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Looking Back, Moving Forward: Next Steps for Campaign for Children 1.

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Presentation on theme: "Looking Back, Moving Forward: Next Steps for Campaign for Children 1."— Presentation transcript:

1 Looking Back, Moving Forward: Next Steps for Campaign for Children 1

2 What We Accomplished $150* million in restorations to child care and after school programs in FY 2013 Budget 47,000 Child Care and After School Slots Protected Became Top Issue in Budget Negotiations *Note 2014 youth add 2

3 How We Accomplished It Over Five Months, Four City-wide Reports and Multiple Borough Reports Made the Case for Investing in Child Care and After School 29 Press Events and Over 175 Media Hits Demonstrated We Had Public Support – Putting Pressure on Citywide Elected Officials – 4,500 Phone Calls to Citywide Decision-Makers Targeted Paid Media at Key Moments Demonstrated Focus of Our Campaign Parent Mobilization Put Pressure on Local Councilmembers – 60,000 Letters Were Sent NY Times Editorial Demonstrated Importance of the Issue 3

4 Current Status of After School and Child Care 4 Child CareAfter School Total Budget$841.3M (+ $179M Head Start) $171M ($123.9M for OST, $37.5M for Beacon & $9.6M for Cornerstone) Children Served98,286148,840 (56,888 OST, 86,100 Beacon & 5,852 Cornerstone) Total Need272,302 Children <5 in families that make less than 200% of FPL 1,034,346 Students in public K-12 schools

5 Timeline for the Next Phase of the Campaign July 1 st 2012 – New Fiscal Year began Fall 2012 – Mayor revises budget based on new revenue projections January 2013 – Mayor releases Preliminary Budget for upcoming Fiscal Year April 2013 – Mayor releases Executive Budget June 2013 – City Council negotiates changes to the Executive Budget and then votes to approve an Adopted Budget June OR September 2013 – Primary and Runoff for New York City offices (depends on whether the primary gets moved to June by the State Legislature) November 2013 – General Election for New York City offices 5

6 Our Strategy Coming off the amazing victory in June, we have an opportunity to seize the moment by developing an expansive vision for high-quality child care and after school systems and building a political constituency for that vision so that it can become a key policy issue in the upcoming 2013 elections. By articulating this vision before the upcoming budget fights, we hope to operate on parallel tracks: Continuing to push the aspirational, long-term vision Defending against any cutbacks proposed in this year’s and next year’s budget 6

7 An Expansive, Positive Vision for Child Care and After School This is an opportunity to move beyond the budget fight, which is focused on simply maintaining what “is,” and to talk instead about building a stronger, more sustainable, high-quality system for NYC’s children and working families. We need to put forth an aspirational, expansive vision for the child care and after school systems. – This is still going through discussion in the campaign, but the broad vision could be something like “Too many of New York's children start school already behind, leading to worse educational outcomes even affecting future employment opportunities. Meanwhile, their parents struggle to find a safe, educational place for their children while they work. Building a brighter future for New York City’s children starts with providing safe, educational and affordable child care and after school options for every working family. But, New York's investment in early childhood education and after school programs has not met the need, leading to more and more children who lack access to high-quality, affordable opportunities.” 7

8 Building on What Worked Extending Our Reach The Campaign's reach, through centers and programs in all five boroughs, allowed us to place stories in borough sections of the Daily News and get consistent coverage in local press. We will be building on that by developing borough Town Halls early in the 2013 campaign to demonstrate that child care and after school is an issue that candidates must grapple with and, by the end of the election, developing lists of activists in 15+ Council districts. 8

9 Building on What Worked Expanding Our Coalition The Campaign's ability to mobilize thousands of parents and providers to call City Hall and turn out at rallies made it clear that real people care about this issue. We want to elevate a simple big-picture vision and get broad buy-in, building a political constituency beyond parents and providers who are directly affected. – Business groups – Progressive communities – Faith Leaders – Blue Ribbon Panel 9

10 Building on What Worked Using the Strength of Data The Campaign's technical skill and understanding of data allowed us to release four main reports, each of which was featured in a major newspaper, and five borough reports. We plan to continue the campaign's reliance on data by releasing reports that illustrate: – The myth of a "budget dance". While the Coalition and Campaign have secured unprecedented restorations in the last two budget cycles, the capacity of both systems overall has continued to decrease each year. In addition, a significantly higher percentage of both systems are now funded with City Council money – meaning only for one year at a time. This product would clearly show the decrease in capacity and the affect the short-term funding has on quality and stability. – The need for high-quality child care and after school programs is increasing, leading to a significant unmet need. – The benefits of child care and after school programs to the economy – both in the short-term (through employment of teachers and allowing parents to work) and long-term (in terms of educating children and preparing them for further schooling and then jobs). – The contrast between widely accepted programmatic components that define quality child care and afterschool programs and the programmatic components that current government funding allows for – the structural deficit for programs. – The benefits of early and consistent investments in child care and afterschool programs – in context of current concerns regarding community safety and educational success. 10

11 How You Can Help Campaign Funding – We raised $159,700 (including $42k from coalition members and $117,500 from funders) – We spent $64,795, leaving $94,724 on hand to support the continuation of the campaign, which will carry the campaign forward to early Winter 2013 – We would need an additional $255,000 to continue to support campaign public relations and organizing activities through the Mayoral race and into the transition period Funding Campaign Stakeholders – Members of the campaign funded the campaign both through direct contributions (approximately 35% of the budget) and significant in-kind staff contributions Help the Education Effort – Participating in the refinement of the vision of the Campaign – Convening key stakeholders and non-traditional partners to generate support for the Campaign’s vision – Facilitating connections between the Campaign and other funders and potential partners – Engaging your networks in the media and with other city leaders to promote the vision – Carrying the vision and message of the Campaign in your work 11


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