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

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EMPLOYERS AT&T FAMILY CARE DEVELOPMENT FUND (MULTISTATE) DESCRIPTION The AT&T Family Care Development Fund has four components to help meet the family needs of its employees, including their child care needs. These four elements include a grants program for child care and other family–related programs, the Target Cities Initiative, a national strategic innovation program and participation in the American Business Collaboration for Quality Dependent Care. WHEN ESTABLISHED The Development Fund was established in 1990. ANNUAL AMOUNT The Development Fund’s budget is $13.5 million for the four–year period from 1999 to 2002. SERVICES FUNDED The Development Fund is designed to meet the family needs of AT&T’s employees, with a focus on children and elderly relatives. A five–part program was established in the start–up phase for the Development Fund, from 1990 to 1992, which continues to provide the framework for service delivery. In the child care area, priority is given to services that increase the capacity or improve the quality of child care. Since the inception of the Fund, AT&T has helped to increase child care capacity by 3,000 slots annually and has improved quality for about 400 programs annually. Child care is broadly defined and includes services to very young children through summer jobs for teenagers. A competitive grants program seeks to improve child care quality and capacity. Upon the recommendation of an AT&T employee that is involved with the program, a child care program can apply to one of three grant pools: 1) a full–grant pool, which provides grants of $5,000 to $40,000 to address capacity or quality in programs that will serve a significant number of AT&T families; 2) a mini–center grant program, which provides quality grants for up to $3,000 for child care centers that enroll at least one AT&T family, and 3) a family child care grant program, which provides up to $350 for an individual provider serving an AT&T family. The Target Cities Initiative operates in selected AT&T communities. A local community assessment is conducted to identify AT&T family needs in the community, a plan is developed and a Request for Proposals (RFP) is used to identify appropriate service agencies in the communities. Since the inception of the Target Cities Initiative, a total of 17 communities have participated. Participation generally lasts for two to three years, and there is no set time limit. One component of the national strategic innovation program focuses on expanding the opportunities that caregivers have for professional development. A national scholarship program is at the heart of this program, providing AT&T employees with an opportunity to nominate their child care or elder care programs for scholarships to attend seminars and conferences that will enhance their learning and professional practice. AT&T was a founding member of the American Business Collaboration for Quality Dependent Care (ABC), whose work is profiled on page 116. HOW FUNDS DISTRIBUTED AT&T has established a Family Care Development Fund Office, which is staffed by three professionals. This office is responsible for providing information to AT&T employees about the various programs of the Family Care Development Fund so that they may participate directly (i.e. Family Resource Program) or refer eligible programs to participate (i.e. the Grants Program). The fund uses contracts to stress the fact that this work is a component of the business operation (in contrast to the philanthropic giving) of AT&T. Oversight for decision–making for the Grants Program and the Target Cities Initiative rests with two committees, a union–management committee and a management review committee. These two committees review the proposals and staff analysis and make the funding decisions. POPULATION SERVED Participation in the projects of the Family Care Development Fund is restricted to programs serving the employees of AT&T. STRATEGIC CONSIDERATIONS • AT&T has had more than a decade of experience with the fund, and indicates that there are three core principles that have guided the program and helped it to achieve a high degree of success and acceptance by employees and management alike: 1) all of the programs and strategies of the Family Care Development Fund must yield a direct benefit for AT&T employees, 2) the services are accessible to 100 percent of the employees. The Family Resource Program, for example, can be used by anyone. Likewise, any AT&T employee may recommend that the grant program fund the child care program that they themselves use and 3) the fund has developed a wide variety of methods of listening and responding to employee needs across all of its programming and has been willing to modify existing efforts based on 115
employee feedback. The fund considers its responsiveness to employees to be integral to its mission and believes that the corporation benefits from this approach. • A Family Resource Program is operated out of a separate division at AT&T and is seen as part of the backbone of the Fund. Through the Family Resource Program, AT&T employees are provided with information on a variety of family needs. Child care information and referral was one of the earliest components developed (1990). In response to employee interest and concern, the other components of the Family Resource Program include elder care, education, adults with disabilities, adoption consultation and wellness. Employee inquiries at the Family Resource Program are used to inform the planning and implementation of activities at the Fund. OTHER SITES WITH SIMILAR STRATEGIES AT&T is joined by other businesses around the nation that have developed programs to help employees meet their family needs. CONTACT Skip Schlenk, Director AT&T Family Care Development Fund 1 Speedwell Avenue East Morristown NJ 07962 Phone (973) 898 2856 Fax (973) 898 2890 AMERICAN BUSINESS COLLABORATION FOR QUALITY DEPENDENT CARE (MULTISTATE) DESCRIPTION The American Business Collaboration for Quality Dependent Care (ABC) is a business strategy intended to increase the supply and quality of dependent care services in the United States. The ABC was formed in response to key labor force changes brought about by the increasing number of women and dual–earner families in the labor force and the increasing caregiving responsibilities of employees. Twenty–one major U.S. national and international corporations, called the “Champions,” form the core of the collaboration. The collaboration also includes more than 100 regional and local businesses that partner with the Champions in specific initiatives. WHEN ESTABLISHED The ABC was formed in the fall of 1992. Phase II was launched in the fall of 1995, with a funding commitment through the year 2000. ANNUAL AMOUNT From 1992 through 1994, ABC invested more than $27 million in a range of child and elder care services and programs. From 1995 through 2000, the ABC has committed to investing an additional $100 million in targeted communities around the country. At the end of Phase I, approximately 50 percent of ABC funds were expended in support of early childhood projects. The remaining funds supported school–age care (38 percent) and elder care (12 percent). The plan for Phase II has continued the community needs–driven approach used in Phase I. Thus, no targeted allocation among the three areas was made up front. Funding for school–age, infant/toddler and elder care programs has increased in Phase II. SERVICES FUNDED Child care centers, family child care and school–age care services and improvements have all been funded. Existing community services in a target area have received support to increase the quality of their programs, while many new services have been developed. ABC funds are for start–up expenses, not the ongoing expenses of operating a program (e.g., fee subsidies). These funds are for one–time efforts that expand or improve services, such as facility construction or renovation to accommodate a program for infants and toddlers, a center–wide staff development program, mini–grants for equipment and achieving accreditation, and the direct costs of accreditation. The expectation is 116
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FINANCING CHILD CARE IN THE UNITED
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FINANCING CHILD CARE IN THE UNITED
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ABOUT THE GRANTEE PHILADELPHIA CITI
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:02 ALLOCATING PUBLIC REVENUES 54 O
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HOW TO USE THIS CATALOG This catalo
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This revised, expanded edition of F
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DIFFERENT EXPECTATIONS The expectat
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03 LONG-TERM THINKING Successful st
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LEVERAGING Matching and leveraging
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TAXES Income taxes are the major so
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EMPLOYER INCOME TAXES Twenty-five s
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LOCAL PROPERTY TAXES CHILDREN’S S
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GENERATING PUBLIC REVENUE LOCAL PRO
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GENERATING PUBLIC REVENUE SALES AND
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TAX CREDITS, DEDUCTIONS AND EXEMPTI
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GENERATING PUBLIC REVENUE TAX CREDI
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GENERATING PUBLIC REVENUE FEES OTHE
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GENERATING PUBLIC REVENUE FEES •
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GENERATING PUBLIC REVENUE LOTTERIES
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GENERATING PUBLIC REVENUE LOTTERIES
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SOCIAL AND HUMAN SERVICES A number
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EDUCATION Education is a powerful r
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SOCIAL AND HUMAN SERVICES RHODE ISL
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ALLOCATING PUBLIC REVENUES SOCIAL A
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ALLOCATING PUBLIC REVENUES SOCIAL A
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LOOKING TO THE FUTURE TAX POLICY Th
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LOOKING TO THE FUTURE THE HOME MORT
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LOOKING TO THE FUTURE HIGHER EDUCAT
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APPENDIX 174
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WHAT YOU OWN Property taxes on real
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INDEX 178
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Child Care Scholarship Fund of the
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lotteries and gaming, 14 Neighborho
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Area, Kansas and Missouri), 133—1
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income tax provisions for child car
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