1. family and parenting
2. children
3. daycare and preschool

City of Ottawa’s
Child Care Service Plan
2015
Table of Contents
CITY OF OTTAWA’S CHILD CARE SERVICE PLAN 2015 ............................................................................................ 1
INTRODUCTION ............................................................................................................... 5
Future Vision for Ottawa’s Child Care System ......................................................... 6
Summary of Changes to the Child Care System in 2014 ......................................... 7
SECTION 1: SYSTEM PLANNING PRIORITIES .................................................................... 9
1.1 Children and Families in Ottawa ........................................................................ 9
1.2 Child Care Providers and Licensed Spaces in Ottawa ..................................... 10
1.2.1 Licensed Child Care Providers .................................................................. 10
1.2.2 Licensed Child Care Spaces in Ottawa ..................................................... 11
1.3 School-Based Care .......................................................................................... 11
1.3.1 Full Day Kindergarten ................................................................................ 11
1.3.2 Schools-First Capital Retrofit Policy .......................................................... 11
1.3.3 Fee Subsidy Utilization .............................................................................. 12
1.4 System Planning Priorities ............................................................................... 13
1.4.1 Supporting Francophone Families ............................................................. 13
1.4.2 Supporting Children with Special Needs ................................................... 14
1.4.3 Supporting First Nations/ Métis/ Inuit Families........................................... 14
1.4.4 Ottawa Early Intervention Programs (formerly known as Head Start) ....... 15
1.4.5 Ontario Early Years/Best Start Child and Family Centres ......................... 15
1.5 Public Engagement Strategy ............................................................................ 15
1.5.1 Summary of Consultations in 2014 ............................................................ 15
1.5.2 Consultation Strategy in 2015.................................................................... 16
SECTION 2: PRIORITIZED ACCESS TO CHILD CARE ......................................................... 17
2.1. Waitlist Management ....................................................................................... 17
2.2 Priority Criteria & Ranking ................................................................................ 18
2.3 Placement Coordination ................................................................................... 18
2.3.1 Placement Coordination – Child Care Providers ....................................... 19
SECTION 3: FINANCIAL MANAGEMENT ........................................................................... 19
3.1 Introduction ...................................................................................................... 19
3.1.1 Consideration of Local Priorities ................................................................ 20
3.2 Funding Framework ......................................................................................... 21
3.2.1 General Operating Grant ........................................................................... 22
3.2.2 Fee Subsidy Management (Floating Fee Subsidy) .................................... 23
3.2.3 Daily Rates for Subsidized Care ................................................................ 24
3.2.4 Stabilization Initiative ................................................................................. 24
3.2.5 New Contract Management Process and Template (Contribution
Agreement) ......................................................................................................... 25
3.2.6 Consolidated Child Care Funding Application (CCCFA) ............................ 26
2
3.2.7 Implementation of the New Funding Framework ....................................... 27
3.2.8 Provincial Special Purpose and Capital Retrofit Funding-Provincial Capacity
Building Funds .................................................................................................... 27
3.2.9 Wage Enhancement Funding .................................................................... 27
3.2.10 Child Care Reserve Fund ........................................................................ 28
3.2.11 Municipal Child Care Capital Funding - Development Charges ............... 28
3.3 Child Care Budget (2015) ................................................................................ 29
SECTION 4: CITY OPERATED CHILD CARE PROGRAMS ................................................... 31
4.1 Municipal Child Care Review ........................................................................... 31
CONCLUSION ............................................................................................................... 34
Appendix A: Child Care Modernization Framework................................................ 35
Appendix B: Child Care Modernization Timeline .................................................... 39
Consultation Strategy ......................................................................................... 39
New Waitlist Management System ..................................................................... 39
Floating Fee Subsidy System ............................................................................. 39
Funding .............................................................................................................. 39
Appendix C: Principles for Child Care Modernization............................................. 40
Appendix D: List of Ottawa Early Intervention Programs (Headstart).................... 41
Appendix E: List of Early Year’s Centres / Child and Family Centres in Ottawa .... 42
Appendix F: Summary of Child Care Consultations in 2014 ................................. 43
Appendix G: Priority Criteria ................................................................................... 46
Financial Eligibility .............................................................................................. 46
Appendix H: Priority Demographics by Ward ......................................................... 47
Appendix I: General Operating Grant Funding Policy ........................................... 50
Provincial Direction ............................................................................................. 50
Policy Statement................................................................................................. 50
Policy Requirements........................................................................................... 50
Program Objectives ............................................................................................ 50
Program Principles ............................................................................................. 50
Principles for Prioritization of Eligibility Costs: .................................................... 51
Eligibility ............................................................................................................. 51
Ineligibility ........................................................................................................... 52
Eligible costs....................................................................................................... 52
Ineligible costs .................................................................................................... 52
Application Process ............................................................................................ 52
Calculation of GOG ............................................................................................ 53
City Contribution ................................................................................................. 53
Reporting Requirements for recipients ............................................................... 53
Appendix J: Child Care Stabilization Initiative Funding Policy ............................... 55
Policy Statement................................................................................................. 55
3
Policy Requirements........................................................................................... 55
Program Objectives ............................................................................................ 55
Program Principles ............................................................................................. 55
Eligibility ............................................................................................................. 56
Eligible Costs ...................................................................................................... 57
Ineligible costs .................................................................................................... 57
Application .......................................................................................................... 57
Criteria of Calculation or Prioritization of Applications ........................................ 57
City Contribution ................................................................................................. 58
Reporting Requirements for recipients ............................................................... 58
Appendix K: Municipal Health & Safety Funding Policy for 2016 .......................... 59
Policy Statement................................................................................................. 59
Policy Requirements........................................................................................... 59
Program Objectives ............................................................................................ 59
Program Principles ............................................................................................. 59
Eligibility ............................................................................................................. 59
Eligible Costs ...................................................................................................... 60
Ineligible costs .................................................................................................... 60
Application .......................................................................................................... 60
Calculation of Municipal Health and Safety Funding .......................................... 60
City Contribution ................................................................................................. 60
Reporting Requirements for recipients ............................................................... 60
Appendix L: Wage Enhancement Grant Funding Policy Statement ...................... 62
Provincial Direction ............................................................................................. 62
Policy Statement................................................................................................. 62
Policy Requirements........................................................................................... 62
Program Objectives ............................................................................................ 62
Program Principles ............................................................................................. 62
Eligibility ............................................................................................................. 63
Eligible Costs ...................................................................................................... 64
Ineligible Costs ................................................................................................... 64
Application .......................................................................................................... 64
Criteria of Calculation or Prioritization of Applications ........................................ 65
City Contribution ................................................................................................. 65
Reporting Requirements for recipients ............................................................... 65
Appendix M: 2015 Detailed Description of Provincial Funding Categories............. 67
4
Introduction
Over the course of 2014, the child care system in Ottawa experienced significant
changes including: the implementation of full day kindergarten, a change in the waitlist
management system, a new process for how parents access information about child
care, and the implementation of a pilot project that will inform the City’s transition to a
model where the fee subsidy follows the child.
The 2014 Child Care Service Plan outlined the City’s response to the significant
Provincial changes in the child care sector and highlighted the City’s vision for the
administration of early years and child care within the Child Care Modernization
Framework (approved by Committee and Council, February 2013 - ACS2013-COSCSS-0001).
On December 2, 2014, Bill 10, the Child Care Modernization Act was passed by the
Legislative Assembly. Under Bill 10, the Day Nurseries Act was replaced with the Child
Care and Early Years Act, 2014 (CCEYA). The CCEYA provides a new legislative
framework to support a more responsive, high-quality and accessible child care and
early years system. However, the Act introduced an increased role for the City as a
Consolidated Municipal Service Manager (CMSM) with the change in language from
Delivery Agent to CMSM, the entrenchment and expansion of the CMSM role within the
Act and the requirement of the CMSM to maintain the Provincial Interest (a much
expanded role). As outlined in the City’s response to the proposed legislation
(Appendix A), staff have specific concerns about the City’s ability to maintain the
Provincial interest as outlined in Section 49 of the CCEYA, 2014 (formerly referred to as
the Child Care Modernization Act), specifically with regard to the expansion of
responsibilities from administration of subsidized care to full fee services and the
unclear role with respect to the assurance of high quality programs. Dependent upon
the details outlined in the regulations, the City may not have the capacity to meet all
of the new requirements. Staff will review the proposed regulatory changes that just
became available (March 24th) and provide a response for submissions within the
prescribed timelines. The new legislated duties of the City and the change in the City’s
role from a “delivery agent” under the Day Nurseries Act to a “service manager” under
the Child Care Modernization Act, 2014, impose a much heavier onus on the City with
respect to the review of applications for licensure (sections 23 and 62) and the
assessment of programs for economic viability. These are roles the City has not played
previously and will significantly increase the administrative resources required to
support the program.
5
Throughout 2015, the Province will consult with the public to develop the regulations
associated with the Act. Bill 10 also amended the Early Childhood Educators Act, 2007,
the Education Act, and the Ministry of Training, Colleges and Universities Act. The
changes associated with the CCEYA, 2014 will come into effect at a date to be
proclaimed by the Lieutenant Governor of Ontario (estimated to be in the fall of 2015).
While the Child Care Modernization Framework establishes a five year vision (20132017), the 2015 Child Care Service Plan is being submitted to further articulate the next
steps required to achieve the vision (refer to Appendix B for the child care
modernization timeline) within the context of ongoing Provincial changes.
Community-based child care has continued to grow over the past two decades. Child
care agencies receive funding from multiple levels of government, under varying pieces
of legislation, and across multiple funding programs. Consequently, not all agencies
and service providers benefit from the same level of total government funding despite
providing similar services. Some agencies have multiple funding sources and a number
of child care spaces where the costs are offset with provincial support, including fee
subsidy. The Province has implemented the changes described above to address the
needs of parents who are seeking child care. The City must now change to meet this
new role.
It was outlined in the Child Care Modernization Framework report to Committee and
Council in February 2013 (ACS2013-COS-CSS-0001), that the City will continue to
focus its contractual relationships for child care fee subsidies on not-for-profit providers.
In geographic areas where there are no existing not-for-profit operators and not-forprofit providers are not able to shift their service offering, the City will consider entering
into a Contribution Agreement with a for-profit operator. It is important to note that the
provincial funding guidelines do not differentiate between not-for-profit and for-profit
operators of child care for payment of fee subsidy.
The service plan outlines the City’s response to Provincial changes and will result in
positive outcomes for children and families by increasing parental choice for care,
stabilizing fees and decreasing wait lists.
Future Vision for Ottawa’s Child Care System
By 2017, the City of Ottawa envisions a child care system where:
· Access to child care fee subsidies is streamlined and priority is given to the
families who are most in need.
6
·
Parents with child care fee subsidies have a broader range of child care
providers from which to choose.
·
All not-for-profit child care agencies receive remuneration for child care fee
subsidies based on an equitable and transparent funding formula that considers
the age and number of children served.
·
Child care agencies report on established performance measures and
continuous service improvements for children and families.
Planning for the child care and early years system is achieved in an integrated
and cooperative manner.
·
The 2015 Service Plan describes each of these significant system changes and
provides the key accomplishments and next steps. The Service Plan is organized to
align with the four components of the child care modernization framework:
1.
2.
3.
4.
System Planning Priorities
Prioritized Access to Subsidies
Financial Management
City Operated Child Care Programs
The 2015 Service Plan will be submitted to the Ministry of Education once approved by
Committee and Council and articulates the framework within which the City will continue
to work towards modernizing the child care system.
Summary of Changes to the Child Care System in 2014
In the 2014 Child Care Service Plan (ACS2014-COS-CSS-0001), the City articulated
seven guiding principles that provided the context for the City’s vision for child care
modernization. The City’s principles include an emphasis on parental choice, prioritized
access to subsidy, unique needs, system accountability, system sustainability,
integrated planning and transparency and engagement. Refer to Appendix C for details
on the principles for child care modernization. Guided by these principles, the City
implemented significant change to the local child care sector in 2014:
·
In June 2014, the new Child Care Registry and Waitlist System was launched.
Since then, City staff and community stakeholders have worked to create a
customized and responsive system for Ottawa parents and child care providers.
·
Concurrent with the launch of the new system, the City adjusted its model to
apply for a child care fee subsidy. In the new model, parents are assessed for
eligibility for fee subsidy prior to being placed on the waitlist. This expedites the
7
·
approval process for families and ensures an up-to-date waitlist of eligible
children and families for providers.
In the fall of 2014, the City partnered with 38 agencies, including municipal child
care centres, to pilot the new placement coordination model. The model
prioritized access to child care fee subsidy for Ottawa’s most vulnerable families
using the waitlist technology and the established priority criteria.
·
The pilot introduced the first “floating space” to the City’s child care system.
Working closely with pilot sites, prioritized children were placed into child care
using a model where the subsidy follows the child. This resulted in an additional
220 spaces in the community, supported by new funds from the Province.
·
As part of the pilot, the City introduced a new contract template that emphasized
accountability and transparency by increasing reporting requirements and
adopting updated terms and conditions. The City collaborated with providers in
the pilot to further refine the contract template in anticipation of full
implementation of the new contract by the end of 2015.
In October 2014, the City changed the way parents and providers access
information about child care. In keeping with the Provincial vision of “no wrong
door” access for parents, the City engaged local stakeholders to transform the
way parents’ access information about child care by telephone, online and in
person.
·
·
Following broad community consultations in 2013, the City established an
engagement strategy that would support the development, implementation and
evaluation of the significant changes to the system in 2014. The Stakeholder
Reference Group, the Expert Panel on child development (2013/2014), the
Transition Workgroup and ongoing discussions with key stakeholders formed the
basis of the community engagement strategy for the child care modernization
initiatives. Broader community information sessions and consultation sessions
were hosted in April and November of 2014 to update the child care sector on
progress and to receive input on key questions.
·
As defined in the 2014 Service Plan, the City undertook a re-investment strategy
resulting in $1.1M of unspent fee subsidy dollars being re-invested into
subsidized spaces from child care providers unused subsidies as part of their
maximum confirmed budgets (MCB).
8
Section 1: SystemPlanning Priorities
1.1 Children and Families in Ottawa
In 2014, the Child Care Registry and Waitlist was introduced as a system that would
provide City staff with regular access to up to date and accurate information on the
number of families awaiting a licensed child care space in Ottawa, and those eligible for
a fee subsidy. The system also provides staff with a thorough understanding of the
unique qualities of families in Ottawa (that is priority criteria of special needs,
Aboriginal/Inuit/Métis, Francophone). Access to such information allows for responsive
system planning and more equitable distribution of fee subsidy to families most in need.
The information available through the system includes geographical and age
distribution, as well as the number of children whose parents have self declared as
Francophone, Aboriginal, Inuit and Métis, or have indicated they have a child with a
special need. Table 1 provides a snapshot of the number of families who are awaiting
care in Ottawa, both for a full fee and/or a subsidized space, and the number of families
who have self-identified as having one or more of the unique qualities noted.
Table 1: Demographics of Families on the Child Care Registry and Waitlist
Families on the Child Care Registry and Waitlist
Total
Number
3,242
Per Cent
Total number of children awaiting a full fee space
Total number of children (full fee and subsidy) whose parents self
declared as Francophone
Total number of children (full fee and subsidy) whose parents self
declared an Aboriginal status
Total number of children (full fee and subsidy) whose parents
indicated that they have a child with a special need
9,038
3,217
74%
26%
243
2%
543
4%
Total number of children on the Child Care Registry and Waitlist (full
fee and subsidized)
12,280
100%
Total number of children awaiting a subsidized space
Numbers reflected are valid from June 12, 2014 up to and including March 1, 2015.
OneHSN, March 2015
This information, and income information that is based on the low income cut off (LICO),
ensures that Ottawa’s most vulnerable families have prioritized access to subsidized
child care and that subsidies are available in geographic areas where there is an
identified need. Furthermore, access to detailed demographic information will also
9
27%
assist stakeholders in the child care sector to plan for and shift their services as
required.
The 2011 Census identified that there were 107,575 children aged 0 to ten years old
living in Ottawa. There are approximately 49,000 children under four years of age and
58,000 children aged five to ten. The 2011 National Household Survey noted that while
the overall poverty rate for Ottawa residents is 11.7 per cent, the poverty rate for
children aged 0-6 is 15.2 per cent (Statistics Canada Census of Canada, 2011).
In 2014, over 15,000 children aged 0 to 12 years old in Ottawa lived with parents or
guardians who relied on social assistance as their primary income. Of the 6,092
families receiving Ontario Works, 77 per cent were sole support parents (City of Ottawa,
August/September, 2014). These residents are among Ottawa families who are most in
need of child care.
In future years, monitoring information about Francophone, Aboriginal and children with
special needs on the Child Care Registry and Waitlist (CCRAW) will support
recommendations and decisions with respect to priority investments.
1.2 Child Care Providers and Licensed Spaces in Ottawa
1.2.1 Licensed Child Care Providers
In Ottawa, 73 per cent of the child care programs (centre-based and licensed home
child care) are operated by not-for-profit organizations (incorporated under one of the
federal or provincial acts governing not-for-profit corporations), while 23 per cent are
operated by incorporated for-profit child care providers and four per cent are City
operated (see table 2).
Table 2: Licensed Child Care Programs in Ottawa
Type of Child Care Program
Number of Sites
Per cent
Not-for-Profit
227
69%
Private (For-Profit)
76
23%
Municipal (not-for-profit)
12
4%
Licensed home child care
16*
4%
Total
331
100%
*There are 16 licensed home child care agencies in Ottawa with providers in wards
throughout the City, including one licensed home child care agency operated by the City
of Ottawa. Province of Ontario, 2015
10
As of February 2015, there were a total of 123 agencies that have a legal agreement
with the City and receive provincial funding in the form of fee or wage subsidies (City of
Ottawa, 2015).
1.2.2 Licensed Child Care Spaces in Ottawa
Ontario has been undergoing significant change in regulated and licensed child care.
School-based care is now regulated under the Education Act. In addition, in 2014, the
new Child Care Modernization Act was proclaimed and regulations are expected by the
fall of 2015. In Ottawa, licensed child care is offered at 331 child care sites and through
16 licensed home child care agencies representing over 28,051 licensed spaces (Table
3) Ottawa has seen a steady increase in licensed child care spaces. Since 2010, there
has been an increase of 6,603 licensed child care spaces (Province of Ontario, 2014).
Table 3: History of Licensed Child Care Spaces in Ottawa
Licensed Child Care
Licensed Capacity
2010
2011
2012
2013
2014
21,448 22,698 24,419 27,213 28,051
Licensed Subsidized Spaces
6,632
6,585
6,536
6,526
6,470
Province of Ontario, 2014
1.3 School-Based Care
1.3.1 Full Day Kindergarten
In 2010, the Ministry of Education launched a five-year plan to implement full day early
learning for four and five year olds attending school. The implementation of full day
kindergarten was completed in September 2014. With the transition to full day early
learning, the four local school boards developed an integrated planning system, as
supported by their elected officials, which reviews and revises service offerings based
on community demographics. As directed by the Ministry of Education, the City as
service manager, works collaboratively with the local school boards to review and
incorporate proposals into a City-wide plan for the allocation of programs, services, and
resources in order to provide a seamless transition for children between communitybased child care providers and the school system.
1.3.2 Schools-First Capital Retrofit Policy
The Ministry of Education launched the Schools-First Capital Retrofit Policy in 2012 as a
means of creating a more seamless early learning system for families by providing a
single point of access for early childhood services. A “schools-first” approach was
11
introduced as a plan for child care that works together with full day kindergarten.
Capital investment from the Province allowed schools to repurpose school space as
part of a transition to serving children 0 to 3.8 years.
Since the implementation of the Schools-First policy in 2012, the Province has allocated
almost $12M for Schools-First capital retrofit in Ottawa. In addition, three of the four
school boards in Ottawa directly operate child care programs for the toddler and preschool age groups. Ottawa is one of the few municipalities in this region, and in
Ontario, where school boards directly operate child care programs. While this has
resulted in increased choice for parents, it has had a significant impact on Ottawa’s
community-based child care sector. The impact of full day kindergarten and the
Schools-First policy on community-based child care in Ottawa is not yet fully known.
Schools-First projects are ongoing and not expected to be fully implemented until
August 31, 2015.
1.3.3 Fee Subsidy Utilization
Currently, a limited number (93) of licensed child care agencies in Ottawa have a set or
Maximum Confirmed Budget (MCB) for fee subsidies. The set budgets of these
agencies have been monitored through an annual budget and budget utilization
recovery process. The current allocations are largely based on historical practices from
the 1980s and were set prior to the Province moving to a system of income testing for
parents to assess their need for a child care fee subsidy. This current MCB process
has resulted in the following challenges:
·
·
·
·
Proportion of subsidized spaces attached to agencies do not necessarily reflect
demand in local neighbourhoods, thereby resulting in underutilization;
Limited opportunities for system growth as underutilized subsidies attached to
specific agencies can only be recovered and redistributed once annually;
Parents eligible for a subsidy often accept any subsidized space regardless of
proximity to their preferred geographic location; and
MCB’s are administratively cumbersome for staff and child care providers as a
result of the budgetary processes attached to the allocation and retrieval of
funds.
As demonstrated in Table 4 below, the licensed home child care sector and agencies
that have not converted their programs for younger age groups have been impacted by
the changes stemming from the implementation of full day kindergarten and the
Schools-First policy. Parents are choosing school-based child care programs and
services and require fewer hours of care from providers. As such, some providers, in
12
particular home child care providers, have seen a decrease in utilization of their fee
subsidy budgets since 2010.
The fee subsidy utilization reports also indicate that while fewer agencies are
underutilizing as compared to 2013, those underutilizing are doing so at a greater rate.
Table 4: Fee Subsidy Utilization 2010-2014
Type of Care
Licensed Group Care
2010
94.1%
2011
94.5%
2012
96.6%
2013
94.6%
2014
94.9%
Licensed Home Care
97.1%
99.4%
97.6%
94.4%
92.7%
Province of Ontario, 2014
To help stabilize the sector as a result of the impacts of the changes noted above, the
City invested provincial and municipal funding in the following areas:
·
Issued over $3M of Provincial Transformation funding (since 2009);
·
Maintained the wage subsidy and maximum confirmed budget (MCB) funding
model in 2014 to allow time for further development of an equitable and
transparent funding model;
·
Re-invested $1.1 M in 2014 of unused subsidies to areas of need (expanded
agencies and geographic distribution);
·
Implemented a “floating spaces” pilot that resulted in an additional 220
subsidized spaces ($1M new Provincial funding in 2014); and
·
Implemented a new application process for child care fee subsidy and a new
Child Care Registry and Waitlist system resulting in shorter wait times for
eligibility determination and improved ability for providers to manage their
waitlists.
1.4 System Planning Priorities
1.4.1 Supporting Francophone Families
In 2006, Council approved the Francophone Child Care Development Plan (ACS2006CPS-PAR-0007), which allocated additional funding for Francophone child care services
in Ottawa in order to achieve equity for the Francophone population. As of January
2010, the percentage of the child care budget allocated to Francophone services was
15.2 per cent, thereby reaching the equity target established by the 2011 census report.
As noted in Table 1, parents of approximately 26 per cent of children on the CCRAW
13
have indicated they are Francophone. Though parents select the Francophone self
identifier in the CCRAW, parent’s select child care options in either language, be it
English or French. The percentage of child care fee subsidies allocated to
Francophone children will continue to be monitored through the new waitlist
management system and through the system planning priorities for fee subsidy. This
will ensure that the number of subsidized spaces allocated to designated Francophone
programs, as per the City of Ottawa’s definition1, continues to reflect census data.
1.4.2 Supporting Children with Special Needs
The City is committed to supporting parents with a documented illness or disability and
families with children who have a documented special need(s) through access to fee
subsidies.2 The Province requires that 4.1 per cent of provincial funding be allocated
towards services for children with special needs. Currently, the City allocates over 5 per
cent of its funding for programs serving children with special needs. Parents of children
with special needs and/or a disability often experience higher living expenses and other
barriers when trying to access supports and essential services for their child. These
parents are more likely to be employed part-time with reduced incomes3. As noted in
Table 1, approximately 4 per cent of children on the CCRAW have indicated they have
a special need.
1.4.3 Supporting First Nations/ Métis/ Inuit Families
The 2011 National Household Survey identifies that there are approximately 35,000
Ottawa residents of North American Aboriginal origin. Aboriginal children, aged 14 years
and underrepresented 20.3 per cent of the total Aboriginal population and 2.5 per cent
of all children in Ottawa (Statistics Canada Census of Canada, 2011). The federal
government plays a role in funding child care for Aboriginal children. Employment and
Social Development Canada (formerly Human Resources and Skills Development
Canada) and Health Canada fund specific programs for Aboriginal children in the City of
Ottawa. The City is committed to ensuring that Aboriginal families have access to child
1
City of Ottawa Equity and Inclusion Lens, Francophone Diversity Snapshot,
http://ottawa.ca/sites/ottawa.ca/files/attachments/ottpage/francophone_en.pdf.
2
Special needs refers to a “child who has a physical or mental impairment that is likely to continue for a
prolonged period of time and who as a result thereof is limited in activities pertaining to normal living as
verified by objective psychological or medical findings and includes a child with a developmental
disability”. It also includes those families in which the need for child care is directly related to the child, or
is the result of a greater family need because of issues with the home/ family environment, where the
family is referred by an outside agent.” O. Reg. 262 under the Day Nurseries Act
3
City of Ottawa Equity and Inclusion Lens, People with Disabilities Snapshot,
http://ottawa.ca/sites/ottawa.ca/files/attachments/ottpage/disabilities_en.pdf
14
care fee subsidies and that agencies serving Aboriginal families remain viable. As noted
in Table 1, approximately 2 per cent of children on the CCRAW have indicated
Aboriginal status.
1.4.4 Ottawa Early Intervention Programs (formerly known as Head Start)
Ottawa has a total of ten Early Intervention Programs (formerly known as Head Start).
In 2012, these not-for-profit programs had 321 child care spaces: 71 full day and 250
half day. This ‘made in Ottawa’ program is delivered in partnership with the 13
Community Health and Resource Centres and provides specialized programming for
families with multiple risk factors. The cost of maintaining these programs is slightly
higher due to reduced staff to child ratios and associated transportation costs. Due to
the needs of low income households, if transportation is not provided, it is unlikely that
registered children will be able to attend these programs. The City has recently
undertaken a research project in partnership with Carleton University and the Headstart
Network, supported by MITACS funding, (MITACS is a non-profit organization that
designs and provides research for social innovation in coordination with local academia)
in order to better understand the contributions of these programs to child development,
and to determine the best strategies and approaches for maximum success. Refer to
Appendix D for a list of Ottawa Early Intervention Programs currently funded within the
City of Ottawa.
1.4.5 Ontario Early Years/Best Start Child and Family Centres
The Ministry of Education set a vision for quality, integrated care for children age 0-6
years in the Ontario Early Years Policy Framework. This included the implementation of
Best Start Child and Family Centres that would streamline support and services for
parents and families. Although changes were anticipated for 2014, there have been no
decisions made on the future approach of the Best Start Child and Family Centres at
this time (Ontario Child Care Service Management and Funding Guideline, 2015).
Please refer to Appendix E for a complete list of the seven Ontario Early Years/Best
Start Child and Family Centres in Ottawa. The City as a CMSM will continue to work
collaboratively with the province to help inform future service planning processes that
reflect the child care needs of children and families in Ottawa.
1.5 Public Engagement Strategy
1.5.1 Summary of Consultations in 2014
The City implemented an extensive consultation strategy in 2014. Consultative groups
included the Stakeholder Reference Group with representation from the four school
boards, childcare networks, community-based childcare providers and parents. The
15
Stakeholder Reference Group provided input on the priority criteria for child care fee
subsidies, the new Child Care Registry and Waitlist, the placement coordination model
and the policy development for the general operating grant.
A second consultative group, the Expert Panel on child development (2013/2014),
composed of local academics and accredited experts, provided guidance to the City on
the development of the priority criteria for fee subsidy and remained available to City
staff for ongoing consultations throughout 2014.
A Transition Workgroup was implemented in 2014 to assist City staff with the
transformation of how parents and providers access information about child care in
Ottawa. The Transition Workgroup had broader community and multi sector
representation including call centres (211 and 311), the Children’s Hospital of Eastern
Ontario (CHEO), the Ottawa Community Immigrant Services Organization (OCISO),
Social Housing, Ontario Early Years Centres, School Boards, Ottawa Public Health,
Ottawa Public Library, Children’s Aid Society and the Parent Resource Centre.
Throughout 2014, City staff conducted a broader range of consultations with its
stakeholders, including licensed child care providers and parents. The purpose of these
consultations was to seek feedback on the various changes impacting the child care
community. Refer to Appendix F for a full summary of consultations conducted in 2014
including the number of people who attended, the date of consultation, the purpose of
the consultation and the outcome of attendees’ input.
Feedback from these various groups was used to inform the development of the 2015
Child Care Service Plan.
1.5.2 Consultation Strategy in 2015
At the November 2014 information and consultation session for licensed child care
providers, City staff asked child care providers how they wanted to be consulted in
2015. General information and consultation sessions are planned for 2015, to inform
providers of the new contribution agreement process and receive input on the funding
model implementation process to date and next steps for the 2016 service plan.
The City will also maintain ongoing communication with the child care community, by
providing information and updates and seeking advice and feedback where feasible.
The Stakeholder Reference Group will remain the main consultative body for the City of
Ottawa as Child Care Modernization continues. In 2015, the City will also initiate an
Expert Panel on Viability and Sustainability. This panel will include nominees from the
child care sector, business community and academia with expertise in the not-for-profit
16
sector. It will be tasked with guiding the development of the framework for sustainability
and viability plans within the child care sector.
Section 2: Prioritized Access to Child Care
2.1. Waitlist Management
In June 2014, the City of Ottawa launched a new web-based system called the Child
Care Registry and Waitlist (CCRAW). Since that time, City staff and community
stakeholders have worked to create a customized and responsive system for both
parents and child care providers. Concurrent to the launch of the new system, the City
changed its model to apply for a child care fee subsidy. In the new model, parents are
assessed for fee subsidy eligibility prior to being placed on the waitlist for child care.
Parents also have the ability to self-serve and to update their profile and child care
choices as their situation changes. The Child Care Registry and Waitlist provides
accurate and up to date information about the number of families waiting for a child care
space, both full fee and subsidized. The system also provides data about the number of
families eligible for a fee subsidy and those children placed in a subsidized space
(Table 5). As system manager, the City is able to use data from the waitlist to plan for
and respond to the changing child care sector.
In 2016, the City will move to a model where the subsidy follows the child supported by
the Child Care Registry and Waitlist. Parents will have increased child care options as a
result of the new contribution agreements signed with providers throughout 2015. Child
care providers will not have an MCB and the underutilization of funds will decrease
within a floating model. More detail on the floating subsidy model for child care
providers is outlined in section 3.2.2.
Table 5: Child Care Registry and Waitlist-Applications and Placements
Full Fee versus Subsidy
Total Number
Children approved and waiting for a subsidized space
3,242
Children placed in a subsidized space
1,213
Families waiting for a full fee space
9,038
OneHSN June 12, 2014 to March1, 2015
17
2.2 Priority Criteria & Ranking
In Ottawa, the number of requests for child care fee subsidies outweighs the amount of
available provincial dollars. On average, the cost of 100 subsidized child care spaces is
$1 million. The number of subsidized spaces is limited to 6,300 based on available
provincial funds unless an increase in provincial funding is received. In order to ensure
that subsidies are allocated to families most in need, the City implemented priority
criteria. Developed in consultation with the Expert Panel and the Stakeholder Reference
Group, the priority ranking of each child is generated upon application to the Child Care
Registry and Waitlist. Priorities are weighted with an emphasis on families who require
immediate placement (fleeing abuse, living in or exiting a family shelter) or are in receipt
of social assistance or exiting social assistance for employment or education.
As per Provincial requirements, in order to be eligible for a fee subsidy, an individual or
family must be both financially eligible and engaged in a qualifying activity. Once both
criteria have been met, income, qualifying activity and other priorities are weighted,
providing each child with a numerical score and therefore placing the child in order of
priority on the waitlist (by order of highest to lowest priority). Priorities for placement are
outlined in Appendix G.
Priority ranking enables the City to ensure that subsidies are allocated to families most
in need and supports system planning. Available system planning information includes
the percentage of high priority children by geographical area and demographic
information of high priority families.
Information on the licensed agencies, the waitlist for subsidy, available subsidized
spaces and LICO (Low Income Cut Off) is available by Ward in Appendix H. This
information will assist the City in identifying neighborhoods with the highest need for
child care subsidies.
2.3 Placement Coordination
Placement coordination was introduced in November 2014 as the process by which
children who have a high priority (as described in section 2.2) are matched to an
available subsidized child care space. Placement coordination involves both City staff
and child care providers working collaboratively with families listed in the Child Care
Registry and Waitlist. The fundamental principles of the placement coordination
process include maximizing parental choice and providing flexibility for child care
providers to fill vacant spaces. The seven steps in the process of placement
coordination are:
18
1. Parent applies for fee subsidy;
2. Parent is approved for fee subsidy and child is listed on waitlist for care;
3. Providers review their waitlist in order of priority;
4. Provider contacts high priority family for potential placement;
5. City staff re-confirm eligibility for fee subsidy;
6. Child is placed in child care space; and
7. City staff work one on one with high priority families who are unable to secure a
subsidized child care space.
The final step is extremely important in supporting the most vulnerable families in
locating an appropriate arrangement for their child’s care. City of Ottawa staff supports
the placement coordination model by working collaboratively with and offering enhanced
supports to high priority families who have been unable to secure a subsidized space.
City staff works directly with parents seeking a subsidized space by offering support and
resources and reaching out to child care providers on their behalf.
2.3.1 Placement Coordination – Child Care Providers
Placement coordination was introduced with child care providers who participated in the
floating subsidy pilot project in 2014. The providers participating in the pilot
experienced a shift in how children were accepted into their subsidized spaces. Firstly,
children displayed on their individual waitlists for a subsidy were listed in the system by
order of priority (as determined by the child’s unique priority ranking described above)
as opposed to their date of application. Secondly, child care providers selected children
from the top of their waitlist to fill vacant subsidized spaces, thus ensuring that children
with a high priority were able to access a subsidized child care space. As providers’
waitlists are driven by parental choice, prioritized families are distributed throughout the
system. The process also provides the most vulnerable families from various social and
economic backgrounds with equal access to subsidized spaces.
Section 3: Financial Management
3.1 Introduction
Child care is a Provincial program funded by the Ministry of Education. The City, as the
Consolidated Municipal Service Manager (CMSM), is required to develop and
implement local policies that align with the provincial direction. In 2012, the Province
introduced new guidelines with respect to how provincial child care is to be funded.
19
These guidelines require the City to develop and implement a new approach to funding
for child care spaces. Not-for-profit agencies will receive funding as part of a general
operating grant (GOG) that will replace, for some agencies, funding formerly received
under the wage subsidy program, while other agencies may receive government
funding for the first time under the general operating grant program. Of the 180
licensed child care providers in Ottawa, 123 agencies (68.3 per cent) are in receipt of
wage subsidy funds. Disparity exists between the amount of government funding per
space that agencies receive which varies from $0 to $5300 per space. The
implementation of a new funding formula will result in an equitable redistribution of
existing Provincial funds to eligible licensed child care programs.
While the new provincial funding framework is more flexible, transition at the local level
will be complex due to the nature of the current funding framework. The new local
payment for child care will need to reflect the requirements and flexibility of the
provincial funding guidelines, while at the same time, addressing historical funding
inequities across child care agencies within Ottawa’s current system. The proposed
funding framework will:
·
Introduce an equitably distributed general operating grant to replace the
inequitably distributed wage subsidy program;
·
Establish new contribution agreements with providers to support oversight
reporting and accountability; and
·
Support parental choice and portability of fee subsidies, that is, the subsidy
follows the child, also known as, floating subsidies.
Section 3.3.7 of this report outlines the implementation plan for the new funding
framework.
3.1.1 Consideration of Local Priorities
The City’s new financial management framework will respond to provincial priorities
identified for the general operating expense (which the City has called the General
Operating Grant). City staff have consulted with child care providers and agencies over
the course of 2013 and 2014. Based on feedback from these iterative conversations,
the proposed funding framework will focus on two key elements:
1) Stabilization and strengthening of existing child care programs operated by notfor-profit providers, both centre-based and licensed private home day care
(PHDC) agencies; and
2) Equitable and transparent allocation of funds.
20
Table 6 below outlines the local priorities child care providers identified for consideration
when implementing the new funding framework, as heard at the November 2014 child
care information and consultation sessions.
Table 6: Local priorities to be considered for the Funding Framework
Local Priorities
Wages
Municipal Capital Funding
is flexible and responsive
How Addressed in Service Plan
·
GOG prioritized for wages and benefits
·
Providers required to report expenses annually
·
$1.7 million Municipal Health and Safety confirmed in
2015 budget
Proposed future distribution by licensed capacity to
not-for-profit operators
·
Consider operating costs
·
·
City to pay full fee rates for subsidized children
Introduction of Stabilization Initiative for transition
Quality programs
·
“How Does Learning Happen” conference in 2015
Focus on younger age
groups
·
GOG weighted by age group (with younger age
groups receiving a larger proportion of funding)
Maintain Special Needs,
Headstarts, Francophone,
and Aboriginal Services
·
Maintenance of funding for these groups including 100
per cent municipal investment
3.2 Funding Framework
The funding framework presented in this Service Plan will be implemented over a five
year period beginning in 2015 and recognizes local priorities while maintaining
provincial interest and fiscal accountability. A licensed child care agency can apply and
be eligible for some or all of the funding envelopes that are described in the following
sections. The new funding framework includes the following key elements:
·
·
Implementation of a General Operating Grant;
Implementation of a “floating fee subsidy” model ;
·
Introduction of a Stabilization Initiative funded from the Child Care Reserves, for
eligible child care providers (2015 through 2020);
·
Completion of Contribution Agreements with all providers by the end of 2015 to
replace the existing Wage Subsidy and Purchase of Service Agreements; and
Introduction of the Consolidated Child Care Funding Application: a streamlined
application process for all funding envelopes.
·
21
3.2.1 General Operating Grant
The purpose of the General Operating Grant (GOG) is “to support the costs of operating
licensed child care programs in order to reduce wait times and fees for services,
stabilize service levels, and (where funds allow), improve access to high quality
affordable early learning and child care services for children and their families.”
(Ontario Child Care Service Management and Funding Guideline 2015). General
operating funding must be used for operating costs, including: staff wages and benefits,
lease and occupancy costs, utilities, administration, transportation for children,
resources, nutrition, supplies and maintenance. It is important to note that Ministry
funding can only be used to offset salary costs over and above an operator’s regulatory
requirements for minimum wage and mandatory benefits.
In response to community and provider feedback the City has heard quite plainly that
without support for wages and ongoing operating costs, child care agencies will fail. It
has also been made clear that child care programs serving younger children (especially
infants) have higher operating costs. This has been a particular concern for licensed
home child care agencies who serve a larger proportion of infants than centre-based
programs. In response to these priorities, City staff are proposing the GOG have two
components: Base GOG and Government Priority Grant. Each component will make up
50 per cent of the total allocation for the General Operating Grant. Both components
must be used towards the allowable expenses outlined above.
a) Base GOG
The Base General Operating Grant will be distributed equally to all licensed not-forprofit operators in Ottawa based on licensed capacity, (that is, an allocation per
licensed space) and weighted by age group (licensed spaces for younger age
groups receive a greater proportion of funding). For-profit operators who currently
have a purchase of service agreement with the City of Ottawa (that is, those
previously grand-parented and presently receiving wage and fee subsidy funding)
will also qualify for the Base GOG, pending presentation of a business plan,
conversion to not-for-profit status by the end of 2015 and a signed contribution
agreement for 2016. School boards and for-profit operators who currently do not
have a signed agreement with the City will not qualify for the Base GOG. Existing
for-profit operators that convert to not-for-profit status will be assessed and made
eligible for the GOG as new provincial funds are available. The Base GOG is stable
from year-to-year with minimal fluctuations (dependent on provincial funding).
22
b) Government Priority Grant
The Government Priority Grant will be distributed to all providers who qualify for the
Base GOG and is based on the number of subsidized children in care (weighted by
age group with younger age groups receiving more funding). As an exception, the
City may enter into a contribution agreement for the Government Priority Grant with
a for-profit operator who, due to geographic location and need, provides a
subsidized space. The Government Priority Grant may fluctuate from year-to-year
and is dependent upon parental choice for care in a system where the subsidy
follows the child.
Details regarding eligibility, the application process, allowable expenses and reporting
requirements for the Base GOG and the Government Priority Grant will be outlined in
the Child Care Provider Funding Guide that will be made available to child care
providers following Council approval of the 2015 Child Care Service Plan. The General
Operating Grant Funding Policy before Council for approval as part of the 2015 service
plan is attached as Appendix I.
3.2.2 Fee Subsidy Management (Floating Fee Subsidy)
In Ottawa, subsidized child care spaces are attached to specific child care agencies
with guaranteed funding (Maximum Confirmed Budgets). Ottawa is one of the few
municipalities to continue with a funding model that supports confirmed budgets for a
limited number of agencies, versus flexibility for fee subsidy funding that offers choice to
parents and allows the funding to be portable. As part of the approved 2014 Child Care
Service Plan, City staff piloted this approach in the fall of 2014 and a full floating system
will be implemented by 2016.
The Provincial Child Care Modernization Framework has asserted that municipalities
must move towards a system that increases convenience and reliability for parents. In
a floating system, the subsidy will follow the child. Families will be able to choose where
their child receives subsidized care as long as that provider has space available within
their licensed capacity and has a signed contribution agreement with the City of Ottawa.
In 2016, when the City shifts to a floating fee subsidy system, child care service
providers will be funded based upon the number of subsidized children in their centers.
Parents will be able to bring their subsidy with them should they need to relocate their
child from one program to another. The City will monitor the utilization of fee subsidy
and ensure that the system does not exceed 6,300 spaces. This reflects the current
funded capacity within the fee subsidy budget and may be reduced if fees increase due
to matching of daily rates as described below.
23
3.2.3 Daily Rates for Subsidized Care
In 2007, the Province of Ontario introduced income testing and lowered the limits for
families to qualify for receipt of direct provincial support with child care fees. Older and
more generous provisions were grandfathered for children in the system and have now
been fully phased out.
In 2010, the City conducted an extensive evaluation of full fee and subsidized rates for
agencies with contracts with the City. Since that time, some municipalities
implemented standard daily rates for subsidized care as part of the overall financial
management of their local child care system. Due to the wide variance in government
support per licensed space and the variability in cost structures across different
community based program models, a set of standard rates is not feasible and therefore
not recommended for Ottawa at this time.
Given the inconsistencies in cost for the same types of service, the 2015 service plan
recommends payment for subsidized care at the same rate as that paid by full fee
parents (up to the specified limit that was used in the 2014 pilot for floating subsidy).
This will close any gap between fees paid by the Province of Ontario for care and that
paid by full fee paying parents. Additional information and analysis of the sustainability
of this approach will be included in future service plans.
To maintain accountability for expenditures as the CMSM, all agencies will be confirmed
as eligible for payment as outlined in their new contribution agreement with the City. To
support agencies in setting daily rates, the City will post the average costs per space by
ward on Ottawa.ca/childcare.
3.2.4 Stabilization Initiative
The Province has directed that the allocation of the new General Operating Grant be
equitable across the sector, with priority placed on not-for-profit child care. At this time,
net funding would be approximately the same (allowing for cost of living increases within
the sector). Consequently, other than a funding formula that maintains the status quo
with funding based on historical practices, any change in the funding framework will
result in agencies experiencing a change in the total amount of provincial funding
allocated over time. For those who received investments early on, this may mean
reductions in funding, while new agencies may receive increased funding or
government funding for the first time.
Based on the initial analysis conducted by the City, over half (52 per cent) of agencies
and programs will see an increase in funding as a result of the new funding framework,
24
while 48 per cent will see a reduction. Seventy-four per cent of Francophone programs
will see an increase in funding. Licensed Home Child Care providers will also see an
increase. Nine new not-for-profit licensed child care providers will receive government
funding for the first time. Of the agencies receiving a reduction in funding, the majority
(81 per cent) will see a reduction of less than 10 per cent of their operating budget.
When analyzing overall impacts to agencies, the City considered the percentage of the
reduction in relation to overall operating costs for the provider and not simply the overall
reduction in funding.
A City-managed Stabilization Initiative, supported with transition funds from the child
care reserves, will help bridge those child care agencies that will experience a reduction
in total Provincial funding as they take steps to adjust operating budgets in response to
the new funding allocation. Transition funds will be available over a five year period
(2016-2020), to assist these agencies in achieving stability until such time as they
achieve provincial benchmarks. At the same time, agencies that are eligible for GOG,
but not currently receiving any, or are at a lower rate of funding will receive an annual
incremental adjustment to support their sustainability over the same time period (20162020). For agencies that are receiving ± 5% or less of the estimated GOG calculation,
no adjustments will be made. This Stabilization Initiative will ensure that the total
number of licensed spaces available in the system remains stable. This will reduce the
impact to parents as the City shifts its funding model.
A key element of the application for the Stabilization Initiative will include the submission
and approval of a viability and sustainability plan that will be outlined in the contribution
agreement. Child care agencies will be required to demonstrate the steps they have
taken to adjust their service provision to the new funding model and post-FDK
environment. Agencies will have the opportunity to identify operating expenditures, such
as high rent, that are unique to specific geographic areas within the City.
Details regarding eligibility, the application process, allowable expenses and reporting
requirements will be outlined in the Child Care Provider Funding Guide that will be
made available to child care providers following the approval of the 2015 Child care
Service Plan and accompanying cover report. The proposed Stabilization Initiative
Funding Policy is attached as Appendix J.
3.2.5 New Contract Management Process and Template (Contribution
Agreement)
Over 2014, staff developed new guidelines to enhance the contract management
procedures for issuing Provincial Special Purpose and Capital Retrofit Funding and the
25
anticipated general operating grants within the child care service portfolio to better
reflect the requirement of the City’s Delegation of Authority By-law. While updating
processes to be compliant with the new provincial funding guidelines, staff also
reviewed departmental consistency in contract management to ensure that all new
contribution agreements meet required criteria, contain the appropriate terms and
conditions, performance measures and deliverables, and follow a standard process for
documenting and reporting in order to meet both provincial and municipal requirements
in these areas.
A new contribution agreement template with an annual review requirement was
developed and used to enter into agreements with 38 child care providers for the
floating fee subsidies pilot project. The City of Ottawa currently has separate legal
agreements for wage subsidy and fee subsidy (also referred to as purchase of service
agreements). With the implementation of the General Operating Grant and the shift to a
floating fee subsidy system planned for 2016, the City will be terminating all agreements
with existing licensed child care providers. Beginning in the spring of 2015, City staff
will provide details to child care providers on the application process for contributions
under the three new envelopes that the City is legislated to administer on behalf of the
province: the Wage Enhancement Grant, General Operating Grant and Fee Subsidy.
The City will also provide information on access to the municipal Stabilization Initiative.
In response to community and provider feedback to support quality programming, the
City has adopted the Province’s “How Does Learning Happen” as a framework for
quality child care programming and will work with local partners to deliver training and
supports for all licensed child care providers in Ottawa. Participation in this training will
be a requirement for all providers with a contribution agreement with the City. The City
will also require that providers with a contribution agreement in 2016 demonstrate
compliance with quality indicators. These indicators, as outlined by the province of
Ontario in “How Does Learning Happen,” will be confirmed in collaboration with the child
care community over 2015.
3.2.6 Consolidated Child Care Funding Application (CCCFA)
The City is implementing a new application process for all child care funding envelopes
that require an application including Wage Enhancement Grant, the General Operating
Grant, that includes fee subsidy, and Provincial Special Purpose and Retrofit Capital
Funding. Implementation of the new Consolidated Child Care Funding Application will
begin in 2015.
26
3.2.7 Implementation of the New Funding Framework
Subject to Council approval, the following is a list of key steps that will be undertaken
before full implementation of the new funding framework:
1) Meeting with impacted agencies to discuss impacts and opportunities through the
Stabilization Initiative;
2) Providers apply for new provincial wage enhancement funds;
3) Providers apply for floating subsidy, general operating grant and transition funds;
4) New contribution agreements implemented by end of 2015; and
5) Floating subsidies will be fully implemented in 2016.
3.2.8 Provincial Special Purpose and Capital Retrofit Funding-Provincial
Capacity Building Funds
Community agencies have requested additional support from the City to mitigate and
plan for the impacts of full day kindergarten. As agencies close, amalgamate or shift
services, they require more expertise in strategic planning, financial management,
board governance and innovative leadership. The Province allocates funds to
municipalities to support the professional development of child care staff through
Capacity Building. Previously, these funds were allocated to individual agencies to
cover costs of agency-identified staff training and development. In 2015, as identified
as a priority in consultation with the child care community, the City will designate
funding for capacity building for executive directors and board members with a focus on
building capacity in business management and planning, financial management and
governance. In addition, working with local partners and educators, the City will
coordinate a local child care conference with a focus on the provincial quality program,
“How does learning happen” and local system planning.
3.2.9 Wage Enhancement Funding
In January 2015, the Province introduced Wage Enhancement Funding intended to help
close the wage gap between Registered Early Childhood Educators (RECEs) working in
the publicly funded education system and those in the licensed child care sector, to help
stabilize child care operators by supporting their ability to retain RECE and non-RECE
program staff and to support greater employment and income security. The proposed
Wage Enhancement Grant Funding Policy is detailed in Appendix L. There are two
types of Wage Enhancement Funding:
1 Wage Enhancement Grant
The Wage Enhancement Grant (WEG) will support a wage increase of up to $1 per
hour plus 17.5 per cent (benefits) for Registered Early Childhood Educators
27
(RECEs) and other child care program staff working in licensed child care centres,
and home visitors working in licensed private home day care agencies.
2 Home Child Care Enhancement Grant (HCCEG)
The Home Child Care Enhancement Grant (HCCEG) will be provided to licensed
home child care agencies to support an increase of up to $10 per day for eligible
home child care providers.
In the 2015 Child Care Funding Guidelines, the Province has clearly articulated the
purpose, eligibility and selection requirements for all agencies and providers to
access these funds. It is important to note that these funds will be available to both
not-for-profit and for-profit providers.
Child care operators are required to apply for wage enhancement funding from
municipal service managers. Applications must be posted on municipal websites by
May 1, 2015 and close by June 30, 2015. While CMSMs have received one-time
administration funding to support the application and oversight of Wage
Enhancement funding, the Province has been unclear about future administrative
funding. The mandate for system managers to implement and monitor the wage
enhancement is prohibitive and administratively complex, adding pressure to an
already challenging system.
3.2.10 Child Care Reserve Fund
After committing $679,000 for development charges (see section 3.3.11) within the
2015 budget, the Child Care Reserve currently has an uncommitted balance of $11.5
million. As noted earlier in this report, a Stabilization Initiative is being proposed to help
some agencies transition to the new funding framework. Staff will recommend that this
initiative be funded from the municipal child care reserve to a maximum of $7.75 million
to help transition agencies that will experience a reduction in total government funding
as they take steps to adjust operating budgets in response to the new funding
allocation. In addition, staff is recommending that $3.75 million of municipal child care
reserve funding be used for Health & Safety expenses for not-for-profit child care
providers from 2016 through 2020.
3.2.11 Municipal Child Care Capital Funding - Development Charges
Development charges (DCs) for municipal child care were established in July 2004 and
removed from the by-law in 2014 by Council, pending further study. DCs for child care
can be used to fund the increased capital costs of building new child care spaces due to
increased demands from residential growth. Historically, the City had used revenue
28
from development charges towards the construction of municipal child care centers and
in a cost sharing arrangement with school boards towards the building of new schoolbased child care facilities. Since 2005, no further capital investments have been made
for child care. Presently $3.85 million exists in the DC child care reserves.
In 2015, City staff within the Community and Social Services Department and Planning
and Growth Management, supported by a consultant, will complete a background study
to identify growth needs in child care and the future requirement for DCs. Child care
growth will be funded from DCs ($3.85 million) with the non-growth portion (the existing
population and property tax base that should be funding the program) being funded
from the child care reserves ($679K), resulting in a total balance of $4 529 million.
Recommendations on use of the DCs once the background study and consultation
process is complete will be submitted to Committee and Council in 2015.
3.3 Child Care Budget (2015)
While the majority of the new funding framework described in the previous sections will
be implemented beginning in 2016, some elements will be implemented in 2015. The
2015 child care budget was developed to support the transition over the next year.
In 2015, the City of Ottawa’s total child care budget is $112.1M. The following table
(Table 7) shows that $98.9M is from provincial funding with the associated legislated
portion ($13.5M). The City is mandated to allocate funding to the following programs
and services: Supports to Children with Special Needs, Pay Equity Memorandum,
Special Purpose / Capital Funding, and Family Support Programs. Expenditures
associated with each of these programs are detailed below.
Table 7: 2015 Child Care Budget - Provincial/Municipal Cost Sharing - $98.9
million
Expense Category
Total Budget*
Core Service Delivery (includes former
wage and fee subsidies)
$81,995,000
Wage Enhancement
$8,553,000
Supporting Children with Special Needs
$3,126,000
Pay Equity Memorandum
$2,320,000
Special Purpose Funding
$2,311,000
Family Support Programs
$762,000
29
*Figures are net of parental fee revenue & include program support costs from other
departments. Will not align exactly to other City financial reports. City of Ottawa, 2015
As previously mentioned, a new element to the provincial funding is Wage
Enhancement ($8.5M). In 2015, the Province also introduced Special Purpose Funding
($2.3M). The special purpose funding includes 100% provincial “transformation” and
repair and maintenance funds. The City has discretionary authority to move funds from
Core Service Delivery (previously referred to wage subsidy and fee subsidy) to this
program. Staff have estimated that based on almost $500,000 in outstanding capital
requests from 2014, these funds will once again be fully utilized by the child care
community in 2015.
Details about the above expense categories can be found in Appendix M.
In addition to the legislated requirement, the City invests $13.2 million in 100%
municipal dollars the child care system each year. The municipal investments,
described in Table 8 below, include a top-up to fee subsidy for Ontario Works,
Francophone, Aboriginal and Headstart programs; a top-up to special needs and family
support programs; and the direct operation of City of Ottawa child care programs.
Table 8: Child Care Budget - 100% Municipal Investment - $13.2 million
Total Budget*
Municipal Investment Category
Municipal Fee Subsidy Top-up
$3,669,000
Municipal Special Needs Top-Up
$1,391,000
Family Support Programs
$737,000
Child Care Facility Funding
$4,529,000
Unused Health & Safety Funding
$1,750,000
Emergency Bridge Funding
$1,000,000
*Figures are net of parental fee revenue & include program support costs from other
departments. Will not align exactly to other City financial reports. City of Ottawa, 2015
The approved 2015 City budget includes $1.7M for Health and Safety Funds remaining
from the capital investment in the last term of Council. These funds will be allocated as
per the current approved policy over the course of 2015. As a result of feedback
received during the November 2014 consultation, a new policy that allows for the
30
distribution of funds per licensed space is proposed for 2016 and is outlined in Appendix
K.
Emergency Bridge Funding is part of the Stabilization Initiative described earlier and will
support agencies who are at risk of closing in 2015.
Section 4: City Operated Child Care Programs
4.1 Municipal Child Care Review
The City of Ottawa directly operates 12 centre-based child care programs and one
licensed home child care agency. Historically, the former Region established these
centres and home child care providers within low income and other hard to serve areas
of the community. The 12 City-operated child care centres serve 548 children, from the
ages of eight weeks to five years old, of which 64 per cent are in receipt of a child care
fee subsidy. A summary of the profile of the centres follows in Table 9.
Table 9: Municipal Child Care Centres Demographics
Centre Name
Number
of
children
Per cent
Low income
Number
children
percentage in of Full
with
neighbourhood Fee on
subsidies
waitlist
Number
of
Subsidy
on waitlist
Beausoleil
49
90
20% to 25%
172
116
Borden Farm
47
60
5% to 10%
96
102
Charmian Craven
47
95
10% to 15%
60
45
Dr E Couture
34
96
15% to 20%
141
104
Elsie Stapleford
40
4
5% to 10%
85
41
Esther By
34
96
20% to 25%
76
84
Foster Farm
32
100
15% to 20%
15
43
Huron Early Learning
47
54
5% to 10%
163
151
Pinocchio
31
4
20% to 25%
198
78
St. Luke’s
47
55
15% to 20%
381
214
Tournesol
34
97
20% to 25%
195
155
Woodridge
48
97
15% to 20%
27
62
N/A
1609
1195
490
Average
of 71
Total
OneHSN, March 18, 2015
31
The municipal home child care program presently serves 290 children, within 89
licensed home child care provider’s homes. Over 99 per cent of these families are in
receipt of a child care fee subsidy. Licensed home child care programs offer child care
in approved homes of child care providers affiliated with the provider agency. All
agencies, including the Municipal Home Child Care Program, are licensed by the
Ministry of Education under the Day Nurseries Act (to be replaced by the Child Care
and Early years Act when enacted) and must be operated in compliance with the
Provincial funding guidelines and the local policies established by the CMSM. Table 10
below summarizes the profile of municipal home child care and licensed home child
care offerings within the community.
Table 10: Municipal Home Child Care Availability and Waitlist by Ward
Ward number and
name
Ward 1
Orleans
Ward 2
Innes
Ward 3
Barrhaven
Ward 4
Kanata North
Ward 5
West CarletonMarch
Ward 6
Stittsville-Kanata
Ward 7
Bay
Ward 8
College
Ward 9
Knoxdale-Merivale
Ward 10
GloucesterSouthgate
Municipal Number of
Low income
Number Number
Providers community percentage in of Full
of
(Yes/No)
agencies neighbourhood Fee on Subsidy
waitlist on
waitlist
No
5
Less than 5%
0
0
No
5
5% to 10%
0
0
Yes
7
5% to 10%
43
44
No
5
Less than 5%
41
52
No
4
Less than 5%
0
0
No
5
Less than 5%
0
0
Yes
6
15% to 20%
18
44
Yes
8
10% to 15%
48
111
Yes
8
5% to 10%
26
73
Yes
10
5% to 10%
23
107
32
Ward number and
name
Municipal Number of
Low income
Number Number
Providers community percentage in of Full
of
(Yes/No)
agencies neighbourhood Fee on Subsidy
waitlist on
waitlist
Yes
5
10% to 15%
19
45
Ward 11
Beacon Hill –
Cyrville
Ward 12
Yes
Rideau-Vanier
Ward 13
Yes
Rideau-Rockcliffe
Ward 14
Yes
Somerset
Ward 15 Kitchissippi
Yes
Ward 16
Yes
River
Ward 17
No
Capital
Ward 18
Yes
Alta Vista
Ward 19
No
Cumberland
Ward 20
No
Osgoode
Ward 21
No
Rideau-Goulbourn
Ward 22
Yes
Gloucester-South
Nepean
Ward 23
No
Kanata South
OneHSN March 18, 2015
7
20% to 25%
28
35
7
15% to 20%
0
2
3
10% to 15%
84
95
4
7
5% to 10%
20% to 25%
147
37
46
65
7
5% to 10%
45
39
6
10% to 15%
41
59
5
Less than 5%
0
0
8
Less than 5%
0
0
10
Less than 5%
0
0
12
5% to 10%
32
31
5
5% to 10%
0
0
The City has a responsibility as CMSM to ensure that directly operated municipal child
care programs are funded under the same policies as community agencies (Appendices
I, J, K, and L). Some City programs may no longer be serving the community as
originally intended and will be reviewed in more detail over the course of 2015 to ensure
a focus on service for the most vulnerable children and families in the community.
33
Conclusion
The City’s Child Care Modernization Framework was developed in response to the
provincially legislated changes. The City is entering the third year of a five year
roadmap, which represents a rebuilding of the administration of Ottawa’s early learning
and child care system and will result in the transformation of the child care community in
Ottawa. In 2015, the City has introduced the concept of a Stabilization Initiative to
financially support this transition through to 2020.
The City remains committed to transparency and to working with parents and the child
care sector during this significant transformation within the local child care system.
34
Appendix A: Child Care Modernization Framework
26 February 2014
Child Care Modernization
c/o Early Years Division Ministry of Education
900 Bay Street, 24th floor Mowat Block
Toronto, ON M7A 1L2
via email to: [email protected]
Re: Child Care Modernization Act, 2014
The City of Ottawa congratulates the Province on setting a direction for child care and
early learning Ontario and for moving forward on that direction since 2009. The City
welcomes the increased focus on child health and safety as well as the improvements
to accreditation and enforcement.
With respect to the alternative age groupings and ratios, the City is supportive from
the perspective of the new flexibility it affords to community based child care agencies
and providers to meet the needs of the families they serve. The City is concerned,
however, that these changes will put additional demands on these agencies' capital
funds as they make the transition to accommodate new age groupings and/or ratios.
The City recognizes and applauds the transformation funding that has been provided
to community based agencies following the introduction of full day kindergarten and
the Schools First Policy. The City would like to see the Province continue to support
the sustainability of community-based child care and provide additional funding, if and
where it is required, to support these agencies to continue to transition their business
offerings.
With respect to the role and responsibilities of the Consolidated Municipal Service
Manager (CMSM), the City of Ottawa has the following concerns with the Child Care
Modernization Act, 2014 (CCMA), as it is currently presented:
· The legislation shifts from the concept of Delivery Agent to the
entrenchment of ConsolidatedMunicipal ServiceManager language. A
significant expansion of the role of CMSM is associated with this new
language. Of particular concern with this role expansion is the increased
local responsibilities to;
35
a. assess child care and early years programs for economic viability, as
detailed in section 56(d); and
b. review and comment on applications for licensure, as detailed in
section 20(3), section 23(1)(f) and section 62(1).
The City has typically remained outside of these types of licensing and business
issues. The City would be further concerned about the extent of involvement that may
be required by detailed regulations. Should the Province pursue this requirement,
consideration should be given to municipal governments and additional staffing and
financial resources provided to undertake these activities. In the absence of more
detailed information, the City of Ottawa anticipates this would require up to 12
additional full-time staff, at a cost of $960,000.
· The legislation requires the CMSM to maintain the provincial interest. As
stated in sections 49(1)(e)(i), (ii) and (iii) of the proposed legislation, the
CMSM is required to respond "...to communities' needs by, providing
services both for families who receive financial assistance for child care
and for families who do not receive such financial assistance; providing
a range of service options to support parents who are part of the
workforce, such as options that address varied working hours and
arrangements; and providing centre-based and home-based options for
families in relation to the receipt of licensed child care;"
The City of Ottawa is concerned about the significance of the service manager role in
achieving provincial objectives and maintaining the provincial interest. This is an
expanded role that extends to all programs and services. Currently the City only
coordinates delivery of service between the CMSM and those agencies providing
subsidized child care. This represents the largest proportion of provincial funds
currently flowed to the City of Ottawa as the Delivery Agent on behalf of the Province.
Furthermore, a requirement to ensure the provincial interest with respect to "...high
quality experiences and positive outcomes for children...",as detailed in section
49(1)(c) is admirable; however, any requirements for quality and/or accreditation
should be maintained provincially and linked to licensing.
The City has great difficulty with a role that would require maintenance of the
provincial interests, which one could construe as universal child care, when the
Province has no funding relationship with the majority of these agencies. In Ottawa
they represent 75% of agencies and child care spaces in the community. A role
36
beyond delivery agent is not one which Ottawa is equipped to meet from a financial
or human resource perspective. If the Province continues with this requirement then
the financial implications must be analyzed and sufficient funds must be allocated to
local governments to take on this expanded role. The City of
Ottawa estimates this would require approximately 16 additional full time staff at a
cost of $1.28M.
Even if the Province can allocate additional resources to address this, the City of
Ottawa does not believe that this is an appropriate role for the CMSM. The Province
of Ontario does not fund universal child care and the relationship between agencies
and full fee paying parents is a business transaction which should not include the
CMSM.
Finally, the provision of quality child care should be a provincial role, integrated with
the licensing process and adequately maintained and funded by the Province.
· The requirement for a service plan submission to, and approval by, the
Province is unclear.
The City of Ottawa has some concern about the lack of clarity associated with the
language in section 51. At present it could be interpreted that the service plan must
be approved by Council before it is submitted to the Province. The associated
language in section 51 (3) that states: The plan must comply with any procedural
requirements prescribed by the regulations, including requirements related to the
frequency with which a plan must be developed, reviewed, updated or approved."
This language may be problematic if the Province dictates these elements and does
not consider the local planning and time lines of municipal governments.
The City is seeking more clarity in this section, as well as encouraging the Province
to implement regulations that allow municipalities to define the details of each item
identified in section 51 (3). There has been no service planning requirement in place
by the Ministry of Education since 2009 and local planning processes have been
accepted to date. It would be disruptive of the municipal- provincial relationship for
the Province to become more directive in local planning.
· The requirement for CMSMs to develop a service plan in consultation with
school boards, with no clear authority between the CMSM and the school
boards.
37
This area is of particular concern as the Province has expanded into full day
kindergarten and introduced the School's First Policy with little to no consultation with
CMSMs. As a delivery body, child care and early learning in schools is a much more
costly system. The Province requires CMSMs to pay a set rate to school boards (as
determined by the board). Such provincial direction already in place has created an
imbalance in the relationship between municipalities and school boards. It has also
further alienated the community-based child care providers who work within
municipally developed financial policies.
The City of Ottawa and local school boards have traditionally worked independently
while maintaining a positive level of interaction. The City of Ottawa is not interested
in pursuing an expanded role in system planning with school boards. If, however, the
province does proceed with this priority, the legislation and accompanying regulations
should ensure that school boards expanded child care arrangements must comply
with the same local financial practices as community-based providers. This will build
more equity between the two systems and recognize the cost restraints, within which
those municipalities having significant waitlists for access to subsidized care are
operating.
The City of Ottawa asserts that full day kindergarten and School's First are initiatives
of the Ministry of Education and should be managed provincially, not locally.
The City of Ottawa would like to thank the Province for the opportunity to comment on
the draft CCMA and looks forward to future opportunities to comment on revised
legislation and regulations
Sincerely,
Aaron Burry
General Manager
Community and Social Services Department
38
Appendix B: Child Care Modernization Timeline
Consultation Strategy
·
2014: Expert Panel and the Transition workgroup
·
2014 and 2015: Stakeholder Reference Group
·
2015: Expert panel on viability and sustainability
·
2014 through 2020:Community consultation and engagement
New Waitlist Management System
·
2014: Implementation of the Child Care Registry and Waitlist
Floating Fee Subsidy System
·
2014: Implementation of floating spaces pilot
·
2015: Evaluation of floating spaces pilot
·
2016: System-wide implementation of floating spaces (fee subsidy follows child)
Funding
·
2015: Completion of new contribution agreements
·
2016: Implementation of the new funding framework (general operating grant)
·
2015 through 2020: Implementation of the Stabilization Initiative for child care
39
Appendix C: Principles for Child Care Modernization
These principles support the City of Ottawa’s 2013-2017 Child Care Modernization
Framework, and are in alignment with the Provincial Early Years Policy Statement.
Table 11: Principles for Child Care Modernization
Principle
1. Parental Choice
What This Means
·
Implement a gradual shift to ‘floating subsidies’ (subsidy
follows the child)
·
Families can choose where their child receives subsidized care
2. Priority Access to ·
Subsidy
·
Preserve access to child care in underserved neighbourhoods
3. Unique Needs
·
Focus on families most in need, including children with
documented Special Needs, and children from First
Nations/Métis/Inuit families
·
Maintain Francophone funding allocation proportionate to the
census Francophone population with children aged 0-ten
·
Maintain Head Start programs
·
·
Establish a standardized funding formula
Develop contracts with agencies, including performance
measures to demonstrate that the agency meets:
o Provincial licensing and quality frameworks
o Continuous service improvements
o Efficient service provision
·
Major and minor capital funding allocation to agencies meeting
operating performance measures
5. System
Sustainability
·
Operate within approved budgets
·
Assist agencies to remain viable with transitional funding
6. Integrated
Planning
·
Support system planning with school boards and community
partners
Apply evidence based decision-making
4. System
Accountability
·
7. Transparency
and Engagement
·
Develop a prioritized waitlist for subsidy
o All applications are date stamped
o Application process is streamlined
Consult with community partners and parents on an ongoing
basis
40
Appendix D: List of Ottawa Early Intervention Programs (Headstart)
Table 12: List of Ottawa Early Intervention Programs (Headstart)
Ottawa Early Intervention Program
Ward
1. Carlington Annavale Headstart Nursery School
16
2. Ottawa Children's Aid Society Headstart Nursery
11
3. Cornerstone Children's Centre
10
4. Hawthorne Meadows Nursery School
18
5. Nanny Goat Hill Nursery School and Queensway Preschool
14 & 15
6. Pinecrest Queensway Nursery School
7
7. Heatherington Nursery School
10
8. Ottawa Inuit Children’s Centre
12
9. Foster Farm Municipal Child Care Centre
7
10. Esther By Municipal Child Care Centre
16
41
Appendix E: List of Early Year’s Centres / Child and Family Centres in
Ottawa
Table 13: List of Early Year’s Centres / Child and Family Centres in Ottawa
Name
Location
Contact Information
Carleton
Ontario
2 MacNeil Court,
Kanata, Ontario,
K2L 4H7
Tel: 613-591-3686
E-mail: [email protected]
Website: www.wocrc.ca
NepeanCarleton
City View Centre for Child and
Family Services,
1099 Longfields Dr, Ottawa,
Ontario,
K2J 5L2
475 Evered Avenue, Ottawa,
Ontario,
K1Z 5K9
2330 Don Reid Drive, Ottawa,
Ontario,
K1H 1E1
Tel: (613)825-5990
E-mail:
[email protected]
Website: www.cityviewcentre.ca
Ottawa
Centre
Ottawa
South
OttawaOrleans
240 Centrum Blvd. Suite 105,
Orléans, Ontario,
K1E 3J4
OttawaVanier
270 Marier Avenue (1st floor),
Ottawa, Ontario,
K1L 5P8
OttawaWest
Nepean
1365 Richmond Road,
Ottawa, Ontario,
K2B 6R7
Tel: (613) 728-1839
E-mail: [email protected]
Website: http://www.mothercraft.com
Tel: (613) 737-6369
E-mail: [email protected]
Website: http://www.afchildcare.on.ca/oneyc
enterj-e.html
Tel: (613) 830-4357
E-mail: [email protected]
Website: http://crcoc.ca/programsservices/age-0-6/ontario-early-years-centreottawa-orleans/
Tel: (613) 744-2892 ext.1432
E-mail: [email protected]
Website: http://www.cscvanier.com
Tel: 613-820-4922
E-mail: [email protected]
Website: http://www.pqchc.com/childrenfamily-services/ontario-early-years-centre
42
Appendix F: Summary of Child Care Consultations in 2014
Table 14: Summary of Child Care Consultations in 2014
Title
Number of
Meeting(s)
10
Number of
Attendees
17
5
16
Early Year’s Centre
(EYC’s)
2
7
Licensed Home
Child Care Network
(LHCCN)
3
10
Headstart
2
12
Stakeholder
Reference Group
(SRG)
Transition
Workgroup
Purpose
Provide feedback on
changes/developments
Outcome(s)
Review of feedback and
recommendations,
ongoing discussions
Recommendations on
Feedback used in
development,
development of content
implementation and
for Ottawa.ca/daycare,
improvement of child care development of
information system for
partnerships for transfers
parents. Identify needs,
from 311 to community
gaps, methods to access organizations
information
Collaborate to support
Development of
increase of parents
partnerships for transfers
accessing EYC for child
from 311
care information
Provide feedback/make
Recommendations
recommendations on the implemented. Ongoing
new waitlist; specific to
collaboration to ensure
licensed home child care technology meets the
needs of the licensed
home child care
community
Discuss impact of new
City developed on site
waitlist system and
support in the four social
process to apply for a
service centres, assist
subsidy for Headstart
parents in making
families. Develop
application for subsidy in
recommendations to best a Headstart program.
support more vulnerable
families seeking child
care. Begin research
conversation.
43
Title
Number of
Meeting(s)
1
Number of
Attendees
15
Information about
Child Care-Needs
Assessment
2 surveys
7 focus
groups
Provider
survey-71
Parent
survey-224
Focus
groups- 50
French Language
Workgroup
2
4
Child Care
Information and
Consultation
Sessions
May 2014
English
Sessions-2
French
Session-1
November
2014
English
Sessions-2
French-1
Session
Total 250
Configuration
WorkgroupCity of Ottawa Staff
Licensed Child Care
Providers
Parents
Total 200
Purpose
Outcome(s)
Develop
recommendations on all
configurable options and
language in the new
waitlist system, for both
parent and provider
portals.
Collect data on types of
child care related
information
parents/providers are
seeking, how they prefer
to access this type of
information
Provide feedback and
develop
recommendations on the
French language in the
new waitlist system
May 2014
Presentation of the
Ottawa Neighbourhood
Study
Update and
demonstration of the
Child Care Registry and
Waitlist
Update on floating
spaces pilot
Update on capital funding
Roundtable consultation
on key questions
November 2014
Update on municipal
review
Language changes made
and recommendations
implemented in the new
waitlist system (where
possible)
44
Develop
Ottawa.ca/childcare as
“one stop” access to child
care related information.
Develop training plan and
scripts for 311 call centre
agents
Language changed
based on
recommendations of
workgroup
Commitment to host
information and
consultation session
annually
Title
Number of
Meeting(s)
Number of
Attendees
Purpose
Update on capital funding
Update on system
integration and access to
information about child
care
Update on prioritized
access to subsidies
Update on floating
spaces pilot
Update on funding
framework
Roundtable consultation
on key questions
45
Outcome(s)
Appendix G: Priority Criteria
In order of priority, the following income levels will be prioritized:
Financial Eligibility
1. Social Assistance recipients (OW/ODSP)
2. Families living below LICO
3. Families earning between $20,000 and $40,000 (net)
4. Families earning more than $40,000 (net)
In order of priority, consideration will be given to the following employment-related
activities:
Employment Activity
1. Social assistance recipients who are exiting OW/ODSP for employment
2. Social assistance recipients with eligible participation agreements
3. Families with former child care subsidies returning from parental leave
4. Full-time employment (more than 30 hours per week)
5. Part-time employment
6. Looking for employment
In order of priority, consideration will be given to the following training-related activities:
Studying & Training Activity
1. Completing high school
2. Social assistance recipients who are exiting OW/ODSP for post-secondary
education
3. Equivalency for Foreign Credentials
4. Second Language Training
5. Completing college / apprenticeship
6. Completing undergraduate work
7. Completing graduate work
Other Priorities
· Single parent family
·
First nations / Inuit / Métis family
·
Child with a documented recognized need
·
Parent with documented illness or disability
46
Appendix H: Priority Demographics by Ward
Table 15: Priority Demographics by Ward
Ward
Number
and Name
Per cent of
population
under Low
Income
Cut-off
(LICO)
Number of
Children on
Waitist for
Subsidy4
Per cent
of
Children
0 to 12 5
Number
of
Licensed
Agencies
per ward5
Ward 1
Orléans
5%
122
5%
21
Number
of Home
Child
Care
Agencies
Serving
Ward 7
5
Ward 2
Innes
Ward 3
Barrhaven
Ward 4
KanataNorth
Ward 5
West
CarletonMarch
Ward 6
Stittsville
6%
116
4%
14
5
576
6%
149
8%
16
8
293
5%
74
5%
17
5
12
5%
19
3%
3
5
0
5%
33
3%
16
6
0
Ward 7
Bay
Ward 8
College
Ward 9
KnoxdaleMerivale
19%
257
5%
12
8
512
11%
193
5%
15
8
193
10%
146
4%
8
8
30
4
OneHSN, March 2015
Province of Ontario, 2015
6
City of Ottawa, 2015
5
47
Number of
subsidized
spaces (by
Maximum
Confirmed
budget) per
ward (approx)6
243
Ward
Number
and Name
Per cent of
population
under Low
Income
Cut-off
(LICO)
Number of
Children on
Waitist for
Subsidy4
Per cent
of
Children
0 to 12 5
Number
of
Licensed
Agencies
per ward5
Ward 10
GloucesterSouthgate
Ward 11
Beacon Hill
Cyrville
Ward 12
RideauVanier
Ward 13
RideauRockcliffe
Ward 14
Somerset
Ward 15
Kitchissippi
Ward 16
River
Ward 17
Capital
Ward 18
Alta Vista
Ward 19
Cumberlan
d
Ward 20
Osgoode
17%
258
6%
11
Number
of Home
Child
Care
Agencies
Serving
Ward 7
12
12%
177
3%
12
6
57
25%
198
2%
20
7
683
20%
206
4%
18
7
184
20%
119
2%
13
5
215
12%
103
4%
23
6
345
21%
221
5%
14
9
249
14%
62
3%
17
9
158
19%
255
5%
17
8
151
5%
158
6%
14
6
87
5%
31
3%
5
9
50
48
Number of
subsidized
spaces (by
Maximum
Confirmed
budget) per
ward (approx)6
240
Ward
Number
and Name
Per cent of
population
under Low
Income
Cut-off
(LICO)
Number of
Children on
Waitist for
Subsidy4
Per cent
of
Children
0 to 12 5
Number
of
Licensed
Agencies
per ward5
Ward 21
RideauGoulbourn
5%
13
3%
5
Number
of Home
Child
Care
Agencies
Serving
Ward 7
10
Ward 22
GloucesterSouth
Neapean
Ward 23
KanataSouth
6%
177
6%
10
13
245
6%
120
5%
19
5
629
49
Number of
subsidized
spaces (by
Maximum
Confirmed
budget) per
ward (approx)6
0
Appendix I: General Operating Grant Funding Policy
Provincial Direction
As per the 2015 Child Care Funding Guidelines, the General Operating Grant (GOG) is
a provincial funding envelope for licensed nonprofit child care providers. “The purpose
of the General Operating expense is to support the costs of operating licensed child
care programs in order to reduce wait times and fees for services, stabilize service
levels, and (where funds allow), improve access to high quality affordable early learning
and child care services for children and their families.” (2015 Child Care Funding
Guidelines, page 39)
Policy Statement
All licensed child care providers receive an equitable funding allocation for operating
child care programs, supporting children and their families.
Policy Requirements
The City requires that operators use operating funding allocations to support a stable
and ongoing wage base. The GOG funding is anticipated to be phased-in over five
years for those agencies not currently funded or funded below this equitable rate. Any
reductions in funding levels would be gradually implemented for those agencies
currently funded above the equitable rate over a five year period, beginning in 2016.
Program Objectives
The General Operating Grant is allocated to licensed not-for-profit child care programs
in order to:
·
·
·
Decrease wait times and fees for services;
Stabilize service levels;
Increase access to high quality affordable early learning and child care services
(where funds allow).
Program Principles
·
·
·
All funding is subject to the availability of provincial child care funds allocated to
the City of Ottawa.
Funding is allocated equitably and in a transparent manner to all licensed not-forprofit agencies in the City of Ottawa.
The City consulted with the child care community to develop the GOG.
Reflective of identified community priorities, the GOG has two components:
(each comprises of 50 per cent of the total allocation) Base GOG and
Government Priority Grant.
50
Principles for Prioritization of Eligibility Costs:
The following local priorities were considered in developing the formula for calculating
the General Operating Grant:
·
·
Age Group Served: Funding is weighted by age with younger age groups
receiving more funding.
Operating Costs: The City will pay the same daily rate (per diem) for subsidized
spaces as those established by the operator for full fee spaces. As the GOG is
intended to maintain reasonable fees for parents, operators may be required to
provide a rationale to the City for the established daily rates where the rates are
disproportionately higher than the norm, as defined by the City of Ottawa.
·
Quality and Wage: As per the Provincial Guidelines, the GOG should be
prioritized to allow operators to provide a fair and substantial wage in order to
attract and retain qualified staff.
·
Vulnerable Groups: Supporting programs that serve children with special
needs, as well as Aboriginal and Francophone children and those living below
LICO (Low Income Cut-Off).
Eligibility
The following mandatory conditions must be met in order for a child care provider’s
application for the GOG to be considered:
·
·
·
Must be located in Ottawa;
Must demonstrate financial viability and be in good standing with the City of
Ottawa;
Must be incorporated under a provincial or federal legislative act governing notfor-profit corporations;
o Exception: For-profit child care operators who were previously
grandfathered will be eligible for GOG if they convert to not-for-profit
status by December 31st 2015
·
Must be a licensed child care provider by the Province of Ontario, Ministry of
Education and subject to the requirements of all pertinent legislation including the
Day Nurseries Act (to be replaced by the Child Care and Early Years Act when
enacted), etc ;
·
Must demonstrate the ability to meet minimum wage and mandatory benefits
requirements without operating funding;
·
·
Must agree to accept children who require a fee subsidy;
Agree to use of the Child Care Registry and Waitlist;
·
Agree to maintain reasonable child care rates as approved by the child care unit.
51
Ineligibility
·
For-profit child care operators do not qualify for the GOG
·
School Boards do not qualify for the GOG.
Eligible costs
General Operating Grant funding must be used for operating costs including:
·
·
·
staff wages and benefits
lease and occupancy costs
utilities
·
·
administration
transportation for children
·
·
resources
nutrition
· supplies and maintenance.
As outlined in the Provincial guidelines, funding can only be used to offset salary costs
over and above the operator’s regulatory requirements for minimum wage and
mandatory benefits
Ineligible costs
·
Bonuses (including retiring bonuses), gifts and honoraria paid to staff are
inadmissible expenses except for in the case that they are provided as a
retroactive wage increase that will be maintained the following year;
·
Debt costs including principal and interest payments related to capital loans,
mortgage financing, and operating loans;
Property taxes;
·
·
·
·
Non-arm’s length transactions not transacted at fair market value;
Fees paid on behalf of staff for membership in professional organization such as
the College of Early Childhood Educators are inadmissible;
And any other expenditure not listed under the allowable expenses section.
Application Process
·
To apply for the GOG, child care providers must complete an application and
submit the required documents. Child care providers will be required to answer
questions and provide documents pertaining to their:
o Agency information
o Licensed/Operating capacity
o Financial status
o Daily per diem rates
52
·
Details of the application process, including application deadlines will be
available online at www.ottawa.ca/daycare.
·
In order to ensure that funding levels are stable for service providers, not-forprofit child care operators who apply for funding or for a readjustment to their
GOG after the 2015 application process will only be considered for the General
Operating Grant if:
o The Province increases total funding for child care above the inflationary
requirements or
o The funding envelope is not fully expended (from underutilization of fee
subsidies, adjustments to licensed capacity or agency closures).
Calculation of GOG
·
·
·
The Base General Operating Grant will be distributed equally to all licensed notfor-profit operators in Ottawa based on licensed capacity, and weighted by age
group.
The Government Priority Grant will be distributed to all providers who qualify for
the Base GOG and is based on the number of subsidized children in care
(weighted by age group with younger age groups receiving more funding). The
Government Priority Grant may fluctuate from year-to-year and is dependent
upon parental choice for care in a system where the subsidy follows the child. It
is calculated based on the most recent twelve month fee subsidy utilization
period.
Many agencies will see little change or a modest increase over their current
funding. For agencies that are within receiving ± 5% or less of the estimated
GOG calculation, no adjustments will be made. It is anticipated that with
inflationary increases these situations will equalize over time.
City Contribution
·
100% provincial dollars – no municipal investment
Reporting Requirements for recipients
Child care providers will be required to submit yearly reports and complete an annual
reconciliation process as outlined in the Contribution Agreement. This may include, but
is not limited to:
· Updated corporation profile report;
·
·
Verification of Governance;
Resolution of Directors;
·
Signing Authority;
53
·
·
Audited Financial Statements outlining operational requirements ;
Comprehensive / commercial general liability insurance; and
·
Yearly financial cost summary and receipts to support all expenditures for
funding granted.
54
Appendix J: Child Care Stabilization Initiative Funding Policy
Policy Statement
The City recognizes the importance of stability in the child care sector for the benefit of
children and their families. The City will support the child care sector through the
transition to new funding to ensure families are able to access the care required in their
community.
Policy Requirements
The Stabilization Initiative is comprised of transition funds from municipal child care
reserves. The Stabilization Initiative will help to provide additional funding to child care
agencies that will experience a reduction in total provincial funding due to their new
funding allocation. Funds will be available to eligible licensed child care programs from
2015 through 2020. Two envelopes of transition funding are available within the
Stabilization Initiative:
1. Emergency Bridge Funding
2. GOG Transition Funding
Program Objectives
Funding under the Stabilization Initiative will be allocated to licensed not-for-profit child
care programs in order to:
·
·
minimize impact to families;
stabilize service levels; and
·
minimize financial hardship for licensed child care programs.
Program Principles
Funding is allocated equitably and in a transparent manner to all not-for-profit agencies
in the City of Ottawa.
1. Emergency Bridge Funding (2015 through 2020): Funding to support licensed
not-for-profit agencies that will receive funding in 2016 within the new General
Operating Grant or Floating Subsidy system, but who are experiencing financial
difficulties or who are at risk of closure;
2. GOG Transition (2016 through 2020): Funding for licensed not-for-profit child
care providers who experience a reduction in total provincial funding due to the
shift to the General Operating Grant from 2016 to 2020.
55
Eligibility
The following mandatory eligibility conditions must be met:
1. Emergency Bridge Funding
·
Must be located in Ottawa
·
Must be incorporated under a provincial or federal legislative act
governing not-for-profit corporations;
·
Must be a licensed child care provider by the Province of Ontario, Ministry
of Education, and subject to the requirements of all pertinent legislation
including the Day Nurseries Act (to be replaced by the Child Care and
Early Years Act when enacted), etc.
·
Must be a licensed child care incorporated under a provincial or federal
legislative act governing not-for-profit corporations as of March 31, 2015
·
Must demonstrate that they are experiencing financial difficulties and are
at risk of closure;
·
Must be eligible for the GOG and Fee Subsidy Funding in 2016; and
·
Must identify how they will become financially viable, present a realistic
solution(s) and timelines, and provide a plan that identifies anticipated
outcomes.
2. GOG Transition Funding
·
·
Must be located in Ottawa
Must be incorporated under a provincial or federal legislative act
governing not-for-profit corporations;
· Exception: For-profit child care operators who were previously
grandfathered will be eligible for GOG if they convert to not-forprofit status by December 31st 2015;
·
Must be a licensed child care provider by the Province of Ontario, Ministry
of Education, and subject to the requirements of all pertinent legislation
including the Day Nurseries Act (to be replaced by the Child Care and
Early Years Act when enacted) etc
·
Must be a licensed not-for-profit child care provider who had a Wage
Subsidy and/or Provincial Pay Equity Funding (excluding Pay Equity
Union Settlement) contract with the City of Ottawa in March 31, 2015 and;
·
The Child Care provider’s eligibility for GOG is calculated at less than their
2015 Wage Subsidy allocation; and/or
56
·
Must be a licensed child care provider who had purchase of service fee
subsidy contract with the City of Ottawa in March 31, 2015;
·
Must agree to continue to accept fee subsidized children; and
·
Must demonstrate reasonable efforts to fill vacant licensed spaces with full
fee and subsidized parents.
Eligible Costs
·
Staff wages and benefits
·
·
Lease and occupancy costs and utilities
Administration
·
·
Nutrition
Supplies and maintenance
Ineligible costs
·
Debt costs including principal and interest payments related to capital loans,
mortgage financing, and operating loans
·
·
Property taxes
Non-arm’s length transactions not transacted at fair market value
Application
1. Emergency Bridge Funding
Applications for Emergency Bridge Funding must be submitted in 2015 to
[email protected] or by mail at 100 Constellation, 8th floor- Child Care Unit“Attention-Stabilization Initiative”.
2. GOG Transition Funding
Child care providers must indicate if they wish to be considered for GOG
Transition Funding when applying for the General Operating Grant in 2015.
Details of the application process, including application deadlines will be
available online at www.ottawa.ca/daycare.
Criteria of Calculation or Prioritization of Applications
1. Emergency Bridge Funding
Allocation will be based on the actual requests received from licensed not-forprofit child care providers that meet the prescribed eligibility criteria. Priority will
be given to agencies that meet the at least one of the following priorities:
· Agencies that have been affected by Full Day Kindergarten
implementation;
57
·
Agencies that have a specific mandate and can demonstrate serving
vulnerable groups of children; and
·
Agencies operating a child care program in an area considered high
needs within the City of Ottawa.
2. GOG Transition Funding
The maximum amount of GOG Transition funds allocated to an agency will be
based on the 2015 Wage Subsidy.
City Contribution
·
The $7.75M contribution for the Stabilization Initiative is funded entirely from
the child care reserves.
Reporting Requirements for recipients
Child care providers will be required to submit yearly reports and complete an annual
reconciliation process as outlined in the Contribution Agreement. This may include, but
is not limited to:
·
·
Updated corporation profile report;
Verification of Governance;
·
·
·
Resolution of Directors;
Signing Authority;
Audited Financial Statements outlining operational requirements ;
·
·
Comprehensive / commercial general liability insurance;
Yearly financial cost summary and receipts to support all expenditures for
funding granted; and
·
Submission and approval of a viability and sustainability plan outlining steps
taken to adjust their business to the new funding model.
58
Appendix K: Municipal Health & Safety Funding Policy for 2016
Policy Statement
The City recognizes the importance of health and safety training for licensed, not-forprofit child care providers and to address emerging needs in an affordable way for the
benefit of children in their care.
Policy Requirements
Municipal Health and Safety, 100 per cent municipal funding, is for licensed, not-forprofit child care operators. Child care service providers are to use this funding to
address emerging health and safety needs, increase access to high quality affordable
learning and child care spaces, and to maintain their current child care capacity or
service levels. Funding will be allocated based on licensed capacity as of 2016.
Program Objectives
Municipal Health and Safety Funding is allocated to licensed not-for-profit child care
operators in order to:
·
Maintain quality early learning child care environments as per Ministry of
Education licensing standards
·
·
Address emerging health and safety needs
Increase access to high quality affordable early learning and child care
·
Maintain current child care capacity or service levels
Program Principles
·
All funding is subject to the availability of municipal child care reserve funds
allocated to the City of Ottawa
·
Funding is allocated equitably and in a transparent manner to all licensed not-forprofit agencies in the City of Ottawa
Eligibility
The following mandatory conditions must be met in order for a child care provider’s
application for Municipal Health & Safety Funding to be considered:
·
Must be incorporated under a provincial or federal legislative act governing notfor-profit corporations by December 31, 2015;
·
Must be a licensed child care provider by the Province of Ontario, Ministry of
Education, and subject to the requirements of all pertinent legislation including
the Day Nurseries Act (to be replaced by the Child Care and Early Years Act
when enacted), etc.
59
Eligible Costs
·
Cost of repairs and minor renovations;
·
·
Repairs and replacement of furniture, appliances and equipment;
Costs associated with health and safety related projects as identified by the
Ministry of Education during the annual licensing process; and
Funds may be in kept in an agency’s reserve for unexpected emergencies.
·
Ineligible costs
·
Staff wages and benefits;
·
Debt costs including principal and interest payments related to capital loans,
mortgage financing, and operating loans;
·
Property taxes; and
·
Non-arm’s length transactions not transacted a fair market value.
Application
To apply for Municipal Health and Safety funding, providers must complete an
application and submit the required documents. Providers will be required to answer
questions and provide documents pertaining to their:
·
Agency information
·
·
Licensed/Operating capacity
Financial status
Details of the application process, including application deadlines will be available
online at www.ottawa.ca/daycare.
Calculation of Municipal Health and Safety Funding
Municipal Health and Safety Funding will be distributed equally to all licensed not-forprofit operators in Ottawa based on licensed capacity.
City Contribution
The total contribution for Municipal Health and Safety Funding is $750K annually,
funded entirely from municipal child care reserves between 2016 and 2020.
Reporting Requirements for recipients
Child care providers will be required to submit yearly reports and complete an annual
reconciliation process as outlined in the Contribution Agreement. This may include, but
is not limited to:
·
Updated corporation profile report;
60
·
·
Verification of Governance;
Resolution of Directors;
·
·
Signing Authority;
Audited Financial Statements outlining operational requirements; and
·
Comprehensive / commercial general liability insurance.
61
Appendix L: Wage Enhancement Grant Funding Policy Statement
Provincial Direction
The wage enhancement grant is a provincial funding envelope and is available to all
licensed Child Care Providers. “…wage enhancement will benefit low-income child care
program staff in the sector, help retain Registered Early Childhood Educators (RECEs),
and support access to stable, high-quality child care programs for children in Ontario.
The wage enhancement will also help close the wage gap between registered early
childhood educators (RECEs) working in full-day kindergarten (FDK) programs and
RECEs/other child care program staff working in licensed child care settings.” (2015
Child Care Funding Guidelines, page 43)
Policy Statement
The City supports wage enhancements to benefit low-income child care staff in the child
care sector as per the provincial direction.
Policy Requirements
The wage enhancement grant (WEG) will support an increase of up to $1 per hour in
2015, plus 17.5 per cent benefits, with an additional increase in 2016. The Home Child
Care Enhancement Grant (HCCEG) will support an increase of up to $10 per day in
2015 for home child care providers.
Program Objectives
The City is the delivery agent of provincial WEG/ HCCEG to local licensed child care
service providers. The funding objectives are to:
·
close the wage gap between RECE (Registered Early Childhood Educators) in
the school board and licensed child care sectors;
·
stabilize licensed child care providers by helping them retain RECEs/child care
staff; and
·
support greater employment and income security.
Program Principles
1. Wage Enhancement Grant:
· will be transferred to licensed child care centers and home child care agencies to
support eligible child care program staff and home visitors; and
· will support an increase of up to $1 per hour, plus 17.5 per cent benefits.
2. Home Child Care Enhancement Grant:
62
· will be transferred to licensed home child care agencies to support eligible home
child care providers; and
· will support an increase of up to $10 per day.
Eligibility
The following mandatory eligibility conditions must be met for the WEG/HCCEG
1. Wage enhancement:
Centre-Based Child Care and Home Child Care Visitor Positions:
To be eligible to receive the full 2015 wage enhancement, RECEs, home visitors and
other child care program staff must be employed in a licensed child care position that:
·
Existed in a licensed child care centre or home child care agency between
January 1, 2014 and October 31, 2014;
·
Has an associated wage of less than $25.27 per hour;
·
Is categorized as a child care supervisor, RECE, home child care visitor, or can
be otherwise counted toward adult to child ratios under the Day Nurseries Act (to
be replaced by the Child Care and Early Years Act when enacted).
·
Supplementary program staff positions that are in place to maintain lower adultchild ratios than required under the DNA are also eligible for wage enhancement.
Partial Wage Enhancement
·
·
Where an eligible centre-based or home visitor position has an associated wage
rate that is between $25.27 and $26.27 per hour, as of October 31, 2014, that
position is eligible for a partial wage enhancement. The partial wage
enhancement will increase the wage of the qualifying position to $26.27 per hour
without exceeding the cap.
For example, if an RECE position has a wage rate of $25.50 per hour it would be
eligible for wage enhancement of $0.77 per hour.
2. Home Child Care Enhancement Grant
Home Child Care Providers
In order to be eligible to receive the full HCCEG of $10 per day, home child care
providers must:
· Hold a contract with a licensed home child care agency between January 1, 2014
and October 31, 2014;
·
Serve the equivalent of two full-time children enrolled in their program who have
been assigned to them by a licensed home child care agency; and,
63
·
Receive less than $252.70 per day in fees from their agency.
If a home child care provider does not qualify for the full HCCEG because they serve
less than the equivalent of two full-time children assigned to them by their agency, they
can still qualify for the a partial HCCEG of $5 per day if they:
·
Are regulated through a licensed home child care agency as of October 31,
2014;
·
Serve less than two full-time equivalent children, assigned to them by a licensed
home child care agency; and,
·
Receive less than $126.35 per day in fees from their agency.
Eligible Costs
WEG/HCCEG is an enveloped allocation. The City will be required to use the funding
only for the intended purpose of:
· increasing wages of eligible centre-based staff and home visitors by up to $1 per
hour plus 17.5 per cent benefits, or
·
providing a daily increase of up to $10 for licensed home child care provider
Ineligible Costs
WEG/HCCEG may not be used to:
· support benefits above 17.5 per cent;
·
·
fund overtime pay in 2015;
support system expansion or reduce fees;
·
increase the wage and benefits of cooks, custodial and other non-program staff
positions; and
·
increase the wage and benefits of Special Needs Resource-funded resource
teachers/consultants and supplemental staff.
o The only exception to this provision is if at least 25% of the non-program
staff position is used to support ratio requirements; in which case the staff
would be eligible for a partial wage enhancement.
If at any point a home child care provider stops serving agency placed children the
home child care agency must terminate the transfer of HCCEG funds to the provider.
Application
Details for the WEG application process, including application deadlines will be
available online by May 1, 2015 at www.ottawa.ca/daycare. Child care providers must
complete the application by the posted deadline of June 30, 2015 to be considered for
WEG/HCCEG.
64
Criteria of Calculation or Prioritization of Applications
Wage enhancement funding is an entitlement initiative. This means that up to $1 per
hour plus 17.5 per cent benefits or $10 per day for PHDC providers, must be provided
to all qualifying positions based on actual hours/days worked in 2014, regardless of their
operator’s auspice, participation in municipal quality initiatives, or current purchase of
service status with the City.
An automatic calculation is built into the application template, which means that the City
will add the totals generated by all applications to determine the total 2015 Wage
enhancement/HCCEG allocation. Data gathered through the application process will
submitted to the Province by August 31, 2015. Wage enhancement/HCCEG
entitlement will be recalculated on an annual basis. This means that the City will be
required to collect/review operator data annually.
City Contribution
The Province will fund 100 per cent of qualifying wage enhancement/HCCEG requests
received by the City.
Reporting Requirements for recipients
Child care providers that are deemed eligible for wage enhancement/HCCEG will be
required to submit yearly reports and complete an annual reconciliation process as
outlined in the Contribution Agreement. This may include but is not limited to:
·
·
Updated corporation profile report;
Verification of Governance;
·
·
·
Resolution of Directors;
Signing Authority;
Audited Financial Statements outlining operational requirements;
·
·
Comprehensive / commercial general liability insurance;
Submit a statement which attests that 100 per cent of wage enhancement
funding was provided directly to eligible child care staff with $1.00 per hour
provided for wage plus 17.5 per cent provided for benefits (can be included in the
contribution agreement);
·
Submit a statement completed by participating home child care agencies which
attests that 100% of HCCEG funding was provided directly to eligible home child
care providers and 100 per cent of wage enhancement funding was provided
directly to eligible home visitors (can be included in the contribution agreement);
and
65
·
Operators clearly indicate on staff pay cheques and home child care provider fee
transfers the portion of funding that is being provided through the wage
enhancement/HCCEG labeled as follows:
o Provincial child care wage enhancement
o Provincial home child care enhancement grant
66
Appendix M: 2015 Detailed Description of Provincial Funding
Categories
Table 16: 2015 Detailed Description of Provincial Funding Categories
Category
Description
Core Service
Delivery
Supports child care operating costs and includes a mix of 100 per cent
provincial dollars and dollars that must be cost shared with
municipalities, with municipalities paying either a 20 or 50 per cent
share, depending on its use. The Core Service Delivery Allocation
makes up 78 per cent of the total provincial funding and is used to
support the availability of licensed child care for all parents and access
to fee subsidy. The Special Purpose allocation (21 per cent of the
total) supplements the Core Service Delivery allocation by supporting
the unique costs of providing services in prescribed areas and to
certain target populations.
Wage
Enhancement
Wage enhancement will support an increase of up to $1 per hour in
2015, plus 17.5 per cent benefits. Home child care enhancement
grant will support an increase of up to $10 per day.
This will help close the wage gap between registered early childhood
educators (RECE) working in full-day kindergarten programs and
RECE’s working in licensed child care settings.
CMSMs are required to continue serving children with special needs
by spending at least 4.1 per cent of their total child care allocation on
Special Needs Resourcing.
Special Needs
Resourcing
Pay Equity
As a result of the Memorandum of Settlement, the Province
announced additional proxy pay equity funding for eligible non-profit
service providers. In order to be eligible, child care programs were
required to:
• have a proxy order from the Pay Equity Commission;
• have posted pay equity plan(s) based on proxy comparisons;
• have current and/or outstanding proxy obligations; and
• receive funding through CMSMs and DSSABs to provide child care.
67
Category
Description
Special Purpose
Funding (5)
Special Purpose Funding includes the following funding envelopes;
Family Support
Programs
Funding for family support programs is included in the child care and
family support program service agreements as a separate allocation.
Family support program funding will continue to be based on previous
Ministry of Children and Youth Services (MCYS) allocations and
restricted to use only for these programs (i.e. there is no flexibility
between child care and family support program allocations).
1. Transformation Expense: intended to cover one-time costs for
non-profit child care operators, including licensed child care
centres and private home daycare (PHDC) agencies that are
involved in business transformation activities and/or require
business transformation supports.
2. Capacity Building: intended to support professional
development opportunities that build the capacity of licensed
child care operators, supervisors, program staff/caregivers,
home visitors, home child care providers and non-profit
volunteer board members to support the provision of high
quality programs for children ages 0 to 12.
3. Capital Retrofit: intended to help transition and modernize the
not-for-profit child care sector as it adapts to the implementation
of full day kindergarten (FDK). This funding should focus on
strengthening the child care system, promoting longer-term
sustainable child care services and supporting stable fee
structures to help meet the needs of children and families.
4. Small Water Works: intended to support costs related to small
water systems for licensed child care centres.
5. Repairs and Maintenance: intended to support licensed child
care operators and private-home day care agencies that are not
in compliance with licensing requirements or may be at risk of
not being in compliance with licensing requirements under the
Day Nurseries Act. This funding is intended to cover one-time
repair and maintenance costs.
68