Implementation Phase

New York Develops Early Childhood Education Business and Fiscal Management Training and Coaching  

New York implemented 11 action plan strategies to support child care business sustainability efforts. The New York State Council on Children and Families (CCF), in partnership with other key stakeholders, is implementing a first-ever financing strategic plan to support early childhood education (ECE) programs as businesses. New York’s team included representatives from CCF, the Early Care and Learning Council (ECLC), the New York State Office of Children and Family Services (OCFS), and the Business Council of New York.

Operating an ECE business is challenging, and many providers struggle to make ends meet. The 2019 New York State Birth Through Five (NYSB5) Preschool Development Grant Needs Assessment Report identified several challenges impacting the financial viability of ECE programs. Key findings included the need for more information and resources about:
• Combining and using funds to maximize limited resources;
• Accessing technical assistance to help programs maximize funding;
• Investing in improving, mitigating, and preventing facility issues; and
• Collaborating with businesses in the community to support facility needs and create business plans.
CCF recognized the need to develop statewide business and fiscal management training and coaching. They contracted with the ECLC to create a business and fiscal management training curriculum to teach child care owners and administrators how to build and sustain their businesses. Resource guides and coaching materials were developed. A partnership with the Small Business Administration helped disseminate the curriculum to child care businesses. CCF centered its efforts around the accessibility of these resources to support child care businesses.
New York considered several important concepts to inform the development of its business and fiscal management training and coaching initiatives.
• Existing resources and national trainings were analyzed to avoid duplication
• CCF started developing a financing strategy plan in 2010 by outlining the fiscal needs of ECEs and updating it in later years. This work provided the basis for the ECE training curriculum, which included six additional trainings: (1) Business and Financial Structure (2) Ongoing Financial Management; (3) Staff Recruitment, Management, and Retention; (4) Marketing; (5) Program Contracts and Policies; and (6) Facilities and Liability.
• Establishing quality control standards is critical to ensuring training is delivered consistently and accurately.
• Collecting feedback from trainers and participants resulted in valuable feedback. A year after implementation, trainers were asked for feedback on improving the training based on their experience with delivering the training. They indicated the overwhelming amount of information provided, especially for new ECE businesses. They recommended splitting the curriculum and changes were made to restructure the material.
• Developing a process for continuous improvement of the curriculum and training process for ECE businesses was essential. Reaction surveys are critical for trainers to measure the effectiveness of the training. The surveys help track the knowledge and skills that providers gain, as well as the impact of the training on the providers' businesses and have allowed CCF to amend the training curriculum as needed.