Financing Child Care in the United States - Ewing Marion Kauffman ...

professional growth activities per year, as defined by the
California Commission on Teacher Credentialing. Level
Two annual stipends begin at $1,500 for teachers and
$2,500 for those holding higher credentials. For those
qualified at the level of master teacher and above and
who hold a bachelor’s degree in child development or a
related field, the annual stipend is $5,000. Those with a
graduate degree in child development or a related field
are eligible for an additional $500 annual stipend.
Similarly, a teacher who is fluent in English and another
language (including sign language) is eligible for an
additional $500 annual stipend. The maximum stipend
would be $6,000.
Priority is given to teachers earning less than $15 per
hour, master teachers earning less than $18 per hour,
site supervisors earning less than $21 per hour and
directors earning less than $24 per hour. Part–time staff
receive pro–rated stipends.
The Child Development Corps is open to all individuals
working in licensed programs in San Francisco, including
child care centers, Head Start and family child care.
Individuals working in programs sponsored by the San
Francisco Unified School District (SFUSD) are eligible,
but as a practical matter, few SFUSD employees will
receive stipends because their salary levels exceed the
priorities set. The Corps meets at least twice a year for
professional development and support for participants
and to facilitate mentoring relationships among stipend
recipients. Financial assistance is available to those who
need it for expenses of substitutes, child care and
transportation to attend Corps meeting.
Resources for Retention offers quality improvement
grants to public and private programs to improve staff
retention. Grantee programs develop and implement a
staff retention plan that may include benefits such as
retirement programs and other compensation
improvements. Grantees must agree to participate in
Corps meetings and either participate in management
training or director mentoring. The maximum amount
available for a Resources for Retention grant is $15,000.
The San Francisco Mayor’s Office of Children, Youth and
their Families (MOCYF) coordinates the CARES program
and convenes the Citywide CARES Advisory Committee.
The advisory committee makes recommendations about
the CARES program.
HOW FUNDS DISTRIBUTED
Child Development Corps Level One stipends are paid
upon enrollment in the CARES program if the applicant
has been working in a program for one year. Level Two
stipends are paid in two parts: $500 on enrollment and
the balance at the end of the year. MOCYF contracts with
a nonprofit agency, Wu Yee Children's Services, to
administer the funds. Information is available in three
languages: English, Chinese and Spanish.
POPULATION SERVED
Any person working in a licensed child care program in
San Francisco who meets minimum qualifications and
pursues additional professional training is eligible for the
Corps and stipends. Any licensed program is eligible for
Resources for Retention grants.
STRATEGIC CONSIDERATIONS
• The CARES approach addresses compensation
directly and links compensation to retention. Retaining
skilled staff in child care and early education programs
requires strategies and investment in two areas:
training and education to develop the skilled staff and
compensation sufficient to retain the skilled staff.
Investment in training and education is made to some
degree in every state, but investment in compensation
is not nearly as common. Both are needed.
• The CARES approach addresses program quality in
two ways: stipends reward continuing education (to
improve skills), and at least one year of service is
required (to reduce turnover).
• An approach that rewards only individuals may not
provide sufficient incentive for programs (employers) to
improve compensation. CARES addresses this concern
in two ways: grants offer a direct incentive to programs
to address compensation, and programs must agree
not to reduce wages for any individuals who receive
stipends.
• Outreach about the program that directly reaches line
staff—teachers and aides—will be critical to maximizing
the use of these funds and securing them in future.
Contacting staff directly, not solely through program
directors, is essential.
• Legislated initiatives with specific funding requirements
may be more durable than annual appropriations. A
coalition of San Francisco child care advocates worked
together to educate the Board of Supervisors and
advocated successfully for the CARES program.
CARES is an annual budget appropriation and will
require advocacy each year.
• Successful administration of a program like CARES
requires knowledge of early care and the education
field, the capacity to manage funds and conduct
outreach, the absence of conflicts of interest with
beneficiaries and strong administrative capability.
• Tracking and evaluation must be built into the initiative
to determine whether the approach works, especially
regarding retention. An evaluation that directly
measures the effects of CARES on program quality
would be ideal, but it would be expensive.
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