CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT,
Table of Contents
Opening Session
Welcome and Introduction to the Forum.
Duane St. Claire, Executive Director
Association of Community Services
The Importance of Quality Child Care ,
Ken Hyde, Administrator
Howard County Office of Children's Services
The State of Child Care in Howard County,
Debbie Yare, Program Manager
Howard County Office of Children's Services
A Non-Profit Model of Child Care— Challenges and Opportunities.
Richard Dean, President of the Board
Cradlerock Children's Center
What We Hear from Parents
Pam DeCicco, Program Director
Bridges to Housing Stability
What We 'd Like to Hear from You.
Jackie Eng, President
Association of Community Services
Small Group Sessions: Identifying Strategies
Prioritization of Initiatives
Next Steps and Closing Remarks.
Appendix I: Compilation of Priorities
Appendix II: Attendee List and Contact Information
Appendix III: Compilation of Commitment to Invest Responses.
Appendix IV: Forum Background Materials.
Model Programs (What Communities are Doing).
Innovative Approaches,
Financing Child Care in the United States.
Child Care in Maryland
Sample Child Care Budget
Business leaders back early education as economic development.
Unaffordable child care and why that should matter to everyone.
Occupy the Classroom
Resources
Appendix V: Forum Planning Committee.
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
Opening Session
Welcome and Introduction to the Forum
Duane St. CIaire, Executive Director
Association of Community Services
I am pleased to welcome everyone to fhe Affordable
Childcare Forum. I am Duane St. Clair, the Executive
Director of the Association of Community Services
of Howard County. This forum is a partnership of the
Association of Community Services of Howard County,
Howard County Office of Children's Services and our host
Grace Community Church.
This forum is a direct outgrowth of a report that was
prepared for ACS by the Policy Analysis Center this past
fall, entitled "M^aJdng Ends Meet in Howard County." The
report explores the challenges faced by low wage workers
in Howard County moving from dependence on public
benefits such as food stamps, housing vouchers, chHd care
vouchers and public health coverage under MecHcaid and
the Children's Health Insurance Program to jobs that pay
wages that enable families to be self-sufficient in our county.
Working Poor Households
7750 working poor households in Howard County
:Househotd
Composition
One adult
2 adults
$10,830
$14,570
: Howard County ;Se)f-:
Sufficiency income
:(%offPl;)
$31,517(291%)
¥42,^32(291%}
2 adults and one Infant
1 adult and two teens
1 adult and two
preschoalers
$18,310
$18,310
$18,310
363,537 (347%)
$47,437 (259%)
$72,000 (393%)
MAKING W? MEIET
HC Public Assistance
(Work Support:) Programs
Supplemenlal Nutrition Assistance Program (SNAP)
Free and Reduced Meals FARMS)
Wtomen, Infants and Children Nulrttton Supplemental Program (WflC)
Housing
House Choice \ft)ucher Program
Publte Housing Units
Eviction Prevention Assistance
Health
MedicaU
Primary AduU Care (PAC)
Maryland ChiUren's Heallh Programs fliACHP)
Financial and Bill Payment
Temporaiy Cash Assistance fTCA)
Home Eneigy Assistance (MEAP and EUSP)
Child Care
Chlk) Care Subsidy
Head Start
MAKING ENDS MEET
The gap between when a worker loses public benefits and
when he or she earns a self sufficient wage can be huge.
This is because the eligibility for most federal benefits
is tied to the federal poverty level and that level is far
below the income level necessary to be self sufficient in
Howard County.
Work Support Effect
1 adult; 2 preschoolers
f.lAKIKK; LT-IOS MEET
Making Ends Meet suggests two important alternatives
to providing a path to self-sufficiency for low wage
workers: (1) the need for education and training
opportunities for low wage workers; and (2) the need for
more affordable child care.
Today we are here to address the latter alternative—
affordable child care. This is not just an opportunity to
discuss the needs highlighted in the report. We are here
to identify current strategies that we collectively can
expand and/or to identify new strategies that will lead
to increasing the availability of affordable child care
resources. This is an ambitious task but I know all of you
here today are creative and resourceful.
To accomplish our task today we are going to start with
a panel of experts who will provide you background
for our task today. Ken Hyde and Debbie Yare, Office
of Children's Services Du-ector and Program Manager,
respectively, will discuss the importance of quality child
care and the current state of child care in Howard County.
Richard Dean, President of the Cradlerock Children's
Center will share his experience in developing a private
child care center now in its _ year of service to our
community. And closing the panel will be Pam DeCicco,
Program Director of Bridges to Housing Stability, who
will underscore the reality of the importance of child
care as she shares with us what she hears in her work
with families struggling to make ends meet.
With the panel's data, perspectives and experience as
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
background we will break into small brainstorming
groups to identify strategies that answer the questions:
• How can we make child care more affordable for
more parents; and
• What can the community do to make child care
programs more cost effective?
After the bramstorming sessions we will reconvene
to establish a prioritized list of strategies to guide
future work. We want to come out of today's forum
with two things- (1) a set of priorities that will help
expand affordable childcare in Howard County; and,
(2) a commitmerLt from all of you on how you want to
participate in this endeavor.
The Importance of Quality Child Care
Keri Hyde, Administrator
Howard County Office of Children's Services
Good morning. Thank you for joining us. I was given
an easy task for today, sharing with you the importance
of quality child care. What do we mean by "quality"?
Some key components include:
• Good communication between staff, children and
parents
• Daily opportunities for language, science, math, art,
music and play
• Highly qualified staff and teachers that are provided
opportunities for professional growth
• Competitive compensation for teachers and staff
• Active parent involvement
• Low child-staff ratios and small group sizes
What Do We Mean by "Quality" Child Care?
• Key Components of a Quality program include:
- Positive interaction between staff and children
- Good communication between teachers, children and parents
- Daily opportunities for language, science, math, art, music and play
- Teachers and Staff who are highly qualified and have
opportunities for professional growth
Competitive compensation for teachers and staff
•Active parent involvement
- Low chitd-staff ratios and small group sizes
- Supervision and Evaluation of staff
- Well-equipped facilities suited to the needs of the age group served
MAK!MG ENOS MEET
Time and time again, studies have shown that high-
quality child care settings provide the foundation
for future success. From the American Academy of
Pediab-ics, "Quality child care and early education can
have a profound positive influence on children s health,
development and ability to leam. The striking correlation
between children's experience in quality childcare and
their later success demonstrates the importance of
continually improving child care environments.
High-quality early learning programs lower special
education referrals, reduce grade retention, promote
better health outcomes, reduce juvenile delinquency, and
mcrease family self-sufficiency. Taking advantage oftlie
rapid brain development that occurs during the first five
years of life, early learning programs Impart essential
skills such as self-control, getting along with others,
teamwork, persistence, and early literacy— cognitive and
character skills that drive better life outcomes for children
and better societal outcomes for all of us. There programs
also provide critical supports for parents, enabling them to
be productive participants in the workforce and engaged
partners in their children's education.
School
• The earty years are the
most important in a child's
life. 90% of a chitd's brain
growth happens by age 5.
• By age 21, children who
have received high quality
child care hatj significanlly
better math and reading
skills and were more Ihan
twice as likely to attend a
four year college, fawu Fun™
Readiness
• 75% of kindergartners who
had been enrolled in pre-K
programs were fulty ready
for school in 2008/2009,
compared with 63% of
those who were at home or
in informal care prior to
entering school.
MSDE's Waiybnd ^kn(el (or Sdwil
Rs.KfinasG R«pori2oaaaooa
.di^N
MAH1NC. EWDS .UECT
I can spout statistics about the importance of quality care,
but at some point numbers and percentages start to run
together. Sometimes, things we see and hear are the things
that stay with us. And that is certainly true of the video
you are about to see, "Change the First Five Years and You
Change Everything".
Every dollar invested in quality early childhood care
delivers economic gains of seven to ten percent per year
through increased school achievement, healthy behavior,
and adult productivity. Research shows quality early
learning experiences reduce depression, obesity, and
teenage pregnancy by providing the foundational skills and
abilities for a healthy Ufestyle.
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
Quality care helps reduce the achievement gap, increases
school readiness and achievement, dramatically reduces the
need for special education, and produces children who know
how to learn through focus, persistence, and teamwork.
• Impact on child development in the critical first
three years
o Brain development is "activity dependent"
0
Language skills
Related Statistics
Healthy children
o Nutrition
o Environmental Safety
o Access to information about available resources
o Related Statistics
Making child care more affordable is no small task,
and the importance of promoting quality cannot be
diminished. Thank you again for taking your time to
help us identify strategies that will enable more of our
parents to provide a safe and nurturing environment
for their children. Today is the first step to making an
investment that will pay off for everyone.
The State of Child Care in Howard County
Debbie Yare, Program Manager
Howard County Office of Children's Services
Non-Profit Model of Child Care—
Challenges and Opportunities
Richard Dean, President of the Board
Cradlerock Children s Center
• School readiness
o Requires access to opportunities
o Closes achievement gap
o Related Statistics
• Social Outcomes
o Studies show that high-quality childcare
results in higher academic achievement,
economic performance and employment.
o Reduction in juvenile arrest rates
o Related Statistics
According to economist Arthur Rolnick, "When quality
childcare is affordable and reliable, it promotes employment
and workforce readiness." His research has shown that
an investment m early care and education earns a 1 6%
financial rate of return for a community -~ through fewer
grade retentions, reduced need for special education, lower
dropout and criminal activity rates, and a higher likelihood
that a child will grow up to be a productive employee and
taxpayer.
An average employee misses 8
days of work each year due to
unreliable child care arrangements.
Unscheduled absences cost an
employer an average of $61 0 per
employee per year.
70% of employees at companies
with progressive work-family
policies are committed to their
employers.
MAKING ENDS M12T
Our Foundation
Quality Childcare is our
Top Priority
Motivated and Capable
Staff are essential
Outreach to the
Community is our
Mission
We struggle to sustain these
MAKIW Ek.D6 HEEV
Our Successes
Survived Startup
MSDE Certificafion
Modest Staff Turnover
25% of our Children
have some subsidy
ESL program
Support from people,
grants, and donations
MAKING Siil MEET
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
Challenges
Financing on the Edge
Hard to keep good
people
Licensing and
Accreditation
More
^AKtbiG fcNJJlti Mftn'
Outreach
Support for DSS children ^
Scholarships for
"working poor"
Schoiarships for
Staff children
Outreach to our
Hispanic neighbors (ESL)
MAKING ENDS MEET
Outreach Can Be Easy
Our ESL program is our
most successfu! and
perhaps our easiest
- Empty seats in the PM
-Local Hispanic children
in the neighborhood
- Enthusiastic support ^Mth
grants, donations,...
- Children thrive!
-Our bilingual staff help the
families as we] I
This Model Works! You could do this
UAKiMC; ENLA MEli;
Licensing and Accreditation
• Neither Necessary nor Sufficient for Quality
• Costly
• Advocacy or Regulation?
• I need More
-Good guidelines on quality
- Help in making it happen
- Mediation to address conflicts between the letter
and the spirit of the regulation
Serving the Whole Community
• A1S children need access to quality
chiidcare and preschoois
Costs are prohibitive
We are failing our children
• Everyone knows this
No one group can solve this problem
We need a team effort
W; RtSS MFET
Approaches for Working Poor
• State and Local
subsidies
• Centers
• Employers ssss
• Faith and Foundation
Community
We can do This!!
Staff Development - Challenge
Eariy Childhood Education - Focused on
elementary level
We can't compete with Public School Salaries
No rea! career track for pre-schooi ECE
Solutions??
- Federal Loan forgiveness for 4 yrs at ECE pre-school
- Votech ECE track for High School
- Financial Support-bonuses
-More «.-
MAKING INK. MCF.T
What We Hear from Parents
Pam DeCicco, Program Director
Bridges to Housing Stability
Good morning, I am Pam DeCicco, Program Director
at Bridges to Housing Stability. We work with families
who are homeless or in danger of becoming homeless.
One of the biggest hurdles many of the families we work
with is child care cost. Though there is some fanding
to assist low income families with paying for child care
there currently is a hold on this funding and a long
waiting list for this assistance.
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
For many low income families it is not worthwhile for
them to work if they require child care, most if not all
of their salaries are going toward child care expenses
leaving nothing else left for rent and other expenses.
Sometimes these families are able to find fhends or
relatives who will care for their children for lesser
amounts than available in licensed child care centers.
But even these situations are a strain on tight budgets and
the arrangements are not always reliable, nor in- the best
for the child.
Let me provide a few examples of what Bridges' clients
have faced.
What We Hear From Parents
Sarah
• Single mom
• $9 per hour
* Wait-iisted for voucher
• Grandparent watching child
MAWWi KKilS HtSr
Sarah is a single mom who makes $9.00 an hour, is on the
waiting list for child care vouchers, has chosen to have
her aunt watch her child because she only charges $600 a
month. Not only is this still almost 20% of her income,
but her aunt is older with medical conditions and cannot
always give the child the level of care that he needs. Sarah
is constantly worded about what is happening with her son
when she is at work.
What We Hear From Parents
Libby
• Single Parent
•$12 per hour
• 3 children (8-12) home alone after school
• Wt-iisted for voucher
MAKiW; W? MET
Libby also is a single working mother with school aged
children home who are at home alone after school. She too
is on fhe waiting list for child care vouchers. Her $12.00
an hour job does not enable her to afford the necessary
after care for her 3 children who are between 8-12 years
old. She is left to monitor what is happening at home after
school over the phone. She has to do this on her breaks or
sneak to the bathroom, so her employer does not know she
is making personal calls.
What We Hear From Parents
Bob and Sally
* Salary increases, so now make too much
for assistance
• Child care bill went from $400-$1700
per month
MWtt «m WE}'
Another big challenge parents face particularly two
parent households is when they make just a little too
much for assistance with child care costs, but still cannot
afford child care. So, as Bob s and Sally's income
increases, at some point they might make $1000 too
much annually to qualify child care assistance. Suddenly
they go from paying $400 a month for child care to
having to pay $1700 a month, and now they cannot afford
to pay both their rent and their child care bill.
Mary is a single mom of two young children. Making
$20.00 hour, she lost her child care vouchers because
she makes too much money. Without assistance she
What We Hear From Parents
Mary
• Single Mom
• 2 young children
* $20.00 per hour; lost vouchers
• Force to take time off work each day
•In danger of losing job
AtAKIW. W? MEH
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
could no longer afford to pay for child care, so now
she has to take time off for work every day to take her
child a long distance to a relative's house for care. This
continued time away from work has put her employment
mjeopardy. If she loses her job she will not be able to
pay her rent, could lose her housing and end up needing
much more assistance than if she had continued to get
child care assistance.
What We'd Like to Hear from You
Jackie Eng
A. What We'd Like to Hear from You
Good morning. Thus far today, we've learned from
Ms. Hyde and Ms. Yare about the importance of quality
child care and what the delivery of child care services
looks like in our community at this point in time. Mr.
Dean offered an inspiring yet very pragmatic picture
of what it takes to begin a child care program and the
challenges a program must overcome to maintain a
quality program. And Ms. DeCicco has shared the real
life barriers and emotional distress that low income
moms and dads face as they attempt to work and increase
their income , but lose child care benefits as their wages
increase or face losing their Jobs because they don't have
child care or because their children are not in a safe,
secure, nurturmg environment.
We are now going to put you to work. You'll note that
we have pre-assigned you to participate in one of four
small group brainstorming sessions. Two groups will be
addressing one of the following two topics:
• How does our community make child care more
affordable for parents?
• How does our community make child care program
more cost effective?
Your goal in these sessions is to draw upon what
you've heard today, what you've learned from the pre
forum reading materials and your own personal and
professional experiences to:
- Identify strategies
- What could we build upon/expand that Howard
County is already doing?
- What might we adopt and adapt from other
communities?
- What does your experience/expertise suggest?
~ Prioritize the strategies
- What can have the most impact?
What can the community reasonably expect to
accomplish... short-term? Long-term?
If time permits, we ask that you take a next step and
begin to list issues that might be associated with the
priority strategies that you have identified. For
example,
— Who/what entities need to be involved?
~ business; government; public; faith and
philanthropic community
~ What is needed?
Resources (ftmding; space; personnel; etc.)
~ Policy/regulation (new; amended; removed, etc.)
- Access (vouchers; subsidized slots; transportation;
work flexibility; etc.)
Each group has been assigned a discussion facilitator
and note taker. Once you have settled in, please appoint
someone to report back, when we reconvene, the top
three or four priorities your group has identified. As
time allows once we are back collectively, we'll talk
about strategies that will be necessary to achieve the
stated priority. Please know that all of your ideas will
be captured and compiled. So, if it doesn't make it to
the top of the priority list, it will not be lost and most
certainly will be available for our future deliberations.
Let's take a short break and please reconvene in your
assigned small group.
B: Ranking the Priorities
The intensity and energy as the small groups worked was
impressive. There was outside the box thinking in addition
to sifting through more common approaches to affordable
child care used in other jurisdictions to identify strategies
that are worth exploring for Howard County.
When the individual groups were reconvened as a body of
the whole, they were asked to determine fhe top strategies
that (1) could have the most impact on increasing the
afFordability of child care; and (2) our community could
reasonably expect to accomplish. The process used to
achieve the consensus priority ranking was two-pronged.
Reporters from each of the two small group topic areas
(parents; programs), traded off sharing the top priorities that
had evolved during their brainstormmg sessions. All forum
participants then voted twice as follows:
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
- Vote one: All reported strategies were ranked (by
parent or program category) by the number of
favorable votes received.
- Vote two: To determine the final rankings, a re-vote
was taken with consideration given to only the top
three (3) ranked strategies (parents and program)
emerging from the first vote.
The resulting priorities identified for follow-up action
fell under the following headings:
- Raising awareness: in the community about the
issue of affordable child care; among parents as to
how they can advocate for themselves and resources
available to assist them; and within the business
community about how the lack of affordable child
care impacts employees, productivity and the county
economy.
- Additional funding and financial supports for
parents
New collaborations to augment program resources
- Better utilization of public and private space
- Business partnerships and investments
- Program supports
Once the top priorities were established, forum
participants engaged in a brief discussion of strategies
that could be pursued within each topic area to increase
child care affordability. Appendix IV: Compilation of
Priorities provides the full summary of issues discussed
and potential strategies raised across all small group
discussions and in the final full group discussion.
C: Next Steps and Closing Remarks
I cannot express strongly enough our appreciation for
everyone's active participation throughout the forum.
The enthusiasm you showed throughout the small group
brainstorming sessions, has resulted in an extensive
array of thoughtful, creative and focused opportunities
to explore further. The Association of Community
Services' intent is to use the fomm's foundation work to
target and pursue two to three specific activities that will
lead to tangible outcomes resulting in making child care
more affordable for Howard County low income families.
ACS "s first post-forum step will be to publish a forum
proceedings that will capture the days' work, but
also will bring together the data, information, model
programs and perspectives compiled as background for
forum deliberations. The proceedings, we hope, will be
a useful tool as the community moves forward to raise
awareness of the need for and development of strategies
to achieve affordable child care.
Following publication of the proceedings, ACS will
convene a series of workgroups that will gather
additional mformation and develop implementation
strategies to address the key priorities that our work today
has identified. Achieving success will most assuredly
depend upon building collaborative partnerships
among public agencies and the nonprofit, business and
faith communities. We look forward to your ongoing
commitment to this issue. To that end, before you leave
please complete the Commitment to Invest forms that
are your tables. This will help us match you with your
specific interests and will ensure that we gather together
the right mix of people and expertise to identify clear
outcomes and practical pathways to helping Howard
County parents better make ends meet and overcome the
self-sufficiency barrier of affordable child care.
Thank you for your time, your input and your ongoing
commitment to this important issue.
MAKING ENDS MEET IN HOWARD COUNTY.
.CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT.
APPENDIX I: COMPILATION OF PRIORITIES
Brainstorming Summary
I. Raising Awareness
Need child care champions in each sector
• Needs to be an ongoing focus
• Messages need to be targeted to audience
Community
1. Need a childcare champion
2. Media, social media
3. Advocacy groups, associations
4. Decision making bodies
5. Healthy farmlies, library, hospital
6. Put Maryland Family Network video on ACS
and other nonprofit websites
7. Ready at 5 resource
8. Campaign/committee to get the message
to everyone
a. impact of early care message
9. Message
o benefits to the community of qualify child
care (including Pre-K)
o child care is a community responsibility
o challenges of working poor relative to child
care and keeping and advancing m their jobs
o build understanding of Ucensing requirements
Parents
1. Parents advocate for more before/after care
in schools
2. Teach parents how to be advocates
3. Value and use of flexible spending accounts
Businesses
1. Message
a. how child care impacts business
b. creating flexible spending accounts
2. HCEDA
3. Chamber of Commerce
4. Campaign (video; presentations; advertisements)
5. Sticker- "I Invest in Childcare for my
Employees" - visibility
II. Funding and Supports for Parents
1. Howard County Child Care (Trust) Fund
a. who to manage and administer
i. to families
ii. to providers
b. determine eligibility
c. make decisions before fundraismg begins
d. community support:
i. birthday gifts
ii. legacy giving
iii. faith community
iv. child care centers
v. businesses
vi. foundations/pubUcgrants/UnitedWay
2. Scholarships from foundations for childcare
and teachers
3. Pay parents to stay home
4. More discounts, e.g. for multiple children
5. Sliding scale payments at centers
6. Subsidize program income so tuition can
be lowered
7. Care-like401K
8. Assess every property owner nominal fee ($5/
year) that would be used for child care subsidy
9. Consolidate all funding/fimdraising subsidies
into one pot
10. Pay for certification classes for in home providers
11. Child care bank (as health care bank)
12. Ensure perception is not "low cost therefore low quality"
13. Flexible spending accounts
14. County government support/funding
15. No program charge beyond subsidy
16. Add more per hour or per day fees rather than
weekly or monthly fees
HI. New Collarbations to Augment Program
to alleviate financial burden resources need to
be infused m all areas
• need to connect families who and programs
that need the help with those that can provide it
need to connect facilities (programs) with. non-
childcare expertise
1. Public/private partnerships
a. school system
b. businesses
c. nonprofits
d. foundations
e. faifh-based
f. providers
g. state & county government; police
2. Create a Commission on Child Care
3. Partner with faith-based organizations to
sponsor child care center
4. Barter with other parents
(who have childcare in their homes)
5. Work with volunteers to give back to
commumfy
6. Longer school day (homework time) and year
round school and Pre-K
7. Universal Pre-K. spread fhrough commmuty centers
8. Utilize non-child care expertise
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX I: COMPILATION OF PRIORITIES
Brainstorming Summary
a. accountants
b. marketing
c. SCORE: already have interest in these services
d. Chamber of Commerce
e. employer volunteers
f. connect Volunteer Center with Office of
Children's Services
g. Sorority/Frateraity alumni
h. MHHRA
i. libraries
j. HCPSS outreach to parents
k. Service Organizations (Rotary, Civitan, Kiwanis, etc.
1. experienced in research, grant writing for
centers and faith groups
m. experienced in developing nonprofit centers
9. Faith community
a. space
b. people
c. transportation
10. Build centers near transportation hubs
11. Work with schools that already have before/
after care programs
12. Use interns from high schools to work with
kids after school
13. Match families with need with open slots;
e.g., Childcare.com (like Hotel.com)
14. Preschool for all
15. MSDE grants to explore partnerships outside school
(e.g., Young School in King's Contrivance) to provide
wraparound services school system cannot provide.
IV. Better Utilization of Public and Private Space
(the physical assets in the community)
1. Identify current unused space use
o public buildings: government; schools; community
centers; village centers
o private buildings
2. Survey providers to identify needs
3. Ensure Howard County 2030 (General Plan) supports
flexibility in zoning laws to make small centers more
affordable
o rezone for smaller child care centers to be more
accessible in certain locations
o rent to other groups in the evenings
4. Tax incentives for leasing to child care facility with
guarantee that savings is passed on to parents
5. Donated space
6. Build an mirastmcture for shared space and services: day
and evening care
7. Centrally located child care that is appropriate for the age
of the children
V. Employers
1. Private sector partnerships: business; developers
2. Business coop to help fund or provide childcare
3. Engage local foundations and businesses to follow
"Educare" program model (Chicago; Maine)
4. Encourage to provide parents flexible work hours
5. Business partnerships-support through and/or for
employees
6. Need a company to be the model
7. Employer work with programs to provide discounts to
parents (models in place)
8. Maryland Family Network Tool Kit
(e.g., Maryland Family Network)
a. subsidize vouchers
b. quaUty partnerships with providers
9. Howard County govemment/EDA with private sector to
create the model
10. Visibility so companies can advertise/brag about what they
do, offer, support.
11. Consortium of businesses to discuss: space, share/
contribute dollars; scholarships; subsidies
12. Work with service industry businesses: fhis is where
many low wage earners work
13. Employers collaborate/combine resources to build/ftmd a
child care program
a. large corporations
b. Iranchises
VI. Program Supports
1. Encourage centers to provide flexible hours matohing
parent work hours
2. Coop pre-school and child care
a. informal part and ftdl-time
b. licensed
c. donated space (perhaps a congregation)
d. research existing programs
e. involve commumty businesses
3. Centrally located programs for convenience of families,
e.g., town centers
4. Staff wages and benefits (health, financial)
5, Tax breaks for providers
(FCCP, but could extend to centers)
a. especially if offering nontraditional hours
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX II: ATTENDEE LIST AND CONTACT INFORMATION
JenApinis
Lead Teacher
KinderBridge Cooperative Preschool
Bridgeway Community Church
9189 Red Branch Road
Columbia, MD 21045
410.402.4935
ToddAUen
Humw Resources Administrator
Howard County Government
3430 Court House Drive
ElHcottCity,MD21043
410.313.3450
Calvin Ball
Councilmember
Howard County Council
3430 Court House Drive
EUicott City, MD 21043
410.313.2001
Leslie Barnett
Assistant Division Director
Columbia Association
10221 Wincopin Circle
Columbia, MD 21044
410.715.3158
Joanne Becka
Resource Manager
AIontgomejy County
Dept. of
Health & Human Sef-vices
7300 Calhoun Place, Suite 700
RockviUe,MD 20855
240.777.1165
Linda Behsudi
Director of Education
Community Action Council
6751 Columbia Gateway Drive
Columbia, MD 21046
410.313.6581
Patricia Branner-Pierce
Specialist/FacilUator CBLC
Howard County Public Schools/
Columbia Housing Cofporation, Inc
BSAPProgf'am
545 IBeaverkill Road
Columbia, MD 21044
410.313.6771
Shelly Brent
Benefits Analyst
Howard County General Hospital
410.720.8780
Kesa Bruce
Director, Legislative Affairs
Howard County Chamber of Commerce
5560 Sterrett Place, Suite 105
Columbia, MD 21044
410.730.4111ext.l06
AIicia Byrd
Executive Director
St. Stephens Economic Dev. Co.
7741 Mayfield Avenue
Elkridge, MD 21075
410.799.4122
JoAnne Davis
Synergies Consulting Group
410.707.4414
Lisa Davis
Coofdinator, Early
Childhood Programs
Howard County Public School System
10910 Route 108
EIHcott City, MD 21042
410.313.5659
Bita Dayhoff
President
Communit\' Action Council
6751 Columbia Gateway Drive
Columbia, MD 21046
410.313.6440
Richard Dean
President
Cradlerock Childen 's Center
7246 Cmdlerock Way
Columbia, MD 21045
410.730.2391
Pam DeCicco
Program Director
Bridges to Housing Stability
9520Be%erRd,#3U
Columbia, MD 21046
410.312.5760x10
Vidia Dhanraj
Coordinator of Community Partnerships
HCDept. of Citizen Services
6751 Columbia Gateway Drive
Columbia, MD 21046
410.313.5953
vdhanraj @howardcountynid.gov
Joan Driessen
Education and Training Coordinator
Association of Community Services
10480 Little Patuxent Pkwy, Suite 920
Columbia, MD 21044
410.715.9545
Bunny Egerton
General Manager for Youth Sefvices
Columbia Association
10221 Wincopin Circle
Columbia, MD 21044
410.715.3116
Jaclde Eng
President of the Board
Association of Community Services
760 Hoods Mill Road
Cooksvme,MD 21723
410.808.9677
Ellen Flynn Giles
Member
Howard County
Board of Education
10910 Route 108
EUicott City, MD 21042
410.880.0828
MAKING ENDS MEET IN HOWARD COUNTS.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX II: ATTENDEE LIST AND CONTACT INFORMATION
Antotnette Green
Child Care Director
St. Stephens Economic Dev. Co.
7741 MayfieIdAvenue
EIkridge,MD 21075
410.799.4122
Sandra Gutierrez
Program Coordinator
AUanza de la Comunidad
10431 Twin River Rd
Columbia, MD 21044
443.812.8486
sandra^gutl [email protected]
Lana Hailemariam
Director ofBridgeKids
Bridgewa^! Community Church
9189 Red Branch Road
Columbia, MD 21045
443.283.7222
Patricia Heidel
Cradlerock Children s Center
Maureen Heim
Membership Coordinator
Association of
Community Services
10480 Little Patuxent Pkwy, Suite 920
Columbia, MD 21044
410.715.9545
Keri Hyde
Administf'ator
Office of Children's Services
3300 North Ridge Rd. Suite 380
ElHcott City, MD 21043
410.313.1940
Jenny James
Director
First Lutheran Preschool
3604 Chatham Road
EUicott City, MD 21042
410.465.5977
Joan Johnson
Technical Assistance Coofdinatar,
Howard County Office
of Children's Sei'vices
3300 N. Ridge Road #380
Ellicott City, MD 21043
410.313.1432
Lois Kelly
Director of Business Management
Columbia Academy
7425 Maple Lawn Blvd
Fulton, MD 20759
301.497.8610
FraaKroU
Director of Teacher Education
Howard Community College
20901 Little Patuxent Parkway
Columbia, MD 21044
443.518.4854
Karen Lbuieniecki
COMPANY TO COME
301.490.7434
Lois Mikkila
Director
Depl. of Citizen Services
6751 Columbia Gateway Dr, Suite 300
Columbia, MD 21046
410.313.6408
Grace Morris
Executive Director
Columbia Housing Cofp,
9150 Rumsey Road, Suite Al
Columbia, MD 21045
410.730.9554
Barbara Moore
Superintendent of
Recreational Licensed Childcare
Howwd County Depf. of
Recreation & Parks
7120 Oakland MiUs Road
Columbia, MD 21046
410.313.4723
Debbie Moore
Senior Policy Analyst
M.aryland Family Network
1001 Eastern Avenue
Baltimore, MD 21202
410.659.7701, ext.14
Saudah Parker
Director of Educational Programs
Columbia Academy
7425 Maple Lawn Blvd
Futton, MD 20759
301.497.8610
Wanda Phillips
Howard County Dept. of Housing
KunPins
Director
Howard Community College
10901 Little Patuxent Parkway
Columbia, MD 20850
443.518.4150
Dawn Randall
Director
Good Beginnings Child Care
10473 Goiman Road
Laurel, MD 20723
301.776.6670
Brenda Radtka
Healthy Families Program
Family and Children's Services
10451 Twin Rivers Road
Columbia, MD 21044
410.715.3716
Priscilla Reaver
Senior Program Officer
The Columbia Foundation
10630 Little Patuxent Parkway
Century Plaza (Building 1000), Suite 315
Columbia, MD 21044
410.730.7840
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX II: ATTENDEE LIST AND CONTACT INFORMATION
Steve Rhode
Deputy Director Resource
& Refen'al Services
Maiyland Family Network
1001 EastemAvcnue, 2nd Floor
Baltimore, MD 21202
410.659.7701x240
srohdc@marylandfamilynetwork. org
Brenda Sackandy
Assistant Director of
Community and Family Sej-vice
The Arc of Howard County
11735 Homewood Road
ElUcott City, MD 21042
410.730.0638X220
GIenn Schneider
Chief Program Officer
The Horizon Foundation
10480 Little Patuxent Parkway Suite 900
Columbia, MD 21044
410.715.0311
Caroline Sherman
President, Women s Giving Circle
Business Dev. Manager
UHYAdvsiors Mid Atlantic MD Inc.
6851 Oak Hall lane, Suile 300
Columbia, MD 21044
410.720.5220
Tim Siemens
Pastor, Grace Community Church
8200 Old Columbia Road
Fulton, MD 20759
240.553.1090
IVtary Kay Sigaty
Council Member, Howard County Council
3430 Court House Drive
EmcottCity,MD21043
410.313.2001
Viviana Simon
Consultant
Association of Community Services
10480 Little Patuxent Parkway, Suite 920
Columbia, MD 21044
410.707.8068
Catherine Smith
Projects Coordinator
Jean Moon & Associates
4710 Bounty Ct
Ellicott City, MD 21043
410.302.4662
Duane St Clair
Executive Director
Association of Community Services
10480 Little Patuxent Pkwy, Suite 920
Columbia, MD 21044
410.715.9545
Donna Stinchcomb
Travel Trainer
Central Maiyland Regional Transit
312 Marshall Avenue, Suite 102
Laurel, MD 20707
240.346.4967
donna.stinchcomb@cmrtransitorg
Loretta Thompson
After School Program
Columbia Housing Corporation
Ramona Thorpe
Workforce Development
CONTACT INFO TO COME
Lacey Tsonis
Training Coordinator
Howard County Office
of Children's Services
3300 N Ridge Road, Suite 380
EUicott City, MD 21043
410.313.1923
Louis Valenfi
Regional Manager
Office of Child Care-Howard County
3300 N. Ridge RD, Suite 190
EUicott City, MD 21043
410.750.8779
LeeWiIdemann
Legislative Analyst
Association of Community Services
10480 Little Patuxent Pkwy, Suite 920
Columbia, MD 21044
410.428.3489
Faith Wildesen
Healthy Howard
410.988.3737
Margaret Williams
Director
Grace Dav School
6725 Montgomery Road
Elkridge,MD 21075
410.796,4561
Stephanie Wise
Recreation Coordinator Earfy
Childhood Education Programs
Howard County Dept. of
Recreation & Parks
7120 Oakland MiUs Road
Columbia, MD 21046
410.313.4712
DebbieYare
Program Manager
Howard County Office of
Children's Sej-vices
3300 North Ridge Rd. Suite 380
EllicottCity,MD21043
410.313.1943
AnneYenchko
Director
Judy Center Partnership
6700 Cradlerock Way
Columbia, MD 21045
410.381.9024
Linda Zumbrun
Asst. Dir. Communitv Initiatives
Howard County Dept. of Social Sefvices
7121 Columbia Gateway Drive
Columbia, MD 21046
410.872.8267
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX III: COMPILATION OF COMMITMENT TO INVEST RESPONSES
At the end of the forum, participants were asked to invest themselves in working toward tangible outcomes from the
day's collective discussions thatwili lead to increasing the availability of affordable child care in Howard County.
The following details participants' commitment to work on specific issues
Area of Interest: Helping to make child care
more affordable for parents
Antoinetfe Green, St. Stephens Economic Development Cofp.
Pat Heidel, Cradlerock Children s Center
Brenda Sackandy, The Arc of Howard County
Glemi Schneider, The Horizon Foundation
Developing New Programs
Community Based
Sandra Gutierrez, Alianza dela Comunidad
Lana Hailemariam, Bf'idgew'ay Community Church
Grace Morris, Columbia Housing Corporation
Wanda Phillips, Howard County Department of Housing
Brenda Radtka, Family and Children Sen'ices
Linda Zumbnm, H. C. Department of Social Services
Faith Based
Jennifer Apinis, KinderBridge Cooperative Preschool
Lana Hailemariam, Bridgeway Community Church
Wanda Phillips, Howard County Department of Housing
Brenda Radtka, Family and Children Services
Employer Based
Shelly Brent, Howard County Genera? Hospital
Rich Dean, Cradlerock Children's Center
Lana Hailemariam, Bridgeway Community Church
Grace Morris, Columbia Housing Corporation
Wanda Phillips, Howard County Department of Housing
Strategy Development
Fundine
Linda Behsudi, Community Action Council
Alicia Byrd, St. Stephens Economic Development Cojp.
Pam DeCicco;, Bridges to Housing Stability
Sandra Gutierrez, Alianza dela Comunidad
Wanda PhilUps, Howard County Department of Housing
Kimberly Ping, Howard Community College
PoIicv/ReeuIatorv
Ellen Flynn Giles, H. C. Board of Education
Lana Hailemariam, Bridgeway Community Church
Wanda Phillips, Howard County Department of Housing
CMDmunifr^JEducatien and Awareness
Lisa Davis, HCPSS Early Childhood
Rich Dean, Cradlerock Children's Center
Ellen Flynn Giles, H. C. Board of Education
Lana Hailemariam, Bridgeway Community Church
Joan Johnson, H.C. Office of Children s SeTvices
Fran Kroll, Howard Community College
Grace M^orris, Columbia Housing Corporation
Wanda Phillips, Howard County Department of Housing
Brenda Radtka, Family and Children Services
Caroline Sherman, UHY
Lacey Tsonis, H.C. Office of Children s Services
Anne Yenchko, Judy Center Partnership
Linda Zumbrun, H. C. Department of Social Sen'ices
Area of Interest: Helping make child care
programs more cost effective
Developing New Programs
Community Based
Joan Davis, Synergies Consulting
Lana Hailemariam, Bridgeway Community Church
Grace Morris, Columbia Housing Cof-poration
Wanda Phillips, Howard County Department of Housing
Patricia Braimer-Pierce, HCPSS/Columbia Housing
Faith Based
Jennifer Apinis, KinderBridge Cooperative Preschool
Lana Hailemariam, Bridgeway Community Church
Wanda PhiUips, Howard County Department of Housing
Employer Based
Shelly Brent, Howard County General HospUa\
Lans Hailemariam, Bridgeway Community Church
Grace Morris, Columbia Housing Coporation
Strategy Development
Fun dins
Alicia Byrd, St. Stephens EDL
Wanda Phillips, Howard County Department of Housing
Policv/Reeulatorv
Joan Davis, Synegies Cnsulting
Bonnie Egerton, Columbia Association
Lana Hailemariam, Bridgeway Community Church
Wanda Phillips, Howard County Department of Housing
Community Education and Awareness
Patricia Branner-Pierce, HCPSS/Columbia Housing
Joan Davis, Synegies Cnsulting
Lisa Davis, HCPSS Early Childhood
Lana Hailemariam, Bridgeway Community Church
Fran Kjoll, Howard Community College
Wanda Phillips, Howard County Departmenl of Housing
Grace Morris, Columbia Housing Corporation
Caroline Sherman, UHY
MAKING ENDS MEET IN HOWARD COUNTS.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
WHAT COMMUNITIES ARE DOING
TO PROVIDE AFFORDABLE CHILD CARE
Community Based Programs
• Worfdng Parents Assistance Program^ Montgomery County, MD
The Working Parents Assistance Program (WPA) was established over 25 years ago, by the Montgomery county
government because -the state-sponsored subsidized child care program did not meet the needs of working families in the
County. Montgomery is one of the more affluent counties in Maryland and has high child care costs. Working parents often
had incomes that surpassed the limits set by the state, and the state's payment rates to fee providers were substantially below
the cost of child care.
Initially, flie county opted to supplement the state s subsidized child care program. Purchase of Care. This did not prove
to be a successful approach because the state's rigid rules were applied across the board. The WPA Program was then set
up as a separate child care subsidy program. The County has set clear eligibility definitions for the WPA Program and the
state's subsidy program. Parents do not have the option of choosing between them. Parents who have lower earnings or who
work fewer hours must participate in the state's Purchase of Care program.
In order to qualify for the WPA program, parents must work or attend school full-time and they must meet income
guidelines (<$56,000/year). Single parents are also required to pursue child support payments through the legal system.
Eligible families receive vouchers, which may be used with licensed chUdcare providers in Montgomery County. Parents
are responsible for negotiating payments with the provider.
http://www.montgomerycountyfneLgov/apps/News/press/PR_details.asp?PrID=2795
• WomenGive^ Larimer County^ CO
WomenGive is a partnership between United Way ofLarimer County and The Women's Foundation of Colorado. It begun
as a women's initiative of women helping women and girls achieve self sufficiency. The program views education as an
integral component to achieving self-sufficiency and early on identified access to reliable child care as a potential barrier for
single moms to pursue further education and training.
WomenGive is a philantfaropic endeavor; women make yearly contributions to a fund ($500/year), with an operating budget
of approximately $150K per year. Seventy percent of the donations (membership dues) directly fund child care scholarships
for Larimer County single mothers working toward a GED, Associates degree or certificate or bachelor's degree program.
Thirty percent of the donations go to the Women's Foundation of Colorado, which is the education and advocacy ami of
the program. The United Way acts as fhe fiscal agent administering fhe fund, but does not directly provide funds for fhe
program. The application process is competitive and applications are reviewed by a committee of member volunteers.
The program has been m existence for the last six years and has awarded child care scholarships to over 259 women and over fifty of
these have already graduated with either an Associate's degree and or a Bachelors. The program works in partnership with other non-for
profits m the area who work with single mothers.
http://uwaylc.wg/give/membership-programs/womengive/
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
• Child Care Facilities Fund (CCFF)y San Francisco, CA
The Child Care Facilities Fund (CCFF) was established to address the need for funds to build and renovate space
for child care in the City of San Francisco. The program is administered by the LIHF (Low Income Housing Fund),
an experienced non-profit and community development lender. Its strength seems to come from its leadership, its
mission, and its ability to build and maintain strategic partnerships.
CCFP is an award-winning, public-private collaboration that uses flexible capital, one-on-one teclmical assistance and
group trainings to expand and improve both center- and family-based child care facilities in the City and County of
San Francisco and Alameda County.
CCFF offers grants, workshops and technical assistance for child care providers to create, enhance and preserve
quality child care spaces. As a result of its collaborative and integrated approach, CCFF is now a national model for
addressing the shortage of affordable child care for low income families.
Construction and renovation of nonprofit child care centers and eligible capital expenses in family child care homes,
and traimng/technical assistance to child care practitioners on financial management and facility development issues
are provided. Typical projects include: expansion of a child care center to increase the number of children served;
improvements to outdoor play space that result in improved safety and better quality of care; renovations to the basement
of a family child care home to increase the number of children served; inclusion of a new child care center in an
affordable housing development, and hosting of workshops on available funding sources, including debt-financing for
childcare. http://www.lufund.org/products/grants/grants-for-child~care/ccff/
• The Marin Education Fund (MEF), Marin County^ CA
The MEF developed a child care scholarship program to focus specifically on individual families and fhelr needs.
Originally designed to help families whose income exceeded the eligibility limits for government child care
subsidies, it has recently expanded to support families who make up to $40,000 a year. Since families must use
licensed providers, MEF also makes grants to early education centers in order to expand and improve the county's
child care sector. With matching donations from the Marin Community Foundation, this $6 million endowment
generates $225,000 a year for child care scholarships.
• Child Care Scholarships^ Marin County CA
10,000 Degrees (formerly known as Marm Education Fund) offers child care scholarships ranging from $500 to $9,000 per child
for parents who are enrolled in college. The scholarship pays for a portion of a child's day care while the parent is enrolled in
college. The scholarship is renewable annually provided that the parent maintains satisfactory progress.
Eligibility: Mann County residency; The parent must be attending an accredited or state-approved school and enrolled in a
minimum of 6 units; The parent must be working towards their first bachelor's degree, associate's degree, license or certificate;
Children must be under the age of 11 and attending a licensed child care facility; Demonstrate financial need.
10,000 Degrees is affiliated with and receives major ftmding from the Marin Community Foundation.
httpi//www. 1 OOOOdegrees.org/
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIAL5
* The Children 9s Forum, FL
The Forum has an organizational history that is grounded in the development of principles, programs and policies
that continue to serve early childhood development and education in Florida. In 1975, a group of child care
providers recognized the need to organize their efforts so that consistent quality care could be provided for low-
income children. This was achieved through a contractual relationship between the providers and the state s Flohda
Department of Children and Families. They called themselves the Child Care Providers Forum.
In 1988, another organizational group was formed called Child Care Resource and Referral Agencies. Membership
was comprised of many of the same organizations as the Child Care Providers Forum and their purpose was to provide
child care resource and referral services to the public, obtain corporate support, and advocate for quality improvements
in early care and education. Within the year, the need to assist Florida's Families seeking child care services became so
apparent that in 1989 the Florida Legislature created a statewide Child Care Resource and Referral Network. In response
to this need, the two organizations merged and m 1 989 the Children's Forum became incorporated as a private, not-for-
profit organization. The newly formed organization applied for and was awarded fhe contract to administer/operate the
statewide network for child care resource and referral.
Today, the Forum continues to serve as a not-for-profit organization with an uncompromising vision to create and
sustain quality child caring communities, states and countries. This vision is supported by the belief that every young
child can and should receive quality education and warm, nurturing, responsive care, particularly those children
who are most vuhierable and at risk. To this end, the Forum has consistently demonstrated an ability to efficiently
maximize resources as a service-based clearinghouse ofinfonnation, data, research, advocacy, direct services and
training for early care and education.
Faith Based Programs
• Cradlerock Children s Center, Columbia MD
Cradlerock Children's Center (CCC) began as an outreach project of the Unitarian Universalist Congregation of
Columbia. The congregation's members voted to open the child care center based on their recognition of the intense
need for affordable, high-quality child care, particularly in the neighborhood of Owen Brown.
After extensive research, planning, and renovation, CCC opened m August 2005 with the goal of becoming the
premier quality child care center in Howard County. CCC is now a Maryland State Department of Education (MSDE)
accredited program for children ages 6 weeks to five years of age. CCC is a non-profit organization CCC offers
competitive rates, a newly-renovated facility, and a top-notch staff, http://cradlerockcenter.org/
Employer Based Programs
• Downtown Baltimore Child Care Center (DBCC)^ MD
DBCC was started almost 20 years ago. It begun as employer based consortium to make quality child care in the
down town Baltimore area. The original consortium partners included BGE, First National Bank, CMP Telephone
and the Maryland National Bank. Each consortium made a one-time donation towards the start up costs of the Center,
with the provision that preference in admissions be given to children of parents employed by one of the consortium
members. Current consortium members include University of Maryland Baltimore, Johns Hopkins University and
Miles and Stockbridge law firm.. The University of Maryland provides space free of rent at University Center — on
University grounds, but center is responsible for maintenance, equipment, renovations, etc. University oflvlaryland
provides a yearly grant that subsidizes child care costs for some of their employees that use the center. Johns Hopkins
also provides supplement vouchers to their employees. The community helps centers such as these with donations
of furniture, paper, printers, computers and providing in kind help with. landscaping, repairs and maintenance, http://
www.dbcckids.org/Pages/default.aspx
MAKING ENDS MEET IN HOWARD COUNTV
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Employee Educadon/Training Programs
• T.E.A.CM. Scholarships, FL
The Teacher Education and Compensation Helps (T.E.A.C.H.) Early Childhood® Scholarship Program provides
scholarships for early care educators and center directors to work towards earning an-Associate's degree or credentials
in early childhood education. It is funded by the Agency for Workforce Innovation Office of Early Learning and
involves a three-way partnership for the sharing of expenses by the caregiver receiving the scholarship, the sponsormg
child care center or family child care home and T.E.A.C.H. Tlie majority of tuition and books costs are paid for and
most T.E.A.C.H. participants receive a per-semester stipend for travel or for internet access as well as a bonus for
caregivers and directors who complete their scholarship contract. In most scholarship models, reimbursement to
the early childhood program or family child care home for release time given participants. Through T.E.A.C.H., the
education, compensation and retention of the early childhood work force is improving.
The T.E.A.C.H. program works with 48 colleges, universities and vocational technical schools throughout the state
as well as 14 community-based training institutions. Under management of the Forum, the Florida T.E.A.C.H. Early
Childhood® Scholarship Program serves as an umbrella for a variety of educational scholarship opportunities for
people working m early care and education programs. Since 1998, more than 22,000 scholarships have been awarded.
The turnover rate for these T.E.A.C.H. program participants is less than 8 percent - a testament to the success of this
program.
To help you think about and choose a college, view the Early Childhood Degree database. The Early Childhood
Degree database provides information on the colleges and universities offering courses leading to credentials and
degrees in early childhood. T.E.A.C.H. does not offer scholarships for every credential or every degree at a specific
college. Child Care WAGES® FLORIDA Project
- Child Care WAGE$® FLORIDA Project
Originating in North Carolina through Child Care Services Association, the Child Care WAGE$® FLORIDA Project
aims to improve child care quality by reducing turnover and encouraging the continued education of early childhood
teachers (including center staff and family child care providers). This program provides education-based salary
supplements to early childhood teachers working with children ages birth to five.
Designed to provide young children with more stable relationships with teachers (a key component of quality), this
program rewards teacher education and continuity of care. http://www.fcforum.org/index.php
MAKING ENDS MEET !N HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Howard County Before and After School Child Care Programs
• Columbia Association
Elementaiy Schools:
Atholton
Clarksville
Guilford
Longfellow
Running Brook
Talbott Springs
Worthington
Bryant Woods
Clemens Crossing
Hammond
Northfield
Stevens Forest
Thunder Hill
Centennial Lane
Cradlerock
Jeffers Hill
Phelps Luck
Swansfield
Waterloo
Middle Schools:
• Cradlerock (with transportation from Oakland MUlSi Haq)ers Choice and Wilde Lake Middle Schools)
• Dunloggin (with transportation from Burleigh Manor)
• Hammond
Elementaiy Schools:
Bellows Spring
Dayton Oaks
Forest Ridge
Hollified Station
Lisbon
Rockburn
Veterans
Bollman Bridge
Deep Run
Fulton
I lchester
Manor Woods
St. John's Lane
Waverly
Bushy Park
Elkridge
German Crossing
Laurel Woods
Pointers Run
Triadelphia Ridge
West Friendship
The New Student Union -After School Enrichment Program (for middle school children)
Middle Schools:
Bonnie Branch
Ellicott Mills
Lime Kiln
Patuxent Valley
Clarksvilie
Folly Quarter
Mount View
Elkridge Landing
Gienwood
Patapsco
MAKING ENDS MEET IN HOWARD COUNTS.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Innovative Approaches
• Community alliances design strategies to improve the affordability and profitability of
child care.
Whether it's a partnership in Rochester supporting middie-income families through their
community fund, or a team in Minnesota using higher education finance as model for child
care, across the country communities are designing new strategies for financing early
education.
• Business and government partnerships improve the effectiveness of public subsidies.
Public subsidies, underutilized and limited to only the poorest families, are not sufficient to
bridge the gap between needs and resources. A family with two children making $35,000 a
year is ineligible for government subsidies, but will find the cost of child care a considerable
burden. However, if private investment in child care are combined with public subsidies the
needs of all families can be better served.
• Bi/s/'nesses which support child care report increased productivity, reduced
absenteeism, and Improved employee morale and loyalty.
Child care pays dividends. From substantial tax breaks to lower turnover rates, returns from
child care are far-reaching. Levi-Strauss has been able to maintain a skilled labor force by
providing child care vouchers with pre-tax wage set asides.
• New ideas and models from the private sector strengthen child care as an economic
sector.
Initiated by concerned business leaders and supported by a foundation grant, Educare
Colorado illustrates how the business community can turn the child care sector into a more
professional, su@tainable, and cost-effective industry. With a strong, inclusive business plan,
this thriving public-private partnership is focusing its efforts on two fronts: 1) developing a
fundraising scheme, and 2) increasing the demand for quality child care through consumer
education and service improvement.
Tompkins County has the resources to enhance the quantity and quality of early
education as well as reap the benefits of a dependable workforce, new jobs, and
healthy kids.
Join the Day Care and Child Development Council and the Chamber of Commerce
to create an Early Education Partnership and share ideas on how Tompkins
County can effectively meet our early education needs.
The Earty Education Partnership is a collaborative project of the Day Care and Child Development
Council of Tompkins County, Inc. and the Tompkins County Chamber of Commerce. Research
assistance provided by the Comeli University Department of City and Regional Planning.
For more information:
Day Care and Child Development Council of Tompkins Tompkins County Chamber of Commerce
County, Inc. 904 East Shore Drive
609 West Clinton Street tthaca, NY 14850
Ithaca, NY 14850 (607) 273-7080
(607) 273-0259 email; [email protected]
email: [email protected]
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
A Tax Code Solution
The Dependent Care Assistance Plan (DCAP) is a pre-tax wage set aside which permits
both employees and employers to save money while investing in child care.
Employers can withhold up to $5000 in pre-
tax income for a family's child care expenses.
By placing $5,000 in a DCAP, an employee
can see $1,500 in tax savings, while an
employer saves $400 in payroll taxes.
A DCAP reduces the employee's taxable
income and may help low-income workers
become eligible for the Earned Income Tax
New York State: Making DCAP Easy
The New York State government has made its
DCAP plan more emptoyee-friendty by ensuring
that refunds are processed quickly. New York's
plan also does not withhold money the first or
last month of the year in order to aid their
employees' cash flow.
For more information:
www.pewtrusts.com/pubs/chiidcare/child016.cfm
• With the added benefit of the E1C, families
may gain more from a DCAP than from the dependent care tax credit. A family of four with two
children making $32,000 a year and spending $5,000 on day care would save $1,210 in tax
liability by claiming both the federal and New York State dependent care tax credit. However, by
using a DCAP the same family would save $2,147, an additional $937 in savings.
Innovative DCAP Approaches
Most communities and businesses use DCAPs as the foundation
for more creative investments in child care.
Levi-Strauss Child Care Vouchers
• Levi-Strauss uses the company's dependent care assistance plan to reimburse some of their
workers with vouchers. Each eligible employee can receive up to $100 a month, up to 50
percent of their child care costs, costing the company $100,000 per plant. The voucher
program enables parents to chose and afford the form of care that best suits their needs.
These vouchers are paid directly to the day care providers and are cycled through the
company's DCAP, making the benefit non-taxable.
For more information: www.pewtrusts. com/pubs/misc/childcare/chi!d036. cfm
Con-Agra Child Care Discounts
• Con-Agra Refrigerated Foods, the maker of Butterball turkeys, uses its buying power to
address child care shortage during critical work hours, by keeping some child care centers
open during evenings and weekends. The company helps low wage workers afford quality
care by buying slots at area child care centers and selling them back to employees at
reduced rates. Con-Agra saves money by using pre-tax DCAP accounts to cycle the day
care funds to the centers. Parents choose their own providers and Con-Agra is ensured
reliable care during non-standard hours.
For more information: www.pewtrusts.com/pubs/misc/childcare/child035.cfm
A New Possibility: A Community DCAP Fund
• DCAPs are underutilized by employees and employers in Tompkins County. Small businesses
are apprehensive about the hassle of managing DCAPs and employees are worried about
waiting for reimbursement or losing money if their early education needs change. These
problems could be resolved if we developed a community fund to administer DCAP in our
county.
If half of the families needing child care in the county utilized DCAP, and employers passed
some o/ the payroll tax savings on to a community fund, $300,000 a year
cou/cf be raised in additional subsidies!
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Working Together to Make a Difference
Public-private partnerships make child care assistance more
cost-effective for small and medium sized businesses.
Communities have found partnerships to be a particularly helpful strategy in addressing the
structure, supply, and affordability of child care in their communities. The more stakeholders
involved in creating the solution, the larger the constituency that benefits.
Community Child Care Funds
TTws strategy pools capital and resources from different sectors
to finance providers and assist working parents.
Early Childhood Development (ECD) Initiative: Rochester/Monroe County, NY
As a conglomeration of non-profit, government, religious, and business leaders, the ECD
community fund has taken a more comprehensive approach by funding voucher programs,
certification, training, and the construction of child care facilities. ECD strives to build a
community-based network to promote a self-sustaining child care sector. While parents still
contribute most of the funds, government subsidies ($32.6 million) along with substantial
contributions from the Rochester United Way ($2 million), local foundations ($400,000), and
the Diocese of Rochester ($2 million) have made the initiative a successful endeavor.
For more information: www.pewtrusts.com/pubs/misc/chjtdcare/chiid051.cfm
Marin Child Care Scholarship Program: Marin County, CA
The Marin Education Fund (MEF) developed a child care scholarship program to focus
specifically on individual families and their needs. Originally designed to heip families whose
income exceeded the eligibility limits for government child care subsidies, it has recently
expanded to support families who make up to $40,000 a year. Since families must use
licensed providers, MEF also makes grants to early education centers in order to expand and
improve the county's child care sector. With matching donations from the Marin Community
Foundation, this $6 million endowment generates $225,000 a year for child care
scholarships.
For more information: www.mefund.org/chHd.htmt
• Early Childhood initiative: Allegheny County, PA
The Early Childhood Initiative (ECI) focuses on extending quality early education to !ow-
income children and developing a more unified sector. Through a neighborhood based
planning process communities may receive ECI funds to invest in child care facilities,
provide training and technical assistance, help with the cost of program accreditation, and
other quality improvement and supply-building efforts. Established with a $1 million
challenge grant from the Heinz Endowment, this public-private partnership has set a goal of
raising $59 million in private contributions over the first five years with the help of the United
Way. The ECI will be sustained over the long range with dedicated public financing.
For more information: www.pewtrusts.com/pubs/misc/chitdcare/child046.cfm
Higher Education: A Child Care Finance Model
• The Minnesota Early Care and Education Financing Partnership is using higher education
as a financial aid model to increase the accessibility of early education.
In addition to lobbying for increased government funding, the Minnesota Partnership is
exploring community and state-wide endowment funds; low-interest, subsidized, and
guaranteed loans; tax credits; and tax-exempt savings and investment plans. They are also
exploring a work-study option where parents could provide needed services in exchange for
a full or partial subsidy. One goal is to make government funds more flexible so they can
finance both programs and parents.
For more information call (612) 721-4246 oremail [email protected]
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Economic Development
Government tax policies, economic development plans, and subsidies
can enhance private sector investment in early education.
Private sector subsidies only account for 1 % of early education investments. More effective design
of government subsidies (39%) could reduce the over-reliance on parent fees (60%). Business
coalitions have used their political leverage to improve the effectiveness of government subsidies.
Similar to government investments in transportation and housing, early education subsidies can
increase the profitability of private sector investment in child care.
For more information: www.eariychildhoodfinance.org
• Palm Beach: Special Districts
In Palm Beach, Florida a special district was created to finance local child care. Through a
special tax levy, money is raised to support child care subsidies as well as quality
improvement.
For more information: www.pewtrusts.com/pubs/misc/childcare/child007.cfm
• Geneva NY: Child Care is Integral to Economic Development
The City's Department of Planning and Economic Development recognized dependable child
care would help make downtown more attractive to business. As an integral part of the
government's development scheme, Geneva's Lakefront Child Care Center received a
$700,000 grant to expand its services and raise workers' salaries.
- Chemung County: Planning for the Future
The Chemung County government commissioned a $24,000 study to do a comprehensive
assessment of their child care needs. The study identified the need to restructure the child
care sector to provide quality affordable care during non-standard hours.
Capital Development
• Affordable housing finance models can be applied to the child care sector to create or improve
facilities. The provider of capital gets credit toward Community Reinvestment Act requirements
and the center gains access to long term, low interest capital. The Center for Community Self
Help Credit Union funds child care centers throughout North Carolina using this model.
For more information: www.self-help.org
Business-Oriented Planning
» Educare Colorado, a pubiic-private partnership, is striving to create a market demand for quality
early education by investing in consumer education and developing fundraising schemes to
make care more affordable. Educare attributes much of its success to an effective business plan
that helps to clearly define their goals.
For more information: www.nccic,org/ccpartnershjps/cases/colorado.htm
Centralized Administration of Centers
i The business community can help child care establishments identify new management
strategies that maintain qualify of service and reduce overhead costs. Even the smallest
certified child care businesses bear relatively heavy administrative requirements for billing,
collections, and record keeping. Efficiency and professionalism may be enhanced through
centralized administration.
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Financing Child Care in the United States: An Illustrative Catalog of Current
Strategies
By Anne Mitchell, Louise Stoney, and Harriet Dichter
Sponsored by The Ewing Marion Kauffman Foundation, 2001.
hup://www.emkf.or2/pdf/childcare2001.pdf
Summary
There are many opportunities for families to find revenue for child care through both public and
private means. In Financing Child Care, Louis Stoney examines current strategies at both the state
and local level that generate new revenue or increase the share of current revenue allocated lo child
care. She examines programs related to tax credits, higher educatioUi and health care in order to
provide insight as to how child care programs could be better structured. Ultimately, child care
needs to reach economies of scale for the sake of the providers and their costs and parents' concerns
for quality child care.
Generating Public Revenue. This includes two federal financing mechanisms: the federal income
tax credit for child care and dependent care and the federal provisions which authorize employer-
sponsored child care and dependent care assistance plans.
Allocating Public Revenue. Child care can be financed though existing state revenue streams and
can focus on the impact of child care on social and human services, health services, education,
higher education, and local government.
Financing; Child Care in the Private Sector, Business and labor-initiated programs can be used to
improve access to child care, as well as make efforts to improve its quality and supply.
Financing Child Care Via PublJc-Piivate Partnerships. Public and private sector funds can be
combined to support child care. In addition, capital investment partnerships can be created for
financing child care facilities.
Looking to die Future. There are also strategies that have not been tested which could provide the basis
for creating economies of scale in the child care field.
Chapter One: "Generating Public Revenue"
Establishing child care as a public responsibility could present the most important step in creating
universal, affordable, quality child care services. Listed below are several methods to raise the
consciousness of the population, establish child care as a public responsibility and generate public
revenue for the advancement of child care.
Methods of public revenue generation for child care fall mainly into these categories:
• Local Property Taxes
• State and Local Sales Taxes
• Excise Taxes
• State Income Taxes
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
• Personal Income Tax Credits and Deductions
• Personal Income and Employment Tax Benefits
• Employer Income Taxes
• Fees
• Lotteries and Gaming Fees
• States and communities have chosen to increase sales and property taxes for the exclusive
use of early education. These taxes use familiar models from temporary sales tax increases
to special property taxing zones to promote child care quality enhancement.
A Califomia initiative adopted an increase in taxes on tobacco products; it raises $719
million a year.
Aspen, Colorado approved a .45% increase in sales tax for ten years to create a fund for
child care and low income housing. Residents re-approved this for another ten years in 1999.
• Reimbursable tax credits, deductions and exemptions work well for those who use them,
especially parents who can plan their child care spending. Some of these programs are
universal, while others target lower income families who need assistance, or provide
incentives for individuals who donate money or other assets to child care.
Bank of America invested $22 imllion in support of 26,561 children. This program is
structured as a DCAP and is a tax-free benefit. Eligible associates can receive up to $152 per
month, per child, toward child care expenses in addition to their regular pay.
Colorado recently began giving tax credits of 25% of the value of any in-kind donation to
the child care industry.
• Fees are an alternative to increasing taxes and can be used for any service or product. They
can be voluntary or involuntary.
The Georgia State Lottery contributed $224 million towards pre-kindergarten in 2000.
In Santa Cmz, California, the Child Care Developer Fee Loan Program requires any new
real estate development projects to pay a fair share of the costs resulting from an adverse
impact on child care.
[Back to topj
Chapter Two: "Allocating Public Revenues"
Many states are using alternative means for allocating public revenue to finance child care services
in their jurisdiction. For example, a number of states are using welfare funds known as Temporary
Assistance for Needy Families (TANF) in order to subsidize child care programs. Health insurance
coverage is another important issue for child care employees and many states are tackling this
through public health, tobacco and Medicaid financing streams. In addition, several local
governments are focusing on capital investment which is designed to increase the supply of child
care and after school programs. It is important that these programs and their functions be
understood in order to make child care programs more effective and more universal in the future.
Funding Allocated through Social and Human Services
• Many state programs are offering subsidies to parents to help finance child care using
vouchers and sliding fee programs.
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
• Grants are being given to child care centers that have large numbers of low-lncome families
and are to be used to support high-quality child care and facility expansion.
• Several states are supporting child care teachers and providers with salary supplements.
• In Connecticut, low-interest loans are being given to child care providers in order to expand
and improve the quality of their facilities.
Funds Allocated through Health Programs
• Pennsylvania established an educational program in order to provide health and safety
advice to child care providers.
» Rhode Island offers health insurance to child care providers.
• In Maine, funding and programs are available to help improve child care quality and
affordability. These programs also provide opportunities for businesses and individuals to
invest in child care.
Funds Allocated to Prekindergarten Programs and After School Programs
• A grant is available in Massachusetts to provide funds for children between 3 and 4 years
old in families that earn less than 75% of the median income.
• After school programs are offered in several states and are financed through a monthly fee
paid on a sliding scale or by matching grants.
• Many states are focusing on low-income families by increasing fiscal resources for early
education programs in low-income school districts.
Funds Allocated through Higher Education Funds
• New York State uses higher education funds and federal funds for child care and
development to provide campus based child care centers. This fund is intended to help
students who are also parents.
• The University of California at Santa Cruz established a financial aid policy that gives more
financial aid to students who are parents. This policy is intended to take into account child
care costs incurred by students while in school.
Funds Allocated through Local Governments
• The City of New York has school-based community centers that provide children, youth,
and families with activities and programs in the after-school, evening and weekend hours.
• Fairfax, Virginia has established a program that requires every new school or schools that
are being renovated to reserve space for after school care.
• San Francisco, California pays a stipend to all child care providers and educators who want
to improve their qualification.
• Montgomery County-Maryland has a working parents assistance program that gives these
parents subsidized child care. The program is funded by a volunteer-run private-public tmst
fund that raises money from different sources.
rBacktotopl
Chapter Three: "Financing Child Care in the Private Sector"
Why would a business care about child care? Simply stated, because their employees do. Businesses
often need to attract and retain workers, especially those with more specialized education or skills.
Offering child care benefits to employees makes an individual company a more desirable place to
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
work, while supporting child care in the community as a whole can help make a city or region a
more desirable place to live.
• Businesses often focus their spending efforts on programs which directly benefit only their
own employees. This brings indirect benefits to the business in the form of employee
productivity, retention, etc. AT&T has a Target Cities Initiative program which assesses
AT&T family needs and helps identify appropriate service agencies m communities. (AT&T
Care Development Fund p. JJ5)
• Experience suggests that businesses are willing to contribute money to worthy community
causes which give them some visibility as a donor. For example, think of the donor lists of
many symphonies and art museums. If a similar "expectation" of giving to child care funds
could be created, then companies might give money to something like a general endowment
fund.
• Businesses may be more comfortable giving money when it is through a collaborative effort
of businesses. The ABC, or the "Champions", consist of 21 U.S. national and international
corporations. "By working together, we can do more to meet the needs of our employees
than if we worked alone." (American Business Collaboration for Quality Dependent Care
p.116)
• Unions can include child care benefits in their negotiations with management. "Establishing
the fund under the [union] umbrella ... allows the resources of many employers to be
combined." In New York, this has resulted in enrichment grants to centers to subsidize costs
(New York State Labor/Management Child Care Advisory Committee p. 118) and child care
vouchers (1199 Employer Child Care Fund, NYC p.] 19).
• Some funds pool money from both government and private agencies. To receive money
from a fund, parents may have to make commitments such as participating in education
programs or paying part of the cost. (Allegheny County Early Childhood Initiative 'ECI in
Pittsburgh, Penn. p. 121) The ECI is a public-private partnership created to help low-income
children up to 5 years old obtain high quality early care and educational services.
• Other funds use only private money. One fund provides short-term (less than two year)
scholarships to low-and mlddle-income families. (Child Care Scholarship Fund of the
Marin Community Foundation, Marin County^ CA p. 128)
f Back to top]
Chapter Four: "Financing Child Care Via Public-Private Partnerships"
Three types of public-private partnerships are examined in this chapter; capital investment,
community and public sector, and employer and public sector partnerships. Each form is discussed
in light of how the scope and depth of these arrangements has changed in the past few years from
short-term, employee oriented to long-term, multi-sourced funding.
The funds distributed by employer and public sector partnerships are largely gathered by the
employer or a collection of employers and include some matching federal funds. Funds are then
allocated to child care facilities that enroll children of the parents employed by those companies.
This form of partnership illustrates an important point: that businesses prefer that funds they
contribute be spent in communities where their employees live. Having recognized this, businesses
have also realized that investments and investment decisions are most effective if made jointly with
community-based child care programs. An interesting case study involves a subsidy to mothers that
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
is financed through an employer and employee paid disability insurance (Temporary Disability
Insurance Coverage For Maternity Leave, New Jersey; p. 142).
Of particular interest are the numbers of community and public sector partnerships that are
concerned with the accreditation of child care programs and the rating systems that have emerged
from these processes (usually on a five star basis). The accreditation process in general seems to be
framed as a way providing parents with consumer-friendly tools to help assess and select programs,
something that has been difficult to initiate in the child care field. For a good description of exactly
what goes into the rating process and contact information, for those interested see the EDUCARE
(Colorado) case study on page 147.
Several factors including insufficient equity to secure loans, low appraisal value of child care
centers (due to design for specific use) and the inadequate knowledge of child care operators of
financial management prevent child care businesses from borrowing funds from banks and other
lending institutions at market rates. In response many stale and local governments have 'established
initiatives to help child care businesses secure the capital they need to build and maintain quality
facilities and/or programs.' (p.154). Partnerships have included initiatives led by both the state and
private sector and have begun to include schools, banks and employers. In the case studies
examined in this section all partnerships involved leverage funds from private sector lenders and
many are using this funding to promote accountability and quality improvement. The case of
Keimebec Valley Community Action Program (KVCAP, p. 161) in Maine illustrates how its Child
and Family Services and Housing Program have both benefited from a strong partnership. While
KVCAP' s Housing Program offers the expertise on capital investment finance and the ability to
attract investors, the Child and Family Services Program has ability to raise funds from a variety of
sources to pay the operating costs of running child care facilities.
LBack to tool
Chapter Five: '^Looking to the Future"
There are many strategies that states and communities use to finance child care. There are also
many strategies that have not been tested that could be a strong link in creating an economies of
scale in the child care field. Some of these strategies are listed below.
Tax Policy
Louise Stoney explains how the existing Dependent Care Tax Credit represents only a small portion
of the cost of child care. These tax credits have failed to significantly affect consumer behavior. In
order to better understand why these tax credits are not working the way they should, other
programs can be examined in order to begin thinking about new and unique ways of developing
effective tax policy.
• Low-income housing tax credit (LIHTC) is a large federal program used to fund the
development and rehabilitation of low-income housing. LIHTC is complex and expensive to
administer, however, it is possible that the child care field would benefit from having large
organizations become involved in helping finance child care projects.
• Maine has an Employment Tax Increment Financing program (ETIF) which is available to
businesses that create at least 15 new jobs in 2 years and pay employees an income that
exceeds the average per capita income in that county. Maine s Department of Economic
Development is looking at the feasibility of adapting this program for the child care
industry.
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Unemployment Insurance and other Social Investment Strategies
Although generating funds to support out-of-home care is critical, it is important to find ways for
families to stay at home and care for their own children. The U.S. Department of Labor has
developed rules that will allow states to use Unemployment Insurance (UI) benefits to make family
leave more affordable. In addition, there is Temporary Disability Insurance (TDI), which is used by
many states and employers to support "pregnancy-related disability .
Higher Education Strategies
The higher education model has several things in common with early child care. They both support
similar values: family choice and quality. They both encompass a full range of providers, both
public and private. Most importantly, higher education may offer some solutions to problems
currently facing early child care, from combining direct and portable aid to full-cost pricing and
funding standards. The foUowing discuss higher education strategies that could be used for child
care:
• Higher education uses a scale designed to stretch limited funds over a large pool of families.
Families are required to pay an expected family contribution (EFC).
• Higher education uses general (or direct) aid in the form of government appropriations,
grants, contracts, and revenue from endowments. This direct aid is received directly by
institutions and reduces the price of tuition for some or all of the students.
• Higher education sets tuition prices based on the cost of quality education. Early child care
sets prices based on perceptions of the average family s ability to pay, which keeps wages
low and limits quality. In order to obtain the true cost of quality child care, prices must be
set to include compensation to retain skilled staff and cover other essential elements of a
quality program.
Strategies to Promote Economies of Scale
Early child care programs serve small groups of children (70 children on average) and providing
support to these small programs can be challenging. Universities, on the other hand, can. serve up to
50,000 students and can afford to support a financial aid office that focuses on helping students'
access assistance. Early childhood programs can obtain these economies of scale without merging.
It is possible that a group of child care providers in a particular region could employ a single entity
to handle billing, marketing, and enrollment of families. This would help to streamline
administrative costs, reduce accounts receivable and improve cash flow.
MAKING ENDS MEET IN HOWARD COUNTy.
.CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT,
APPENDIX IV: FORUM BACKGROUND MATERIALS
Child Care in Maryland, continued
Average Weekly Cost of Child Care
CENTER-BASED CARE
FAMILY CHtLD CARE
2 to 5 years | School-Agej 0 to 2 year^ | 2 to 5 years { Schooi-Age
$191.981 $1$4J7
$120.29
$163.70 1 $142.57 i $124,@2
$247.8$ J $153.31
SU2,5p
S1BT.96.1 $172.25 [ $1.78.52 t S151.77 | $13.1,15
$169.76
5216.88 ! S1S8.95
S222.541 S183.24
.@6 i $180^9
^179.12 | $146.08,1.,,,,. $127.03
Rioi'sT$131.731 ins^s'
S161.75 I $143.
$133.46 I $115.24
S93.28
.60 I $132,
$177.50 I S129
S217M
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127.66 I $107.77
$1@'i.11.L. $114,60.1 ^112.
$243.38 I $170.59 I $14«.32
$115J9 ! $108,
$142,81 ^ $123.
Salaries for Child Care Workers in Maryland
Job Title
ChiEd Care Director
Center Senior Staff/Teaoher
Average Annual Salary
$36,926
Family Child Care Provider
$17,347
$28,937
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT,
APPENDIX IV: FORUM BACKGROUND MATERIALS
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MAKING ENDS MEET IN HOWARD COUNTy.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT.
APPENDIX IV: FORUM BACKGROUND MATERIALS
JURISDICTION
Total Capacity*
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In 2010, 75% of IVIaryland children under the age of 12
had mothers in the workforce.
• There are a total of 855,593 children in Maryland under the age of 12.
• 641,694 have mothers who work outside of the home.
» 213,899 have mothers who do not work outside the home.
MAKING ENDS MEET IN HOWARD COUNTY.
-CREATING AFFORDABLE CH/LD CARE: A COMMUNITY INVESTMENT -
APPENDIX IV: FORUM BACKGROUND MATERIALS
Infant Child Care
; FAMIiyCHiLDCARE „[ CENT ER-BA^BDC; ARE,
Ueensed to | Willing ^o | U^n^fd to | WUHng to
Jiirrs^lction I Accept Infants | AcceiA infante { AeccpUn^iFits 1 Accept Infants
Total I 7,m i
Major Reasons Parents Could Not Find ChHd Care
^ ^s
^ ^ ^
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MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABL.E CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Sample Child Care Budget
(Center licensed for 100 children)
Income
• Payments from families............................................................. 78%
• Payment from subsidy............................................................... 22%
Expenses
• Wages/Salaries/PayroIl Taxes.................................................... 62%
• Rent............................................................................................ 24%
• Telephone/Utilities....................................................................... 3%
• Equipment, Food, Supplies.......................................................... 3%
• Business Insurance....................................................................... 2%
• Building Maintenance................................................................. 2%
(Cleaning, repairs, etc.)
• Other taxes .................................................................................. 2%
• Miscellaneous.............................................................................. 2%
(Advertising, Bank Charges, Dues,
Subscriptions, Postage, Training, etc)
Licensed Capacity - 100 children
• ISInfants/Toddlers
• 12 Two Year Olds
• 20 Three Year Olds
• 20 Four Year Olds
• 30 School-Age
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
APPENDIX IV: FORUM BACKGROUND MATERIALS
Business leaders back early education as economic development
BY RANDY BFLLINGS FOR MAINEBIZ MAGAZINE
Jim Clair, chairman of the Maine Early Learning Investment Group,
advocates a market-driven approach toward early learning
Jim Clair says four years ago he was probably the least
likely person to become involved m early childhood
education.
"I was just a guy running a company," says Clair, the
CEO of Goold Health Systems, a $21 million health care
management company in Augusta that employs 200 people.
That all changed when he was appointed by then-Gov. John
Baldacci to participate in a business roundtable discussion
about early childhood investment. Clair says he accepted the
mvitation "out of a sense of civic duty," but what he learned
turned him into an advocate.
"I had my own little a-ha moment, he says.
That moment was spurred by a report indicating 90% of
core brain development occurs by the tune a child is 3 years
old, yet only 4% of education spending occurs during that
period. Children who are nurtured and educated during
those formative pre-kmder^garten years are more likely to
succeed in- school and the workplace, while those who are
not require more public assistance throughout their lives.
"That was pretty compellmg, says Clair.
Now, CIair is leading a group of business leaders on a
mission to improve the quality of early childhood care and
education, while expanding access to top-notch facilities for
all Maine families, especially families with low incomes.
The Maine Early Learning Investment Group is preparing
to launch a fundraising campaign to put some monetary
muscle behind its mission. The intent is to direct public
awareness and private funds toward solvmg a problem
usually regarded as a social justice dilemma rather than an
economic development opportunity.
"We see this as an economic imperative, says Clair.
"Maine's work force — we need to be highly skilled,
innovative and well adjusted and educated if we are going to
successfully compete in a global economy."
The group of eight CEOs was assembled by Steve Rowe,
Maine's former state attorney general, who has long
advocated for larger investments in early childhood
education. Rowe says he became interested in the issue
while he was attorney general. Many of the underlying
factors of crime, abuse and neglect seemed to stem from
childhood experiences, he says.
"As Maine's attorney general, I witnessed time and agam
the devastating consequences of adverse childhood
experiences — not just when people were young, but
throughout their lives, says Rowe.
Rowe says he selected MELIG members because fhey
are well-respected, dynamic leaders who are committed
to increasing the quality and quantity of early childhood
development. They represent a diverse cross-section of
industries and view early childhood education through an
economic, rather than a social services, lens.
"I looked for individuals who already knew about this issue
and appreciated it" says Rowe, who hopes to add members
to the group. "It's viewing (early childhood investments) as
an economic initiative. It's focused clearly on improving the
quality of our work force."
Clair, MELIG chairman, says the group had its first
official meeting last month. He's hopeful it will develop
a solid business plan to raise millions of dollars annually
to improve the quality of early childhood education and
increase access for all Maine families, particularly those
with low incomes. The money would likely be directed
toward scholarships for young children of low-mcome
families, and toward professional development ofeariy-
childhood educators.
"A wise investment is to deploy resources when they're
going to be used at their most efficient and effective, says
Clau-, noting tlie concentration of cognitive development in
preschool children. "So, it's kind of a business logic for us
in many ways.
Currently, the state invests a small amount in early
childhood learning relative to its overall education budget.
MAKING ENDS MEET IN HOWARD COUNTY
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APPENDIX IV: FORUM BACKGROUND MATERIALS
Gov. Paul LePage's biennial budget devotes about half,
$3.1 billion, of the state's $6.13 billion, to kindergarten
through college education. Only $6.45 million of the states
General Fund annually is directed toward pre-K education,
through Head Start, child care subsidies and family visiting
services, according to the Department of Health and Human
Services.
Although experts believe the foundation for learning is laid
well before children enter kindergarten, pre-kindergarten
workers are paid at a much lower rate than other teachers
and do not have the same incentives for professional
development.
Rowe notes that accredited early-childhood professionals
are paid about $26,000 a year, while K-12 educators are
paid on average $46,000 and higlier-ed professors are paid
more than $60,000 on average,
"We can have a world class KL-12 education system, says
Rowe, "but unless children start kindergarten ready to learn,
we will never see world-class results.
That's where MELIG comes in, creating a fund that will
compel pre-K centers to increase the quality of educational
programming and make it easier for low-iacome families to
pay for those services. Clair says MELIG does not want to
reinvent the wheel by creating a new nonprofit. Instead, the
group will rely on the Maine Community Foundation and
the Maine Development Foundation to receive, hold, invest
and administer the funds.
"We feel really good about that — tl-iat it will be a lean
organization that can really focus in. on our core objective of
raising funds and administermg funds in a way that is going
to stay 100% here in. Maine," says Clair.
That will allow the business leaders to do what they do best:
build and execute a successful business plan.
It takes a village
MELIG member Chris Emmons, CEO of Gorham Savings
Bank, says he is excited to be part ofMELIG. The caliber
of the executives assembled by Rowe gives it a high
probability of success, he says. "It s a powerful group of
people who have a track record of getting things done "
says Emmons, who joined to help ensure Maine has a well-
prepared work force.
The group recognizes that adverse childhood experiences
— such as neglect, abuse or exposure to substance abuse
can and does often increase high-risk behavior and chronic
adulthood diseases. These experiences can result in "toxic
stress," which can affect fundamental brain development
and lead to health problems later in life. Ac-^cord-^-'ing
to a study by the US. Centers for Disease Control and
Prevention and Kaiser Permanente, toxic stress can increase
rates of alcoholism, heart disease, liver disease, diabetes,
depression and more.
These conditions come at a cost — for the state and
employers, Maine's social and economic costs are about
$300 million annually for special education; $60 million for
child mental health services; $160 million for corrections;
$900 million for substance abuse and $1 billion for
domestic violence.
There's a consensus among the group that without
investments in a child's early learning, emotional, physical
and social needs, the cost of doing business in Maine will
only increase, whether through an unproductive work force
or increased health care, welfare and other social costs.
Emmons says the group will likely look at state agencies
and nonprofits to figure out how its help can have
maximum impact. "There are a lot of touch-points along
that spectrum on how to get [help to] that kid who is in a
difficult situation," says Emmons. "How do you reach in
tliere and give that kid a fair chance?"
Enunons and Clair say the solution, is not a quick fix,
since it will take years before measurable results would be
realized. But Emmons says a community bank is uniquely
positioned to take a long view when measuring returns.
"You can take a long position where you can invest in that
early stage and perhaps not see the kinds of returns of what
that investment is going to look like until many years down
the road - 15, 20 years down the road," says Emmons.
Early learning and its price
Recently, business leaders have been paying more attention
to early childhood development. The Mame Economic
Growth Council recently included fourth-grade reading
scores as one oftlie 25 indicators in its annual Measures of
Growth report.
Although the 2012 MEGC report will not be released until
March, the 2011 report red-flags fourfh-grade reading
scores needing attention, along with cost of doing business,
health care and research and development expenditures.
Only one-third of fourth-graders read at a proficient level,
the report states.
Meanwhile, the Maine Development Foundation's and
MAKING ENDS MEET IN HOWARD COUNTY
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APPENDIX IV: FORUM BACKGROUND MATERIALS
the Maine State Chamber of Commerce's third installment
offheir "Making Mame Work" report homes in on early
childhood education. Two previous efforts focused on lowering
business costs and improving post-secondary educatioiL, but
the most recent report looks at pre-K education investments as
economic development.
Laurie Lachance, MDF executive director, says if children
have not begun to develop basic literacy skills before they enter
kindergarten, they will struggle to, and perhaps never, catch
up to their classmates. The report, along with the leadership
ofMELIG, will help spotlight what she caUs a missed
opportunity.
"We believe so strongly we're missing the mark if we don't put
heat and light in this issue," Lachance says.
The report states that every dollar that is invested into quality
cliildhood education will save $16.14 m the form of lower
crime costs ($11.35), lower special education costs ($1.55) and
mcreased earnings ($3.24).
Maine is a state with a high level of poverty and many children
at risk. Lachance notes that 21% of kids under the age of 5 are
in poverty and 20% are classified as working poor. Meanwhile,
only 30% of kids eligible for Head Start actually enroll.
Lachance laments that the fourth-grade readmg score is the
first true assessment of a child's early development. She
believes an entry-level kindergarten assessment is needed, so
struggling children can get help sooner. She also believes a
"global budget' for education, covering birth through college,
is needed.
"We're only scratching the surface of what we can do for
(kids)," she says.
Lacliance applauds MELIG's work to help early education
providers, especially independent day-care facilities, mcrease
the qualify of their programs. She points to the ratings scale
used by DHHS as an opportunity to motivate day-care
operators to provide better care and education. The Office of
Child and Family Services re~1-'quires certain day care centers
Head Start facilities and providers receiving subsidies like
Chlld-Care Development ftmds — to participate in its four-step
rank-^-ing process. Quality for ME. The program encourages
centers to increase quality programmmg by offering mcentives
and to provide parents with real measures of quality. For
instance, QuaUty for ME providers are eligible for help to
pay accreditation fees and can receive scholarships toward
childhood education degrees.
The state ranks the centers on a scale of one to four, with
one being the most basic standards of care and four being
the highest. According to DHHS, about 1,030 centers
participate in the Quality for ME program; 599 have
received a step one rating, meaning they have been licensed
for a year with no serious violations. Two-hundred-fifty
seven centers received step two and step three ratings,
indicating they offered varying levels of education and
assessment.
Only 173 centers have earned step four, meaning they have
highly trained staff, conduct regular assessments and work
closely with parents.
Creating demand
MELIG members are careful to point out that the group
is not looking to the Legislature for fimdmg. Instead, it is
focusing on bringing public awareness, and private funds, to
help create change.
While state legislators struggle to close budget deficits,
Clair says the key to MELIG's approach is seeking a
market-driven solution. That begins by creatmg a demand
for better early learning experiences for children.
"If we can increase the quality ofchild-care opportunities,
that's going increase tlie demand for those high-quality
opportunities," says Clair. "We are very keen on a market-
driven approach to this."
Clair said he expects it will take about six months before
M.ELIG is ready to begin ftmdraising, which means
scholarships and incentives would not be awarded before
2013. He says the group will only support programs and
initiatives that have a measurable return on the investment
and can be replicated throughout the state. The group also
wants accountability, he says.
"We know our approach will be very busmess-like — if
something is working, we're going to look to replicate it; if
something's not working, we're going to cut it short," says
Clair.
In many ways, I consider this a very forward-thinking
initiative," he says. "We're really trying to think about
where we want to be 15, 20, 25 years from now as a group.
Educare Central M.aine in Watej'ville
Source: Maine Department of Health
and Human Services
MAKING ENDS MEET IN HOWARD COUNTY.
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APPENDIX IV: FORUM BACKGROUND MATERIALS
The Educare model
Three years ago, Doris Buffett, sister of billionaire Warren
Buffett, donated $3 million toward the construction of
Educare Cen~1:ral Maine in Waterville, a state-of-the-art
early childhood learning center that attends to children's
education, social, emotional and health needs.
A year into its existence, early results are promising, says
Educare Site Manager Rhonda Kaiser. The $9 million
center, which has a $3 million operating budget, has its
maximum enrollment of 210 infants and toddlers, mostly
from low-income families.
Kaiser says classroom observations by the Child Care
Research Partnership at the University of Southern Maine
and the University of Maine indicate Educare is preparing
children to learn better than other facilities in the state.
Educare's development rankings ranged from 4.10 to 4.75
on a seven-point scale, while other preschool classrooms in
the state ranged from 3.57 to 4.50, she says.
"We're already seeing .. . gains in the first year," says
Kaiser.
Part of that success is attributable to the highly trained staff.
Teachers must have at least a bachelor's degree, and there
is a low child-to-teacher ratio (3:1 for infants and 5.3:1 for
preschoolers).
Maine's Educare center is part of a national network started
by the Buffetts that focuses on training early childhood
educators. The training is expected to be replicated around
the state, using technology to deliver Educare programming
and professional development training to staff atYMCAs,
libraries and child care centers, says Kaiser.
While Maine s center has only one year under its belt, a
four-year study assessing the im^-1pact of the origmal five
Educare centers, in other parts of the US., indicates the
model is working.
The study, released in 2010 by the Frank Potter Graham
Child Development Foundation at the University of North
Carolina, concludes that low-income children and those
with limited English proficiency "who entered Educare
centers as toddlers or infants started kindergarten with no
achievement gap compared to their middle-mcome peers.
Students who attended Educare for three to five years
exceeded the national average in assessment tests for basic
comprehension and concepts such as sequence, letters and
colors. In terms of vocabulary, that same cohort tested
within four points of the average, compared to children with
only one year in Educare, who tested within 12.
Maine's cost of adverse childhood
experiences, per year
K-12 special education $300 million
Child mental health services $60 million
Corrections $160 million
Substance abuse $900 million
Domestic violence $1 billion
Sources: State of Maine and U.S. Department of Justice
The Maine Early Learning Investment Group CEOs:
Jim Clair, Goold Health Systems
John Peters, Downeast Energy
Chris Emmons, Gorham Savings Bank
EIlie Baker, Baker Newman Noyes
Jeff Geiger, Bath Iron Works
Beth Newlaads CampbeII, Hannaford
Jim Conlon, Bangor Savings Bank
Steve Rich, WBRC Architects
Sources: State of Maine and U.S. Dept. of Justice
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT,
APPENDIX IV: FORUM BACKGROUND MATERIALS
NY Times OpEd
October 19,2011
Occupy the Classroom
By NICHOLAS D. KRTSTOF
Occupy Wall Street is shining a useiul spotlight on one of America's
central challenges, the inequality that leaves the richest 1 percent of
Americans wife a greater net worth fhan the entire bottom 90 percent.
Most of the proposed remedies involve changes in taxes and
regulations, and fhey would help. But ttie single step that would do the
most to reduce inequality has nothing to do with finance at all. It's an
expansion of early childhood education,
Huh? That will seem naive and bizarre to many who chafe at
inequities and who think the first step is to throw a few bankers into
prison. But although part offtie problem is billionaires being taxed at
lower rates than those with more modest incomes, a bigger source of
structural inequity Is that many young people never get the skills to
compete. They're just left behmd.
"This is where inequality starts," said Kathleen McCartney, the dean
offhe Harvard Graduate School of Education, as she showed me a
chart demonstrating that even before kindergarten there are significant
performance gaps between rich and poor students. Those gaps then
widen farther in school.
"The reason early education is important is fhat you build a foundation
for school success" she added. "And success breeds success."
One common thread, whether I'm reporting on poverty in New York
City or in Sierra Leone, is that a good education tends to be the most
reliable escalator out of poverty. Another common thread: whether
in America or Africa, disadvantagedkids often don't get a chance to
board that escalator.
Maybe it seems absurd to propose expansion of early childhood
education at a time when budgets are being slashed. Yet James
Heckman, a Nobel Prize-winnmg economist at the University of
Chicago, has shown that investments m early childhood education pay
for themselves. Indeed, he argues that they pay a return of 7 percent or
more — better than many investments on WaU Street.
"Schooling after the second grade plays only a minor role in creating
or reducing gaps" Heckman argues in an important ardcle this year
in American Educator. "It is imperative to change the way we look at
education. We should invest in the foundation of school readiness from
birth to age 5"
One of the most studied initiatives in fhis area was the Perry Preschool
program, which worked with disadvantaged black children in
Micliigan in the 1960s. Compared with a control group, cluldren who
went through the Perry program were 22 percent more likely to finish
high school and were arrested less than half as often for felonies. They
were half as likely to receive public
assistance and three times as likely to own their own homes.
We don't want to get too excited with fhese statistics, or fhose of the
equally studied Abecedarian Project in North Carolina. The program
was tmy, and many antipoverty mitiativcs work wonderfully when
they're experiments but founder when scaled up. StiU, new research
suggests that early childhood education can work even in the real
world at scale.
Take Head Start, which serves more than 900,000 low-income
children a year. There are flaws in Head Start, and researchers have
found feat while it improved test results, those gains were fleeting. As
a result, Head Start seemed to confer no iastmg benefits, and it has
been widely criticized as a failure.
Not so fast.
One of the Harvard scholars I interviewed, David Deming, compared
the outcomes of children who were in Head Start wilfa tfaeu' siblings
who did not participate.
Professor Deming found that critics were right that the Head Start
advantage in test scores faded quickly. But, in other areas, perhaps
more important ones, he found that Head Start had a significant long-
term impact: the former Head Start participants are significantly less
likely fhan siblings to repeat grades, to be diagnosed with a learning
disability, or to suffer the kind of poor health associated with poverty.
Head Start alumni were more likely than their siblings to graduate
from high school and attend college.
Professor Deming found that in these life outcomes, Head Start had
about 80 percent of the impact of the Perry program — a stunning
achievement.
Something similar seems to be true of the large-scale prekindergarten
program m Boston. HirokazuYoshilcawa and Christina Wetland,
both of Harvard, found that it erased fhe Latmowhite testing gap in
kmdergarten and. sharply reduced the black-whife gap.
President Obama often talked in his campaign about early childhood
education, and he probably agrees with everything I've said. But the
issue has slipped away and off the agenda.
That s sad because the question isn't whether we can afford early
childhood education, but whether we can afford not to provide it. We
can pay for prisons or we can pay, less, for early childhood education
to help build a fairer and more equitable nation.
I invite you to visit my blog, On the Ground. Please also join me on
Facebook and Google^watch my YouTube videos and foUow me on
Twitter.
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT.
APPENDIX IV: FORUM BACKGROUND MATERIALS
THE IMPORTANCE OF EARLY CHILDHOOD EDUCATION
The ffigh/Scope Perry Preschool Study ThroughAge 40: Summary, Conclusions, and
Frequently Asked Questions, Lawrence J. Schweinhart, Ph.D.
High Scope Educational Research Foundation, 2005
The Perry Preschool Study is one offhe most frequently cited examples of preschool success and is often used to support
the claims of preschool proponents. The study followed one group of preschool children into fheir adulthood and compared
their success with that of children in a non-preschool environment. "The major conclusion of this midUfe phase of the Perry
Preschool research study is that high-quality preschool programs for young children living in poverty contribute to
their intellectual and social development in childhood and their school success, economic performance, and reduced
commission of crime in adulthood."
http://www.hig1iscope.org/file/Research/PersyProject/3_specialsummaiy%20col%2006%2007.pdf
CHILD CARE AS AN ECONOMIC DEVELOPMENT ISSUE
National Association of Workforce Boards Workforce Initiatives
Investing in America's Future Workforce
http://w^.ncwb.org/documents/PEW-NAWB%2QBrief/o20Emiy%20ChUdhood.pdf
NAWB and the Partnership for America's Economic Success support early childhood programs, which can lead to higher attamment
of basic skills, graduation rates and earnmgs. Investing in early childhood programs can help workforce professionals improve the
effectiveness offheir services and assist in developing a corps of productive, globally competitive workers.
ReadyNation,A business partnership for Early Childhood and Economic Success
(Formerly, the Partnership for America's Economic Success) http://www.readynation.org/
Has the purpose to ampliiythevoiceofbusmessleadersinsupportofearly childhood policies that strengthen our economy and
workforce. In ReadyNation, we have a name that signals the next phase of our work here at our new home with America's Promise
Alliance. We plan to address new issue areas in early childhood to highlight the variety of supports young children need and diverse
ways early environments affect our nation's economic future.
Mobilizing Business Champions for Children, A Guide for Advocates
}dtp://\\)ww.partnershipforsuccess,org/tiploads/20110511J^obilizingBusinessChampionsChildren.pdf
Economic Impacts of Early Care and Education in California
» Press Release
» Press Coverage
August 2011, by Jenifer MacGHlvaiy and Laurel Lucia
Early care and education (ECE) is an important indusb-y m California, serving more than 850,000 California children and
then- families and bringing m gross receipts of at least $5.6 billion annually. The industry not only benefits the children who
receive care, but also strengthens the California economy as a whole. This paper discusses fhe range of economic benefits
that the ECE industry brings to California.
laborcenter. berkdey. edu/research/chiM_carej'epoi't0811 .pdf
MAKING ENDS MEET IN HOWARD COUNTY.
.CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT.
APPENDIX IV: FORUM BACKGROUND MATERIALS
The Economic Impact of Investments in Early Care and Education in North Carolina
North Carolina's economy depends on quality child care. The early care and education system:
• Allows parents to work, earning nearly $12.5 billion each year for our state.
• Generates $1.7 billion annually
• Employs 50,000 North Carolinians
• And most importandy, it builds human capital, laying the groundwork for fhe state's future success.
The Insight Center for Community Economic Development has written a report on the economic impact of investments in early care
and education in North Carolina. Download the 2011 Economic Impact Report.
COMMUNITy DEVELOPMENT
LHF " Low Income Investment Fund
For more than a quarter of a century, LUF has been at the forefront of the community development industry. Over our history time, UIF
expanded its programmatic and geographical reach, but maintained its singular focus on serving the nation's most vulnerable people.
Through this evolution, LIIF's story has also come to reflect the grcwth and maturation of the $25 billion community development
capital field. This industry demonstrates that connecting low income communities to capital markets is a sound investment. Every day,
LIIF and its fellow community developers build better neighborhoods and support families across America.
Read more about the history and evolution ofUIF and the community development sector in our 25th aimivetsary publication, Bridges
to Dreams.
http://wwwMifiinci.org/wp-content/uploads/201 l/03/Bndges-to-Dreams-The--Sto}y~of--LHF-2009_LRes.pdf
GENERA RESOURCES
Other reports from the Howard County Office of Children Services
http ://www.howardcountymd.gov/displayprimay.aspx?id=-4294967 580
National Center For Children in Poverty: Early Childhood Profile, Maryland
http://nccp.org/profiles/pdf/profile_earty_childhood_MD.pdf
Child Care Instability: Definitions, Context, and Policy Implications
wvw. urban, org/url. cfin ? ID =4122 78
MD Child Care Subsidy Program
http://www.maiylandpublicschools.org/msde/divisions/child_care/subsidy/
Rebuilding Together Howard County 201 1 annual report
http://viww. rebuildingtogetherhowardcounty. org/pdf/RBT_201 l_AnnualR.eportjvvebpdf
National Women's Law Center: Making Care Less Taxing, Improvmg
State Child and Dependent Care Tax Provisions
}\ttp://www.nwlc.org/sUes/default/files/pdfs/nwlc-mclt2011-without j'eport_cardj,nsidejmd^^^
MAKING ENDS MEET IN HOWARD COUNTY
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT,
APPENDIX V: FORUM PLANNING COMMITTEE
Kesa Bmce
Howard County Chamber of Commerce
Grace Morris
Columbia Housing Corporation
Barbara Coleman
Maryland Legal Aid
Duane St. Clair
Association of Community Sen'ices
Pamela DeCicco
Bridges to Housing Stability
Viviana Simon
Association of Community Services
Vidia Dhanraj
Department of Citizen's Services
Donna Stinchcomb
Central Mwyland Regional Transportation
Jacqueline Eng
Association of Community Services
Lee Wildemann
Association of Community Services
Keri Hyde
Office of Children's Sen?ices
Debbie Yare
Office of Children's Services
MAKING ENDS MEET IN HOWARD COUNTY.
CREATING AFFORDABLE CHILD CARE: A COMMUNITY INVESTMENT
MAKING ENDS MEET IN HOWARD COUNTY
MAKLING ENDS MEET
IN HOWARD COUNTY
Association of Community Services
10480 Little Patuxent Parkway • Columbia, MD 21044
410.715.9545
This report is also available at:
