4.5 Supply Building

Building a supply of high-quality child care that meets the needs and preferences of parents participating in CCDF is necessary to meet CCDF’s core purposes. Lead Agencies must support parent choice by providing some portion of direct services via grants or contracts, including at a minimum for children in underserved geographic areas, infants and toddlers, and children with disabilities. 4.5.1 Child care services available through grants or contracts Does the Lead Agency provide direct child care services through grants or contracts for child care slots? [ ] Yes, statewide. Describe how the Lead Agency ensures that parents who enroll with a provider who has a grant or contract have choices when selecting a provider: [ ] Yes, in some jurisdictions, but not statewide. Describe how many jurisdictions use grants or contracts for child care slots and how the Lead Agency ensures that parents who enroll with a provider who has a grant or contract have choices when selecting a provider: [x] No. If no, describe any Lead Agency plans to provide direct child care services through grants and contracts for child care slots: The Lead Agency is implementing pilot partnerships with public/government and non-profit organizations to develop and establish locally managed child care administrative hubs that support a network of newly licensed child care providers through its Community Child Care Hub Grants pilot program. This pilot program is intended to increase licensed capacity in child care deserts and for historically underserved populations; lower administrative costs to lessen financial burdens on families; and deliver care that is safe, health, and educationally rich. Current partners with the Lead Agency include Chambliss Center for Children, Porter-Leath, and St. Mary Villa Child Development Center. The Lead Agency has requested a waiver regarding this provision, while awaiting guidance about whether current activities meet compliance. If no, skip to question 4.5.2. i. If yes, identify the populations of children served through grants or contracts for child care slots (check all that apply). For each population selected, identify the number of slots allocated through grants or contracts for direct service of children receiving CCDF. [ ] Children with disabilities. Number of slots allocated through grants or contracts: [ ] Infants and toddlers. Number of slots allocated through grants or contracts: [ ] Children in underserved geographic areas. Number of slots allocated through grants or contracts: [ ] Children needing non-traditional hour care. Number of slots allocated through grants or contracts: [ ] School-age children. Number of slots allocated through grants or contracts: [ ] Children experiencing homelessness. Number of slots allocated through grants or contracts: [ ] Children in urban areas. Percent of CCDF children served in an average month: [ ] Children in rural areas. Percent of CCDF children served in an average month: [ ] Other populations. If checked, describe: ii. If yes, how are rates for slots funded by grants and contracts determined by the Lead Agency? 4.5.2 Care in the child’s home (in-home care) The Lead Agency must allow for in-home care (i.e., care provided in the child’s own home) but may limit its use. Will the Lead Agency limit the use of in-home care in any way? [x] Yes. [ ] No. If yes, what limits will the Lead Agency set on the use of in-home care? Check all that apply. i. [ ] Restricted based on the minimum number of children in the care of the in- home provider to meet the Fair Labor Standards Act (minimum wage) requirements. Describe: ii. [ ] Restricted based on the in-home provider meeting a minimum age requirement. Describe: iii. [ ] Restricted based on the hours of care (i.e., certain number of hours, non- traditional work hours). Describe: iv. [x] Restricted to care by relatives. (A relative provider must be at least 18 years of age based on the definition of eligible child care provider.) Describe: The Lead Agency only permits relative care in circumstances when the child in care resides in the provider's home, i.e., a child or grandchild. The Lead Agency makes available in-home care for non-relatives in the child's home when the child requires special accommodations to meet individual needs. In such instances, these situations would be monitored using the protocols established for Authorized Child Care Professionals. v. [x] Restricted to care for children with special needs or a medical condition. Describe: Please see response at 4.5.3.2.iv. vi. [ ] Restricted to in-home providers that meet additional health and safety requirements beyond those required by CCDF. Describe: vii. [ ] Other. Describe: 4.5.3 Shortages in the supply of child care Lead Agencies must identify shortages in the supply of child care providers that meet parents’ needs and preferences. What child care shortages has the Lead Agency identified in the State or Territory, and what is the plan to address the child care shortages? a. In infant and toddler programs: i. Data sources used to identify shortages: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved care levels. ii. Method of tracking progress: The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies to improve infant and toddler programs, supply, and quality gaps. The Lead Agency is exploring the development and implementation of a strategic research plan with SWORPS to identify stronger data collection mechanisms to produce more frequent and reliable analyses to monitor Lead Agency progress, i.e., monitoring licensed capacity (supply) with U.S. Census and other data estimates (demand). iii. What is the plan to address the child care shortages using family child care homes The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives directed to expand the availability of infant and toddler care to fulfill unmet need, develop data- informed policies and services, and deploy resources effectively and in ways that improve both access, affordability, and quality. iv. What is the plan to address the child care shortages using child care centers? The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives directed to expand the availability of infant and toddler care to fulfill unmet need, develop data- informed policies and services, and deploy resources effectively and in ways that improve both access, affordability, and quality. b. In different regions of the State or Territory: i. Data sources used to identify shortages: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved geographic areas, e.g., child care deserts. ii. Method of tracking progress: The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies to improve programs, supply, and quality gaps geographically. The Lead Agency is exploring the development and implementation of a strategic research plan with SWORPS to identify stronger data collection mechanisms to produce more frequent and reliable analyses to monitor Lead Agency progress, i.e., monitoring licensed capacity (supply) with U.S. Census and other data estimates (demand). iii. What is the plan to address the child care shortages using family child care homes? The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives that emphasize geographically-specific growth of family child care to fulfill unmet need, develop data-informed policies and services, and deploy resources effectively and in ways that improve both access, affordability, and quality. iv. What is the plan to address the child care shortages using child care centers? The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives that emphasize geographically-specific growth of center-based care to fulfill unmet need, develop data-informed policies and services, and deploy resources effectively and in ways that improve both access, affordability, and quality. c. In care for special populations: i. Data sources used to identify shortages: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved or special populations. ii. Method of tracking progress: The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies to improve programs, supply, and quality gaps for identified special populations. The Lead Agency is exploring the development and implementation of a strategic research plan with SWORPS to identify stronger data collection mechanisms to produce more frequent and reliable analyses to monitor Lead Agency progress, i.e., monitoring licensed capacity (supply) with U.S. Census and other data estimates (demand). iii. What is the plan to address the child care shortages using family child care homes? The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives that increase capability and capacity to accommodate special populations among family child care to fulfill unmet need, develop data-informed policies and services, and deploy resources effectively and in ways that improve both access, affordability, and quality. iv. What is the plan to address the child care shortages using child care centers? The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives that increase the capability and capacity of child care centers to accommodate for special populations and fulfill unmet need, develop data-informed policies and services, and deploy resources effectively and in ways that improve both access, affordability, and quality. 4.5.4 Strategies to increase the supply of and improve quality of child care Lead Agencies must develop and implement strategies to increase the supply of and improve the quality of child care services. These strategies must address child care in underserved geographic areas; infants and toddlers; children with disabilities, as defined by the Lead Agency; and children who receive care during non-traditional hours. How does the Lead Agency identify any gaps in the supply and quality of child care services and what strategies are used to address those gaps for: a. Underserved geographic areas. Describe: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved geographic areas where demand for care exceeds supply, e.g., child care deserts. The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies that improve the quality and available supply of child care programs based on geographically local or regional needs. The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives to increase by the Lead Agency’s Pre-Licensure team to emphasize growth of child care geographic child care deserts, develop data-informed policies and services, and deploy resources effectively and in ways that strengthen supply and quality. b. Infants and toddlers. Describe: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved child populations where demand for infant and toddler care exceeds supply. The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies that improve the quality and available supply of child care programs offering care for infants and toddlers. The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives that create or expand capacity to care for infants and toddlers among child care providers licensed by the Lead Agency, develop data-informed policies and services, and deploy resources effectively and in ways that strengthen supply and quality. c. Children with disabilities. Describe: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved child populations where demand for specialized care for children with disabilities exceeds supply. The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies that improve the quality and available supply of child care programs offing specialized care for children with disabilities. The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives that create or expand capability and capacity among child care providers licensed by the Lead Agency to offer specialized care for children with disabilities, develop data-informed policies and services, and deploy resources effectively and in ways that strengthen supply and quality. d. Children who receive care during non-traditional hours. Describe: The Lead Agency leverages data, including data collected internally, Tennessee Department of Labor and Workforce Development (TDLWD), and U.S. Census estimates among others, to identify underserved child populations where demand for on-traditional care exceeds supply. The Lead Agency collaborates with other agencies and organizations as well as its CCDF Quality Child Care Partners, including the University of Tennessee Social Work Office of Research and Public Service (SWORPS), to identify, collect, and/or analyze available data that may be used by the Lead Agency to inform strategies that improve the quality and available supply of child care programs offering care for children during non-traditional hours. The Lead Agency continues to strengthen data availability and data quality on an ongoing basis to identify potential strategies, i.e., initiatives by the Lead Agency’s Licensing and Pre- Licensure teams to identify child care providers, develop data-informed policies and services, and deploy resources effectively and in ways that strengthen supply and quality. e. Other. Specify what population is being focused on to increase supply or improve quality. Describe: 4.5.5 Prioritization of investments in areas of concentrated poverty and unemployment Lead Agencies must prioritize investments for increasing access to high-quality child care and development services for children of families in areas that have significant concentrations of poverty and unemployment and do not currently have sufficient numbers of such programs. Describe how the Lead Agency prioritizes increasing access to high-quality child care and development services for children of families in areas that have significant concentrations of poverty and unemployment and that do not have access to high-quality programs. The Lead Agency is prioritizing investment strategies to increase access to high-quality child care that is safe, healthy, and educationally rich for communities with significant poverty and unemployment, with emphasis on increasing services available for children experiencing homelessness, children with disabilities and special needs, and infants and toddlers. The Lead Agency will implement strategies expanding supply through employee-sponsored child care, initiatives with faith-based organizations, and public-private partnerships. Since 2020, the Lead Agency has offered establishment and expansion grants to support newly licensed child care providers. Previously funded with ARP funds, these grants will continue to be offered using CCDF funds. To qualify for an establishment or expansion grant, an applicant must complete certain steps, i.e., attending pre-licensure orientation, obtaining a Federal Employer Identification Number, having necessary business permits, completing initial inspection, a background check, and small business academies, participating in the Child Care Payment Assistance/Certificate Program, etc. Funds from establishment and expansion grants can be used for items that will be important to opening a quality program such as equipment, program enhancements, including supplies, and consultant and coaching services. The Lead Agency prioritizes growth of licensed family child care providers with emphasis on child care desert and distressed communities collaboratively with the Tennessee Child Care Resource and Referral Network (CCR&R) who administers the Tennessee Family Child Care Network (TFCCN), as well as its other CCDF Quality Child Care Partners, by promoting entrepreneurship, small business ownership opportunities, and the benefits of licensure. CCDF Quality Child Care Partners regularly coordinate and engage the Lead Agency pre-licensing and licensing staff to identify and cultivate potential child care providers and offer assistance with understanding and navigating licensure requirements and processes. Lead Agency pre-licensing staff also served as liaisons to community stakeholders, e.g., local government and employers, to strengthen recognition and understanding for the need of affordable quality child care and partner on developing solutions. The Lead Agency also offers a 15 percent reimbursement rate differential for child care providers that deliver child care services in counties determined child care deserts or distressed counties. The Lead Agency is focused on engaging Tennessee employers to invest in their workforce through innovative child care strategies. Through employer and community engagements, options on employer-sponsored child care models are explored including an on-site child care facility, operated by the employer or a third-partner contract, incentivizing the provision of second or third shift with an existing child care agency, contracting with an existing agency, etc. The resources offered can be tailored to develop individualized child care strategies that increase working families’ access to high-quality care, promote stability in Tennessee’s workforce, and grow the Tennessee economy. The Lead Agency is making investments with state dollars to grow child care capacity and access in Tennessee through its Non-Profit/Employer Workforce (NEW) Care Partnership Grant pilot program. The pilot program supports partnerships between non-profit organizations and private employers to design and implement strategies that create child care access and capacity to serve the employer’s workforce. The NEW Care Partnership pilot seeks to increase licensed capacity particularly in child care deserts and for historically underserved populations; improve financial sustainability of child care providers by leveraging private partnerships; and promote care that is safe, healthy, and educationally rich. 5 Health and Safety of Child Care Settings Child care health and safety standards and enforcement practices are essential to protect the health and safety of children while out of their parents’ care. CCDF provides a minimum threshold for child care health and safety policies and practices but leaves authority to Lead Agencies to design standards that appropriately protect children’s safety and promote nurturing environments that support their healthy growth and development. Lead Agencies should set standards for ratios, group size limits, and provider qualifications that help ensure that the child care environment is conducive to safety and learning and enable caregivers to promote all domains of children’s development. CCDF health and safety standards help set clear expectations for CCDF providers, form the foundation for health and safety training for child care workers, and establish the baseline for monitoring to ensure compliance with health and safety requirements. These health and safety requirements apply to all providers serving children receiving CCDF services – whether the providers are licensed or license-exempt, must be appropriate to the provider setting and age of the children served, must include specific topics and training on those topics, and are subject to monitoring and enforcement procedures by the Lead Agency. CCDF-required annual monitoring and enforcement actions help ensure that CCDF providers are adopting and implementing health and safety requirements. Through child care licensing, Lead Agencies set minimum requirements, including health and safety requirements, that child care providers must meet to legally operate in that State or Territory. In some cases, CCDF health and safety requirements may be integrated within the licensing system for licensed providers and may be separate for CCDF providers who are license- exempt. This section addresses CCDF health and safety requirements, Lead Agency licensing requirements and exemptions, and comprehensive background checks. When responding to questions in this section, OCC recognizes that each Lead Agency identifies and defines its own categories of care. OCC does not expect Lead Agencies to change their definitions to fit the CCDF-defined categories of care. For these questions, provide responses that best match the CCDF categories of care.