Purpose of this Publication This insights report is designed for fiscal and program leaders who guide key decisions and shape the flow of resources that impact the well-being of children and families across public, private, and philanthropic sectors. It is intended for a variety of partners who play a critical role in serving children and families, including: Fiscal and program leaders who set priorities, inform decisions and provide resources to children and families Cross-sector collaborators such as behavioral health, housing, and workforce development working at the intersection of funding, service delivery, and systems change Philanthropic and policy leaders interested in strengthening prevention financing infrastructure Field connectors who organize and convene groups, align agendas, and work collectively to advance shared prevention goals The report elevates the importance of fiscal leadership in advancing prevention, provides an overview of the Fiscal Leadership Circle (FLC), shares five emerging habits of effective fiscal leadership, and features emerging results from fellows’ projects. We conclude with reflections on how fiscal innovation can help create the conditions to accelerate prevention and strengthen supports for children and families. This report is also an opportunity to honor the experimentation and practical knowledge of the inaugural FLC cohort by making their learning visible and contributing it to the field’s evolving understanding of effective fiscal leadership for prevention. The insights reflect a point-in-time analysis of post-session data collected in 2025 and assessed during the first quarter of 2026; they may not capture subsequent implementation progress or emerging learning. The Five Fiscal Leadership Habits should therefore be understood as an evolving framework rather than a definitive or universal model. Grounded in the experiences, projects, and reflections of the inaugural cohort, the habits are now being tested, applied, and refined through a subsequent cohort. Together, these findings offer an early view of the practices and conditions that may help fiscal leaders shift resources, relationships, and decision-making toward prevention and family well- being.
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