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Child Care Partnership Council Strategic Plan 2000-2005 San Mateo County
Cover
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Introduction
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Child Care Partnership Council Strategic Plan 2000-2005 San Mateo County
County Board of Supervisors
Honorable Mary Griffin
Produced by
San Mateo County Child Care Partnership Council Project Development
Jeannie McLoughlin Project Specialist, Child, Youth and Family Services San Mateo County Office of Education Susan Hanlon Ruane Early Childhood Consultant
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Acknowledgements
Many dedicated individuals have given extensive time and energy to these development of the Strategic Plan. We wish to thank these community members for their expertise and commitment to the children and families of San Mateo County.
San Mateo Child Care Planning Council
Jennifer Sedbrook, Peninsula Partnership for
Floyd Gonella, Ed.D. San Mateo County
Children,Youth and Families
Superintendent of Schools, Co-chair
Ann Sims, Bayshore Child Care Services
Honorable Mary Griffin, San Mateo County Board of Supervisors, Co-chair
Pamela Ward, Community Representative Diana Wright, Family Service Agency of San Mateo County/San Bruno Youth Group
Parks, Recreation and Community Service
Carol Young-Holt, South Coast Collaborative
Maureen Borland, San Mateo County Human
Services Agency Elaine Burrell, San Mateo County Employers
Advisory Council, Pacific Partners Lillian Clark, Parent/San Mateo County Nirmala Dillman, Palcare, Inc. Jan Duzac, Nanny’s Nest Daycare Dianne Eyer, San Mateo County Community
College District, Cañada College Jim Feldman, Latchkey Alternatives Rosanne Foust, Parent/Alsace
Development Agency The development of this publication was supported by funds from the California Department of Education. The contents do not necessarily reflect the position or policy of the Department.
Guiliana Halasz, Professional Association
of Childhood Education (PACE) Sue Humbert-Rico, California Department
of Social Services, Community Care Licensing All photos copyright © Fern Tiger Associates. All Rights Reserved. Graphic Design: Harvey + Garcia Design, Inc. www.harveygarcia.com
Rayna Lehman, Parent/San Mateo County
Central Labor Council Amy Liew, Institute for Human & Social
Development, Head Start Mary Petsche, Child Care Coordinating Council
of San Mateo County
Project Staff Marilyn Merz, Child,Youth and Family Services, San Mateo County Office of Education Jeanie McLoughlin, San Mateo County
Child Care Partnership Council Susan H. Ruane, Early Childhood Specialist Consultant
Participating Community Contributors Julie Baldocchi, Child Care Coordinating Council
of San Mateo County Anand Chabra, M.D., County of San Mateo Health
Services Agency, Maternal, Child, Adolescent Health Vivian Cho, Child Care Coordinating Council
of San Mateo County Sue Digre, PARCA, San Mateo County Viviane Schupbach, San Mateo County
Office of Education Lorna Strachan, San Mateo County Human Services Agency Ann Torres, Family Service Agency
of San Mateo County
A C K N O W L E D G E M E N T S
Kristen Anderson, City of Redwood City,
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Acknowledgements
Development of the Report The 1999-2000 San Mateo County Child Care Needs Assessment1, released in January 2000, is an integral part of this report and its findings are used extensively. The Needs Assessment contains information about the demand, supply, shortage, quality and cost of child care and early learning in the county. It has a special section on the needs of low income families and special populations. The document also outlines the specific circumstances of each of the county’s 20 cities and unincorporated areas. While noting the need of the county’s families for child care and early learning, the Needs Assessment did
not make recommendations. It is the purpose of the Child Care Partnership Council (CCPC) Strategic Plan to make recommendations based on the Needs Assessment findings.
Recommendations from child care and early learning teachers, family providers, parents, students and representatives from community-based organizations were incorporated into the document:
Information from several county-wide strategic plans has been integrated into the CCPC plan. Recommendations from nearly 100 communitybased focus groups are included:
• Bay Area Organizing Committee/Faith Community
• Children & Families First Strategic Plan: Healthy Children Build Strong Communities 2
• Cañada College Early Childhood students (teachers, aides, parents, family providers) • Community Education Programs, Redwood City, Director • Family Child Care Association
• The Economic Impact of Child Care in San Mateo County 3
• Metropolitan Transportation Commission, Transportation for Livable Communities
• Metropolitan Transportation Commission, San Mateo County Welfare-to-Work Transportation Plan:Working Draft 4
• PARCA, San Mateo County
• Peninsula Partnership for Children,Youth and Families, Community Voices 5 • San Mateo County, Children’s Executive Council, Children in Our Community 6 • San Mateo County Health Services Agency, Maternal, Child and Adolescent Health Assessment and Plan7 • San Mateo County Human Services Agency, Year 2000 Strategic Plan for San Mateo County Human Services Providers 8
• Redwood City Child Care Programs, Director • San Mateo County Consortium for Quality Programs Data Development – Limitations The data used for child care and early learning supply, need and costs are based on the 1999-2000 San Mateo County Needs Assessment. There are areas of the plan where baseline data is limited or not currently available. In particular, we need more information on the employers who support child care and early learning, and the number of afterschool programs for older children.
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Next Steps
Leading the Way
This document is intended as a “dynamic” vehicle. The CCPC is committed to use the plan to:
San Mateo County has many innovative collaborative programs that have been developed since the last Child Care Master Plan was issued in 1992. By highlighting these programs throughout the plan, we intend to give a sense of direction towards meeting the child care and early learning needs of San Mateo County. However, there are many other stellar programs in the county and we will continue to highlight collaborative programs in our update and reviews. Public Hearing The CCPC publicized and held a public hearing on May 22, 2000 from 10:00 am to 11:00 am at the San Mateo County Office of Education, 101 Twin Dolphin Drive, Redwood City to solicit public comment and recommendations. The final report is submitted to the San Mateo County Board of Supervisors and to the State of California, Department of Education, Child Development Division.
The Child Care Partnership Council will actively seek additional partners to implement the five goals and will work with policy makers and community based organizations to achieve objectives during the next five years.
• compare existing data to current trends; • compile new data to compare baselines and progress; and • review the plan on an annual basis, note progress and make recommendations for improvement of performance. Dissemination of the Plan The plan will be mailed throughout the community and it will be available at the San Mateo County Office of Education, Child,Youth and Family Services Program (650.802.5623). The plan will also be available on the Internet for on-going review and recommendations. Presentations of the plan will be made to local groups within San Mateo County.
“Children are our most important resources. Strong families and communities are needed for children of all ages.” Children in Our Community
A C K N O W L E D G E M E N T S
The number of centers and family child care homes providing access to health and mental health services and those that provide parent support programs is not currently available. First steps in implementing the plan must include data development as a baseline for progress.
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Table of Contents
Part I
Part II
Introduction ..........................................................................................................9
San Mateo County Child Care Partnership Council ....................................11 Purpose of the Strategic Plan ........................................................................11 Goals 2000-2005............................................................................................12
San Mateo County..........................................................................................13 A Growing Economy ......................................................................................13
Working Families in San Mateo County........................................................15
Low Income Families .....................................................................................16 Need for Subsidized Child Care ....................................................................16 Child Care and Early Learning–the Business Link .....................................17 Child Care and Early Learning–the Transportation Link ...........................18 Child Care and Early Learning–the Quality Component............................19 Barriers to Quality Child Care and Early Learning ....................................20 Quality Care is a Good Investment ...............................................................20 Critical Concerns ...........................................................................................21
Recruitment and Retention of Child Care and Early Learning Providers ..............................................................................36 Integration of Child Care and Early Learning Services and Facilities into San Mateo County Infrastructure ...................................40 Land Use Policies Support Child Care and Early Learning Programs.......................................................................44 References ...........................................................................................................47
C O N T E N T S
The Need for Child Care and Early Learning for Working Families...........15
Comprehensive, Coordinated and Integrated Services in Child Care and Early Learning Programs ...............................................31
O F
An Expensive County for Families ...............................................................14
Quality, Capacity and Financing of Child Care and Early Learning Programs.......................................................................25 T A B L E
Overview .............................................................................................................13
Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models .......................................................................23
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Part 1 Introduction Overview
Introduction
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Introduction
this comprehensive county-wide Strategic Plan, designed to mobilize public and private resources to address identified needs. The CCPC Plan represents a significant opportunity to enhance and strengthen the collaboration among children’s service interest groups and agencies.
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support families;
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value parental choice and responsibilities;
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value child care and early learning professionals;
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ensure that all children have access to high quality, affordable care;
I N T R O D U C T I O N
The purpose 9 of the Child Care Partnership Council of San Mateo County is to develop, promote and update a plan, collaboratively, for a comprehensive county-wide, child care and early learning system which will accomplish the following:
and will ensure the following outcomes: •
children’s healthy development and school success, and
•
a stronger, healthier community.
San Mateo County Child Care Partnership Council
The Strategic Plan
The San Mateo County Child Care Partnership Council (CCPC) was established in 1991 in accordance with state law AB 2141 to provide a forum for the identification of local priorities for child care and early learning; and to develop policies to meet the needs identified within these priorities. The Council was reorganized in January 1998 in compliance with California CalWORKs legislation AB 1542 and now serves as a forum to address the child care and early learning needs of all families in all child care and early learning programs, both subsidized and non-subsidized.
The plan will be used to:
The CCPC is charged with identifying local priorities to ensure that all child care and early learning needs in the county are met to the greatest extent possible. The CCPC commissioned a Child Care Needs Assessment, released in January 2000. Based on this needs assessment, the CCPC has developed
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increase awareness of the importance of quality child care and early learning for all children, families and communities;
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provide all stakeholders with a common frame of reference for future action;
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expand partnerships to implement strategies;
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provide a platform which will lead to coordinated planning, integrated action and advocacy for specific policy changes;
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mobilize public and private resources to address identified needs; and
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recommend priority areas for funding. 11
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2. Goal: All child care and early learning programs include integrated,
comprehensive and coordinated services for children and families. These programs are built on the strengths of each individual family and respect, value and embrace culture and diversity. Outcome: Comprehensive and coordinated services are integrated
in child care and early learning programs. 3. Goal: Child care and early learning teachers and providers are highly
trained and fairly compensated, with consideration of the high costs of living in the Bay Area. Outcome: Recruitment and retention of child care and early learning teachers and providers are increased. 4. Goal: Quality, affordable and accessible child care and early learning
are considered as a critical part of the infrastructure that will sustain the economic growth and vitality of San Mateo County. Outcome: Child care and early learning services and facilities Goals and Outcomes 2000-2005
The San Mateo County Child Care Strategic Plan outlines existing conditions in San Mateo County; identifies five goals; notes desired outcomes; recommends strategies; identifies potential partners; and states performance measures. The goals and outcomes are: 1. Goal: All families with children birth to age 13, including those with
special needs, have access to high quality child care and early learning experiences. Government, business, labor, education and the non-profit sector collaborate to fund child care and early learning. Outcome: Quality, capacity and financing of child care and early learning programs are increased.
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are integrated into the San Mateo County infrastructure. 5. Goal: City and County land use policies are developed or modified in
order to promote the growth of child care and early learning centers and family child care homes. Capacity is expanded through the removal of regulatory obstacles. Outcome: Land use policies are developed to support child care and early learning expansion.
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Overview
San Mateo County
San Mateo County, located on the San Francisco Peninsula, is comprised of twenty cities, eight census designated places and a number of unincorporated areas. Located directly south of San Francisco, the southern section of the county is considered part of the Silicon Valley. The county is traversed by the Santa Cruz Mountains, which separate the urban/suburban communities from the coastal/rural area.
Population in San Mateo County
A Growing Economy
San Mateo County’s growing economy, led by technology-driven industries, “The quality of life for requires an increasingly large workeveryone in San Mateo force12. From 1993 to 1996, there were County is impacted by 30,000 new jobs and from 1990 to 1996, the lack of affordable there was an increase of 24 percent in housing, the high cost new businesses. Between 2000 and and shortage of child care 2010, San Mateo County will add almost and traffic congestion.” 33,500 jobs. Nearly half of these jobs Children in Our Community will be in the service sector.13 The agricultural economy, located on the coastal area, plays an important role in the county’s economy as the second largest industry.
O V E R V I E W
The total population (projection 1999) 10 is 722,800. There has been a rapid growth of 26 percent in the child population since 1990. San Mateo County has more than 150,000 children ages 0 to 13, ages at which children need care. There are 30,803 infants, 31,755 preschoolers and 91,541 school-age children.
San Mateo is the third most ethnically diverse county in the United States. Over half of the county’s families are non-white and many of the current residents are first generation immigrants. The child population is approximately 41 percent white; 30 percent Hispanic; 23 percent Asian/Pacific Islander; 5 percent African American and 1 percent Native American.11
There is an unemployment rate of 1.9 14 in San Mateo County. There are 19,844 employers.15 Of these employers, 56 percent have one to four employees, 94.6 percent have fewer than 50 employees. There are 440 employers with 100 or more employees. Infants 30,803
Preschoolers 31,755
School-age Children 91,541
Total Children, Birth-13 years........................................................................................154,099
This growing economy has led to a corresponding increase in traffic congestion and higher costs for housing and for child care and early learning. There are increasing concerns that families will not be able to afford to live in the county.
Total Persons ................................................................................................................722,800
The population figures, a projection to 1999, are provided by the California Department of Finance. The rates of growth in population are derived from comparing that data with 1990 U.S. Census data.
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An Expensive County for Families
Although San Mateo County has many resources, it is an expensive county in which to raise a family. The overall cost of living in San Mateo County is far above the state average.16 The median household income, $74,900, is one of the highest in the country, 137 percent above the state median income of $54,800. The median price for a home is “San Mateo County’s $626,85017 and the average two bedroom median income of $74,900 is 137% above the State rental is $1,505 18 a month at the time of median income of $54,800. this report. The cost of child care is the In other words, families third highest in the state.19 who may be doing fairly well at 100% SMI in other counties are “relatively poor” in San Mateo County.”
The California Budget Project 20 has estimated the amount that families with children (assumption of two adults and two children, one six years and one Child Care Needs Assessment under two years) need to earn in order to achieve a modest standard of living. The report notes that there has been little policy discussion on whether available jobs provide sufficient income to support a family. For example,
“People are being forced out as rents go up.There are multiple families living together out of necessity in one household.They use every inch of livable space and there is no quiet place at home for children to do their homework.” Community Voices
Housing
Child Care
Transportation
Food
Other
Annual Total
Statewide
$762
$926
$244
$583
$1225
$44,889
Bay Area
$1035
$1106
$244
$583
$1510
$53,736
Northern CA
$558
$711
$244
$583
$1146
$38,904
LA
$747
$962
$244
$583
$1187
$44,700
Source: California Budget Project. 1999. Making Ends Meet: How Much Does It Cost to Raise a Family in California
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Because of the high cost of living, a majority of families with children need two incomes to survive in San Mateo County. In these families of low and middle-income wage earners, second incomes are viewed as essential, not supplemental.
Single parents face an even greater challenge. A single parent has the same expenses for child care as a two parent family, although the costs of housing and food are estimated to be lower. In the Bay Area, this parent must earn $44,172 to meet daily needs.
Comparison of Expenses Per Month for a Two Working Parent Family Region
the federal poverty standard neglects to take into account the cost of child care in determining a family’s basic needs and further does not reflect the high cost of living in California.
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Working Families in San Mateo County
The participation rate of women in the workforce continues to grow and by the year 2005, women are expected to account for 60 percent of the new labor force entrants, a rate double the rate for men. Women with very young children also are entering the work force at dramatic rates. Children with Working Parents in San Mateo County compared with California 66% All Children 55%
69% Children 6-13 years 59% San Mateo County California
The 1990 U.S. Census data is a significant indicator of the need for child care because it is derived from an actual count of children whose parents work, not a count of working adults who may or may not have children.
“Available, quality child care and quality preschool experiences are mentioned as a top priority by professionals in 84% of the groups and as a top priority in the community meetings” Children and Families First Strategic Plan 2000
The demand for child care and early learning in San Mateo County has grown over the last six years. In 1993 formal child care spaces were available to meet the needs of 29 percent of children who required care. Today the supply of formal child care meets the needs of only 25 percent of children requiring care. Formal Child Care Supply and Shortage
m
b
o er
f ch
ildren
who nee dc hil d
ca r Total number of center-based and licensed family child care spaces 25,911
e
10
2,5
75
In San Mateo County, the participation rate in the labor force is extremely high. The county has the highest percentage in the state, 66 percent, of children under six who have two working parents or a single parent who works. This is compared to the state average of 55 percent.21 For children six to 13 years, the rate is 69 percent county-wide, making it the second highest in the state. In other words, San Mateo County is the “workingest” county in the state from the perspective of families with young children and their child care and early learning needs.
The demand for child care and early learning in San Mateo County far exceeds the supply and there are several barriers that prevent all families from accessing high quality child care and early learning services that best meets their needs.
O V E R V I E W
63% Children under 6 years 51%
The Need for Child Care and Early Learning for Working Families
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Total number of children in informal child care 76,664
This data is from the Child Care Coordinating Council’s provider data base for December 1998.
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Overall, there are about 25,911 formal child care spaces available in San Mateo County. That number is far fewer than the 102,575 children who need child care and early learning programs in the county. The cost of child care and early learning has been increasing at an alarming rate throughout the county. The average cost of care here is among the highest in the state. Between 1993 and 1998, there was an 18 percent increase in the cost of center based infant and preschool care in San Mateo County and a 35 percent increase in licensed family child care costs. Rates for school-age care rose by 11 percent in centers and 22 percent in licensed family child care homes.
Average Infant Care
Average Preschool Care
Average School-Age Care
Family Child Care Homes
$650/month
$624/month
$385/month
% increase since 12/98
no change
9%
9%
Center-based Care
$858/month
$609/month
$302/month
% increase since 12/98
8%
11.5%
n/a*
* Sample set for data collection changed. No longer includes AFS Kindergarten (6hr/day) programs; only 4hr/day AFS
Since 1998, when data was collected for the Child Care Needs Assessment, rates have increased even more, from 8 to 12 percent in child care centers and 9 percent in family child care homes. From 1993 to the present, therefore, rates have increased by approximately 44 percent in family child care homes and between 27 and 30 percent in child care center based programs.
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Low Income Families
The perception of San Mateo as a highly affluent county obscures the visibility of the county’s low income population and poses serious and unique challenges to meeting the needs of the county’s low income families with children. The misconception that San Mateo has little to no low-income population prevents the needs of these communities from being acknowledged and addressed.
“The community is becoming more divided into rich and poor and it is becoming harder to join the two…Families are being forced to leave or have less disposable income.” Community Voices- Pacifica
One in four children in the county lives in a family making 75 percent or less of the state median income, $37,600 for a family of four. There is a tremendous gap between this figure and the estimated income, $53,736, needed to meet basic needs in the Bay Area; and a huge discrepancy compared to the median household income in San Mateo County of $74,900. As a result of the welfare law passed by Congress in 1996 under CalWORKS (California Work Opportunity and Responsibility for Kids), even more parents will be entering the labor market. In 1994, San Mateo County initiated an earlier welfare to work program, WorkFirst, which has been highly effective in placing participants in skilled positions. Need for Subsidized Care
However, work requirements have created a tremendous need for subsidized childcare. As of April 2000,22 San Mateo County had 1,588 children with parents or guardians who were participating in WorkFirst activities, including 325 infants, 158 preschoolers and 1,105 school age children.
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There are provisions for child care and early learning services in the early stages of WorkFirst enrollment. Participants must be working, looking for work, or participating in approved welfare-to-work activities to be eligible for subsidized child care and early learning services.
12%
88%
Number of all Low-income Children Needing Subsidized Care.........................................40,076 Number of Subsidized Spaces for all Low-income Children ...............................................4,940
New businesses locate in San Mateo to have access to a trained and educated work force. A 1998 national survey by the Families and Work Institute 23 concluded that 40 percent of employers were having difficulty filling low-wage or entry level positions and 68 percent were experiencing difficulties filling skilled position. For example, in San Mateo County, airport officials will be challenged to fill 5000 new jobs, which are at the low end of the pay scale, as well as other positions that are currently vacant throughout the expanded airport.24 Business benefits from high quality child care and early learning. According to recent research,25 employers who support child care and early learning report improvements in successful recruitment, decreased turnover, lower absenteeism, increased productivity and strengthened image in the community.
O V E R V I E W
There are other working families who are eligible to receive state or federal subsidized child care and early learning subsidies, but most often, the supply of subsidized care falls far short of the demand for it. Only about 12 percent of the low-income child population is currently receiving subsidized child care—8 percent of infants, 33 percent of preschoolers and 7 percent of school-age children. Much of the subsidized care is part day and part year. There is a need for full day, full year care for young children in the county.
Child Care and Early Learning — the Business Link
Child care options and family friendly policies are also good investments for employers. Two-thirds of employers report that the benefits of offering child care alternatives, flexible work schedules and family leave policies exceed the cost of implementation or are cost-neutral.
Percentage of Children Receiving Subsidized Care Percentage of Children Not Receiving Subsidized Care
Employer Options The U.S. Department of Labor has highlighted
In San Mateo County, the low and middle income working parents are especially burdened with child care and early learning costs. Traditionally, families have paid fees for child care and early learning. There are some local, state and federal dollars and some private sector support, to purchase slots or subsidize child care and early learning for low income families, but the demand far exceeds the supply. The dollars that low income families earn do not “go as far” in San Mateo County as they would in another county, especially for child care and early learning. This discrepancy has serious implications for parental choice, as well as for the overall health of the community.
innovative child care and early learning practices initiated by employers across the county to address the needs of working parents. A diversity of employers, including small, medium and large businesses, local governments, unions and the non-profit sector provide options for families. They include on-site or near-site child care; back-up sick child care; resource and referral; child care discounts, subsidies and reimbursements; parental leave; reduced hours and flex-time.
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Child Care and Early Learning – the Transportation Link
There are other difficulties in the county which impact families with child care and early learning needs. Transportation difficulties in San Mateo County have increased proportionately with the booming economy. Not only are traffic and access to public transportation difficult for many families, but they are especially challenging for families who must get their child to child care and then go to a job and return, on time, at the end of the day. For families with more than one child to transport to child care and to elementary school, the problems are especially formidable during peak hours. Recently, the Bay Area Metropolitan Transportation Commission sponsored “Changes need to be a Welfare-to-Work Transportation made either in the work Summit, “Linking People to Success” 27 schedule of parents or which highlighted child care transportathe hours preschools tion as a major topic. The report noted remain open.” that families with multiple children Community Voices need multiple transportation solutions. As children grow, child care and early learning needs change and families must find new solutions. There were concerns that many school programs do not have after-school care on-site, requiring children to be transported during the day to another site. Finally, the report noted the concern that many child care services and early learning programs do not operate early enough in the morning or late enough at night to allow parents time to travel from work.
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Linking People to Success Recommendations !
Create a Child Care Facilities Development Fund to provide matching funds for the development of child care facilities at or near transit hubs and stations.
!
Seek state legislation to increase funding for child care facilities to offer transportation and assist in the development of an insurance liability pool.
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Advocate for on-site child care at all public schools.
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Develop a brokered transportation system to transport both working parents and their children.
!
Develop county-supported Kids-Cabs for emergency service.
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“All children need quality experiences in the very early years, a period of very rapid brain development, in order to foster social, emotional and cognitive development.”
Child Care and Early Learning – The Quality Component
It is critical to note that the capacity of child care and early learning services to meet families’ and society’s needs must be partnered with components of high quality child care and early learning.
Early Brain Development
All children need quality experiences in the very early years, a period of very rapid brain development, in order to foster social, emotional and cognitive development. Positive experiences include warm interactions with consistent, caring adults; appropriate sensory experiences, talking, reading and singing to children; and optimal health, safety and nutrition.28 When children receive these positive experiences, the circuitry of the brain is developed. The early experiences of childhood determine how the brain is “wired” and therefore, determine the way a child grows and perceives the world.
Long Term Studies
Early quality experiences are important for all children, but for low-income children, high quality preschool has shown to be beneficial in the long term. Two particular studies, the Perry Preschool Project 30 and the Abecedarian Project 31 followed young children to adulthood and documented the benefits of high quality programs in the early years. The children who experienced high quality care were referred less often to special education, stayed in school longer, delayed child bearing, were employed at a higher rate and had less interaction with the justice system than the comparison groups.
O V E R V I E W
Quality child care and early learning have a social and economic benefit for society as a whole. Additionally, recent research affirms the importance of providing quality care for children’s cognitive, social and emotional well being. Three areas of research are of particular importance: studies on the impact of the early experiences on brain development for future well being; long term studies documenting the importance of quality child care and early learning for at-risk children; and the studies on cost effectiveness of quality care and early learning for society as a whole.
Conversely, recent research 29 shows that even for very young children, negative experiences, trauma, or even lack of warm responsive experiences, can impede children’s brain development and impact later well being.
Cost Effective Care
Quality child care is a good investment for older children as well. Many school age children are spending their after school hours unsupervised and alone. Research shows that these children are at risk for truancy, receiving poor grades, risk-taking behaviors and substance abuse. A study by the National Center for Juvenile Justice shows that the peak hours for juvenile crimes are between 3 p.m. and 8 p.m. The first hour after the close of school is the most violent. Juvenile crime is not only costly to children and families, but also to society. A national, bipartisan, anti-crime organization, comprised of police chiefs, sheriffs and prosecutors, has recently issued a School and Youth Violence Prevention Plan.32 It calls for providing access to educational child care for all babies and toddlers and quality after-school programs for older children. “Fight Crime: Invest in Kids” reports that inadequate funding for quality child care and early learning leaves millions of children at needless risk of becoming violent or delinquent teens.
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Barriers to Quality Child Care and Early Learning Recruitment and Retention of Staff
Recruitment and retention of qualified child care and early learning staff is a critical concern in the county. The reaction to the very high cost of living in the county, especially the high cost of housing, has led to an exodus of child care and early learning teachers and family providers in San Mateo County. They opt for better paying jobs in the booming job market of the county, or they move to lower cost counties. Many of the best trained have moved into the K-12 education system to meet the need created by class size reduction. As inadequate compensation fuels turnover among childcare teachers and providers, it undermines the quality of services available to children. “The stability and continued growth of the licensed child care industry is also threatened by the county’s high cost of housing, which makes it difficult for low-wage workers, such as child care center employees and self-employed family child care providers to live in San Mateo County.” The Economic Impact of Child Care in San Mateo County
While there is agreement that salaries for child care and early learning are far too low to retain qualified staff, there are concerns about finding other resources, according to the Center for the Child Care Workforce, which developed the Child Care Staff Compensation Guidelines for California.33 Higher wages require funding sources well beyond current parent fees, since a majority of families using child care and early learning are already spending 10 to 30 percent of their income for child care.
Child Care and Early Learning Facilities
The lack of suitable facilities for child care and early learning is also a problem in the county. Real estate prices have been rising dramatically in the Bay Area and rental of commercial space in San Mateo County is cost prohibitive 20
for child care and early learning programs. A recent survey 34 notes that commercial space on the Peninsula is among the highest in the world, with only Tokyo and London higher. There is a need to develop and implement a plan to increase the availability of financing to renovate, expand and construct child care and early learning facilities. One recommendation would be to have a facilities development “intermediary” 35 that could serve to “As the California child care industry continues broker training, technical assistance and to grow, the need for facilities financing to meet the specific facilities will only expand. needs and purposes of child care and No longer can we ignore early learning programs. This intermedithe relationships between ary would provide a mechanism for high quality early care and coordinating, collaborating and building education programs and new partnerships between public and the need for quality private sources of funding for developfacilities in which to offer ment of facilities. such services.” G. J. Kinley, EdD Journal on Child Development Policy
A coordination of efforts by multiple community development institutions— affordable housing, economic development, commercial lending, microenterprise lending and small business assistance— would bring new kinds of public and private sector investments and partners to the child care and early learning industry. Quality Care is a Good Investment
High quality care is a good investment. There are savings of $7.16 36 for every dollar invested in child care and early learning. Children thrive in high quality settings. Children who participate in quality child care and early learning programs are more likely to be ready for kindergarten experiences and later learning and they show the benefits well into adulthood.
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Hallmarks of Quality Care37 High quality child care and early learning programs have a number of characteristics in common, according to various studies. The characteristics are: !
The learning materials and teaching styles are appropriate for the age, developmental level, and cultural backgrounds of the children.
!
Critical Concerns The Child Care Needs Assessment of San Mateo County 1999-2000 indicates that there are critical needs in the county, needs that must be
The staff have specialized preparation and receive adequate
addressed in order that children, families, business and the community
compensation and support.
can benefit.This strategic plan will address five areas of serious concern
The center provides small group sizes and has a small number of
and make recommendations for the next five years:
children per teacher. !
There are close ties between families and the program.
!
All children’s needs are met by linking families with needed
•
quality, capacity and financing of child care and early learning;
•
comprehensive and coordinated services in child care and
O V E R V I E W
!
The County of San Mateo and San Mateo cities can sustain healthy communities for children and families in the support of high quality child care and early learning. The community saves resources and money that would be spent on the justice system, remedial education and social welfare programs.
early learning programs;
comprehensive services. •
recruitment and retention of child care and early learning providers;
“Encourage participation in community events and celebrations. Encourage participation in city government, voter turnout and support for children’s issues.”
Families who are able to access high quality child care and early learning, that best meet their needs, can be selfsufficient and contributing members of the community.
The San Mateo County business community has a vested interest and important role in supporting child care Community Voices and early learning to build a skilled, local labor force. Companies are finding that it’s good business to invest in child care and early learning, as it expands and increases the stability of the current labor pool and builds the next generation’s labor pool.
•
integration of child care and early learning services and facilities into the county infrastructure; and
•
improved land use policies to promote the growth of child care and early learning programs.
Child care and early learning needs in San Mateo County cannot be met by one segment of the community or by parents alone. Local, state and federal government must partner with the private sector — large and small business— as well as private foundations to help families access child care and early learning services and to address the issues of quality, capacity and financing.
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Part I1 Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models
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Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models
Goal 1 All families with children birth to age 13, including those with special needs, have access to high quality child care and early learning experiences that meet their needs. Government, business, labor, education and the non-profit sector collaborate to fund child care and early learning.
Outcome Quality, capacity and financing of child care and early learning programs are increased.
The greatest shortfall of child care in San Mateo County’s is in infant care. There are also serious shortfalls for the care of preschool and school age children. •
•
Full time infant care spaces in child care centers decreased by 3% between 1993 and 1998. The result is that there are enough center-based infant spaces to care for only 4% of the county’s infants whose parents are working. There are enough spaces in child care centers to serve only 10% of the school-age children needing care and 57% of the preschoolers who need it.
•
There is a need for full day, full year preschool that is universally accessible.
•
76,000 children, or three out of every four children, whose parents work, are in informal child care settings, including relative care, either because their parents have chosen those arrangements or because no formal child care and early learning spaces were available or affordable.
“We also recognize that all human services should be geographically, culturally and financially accessible, meet the needs of those they serve and improve the lives of their clients.” Year 2000 Strategic Plan for San Mateo County Human Services
•
during extended hours,
•
during weekends,
•
for evening and night schedules, and
•
for children who are mildly ill. G O A L S
Background
Many families in San Mateo County are employed in the service sector and have schedules that do not adhere to traditional work week hours. Families need child care and early learning services:
•
It has been challenging for parents in the county to find appropriate facilities, trained staff and accessible transportation for most child care and early learning programs, but for children who are mildly ill, the task is especially difficult because of special regulations governing the licensing of this type of care. Some parents have unique needs. These families, parents with children with disabilities, teenage parents and agricultural workers, face distinct challenges in finding available care. •
Child care and early learning programs for children with disabilities are scarce and parents often struggle to find any child care and early learning provider who will accept their child. There are at least 11,649 children with special needs in the county between the ages of 0 and 13 years.
•
In 1999, in San Mateo County, there were 399 children born to teen mothers, 18 years and younger, in San Mateo County. It is estimated that up to 600 children ages birth to five years, have teenage parents and need child care and early learning programs. Yet, only two high schools of the 24 in the county actually offer onsite, subsidized child care and early learning programs for a total of 52 spaces. 25
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Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models
New funding, available through the state CalSAFE program, may provide for expansion of child care and early learning services in the county for teen parents. •
San Mateo County agricultural workers and their children live mainly in the rural, foothill and coastal areas of the county. They tend to remain within the county and are not as mobile as the traditional migrant population. Despite the needs of the children of agricultural workers in San Mateo County, there are no state subsidized “Migrant Child Care” programs within the county. Child care and early learning programs on the rural coast remain concentrated in a few areas, leaving large areas isolated and under-served.
Cost of Child Care Average Cost of Center-Based Child Care Compared with Licensed Family Child Care $858/month Infants (full-time) $650/month Infants (full-time) $609/month Preschoolers (full-time) $624/month Preschoolers (full-time) $302/month School-age (part-time) $385/month School-age (part-time) Center-Based Child Care Licensed Family Child Care
From the Child Care Coordinating Council’s provider database, June 2000.
“Support legislation around child care issues that will lead to increasing child care capacity and subsidies for infants and children with disabilities.” Year 2000 Strategic Plan for San Mateo County Human Services
For middle income families with more than one child, child care and early learning costs may exceed what they pay for housing. For low-income families, the high cost of living in the county can make it almost impossible to meet basic family needs, including housing, transportation, food, health coverage and child care. It is the low and middle income working families that are especially impacted by the cost of child care and early learning.
Clearly, there is a need to create alternative ways of financing child care and early learning options for families in San Mateo County; options that meet their needs and respect their choices. 26
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Goal 1 All families with children birth to age 13, including those with special needs, have access to high quality child care and early learning experiences that meet their needs. Government, business, labor, education and the non-profit sector collaborate to fund child care and early learning.
Government, business and the private sector must become involved and work in partnership to ensure success. Statewide efforts support the development of an Intermediary Plan. An intermediary, familiar with the specific needs of San Mateo County, could help to bring several sectors of the county together to broker training, technical assistance and facilities financing to meet the specific needs and purposes of child care and early learning programs. Other efforts support advocacy for expanded and enhanced parental leave policies to alleviate the high unmet need for infant care.
All child care and early learning programs meet standards of high quality. Strategies
1. Adopt and promote countywide child care competencies, standards and developmental measures in order to achieve quality child care and early learning experiences. 2. Identify and connect child care and early learning programs to sources of funding to achieve accreditation and quality standards.
G O A L S
Components of quality must be integrated into all efforts of expansion.
Indicator 1
Potential Partners (including but not limited to) Accredited Programs Many child care centers and family child care homes in San Mateo County have achieved high quality as measured by recognized standards and external professional evaluation.They include: !
National Association of Family Child Care ...............................14 homes
!
Association of Christian Schools International .....................2 programs.
!
American Montessori Institute .................................................1 program
!
California Association of Independent Schools .....................2 programs
!
Exemplary Programs (State of California) ..........................49 programs
!
Head Start (federal standards)..............................................10 programs
!
National Association for the Education of Young Children (NAEYC) ..................................................45 programs
!
National School Age Care Alliance...........................................1 program
!
Professional Association of Childhood Education (PACE) ...5 programs
!
Western Association of Schools and Colleges .......................5 programs
CCPC, Central San Mateo Labor Council, Division of Apprenticeship, Children & Families First Commission, Child Care Coordinating Council of San Mateo County, Family Child Care Association, Peninsula Partnership for Children, Youth and Families, Professional Association of Childhood Education, San Mateo Consortium of Quality Programs, San Mateo County Office of Education Performance Measures
1. The number of child care and early learning services which offer high quality programs is increased as indicated by accreditation standards or by achieving federal, state or local competencies.
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Goal 1 All families with children birth to age 13, including those with special needs, have access to high quality child care and early learning experiences that meet their needs. Government, business, labor, education and the non-profit sector collaborate to fund child care and early learning.
Indicator 2 There is an increase in the capacity of high quality child care and early learning programs including: •
infant care options for parents;
•
expansion of after-school care and learning opportunities;
•
full time preschool which is universally accessible;
•
services for special populations — teen parents, child care for agricultural workers, unusual hour care, sick child care;
•
integration and services for children with special needs; and
•
subsidized child care and early learning spaces for all identified populations.
Strategies
1. Advocate at the state level to revise the fee scale, reimbursement policies, funding allocations and eligibility requirements to reflect the local economy in the Bay Area in order to increase child care services in new and existing programs. 2. Advocate at the state and local level for the expansion of child care and early learning services for all identified populations. 3. Collaborate with current partnerships, school systems, neighborhood recreation and park programs, homework clubs and the faith community to increase school-age options. 4. Work with local governments to implement land use and zoning changes to allow for increased child care and early learning capacity.
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Potential Partners (including but not limited to)
CalSAFE, CCPC Land Use Committee, CCPC Operational Committee, Child Care Coordinating Council of San Mateo County, Children & Families First, Peninsula Partnership for Children, Youth and Families, SAMCEDA, San Mateo Central Labor Council, San Mateo County, faith community representatives, homework clubs, neighborhood recreation and park programs, school systems Performance Measures
1. There are increases in infant care spaces in licensed centers and family child care homes and the number of options for parental choice countywide. 2. There are increases in school-age care opportunities, in existing and new programs, through public and private cooperation. 3. There are increases in full time preschool spaces throughout the county. 4. There are increases in subsidized child care and early learning spaces for low and middle income families and for special populations in new and in existing programs. 5. There are increases in child care and early learning services for children with special needs until all identified children have immediate access to service.
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Goal 1 All families with children birth to age 13, including those with special needs, have access to high quality child care and early learning experiences that meet their needs. Government, business, labor, education and the non-profit sector collaborate to fund child care and early learning.
Indicator 3
Potential Partners (including but not limited to)
High quality child care and early learning programs are financed by increased public and private partnerships to meet the needs of all families.
CCPC Operational Committee, Land Use Committee, Child Care Coordinating Council of San Mateo County, San Mateo County, employers, private foundations
Strategies
Performance Measures
1. A fee scale that reflects the local economy in the Bay Area is adopted.
2. Establish a local child care facilities intermediary to support the financing of construction or rehabilitation of child care and early learning facilities. The intermediary will assist child care providers in "brokering" financial packages, which combine public and private support; complying with city and county regulation; accessing housing agencies, developers and contractors.
2. There are revised local and state funding policies to meet the needs of low income and middle income families.
3. Collaborate with San Mateo County and cities to initiate recommendations for county ordinances, financial incentives and/or tax credits to support child care and early learning programs. 4. Inform employers of the benefits of subsidizing, providing as a benefit, or offering on-site or near-site child care and early learning programs and encourage the implementation of such policies. Increase participation by the child care community in local Chambers of Commerce and service clubs and make presentations to Human Resource Managers.
G O A L S
1. Advocate at the state level to revise the fee scale and reimbursement policies to reflect the local economy in the Bay Area.
3. There is an increase in subsidized quality child care and early learning for low and middle income families. 4. A child care Facilities Intermediary is established in the county. 5. There is an increase in the quality and capacity of services for special populations. 6. The number of local employers supporting family choice and subsidizing high quality child care and early learning options is increased.
5. Work with local business and government to create options for parents, including family friendly policies, paid parental leave and extended leave. 6. Increase collaborative efforts with private foundations to support a wide array of child care and early learning programs. 29
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Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models
Goal 2 All child care and early learning programs include integrated, comprehensive and coordinated services for children and families. These programs are built on the strengths of each individual family and respect, value and embrace culture and diversity.
Outcome Comprehensive and coordinated services are integrated in child care and early learning programs.
Child care and early learning needs are diverse and complex; no single approach fits all communities. Existing resources are also diverse and vary in availability from community to community. Local innovations and initiatives can provide assistance to families.38 There is not a “one-size fits all” approach in designing prevention and intervention programs or building support systems. “Immunization is a measure of family access to preventive care.”
It has long been noted that “to work with children alone is to invite failure and frustrations.”39
Children in Our Community
Parental involvement is critical to children’s success in school. The federal Goals 2000: Educate America Act 40 and the act that re-authorized Head Start reflect this view by requiring an investment in and improvement of parental involvement and support in child care and early learning programs. Embedded in this is the idea that parents will have access to the training and support they need. Involving parents in child care and early learning programs has typically taken the approach of home visitation, group meetings and programs with links to nutrition, health, social and psychological services.41 Parents also serve on
Key objectives of a model family support program are to: “Support families with parenting education, health services and particularly mental health services for young families in order to intervene with behavior-related problems before children enter the school system.”
•
tailor programs to family needs;
•
link resources in each community;
•
form a continuity of services from birth through K-12; and
•
enhance and build upon the strengths of the individual family as a child rearing system with distinct values, culture and aspirations.
Community Voices
“Create an infrastructure which crosses barriers between the child care and the Maternal, Child and Adolescent Health communities to improve the accessibility of these services and to improve the health and well being of children in child care.” San Mateo County Health Assessment and Local Plan
G O A L S
Background
parent advisory committees, form policy, assist in the classroom and help with fund-raising ventures. In parent cooperatives, there are significant opportunities for participation and leadership.
During the San Mateo Children & Families First public meetings,42 parents of young children identified their need for quality and accessible child care and early learning. Additionally, they also documented their need for: •
parenting classes and parent support;
•
counseling and social services;
•
information about resources and referrals;
•
access to health care;
•
partnerships with and access to county health care services; and
•
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Peninsula Partnership for Children,Youth and Families, sponsored by the
School-based collaborative programs, including Healthy Start, are examples
Peninsula Community Foundation, is a collaboration between public and
of integrated services for children and families in San Mateo County.
private entities to promote the well-being of children in San Mateo County
Several cities and school districts in the county collaborate to provide
from birth to age eight.The primary goals of the Partnership are preparing
access to health services, family literacy programs, mental health services
children for kindergarten and insuring that children are successful in school
and parent programs at community schools. Currently, there are programs
and reading proficiently by third grade. By investing in eight communities
in Daly City, East Palo Alto, Half Moon Bay, Redwood City, San Mateo and
throughout San Mateo County, the Peninsula Partnership promotes its
South Coast.
goal at the local level. For example, the Homework Assistance project in San Mateo/Foster City includes 14 providers and over 150 volunteers . The Partnership worked to find ways to transport students to these pro-
Head Start The San Mateo County Head Start Program, administered by
grams.There are sites at Daly City, East Palo Alto, Half Moon Bay, Menlo
the Institute for Human and Social Development, Inc., is an example of
Park, Pacifica, Redwood City, San Mateo and South San Francisco.The
coordinated services for children. Launched in 1965, the federal Head Start
Peninsula Community Foundation, in collaboration with the San Mateo
was designed to help break the cycle of poverty by providing preschool
County Library, also sponsors the Raising a Reader™ book bag program to
children of low-income families with a comprehensive program to meet
promote early literacy.
their emotional, social, health and nutritional needs. San Mateo Head Start has centers in seven cities; a home based program in Redwood City, and
Coordination of services should be linked to existing programs and collaborations in San Mateo County, where several excellent models exist. All families should be able to access services for basic needs, health and dental health, peer support, referrals and recommendations. There are also opportunities for linking early literacy, such as the county’s Raising a Reader program and adult literacy programs, computer learning and job opportunities. The child care and early learning programs in the local community can serve as a “hub” of integrated and coordinated services designed to meet the needs of that particular community.
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an infant program on the coast. Head Start offers the following services: education activities for preschool children; free breakfast, lunch and snack; health referral and social service referrals; parent education workshops; special education services when needed; and opportunities for parent participation.
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Goal 2 All child care and early learning programs include integrated, comprehensive and coordinated services for children and families. These programs are built on the strengths of each individual family and respect, value and embrace culture and diversity.
Indicator 1
Performance Measures
Family involvement opportunities and support are integrated into all child care and early learning programs and homes.
1. The rate of family participation in child care and early learning program activities increases.
Strategies
2. Every child care and early learning program and home includes a family support component.
2. Advocate for funding for on-site, on-going family programs at child care and early learning facilities to support families with child rearing issues.
3. Support for programs that encourage male involvement in child care and early learning increases. 4. The amount and quality of public information to families and caregivers on the availability of parenting classes and family support services increase each year.
G O A L S
1. Provide information to program staff, families and public policy groups about the importance of family involvement in early learning and the benefits to children, with emphasis on brain development and early exposure to learning opportunities.
3. Advocate for programs that encourage male involvement in child care and early learning programs. 4. Increase awareness and expansion of existing programs, for example, Parent Services Project, Healthy Children, Peninsula Partnership for Children, Youth and Families, Raising a Reader, CalSAFE and school-linked services. Potential Partners (including but not limited to)
Cañada College Early Childhood Education Program, CCPC, Child Care Coordinating Council of San Mateo County, Children & Families First Commission, Head Start, Healthy Children, Parent Services Project, Peninsula Partnership for Children, Youth and Families, Raising a Reader, San Mateo County Office of Education
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Goal 2 All child care and early learning programs include integrated, comprehensive and coordinated services for children and families. These programs are built on the strengths of each individual family and respect, value and embrace culture and diversity.
Indicator 2
Potential Partners (including but not limited to)
An infrastructure between child care and early learning programs and the health community is developed to improve the health and well being of children.
CCPC, Child Care Coordinating Council of San Mateo County, Children & Families First, Prenatal to Three Initiative, Peninsula Partnership for Children, Youth and Families, San Mateo County Health Services Agency, Maternal, Child and Adolescent Health; San Mateo County Office of Education-State Preschool Programs
Strategies
1. Promote a model of integrated child care and early learning and health support, where multiple services and information can be provided. 2. Convene local organizations to develop improved ways to assist children with special needs, chronic illness and physical, mental and learning disabilities within the context of child care and early learning. 3. Increase collaboration between public health programs serving women and children (MCAH, Pre-to-Three, WIC and CHDP, for example) and child care and early learning programs. 4. Enhance communication between maternal, child and adolescent health programs and after-school populations on issues of youth violence and firearm use, substance abuse, teen pregnancy and child obesity. Include information on youth development and positive lifestyle choices (good nutrition, physical activity) in outreach efforts. 5. Coordinate immunization information, referral and services, between health services programs, clinics, child care and early learning environments, with the Child Care Coordinating Council of San Mateo County.
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Performance Measures
1. Child care and early learning centers serve as an access point for health services. 2. Collaboration between health care agencies and child care and early learning programs results in improved health services and increased access to health services for families. 3. Greater collaboration between health service agencies and child care and early learning programs occurs. 4. Families and youth receive increased information and education regarding health and safety. 5. Child care and early learning programs in collaboration with health agencies provide immunization information and referral services.
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Goal 2 All child care and early learning programs include integrated, comprehensive and coordinated services for children and families. These programs are built on the strengths of each individual family and respect, value and embrace culture and diversity.
Indicator 3
Indicator 4
All child care and early learning programs and family homes provide access to mental health services.
There is increased collaboration between school districts, early childhood programs and other agencies providing service to young children and their families.
Strategies
1. Promote a model of integrated family support and mental health services. 2. Advocate for local funding for mental health services in child care and early learning settings.
4. Work with local institutions to place mental health interns at child care and early learning settings and provide supervision.
1. Form collaborative relationships to develop standards and shared protocols, curricula and testing formats. 2. Expand “preschool to kindergarten” connections and interactions between preschool teachers and kindergarten teachers and between teachers and families to assure a smooth transition for children.
G O A L S
3. Inform parents of mental health resources and help them access existing low cost services.
Strategies
Potential Partners (including but not limited to) Potential Partners (including but not limited to)
CCPC, Children & Families First, County Mental Health, Family Service Agency of San Mateo County, PARCA, Peninsula Partnership for Children, Youth and Families, Prenatal to Three Initiative, San Mateo County, San Mateo County Office of Education-State Preschool Program, local universities Performance Measures
1. There are mental health consultants on site at child care and early learning programs. 2. Family child care providers have access to mental health consultation and referral services. 3. No-cost and low cost mental health services are coordinated for families.
CCPC, Children & Families First Commission, the San Mateo County Office of Education, Peninsula Partnership for Children, Youth and Families, local private and public child care and early learning programs, local school districts Performance Measures
1. Awareness of early childhood as an important part of the learning system increases, as measured by collaboration among school districts, child care and early learning programs and other agencies. 2. Transition from early care to Pre-K to Kindergarten is seamless as measured by kindergarten readiness, parent and staff satisfaction surveys and collaboration evaluations.
4. Partnerships are established with local university departments (e.g. counseling, psychology) to establish internships at child care programs. 35
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Goal 3 Child care and early learning teachers and providers are highly trained and fairly compensated, with consideration of the high costs of living in the Bay Area regional economy.
The San Mateo Children & Families First Commission recommends that the county, “Adopt and promote countywide child care competencies, standards and developmental measures in order to: •
achieve quality child care services;
•
create resources to train child care workers to meet the adopted standards and competencies;
•
examine how to raise child care salaries, benefits; and
•
examine the impact of such changes on other economic issues related to child care fees and affordability.”
Outcome Recruitment and retention of child care and early learning teachers and providers are increased.
Background Staff Salaries and Benefits
For several years, the staff turnover in child care and early learning centers has been approaching crisis proportions, due in large part to low wages and a scarcity of benefits. According to a 1994 study, the average starting hourly salaries in San Mateo County were: •
a child care teacher, $9.01;
•
a teacher assistant, $6.91;
•
a teacher/director, $12.25; and
•
a director, $15.71.
A starting child care and early learning teacher, with specialized training, who works full time, would earn $18,740 in a county where median household income is $74,900 per year. Recent studies in the Bay Area document teachers’ hourly salaries as ranging from a low of $8.00 to a high of $14.63. A new wage and benefit study is needed in San Mateo county to document current wages and benefits as a baseline for improvement.
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“Early childhood educators need to be paid higher salaries. More needs to be done to leverage state funding so salaries can be increased. A teacher shortage exists and in order to attract teachers, increased salaries are necessary.” Community Voices
Most attempts to raise salaries and benefits will require a combination of funding, revised reimbursement rates, private and public commitment and support by business and government to achieve the goals articulated in the Child Care Staff Compensation Guidelines for California. Since comprehensive studies have documented that teacher/provider compensation is a key indicator of program quality, it is critical to address this crisis collaboratively.
Many counties are recommending a C.A.R.E.S (Compensation and Retention Enhances Stability) program to reward child care teachers and providers with stipends for staying on the job and completing additional training. For example, Alameda and San Francisco counties have funded a plan. This plan is not a solution to low salaries. However, it may be an initial step in recognizing that serious measures must be taken to recruit and retain child care and early learning teachers.
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There are other efforts to link child care and early learning with the K-12 education system to enhance parity in salaries and benefits, with consideration of qualifications and level of training.
Exempt Provider Training Project, Inc. The Child Care Coordinating
Recruitment of Teachers from Diverse Backgrounds
who are not licensed by the State of California. "Exempt" providers may
Since high quality child care and early learning services promote close involvement with children’s families, there is a corresponding need to recruit, train and retain teachers and providers who reflect the diversity of the county’s families. There is a corresponding need for training and professional development opportunities in the provider’s first language to promote culturally responsive, community based services.
include nannies, relatives, or providers who care for the children of only one
Council of San Mateo County instituted training for child care providers
family.There were 773 exempt providers who participated in the Basic Training series, CPR training and other trainings. Of these, 159 providers initiated the State of California licensing process and 68 providers became licensed family child care providers. Since training in child care and early G O A L S
learning is a hallmark of quality, this program is an example of improving not only the quality, but also the capacity of child care and early learning The Family Support Program represents a cooperative effort between Cañada College in Redwood City, the Child Care Coordinating Council of San Mateo, and the Parent Services Project, Inc. in Fairfax. “Building
services in the county.The licensed providers must meet certain standards of health and safety and may offer services to more than one family within the limits of their license.
Respectful Partnerships” is designed to provide a theoretical and practical approach to building contemporary models for effective family-provider partnerships.Three credit bearing courses are offered at Cañada College to give students an overview of family support models, to promote a strengthbased model, and to offer students the opportunity to practice family support principles under the supervision of a professional.The courses are applicable to the State of California Child Development Permit. Cañada College also offers the Safe Start project, which is designed to help teachers identify and support children and families impacted by violence.
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Goal 3 Child care and early learning teachers and providers are highly trained and fairly compensated, with consideration of the high costs of living in the Bay Area regional economy.
Indicator 1
Performances Measures
There are increased teacher training opportunities and participation, and a corresponding link to increases in wages and benefits. Strategies
2. There are increased training opportunities for working with special needs children.
1. Initiate community based bilingual training for college credit for child care and early learning teachers.
3. There are greater enrollments in trainings and workshops by exempt providers.
“Parents wanted more affordable child care and early education programs available to their families. They wanted enough qualified teachers with the skills and the tools to get their children ready for kindergarten.” Children and Families First. Strategic Plan 2000
2. Increase training courses and workshops on working with children who have special needs. 3. Increase outreach to exempt providers for training. 4. Increase the use of state tuition reimbursement funding, stipends for the State of California Child Development permits and permit upgrades through the Child Development Training Consortium.
Potential Partners (including but not limited to)
Associación de Proveedores, Cañada College, CCPC, Child Care Coordinating Council of San Mateo County, Child Care Quality Consortium, Head Start, San Mateo County Central Labor Council, Labor Project for Working Families, San Mateo County Family Child Care Association
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1. Community based training for college credit with bilingual options is offered.
4. More child care and early learning providers seek and obtain Child Development permits.
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Goal 3 Child care and early learning teachers and providers are highly trained and fairly compensated, with consideration of the high costs of living in the Bay Area regional economy.
Indicator 2 Wages and benefits are commensurate with similar professions, are reflective of the regional economy and are linked to training and professional development. Strategies
1. Conduct a wage and benefit survey of child care and early learning programs and family child care homes in San Mateo County as a baseline for planning.
Children and Families First Strategic Plan 2000.
7. Explore tax breaks, subsidies, housing vouchers and professional links to elementary school for parity in salaries and benefits, based on qualifications and training. Potential Partners (including but not limited to)
Cañada College, CCPC ad hoc Wage and Benefit Committee, Child Care Coordinating Council of San Mateo County, Children & Families First, Professional Association of Childhood Education, San Mateo Central Labor Council, Labor Links for Families, SaMCARES, SAMCEDA
G O A L S
“Compensation and benefits were most often mentioned as barriers to attracting and keeping qualified staff.There is a concern for meeting the developmental needs of children when there is a high turnover rate among staff at child care and early education programs.”
2. Support the development of a program to raise child care and early learning teacher and provider salaries at the state and county level.
6. Increase participation in the Child Development Training Consortium financial support program to generate additional revenue.
Performance Measures
3. Increase the participation of businesses and developers in creating additional dollars for child care and early learning. 4. Advocate for higher reimbursement rates, reflective of the regional economy on the state level. 5. Increase the rates of participation in the Early Childhood Mentor Program.
1. A wage and benefit study is completed in child care and early learning programs and family child care homes. 2. A county program is implemented to improve salaries and benefits for teachers and providers. 3. There is greater participation of business in financing child care and early learning. 4. Greater retention of teachers and providers is noted throughout the county and commensurate salaries for teachers and providers at all levels are achieved. 5. Alternative forms for financial support for the child care and early learning workforce are developed and implemented.
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Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models
Goal 4
Transportation and Child Care
Quality, affordable and accessible child care and early learning are considered a critical part of the infrastructure that will sustain the economic growth and vitality of San Mateo County.
In San Mateo County, the Metropolitan Transportation Commission (MTC) in partnership with the Human Services Agency and the County Transit District (SamTrans) is sponsoring the development of a Welfare-to-Work Transportation Plan. The plan notes that “Child care is an industry. the typical adult participant is a woman It not only adds to the who is a single head of household with social and educational value of a child’s developtwo children. Transportation needs ment and a family’s include dropping-off and picking up development, but it is also younger children at schools and child an economic engine. care centers and transportation for It creates jobs, it supports older children to and from schools jobs and brings in millions and activities.
Outcome Child care and early learning services and facilities are integrated into the San Mateo County infrastructure.
Background Economic Benefit
Quality child care makes good economic sense. The licensed child care industry in San Mateo County, is a $109 million industry. Centers account for $80 million in gross receipts and family child care homes account for $29 million.
“Currently, there are not enough facilities to utilize the state and federal child care subsidies available.” Community Voices
For every $1 million that consumers spend on licensed child care operations in San Mateo County over a one year period, more than 52 jobs are created. A capital investment of $1 million to construct child care and early learning facilities would create 23 jobs for one year, including nine in the construction industry.
In San Mateo County, licensed child care “captures” approximately $22 million state and federal dollars. These funds are transferred to child care providers from the government’s Child Care Food Program, Head Start, State Department of Education, State Department of Social Services and are directly invested into the local San Mateo economy.
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of dollars in state and federal funds.”
Each of the major areas of the county has specific transportation issues for child care and early learning. For example, there is no public transportation in the southern coast area. Although SamTrans offers some special services for older children, transportation of young children is a serious concern for working families in the county. The Economic Impact of Child Care in San Mateo County
There are also unique child care transportation needs for special populations. Kindergarten and school-age children make the transition to child care during hours when their parents are at work. Secondly, children with special needs often must spend more than an hour being transported from one care site to another during the hours their parents are at work. Some special needs children do not have after-school options and parents must schedule their work hours to meet bus schedules.
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Families with young children need child care and early learning facilities either near public transportation corridors, at schools, or in their neighborhood communities. Construction of child care and early learning facilities near public transportation corridors would encourage the use of public transit and help to relieve traffic congestion. As with investments relieving traffic congestion, local investments and policies supporting licensed child care supply affect the productivity of all county industries and increase the county’s economic competitiveness.
Palcare, Inc., a 24-hour child care center serving children from birth
and offers round the clock, high quality child care. Developed in 1993 at the instigation of the Airport Labor Coalition, Palcare’s partners include the Child Care Coordinating Council of San Mateo, the United Way, local and county government, airport unions, and private foundations. Palcare’s commitment to ensure high quality includes salaries, benefits and
(SAMCEDA) and the Child Care Coordinating Council of San Mateo County, Inc. have agreed to include child care as an economic vitality indicator in their annual report.
The County of San Mateo has developed a child care and early learning center, Our Place, for children of county employees and of San Mateo
G O A L S
through age 12, is located near the San Francisco International Airport,
San Mateo County’s Community Economic Development Association
County residents. Built on county land in 1993, the center is located on the county government campus in downtown Redwood City and serves 90 children from two months through age five. An example of a publicprivate partnership in planning and operation, the center is operated by a private company.
professional training well above the industry average, as well as staff whose education and experience exceeds the fields recommended standards.
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Goal 4 Quality, affordable and accessible child care and early learning are considered a critical part of the infrastructure that will sustain the economic growth and vitality of San Mateo County.
Indicator 1
Potential Partners (including but not limited to)
Business, government and community leaders understand the relationship of child care and early learning to employment, housing and transportation as demonstrated by their support for the inclusion of child care in all (existing and future) development and redevelopment plans.
CCPC and Land Use Committee, Child Care Coordinating Council of San Mateo County, San Mateo County, San Mateo County Central Labor Council, Building Trades Council, local planning commissions and planning departments. Performance Measures
Strategies
1. Make presentations to key businesses, government and community organizations throughout San Mateo County. (For example: CCAG, ABAG, Progress Seminar, Chambers of Commerce, SAMCEDA, transportation and housing groups.) 2. Provide education and increase outreach to child care and early learning providers and community members in order that they might prepare and subsequently participate in local efforts directed at policy changes. 3. Encourage developers to build child care and early learning facilities at, or near, transportation, housing and employment centers and advocate for these projects. 4. Encourage employers to subsidize, provide as a benefit, or offer child care and early learning options. 5. Work with legislators and policy makers to promote and develop tax incentives for the development of child care and early learning facilities. 6. Increase the number of sources that make funds available to increase capacity for child care and early learning.
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1. Presentations are made to business groups, government bodies and community groups. 2. Child care and early learning providers and community members are prepared for and participate in, the solicitation or facilitation of change. 3. Child care and early learning facilities are developed at, or near, near transportation centers. 4. New retail and commercial development include or support child care and early learning facilities. 5. New housing developments built in San Mateo County support space for child care and early learning centers or family child care homes. 6. More employers subsidize, provide as a benefit, or offer child care and early learning options to their employees. 7. Legislation is enacted or administrative changes in policy are made which provide additional tax, or other, incentives to develop child care and early learning facilities. 8. Additional funds are made available through the private sector, corporate, bank, government and foundations in order to facilitate the development or expansion of child care and early learning programs.
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Goals, Outcomes, Strategies, Potential Partners, Performance Measures, Models
Goal 5 City and County land use policies are developed or modified in order to promote the growth of child care early learning centers and family child care homes. Capacity is expanded through the removal of regulatory obstacles.
Outcome Land use policies are developed to support child care and early learning expansion.
Background
The Civic Engagement Project for Children and Families. San Mateo
Most child care and early learning programs have been developed in inexpensive, underutilized school and church spaces, which are no longer available and, in some cases, are being lost to class size reduction or other church uses. In San Mateo County, commercial space is very expensive. It is usually not suitable for child care services, because it does not meet state requirements for outdoor play and parking and appropriate indoor spaces for children’s basic needs—toileting, feeding, sleeping, and playing. Child care and early learning center providers in this county must look for other types of space to house displaced programs or to expand the supply of new centers.
County is one of eight counties participating in a project to engage commu-
Many families prefer their children to be in small facilities or family child care homes, located in their communities. Family child care is provided by an adult working in her or his home and typically caring for four to seven children. The State of California requires local jurisdictions to classify family child care as a residential use, and prohibits the imposition of license fees, or zoning requirements on family child care homes with six or fewer children. Local jurisdictions may require special use permits for family homes with up to 12 children, but limit local discretion to consideration of density, parking, traffic, and noise control, subject to the building meeting state standards and fire safety requirements. 44
In San Mateo County, where there are more than 20 cities, towns and unincorporated areas, there are many different and complex zoning and permit ordinances. As child care center operators try to find buildings which can be retrofitted for child care use, or land on which to construct facilities, they face significant barriers in the zoning ordinances and permitting processes of local governments, which vary greatly across the county. Child care centers are not permitted in many areas, or if they are permitted, the permit processes and fees are costly and burdensome. Family child care home providers face a similar array of different requirements from city to city.
nity members and enhance public input.The initiative will conduct a series of dialogue meetings to stimulate county residents to become personally involved in improving the lives of young children. Funded by a consortium, the San Mateo project collaborative includes the Peninsula Partnership and the Peninsula Conflict Resolution Center.
The City of Redwood City, through its Redevelopment Agency, allocated $500,000 for the purchase and installation of three modular buildings and a playground for child care and early learning at Hoover School in 1993. Redwood City is the only city in San Mateo County to have a full time child care coordinator as a paid staff position.The City was also a partner with the Mid-peninsula Housing Coalition and the Raiser Organization to include a small child care facility for residents and the general public at City Center Plaza, an affordable housing development near Caltrain.The development, which opened in 1998, also includes commercial space.
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Goal 5 City and County land use policies are developed or modified in order to promote the growth of child care early learning centers and family child care homes. Capacity is expanded through the removal of regulatory obstacles.
Child care centers and homes need to be considered in community-wide land use planning, to streamline processes and minimize hurdles which discourage or prevent facility development. Local planning entities can support the development of child care facilities by including child care in city general plans, adopting proactive policies and minimizing requirements.
Indicator 1
Strategies
1. Compile baseline data and information from cities and San Mateo County on existing local child care requirements. 2. Develop a guide for child care and early learning planning which includes models and examples of streamlined permitting and land use regulations. 3. Work with cities that are “in process” or “initial stages” of the General Plan revision in order to develop and implement child care and early learning planning models. 4. Advocate to include child care and early learning in the planning and financing of redevelopment areas.
6. Include child care and early learning providers and community members in the solicitation or facilitation of change. Potential Partners (including but not limited to)
CCPC Land Use Committee, Child Care Coordinating Council of San Mateo County, San Mateo County, San Mateo County Building Trades Council, city governments
G O A L S
Child care will be integrated throughout the general plan document in elements such as land use, housing, transportation and economic development in all cities in San Mateo County. Cities will review and modify zoning, building codes, regulations, and permitting requirements in order to support the development of child care and early education.
5. Advocate for child care and early learning to be included in retail, residential, commercial and light industrial mixed use developments.
Performance Measures
1. Baseline data is compared to future requirements to observe desired change over time. 2. A child care and early learning planning guide is made available. 3. Child care and early learning planning policies are developed and adopted by cities throughout San Mateo County. Cities implement child care and early learning land use and planning models. Increased permit approval rates for centers and family child care homes to start child care and early learning are a result of modified policies. 4. Child care is included in the planning and financing of redevelopment areas. 5. Child care is included in retail, commercial and light industrial mixed use developments.
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References
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References
1
San Mateo County. 2000. Child Care Needs Assessment 1999-2000. San Mateo Child Care Coordinating Council of San Mateo County, Inc. and the San Mateo County
12
Association of Bay Area Governments. 2000. in San Mateo’s Welfare to Work
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Office of Education. 2
13
ibid.
14
California Employment Development Department. 2000.
15
Metropolitan Transportation Commission. 2000. op.cit.
Child Care in San Mateo County. Oakland, CA.
16
U.S. Department of Housing and Urban Development 1998. www.huduser.org.
Metropolitan Transportation Commission. 2000. San Mateo County Welfare-to-Work
17
San Mateo County Human Services Agency. 2000. Family Self-sufficiency
Children & Families First, San Mateo County. 2000. Strategic Plan. March 2000. Healthy Children Build Strong Communities.
3
4
National Economic Development and Law Center. 1997. The Economic Impact of
Transportation Plan, Working Paper #1. Crain & Associates, Inc. San Carlos, CA. 5
Peninsula Partnership for Children, Youth and Families. 2000. Community Voices:
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Ibid.
Children. Peninsula Community Foundation.
19
San Mateo County. 2000. Child Care Needs Assessment 1999-2000. op.cit.
San Mateo County Children’s Executive Council. 2000. Children in Our Community:
20
California Budget Project. 1999. op.cit.
21
San Mateo County. 2000. Child Care Needs Assessment. op.cit.
22
San Mateo County Human Services Agency. 2000. op.cit.
23
Work and Families Institute. 1998. in Opening a New Window on Child Care;
Enhancing Community Involvement in Issues Affecting Families with Young
6
A Report on Their Health and Well-Being. 7
San Mateo County Health Assessment and Local Plan. 2000. San Mateo County Health Services Agency, Division of Public Health and Environmental Protection, Maternal, Child and Adolescent Health.
8
San Mateo County Human Services Agency. 2000. Year 2000 Strategic Plan for San Mateo County Human Services.
9
A Report on the Status of Child Care in the Nation Today. 1999. National Council of Jewish Women. New York. 24
Mays, J. 2000. Pressure is on to Fill SFO Jobs. The Independent. May 2, 2000.
25
The Child Care Partnership Project: Engaging Business Partners: An Employer
San Mateo County Child Care Partnership Council. 1998 Bylaws-Revision.
10
California Department of Finance. 1999. www.dof.ca.gov and US Census.
1990.www.census.gov. 11
San Mateo County Office of Education. 1998. California Basic Educational
Data System. 1998.
Toolkit Template. 1999. US Department of Health and Human Services. The Finance Project. http://nccic.org/ccpartnerships/home.htp 26
27
48
National Study of the Changing Workforce. 1997. Families and Work Institute
in The Child Care Partnership Project: Engaging Business Partners. Metropolitan Transportation Commission. 1999. Summary Report. Welfare to Work
Summit “Linking People to Success”. Oakland, CA.
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Shore, R. 1997. Rethinking the Brain: New Insights into Early Development. Families
and Work Institute. New York. 29
Ibid.
Biber 1970 in Honig, A. 1975. Parent Involvement in Early Childhood Education.
39
National Association for the Education of Young Children. Washington, DC. Kotlus, E. 1995. Checking Up on Early Childhood Care and Education. EdTalk.
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Council for Educational Development and Research. Washington. D.C. 30
Schweinhart, L. J.,Barnes, H.V. & Weikart, D.P. 1993. Significant Benefits:
The Perry Preschool Study through age 27. Ypsilanti. MI High/Scope Press.
Honig, A. 1975. Parent Involvement in Early Childhood Education. National
41
Association for the Education of Young Children. Washington, DC. 31
Honig, A. 1999. Longitudinal Outcomes from the Family Development Research
Program. The North Carolina Abecedarian Project. Conference Paper. Society for
Children & Families First, San Mateo County. 2000. op.cit.
43
Mihaly, J. 1994. San Mateo County Survey of Child Care Center Salaries,
R E F E R E N C E S
42
Research in Child Development, Albuquerque, New Mexico April 16, 1999. Public Policy Report. 2000. Fight Crime: Invest in Kids: Police Leaders Call for
Benefits, and Working Conditions: 1994. Child Care Coordinating Council of
Investment in Quality Programs to Fight Crime. Young Children. National Association
San Mateo County.
32
for the Education of Young Children. Washington, D.C. March 2000. Center for the Child Care Workforce. Current Data on Child Care. 1999.
44
www.fightcrime.org.
Washington, D.C. 33
Center for the Child Care Workforce. 1998. Child Care Staff Compensation 45
Children & Families First, San Mateo County. 2000. op.cit.
46
Center for the Child Care Workforce. 1998. op.cit.
Guidelines for California. Washington DC. 34
Kurtzman,L.San Jose Mercury News. Office Space Squeeze. April 17, 2000.
35
Kinley, G. 2000. Journal on Child Development Policy. Child Development Policy
Cost Quality & Child Outcome Study Team. 1995. op.cit.
47
Institute, Education Fund. Sacramento, CA.Winter 2000. V6.n1. 36
Schweinhart, L.J. op.cit.
48
Zeigler, E. & Finn-Stevenson, M. 1996. Funding Child Care and Public Education.
In The Future of Children. Financing Child Care. The Center for the Future of Children. The David and Lucile Packard Foundation. V.6.n.2. Summer/Fall
37
Bredekamp, S. (ed) 1987. Developmentally Appropriate Practice in Early Childhood 49
Programs Serving Children from Birth Through Age 8. National Association for the Education of Young Children. Washington. D.C. and Cost Quality & Child Outcome Study Team. 1995. Cost, Quality and Child Outcomes in Child Care Centers, Public
Child Care Coordinating Council of San Mateo County. 1998. Work and Family
Connections. The LINCC Project. 50
ibid.
Report. University of Colorado. Denver. 38
Little Hoover Commission. 1998. Caring for Our Children: Our Most Precious
Investment. State of California. Sacramento.
49
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Cover
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Executive Summary
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