Making the Case for Early Childhood Investments

What Messaging Can Municipal Leaders Use?

Making the case gives municipal leaders the tools to effectively message the importance of investing early and who to engage in their local efforts. Whether you are seeking to form a diverse stakeholder group, use relevant datapoints or build public will, this resource is for you! 

Municipal leaders across the country are placing young children at the forefront of their policy and funding efforts and using critical messaging to gain buy in from colleagues and to build public will. Decades of research indicate that investing in the early years yields significant results for government. Elected officials can build this research into their messaging to reach diverse audiences and help build the case for making early investments. Here are some datapoints and messaging tips that municipal leaders can use as a resource and have at the ready:  

• Every child deserves a healthy start in life with family support and quality care and learning opportunities.  
• Research underscores the importance of investing in policies, programs and practices that support young children from prenatal to age eight (PN8), an investment that yields both near and long-term positive outcomes for children, families and the broader economy. (The Center for High Impact Philanthropy, n.d.) 
• This period is marked by rapid brain development, with over 90 percent of brain growth occurring before age five, making it a critical window for shaping lifelong outcomes. (Center on the Developing Child at Harvard University, 2000) 
• Research shows that high-quality, birth-to-five early education can yield an annual return on investment of up to 13 percent. (Heckman, 2017) 
• Local leaders are uniquely positioned to champion the needs of young children and families by making a compelling case for early investment and building the political will necessary to sustain it.  

Key Questions to Ask Yourself

Reflecting on the following questions can help you identify opportunities, align priorities and strategically advance early childhood efforts within your city. Ask yourself these questions to guide your work in building the case for making early investments:   

• What does our municipal-level data say about the needs of young children and families in our community? 
• How do investments in early childhood align with our community’s core values and priorities? 
• Who are the key stakeholders (parents, educators, healthcare providers, business leaders, etc.) to engage in my local efforts? 
• What stories and data will resonate most with decision-makers and the public? 

What existing federal, state, local and private funding sources are currently dedicated towards local early childhood programs and initiatives? 

Your Next Steps for Getting Started

Municipal leaders can consider best practice approaches or strategies to help prepare local stakeholders to support your early childhood efforts and help you get started. Here are some helpful tips for making the case to local audiences including community stakeholders:  

• Collect and analyze local data illustrating the needs of young children and families in your municipality, and research existing programs, policies and practices that support this population. 
• Message national and local research to highlight the importance of investing in the early years and the return on investment.  
• Include early childhood development in strategic plans, budgets and public statements. 
• Set clear goals for what your community wants to achieve for young children and families. 
• Create opportunities for parents and caregivers to share their experiences and shape solutions. 
• Advocate for dedicated local funding and staff for early childhood initiatives. 

Celebrate and publicize early wins to maintain momentum and public support.

Potential Outcomes & Impacts

Making the case for PN8 investments can lead to the following outcomes: 

• Increased Public Awareness: Increased understanding of the importance of early childhood development and family support.  
• Elevated Political Priority: Early childhood becomes a visible and urgent issue on the political agenda.  
• Policy Readiness: Policymakers are more informed and prepared to act when opportunities arise. 

Increased Civic Engagement & Trust: Residents are more engaged and feel their needs are being heard and addressed. 

City Examples

Juneau, Alaska: In 2018, Juneau’s City Assembly created a Child Care Taskforce to determine whether child care should be part of the core municipal budget—and concluded that it should. The city now provides direct financial support to licensed child care providers and staff in the form of stipends. In addition to securing additional local funding both at the Assembly and at the ballot, the work driven by the Child Care Taskforce has allowed Juneau to secure additional state funding and created an apprenticeship program to strengthen and retain the early child care workforce.   

Irvine, Calif: The City of Irvine has adopted a comprehensive five-year Strategic Plan for Children, Youth and Families (FY2025-2030). Key goals include: (1) Enhancing cross sectional and interdepartmental engagement; (2) Reducing health disparities; (3) Supporting healthy child development and increase readiness for school; (4) Strengthening healthy youth development; and (5) Supporting a safe, secure and inclusive community. The Plan’s purpose is to create a vision and identify goals and action items which will guide the City of Irvine in adopting its programs and services to meet the changing needs of children, youth and families in Irvine. 

Cleveland, Ohio: In 2024, Mayor Justin M. Bibb launched Cleveland’s first Prenatal-to-Three agenda, developed with input from families, community members, and city stakeholders. The agenda outlines goals in three key areas: economic mobility, environmental justice, and housing. In 2025, Mayor Bibb signed an executive order establishing the Municipal Cabinet for Children and Youth, composed of leaders across city departments. The Cabinet aims to improve outcomes for children and youth by coordinating efforts across agencies and guiding work through four committees focused on key areas like prenatal through early childhood, K-12 educational outcomes and out-of-school time, college and career readiness, and overall well-being. 

Resources to Help You Get Started

DITM Toolkit 

Setting the P.A.C.E. for Infants, Toddlers and Families 

Cities Supporting the Early Childhood Workforce