1. GEORGIA’S PRE-K PROGRAM Bright from the Start: Georgia Department of Early Care and Learning Marsha H. Moore, Commissioner

2. Target Population Georgia’s Pre-K Program is universal, i.e., it is open to all four year olds regardless of family income.

3. In 2005-2006 Georgia’s Pre-K Program: Served over 74,000 children In all 159 counties in Georgia Budget of $290M Cost per child of $3,919

4. Unique Features of Georgia’s Pre-K Program Lottery funds provide dedicated monies Successful public/private partnership Voluntary 180 days, 6.5 hours per day Goal: to prepare children for success in school Family support services Interagency collaboration to coordinate services at community level

5. Benefits of Universal Access Stigma of “at risk” program removed More diversified student population enriches learning experience for all Quality of Pre-K classes trickles down to infant and toddler classes in private sector Increased school readiness for all children More likely to receive greater public support so that programs are of higher quality and reach more children

6. Challenges of Universal Access Funding in unstable economy Ensuring access in all areas Oversight and program quality

7. Evaluation Georgia Early Childhood Study Study Measured: Direct Assessments –Beginning of preschool –End of preschool –Beginning of kindergarten Teacher Ratings(preschool and kindergarten Surveys of teachers Surveys of parents’ attitudes and involvement Observations of classroom activities

8. Georgia Pre-K Performance Children participating in Georgia Pre-K gained: on national norms for solving math problems; for letter and word recognition; and for vocabulary; on understanding printed material and story comprehension; mastery of one additional basic skill, either naming numbers, naming colors, or counting, on average

9. Reducing Initial Gaps Consistent high quality of Georgia’s Pre-K Program is a primary factor that reduces the initial gap between private preschoolers and lottery funded Pre-K by the beginning of kindergarten Developmental outcomes of all four- years olds were raised by high quality preschool experiences

10. Original Governance of Program Independent state agency Executive director appointed by Governor Reported directly to Governor Operated without a Board of Directors Independent of state department of education Used volunteer advisory groups

11. Advantages of Governance Structure Allowed focus to remain on early education Fast response to issues Eliminated some bureaucracy associated with large state agency Able to treat public and private providers as independent contractors Equalized footing between public and private providers Funding formula flexibility

12. Challenges of the Governance Structure Political pressures Viewed as “not real school” Perception that public and private Pre-K programs are different School systems involved with two state agencies (DOE & Bright from the Start) Perceived as having too much autonomy

13. New Governance Structure Bright from the Start: Georgia Department of Early Care and Learning Independent agency separate from Georgia DOE Commissioner appointed by Governor Governing Board of Directors and Advisory Board Responsible for creating and maintaining comprehensive system of early care and education Legislatively identified as a DOE

14. Bright from the Start: Georgia Department of Early Care and Learning Created July 1, 2004 to: Create and sustain a system of early care and education Reduce bureaucracy Eliminate duplication of services Blend resources Coordinate efforts between early childhood advocates and providers

15. Bright from the Start, continued Created by merging: Office of School Readiness Child Care Licensing Division of the Office of Regulatory Services Georgia Child Care Council Even Start Family Literacy Program Head Start State Collaboration Office

16. Advantages of New Governance Structure Legitimizes relationship between child care and education Raises awareness that quality early care is a critical component of the education continuum Allows for more extensive private involvement in the early education process More funding flexibility

17. Challenges of New Governance Structure Changing culture  Public  Parents  Providers  Policymakers Increased need for collaborations Creating and supporting local service hubs

18. Meeting the Challenges of the New Governance Structure Building capacities of local resource and referral agencies Creating and participating in more community collaboratives Forming and utilizing ad hoc advisory committees Aligning standards Increasing public relations/marketing efforts Creating more opportunities for parent involvement

19. Critical Success Factors Political Programmatic Administrative Other

20. Political Critical Success Factors Direct involvement of the Governor Adequate funding Integrated program into existing child care and education communities Universal; not another “at risk” program Public/private partnership Choice (providers AND parents)

21. Programmatic Critical Success Factors Emphasize education, not day care Specify school readiness and learning goals Educate providers about appropriate Pre-K and early child care instruction Operate on public school calendar Provide family support services Provide intensive teacher training Encourage parent involvement Align policies with national organizations: NGA, Zero to Three, NAEYC

22. Administrative Critical Success Factors Implement a uniform financial, payment, and reporting system for all providers Develop and disseminate funding levels Develop and disseminate processes for awarding classes Establish minimum lead teacher salaries Operate as a “business,” not as a state bureaucracy Require quality – internally and externally

23. Other Critical Success Factors Listen to customers Listen to critics Don’t let semantics become a barrier Publicize activities and accomplishments Cultivate meaningful collaborations

24. For more information about Georgia’s Pre-K Program or Bright from the Start, visit: www.decal.state.ga.us