McCormick Institute for Early Childhood

BY Dr. Jill Bella | October 4, 2018

This document may be printed, photocopied, and disseminated freely with attribution. All content is the property of the McCormick Center for Early Childhood Leadership.

Note: This resource is part of a self-reflection series called “Points to Ponder.” Read the rest of the series here.


According to Google, the phrase put your money where your mouth is means “to take action in support of one’s statement or opinions.” If you talk about the importance of continuous learning, have you put your program’s money where your mouth is by demonstrating that within your policies and practices? It has been said that a budget is a reflection of a program’s values and priorities—if you truly value professional development, it will be reflected in the budget (as well as your policies).


Item 5 in the Program Administration Scale (PAS), considers professional development as a benefit. At the good and excellent levels, an “employer provides [a specific dollar amount or more] per year to all employees to pay for or reimburse professional development expenses.” This “professional development benefit gives employees financial support to access professional development of their own choosing. Supervisor approval may be required.” The specific dollar amount is $100 at the good (5) level and $200 at the excellent (7) level. Like most benefits, guaranteeing professional development funds to each employee is costly and means determining priorities and making financial decisions that impact your bottom line. However, assigning a specific dollar amount to each staff member demonstrates transparency and fairness. A policy stating the specific dollar amount ensures that funds are allocated for this benefit and indicates that professional development is valued.


Points to Ponder


Do you value professional development in your program? If so, take a look at your budget and consider whether it reflects professional development as a value. If you do offer a specific dollar amount to each employee, is there any limitation or restriction (e.g., must work for the program for at least one year, only available to full-time staff, or only for conferences)? Restrictions such as requiring supervisor approval help ensure professional development is appropriate or aligns with individual goals. If there is a restriction(s), reflect on the purpose and whether or not is necessary.

Jill Bella, Ed.D., is Director of Professional Learning for the McCormick Center for Early Childhood Leadership and Assistant Professor of Early Childhood Education at National Louis University (NLU). In these roles, she oversees professional learning, conducts research, and consults for local and state initiatives on the Early Childhood Work Environment Survey (ECWES), the Program Administration Scale (PAS), the Business Administration Scale for Family Child Care (BAS) and leadership topics in early care and education. Dr. Bella is also the co-author of several books and trainer’s guides including A Great Place to Work and Inspiring Peak Performance.


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Building Community Partnerships for Lasting Impact

By Cara Murdoch and Sherry Rocha • December 12, 2025
By Cara Murdoch and Sherry Rocha Community collaborations can strengthen your early childhood program, expand services for families, and increase your visibility and credibility as a trusted resource in the community. But effective partnerships don’t begin with a phone call—they start with a plan. Start with internal planning Before reaching out to community members or organizations, gather insights from your internal team. Hold a brief planning meeting to discuss goals, identify needs, and build a shared vision for collaboration. Consider including: Members of your board of directors or advisory board Program staff members Interested family members and parents of enrolled children. REVISIT your mission and goals A clear, shared understanding of your program’s purpose will guide effective partnerships. Before reaching out to community members or organizations, gather insights from your internal team. Hold a brief planning meeting to discuss goals, identify needs, and build a shared vision for collaboration. Consider including: What is your mission? What strengths and expertise do we bring to the community? What challenges do our enrolled families face? What support or resources would be most helpful? What can we offer potential partners in return? Clarity about these questions will ensure that your outreach to community members and organizations is focused and meaningful. Learn about local resources Begin exploring the services and organizations that exist in your community. These may become valuable referral partners or direct collaborators. Examples include: Early intervention services Family support agencies Mental health providers Multilingual tax-preparation volunteers Knowing these resources helps you connect families with the help they need. share your space and services Your early childhood center may be a valuable asset for other groups. Consider offering your space to other programs or groups to strengthen your role as a community hub. Possibilities include: Scouting America or Girl Scout meetings Parenting workshops or support groups Health screenings or nutrition programs Community committee meetings participate in community events Raising visibility in your community opens doors to partnership. Become involved in: Neighborhood clean-up days Local fairs or festivals Library literacy events Cultural celebrations School district events These types of interactions naturally build trust and relationships. build and expand your network Partnerships often begin with small conversations or shared goals. Stay curious and connected—the more people you meet, the more opportunities arise. Potential collaborators include: Museums Public libraries Human services departments Colleges and universities Local schools Cooperative Extension services Hospitals and clinics Banks and financial advisors Mental health agencies Early intervention programs Remember: partnerships are mutually beneficial Successful collaborations are built on: Clear communication Shared goals Appreciation for each other’s strengths A commitment to supporting families and the community Whether the support you receive is financial, advisory, or educational, strong partnerships help everyone thrive. A final thought Community partnerships don’t happen overnight. With the proper planning, your early childhood program can become a powerful and connected resource in your neighborhood. Start small, stay open to ideas, and let relationships grow.
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