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: Virginia intends to offer grants and/or contracts in the next two years and is requesting a waiver for implementation. Virginia is currently funding a contract model with state general funds, and will use lessons learned to determine approaches for scaling to target populations with CCDF. 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. [x] 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: The cost for in-home care must not exceed the local MRR and must meet state and federal minimum wage requirements (as required by the Fair Labor Standards Act for Domestic Service). In-home vendors must be paid at a rate not less than the greater of the federal minimum wage or the Virginia minimum wage by the hour, not as a rate per child. The amount paid to the vendor for the number of hours per week for child care needed, cannot exceed the MRR per individual child. 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. [ ] 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: v. [ ] Restricted to care for children with special needs or a medical condition. Describe: vi. [ ] Restricted to in-home providers that meet additional health and safety requirements beyond those required by CCDF. Describe: vii. [x] Other. Describe: In-home care meets the definition of a family day home in Virginia, and providers are subject to the same health and safety standards-- including provider qualifications--as any other family day home. A family day home meets the definition of in-home care if 1) all children in care reside in the home and 2) the provider is not a resident of the household. 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’s child care licensing team provides monthly data reports on the status of child care programs in the licensing system. These data can be disaggregated by age groups the programs are able to serve, as well as capacity, program type, and locality, allowing the Lead Agency to track potential shortages in the supply of licensed and license-exempt care for infants and toddlers. The Lead Agency uses data reports from the CCSP case management system to track trends in programs’ subsidy participation and child enrollment in those programs. Additionally, through an ongoing partnership between VDOE and the University of Virginia to survey Virginia families and child care providers, the Lead Agency is able to use new survey data annually to identify trends in feedback from the field, including shortages in the supply of child care providers that meet parents’ needs and preferences. ii. Method of tracking progress: Licensure and CCSP enrollment data are reviewed monthly. Survey data are trends examined year-to-year. iii. What is the plan to address the child care shortages using family child care homes Increasing CCSP rates (MRR) through the Lead Agency’s cost estimation model is a major strategy in addressing child care shortages. Increasing rates for infants and toddlers, was a focus. Family day homes remain a crucial component of Virginia’s unified public-private ECCE system. Home-based child care is preferred among many families across the Commonwealth, particularly those with very young children. Ensuring that FDH payment rates are sufficient to support competitive compensation and support successful programs to expand operations is a key strategy in increasing child care supply in response to family demand. To accomplish this goal, VDOE increased family day home payment rates in CCSP to 100% of the modeled cost of care., effective August 2023. iv. What is the plan to address the child care shortages using child care centers? Increasing CCSP rates (MRR) through the Lead Agency’s cost estimation model is a major strategy in addressing child care shortages. Increasing rates for infants and toddlers, was a focus. Center rates are currently set at 75% of the modeled cost. b. In different regions of the State or Territory: i. Data sources used to identify shortages: The Lead Agency’s child care licensing team provides monthly data reports on the status of child care programs in the licensing system. These data can be disaggregated by age groups the programs are able to serve, as well as capacity, program type, region and locality, allowing the Lead Agency to track potential shortages in the supply of licensed and license- exempt care in different regions of the State. The Lead Agency uses data reports from the CCSP case management system to track trends in programs’ subsidy participation and child enrollment in those programs. Additionally, through an ongoing partnership between VDOE and the University of Virginia to survey Virginia families and child care providers, the Lead Agency is able to use new survey data annually to identify trends in feedback from the field, including shortages in the supply of child care providers that meet parents’ needs and preferences. ii. Method of tracking progress: Licensure and CCSP enrollment data are reviewed monthly. Survey data are trends examined year-to-year. iii. What is the plan to address the child care shortages using family child care homes? The Lead Agency is piloting an Early Childhood Navigator role in four Ready Regions of the state. These regions were selected based on multiple criteria demonstrating need and include rural child care deserts and dense urban areas with gaps in access to affordable child care. The purpose of this Navigator role is to support the Virginia Department of Education’s activities related to access and enrollment and increasing the supply of publicly-funded ECCE in Virginia by working alongside state partners with child care providers. Navigators have placed an emphasis on supporting family child care, including Local Ordinance Homes (LOH) in the Northern Virginia region. One of the VDOE Navigators is a former family day home owner/operator and a fluent Spanish speaker, which is essential in establishing relationships with many family child care homes in Virginia. The Early Childhood Navigators provide direct support to current and prospective family child care providers in three main ways: 1) Supporting new family day homes to open and participate in the CCSP; 2) Recruiting existing family child care to accept public funds / participate in the CCSP; and 3) Retaining current publicly- funded family child care providers. iv. What is the plan to address the child care shortages using child care centers? The Lead Agency is piloting an Early Childhood Navigator role in four Ready Regions of the state: Ready Regions Southwest, West, Central, and Capital Area. These regions were selected based on multiple criteria demonstrating need for support and supply-building activities. The Navigators support the VDOE’s activities related to access and enrollment and increasing the supply of publicly-funded ECCE by providing direct support to current and prospective child care centers in high- need communities. Navigators focus on engaging with centers in three main ways: 1) Supporting new providers to open and participate in the CCSP; 2) Recruiting existing providers to accept public funds / participate in the CCSP; and 3) Retaining current publicly-funded providers. c. In care for special populations: i. Data sources used to identify shortages: The Lead Agency’s child care licensing team provides monthly data reports on the status of child care programs in the licensing system. These data can be disaggregated by age groups the programs are able to serve, as well as capacity, program type, region and locality, allowing the Lead Agency to track potential shortages in the supply of licensed and license- exempt care for special populations throughout the State. The Lead Agency uses data reports from the CCSP case management system to track trends in programs’ subsidy participation and child enrollment in those programs. Additionally, through an ongoing partnership between VDOE and the University of Virginia to survey Virginia families and child care providers, the Lead Agency is able to use new survey data annually to identify trends in feedback from the field, including shortages in the supply of child care providers that meet parents’ needs and preferences. ii. Method of tracking progress: Licensure and CCSP enrollment data are reviewed monthly. Survey data are trends examined year-to-year. iii. What is the plan to address the child care shortages using family child care homes? The CCSP has a special needs rate to help address the child care deserts and shortages for children with documented disabilities or medical needs. Providers may be paid up to twice the Maximum Reimbursable Rate for children with special needs. Additionally, VDOE is convening an internal cross-agency work group to evaluate and investigate strategies to promote inclusive practices among children with disabilities in ECCE settings. This group is focusing on: 1. Reviewing available data to understand existing need and capacity 2. Identifying gaps in available data 3. Applying lessons learned from existing programs. For example, children with disabilities are eligible for Mixed Delivery￿Virginia’s contract model pilot￿regardless of income. iv. What is the plan to address the child care shortages using child care centers? The CCSP has a special needs rate, to help address the child care deserts and shortages for children with documented disabilities or medical needs. Providers may be paid up to twice the Maximum Reimbursable Rate for children with special needs. Additionally, VDOE is convening an internal cross-agency work group to evaluate and investigate strategies to promote inclusive practices among children with disabilities in ECCE settings. This group is focusing on: 1. Reviewing available data to understand existing need and capacity 2. Identifying gaps in available data 3. Applying lessons learned from existing programs. For example, children with disabilities are eligible for Mixed Delivery￿Virginia’s contract model pilot￿regardless of income. 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: Virginia has made major investments in access and quality through the rollout of VQB5, RecognizeB5, cost modeling for subsidy reimbursement rates, and the Ready Region local governance structure. Alongside these investments, Virginia has built LinkB5, which provides rich data to be able to track the ECCE workforce, access, and quality. Gathering data regularly and making data-driven decisions is an essential part of Virginia’s strategy. The Lead Agency regularly reviews data reports from LinkB5, child care licensing, and the CCSP case management system, allowing the Lead Agency to track to track enrollment trends and potential shortages in child care supply in different regions of the State. In addition to those internal data reports, the Lead Agency has also engaged in the Building a Stronger Child Care System in Virginia project, a research-policy partnership between the VDOE, the Virginia Department of Social Services, and the University of Virginia (UVA) that aims to identify strategies to increase families’ access to affordable child care. Our research partners at UVA gather data from statewide surveys of families and child care providers to explore their experiences with CCSP and identify ways to potentially improve the system. Recently, UVA has created interactive data snapshot tools that provide a comprehensive look across these areas using a combination of data from surveys and LinkB5. Not only do these snapshots provide statewide results, they also allow for the filtering of results to individual communities and Ready Regions. These data enable the Lead Agency to better identify gaps in the supply and quality of child care services and Virginia has employed several strategies to address gaps in underserved areas, namely: 1) increasing CCSP MRR (reimbursement rates) using a cost estimation model, 2) piloting an Early Childhood Navigator role to provide direct support to current and prospective child care providers in high-need communities, helping new providers to open and supporting providers to participate in the CCSP; and 3) supporting continuous quality improvement for publicly- funded programs through VQB5. b. Infants and toddlers. Describe: Virginia has made major investments in access and quality through the rollout of VQB5, RecognizeB5, cost modeling for subsidy reimbursement rates, and the Ready Region local governance structure. Alongside these investments, Virginia has built LinkB5, which provides rich data to be able to track the ECCE workforce, access, and quality. Gathering data regularly and making data-driven decisions is an essential part of Virginia’s strategy. The Lead Agency regularly reviews data reports from LinkB5, child care licensing, and the CCSP case management system, allowing the Lead Agency to track to track enrollment trends and potential shortages in child care supply. In addition to those internal data reports, the Lead Agency has also engaged in the Building a Stronger Child Care System in Virginia project, a research-policy partnership between the VDOE, the Virginia Department of Social Services, and the University of Virginia (UVA) that aims to identify strategies to increase families’ access to affordable child care. Our research partners at UVA gather data from statewide surveys of families and child care providers to explore their experiences with CCSP and identify ways to potentially improve the system. These data enable the Lead Agency to better identify gaps in the supply and quality of child care services and the Lead Agency has employed several strategies to address gaps in infant and toddler care, namely: 1) increasing CCSP MRR (reimbursement rates) using a cost estimation model and aligning reimbursement rates with age-based ratios and group sizes, 2) piloting an Early Childhood Navigator role to provide direct support to current and prospective child care providers in high-need communities, helping new providers to open and supporting providers to participate in the CCSP; and 3) supporting continuous quality improvement for publicly-funded programs through VQB5, including targeted supports for providers serving infants and toddlers through the Infant Toddler Specialist Network. c. Children with disabilities. Describe: The Lead Agency has employed several strategies to address gaps in care for children with disabilities, namely: 1) increasing CCSP MRR (reimbursement rates) using a cost estimation model and including a special needs rate of up to 2x the MRR, 2) piloting an Early Childhood Navigator role to provide direct support to current and prospective child care providers in high-need communities, helping new providers to open and supporting providers to participate in the CCSP; and 3) supporting continuous quality improvement for publicly-funded programs through VQB5, which includes curriculum and classroom instruction modifications responsive to the unique needs of children with disabilities. d. Children who receive care during non-traditional hours. Describe: VDOE is leveraging data from the most recent family survey￿conducted in partnership with UVA￿to better understand the demand for non-traditional hour care, including the hours for which care is in highest demand but least available. Current data suggests that family day homes are more likely to offer flexible/nontraditional hours. Supporting family day homes is a priority of the Early Childhood Navigator role in all regions. In addition to gathering data, VDOE has identified several key gaps in the availability of non-traditional hour care, particularly in rural and underserved areas. These gaps include limited provider availability for overnight care, weekend care, and early morning hours, which disproportionately impacts low-income families and essential workers who rely on such care to maintain employment. To address these gaps, VDOE is implementing the following strategies: -Targeted Provider Recruitment and Incentives: VDOE is working to recruit more providers, particularly family day homes and child care centers, to offer non-traditional hours. -Provider Training and Capacity Building: VDOE is providing training and professional development for providers focused on the unique challenges of offering non-traditional hour care. This includes guidance on staffing models, safety considerations, and meeting the developmental needs of children during extended hours. -Partnerships with Employers: VDOE encourages employers to offer flexible work schedules to complement child care availability. -Community-Based Solutions: VDOE is working with local early childhood councils and community organizations to identify community-based solutions, such as shared services models, that can help providers meet the demand for non-traditional hour care. Through these strategies, VDOE aims to not only increase the supply of non-traditional hour care but also improve the overall quality and accessibility of this vital service for families across the state. e. Other. Specify what population is being focused on to increase supply or improve quality. Describe: NA 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 leveraging the Early Childhood Navigator pilot and our Ready Regions structure as two strategies to increase access to high-quality child care and education services for children in high- need communities. The Early Childhood Navigators are located in regions with high levels of demonstrated need. The Navigators support the VDOE’s activities related to access and enrollment and increasing the supply of publicly-funded ECCE by providing direct support to current and prospective child care providers. Ready Regions bring unprecedented levels of coordination, accountability, and family engagement to early education programs in every community in the Commonwealth by leading Family Councils and Coordinated Enrollment efforts. 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.