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. The Lead Agency developed a new tab on the OOC Child Care and Development Fund (CCDF) webpage that houses the Quality Progress Report (ACF-218), in addition to the expenditure reports (ACF-696). https://dese.mo.gov/childhood/child-care-subsidy/child-care-dev-fund 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. The Lead Agency supports training and professional development through both in-person and online formats. Training is provided by Quality Specialists who work in the Child Care Collaborative Networks, Quality Specialists who work with the Quality Assurance Report, Child Care Health Consultants, and the Missouri AfterSchool Network. Online/on-demand training will continue to be developed and added to the professional development registry. ii. Developing, maintaining, or implementing early learning and developmental guidelines. [x] No plans to spend in this category of activities at this time. [ ] Yes. If yes, describe current and future investments. 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 Lead Agency has developed a quality and recognition system, Quality Assurance Report. This system recognizes that quality may look a little different from program to program, which allows individuality and choice. Programs are supported throughout their journey using continuous quality improvement practices. 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. The Lead Agency supports providers who care for infants and toddlers through the Child Care Collaborative Networks. The Infant/Toddler network specifically offers support for individuals who work directly with infants and toddlers. Quality Specialists provide onsite coaching and technical assistance based on the needs of the caregivers. They also provide training opportunities across the state specifically designed for caregivers who work with 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. The Lead Agency supports a statewide Missouri Childhood Resource and Referral (MCRR) service that offers families and providers several ways to learn about child subsidy and child care options that fit their needs. MCRR services include an online self-search database, call center, and email option. The Lead Agency will continue to evaluate family and providers needs and adjust services to meet those needs. vi. Facilitating compliance with Lead Agency child care licensing, monitoring, inspection and health and safety standards. [ ] No plans to spend in this category of activities at this time. [x]Yes. If yes, describe current and future investments. The Lead Agency employs all inspectors responsible for conducting initial and annual visits for regulated programs and investigations of reported child care issues. 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. [ ] No plans to spend in this category of activities at this time. [x] Yes. If yes, describe current and future investments. The Lead Agency is working to implement an Infant and Early Childhood Mental Health consultation program to provide a Multi-Tiered System of Supports for child care professionals in the State of Missouri to assist in the promotion of young children’s healthy social and emotional development and the well-being of the professionals they serve, prevent suspension and/or expulsion, implement culturally responsive practices, and provide trauma-informed care. 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. The Lead Agency offers supports to home based child care providers and preschool child care providers, through the Child Care Collaborative Networks. As with the infant/toddler network, these networks specifically offer support for individuals who work in each respective capacity. Quality Specialists provide onsite coaching and technical assistance based on the needs of the caregivers. They also provide training opportunities across the state specifically designed for caregivers who work in the settings. Support for individuals who are working afterschool programs is also provided through the AfterSchool Network. The Lead Agency will continue to explore ways to support individuals who work in all setting where care is provided. 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.