund Supports for their Work? Helping to leverage funds & other resourcesProviding knowledge, insight, adviceSupporting communications & disseminationSharing contacts & providing access Attending key meetings & eventsProviding visibility to the work

*What do Grantees Report as Critical Supports for Connections and Collaboration?Encouraging contacts & relationshipsProviding opportunities for collaboration with communities and each otherConvening diverse groups Providing space/food/assistance with arrangements for meetingsProviding technical assistance

*What do Grantees Report as Critical in the Memorial Funds Approach? Relationships with staff are keyFlexibilitySustained attention to ECE issuesConsistent commitment to core values and goals

Early Results from Work of the Statewide & Regional Grantees Their Perspective*

*Summary: Results through 2006 The work of the statewide and regional grantees has contributed to:Stronger connections between organizations working on early childhood issuesIncreased capacity for data collection and dissemination and policy researchIncreased capacity for grassroots organizingBroader base of attention and support for early childhood education and related issues

*Stronger connections between grantee organizations working on early childhood issuesStatewide and regional grantees report closer connections to each other Staff changes and new staff have led to new opportunities for collaboration Grantees report more coordination around research, analysis, policy proposals and developing policy strategies

*

Continued strong capacity for data collection/dissemination and policy researchData collection and research expertise is well represented among the granteesGrantees report that their work is more relevant and responsive to user needsData from grantees are used to inform the work of the ECE Education CabinetData collection and policy research capacity is recognized and valued by the grantees

*

Increased capacity for grassroots organizingStatewide and regional grantees report new momentum around parent and community organizing Grantees report increased capacity to do organizing and policy work

*

Broader base of attention and support for early childhood issuesGrantees report increased awareness of and focus on early childhood issues Grantees are encouraged by the positive policy developments of the past several years

*

CONTRIBUTIONS TO POLICY THE 2007 LEGISLATIVE SESSION

Overview of 2007 Legislative Session ECE Outcomes*

*Results from the 2007 Legislative Session Related to Early Care & Education$56.2 million dollars of new money for SFY 08 and SFY 09 Early Childhood Education Cabinet goals

Memorial Fund partnership with Department of Education and Cabinet to support local community planning for young children

Memorial Fund matching funds for new investment for parent leadership training through the Parent Trust Fund

*Putting the Numbers in Context2007 Legislative Session Major New InvestmentsNew dollars, more preschool slotsIncreased preschool subsidy rates for State Funded CentersIncreased access to Birth to 3Funding for the Parent Trust FundFunding for a quality rating system for childcare centersFunding for linking Head Start to existing early childhood programsMore funding for ECE CabinetMore funds for facilities

*Putting the Numbers in Context2007 Legislative Session Flat Funding in Other AreasFunding in FY 08 not much higher than in 2002 = reduction in inflation-adjusted dollarsNo expansion of Care 4 Kids (child care subsidy program)Flat funding for Head Start Flat funding for Family Resource CentersNo new quality enhancement funding

*

State Stakeholder Perspectives on Memorial Fund Contributions to Legislative Results

**Stakeholders Perspective-The Political EnvironmentAll felt the environment for ECE issues in CT has improved since 2001

Particular areas that are viewed as having improved:

More state level political support

Greater awareness about the issues

**Stakeholders Perspective-Value of the Memorial Fund ApproachLong-term commitment to the issue

Knowledge and information

Neutral, objective voice

Building relationships

Statewide approach

**Stakeholders Perspective -Contributions of the Work with State Agencies and InitiativesProviding leadership

Leveraging resources, providing matching funds

Building state-level capacity

**Stakeholders Perspective - Contributions of the Work of Statewide OrganizationsECE advocacy organizations seen as well organized to work on these issues

Advocates seen as key capacity in the state for moving the work forward

Most of the organizations cited as strong advocates and champions for the work are Memorial Fund partners or grantees

*Stakeholders Perspective - Statewide Organizations Making ContributionsEarly Childhood AllianceConnecticut Commission on ChildrenConnecticut Voices for ChildrenConnecticut Parent PowerConnecticut Association for Human Services Child Health and Development Institute

*

**

Stakeholders Perspective - Contributions of the Work with CommunitiesCapacity building

Replicable programs, systems

Momentum and awareness around ECE

Local wins

Increased access to legislators

State Stakeholder Perspectives on Continuing Challenges in ECE Policy*

**

Stakeholders Perspective-Parent VoiceAdvocacy groups and ECE providers are seen as driving the work

Parent voice is not yet significant in the state policy work

CT Parent Power is seen as an effective advocacy organization

**

Stakeholders Perspective-Challenges Going ForwardLegislator perceptions that ECE now adequately addressed

Competing issues

Lack of strong voter interest

Lack of common agenda among advocates

*

Stakeholders Perspective-Whats Needed to Sustain the Work (1)A shared vision

Coordinated system

Community Capacity and Infrastructure

Community impact on state policy

Evidence of results from public investments

**

Stakeholders Perspective-Whats Needed to Sustain the Work (2)

More diverse champions

Messages that engage the voting public

More active parent voice

SUMMARY AND IMPLICATIONS*

*Summary- Developing Capacitiesamong Statewide OrganizationsGrantees and other stakeholders reported the most growth in capacity in the following areas:Connections between organizationsCapacity for data collection and researchBroader support for early childhood issues

*

Summary- Needed Capacities in the StateStatewide grantee organizations & stakeholders both reported the following areas as needing to be strengthened:Coordinated vision among advocatesStronger community connection to the work at the state levelStronger parent voice at the state levelContinued focus of legislators on EC issues

Summary-- Contributions to 2007 Legislative Results Memorial Fund approach to the workMemorial Fund leadership in state policy workWork of the statewide organizational granteesCapacity-building work in communities*

Ongoing Challenges Facing ECE ProponentsSustaining momentum into the 2009 sessionBuilding public willContinued/increasing public investmentAmplifying parent voice and leadership*

**

Continuing Discovery Initiative StrategiesLeveraging public funds with private investments

Enhanced investment in and support for communities and statewide partners

Grant support for a communications campaign

Leadership

*Looking Ahead to the Next Evaluation QuestionsHow will the Discovery capacity-building strategies contribute to:further changes in local and state policies and practices?strengthening of community and state capacities to sustain attention to early childhood issues?

Center for Assessment & Policy Development, February 2007*This report was prepared by the Discovery Evaluation Team based on two presentations to the William Caspar Graustein Memorial Fund Board of Trustees in April 2007 and December 2007. The information used in this report was collected in the Fall of 2006 and the Fall of 2007. Further details on the data collection are presented in the report.

We appreciate the input and feedback of the Memorial Fund staff and the members and staff of the Discovery community collaborative groups. The analyses and conclusions in this report solely reflect the perspective of the Evaluation Team.

Sam StephensCenter for Assessment and Policy Developmentwww.capd.org

Donna StuddifordOn Point Consultingwww.onpointconsulting.org Center for Assessment & Policy Development, February 2007**The Discovery initiative evaluation is designed to assess how Memorial Fund supports have influenced community and state policy and practice related to the four Discovery objectives increased supply and quality of early childhood education services, stronger connections between early childhood programs and kindergarten, and improved social-emotional development and school success among Connecticuts young children.It is also assessing the contribution of the Discovery initiatives work to strengthening community and state capacity to sustain focus on early childhood issues and continue to influence policy in that area.

The evaluation is examining three aspects of the Discovery initiative -- the work of the 49 communities individually and collectively, the work of statewide and regional grantees, and the staff support and leadership provided by the Memorial Fund staff to state-level entities and activities.

These materials provide information on the 14 grantee organizations that are doing work considered critical to the Discovery initiative specifically, how their work is aligned with the Discovery Theory of Change; how their work as individual organizations is connected with communities, parents and other grantee organizations; and how the supports of the Memorial Fund has affected their capacities, their work and their connections. This report also looks at the perspective of stakeholders on how the work of the Memorial Fund has contributed to the policy results to date, through its support for communities and statewide and regional organizations and its partnership with state level agencies and initiatives.

Center for Assessment & Policy Development, February 2007The purpose of this report is to share the findings from the interviews with the 14 Discovery Statewide and Regional grantees (conducted in the fall of 2006) and the 24 interviews with state level stakeholders (conducted in the fall of 2007).

This report includes:

An overview on how this work fits into the Discovery theory of change (slides 3-5);

Background on the statewide and regional grantees, the work they do and how they see that work aligning with the work and values of Discovery (slides 6-14);

Background on the capacity-building work of the Memorial Fund and its approach to the work, and how this approach has made a difference (slides 15-20);

Findings related to the early results of the statewide work (slides 21-26);

Overview of the outcomes of the legislative session (related to early care and education (slides 27-31);

Perspective of state level stakeholders on the policy environment for this work and the Memorial Fund and Discoverys contribution to policy change.(slides 32-38);

Perspective of state level stakeholders on challenges going forward and what is needed to sustain the work (slides 39-43).

A Summary and Implications section (slides 44-51)*Center for Assessment & Policy Development, February 2007*The Discovery initiative theory of change posits that realization of the ultimate goal--- sustained focus on early childhood issues and capacity to influence policy will be affected by the Memorial Funds capacity building work with and support for communities, statewide organizations and state agencies and initiatives.

This capacity-building work is expected to create and support the following interacting dynamics:

A critical mass of communities, advocates, and citizens, actively engaged in policy work at the local and state levels on early childhood issues

Enhanced capacity of community collaboratives and statewide organizations to work effectively on these issues

Political momentum and a groundswell of public support for these issues

Cumulative results of specific changes in policy and practice related to the Discovery objectives.

These dynamic forces are then expected to contribute to state and local capacity to sustain and build engagement and continue to influence policy on early childhood issues.

*Center for Assessment & Policy Development, February 2007*Capacity-building supports for communities are expected to promote collaboration and parent engagement and reinforce community efforts to analyze, reflect, organize, and act on behalf of young children. Within and among communities, between communities and state-wide organizations, and with state entities like the Early Childhood Cabinet, the Discovery initiatives capacity-building approach is expected to promote:

Collaborative processes at the community and state levels that bring diverse voices and perspectives, particularly those of parents, to decision-making, ensuring that policies are well-designed and appropriately implemented;

Dissemination and adoption of early childhood policies and practices that are known to contribute to positive child outcomes; and

Adoption of policies necessary to bring these practices to scale within a community and across the state.

Center for Assessment & Policy Development, February 2007*The Discovery initiative provides capacity-building supports for local communities, for statewide organizations, and for state agencies and initiatives:

Support community collaboratives Discovery builds the capacity of community collaboratives to engage in local, regional and state-level policy work by providing local and regional grants, technical assistance, a liaison to provide guidance and support for the work, peer learning opportunities, and access to information, data, tools and resources to support the work.

Build the capacity of the statewide organizations Discovery builds the capacity of statewide and regional organizations through grants for individual and joint work, technical assistance for individual and collective work, Memorial Fund staff support, and opportunities for organizations, other funders, communities and state agencies to share ideas and collaborate.

Provide staff leadership and support for the work of state policy entities and initiatives The Memorial Fund provides support for state agencies and initiatives through staff leadership, and collaborative work and funding partnerships with state agencies. The Memorial Fund also plays a role in facilitating state-level processes and partnerships and is providing support for a comprehensive state-wide communications strategy.

*Center for Assessment & Policy Development, February 2007*Center for Assessment & Policy Development, February 2007The Discovery Theory of Change describes ways in which the Discovery initiative design and inputs provided by the Memorial Fund are expected to contribute to processes that will increase local and state capacity to influence policy and practice, sustain focus on early childhood, and improve developmental and educational outcomes for young children.

The Discovery theory of change posits that the statewide and regional organizations that are funded and supported by the Memorial Fund are expected to engage in work that helps build capacities and supports the work in communities, strengthens collective community voice (directly or by linking/merging their messages with those of the communities), provides information to inform policy and practice, educates policymakers on the issues, and mobilizes public support. Through collaboration with other organizations and Discovery community grantees, the theory suggests that these activities will lead to community mobilization, enhanced public will and changes in policy and practice that will result in the development of long-term capacities to sustain attention on early childhood issues and improve childrens school success.

The evaluation conducted interviews with 14 statewide and regional grantee organizations in the fall of 2006. The purpose of these interviews was to answer the following questions:

What is the mix of work that these statewide and regional organizations are carrying out?How is the work of these statewide and regional grantees aligned with the values and strategies of Discovery? How does the work of these grantees reflect the core Discovery values of collaboration and parent engagement? How has being part of Discovery influenced their work and their capacities?

*Center for Assessment & Policy Development, February 2007*In the Fall of 2006, it was decided that more intensive data collection would focus on the core group of statewide and regional grantees whose work is integral to the Discovery Theory of Change and the objectives. Memorial Fund staff (Nancy Leonard, David Nee and Carmen Siberon) were asked to rank all 24 organizations that had received grants since 2001 to identify those whose work is central to the Theory of Change and considered critical to the success of the initiative. The list of core grantees that are included in this phase of the study are listed above.

All 14 grantees were interviewed in the fall of 2005 and 13 of the 14 were interviewed again early in 2007. All 14 grantees responded to a questionnaire late in 2006. This information, along with staff perceptions, forms the basis of the findings to follow.Center for Assessment & Policy Development, February 2007*Early Care and EducationConnecticut Association for Human ServicesConnecticut Early Childhood AllianceCHDI Early Childhood DataCONNectionsConnecticut Parent PowerConnecticut Voices for ChildrenDanbury Children FirstLocal Initiatives Support CorporationMeriden Children FirstUnited Way of ConnecticutYale Child Study Research Center

Health/Mental HealthBridgeport Hospital ChildFirst programConnecticut Early Childhood AllianceConnecticut Parent PowerConnecticut Voices for ChildrenDanbury Children FirstMeriden Children First

Parent Engagement/LeadershipConnecticut Center for School ChangeConnecticut Parent PowerDanbury Children FirstMeriden Children FirstParent Trust Fund

School System ReformConnecticut Center for School ChangeConnecticut Parent PowerDanbury Children FirstMeriden Children First

Civic EngagementLeague of Women Voters Community ConversationsUnited Way of Connecticut*Note that some grantee organizations work in more than one focus area.Center for Assessment & Policy Development, February 2007*Many grantees used multiple strategies, which include the following:

Ten grantees provided technical assistance and training to communities Data collection and research was a strategy of 9 grantees Advocacy was a strategy of 7 grantees Parent leadership and training was a strategy of 5 grantees Parent and community organizing was a strategy of 3 grantees Two grantees supported communication, coordination and collaboration among statewide organizations (beyond this group of grantees) Facilities improvement and development was the strategy of 1 grantee One grantee was working on developing and replicating a service model

The use of these strategies is consistent with the role of the statewide and regional organizations in the Discovery Theory of Change.

Center for Assessment & Policy Development, February 2007*Grantees were asked to rank how closely they feel the work of their organization aligns with one or more of the objectives and strategies of the Discovery initiative using a rating scale of 1 to 5 with 1 being Not Aligned and 5 being Very Closely Aligned. Results of this ranking process confirmed that these core grantees see their work as aligned with the work of Discovery.

Ten grantees ranked the work of their organization as closely aligned to that of Discovery. Two grantees ranked the work of their organization as somewhat closely aligned and 2 grantees ranked the work of their organization between closely aligned and somewhat closely aligned. In at least one instance, the grantee chose somewhat closely aligned in consideration of the fact that the organization works on multiple issues and early childhood is only one of those issue areas.

Seven of the grantees described the alignment of their work in terms of the values or strategies of Discovery (e.g. focus on parent engagement, collaboration, use of data to support decisions). Five organizations described the alignment in terms of their focus on children ages birth to 8 and/or their focus on early childhood issues. Four grantees described the alignment of their work to specific Discovery objectives. Center for Assessment & Policy Development, February 2007*One of the key roles of the statewide and regional grantees in the Discovery Theory of Change is to support community work. The kinds of work that statewide and regional grantees reported engaging in with community grantees included:

Providing workshops/technical assistance/training (9 organizations) Preparing research/data for use by communities (5 organizations) Working together on advocacy/organizing/parent events (5 organizations) Presenting at Discovery conferences (5 organizations) Helping communities to use research/data (3 organizations) Providing funding to communities (3 organizations) Sharing insights, lessons learned, best practices (2 organizations) Moderating community discussions (2 organizations) Working on the Voter Opinion Poll process with community representatives (2 organizations)

In three instances, a Regional Grantee is also a community grantee (or a key member of the Discovery collaborative).

Most grantees report that they want to work directly with communities more regularly and would like to learn more from communities about how their work can be useful to them. Several grantees would like the Memorial Fund to do more to broker these relationships with communities.

Some opportunities provided by the Memorial Fund for statewide and regional grantees to connect with communities have been more productive than others. For example, most grantees report having had opportunities to present to the communities at some point. However, in general, presentation opportunities have not been very productive in building ongoing relationships. Collaboration efforts between statewide and regional grantees and communities, such as serving together on the advisory committee for the public opinion poll, were viewed as better relationship building opportunities.

Center for Assessment & Policy Development, February 2007*Parent engagement and leadership is a key strategy in the Discovery Theory of Change. Twelve of the 14 grantee organizations report some contact with parents. However, fewer than half of the grantee organizations report regular, direct interactions with parents. Two of the organizations that are focused on parent organizing and leadership have reported increased capacity to do this work, either because they have attracted skilled staff members or launched new programs to reach out to parents.

The kinds of connections with parents that statewide and regional grantees reported included:

7 organizations look to parents to inform their work 5 organizations distribute information to parents 5 organizations support parent leadership training (or provide funding for such opportunities) 4 organizations provide workshops or skill building opportunities 3 organizations are parent driven 2 organizations have no direct contact with parents, but believe that parents benefit from their work 2 organizations have engaged parents in a community dialog process 2 organizations provide direct service to parents through a program

Center for Assessment & Policy Development, February 2007*Collaboration is a key value in the Discovery Theory of Change and Memorial Fund staff have encouraged collaboration among statewide and regional grantees. In general, grantee organizations report that relationships with other statewide and regional grantees are closer and better connected than they were a few years ago. In addition to the encouragement and support provided by the Memorial Fund to foster collaboration, high level staff changes and additions have provided new opportunities for collaboration among some statewide grantees.

The kinds of work that these statewide and regional grantees reported partnering with another grantee organization on included:

Serving on the same group or coalition (14 organizations) Sharing/coordinating research, analysis and policy proposals (10 organizations) Developing legislative strategies (10 organizations) Coordinating advocacy activities (9 organizations) Serving on each others Board of Directors/Advisory Teams/Action Groups/Design Teams (5 organizations) Providing staff support (4 organizations) Collaborating on projects/events (3 organizations) Serving as collaborative/fiscal agent (2 organizations)

In 2005 interviewees reported collaborations with other organizations that consisted primarily of joint membership on a committee, work group or board. Though this type of collaboration still goes on, grantees now report a wider array of collaborative work and efforts that involve coordinated advocacy activities, events and legislative strategies.

Although reporting closer relationships with other grantees and a clearer sense of how their work is connected, grantees acknowledge that there is more work to be done in this area. Grantee organizations are still struggling to coordinate their message to policymakers and to develop the capacity to mobilize for action as a group. Center for Assessment & Policy Development, February 2007*Center for Assessment & Policy Development, February 2007*In 2006, the Memorial Fund gave grants to 11 of the 14 organizations. The other 3 organizations had received grants in earlier years. Since 2002, half of these organizations received grants every year. In 2006, the total funds distributed to these 11 organizations totaled $1,558,500 (including $800,000 to the CT Center for School Change). The grants ranged from $18,500 to $100,000 (excluding the grant to the CT Center for School Change). Grantees also mentioned that the Memorial Fund had been willing to provide additional funding for special projects and conferences that arise during the grant period.

According to the grantees, Memorial Fund support accounted for a wide range of their budgets for early care and education overall between 5% and 100% of those budgets. Of the 11 organizations receiving grants in 2006, 5 reported that between 90% and 100% of their budget for early care and education was supported by the Memorial Fund. Three organizations reported support of between 35% and 50%. One reported 5% and two did not answer the question.

Six of the 14 grantee organizations reported that they would not exist without the vision and support of the Memorial Fund. Of these six, three are parent driven organizations. One other organization reported that it began working on early childhood issues at the request of the Memorial Fund.

The Memorial Fund has recently begun to provide intensive technical assistance to four of the statewide grantees, which is viewed as very useful by the grantees. This work also involves convening the four organizations to discuss opportunities for working together. Other grantees mentioned broader convenings that they had found useful.

Several grantee organizations identified the support and guidance of Memorial Fund staff as a key contribution to their organization.

Center for Assessment & Policy Development, February 2007*Capacity building is an important aspect of the Memorial Funds strategy for the Discovery initiative. Capacity building, in the form of technical assistance, convening and information sharing is a major support offered to community-level grantees. Similarly, in addition to grant funding, the Memorial Fund provides capacity building supports to statewide and regional grantees. These supports include technical assistance to some grantees, additional funding for evaluation, technology upgrades, staff training and networking opportunities. Memorial Fund staff also provide guidance and advice on organizational issues and assistance with fundraising.

Many grantees report an increase in their internal capacity to do their work. Nine grantees viewed the funding and support received from the Memorial Fund as providing opportunities to increase their staff and add staff with critical skill sets and expertise and/or enhance the skills of existing staff. In three organizations, the new staff were reported to have significantly impacted the work and effectiveness of the organization.

Eight grantees reported that they would not have the relationships with important partners that they currently do without the Memorial Funds support and efforts to encourage relationships. These partnerships have allowed grantees to focus their efforts, be more effective and think about the work more holistically. Seven grantees also reported working at the local level in ways they may not have considered without the influence of the Discovery initiative.

Seven grantees reported that being a Memorial Fund grantee has allowed them to leverage other funds and foster the stability of their organization.

Two grantees used Memorial Fund grant money to improve their technological capacity. This has led to an increased ability to analyze program data, reach out to constituents and improve communications. Two other grantees report that they are working on increasing their technological capacity.

The Discovery initiative was seen by one grantee as creating an appetite for data, particularly on the local level. This attitude has shaped the grantees work for communities and created a vehicle for using data to shape policy.Center for Assessment & Policy Development, February 2007*Grantees reported a constellation of supports beyond funding that have been critical to their work. Seven grantees reported that Memorial Fund staff had convened funders to hear about their work or helped them to make contact with funders. These connections led to additional funding for the grantee on several occasions. One grantee received funds from 5 community foundations across the state that the grantee directly attributed to Memorial Fund efforts. Grantees also recognize and appreciate the Memorial Funds efforts to create a statewide collaborative funding pool.

Additionally, seven grantees noted that they benefited greatly from the Memorial Fund staffs advice, knowledge and insight and knowledge of the field, in general. Four grantees noted staff expertise in communications as a support. Three grantees commented on the Memorial Funds willingness to share contacts that provided access to individuals and institutions that grantees felt they could not have gained access to otherwise. The attendance of the Memorial Funds Executive Director David Nee at key meetings was seen as lending credibility and visibility to grantee efforts in three instances. Three grantees felt that their connection to the Memorial Fund increased the visibility of their work.

Center for Assessment & Policy Development, February 2007*Twelve grantees commented on the Memorial Funds efforts to encourage contacts and relationships with other organizations, including state agencies and school districts. Eight grantees see the Memorial Fund as providing opportunities for collaboration with communities and one another. One grantee perceived an overt, intentional effort on the part of the Memorial Fund to bring state grantees together and believed that has helped them to maintain a sustained focus on thinking of ways to work together. Technical assistance offered in this area was viewed as helpful and useful.

One of the key roles that grantees ascribed to the Memorial Fund was that of convenor. Five grantees appreciated the opportunity to come together with unlikely conversationalists who are very committed and knowledgeable about the issues and saw these convenings as an opportunity to make interesting connections. Even when not attending meetings organized by the Memorial Fund, seven grantees reported that they have used the Memorial Fund offices to hold meetings, events and workshops and one saw it as a hub for nonprofit childcare related things.

Five organizations cited focused technical assistance as a valuable support. This support has helped grantees to identify opportunities for collaboration with other grantee organizations.

Center for Assessment & Policy Development, February 2007*Numerous references were made to the Memorial Fund staffs openness, supportiveness and flexibility. According to these grantees, the relationships they have had with Memorial Fund staff provided critical support, brought clarity to their own thinking and work, and fostered the growth of their organization and work. The freedom to change strategies as their thinking evolved and respond to needs as they arise was seen as key element of the Memorial Fund grantmaking. The respect that others in the field have for the Memorial Fund and their work was also seen as bringing credibility to the work of the grantees.

Grantees stressed the importance of the Memorial Funds singular focus on early childhood issues and their belief that this level of commitment to a single issue has had a catalytic influence on these issues. The Memorial Funds commitment to the underlying philosophies and values of the work, specifically parent engagement, was also viewed as key in keeping these values on the forefront.

Center for Assessment & Policy Development, February 2007*Center for Assessment & Policy Development, February 2007*

Center for Assessment & Policy Development, February 2007*Organizations working on EC issues are brought together through the Early Childhood Alliance, Early Childhood Education Cabinet workgroups, Early Childhood Research and Policy Council and Connecticut Early Childhood Partners and report they are working together at a higher level. As a result of these connections, there is more coordination among organizations around research, analysis and/or policy proposals and around developing policy strategies.

A favorable policy environment for early care and education advocates has created opportunities to work together and infused new excitement and momentum into the work. Additionally, staff changes and new staff have led to new opportunities for collaboration.

As a result of more connections between the statewide and regional grantees, encouragement by the Memorial Fund and years of relationship building, they report that they are working together on more substantive activities. There is coordination and joint work around research, analysis and/or policy proposals and around developing policy strategies. There is increased support of each others advocacy activities.

However, despite reporting closer relationships with other grantees and a clearer sense of how their work is connected, grantees acknowledge that there is more work to be done in this area. Grantee organizations are still struggling to coordinate their message to policymakers and to develop the capacity to mobilize for action as a group. Center for Assessment & Policy Development, February 2007*Policy research was an area of focus for the Memorial Fund grantmaking prior to the start of the Discovery initiative. Since Discovery, the Memorial Fund has encouraged at least one organization with expertise in data collection and policy research to focus on early childhood issues and supported multiple grantees to do this kind of work. As a result, 10 grantees report that data collection and analysis is an area of expertise represented among their staff. Several organizations report that their work is more relevant to users and responsive to their immediate needs in recent years.

Data from at least three of the statewide and regional grantees have been used to inform the work of the Governors Early Childhood Education Cabinet. The data work of these grantees is also regularly cited by the media.

This capacity is recognized and valued by the grantees. The data and policy research work of one grantee was sited by at least six other grantees as critical to their work.

Center for Assessment & Policy Development, February 2007*Statewide and regional grantees are encouraged by what they see as a new momentum around parent and community organizing. A strong partner with impressive organizing capacity has emerged and other grantees are aligning around this expertise to take advantage of the positive policy climate for early childhood issues.

Grantees who have been engaged in organizing work in the past report increased capacity to do organizing and policy work. Long term support of organizations doing this work has allowed them to develop relationships and fine tune their advocacy strategies.

Grantees do see a need for more grassroots organizing and a broader base of organizations doing this work. They see this as critical to sustaining the attention of policymakers on early childhood issues.Center for Assessment & Policy Development, February 2007*This is a time of great excitement for early care and education advocates in Connecticut. For the last several years, the political support for early childhood issues has been growing. Twelve of the fourteen statewide and regional grantees identified increased awareness of the importance of early childhood issues and/or increased focus of political leaders on these issues as evidence of progress toward the four Discovery objectives. All of the grantees identified the Governors support of school readiness issues and the establishment of the Early Childhood Cabinet and Research and Policy Council and the plan they have set out as very positive developments in the state. The focus of high level individuals, agencies and government on this issue is viewed as a tremendous opportunity.

Center for Assessment & Policy Development, February 2007*

. Center for Assessment & Policy Development, February 2007The 2007 legislative session presented a valuable opportunity to understand the contribution of the cumulative work of the Discovery initiative to date to policy decisions. The session saw a substantial increase in new funding for early care and education-- $56.2 million ($17.5 million in SFY 08 and $38.7 million in SFY 09). Funds authorized for the School Readiness program are expected to create 2,000 to 2,400 new slots in 2008 and 2009.

Prior to the 2007 legislative session, the evaluation had been focused on the grantees perspective on their capacities and their work. At the conclusion of the session, the evaluation interviewed 27 stakeholders to understand their perspectives on the contributions of Discovery community and state-level work to recent policy actions. The evaluation team asked legislators and lobbyists, state agency officials, advocates, business leaders and state funders to describe the current policy environment and the factors that have contributed to recent policy actions. The team further asked stakeholders to describe what they think needs to happen to sustain focus on early care and education issues and build on the outcome of the recent legislative session.

*Center for Assessment & Policy Development, February 2007*The Governors Early Childhood Research and Policy Council (the Council) developed recommendations and a plan for financing the expansion of Connecticuts preschool program. This plan calculated that the cost of expanding the program to serve all children living in families with an income at or below 185% of the poverty level would be $111 million over a five-year expansion period, and estimated that 13,000 additional program slots would be needed. The Council estimated that this amount of funding would be needed to assure facility expansion, workforce education and increased compensation, rate equity among state-funded preschool programs, and the development of a consultation network for preschool providers.

At the conclusion of the legislative session, the CT Early Childhood Education Cabinet (the Cabinet) conducted an analysis of the biennial budget and identified a total of $56.2 million in additional early childhood education funds ($17.5 million in SFY 08 and $38.7 million in SFY 09). Funds authorized for the School Readiness program are expected to create 2,000 to 2,400 new slots in 2008 and 2009.

The Cabinet recommended a $10 million per year investment over the biennium in technical assistance and flexible funding to communities to build local capacity for birth to five system expansion and management, but the FY 08 budget provided only $450,000 for this purpose. Recognizing that communities needed support for planning to make the best use of the new funds from the State, the Cabinet and the Memorial Fund entered into an agreement whereby the Cabinet would allocate $525,000 in each year of the biennial budget, and the Memorial Fund would match this allocation with $300,000 each year. Of that total, $600,000 has been designated each year for community grants to support the development of comprehensive community plans for young children and the remaining funds are to be used for technical assistance to communities, a learning component to document the public/private process and management support. Moreover, the planning work already done in Discovery communities provided a model for the roll-out of this work.

To provide an incentive for new investment, the Memorial Fund proposed to match any new state investments in parent leadership above the States base of $250,000 per year up to a total of $350,000 over two years, with an option for $250,000 in the third year.Center for Assessment & Policy Development, February 2007*

Other major new investments approved in the 2007 legislative session include:

$2.2 million new dollars in FY 2008 for State Funded Child Development Centers to phase in increased preschool subsidy ratesAdditional funds to increase eligibility and access to the Birth to Three system for identifying and serving infants and toddlers with developmental delays or concerns Continued support for the Parent Trust Fund to support parent leadership education (with match from the Memorial Fund as described on the previous page)$3 million to begin work on a quality rating system for childcare centers$2.2 million in FY 2008 to strengthen the link between the federal Head Start program and the state-funded early childhood programsThe budget for the Cabinet is doubled to $900,000 in SFY 2008$6.5 million for debt service on bonding for the renovation and construction of preschool program facilities in FY 2008

Center for Assessment & Policy Development, February 2007*Though all stakeholders agree that the increase in funding for early childhood education programs is a positive step in the right direction, some advocates point out that the additional funds do not compensate for the deterioration in funding in this area that has occurred over the past several years. Connecticut Voices for Children recently published a report comparing funding for early care initiatives in the FY 08 Department of Social Services (DSS) and Connecticut State Department of Education (SDE) budgets to the actual spending on early care in FY 02. The report concludes that the FY 08 funding in DSS and SDE budgets is only about 2% more than actual spending in FY 02, if adjusted for inflation.

Several key areas did not receive significant increases in the FY 08 budget:

Though the Care 4 Kids program received almost $19 million in new funding, this funding only allows for continuation of current services and not expansion of services or increase in reimbursement rates as had been proposed by the CabinetHead Start received no new funding. The Connecticut Voices for Children report indicates that funding for this program is less than in FY 02, if adjusted for inflation.Family Resource Centers received no new funding. The Connecticut Voices for Children report indicates that funding for this program is less than in FY 02, if adjusted for inflation.Funding for quality enhancement initiatives through DSS does not include additional funding to support the additional School Readiness slots that will come on-line with the increased programmatic funds.

Center for Assessment & Policy Development, February 2007*

Center for Assessment & Policy Development, February 2007**The evaluation team interviewed 27 stakeholders in the state, including 5 legislators, 2 lobbyists, 3 state agency officials, 3 advocates, 1 business leader, 1 consultant, 9 state funders and 3 national funders. Stakeholders were asked to identify how the policy environment in Connecticut has changed since 2001 with regard to early childhood education issues. All of the stakeholders who responded to this question (23) felt that the environment is at least somewhat improved.

Stakeholders identified the following ways in which the political environment has changed since 2001:

More state level political support (17 respondents)Greater voter and legislator awareness and understanding about the issues (7 respondents)More resources (3 respondents)Maturity of Discovery community work (2 respondents)More business community involvement (2 respondents)More cohesive vision at the state level (1 respondent)Better organization among providers and advocates (1 respondent)Greater parent involvement (1 respondent)

The 17 stakeholders who identified more state level political support included 4 legislators, 4 funders, 4 advocates, 2 state agency representatives., 1 lobbyist, 1 consultant and 1 business leader.

Three of the 5 legislators who were interviewed see greater voter and legislator awareness and understanding about the issues.Center for Assessment & Policy Development, February 2007**When asked to describe the value of having Memorial Fund leadership involved in state policy work, interviewees noted the following aspects of the Memorial Funds approach to the work:

Long-term commitment to the issue area (9): Interviewees talked about the sense that the Memorial Fund is dedicated to this issue area and how this commitment has translated into respect for the knowledge and expertise of the Memorial Fund in this area. One state agency official said, It makes a difference because when the Memorial Fund contributes it is perceived to be significant because.they are known for committing to an issue and investing in it.

Providing knowledge and information, providing expert opinion (8): Interviewees noted that the Memorial Fund is known for having good knowledge and information. Two legislators talked about the ability of Memorial Fund staff to talk as experts and information bearers rather than as advocates.

Neutral, objective voice (5): Interviewees from each stakeholder group identified the neutral, objective voice the Memorial Fund brings to this work as helpful in moving the work forward. One state agency official said, It is absolutely invaluable to have an objective ear, a group that does not have an axe to grindThey are looking to catalyze the work, not build an empire.

Building relationships with state agency reps and legislators (4): The ability to build relationships with key state agency representatives and legislators was identified by interviewees from each stakeholder group as a particular contribution of the Memorial Fund to this work. One legislator said, Most legislators couldnt tell you the name of six foundations, but I would bet that most of them know the Memorial Fund and David Nee, particularly those who are involved in education.

Statewide approach (1): The Memorial Funds statewide approach is seen as critical by one funder.

Center for Assessment & Policy Development, February 2007**

Ways in which the Memorial Funds involvement contributed to state policy results, as identified by interviewees, include:

Providing leadership (10): The Memorial Funds leadership in state policy work was the most frequently identified contribution mentioned by interviewees from each stakeholder group. Examples of the leadership roles identified by the interviewees include: David Nees role as co-chair of the Research and Policy Council and work with the Early Childhood Education Cabinet, the Memorial Funds work in creating a public-private partnership with the state, and the role the Memorial Fund has played in convening funders, providers, policy officials and others around these issues. A diverse group of stakeholders identified leadership, as a Memorial Fund contribution, including 1 legislator, 5 funders, 2 advocates, 1 state agency representative and 1 consultant.

Leveraging resources to gain access, providing matching funds (6): The Memorial Funds role in using funds to leverage other resources was seen as an innovative approach which allowed the Memorial Fund to gain access and attract the attention of leaders and state agency heads. This idea was described by one legislator as very powerful.

Building state-level capacity (advocacy, facilities) (2): The Memorial Funds capacity building work in the areas of early childhood education facility development and advocacy were specifically identified as key contributions by two state agency interviewees.

Center for Assessment & Policy Development, February 2007**Interviewees were asked to identify the groups (such as parents, business, advocates, etc) that they believe are best organized to work on these issues. Eleven interviewees (including 4 out of 5 legislators) identified advocates as key proponents of the work. The particular organizations that were most commonly identified by name include: the Early Childhood Alliance, Connecticut Parent Power, the Connecticut Commission on Children and Connecticut Voices for Children. Each of these organizations has received support from the Memorial Fund and of the four, two were created with the support of the Memorial Fund and one began working in this area at the request of the Memorial Fund.

When asked to identify the groups or organizations that have been the strongest champions for the work, interviewees consistently mentioned advocacy organizations whose work is supported by the Memorial Fund. Organizations mentioned by name include the Connecticut Association for Human Services, the Early Childhood Alliance, Connecticut Voices for Children, the Connecticut Association for the Education of Young Children, and the Commission on Children, Connecticut Parent Power and the Connecticut Health and Development Institute. Again, most of these organizations are Discovery grantees and/or have close partnerships with the Memorial Fund.

When asked to describe the capacities that have contributed toward or are a strong foundation for improving ECE and childrens outcomes, nine interviewees identified the states advocates, networks and agencies that are focused on these issues. Organizations that were mentioned by name include: the Connecticut Commission on Children, the Early Childhood Alliance, Connecticut Voices for Children, Connecticut Parent Power, ConnCAN, CHEFA and the Connecticut Health and Development Institute.

Center for Assessment & Policy Development, February 2007*The organizations that were most frequently mentioned as well organized to work on early childhood education issues, as strong champions of the issues, and/or as key contributors to improving outcomes for children are all core Memorial Fund grantees or partners.Center for Assessment & Policy Development, February 2007**When asked to describe whether having a large number of Connecticut communities working to improve early childhood education services and childrens development and school success has made a difference, 18 of the 22 interviewees who responded to this question identified at least one way in which this work has made a difference. This group of 18 includes 7 funders, 4 legislators, 4 advocates, 2 state agency representatives, 1 business leader.

When asked to identify aspects of the community work that have had an impact, interviewees most commonly noted the following:

Capacity building (6): Interviewees from each stakeholder group identified the capacity building work in communities as an important contribution to the policy work. Specific capacities identified include building local infrastructure and increasing community capacity to plan, leverage state support, collaborate, partner with the state.

The development of programs, systems that can be replicated (4): Interviewees from each stakeholder group identified the role of the communities in creating and implementing programs and systems that can be replicated. One state agency interviewee said It is only through something being implemented and tested that public policy is sustained.

Momentum, awareness, discussion around ECE (4): Interviewees identified the role of the local work in raising awareness and creating momentum around early childhood education issues.

Local wins (3): Interviewees talked about the importance of local wins in bringing people together around an issue and getting the attention of leaders.

Increased access of local community advocates to their legislators (2): One legislator emphasized that the communities have readier access to their legislators because they have an organized structure of people who advocate for the needs of the community.

Center for Assessment & Policy Development, February 2007*Center for Assessment & Policy Development, February 2007**Interviewees were asked to identify the groups (such as parents, business, advocates, etc) that they believed had been best organized to work on ECE issues. Consistently, interviewees identified advocates and early childhood education providers as the drivers of the work around early childhood education.

Interviewees also consistently mentioned the fact that parents did not yet have a strong voice on these issues. On the other hand, Connecticut Parent Power was described by one legislator as a well organized group working on behalf of parents and by two funders as very effective. Additionally, Connecticut Parent Power was identified by a business leader as a champion of the early childhood education work.

As the evaluation moves forward, we will continue to look at this issue and the degree to which Parent Power, currently viewed as a relatively new organization, is accepted as an authentic voice of parents.

Center for Assessment & Policy Development, February 2007**Stakeholders foresaw several challenges in sustaining legislative and policy interest in early childhood education issues over the next several years:

Possibility of legislators believing that ECE issues have been adequately addressedStakeholders were asked for their predictions on whether early childhood education issues would be a prominent area of focus in the coming years. Some raised the concern that there was so much focus on this issue during the 2007 legislative session that legislators may have a sense that they have already addressed this problem. One lobbyist described it as sort of an old issue so it needs to be repackaged. One legislator expressed the view that the pieces are in place. The Cabinet is working and we are building a structure.

Possible shift in public and legislative focus to public safety issues or health issuesIn July of 2007, two parolees with long criminal records were charged with breaking into a home, taking the family hostage and later setting fire to the house, killing a woman and her two daughters. This crime, which occurred in an affluent Connecticut community, shocked residents and sparked renewed conversations about Connecticuts policies about parole. Two stakeholders noted these discussions and the reactive posture of the State as an issue area that could derail investment in early childhood education in the coming years. One legislator believes that the focus will be on healthcare during the next session.

Voters are not pushing ECE as a major public policy issueStakeholders do not see strong voter support for early care and education. One lobbyist said, I dont see this as a campaign issue. It is not a platform that people feel they need to take a position on.

Advocates for children and families do not promote a common agendaAn ongoing challenge that was identified by stakeholders is the fact that advocates come from multiple perspectives (focus on infants and toddlers versus preschoolers, targeted versus universal services, early education versus health versus family support, etc) and the funds and governance of the early care system involves multiple governmental agencies. This creates a competitive dynamic that has made it difficult for advocates to define a common agenda around young children as a whole and early childhood education in particular.

Center for Assessment & Policy Development, February 2007*This and the next slide describe those things that interviewed stakeholders believe will be necessary to sustain attention on early childhood education issues:

Shared VisionHaving a common vision for the work is viewed by stakeholders as needed to maintain the focus on early childhood education issues. Only about one third (8) of the interviewees think there is a cohesive vision for addressing the needs of young children in the state (only 1 of the 8 is a legislator). One legislator said, There are still a lot of fissures among the actors. Every actor seems to be in relative agreement with every other in terms of the key things that are needed, but disagreement about how it needs to get done. There is consensus around goals and not around means for reaching goals. Most interviewees expressed a sense that there is progress in this area, with more work to be done to get to a common vision that is understood by all of the groups working on these issues.

Coordinated systemAlmost half of the interviewees spoke of the need for a comprehensive governance system for early childhood education to provide coordination across state agencies, continuity of programs and services and coordinated data collection and sharing.

Community capacity and infrastructureOn the local level, stakeholders see a need for the development of the capacities for data collection, outreach, and planning work to create an infrastructure to support program expansion.

Community impact on state policy State-level stakeholders noted that Discovery communities have contributed to what is happening in Connecticut for young children, but primarily in terms of local capacity and local progress. They did not describe specific ways in which this work is affecting policy at the state level at this point. Several interviewees commented that they would like to see the communities play a more proactive role with state level work to drive the agenda.

Evidence of results from investmentsStakeholders also noted that legislators may be unwilling to commit additional funds to ECE until there is proof of results because the investment in this area is predicated on the belief that providing early education opportunities for at risk young children will reduce the achievement gaps seen in school performance. Concrete data on the impact of ECE investments on child outcomes, evidence of the most effective early education practices and programs, and strategies for bringing best practices to scale were seen as important tools for maintaining focus on this work.

Center for Assessment & Policy Development, February 2007**This and the previous slide describe those things that interviewed stakeholders believe will be necessary to sustain attention on early childhood education issues:

More diverse championsThe need for champions legislative champions, business champions and mayoral champions was highlighted by stakeholders, as was the need to make this issue the focus of the local elections in 2008 to keep attention on this issue. One legislator talked about the need to constantly cultivate new relationships in the legislature, particularly with new members, noting that advocates need to recognize that the relationship building is continuous.

Messages that engage the public Interviewees repeatedly talked about the need to build public support and awareness around early childhood education issues. One legislator talked about the need to figure out how we can get people on board. Several stakeholders see a need for a carefully crafted communications strategy that would help to build a grassroots constituency to support this issue, build awareness, share successes and communicate the vision for this work.

More active parent voiceAs mentioned in a previous slide, parent voice is not yet perceived by stakeholders as a significant factor in the state-level policy work. In talking about the lack of parent voice on these issues, one legislator said, We would like to think it is the parents driving this issue, but it is the advocacy groups. Facilitating parent voice is seen as an important and missing element to sustaining focus on these issues. One advocate said, It is all in the hands of the legislature. The customer is missing. There is also a recognition of how difficult it can be to engage parents of young children, both because they have so little time and because the issue of early childhood education is temporary for them (as compared to the time spent in the K-12 system).

Center for Assessment & Policy Development, February 2007*Center for Assessment & Policy Development, February 2007*Statewide and regional grantees reported that they are working more collaboratively with each other and have seen their work with each other evolve with greater focus on joint advocacy work and developing joint policy strategies. They also felt their data collection and dissemination and policy research capacity had increased. Stakeholders also viewed the advocacy organizations working on these issues as well organized and providers of quality data and policy research.

Similarly, both groups reported greater support for early care and education issues. Both groups also observed greater awareness about the importance of these issues and state-level support.

Center for Assessment & Policy Development, February 2007*Despite the growth in statewide organizations capacity to engage in policy development and advocacy observed by stakeholders and statewide grantees, both groups see more work ahead.

Both groups identified a need for a coordinated message from organizations working on early care and education issues. Statewide grantees felt they need to develop a closer working relationship with community-level advocates. Stakeholders identified a need for greater community capacity to support expansion of the current early care and education system. Both groups also observed a need for greater parent leadership and voice at the state level and a need for broader based public support. Both groups also voiced a need to keep legislators engaged in early care and education issues in spite of strong competing issues and a tightening fiscal environment.

Center for Assessment & Policy Development, February 2007The 2007 legislative session saw substantially increased new funding for early care and education, as well as a new partnership between the Cabinet and the Memorial Fund to support the development of comprehensive community plans for young children. Additionally, the Memorial Fund entered into a partnership with the state to protect the funds and stimulate new investment in the Parent Trust Fund.

Stakeholders identified 4 major ways that Discovery and the work of the Memorial Fund contributed to early care and education successes:

Memorial Fund approach to the work: The Memorial Funds approach to the work was viewed as a key contribution, specifically its long-term commitment to the issue area, provision of knowledge and information, its neutral and objective voice, and relationships with state agency reps and legislators.

Memorial Fund leadership in state policy work: Examples of the leadership roles identified : David Nees role as co-chair of the Research and Policy Council and work with the Early Childhood Education Cabinet, the Memorial Funds work in creating a public-private partnership with the state, and the role the Memorial Fund has played in convening funders, providers, policy officials and others around these issues.

Work of the Statewide Organizational Grantees: The organizations funded by the Memorial Fund to advocate for early care and education issues were seen as well organized, strong champions for the issue and an important capacity in the state for improving childrens outcomes.

Capacity building: Stakeholders identified the results of capacity building work in communities, such as building local infrastructure and increasing community capacity to plan, leverage state support, work together, and partner with the state as an important contribution to the policy work.

*Center for Assessment & Policy Development, February 2007The findings from these two data collection efforts suggested several ongoing challenges facing proponents of early care and education issues. The fiscal environment in Connecticut, as in many other states, is tightening. Other issue areas are looming and may be viewed by legislators as more immediate. In light of this, the evaluation will be looking at whether the State legislature allocates funds in the 2009 legislative session that were budgeted for early care and education in the 2007 session. Of the $56.2 million in new funding for early care and education, only $17.5 million is budgeted for use in SFY 08. The remaining $38.7 million is budgeted for SFY 09.

Beyond the coming session, it will be important to look at the degree to which early care and education proponents are able to sustain the momentum for early care and education during the 2009 legislative session and build public support for these issues. The evaluation will also be looking at the success of efforts to amplify parent voice and leadership. *Center for Assessment & Policy Development, February 2007**The Memorial Fund has put new resources into several targeted areas that are intended to address some of the challenges and gaps identified by the stakeholders. The following are the key strategies:

Leveraging public funds with private investmentsLeveraging state funds for community planning grants: The Memorial Fund is partnering with the Cabinet to support the development of comprehensive community plans for young children. Communities are being supported to incorporate a results-based accountability framework in their plans. Leveraging state funds to continue Parent Trust Fund: The Memorial Fund has partnered with the state to match funds for new state investments in the Parent Trust Fund.

Enhanced investment in and support for community and statewide partnersContinued grants and technical assistance to Discovery communities for work in 2008-2009 and grants to additional communities: The Memorial Fund has extended the Discovery initiative and will continue to provide grant funding to the original 49 Discovery community grantees and has also added 4 new communities.Grants to communities for regional work: The Memorial Fund has allocated additional funds for regional grants for collaborative work among communities and has received 6 applications, representing 17 Discovery communities and 20 other communities across the state to do parent engagement, communications, data collection and other joint work. Enhanced funding for statewide partners: Four statewide partners are receiving additional funds to develop joint proposals.

Grants and support to state-level organizations for communications campaign The Memorial Fund has developed a three year plan to fund short term and long term communication strategies. Part of these funds are being used to bring together communities and statewide organizations to develop a communications strategy.

Continued leadership of Memorial Fund StaffThe Memorial Fund staff will continue its work with the Research and Policy Council and continue building relationships with legislators, agency heads and elected officials.

Center for Assessment & Policy Development, February 2007*The outcome of any particular legislative session is the result of the cumulative work in prior years. Thus, stakeholder perspectives on the contributions of Discovery to recent policy actions reflect the results of capacity-building work over the past several years. Further evidence of sustained focus and capacity to influence policy going forward will include:

More effective policy advocacy organizations and strategiesStronger collective community and parent voice in policy debateIncreased public and leadership awareness of and support for early childhood education and other critical early childhood services

Center for Assessment & Policy Development, February 2007