7.2 Use of Quality Set-Aside Funds

Lead Agencies must use a portion of their CCDF expenditures for activities designed to improve the quality of child care services and to increase parental options for and access to high-quality child care. They must use the quality set-aside funds on at least one of 10 activities described in CCDF and the quality activities must be aligned with a Statewide or Territory-wide assessment of the State's or Territory’s need to carry out such services and care. 7.2.1 Quality improvement activities a. Describe how the Lead Agency will make its Quality Progress Report (ACF – 218) and expenditure reports, available to the public. Provide a link if available. https://earlychildhood.marylandpublicschools.org/quality-progress-report-qpr-maryland b. Identify Lead Agency plans, if any, to spend CCDF funds for each of the following quality improvement activities. If an activity is checked “yes”, describe the Lead Agency’s current and/or future plans for this activity. i. Supporting the training and professional development of the child care workforce, including birth to five and school-age providers. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. To support training and professional development of the early childhood workforce, funding is required to develop the workforce registry; continue and develop new registered apprenticeship programs; continue alternative certification programs, the CDA Training Bundle, and the finalization of the Maryland Competency Standards and Framework; and restructure the Maryland Child Care Credential Program. ii. Developing, maintaining, or implementing early learning and developmental guidelines. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. The new Early Learning Standards aim to offer a shared set of goals and developmental indicators for children from birth through kindergarten entry. They provide clear guidance for educators, empowering them to create developmentally appropriate environments and learning experiences that foster crucial skills, concepts, and behaviors in children. success in both school and life. MSDE is in the process of developing committees to approve early childhood curriculum and high-quality instructional materials that are aligned with the Blueprint and the College and Career Readiness standards. MSDE is also creating resources to empower families to use these standards effectively. Lastly, MSDE is developing a professional learning and training rollout plan to support teachers with the implementation of these new standards. iii. Developing, implementing, or enhancing a quality improvement system. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. The Maryland EXCELS standards for all four program types (child care center, family child care, school- age only, public pre-kindergarten) are being revised based on stakeholder feedback and national trends. iv. Improving the supply and quality of child care services for infants and toddlers. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. Increased Family Child Care capacity through the GOFCC grant program. It is designed to attract individuals to get registered and develop business practices thus increasing the supply of infant/toddler care. The Maryland Child Care Resource Network (MCCRN) provides specialized training and technical assistance related to the care of infants and toddlers. v. Establishing or expanding a statewide system of CCR&R services. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. MSDE awarded a contract to Maryland Family Network (MFN) to oversee the operations of the Maryland Child Care Resource Network (MCCRN). The Maryland Child Care Resource and Referral Network has twelve sites located throughout Maryland that help provide statewide information and referral services to assist families with finding licensed child care that meets their needs. MFN provides leadership and management of the Maryland Child Care Resource and Referral Network including grant management, training, technical assistance, support, program and fiscal monitoring, evaluation, and development of training modules and technical assistance strategies. The primary goal of the MCCRN is to address the needs of parents seeking quality early care and education programs and to improve capacity building among licensed child care providers. This includes strategic management support as well as leadership development for licensed child care providers that participate in Maryland EXCELS. Maryland EXCELS is Maryland’s Quality Rating and Improvement System. Maryland EXCELS is a voluntary quality rating and improvement system available for license child care centers, registered family and large family child care homes, school-age only programs, and Public Prekindergarten programs to participate in. Programs receiving child care scholarship reimbursement are required to participate in Maryland EXCELS. MFN also provides centralized LOCATE: Child Care services for the State through telephone counseling and web-based programs. LOCATE: Child Care accesses a database containing all regulated child care in the 24 jurisdictions throughout Maryland. This database includes all registered family child care providers, licensed full day child care centers, Head Start programs, private nursery schools, kindergartens, PreK programs, and school age programs. Services are provided statewide and reflect the needs of all children, including those from low-income families, children with disabilities and special health care needs, English Language Learners, and children with developmental or mental health concerns. MFN and the MCCRN continued to provide training and professional development opportunities to the ECE educators both individually and collaboratively. This included hosting several conferences and symposiums, presenting at state association conferences, and expanding opportunities based on the needs and interests of the educator community. Training continued to be offered on virtual platforms, with some jurisdictions expanding in-person opportunities based on local interest and needs. During FFY23, MFN and the CCRCs conducted 1,294 training workshops, issued 19,279 certificates, across a total of 4,707 training hours. vi. Facilitating compliance with Lead Agency child care licensing, monitoring, inspection and health and safety standards. [x] No plans to spend in this category of activities at this time. [ ]Yes. If yes, describe current and future investments. vii. Evaluating and assessing the quality and effectiveness of child care services within the State/Territory. [x] No plans to spend in this category of activities at this time. [ ] Yes. If yes, describe current and future investments. viii. Accreditation support. [x] No plans to spend in this category of activities at this time. [ ] Yes. If yes, describe current and future investments. ix. Supporting State/Territory or local efforts to develop high-quality program standards relating to health, mental health, nutrition, physical activity, and physical development. [x] No plans to spend in this category of activities at this time. [ ] Yes. If yes, describe current and future investments. x. Other activities determined by the Lead Agency to improve the quality of child care services and the measurement of outcomes related to improved provider preparedness, child safety, child well-being, or kindergarten entry. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. To improve the quality of child care services, MSDE is currently developing transition planning tools and resources to support early childhood transitions with an emphasis on transitioning to kindergarten. These resources will be widely available to all providers and programs. Maryland is using State Funds to support all the activities listed above. 8 Lead Agency Coordination and Partnerships to Support Service Delivery Coordination and partnerships help ensure that the Lead Agency’s efforts accomplish CCDF goals effectively, leverage other resources, and avoid duplication of effort. Such coordination and partnerships can help families better access child care, can assist in providing consumer education to parents, and can be used to improve child care quality and the stability of child care providers. Such coordination can also be particularly helpful in the aftermath of disasters when the provision of emergency child care services and the rebuilding and restoring of child care infrastructure are an essential part of ensuring the well-being of children and families in recovering communities. This section identifies who the Lead Agency collaborates with to implement services, how match and maintenance-of-effort (MOE) funds are used, coordination with child care resource and referral (CCR&R) systems, and efforts for disaster preparedness and response plans to support continuity of operations in response to emergencies.