Every Association for Infant Mental Health has a story. Some began as small groups of committed professionals
who saw a need and decided to do something about it. Others grew within universities, nonprofit organizations,
or larger systems supporting children and families.

Today, AIMHs operate in different ways, with different resources, relationships, and
organizational structures. Those differences are part of the strength of our national community.

Whether you're helping to establish a new AIMH, serving on a board, leading a program within
a larger organization, or navigating the day-to-day responsibilities of an established association,
there are questions we share and lessons we can learn from one another.

We've gathered some of those questions here, along with practical guidance
to help you think through what might work best for your AIMH.

AIMH Leadership, Oversight, & Operations

An AIMH brings people together around a shared commitment to the relational, social, and emotional well-being of babies, young children, and the adults who care for them. AIMHs often serve as a professional home for the infant and early childhood mental health (IECMH) workforce, a place where people find connection, community, shared learning, and support for the important work they do.
How that happens looks different from one AIMH to another. Some focus heavily on professional development and workforce support. Others also engage in policy, public awareness, reflective practice, systems building, and partnerships across the early childhood field.
At the heart of the work is a commitment to strengthening the relationships, knowledge, and systems that support infants, young children, and families, while creating a sense of belonging for the professionals who hold them in mind every day.
Not necessarily. The answer depends on the AIMH's organizational structure.
An independent nonprofit generally has a governing board with legal and fiduciary responsibilities. An AIMH housed within a larger nonprofit or institution may operate under that organization's governing body, with an advisory council or steering committee providing direction specific to the AIMH.
Whatever the structure, every AIMH benefits from a group of people who understand its purpose, help guide its priorities, and share responsibility for its future.
A governing board has formal authority and legal responsibilities for the organization. It makes decisions about organizational direction, financial oversight, leadership, and accountability.
An advisory council provides expertise, perspective, connections, and guidance, but generally does not carry the same legal authority.
Both can be valuable. What matters is being clear about who makes decisions, who provides input, and how people work together.
AIMHs are strongest when leadership reflects the communities, systems, and relationships they hope to strengthen. But who serves in leadership, and in what capacity, may look different depending on the AIMH's organizational structure.
For AIMHs with governing boards, board membership should bring together people with the skills, experience, relationships, and perspectives needed to guide and sustain the organization. That includes expertise in areas such as nonprofit governance, financial oversight, organizational development, fundraising, and community engagement. Board members don't all need to be IECMH professionals. In fact, bringing in people from outside the field can strengthen the AIMH's reach, resources, and long-term sustainability. What matters is a shared commitment to the mission and a willingness to take responsibility for the organization's well-being.
For advisory councils, steering committees, and program leadership groups, representation may look quite different. These groups benefit from broad participation across the IECMH community, including early intervention, home visiting, child welfare, higher education, healthcare, early care and education, family support, and other related fields. Their role is often to help identify emerging needs, shape priorities, strengthen partnerships, and ensure the AIMH remains connected and responsive to the workforce and communities it serves.
In either structure, it's important to consider whose perspectives may be missing, including families, people with lived experience, and communities that have historically had less opportunity to shape decisions.
Not every person needs to serve in every capacity. A strong AIMH makes room for different kinds of leadership and contribution, recognizing that governance, program expertise, community relationships, and lived experience each bring something important.
Leadership isn't simply about filling seats. It's about bringing together the right mix of people, creating meaningful ways for them to contribute, and building something stronger because of the perspectives they bring.
How does an AIMH build financial and organizational sustainability?
Sustainability begins with understanding what it actually takes to do the work well—and what it will take to keep doing that work over time.
For AIMHs, that means thinking beyond the cost of individual programs, trainings, or activities. It means investing in the people, leadership, relationships, technology, administrative systems, and infrastructure that make the work possible. Those things aren't separate from the mission. They're what allow the mission to move forward.
A sustainable AIMH doesn't have to be a large AIMH. It needs a clear sense of purpose, a realistic understanding of its capacity, and resources that are aligned with what it has committed to do.
Building a diverse base of support
There is no single funding model that works for every AIMH. Depending on its structure, priorities, and partnerships, an association might draw support from several sources:
- Memberships and individual giving: Membership dues, recurring contributions, and donations can provide flexible funding while strengthening people's sense of connection and investment in the AIMH.
- Training and professional development: Registration fees, training contracts, reflective practice offerings, and other workforce development activities can generate revenue while meeting important needs in the field.
- Public funding and contracts: State agencies responsible for early childhood, mental health, health, child welfare, and early intervention may be important partners in supporting workforce development, consultation, and systems-building activities.
- Foundation and philanthropic support: Local, regional, and national funders may support IECMH workforce development, early relational health, family well-being, organizational capacity, and systems change.
- Sponsorships and partnerships: Healthcare organizations, universities, community foundations, employers, and other partners may contribute financial or in-kind resources.
- Institutional support: AIMHs housed within larger nonprofits or institutions may benefit from shared staffing, administrative systems, technology, facilities, and other infrastructure that reduces the need to build everything independently.
The strongest approach is usually a thoughtful mix of resources, rather than depending too heavily on any single source.
Paying attention to the full cost of the work
One of the challenges for mission-driven organizations is that funding is often available for programs but less readily available for the infrastructure that supports them.
A training grant may cover presenters and materials but not the staff time needed to manage registration, maintain relationships, evaluate outcomes, or prepare reports. A workforce initiative may support implementation but not the leadership and administrative capacity needed to sustain it.
Those costs are real, and AIMHs should account for them when developing budgets, negotiating contracts, and seeking funding.
Building sustainability also means being willing to ask whether a new opportunity brings enough resources to support the work it requires.
Investing in people and leadership
Many AIMHs have been built through extraordinary commitment, volunteer leadership, and the willingness of a few people to do whatever was needed.
That dedication is part of our history and one of our greatest strengths. But it shouldn't have to be the business model.
Sustainability means creating reasonable expectations, developing future leaders, documenting important processes, and ensuring that the work doesn't depend entirely on one person. It also means making room for reflection, relationships, and the well-being of the people carrying the work forward.
Building partnerships that strengthen capacity
Not every AIMH needs to develop every resource or service on its own.
Partnerships with other AIMHs, universities, state agencies, nonprofits, and national organizations can create opportunities to share expertise, reduce duplication, develop joint initiatives, and make better use of limited resources.
Sometimes the most sustainable decision is not to build something new, but to build on something that already exists.
Planning for the future
Sustainability is something to revisit regularly. As an AIMH grows and changes, its leadership should be asking:
- Are our resources keeping pace with our commitments?
- Do we have the people and systems needed to deliver our work well?
- Are we investing in organizational capacity as well as programs?
- What would happen if a major funding source or key leader were no longer available?
- Are we building relationships and partnerships that will help sustain the work over time?
- What opportunities could we pursue together with other AIMHs rather than independently?
The goal isn't simply to bring in more money or do more things. It's to build an AIMH that has the strength, flexibility, and support to continue showing up for its community.
And that's something we can help one another do. Across the national AIMH community, there is tremendous experience in building organizations, developing partnerships, navigating funding, and finding creative ways to make limited resources go further. Sharing that knowledge is one of the ways we can strengthen the sustainability of every AIMH.
Begin with the needs of the infant and early childhood workforce and the communities your AIMH serves.
What support is already available? Where are the gaps? What relationships and resources can be strengthened? What is the AIMH particularly well-positioned to contribute?
A strategic plan or other planning document can help, but it doesn't have to be complicated. A clear set of priorities, shared understanding of responsibilities, and a practical way to measure progress can go a long way.
No. AIMHs have different priorities, capacities, and approaches to supporting the infant and early childhood mental health workforce.
Some offer Endorsement® through the appropriate licensing arrangements. Others are partners in offering credentials specific to the needs of their communities, provide professional learning, reflective practice opportunities, workforce development, systems support, and other activities.
An AIMH's value is not determined by whether it offers a particular credential.
Begin by recognizing that resources are more than money.
Funding matters, but so do relationships, expertise, meeting space, administrative support, technology, volunteer time, and the willingness of organizations to contribute to a shared purpose.
As you're getting started, consider what resources already exist in your community. A partner organization may be able to host meetings, support communications, contribute staff time, or provide administrative assistance. A university or nonprofit may be interested in collaborating on professional development or workforce initiatives.
As your AIMH's priorities become clearer, begin identifying the financial resources needed to support them.
Potential funding sources may include grants, public agency contracts, institutional support, membership dues, training revenue, individual contributions, and philanthropic partnerships. The right combination will depend on your organizational structure, activities, and community.
It's important to consider the full cost of the work, not just the cost of delivering a program. Even a small AIMH needs time and resources for coordination, communication, relationship building, planning, and administration.
If your AIMH is not yet an independent nonprofit, you may be able to work with an established organization that can receive and administer funds on behalf of the initiative through an appropriate partnership or fiscal sponsorship arrangement.
And remember that sustainability isn't something to think about only after you've grown. It's worth asking from the beginning what it will take to maintain the relationships, leadership, and infrastructure that make the work possible.
AIMHI-USA can help you learn from the funding and organizational approaches other AIMHs have developed.
Build the organization alongside the work.
It's natural to focus first on the activities an AIMH hopes to offer. But long-term sustainability depends on more than successful programs.
It also depends on strong relationships, shared leadership, clear responsibilities, sound financial practices, organizational knowledge, and realistic expectations about capacity.
As your AIMH develops, take time to consider how decisions are made, how information is documented, how new leaders are welcomed, and how responsibilities are shared.
Avoid building a structure that depends entirely on one enthusiastic person or one source of funding. Those early champions are often essential, but the goal is to create something that can continue to grow beyond any one individual.
Pay attention to what your community values most and what your group can sustain. Not every opportunity needs to become a new program, and not every need must be met directly by the AIMH. Sometimes the most valuable contribution is connecting people, strengthening an existing effort, or helping partners work more effectively together.
As the AIMH grows, revisit its priorities, organizational structure, and available resources. What worked when a few people were gathering informally may need to change as responsibilities and opportunities expand.
And don't underestimate the value of learning from other AIMHs.
Across the country, associations have navigated many of these same questions. Some have grown into staffed nonprofit organizations. Others have built strong partnerships within larger organizations or institutions. Each has experience worth sharing.
AIMHI-USA is here to help make those connections, share practical resources, and support AIMHs as they build the organizational strength needed to serve their communities.
The goal isn't to become the biggest organization or offer the most programs. It's to build an AIMH that is connected to its community, responsive to its needs, and supported well enough to keep doing meaningful work over time.

AIMHs Structured as Independent Nonprofits

What does it mean to operate as an independent nonprofit AIMH?
An independent nonprofit AIMH is its own legal organization, with its own governance, financial responsibilities, policies, and organizational identity.
This structure can provide considerable flexibility and independence. An AIMH can establish its own priorities, develop partnerships, pursue funding, employ staff, and make decisions about how best to serve its IECMH community, within the requirements of its governing documents and applicable laws.
That independence also means taking responsibility for the systems and safeguards that come with operating a nonprofit organization.
Governance and leadership
An independent nonprofit is governed by a board of directors responsible for the organization's mission, financial oversight, legal compliance, and long-term well-being. Board members have fiduciary responsibilities and must act in the best interests of the organization.
A strong board brings more than enthusiasm for infant and early childhood mental health. It also brings the skills, perspectives, relationships, and commitment needed to sustain an organization. Expertise in finance, nonprofit management, fundraising, law, and organizational development can be just as valuable as expertise in IECMH.
Operations and accountability
An independent AIMH is responsible for establishing and maintaining its own organizational infrastructure. Depending on its size and activities, that may include:
- Bylaws, policies, and organizational records
- Financial management, budgeting, and internal controls
- Federal and state reporting and compliance
- Insurance and risk management
- Employment, contracting, and personnel practices
- Membership and program administration
- Technology, data management, and communications
- Fundraising, grant management, and financial sustainability
Not every AIMH needs a large staff or complicated systems. The goal is to have the right systems for the organization's size, activities, and responsibilities.
Building capacity for the long term
One of the greatest opportunities of an independent nonprofit structure is the ability to build an organization specifically around the needs of the IECMH community.
But independence doesn't mean an AIMH needs to do everything itself.
Independent AIMHs can benefit tremendously from partnerships, shared services, contracted expertise, peer learning, and relationships with other organizations. Accounting, technology, administrative support, and even some program activities may be more effectively managed through partnerships than developed entirely in-house.
It's also important to recognize the contributions of volunteer leaders while building toward systems that don't depend on a few individuals carrying more than is sustainable.
Does an independent nonprofit AIMH need both nonprofit incorporation and 501(c)(3) status?
Yes, in most cases, an AIMH choosing to operate as an independent charitable nonprofit will want both, but they serve different purposes.
Nonprofit incorporation happens at the state level and establishes the AIMH as its own legal organization. This allows the AIMH to operate independently, establish a governing board, enter into contracts, open bank accounts, and take responsibility for its own operations. Each state has its own incorporation requirements, including provisions for bylaws, registered agents, and ongoing reporting.
Federal 501(c)(3) recognition is granted by the Internal Revenue Service (IRS) and establishes the AIMH's federal tax-exempt status as a charitable or educational organization. This is particularly important for AIMHs seeking foundation grants, charitable donations, and other funding opportunities that require 501(c)(3) recognition. Eligible contributions to qualifying 501(c)(3) organizations are generally tax-deductible for donors.
For most independent AIMHs, these two steps work together to create the legal and financial foundation for the organization.
It's also important to remember that incorporation and tax-exempt recognition are not the end of the process. Independent AIMHs have ongoing responsibilities, including state filings, federal reporting, financial oversight, and maintaining compliance with the requirements of their tax-exempt status. Depending on the state, charitable solicitation registration and other requirements may also apply.
If your AIMH has not determined its structure yet and is considering independent nonprofit status, it's worth taking time to understand these responsibilities and the resources needed to meet them. The goal is not simply to establish a nonprofit, but to build an organization with the infrastructure and support to sustain its work over time.
What are the three primary fiduciary duties of an independent nonprofit AIMH board?
Serving on an independent nonprofit AIMH board comes with important legal and ethical responsibilities. At the heart of those responsibilities are three fiduciary duties: the Duty of Care, the Duty of Loyalty, and the Duty of Obedience.
These duties provide the foundation for good nonprofit governance and help board members understand what it means to act in the best interests of the AIMH.
1. Duty of Care — Be informed, engaged, and thoughtful.
Board members are expected to participate actively in governing the organization, make informed decisions, and exercise reasonable care and good judgment.
That means attending meetings, reviewing financial reports, asking questions, understanding the organization's activities, and giving important decisions the attention they deserve.
Board members don't need to know everything, but they do need to be willing to learn, pay attention, and speak up when something needs a closer look.
2. Duty of Loyalty — Put the AIMH's interests first.
Board members have a responsibility to act in the best interests of the AIMH, rather than allowing personal, professional, or organizational interests to influence their decisions.
This is particularly important for AIMHs, where board members often represent other organizations, agencies, institutions, or professional communities.
Those connections are valuable and can strengthen the AIMH's reach and relationships. But when serving as a governing board member, the responsibility is to the AIMH itself—not to the organization that employs them or the sector they represent.
This includes recognizing and appropriately managing conflicts of interest, maintaining confidentiality, and making decisions that serve the AIMH's mission.
3. Duty of Obedience — Stay true to the mission and the law.
Board members are responsible for ensuring that the AIMH operates in accordance with its charitable purpose, governing documents, and applicable laws and regulations.
That includes understanding the AIMH's mission, following its bylaws, meeting federal and state nonprofit requirements, and ensuring that organizational resources are used to advance its stated purpose.
The Duty of Obedience also means paying attention when opportunities arise that may pull the organization away from its mission. Not every good opportunity is the right opportunity for the AIMH.
What do these duties mean in practice?
Good governance isn't about board members doing everything themselves. It's about providing thoughtful oversight, asking good questions, making responsible decisions, and ensuring the AIMH has the leadership, resources, and accountability needed to do its work well.
A strong board also makes room for relationships, reflection, learning, and honest conversation. Those things don't replace fiduciary responsibility. They help board members carry it out well.
Ultimately, these three duties are about stewardship; caring for the AIMH, its people, its resources, and its ability to continue making a difference for babies, young children, families, and the IECMH workforce.
Yes. An AIMH may operate with a working board, contracted support, volunteer leadership, or another staffing arrangement.
What matters is that operational responsibilities are clearly assigned and that the board understands its continuing governance and fiduciary obligations.
As the work grows, the AIMH should revisit whether its leadership structure remains practical and sustainable.
These national resources offer guidance on nonprofit governance and operations. Requirements may vary by state and organizational structure. AIMHs should consult qualified legal, financial, or tax professionals when making decisions about their specific obligations.
National Council of Nonprofits is a particularly useful starting place, with free guidance on governance, financial management, employment, fundraising, policies, and organizational operations.

BoardSource‍ ‍offers resources for board development, governance, board-staff relationships, recruitment, and fiduciary responsibilities. Especially valuable for small AIMH boards transitioning from hands-on operations toward governance.
Nonprofit Finance Fund is particularly relevant for AIMHs thinking about sustainability. Its Full Cost Framework helps organizations account for the resources needed to sustain programs, infrastructure, working capital, and reserves—not just immediate program expenses.
At a minimum, an AIMH needs a reliable way to track income and expenses, prepare and monitor a budget, maintain financial records, and provide regular financial reporting to its board.
Appropriate internal controls are particularly important in small organizations where one person may be responsible for multiple financial functions.
Good financial systems aren't just about compliance. They help leaders make informed decisions and build trust with funders, members, and partners.
At a minimum, an AIMH should review its bylaws and applicable requirements for conflicts of interest, financial controls, records retention, and other organizational policies.
Depending on its size and activities, additional policies may address personnel, whistleblower protections, document destruction, expense reimbursement, confidentiality, and board operations.
Policies should be useful, understood, and actually followed—not simply documents that sit in a folder.
AIMHs Structured as Independent Nonprofits
Potential Benefits & Important Considerations
Operating as an independent nonprofit gives an AIMH the opportunity to establish its own organizational identity, governance, priorities, and systems specifically designed to support the infant and early childhood mental health community.
This structure offers considerable flexibility and opportunities for growth. It also brings responsibility for the leadership, infrastructure, and resources needed to sustain the organization over time.
Like any organizational structure, there are benefits to build upon and considerations worth thinking through.
Potential Benefits
Independent governance and decision-making
An AIMH has its own governing board with authority to establish organizational priorities, make strategic decisions, and oversee resources. This allows decisions to be guided directly by the AIMH's mission and the needs of the IECMH community.
Distinct organizational identity
An independent AIMH can establish and maintain its own name, branding, public presence, and relationships. This can strengthen its visibility and recognition as a professional home for the IECMH workforce.
Flexibility and responsiveness
Independent leadership can allow an AIMH to respond to emerging workforce needs, develop new initiatives, establish partnerships, and adapt its activities without navigating another organization's approval processes.
Direct relationships with funders and partners
An independent AIMH can establish its own funding relationships, negotiate contracts, pursue grants, and develop partnerships aligned with its mission. When recognized as a 501(c)(3) organization, it may also qualify for charitable funding opportunities available to tax-exempt nonprofits.
Control over organizational resources
The AIMH can establish its own budget, determine how unrestricted resources are allocated, and make investments in staffing, technology, infrastructure, and organizational development.
Ability to build mission-specific infrastructure
An independent AIMH can develop policies, systems, staffing structures, and operational practices designed around its particular activities and the community it serves.
Opportunities for broad community leadership
An independent governing board, supported by advisory groups and committees, can bring together people from across the IECMH field and beyond. This creates opportunities for shared leadership, diverse perspectives, and meaningful community investment in the AIMH's future.
Ownership of organizational assets and intellectual property
An independent AIMH can hold its own contracts, membership records, training materials, curricula, intellectual property, and other organizational assets, subject to applicable agreements and laws.
Long-term organizational continuity
An independent legal identity can help an AIMH maintain its mission, relationships, and operations through changes in individual leaders, partner organizations, or institutional priorities.
Opportunities for innovation and growth
Independent AIMHs can develop new approaches to workforce support, pilot initiatives, build partnerships, and pursue opportunities that reflect the needs and strengths of their communities.
Important Considerations
Board governance and fiduciary responsibility
An independent nonprofit requires a governing board with responsibility for the organization's mission, financial oversight, legal compliance, and long-term sustainability.
Board members must understand their fiduciary duties and have the knowledge, commitment, and support needed to fulfill them.
Administrative and operational infrastructure
The AIMH is responsible for establishing and maintaining its own financial systems, technology, policies, records, insurance, and administrative processes.
These responsibilities require time, expertise, and resources, even when the organization is small.
Financial sustainability and cash flow
Independent AIMHs must generate or secure sufficient resources to support both programs and organizational operations.
That includes planning for administrative expenses, staffing, technology, insurance, and periods when funding or revenue may fluctuate.
Legal and regulatory compliance
Independent nonprofits must meet applicable federal and state requirements, including tax filings, corporate reporting, charitable solicitation requirements, and employment obligations when applicable.
Maintaining compliance requires consistent attention and appropriate professional support.
Staffing and leadership capacity
An AIMH may need to recruit, employ, supervise, and support its own staff or contractors.
Even volunteer-led AIMHs need clear responsibility for day-to-day operations and realistic expectations about what their people can sustain.
Board and staff role clarity
In smaller AIMHs, board members may be closely involved in operations. As the organization develops, it becomes important to clarify the distinction between governance and management.
Clear roles help prevent confusion, support accountability, and make better use of everyone's time and expertise.
Access to specialized expertise
Independent AIMHs may need outside assistance with accounting, legal matters, human resources, technology, fundraising, and other functions.
Not every service needs to be developed in-house. Shared services, contracted support, and partnerships can provide valuable expertise without requiring additional permanent staff.
Leadership transitions and succession planning
Independent organizations must plan for changes in board leadership, executive leadership, and key staff.
Documented systems, shared organizational knowledge, and thoughtful succession planning help protect continuity and reduce dependence on any one individual.
Balancing mission and capacity
Independence can create opportunities to pursue new programs, partnerships, and funding. It also requires discipline in deciding which opportunities are the right fit.
An AIMH needs to consider whether new commitments advance its mission and whether it has the people, systems, and resources to carry them out well.
Building and maintaining organizational relationships
Independent status does not eliminate the need for strong partnerships. AIMHs benefit from ongoing relationships with state agencies, universities, nonprofits, funders, and other organizations supporting babies, young children, families, and the IECMH workforce.
Maintaining those relationships requires intentional effort and shared investment.
Making the Most of the Structure
An independent nonprofit AIMH has the opportunity to build an organization around the needs of its IECMH community. But independence doesn't mean having to do everything alone.
Strong boards, thoughtful partnerships, shared resources, and connections with other AIMHs can help an independent organization make the most of its strengths while building the infrastructure needed to sustain its work.
It's also worth remembering that organizational independence and organizational capacity are not the same thing. An AIMH can be legally independent and still be developing the systems, resources, and leadership needed to support its work. That's a normal part of organizational development.
The goal isn't independence for its own sake. It's an AIMH with the relationships, leadership, resources, and organizational strength to serve its community well, today and into the future.
Begin by recognizing that resources are more than money.
Funding matters, but so do relationships, expertise, meeting space, administrative support, technology, volunteer time, and the willingness of organizations to contribute to a shared purpose.
As you're getting started, consider what resources already exist in your community. A partner organization may be able to host meetings, support communications, contribute staff time, or provide administrative assistance. A university or nonprofit may be interested in collaborating on professional development or workforce initiatives.
As your AIMH's priorities become clearer, begin identifying the financial resources needed to support them.
Potential funding sources may include grants, public agency contracts, institutional support, membership dues, training revenue, individual contributions, and philanthropic partnerships. The right combination will depend on your organizational structure, activities, and community.
It's important to consider the full cost of the work, not just the cost of delivering a program. Even a small AIMH needs time and resources for coordination, communication, relationship building, planning, and administration.
If your AIMH is not yet an independent nonprofit, you may be able to work with an established organization that can receive and administer funds on behalf of the initiative through an appropriate partnership or fiscal sponsorship arrangement.
And remember that sustainability isn't something to think about only after you've grown. It's worth asking from the beginning what it will take to maintain the relationships, leadership, and infrastructure that make the work possible.
AIMHI-USA can help you learn from the funding and organizational approaches other AIMHs have developed.
Build the organization alongside the work.
It's natural to focus first on the activities an AIMH hopes to offer. But long-term sustainability depends on more than successful programs.
It also depends on strong relationships, shared leadership, clear responsibilities, sound financial practices, organizational knowledge, and realistic expectations about capacity.
As your AIMH develops, take time to consider how decisions are made, how information is documented, how new leaders are welcomed, and how responsibilities are shared.
Avoid building a structure that depends entirely on one enthusiastic person or one source of funding. Those early champions are often essential, but the goal is to create something that can continue to grow beyond any one individual.
Pay attention to what your community values most and what your group can sustain. Not every opportunity needs to become a new program, and not every need must be met directly by the AIMH. Sometimes the most valuable contribution is connecting people, strengthening an existing effort, or helping partners work more effectively together.
As the AIMH grows, revisit its priorities, organizational structure, and available resources. What worked when a few people were gathering informally may need to change as responsibilities and opportunities expand.
And don't underestimate the value of learning from other AIMHs.
Across the country, associations have navigated many of these same questions. Some have grown into staffed nonprofit organizations. Others have built strong partnerships within larger organizations or institutions. Each has experience worth sharing.
AIMHI-USA is here to help make those connections, share practical resources, and support AIMHs as they build the organizational strength needed to serve their communities.
The goal isn't to become the biggest organization or offer the most programs. It's to build an AIMH that is connected to its community, responsive to its needs, and supported well enough to keep doing meaningful work over time.

AIMHs Operating Within Larger Nonprofits

In this structure, the AIMH operates as part of an existing nonprofit organization rather than as a separate legal entity.
The larger organization may provide administrative infrastructure, financial management, human resources, technology, insurance, and other supports.
This can allow the AIMH to focus more of its energy on relationships, workforce development, and other mission-related activities.
The important question is whether the arrangement provides both the support and the organizational identity the AIMH needs to thrive.
Usually, the parent organization's board holds the formal governing responsibility.
The AIMH may establish an advisory council, steering committee, or other leadership group to help guide its priorities and maintain meaningful connections to the IECMH community.
It is important to clarify which decisions belong to the parent organization and which can be made by the AIMH's leadership.
Begin with a shared understanding of the AIMH's purpose and the unique community it serves.
A written agreement or internal charter can clarify its name, public identity, priorities, leadership structure, communications, and decision-making authority.
An AIMH doesn't have to be legally independent to have a recognizable identity and a strong voice in the field.
That depends on the arrangement with the parent organization.
Typically, the parent nonprofit holds and administers funds, but the AIMH may have a designated budget, restricted funding, or agreed-upon authority over program expenditures.
Clear financial reporting and written expectations help everyone understand how resources are received, allocated, and used.
A parent organization may charge an administrative or indirect cost to support services such as accounting, payroll, insurance, technology, and organizational oversight.
Those services have real value. The important thing is to understand what is included, how costs are calculated, and whether the arrangement is sustainable for both the AIMH and the parent organization.
This should be a transparent conversation, not a source of uncertainty.
This is one reason clear agreements and regular communication matter.
The AIMH and its parent organization should have a shared understanding of the AIMH's mission, responsibilities, and intended contributions.
When priorities shift, begin with conversation. What has changed? What remains important to both organizations? Is there a way to adapt the arrangement?
Sometimes adjustments are enough. In other cases, a different organizational structure may better serve the AIMH's long-term future.
Yes. An AIMH may determine that independent incorporation is the right next step.
That decision should involve careful planning around governance, finances, contracts, staff, intellectual property, grants, and the transition of responsibilities.
Becoming independent isn't necessarily a sign of greater success. It's one possible organizational choice, and it should be made because it serves the AIMH's purpose and capacity.
Potential Benefits & Considerations
Operating as a program or initiative within an established nonprofit can provide an AIMH with valuable infrastructure, relationships, and organizational support. It can also allow the AIMH to concentrate more of its resources on strengthening the infant and early childhood mental health workforce rather than building and maintaining an independent organization.
Like any organizational structure, there are benefits to build upon and considerations worth thinking through.
Potential Benefits
Established organizational infrastructure
The AIMH may have access to existing financial management, human resources, payroll, technology, insurance, legal support, and administrative systems. This can reduce the time and expense associated with establishing and maintaining these functions independently.
Greater financial stability
An established nonprofit may offer financial infrastructure, cash-flow support, diversified revenue, or the ability to manage grants and contracts that would be difficult for a smaller independent organization to administer.
Shared staffing and expertise
The AIMH may benefit from staff with expertise in finance, communications, grant management, technology, evaluation, and other areas without having to employ those individuals directly.
Established relationships and partnerships
A host organization may bring longstanding relationships with state agencies, funders, community organizations, and other partners that can help strengthen the AIMH's reach and influence.
Reduced administrative responsibilities
With many organizational functions managed by the larger nonprofit, AIMH leadership may be able to devote more attention to professional development, reflective practice, workforce support, and other mission-related activities.
Opportunities for collaboration
Being part of a larger organization may create opportunities to connect IECMH with related programs, disciplines, and initiatives, strengthening relationships across the early childhood system.
Access to organizational resources
The AIMH may have access to meeting space, technology platforms, communications systems, professional development resources, and other tools that would otherwise require additional investment.
Continuity and organizational support
Established administrative systems and shared organizational leadership may help maintain continuity during staffing changes, funding transitions, or periods of organizational growth.
Important Considerations
Clarity of mission and organizational identity
How will the AIMH maintain a distinct identity and remain recognizable as a professional home for the IECMH workforce? Clear agreements about its name, branding, purpose, and public presence can help preserve that connection.
Decision-making authority
Which decisions can AIMH leadership make independently, and which require approval from the host organization? Understanding these boundaries helps support timely decisions and effective leadership.
Governance and community representation
The host nonprofit's board generally holds formal governing responsibility. An AIMH advisory council or steering committee can provide important opportunities for IECMH professionals, families, and community partners to help shape the AIMH's direction.
Alignment of organizational priorities
The AIMH and its host organization should share an understanding of the AIMH's purpose and value. Regular conversations can help ensure that the AIMH's priorities remain visible and supported as the larger organization's work evolves.
Financial transparency and resource allocation
How are funds designated for the AIMH tracked and reported? What administrative or indirect costs are charged? What flexibility does AIMH leadership have in allocating resources? Clear financial arrangements support trust and informed decision-making.
Staffing and leadership responsibilities
When AIMH staff are employed by the host organization, reporting relationships, supervision, performance expectations, and program leadership responsibilities should be clearly defined.
Access to funding opportunities
Some funders may welcome applications through an established nonprofit, while others may have eligibility requirements that affect an AIMH operating as a program. Understanding those requirements helps inform funding strategies.
Ownership of resources and relationships
Who maintains membership records, contact lists, training materials, curricula, intellectual property, and other resources developed through the AIMH? These are important questions to address early, particularly if the organizational arrangement changes in the future.
Responsiveness to emerging needs
Larger organizations often have established approval processes and competing priorities. Consider how the AIMH can remain responsive to the changing needs of the IECMH workforce while working within those systems.
Planning for organizational change
What happens if the host organization's leadership, priorities, or financial circumstances change? A written understanding of responsibilities, resources, and transition procedures can help protect the AIMH's continuity.
Making the Most of the Arrangement
A strong relationship between an AIMH and its host organization is built on shared purpose, clear expectations, mutual respect, and ongoing communication.
It's worth taking time to discuss not only what the host organization will provide, but what the AIMH contributes in return. AIMHs bring specialized knowledge, professional relationships, community trust, and a connection to the broader IECMH field that can strengthen the work of the larger organization.
The goal isn't simply to find an organization willing to house an AIMH. It's to build a relationship in which both organizations recognize the value of what they bring, have the support they need, and can accomplish more because of their work together.
Begin by recognizing that resources are more than money.
Funding matters, but so do relationships, expertise, meeting space, administrative support, technology, volunteer time, and the willingness of organizations to contribute to a shared purpose.
As you're getting started, consider what resources already exist in your community. A partner organization may be able to host meetings, support communications, contribute staff time, or provide administrative assistance. A university or nonprofit may be interested in collaborating on professional development or workforce initiatives.
As your AIMH's priorities become clearer, begin identifying the financial resources needed to support them.
Potential funding sources may include grants, public agency contracts, institutional support, membership dues, training revenue, individual contributions, and philanthropic partnerships. The right combination will depend on your organizational structure, activities, and community.
It's important to consider the full cost of the work, not just the cost of delivering a program. Even a small AIMH needs time and resources for coordination, communication, relationship building, planning, and administration.
If your AIMH is not yet an independent nonprofit, you may be able to work with an established organization that can receive and administer funds on behalf of the initiative through an appropriate partnership or fiscal sponsorship arrangement.
And remember that sustainability isn't something to think about only after you've grown. It's worth asking from the beginning what it will take to maintain the relationships, leadership, and infrastructure that make the work possible.
AIMHI-USA can help you learn from the funding and organizational approaches other AIMHs have developed.
Build the organization alongside the work.
It's natural to focus first on the activities an AIMH hopes to offer. But long-term sustainability depends on more than successful programs.
It also depends on strong relationships, shared leadership, clear responsibilities, sound financial practices, organizational knowledge, and realistic expectations about capacity.
As your AIMH develops, take time to consider how decisions are made, how information is documented, how new leaders are welcomed, and how responsibilities are shared.
Avoid building a structure that depends entirely on one enthusiastic person or one source of funding. Those early champions are often essential, but the goal is to create something that can continue to grow beyond any one individual.
Pay attention to what your community values most and what your group can sustain. Not every opportunity needs to become a new program, and not every need must be met directly by the AIMH. Sometimes the most valuable contribution is connecting people, strengthening an existing effort, or helping partners work more effectively together.
As the AIMH grows, revisit its priorities, organizational structure, and available resources. What worked when a few people were gathering informally may need to change as responsibilities and opportunities expand.
And don't underestimate the value of learning from other AIMHs.
Across the country, associations have navigated many of these same questions. Some have grown into staffed nonprofit organizations. Others have built strong partnerships within larger organizations or institutions. Each has experience worth sharing.
AIMHI-USA is here to help make those connections, share practical resources, and support AIMHs as they build the organizational strength needed to serve their communities.
The goal isn't to become the biggest organization or offer the most programs. It's to build an AIMH that is connected to its community, responsive to its needs, and supported well enough to keep doing meaningful work over time.

AIMHs in Formation

Where do we begin if we want to establish an AIMH?
Begin with people and purpose.
Chances are, important work to support infant and early childhood mental health is already happening in your state, territory, or Tribal Nation. There are professionals building relationships, organizations investing in workforce development, and people working across systems to strengthen the experiences of babies, young children, and families.
Start there.
Who is already doing this work? What relationships, partnerships, and resources exist? Where are people finding support, and where are the gaps? What would help the IECMH workforce feel more connected, supported, and equipped to do its work?
Bring people together from across disciplines, organizations, and communities. Include people with different perspectives and experiences, including those whose voices may not always be represented in leadership conversations. Listen to what matters to them, what is working well, and what they hope might be different.
As those conversations unfold, begin exploring what an AIMH could contribute. Perhaps there is a need for more accessible professional development, reflective supervision and consultation, workforce recognition, stronger cross-system relationships, or a shared professional home for people committed to IECMH.
You don't have to answer every question at once. And you don't need a formal organization, a complete strategic plan, a governing board, or a bank account to begin.
Building an AIMH begins with building relationships. Those early conversations will help shape its purpose, priorities, leadership, and eventual organizational structure. Rather than starting with what needs to be created, begin by recognizing what already exists and considering what people could strengthen together.
And please, contact AIMHI-USA early in the process.
You don't need to wait until you've established a steering committee or decided on an organizational structure. AIMHI-USA welcomes AIMHs at every stage of development, including those that are just beginning to take shape.
We can help you think through early questions, connect with leaders of other AIMHs, learn from different organizational approaches, and identify resources that may be useful as you move forward. There's a great deal of experience across the national AIMH community, and no reason for each new AIMH to have to figure everything out on its own.
Every AIMH has its own story of how it began. Yours will be shaped by the people, relationships, strengths, and needs of your community.
Start with a conversation. Build from what's already there. And know that you have a national community ready to welcome you and lend a hand.
Begin with the relationships and strengths already present in your community.
Chances are, people are already working to support infant and early childhood mental health in your state, territory, Tribal Nation, or region. They may be early childhood professionals, mental health practitioners, home visitors, early intervention specialists, educators, family leaders, researchers, or people working within public agencies and community organizations.
Start by asking who is already doing this work, who is connected to whom, and whose perspectives may be missing.
You don't need to bring everyone together at once. A small group of committed people can begin the conversation, reach out to others, and create opportunities for broader participation.
As the group grows, pay attention to the range of experiences and perspectives represented. Include people working in different disciplines, geographic areas, and communities, as well as those with lived experience of the systems you're hoping to strengthen.
The goal isn't simply to assemble a committee. It's to build relationships, understand shared priorities, and create a sense of collective investment in what an AIMH might become.
AIMHI-USA can help you connect with leaders who have brought people together to establish AIMHs in their own communities. Their experiences may offer useful ideas as you begin.
Not necessarily.
There isn't one organizational structure that every AIMH needs to follow.
Some AIMHs operate as independent nonprofit organizations with their own governing boards, staff, and financial systems. Others are housed within larger nonprofits, universities, University Centers for Excellence in Developmental Disabilities (UCEDDs), or other institutions. Some begin as informal networks or steering committees before deciding whether a formal organizational structure is needed.
Each approach offers benefits and considerations.
An independent nonprofit may offer greater direct authority over governance, funding, and organizational priorities, but it also carries responsibility for maintaining its own infrastructure and meeting legal and financial obligations.
Being housed within an established organization may provide access to staffing, administrative systems, financial management, and established partnerships. It also requires clarity about decision-making, organizational identity, and how the AIMH's priorities will be supported.
Begin by considering what already exists in your community. Are there organizations that share your purpose and might provide a supportive home? What resources are available? What degree of independence is important to the people building the AIMH? What arrangement will allow the work to grow and be sustained?
You don't have to make this decision immediately. Early conversations and shared planning can help clarify which structure best supports your community's goals.
The AIMH Resource Hub includes more detailed guidance on independent nonprofits, AIMHs housed within larger nonprofits, and AIMHs operating within institutions. AIMHI-USA can also connect you with leaders working within each of these structures.
Reach out to AIMHI-USA, we’d be happy to be a thought partner as you begin this journey and point you towards others who can help you think through these questions.
A steering committee is often a useful first step.
It can bring together people who are willing to help define the AIMH's purpose, engage partners, explore organizational options, and identify initial priorities.
Be clear about the committee's role, how decisions will be made, and how additional voices will be included as the work develops.
The steering committee doesn't need to have all the answers. Its job is to help the community begin finding them.
Not necessarily.
Early work often begins through volunteer leadership, donated meeting space, in-kind support, and contributions from partner organizations.
As priorities become clearer, the group can identify what resources will be needed and begin developing a funding strategy.
It's helpful to distinguish between what can be accomplished through shared commitment and what will eventually require dedicated staffing or financial investment.
It might be, but that’s not a certainty.
Begin by understanding what the IECMH workforce and community need.
Endorsement® may become an important part of your AIMH's work, but it is not the only way to strengthen the workforce or advance infant and early childhood mental health.
Professional development, reflective practice, relationship building, public awareness, and systems collaboration may also be important early priorities. Some AIMHs have made Endorsement® a central part of their work, while others are building workforce capacity and strengthening their IECMH communities in different ways.
If Endorsement® is something your community is interested in pursuing, a conversation with the IECMH International Institute can be a helpful place to begin. The Institute supports the Endorsement® system and can provide information about what is involved in bringing Endorsement® to your state, territory, or Tribal Nation.
AIMHI-USA is happy to help you make those connections, too. We can connect you with AIMHs that have implemented Endorsement® and can share what they've learned along the way, as well as AIMHs that are strengthening their workforce through other approaches. Hearing about different experiences can help you think through what makes sense for your own community.
Build from the needs and strengths of your community rather than assuming every AIMH must follow the same path.
There is much we can learn from one another, and many ways to make a meaningful difference for the IECMH workforce, babies, young children, and families.
Consider the support systems each option would provide.
An existing nonprofit or institution may offer financial administration, staffing, technology, and other infrastructure that would take time and resources to build independently.
An independent nonprofit may offer greater autonomy but requires a governing board and its own operational systems.
Neither is inherently better. The question is which arrangement will give your AIMH the strongest foundation for its work.
Focus on building a foundation rather than trying to do everything.
That might include establishing a steering committee, engaging community partners, defining your purpose, exploring organizational structure, identifying workforce needs, and developing a manageable set of initial priorities.
Success in the first year isn't necessarily measured by the number of programs launched.
Sometimes the most important accomplishment is building the relationships, shared understanding, and trust that make everything else possible.
AIMHI-USA welcomes AIMHs at every stage of development, including those just beginning to organize.
We believe emerging AIMHs should have opportunities to connect with experienced leaders, learn from the approaches other associations have taken, and access practical guidance as they make decisions about structure, governance, partnerships, and priorities.
Our goal is not to prescribe one model. It is to help AIMHs build from the strengths of their communities and find the approaches that work best for them.
That depends on how your AIMH is organized and where you are in its development.
If your AIMH is established as an independent nonprofit, it will generally need its own governing board. That board holds legal and fiduciary responsibility for the organization, including financial oversight, organizational governance, and accountability to its mission.
If your AIMH is housed within a larger nonprofit or institution, the host organization's governing body typically holds those formal responsibilities. Your AIMH may instead benefit from an advisory council or steering committee that helps shape priorities, strengthen community relationships, and ensure that the IECMH workforce has a meaningful voice in the work.
And if you're just getting started, a small planning or steering group may be all you need initially.
It's also worth remembering that a governing board and an advisory body serve different purposes. Even an independent nonprofit AIMH with a strong governing board may benefit from an advisory council that brings together professionals, families, and community partners from across the IECMH field.
The important questions are who makes decisions, who is accountable for what, and how the broader community helps shape the AIMH's direction.
AIMHI-USA can help you think through these distinctions and connect you with AIMHs that have developed different approaches to governance and community leadership.
The best way to find out is to ask, listen, and build from what you learn.
Every community has its own strengths, resources, relationships, and unmet needs.
In some places, professionals may be looking for more accessible IECMH training or reflective supervision and consultation. In others, there may be interest in workforce recognition, Endorsement®, opportunities for professional connection, or stronger collaboration across systems.
Begin by learning what is already available and how people experience those resources. Talk with professionals across disciplines and settings. Invite perspectives from families and communities. Ask what is working well, what feels difficult to access, and what additional support would make a meaningful difference.
A listening session, informal gathering, brief survey, or series of conversations can provide a useful starting point. You don't need a comprehensive statewide assessment before beginning to understand your community.
Look for shared themes, but also pay attention to differences in experience, particularly across geographic areas, disciplines, and communities.
An AIMH doesn't need to offer everything. Its greatest contribution may be strengthening access to something the workforce already values, connecting people who are doing related work, or addressing a need that isn't being met elsewhere.
Let the people you hope to support help shape what comes next.
Start with a shared purpose and a few priorities you can realistically support.
When people begin building an AIMH, there's often enthusiasm for many things: professional development, reflective practice, workforce recognition, public awareness, policy engagement, and stronger cross-system relationships.
All of these can be important. But trying to launch everything at once can stretch a new group beyond its available time, relationships, and resources.
Begin by identifying what matters most to your community and where you can make a meaningful contribution.
You might start by bringing IECMH professionals together regularly, creating opportunities for shared learning, mapping existing workforce resources, or establishing a small steering group to guide the next phase of development.
Choose early activities that help strengthen relationships, respond to a clear need, and build confidence in the work you're doing together.
It's also helpful to distinguish between what you hope the AIMH will eventually become and what it can reasonably accomplish in its first year.
You don't have to begin with Endorsement® or a full calendar of training events. Those may become important parts of your work, but they aren't prerequisites for building an AIMH.
If Endorsement® is under consideration, the IECMH International Institute can help you understand what's involved. AIMHI-USA can connect you with AIMHs that have implemented Endorsement® and those strengthening their workforce through other approaches.
Build from what your community needs and what your people have the capacity to sustain.
Begin by recognizing that resources are more than money.
Funding matters, but so do relationships, expertise, meeting space, administrative support, technology, volunteer time, and the willingness of organizations to contribute to a shared purpose.
As you're getting started, consider what resources already exist in your community. A partner organization may be able to host meetings, support communications, contribute staff time, or provide administrative assistance. A university or nonprofit may be interested in collaborating on professional development or workforce initiatives.
As your AIMH's priorities become clearer, begin identifying the financial resources needed to support them.
Potential funding sources may include grants, public agency contracts, institutional support, membership dues, training revenue, individual contributions, and philanthropic partnerships. The right combination will depend on your organizational structure, activities, and community.
It's important to consider the full cost of the work, not just the cost of delivering a program. Even a small AIMH needs time and resources for coordination, communication, relationship building, planning, and administration.
If your AIMH is not yet an independent nonprofit, you may be able to work with an established organization that can receive and administer funds on behalf of the initiative through an appropriate partnership or fiscal sponsorship arrangement.
And remember that sustainability isn't something to think about only after you've grown. It's worth asking from the beginning what it will take to maintain the relationships, leadership, and infrastructure that make the work possible.
AIMHI-USA can help you learn from the funding and organizational approaches other AIMHs have developed.
Build the organization alongside the work.
It's natural to focus first on the activities an AIMH hopes to offer. But long-term sustainability depends on more than successful programs.
It also depends on strong relationships, shared leadership, clear responsibilities, sound financial practices, organizational knowledge, and realistic expectations about capacity.
As your AIMH develops, take time to consider how decisions are made, how information is documented, how new leaders are welcomed, and how responsibilities are shared.
Avoid building a structure that depends entirely on one enthusiastic person or one source of funding. Those early champions are often essential, but the goal is to create something that can continue to grow beyond any one individual.
Pay attention to what your community values most and what your group can sustain. Not every opportunity needs to become a new program, and not every need must be met directly by the AIMH. Sometimes the most valuable contribution is connecting people, strengthening an existing effort, or helping partners work more effectively together.
As the AIMH grows, revisit its priorities, organizational structure, and available resources. What worked when a few people were gathering informally may need to change as responsibilities and opportunities expand.
And don't underestimate the value of learning from other AIMHs.
Across the country, associations have navigated many of these same questions. Some have grown into staffed nonprofit organizations. Others have built strong partnerships within larger organizations or institutions. Each has experience worth sharing.
AIMHI-USA is here to help make those connections, share practical resources, and support AIMHs as they build the organizational strength needed to serve their communities.
The goal isn't to become the biggest organization or offer the most programs. It's to build an AIMH that is connected to its community, responsive to its needs, and supported well enough to keep doing meaningful work over time.

AIMHs hosted Within Institutions

An institutionally housed AIMH operates within the administrative and governance systems of its host institution.
It may benefit from research capacity, professional expertise, established partnerships, grant administration, and access to institutional resources.
At the same time, it may need to work within institutional policies, approval processes, financial systems, and leadership structures.
The opportunity is to draw on the institution's strengths while maintaining a clear connection to the broader infant and early childhood mental health community.
An advisory council can be especially valuable in this structure.
It provides a way to engage professionals and partners beyond the host institution and helps ensure that the AIMH's priorities reflect the needs of the broader field.
The council's role, authority, membership, and relationship to institutional leadership should be clearly defined.
Decision-making authority depends on the institutional arrangement.
Some AIMH leaders may have considerable flexibility over program development and partnerships. Others may need approval for budgets, contracts, communications, or new initiatives.
A written understanding of roles and decision-making processes can prevent confusion and help the AIMH respond effectively to emerging opportunities.
Often, yes, although the details depend on institutional policies.
The AIMH may need to work with the institution on membership payments, financial tracking, data management, communications, and any benefits associated with membership.
Membership can be a meaningful way to build community and strengthen engagement, even when the AIMH is not an independent organization.
By making intentional space for shared leadership and participation.
An AIMH may be housed within a university, but its community extends far beyond the institution.
Statewide advisory groups, cross-sector partnerships, accessible professional learning, and opportunities for members to help shape priorities can reinforce that the AIMH belongs to the broader IECMH community.
Leadership transitions can create uncertainty, particularly when an AIMH's success has depended heavily on one individual.
Documented agreements, strong community relationships, diversified partnerships, and clear institutional commitments can help protect continuity.
An AIMH should aim to build relationships and systems that are strong enough to continue through changes in individual leadership.
IOften, yes, subject to institutional policies and funder eligibility requirements.
The institution may serve as the legal applicant and fiscal administrator, with the AIMH leading the programmatic work.
Before pursuing funding, clarify the institution's approval process, indirect costs, reporting responsibilities, staffing arrangements, and expectations for grant management.
AIMHs Housed Within Institutions
Potential Benefits & Important Considerations
Operating within a university, University Center for Excellence in Developmental Disabilities (UCEDD), or another established institution can provide an AIMH with valuable infrastructure, professional expertise, research capacity, and opportunities for collaboration.
This structure can create strong connections between the AIMH and the institution's work in education, research, workforce development, and community engagement. It can also reduce the need for an AIMH to establish and maintain many of the administrative systems required of an independent nonprofit.
Like any organizational structure, there are benefits to build upon and considerations worth thinking through.
Potential Benefits
Established organizational infrastructure
The AIMH may have access to financial management, human resources, payroll, technology, legal support, insurance, and other administrative systems. This can reduce the cost and complexity of maintaining these functions independently.
Access to research and academic expertise
Universities and other institutions often bring expertise in research, evaluation, child development, mental health, and related disciplines. These resources can strengthen the AIMH's professional development offerings, inform its priorities, and contribute to the broader IECMH knowledge base.
Connections to emerging professionals
An institutional home can create opportunities to engage students, interns, faculty, and early-career professionals, helping introduce new generations of practitioners to infant and early childhood mental health.
Opportunities for interdisciplinary collaboration
Institutions often bring together professionals from education, social work, psychology, medicine, public health, disability services, and other disciplines. These connections can strengthen the AIMH's reach and support more integrated approaches to IECMH.
Established credibility and relationships
An institutional affiliation may provide access to longstanding relationships with state agencies, funders, professional organizations, and community partners. These relationships can help advance workforce development, research, and systems-building initiatives.
Grant administration and funding infrastructure
Institutions often have established systems for pursuing and administering grants, managing contracts, and meeting funder requirements. This can be particularly valuable for AIMHs engaged in larger workforce development or systems initiatives.
Shared staffing and specialized expertise
The AIMH may benefit from institutional staff with expertise in evaluation, communications, grant management, technology, financial administration, and other areas without needing to employ those individuals directly.
Access to facilities and technology
Meeting spaces, learning management systems, virtual training platforms, libraries, technology services, and other institutional resources may support the AIMH's programs and operations.
Opportunities to connect research and practice
An institutional home can help bring research findings into professional learning and practice while creating opportunities for the experiences and needs of the IECMH workforce to inform research and evaluation.
Organizational continuity and stability
Established institutional systems may provide continuity during staffing changes, funding transitions, or periods of organizational development, particularly when the AIMH has a clear and sustained institutional commitment.
Important Considerations
Maintaining a distinct AIMH identity
An AIMH housed within an institution should remain recognizable as a professional home for the broader IECMH workforce, not simply as a university department or institutional program.
Clear agreements about its name, branding, communications, and public presence can help maintain that identity.
Broad community representation and shared leadership
An institutional home provides administrative and organizational support, but the AIMH's community extends well beyond the institution.
An advisory council or steering committee with representation from across the IECMH field can help ensure that the AIMH's priorities reflect the needs of professionals, families, and communities throughout its service area.
Decision-making authority and institutional processes
Universities and other institutions often have established approval processes for budgets, contracts, staffing, communications, and new initiatives.
Clarifying which decisions AIMH leadership can make and which require institutional approval can help support effective operations and timely responses to emerging opportunities.
Alignment with institutional priorities
The AIMH's mission should be understood and valued within the host institution.
Changes in institutional leadership, strategic priorities, or funding may affect the support available to the AIMH. Regular communication and a shared understanding of the AIMH's purpose can help sustain that relationship.
Financial transparency and indirect costs
Institutions may apply indirect cost rates, administrative fees, or other charges to grants, contracts, and program revenue.
It's important to understand how those costs are calculated, what services they support, and how they affect the resources available for AIMH activities.
Staffing and reporting relationships
AIMH staff may be employees of the host institution and subject to its personnel policies, compensation structures, and supervisory arrangements.
Clear expectations about program leadership, supervision, workload, and decision-making help support both staff and the AIMH's work.
Access to and flexibility of funding
Institutional affiliation may open doors to certain funding opportunities while creating limitations for others.
Some funders may require applications through the institution, impose restrictions on eligible activities, or have requirements that affect how funding can be used.
Ownership of organizational resources and intellectual property
Questions about ownership of training materials, curricula, membership records, contact lists, websites, and other resources should be addressed early.
Institutional policies may govern intellectual property, data management, and the use of materials developed by employees or through institutional funding.
Balancing academic and community priorities
An institution may emphasize research, education, and academic outcomes, while the AIMH may be focused on workforce support, reflective practice, community relationships, and systems change.
These priorities can complement one another, but they benefit from intentional alignment and shared planning.
Accessibility and statewide reach
An AIMH should consider how its institutional location and identity affect participation from professionals and communities across the state, territory, or Tribal Nation.
Opportunities for virtual participation, regional engagement, community-based leadership, and accessible professional learning can help ensure that the AIMH remains connected to the broader field.
Leadership transitions and institutional commitment
An AIMH may initially develop through the leadership and commitment of a particular faculty member, administrator, or institutional champion.
Documented agreements, shared relationships, and broader institutional support can help protect the AIMH's continuity when those individuals move into other roles or leave the institution.
Planning for organizational change
If institutional priorities, resources, or leadership change, the AIMH may need to reconsider its organizational arrangement.
Clear agreements about responsibilities, resources, organizational identity, and potential transitions can help protect the AIMH's work and relationships over time.
Making the Most of the Structure
An institutional home can offer an AIMH a strong foundation of expertise, resources, and relationships. The greatest opportunities often emerge when the strengths of the institution and the needs of the IECMH community are intentionally brought together.
AIMHs contribute something important to their host institutions, too. They bring deep relationships with the workforce, knowledge of community needs, connections across systems, and opportunities to translate research and learning into practice.
A strong arrangement recognizes the value of both.
It's also important to remember that being housed within an institution doesn't mean the AIMH belongs only to that institution. Its purpose, relationships, and contributions extend into the broader IECMH community.
The goal is an organizational home that provides the infrastructure and support the AIMH needs while creating meaningful opportunities for shared leadership, community engagement, and continued growth.
Begin by recognizing that resources are more than money.
Funding matters, but so do relationships, expertise, meeting space, administrative support, technology, volunteer time, and the willingness of organizations to contribute to a shared purpose.
As you're getting started, consider what resources already exist in your community. A partner organization may be able to host meetings, support communications, contribute staff time, or provide administrative assistance. A university or nonprofit may be interested in collaborating on professional development or workforce initiatives.
As your AIMH's priorities become clearer, begin identifying the financial resources needed to support them.
Potential funding sources may include grants, public agency contracts, institutional support, membership dues, training revenue, individual contributions, and philanthropic partnerships. The right combination will depend on your organizational structure, activities, and community.
It's important to consider the full cost of the work, not just the cost of delivering a program. Even a small AIMH needs time and resources for coordination, communication, relationship building, planning, and administration.
If your AIMH is not yet an independent nonprofit, you may be able to work with an established organization that can receive and administer funds on behalf of the initiative through an appropriate partnership or fiscal sponsorship arrangement.
And remember that sustainability isn't something to think about only after you've grown. It's worth asking from the beginning what it will take to maintain the relationships, leadership, and infrastructure that make the work possible.
AIMHI-USA can help you learn from the funding and organizational approaches other AIMHs have developed.
Build the organization alongside the work.
It's natural to focus first on the activities an AIMH hopes to offer. But long-term sustainability depends on more than successful programs.
It also depends on strong relationships, shared leadership, clear responsibilities, sound financial practices, organizational knowledge, and realistic expectations about capacity.
As your AIMH develops, take time to consider how decisions are made, how information is documented, how new leaders are welcomed, and how responsibilities are shared.
Avoid building a structure that depends entirely on one enthusiastic person or one source of funding. Those early champions are often essential, but the goal is to create something that can continue to grow beyond any one individual.
Pay attention to what your community values most and what your group can sustain. Not every opportunity needs to become a new program, and not every need must be met directly by the AIMH. Sometimes the most valuable contribution is connecting people, strengthening an existing effort, or helping partners work more effectively together.
As the AIMH grows, revisit its priorities, organizational structure, and available resources. What worked when a few people were gathering informally may need to change as responsibilities and opportunities expand.
And don't underestimate the value of learning from other AIMHs.
Across the country, associations have navigated many of these same questions. Some have grown into staffed nonprofit organizations. Others have built strong partnerships within larger organizations or institutions. Each has experience worth sharing.
AIMHI-USA is here to help make those connections, share practical resources, and support AIMHs as they build the organizational strength needed to serve their communities.
The goal isn't to become the biggest organization or offer the most programs. It's to build an AIMH that is connected to its community, responsive to its needs, and supported well enough to keep doing meaningful work over time.

Have a question we haven't answered yet?

Leading an AIMH brings plenty of questions, and chances are someone else in our national community has wondered about the very same thing.

Whether you're working through a governance decision, exploring an organizational structure, building capacity, or simply wondering how another AIMH has approached a challenge, we'd love to hear from you.

Send us your question. We'll keep adding answers, practical resources, and lessons learned from AIMHs across the country.

One of the greatest strengths of our community is the experience, wisdom, and generosity we bring to one another. There's no reason for any AIMH to have to figure it all out alone when we have so much to share. That's what being part of a national network is all about—learning from each other, lending a hand when we can, and making more possible for all of us.

Every Association for Infant Mental Health has a story. Some began as small groups of committed professionals
who saw a need and decided to do something about it. Others grew within universities, nonprofit organizations,
or larger systems supporting children and families.

Today, AIMHs operate in different ways, with different resources, relationships, and
organizational structures. Those differences are part of the strength of our national community.

Whether you're helping to establish a new AIMH, serving on a board, leading a program within
a larger organization, or navigating the day-to-day responsibilities of an established association,
there are questions we share and lessons we can learn from one another.

We've gathered some of those questions here, along with practical guidance
to help you think through what might work best for your AIMH.

AIMH Leadership, Oversight, & Operations

AIMHs Structured as Independent Nonprofits

AIMHs Operating Within Larger Nonprofits

AIMHs in Formation

AIMHs hosted Within Institutions

Have a question we haven't answered yet?

What is IECMH?

What is an AIMH?

Growing National Relationships

Every Association for Infant Mental Health has a story. Some began as small groups of committed professionals who saw a need and decided to do something about it. Others grew within universities, nonprofit organizations, or larger systems supporting children and families.

Today, AIMHs operate in different ways, with different resources, relationships, and organizational structures. Those differences are part of the strength of our national community.

Whether you're helping to establish a new AIMH, serving on a board, leading a program within a larger organization, or navigating the day-to-day responsibilities of an established association, there are questions we share and lessons we can learn from one another.

We've gathered some of those questions here, along with practical guidance to help you think through what might work best for your AIMH.

AIMH Leadership, Oversight, & Operations

AIMHs Structured as Independent Nonprofits

AIMHs Operating Within Larger Nonprofits

AIMHs in Formation

AIMHs hosted Within Institutions

Have a question we haven't answered yet?

What is IECMH?

What is an AIMH?

Growing National Relationships

Every Association for Infant Mental Health has a story. Some began as small groups of committed professionals
who saw a need and decided to do something about it. Others grew within universities, nonprofit organizations,
or larger systems supporting children and families.

Today, AIMHs operate in different ways, with different resources, relationships, and
organizational structures. Those differences are part of the strength of our national community.

Whether you're helping to establish a new AIMH, serving on a board, leading a program within
a larger organization, or navigating the day-to-day responsibilities of an established association,
there are questions we share and lessons we can learn from one another.

We've gathered some of those questions here, along with practical guidance
to help you think through what might work best for your AIMH.