FY15 Aspirational Budget

Presentation to the Fiscal Committee November 8, 2013

2

EEC State Budget History

$560 $540 $553,43 $537,23 $520 $500 $508,59 $509,28 $495,97 $505,35 $495,18 $480 $460 $462,16 $479,22 $440 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014

3

FY14 EEC Budget

Line Item

3000-1000 3000-2000 3000-3000 3000-3050 3000-4050 3000-4060 3000-4065 3000-4070 3000-5000 3000-5075 3000-6075 3000-7050 3000-7070 1599-0500 XXXX-XXXX Administration

Descriptor FY14 GAA

$ 12,844,972 Access Management Innovative curriculum in preschool programs Supportive TANF Related Child Care Income Eligible Child Care $ 5,873,862 $ 250,000 $ 76,991,445 $ 128,063,499 $ 222,840,742 Early Education Provider Quality Enhancements $ 150,000 Waitlist Remediation Grants to Head Start UPK Mental Health $ 15,000,000 $ 8,100,000 $ 7,500,000 $ 750,000 Services for Infants and Parents Reach Out and Read Caseload Study Salary Rate Reserve $ 18,164,890 $ 800,000 $ 500,000 $ 11,500,000

$ 509,329,410

4

Strategic Plan Context

The presentation of the FY14 budget request is in the context of the EEC Strategic Plan.

QUALITY: Create and implement a system to improve and support quality statewide.

WORKFORCE: Create a workforce system that maintains worker diversity and provides resources, supports, expectations, and core competencies that lead to the outcomes we want for children.

ACCESS: Increase and promote family support, access, and affordability. All preschool children have access to high quality pre-kindergarten programs that meet family needs.

ACCESS / TRANSPORTATION: All preschool children have access to high quality pre-kindergarten programs that meet family needs.

INFRASTRUCTURE: Build the internal infrastructure to support achieving the vision.

5

Ongoing Needs

We have many ongoing needs to consider, as follows:

1.

Investment in Field Quality: Prior to the Consolidated Net Surplus (CNS) rate increase proposed for FY14, there had not been a rate increase since March 2009, which was less than 1%. The increase will add about $.78 to each of the rates, but this is still low and inadequate.

2.

Access for Children: Voucher access opened in October 2013; it had been closed since February 2011. While we are placing approximately 3,300 children in new vouchers, the waitlist remains around 40,000.

3.

Quality Programs: Investments in quality initiatives and programs must be sustained.

4.

Transportation: Funding is needed to support the cost of transportation in the field. The last transportation rate increase was May 2006.

5.

Staffing to Support Historical Deficit in Licensing, Monitoring, and Program Management.

6

Rate Increase

Key findings of the recently completed Market Rate Survey are:       Prices for center-based care and family child care are highest in the Metro, Boston and Northeastern regions.

Reimbursement rates are significantly below the 75th price percentiles for all age groups in all regions of the state.

Consistent with 2010 results, prices decreased significantly in center-based settings as the age of the child increases, while prices in family child care settings decrease less as the age of child increases.

The price changes for family child care since 2010 were less significant than those from 2008-2010 reported in the last market price survey.

A comparison of EEC after-school rates and market prices finds that reimbursement rates are below the 75th price percentiles in all regions and are below the 50th percentiles in all regions, except for the Western Region.

EEC rates are above the 25th percentile for after-school care in only three regions.

7

Results of Market Price Survey

Center Based Child Care

Region Western Central Northeastern Metro Southeastern Boston Age Group

Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool

EEC Rate

$47.90

$43.20

$33.40

$49.20

$44.20

$33.40

$54.95

$52.85

$36.70

$59.50

$52.85

$36.70

$47.90

$44.20

$33.40

$54.55

$48.40

$36.70

25th Percentile

$47.13

$43.30

$34.75

$50.00

$45.59

$36.87

$56.00

$54.00

$39.90

$67.85

$60.00

$50.00

$50.00

$46.00

$37.00

$53.03

$50.50

$37.50

30th Percentile

$47.65

$44.00

$35.00

$51.64

$47.00

$37.91

$60.03

$55.90

$40.00

$69.90

$62.00

$51.75

$50.00

$48.00

$37.50

$54.77

$52.00

$39.00

40th Percentile

$50.00

$45.60

$37.00

$54.00

$49.00

$40.00

$64.98

$55.90

$44.00

$72.93

$64.88

$55.00

$50.00

$49.00

$40.00

$57.44

$53.35

$41.60

50th Percentile

$51.93

$47.25

$38.00

$55.00

$50.80

$41.00

$68.40

$62.35

$47.00

$75.00

$70.20

$58.55

$55.00

$50.00

$42.00

$66.51

$60.00

$47.20

60th Percentile

$53.00

$49.80

$39.00

$56.00

$52.00

$44.00

$70.20

$65.89

$50.56

$78.65

$73.83

$62.00

$56.40

$50.00

$45.91

$69.45

$64.06

$50.73

75th Percentile

$55.75

$53.50

$44.06

$59.50

$58.75

$45.50

$76.00

$70.00

$59.70

$85.86

$80.70

$67.77

$64.58

$58.95

$51.00

$75.36

$71.40

$56.40

The “percentile” column is the percentage of providers in the PCG sample for those who answered the survey that would accept the EEC rate based on the published rate for that region and age group.

8

Results of Market Price Survey

Family Child Care

Region Western Central Northeastern Metro Southeastern Boston Age Group

Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool Infant Toddler Preschool

EEC Rate

$30.10

$30.10

$26.40

$31.80

$31.80

$26.40

$31.50

$31.50

$27.85

$34.35

$34.35

$27.85

$31.80

$31.80

$26.40

$31.50

$31.50

$27.85

25th Percentile

$32.00

$30.00

$30.00

$33.00

$32.00

$30.00

$34.25

$32.50

$30.00

$45.00

$41.50

$41.50

$35.00

$35.00

$30.00

$32.00

$30.00

$30.00

50th Percentile

$35.00

$35.00

$35.00

$40.00

$40.00

$40.00

$45.00

$44.00

$40.00

$56.50

$55.00

$55.00

$40.00

$40.00

$38.00

$40.00

$40.00

$38.00

75th Percentile

$40.00

$40.00

$40.00

$45.00

$45.00

$45.00

$50.05

$54.37

$50.00

$65.00

$65.00

$65.25

$45.00

$45.00

$54.75

$54.50

$51.50

$53.88

EEC Market Access Rate

22.1% 33.3% 9.5% 17.1% 24.5% 9.3% 18.5% 22.8% 15.4% 3.8% 8.5% 8.1% 8.1% 17.6% 3.7% 17.4% 31.1% 11.5%

9

Results of Market Price Survey

Out of School

Region Western Central Northeastern Metro Southeastern Boston Age Group

Before School After School Full Day Holiday Full Day Summer Before School After School Full Day Holiday Full Day Summer Before School After School Full Day Holiday Full Day Summer Before School After School Full Day Holiday Full Day Summer Before School After School Full Day Holiday Full Day Summer Before School After School Full Day Holiday Full Day Summer

EEC Rate

$7.25

$15.25

$30.70

$30.70

$7.25

$15.25

$30.70

$30.70

$7.70

$17.05

$31.75

$31.75

$7.90

$17.50

$32.65

$32.65

$7.25

$15.25

$30.70

$30.70

$7.90

$17.50

$32.65

$32.65

25th Percentile

$6.77

$14.16

$29.00

$30.00

$7.63

$14.00

$33.00

$27.60

$11.60

$17.55

$30.75

$36.00

$8.75

$18.68

$28.60

$31.80

$9.75

$17.00

$30.00

$30.00

$7.95

$15.70

$22.08

$28.75

50th Percentile

$8.00

$15.00

$30.70

$33.45

$9.97

$18.68

$35.00

$35.00

$20.00

$21.60

$40.00

$44.00

$11.13

$22.15

$49.50

$41.00

$16.75

$19.00

$38.00

$35.00

$8.80

$19.00

$30.00

$31.77

75th Percentile

$10.00

$18.50

$34.00

$35.25

$10.92

$21.00

$42.04

$36.49

$42.00

$24.95

$50.00

$50.00

$32.42

$27.00

$64.15

$52.50

$19.06

$25.00

$40.00

$38.00

$9.50

$22.00

$37.50

$40.75

EEC Market Access Rate

34.6% 60.0% 50.0% 37.1% 21.4% 28.7% 18.5% 33.5% 4.1% 22.1% 26.1% 16.7% 19.3% 12.0% 27.1% 26.2% 4.7% 13.5% 27.0% 29.3% 16.6% 30.7% 68.2% 51.3%

10

RATE INCREASE

FY14 Consolidated Net Increase

   EEC has received $11.5M as part of the Consolidated Net Surplus (CNS) to dedicate to an across the board rate increase for all center based, family child care providers, and family child care systems.

This is roughly a raise of $.78 on the daily rate.

The rate increase will be retroactive to July 1, 2013.

11

RATE INCREASE

Rate Increase: $13,657,652

 The cost of a 3% rate increase as a separate cost for each of the caseload accounts is as follows:    IE: $7,274,381 DTA: $4,031,960 DCF: $2,351,311    This is the equivalent of an $.82 addition to the daily rate.

Prior to the rate increase to be implemented this year, the last rate increase was March 2009 when we gave .45%.

We will implement the same policy for the rate increase as used in FY09: “This increase shall be directed to expenditures for salaries, benefits, and stipends for professional development of early education and care workers or other programmatic quality improvements.”

12

ACCESS: DCF

3000-3050 For supportive early education and care services; provided, that funds from this item shall only be expended for early education and care costs of children with active cases at the department of children and families; provided further, that the department of early education and care, in collaboration with the department of children and families, shall maintain a centralized list detailing the number of children eligible for services in this item, the number of supportive slots filled and the number of supportive slots available; provided further, that funds may be used to provide services during a transition period of 6 months for families upon the closure of their case; and provided further,

that all children eligible for services under this item shall receive

those services ............$76,991,445

13

ACCESS: DCF

DCF Supportive Child Care:  Provides child care for children with active protective cases with DCF – predominantly for “intact” families; limited access for foster families.

      FY2013: $78M, serving approximately 5,000 to 5,500 children.

DCF determines family’s child care needs and manages authorizations, referrals and waiting lists through area offices.

EEC manages procurement of services, administration, payment, and contract oversight from their central office.

Supportive Providers manage enrollment, process authorizations and reauthorizations, and terminations Current access is through a network of Supportive Child Care contracts awarded in 2010.

Standard provider rate includes $17.22/day add-on, per child, to support transportation and case management services.

14

ACCESS: DCF

EEC currently manages DCF child care through contracted and expansion slots.

EEC Contracted & Expansion Slots EEC awarded 4,753 DCF slots to Contracted Providers 801 expansion units available for use 5,554 slots available in total Current Status (as of 11/5/13) 4,407 (93% filled) 787 (98% filled) 5,194 (93.52% filled)     The DCF waitlist is maintained by 29 Area Offices which periodically report the waitlist number via Survey Monkey.

Most recent report shows approximately 625 children on the “placement waitlist”.

DCF has 22,000 open cases and believes that a large percentage of these open cases would receive child care if it were available.

Questions for consideration are: How can we determine true need? How can access be improved?

15

ACCESS: DCF

In 2012, DCF served 22,593 children, in home, kinship, foster home, IFC, and residential programs.

Age Home 0-2 yrs 5,145 3-5 yrs 5,064 6-11 yrs Total 8,445 18,654 Kinship 539 470 591 1,600 Foster Home 713 463 447 1,623 IFC 80 147 311 538 Residential 1 3 174 178 Totals 6,478 6,147 9,968 22,593  Questions for consideration are: How can we determine true need? How can access be improved?

16

ACCESS: DCF

   How can we determine true need? How can access be improved? EEC supports the construction of a credible DCF waitlist to build a long term financing model to support the need represented by the waitlist. We further support financing that supports DCF’s best estimate that satisfies their near term need.

Cost of Waitlist Reduction by Average Cost Per Child Number of Children Supportive 5,000 10,000 15,000 20,000 $ 66,188,112 $ 132,376,223 $ 198,564,335 $ 264,752,447

17

ACCESS: DCF

       How can we determine true need? How can access be improved? EEC supports the construction of a credible DCF waitlist to build a long term financing model to support the need represented by the waitlist. We further support financing that supports DCF’s best estimate that satisfies their near term need.

In the absence of a credible waitlist number, but aware of the need, EEC proposes a pilot program which makes vouchers available to all contract providers.

The vouchers will be managed by EEC and will be given to providers who can prove the need to provide service to a DCF child above their contract allocation.

A particular emphasis will be on the delivery of these vouchers to children in Western Massachusetts.

We propose serving 500 children at a cost of

$6,618,810.

Cost of Waitlist Reduction by Average Cost Per Child

Number of Children Supportive 500 1,000 1,500 2,000 $ 6,618,810 $ 13,237,620 $ 19,856,430 $ 26,475,240

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ACCESS: DTA

 EEC recommends that we fund this account in FY15 at the proposed maintenance level of $ 134,398,656.

19

ACCESS: Income Eligible (IE)

Cost of Waitlist Reduction by Average Cost Number of Children 5, 0 0 0 10 , 0 0 0 2 0 , 0 0 0 4 0 , 0 0 0 FY2013 Average Cost I nco me El i g i b l e $ 4 3 , 2 2 3 , 8 8 5 $ 8 6 , 4 4 7, 76 9 $ 172 , 8 9 5, 53 9 $ 3 4 5, 79 1, 0 77 I nco me El i g i b l e

We offer choosing a number of children to serve or serving a particular age group. EEC proposes serving 5,000 children at a cost of

$43,223,885.

I nf ant T o d d l er Pr e- Scho o l Scho o l A g e F Y 2 0 13 A ver ag e C o st $ 11, 3 12 . 3 1 $ 10 , 4 3 2 . 4 1 $ 7, 6 18 . 6 1 $ 5, 2 15. 78 $ 8 , 6 4 4 . 78 I nco me El i g i b l e I nf ant T o d d l er Pr e- Scho o l Scho o l A g e Cost of Waitlist Reduction by Age Group 1000 2000 3000 $ 11, 3 12 , 3 0 9 $ 2 2 , 6 2 4 , 6 18 $ 3 3 , 9 3 6 , 9 2 6 $ 10 , 4 3 2 , 4 10 $ 7, 6 18 , 6 0 6 $ 5, 2 15, 78 3 $ 2 0 , 8 6 4 , 8 2 0 $ 15, 2 3 7, 2 13 $ 10 , 4 3 1, 56 5 $ 3 1, 2 9 7, 2 3 0 $ 2 2 , 8 55, 8 19 $ 15, 6 4 7, 3 4 8 4000 $ 4 5, 2 4 9 , 2 3 5 $ 4 1, 72 9 , 6 3 9 $ 3 0 , 4 74 , 4 2 5 $ 2 0 , 8 6 3 , 13 1 5000 $ 56 , 56 1, 54 4 $ 52 , 16 2 , 0 4 9 $ 3 8 , 0 9 3 , 0 3 2 $ 2 6 , 0 78 , 9 14

20

Caseload Waitlist 11/2012 - 10/2013

Priority

Child of Foster Care Child of Homeless family Child of Military Personnel Child of Teen Parent Child with Special Needs Continuity of Care: Prior Year Summer Only Continuity of Care: Aging Out Continuity of Care: Approved Break in Service Continuity of Care: ARRA Continuity of Care: Geographic Relocation Continuity of Care: Homeless Contract Continuity of Care: Supportive Referral Continuity of Care: Teen Parent Contract General Priority Grandparent/Guardian Families No Priority - Other Family Member Parent with Special Needs Sibling: Contract Sibling: Voucher Summer only care N/A

Grand Total 11/30/12 Total 12/31/12 Total 01/31/13 Total 02/28/13 Total 3/28/13 Total 4/30/13 Total 5/28/13 Total 6/30/13 Total 7/31/2013 Total 8/30/13 Total 9/26/13 Total 10/30/13 Total

276 282 288 290 285 289 299 305 169 180 194 196 520 536 558 566 576 591 609 641 454 458 487 479 101 105 116 116 123 117 90 91 68 44 43 49 477 481 489 513 507 523 525 556 365 389 423 414 2,117 2,198 2,234 2,291 2,355 2,442 2,524 2,615 1,776 1,893 1,922 1,816 120 135 149 161 164 167 173 177 139 151 163 157 409 411 402 398 399 404 414 416 205 248 274 253 442 451 470 473 482 490 523 585 484 493 530 502 146 149 148 146 141 142 143 141 51 54 60 52 182 186 198 201 207 221 222 224 145 154 161 159 25 27 29 32 31 30 37 35 29 30 29 29 269 279 288 296 308 324 352 371 256 265 284 280 32 32 28 27 28 28 29 30 16 18 22 24 39,470 40,431 41,722 42,588 43,315 44,861 45,970 47,737 32,881 34,266 35,725 34,708 541 547 565 566 576 584 609 632 349 344 350 345 282 295 314 327 338 363 393 422 357 381 411 401 805 806 805 807 807 823 840 837 436 424 426 381 654 672 714 729 771 788 804 850 737 753 792 775 788 804 833 845 870 815 792 797 544 566 542 435 899 893 919 923 958 1,024 1,074 1,233 853 856 863 879 556 541 523 518 509 501 500 495 4 6 16 14

48,555 49,720 51,269 52,295 53,241 55,026 56,422 58,695 40,318 41,973 43,717 42,348 Data Report created on October 30, 2013

** Excludes Unborn children, Children 13 or older, “0” zip codes and towns out of state .

21

ACCESS EEC Waitlist vs. IE Children Served

65 000 60 000 55 000 50 000 45 000 40 000 35 000 30 000 25 000 20 000 Reason for sharp decline: Waitlist adjusted to exclude archived children Waitlist IE Children Served Spike in July 09 is due to 3A to 3D transitional children from DTA to IE.

22

Caseload Waitlist 11/2012 - 10/2013

Priority

Child of Foster Care Child of Homeless family Child of Military Personnel Child of Teen Parent Child with Special Needs Continuity of Care: Prior Year Summer Only Continuity of Care: Aging Out Continuity of Care: Approved Break in Service Continuity of Care: ARRA Continuity of Care: Geographic Relocation Continuity of Care: Homeless Contract Continuity of Care: Supportive Referral Continuity of Care: Teen Parent Contract General Priority Grandparent/Guardian Families No Priority - Other Family Member Parent with Special Needs Sibling: Contract Sibling: Voucher Summer only care N/A

Grand Total Total Infant Toddler PreSchool School Age October 30, 2013

15 32 63 86 196 49 106 169 155 479 5 10 18 16 49 173 149 73 19 414 47 253 572 944 1,816 1 1 5 150 157 2 2 29 220 253 4 52 128 318 502 3 5 9 35 52 6 20 40 93 159 2 11 14 2 29 20 45 111 104 280 2 7 10 5 24 4,568 7,291 10,222 12,627 34,708 20 58 101 166 345 23 27 44 307 401 14 57 134 176 381 195 146 100 334 775 144 84 49 158 435 5 4 35 835 879 - - 2 12 14

5,298 8,360 11,926 16,750 42,348 Data Report created on October 30, 2013

** Excludes Unborn children, Children 13 or older, “0” zip codes and towns out of state

23

ACCESS: IE



ACCESS: $43,223,885

   EEC proposes that we should open up access for the waitlist on a first come first serve basis.

There are presently 42,000 children on the waitlist.

We are presently serving just over 29,000 children in the IE caseload account as of September’s reports.

24

Program Quality and Improvement

QUALITY PROGRAMS:

$5,000,000

   Massachusetts’ Quality Rating and Improvement System (QRIS) has been developed, funded, and implemented with full involvement of EEC’s community partners and EEC staff. MA has standards for quality in early education and care programs that are research-based, broadly understood, successfully implemented, culturally appropriate, and aligned with a quality-building support system. Approximately 5,200 programs/providers are participating in QRIS, representing half of our licensed programs. Additionally, we have 325 public school programs (license-exempt) also participating in QRIS.  1,361 of these programs have been granted a Level 2 status, and 5 of these programs are rated a Level 3 pending the successful completion of their Environment Rating Scales (ERS) classroom observations.

QRIS Program Type ASOST Center FCC Grand Total Western Central Northeast South East/

127 326 691 1144 117 309 851 1277 219 350 1497 2066 215 475 522 1212

Metro

155 356 907 1418

25

Program Quality and Improvement

139, 090 children (full and part time) are enrolled in a QRIS rated program (self-reported by program/provider):      Infants: 7,480 Toddlers: 19,082 Preschoolers: 67,414 Kindergarteners: 5,430 School Aged Children: 39,684 44,037 of these children are on EEC Subsidies (contracted or voucher slots) Licensed capacity of program participating in QRIS is 138,133 (enrollment exceeds capacity because a full time slot may be utilized by more than one child on a part time basis.)  FCC: 26,564   Small Group: 135 Infant: 4,781         Toddler: 7,960 Preschool: 44,737 Kindergarten: 610 School Age: 32,708 Infant Toddler Mixed: 5,561 Toddler/Preschool Mixed: 2,853 Preschool Mixed: 8,235 Kindergarten/School Aged Mixed: 3,989

Program Quality and Improvement

Percent of Preschool Classrooms Meeting the ERS Standards for Quality Care*

26    84% percent of classrooms observed averaged an overall score in the good to excellent range.

Research has indicated that classrooms meeting the good benchmark on the ERS are significantly more likely to have a positive impact on children’s outcomes. Over ¾ of classrooms averaged a score in the good to excellent range for the Space and Furnishings, Language, Interactions, Program Structures and Parents and Staff Subscales (as found in the vast majority of studies, programs did struggle with meeting the standards for Personal Care Routines. Programs also had difficulty meeting standards for the Activities Subscales).

* based on 207 preschool classrooms in QRIS programs that have applied for Level 3 in MA are higher in quality in comparison to other studies of quality child in care.

27

Program Quality and Improvement

SUCCESS

Results from the first ERS classroom observations indicate that programs that have applied for a Level 3 status are of higher quality than the standard quality found in the general population of child care programs. This includes findings from MA specific studies, including the Boston Quality Inventory and the MA School Readiness Study. It is important to note that programs still need support in the areas of personal care routines and in providing children with a variety of play activities for a meaningful quantity of classroom time.

Maintaining a Strong Quality Rating and Improvement System (QRIS) requires on going support for:

• • • • • • • Planning and Design Standards Approaches to Implementation Accountability and Monitoring Provider Support and Sustainability Data Collection and Evaluation Public Awareness

28

Program Quality and Improvement

Accountability and Monitoring

Development of Inter-Rater Reliability Protocols $500,000

Standards and accountability are necessary, but not sufficient to generate quality improvement. An essential element of a QRIS is the support offered to QRIS support staff (Program Quality Specialists, EPS Grantees, CCR&R Grantees, coaches and mentors, etc.) to ensure consistent quality of the QRIS standards as well as the reporting of program QRIS levels to the consumer. Development of inter-rater reliability protocols will allow EEC to contract with an experienced vendor to:     Create consistent delivery of QRIS technical assistance.

Build a uniform practice for program/provider site visits and monitoring.

Create a system for standardized application verification.

Maintain on-going monitoring, guidance and quality checks.

29

Program Quality and Improvement

Environment Rating Scale (ERS) Classroom Observations $500,000

The Environment Rating Scales is a research backed instrument that has been used to measure program quality for over two decades. Classroom observation facilitated by an ERS Reliable Rater is a vital component of the MA QRIS, accounting for measurement of 8 CBSB standards, 9 FCC standards, and 13 ASOST standards. Programs that self-assess in the upper tiers of the system are held accountable for quality through successful completion of a classroom/program observation by a certified ERS Reliable Rater.

Family Child Care QRIS Validation Study -

determine:

$1,000,000

EEC has initiated a QRIS Validation Study with CBSB programs; however, we delayed inclusion of FCC providers in order to allow them adequate time to move into the upper tiers of QRIS. Validation of the MA QRIS for our FCC providers will • • • Whether the system’s tiers (levels) accurately reflect different levels of quality.

Whether the levels of quality are aligned with Center Based/School Based program quality.

To what extent those levels of quality are associated with children’s learning and developmental growth trajectories.

30

Program Quality and Improvement

Provider Support and Sustainability QRIS Professional Development -

$2,500,000

Professional Development requirements are a key component to MA QRIS, accounting for the measurement method of 21 CBSB standards, 12 FCC standards and 15 ASOST standards. Despite the strong link between early childhood educator qualifications and improved child outcomes, the capacity to educate all MA early childhood educators and providers remains one of the largest challenges for program movement toward the upper tiers of QRIS.

QRIS exemptions for Professional Development and Workforce Requirements have been, and continue to remain, a consistent request from programs and providers.

7 0 85

Highest Level of Education November 4, 2013

11 928 3 753 17 797 16 299 1 1 50 Some High School High School CDA 7 719 16 141 Ongoing training and support are essential to the knowledge, acquisition, and continued growth of early childhood educators and providers. Increased support for QRIS professional development will allow EEC to: • • • • • Develop standardized QRIS orientations for each of the QRIS levels (1-4).

Offer regional trainings that are essential in understanding QRIS measurement methods.

Offer content specific trainings that support the five QRIS categories. Adapt professional development opportunities to an on-line format, thereby supporting a greater number of educators and providers for a lower cost. Develop an on-line platform to host QRIS professional development resources and trainings.

31

Program Quality and Improvement

Data Collection and Evaluation

QRIS Data System $500,000

Data collection plays a fundamental role in informing policy development. Accurate data collection is imperative to the creation of strong policy that supports children and families. The rapid roll-out and growth of the MA QRIS, along with impending revisions to the system, has resulted in an antiquated data collection system. Enhancement of the data collection system will allow: • A more efficient user-friendly experience for programs and providers participating in QRIS.

• • • Better tracking of program/provider application status Quicker follow through from QRIS support staff. Better reporting to local, state and federal partners on QRIS participation levels, progress toward the upper tiers of QRIS, teacher/provider education levels, attendance at professional development opportunities, the number of high risk children served in high quality programs. • • A clearer understanding of the successes and challenges of QRIS participants.

A simple platform for parents and families to understand and find quality child care.

32

TRANSPORTATION COST

In June 2012 the Board voted as follows: Subject to a supplemental budget appropriation the Board approves an increased transportation provider reimbursement rate of $16.51 for round trip transportation and $11.11 for one way transportation for all infants, toddlers, and preschool age children with the requirement that, if the recommended reimbursement rate increase is funded, entities that receive transportation payment from EEC for infants, toddlers, and preschool age children must dedicate one adult monitor on all vehicles. The transportation rate of $9.00 per day round trip and $6.00 per day for one way transportation will remain in effect for all transportation providers that transport school age children.

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TRANSPORTATION

    

TRANSPORTATION: $17,586,713

The last transportation rate increase was in May 2006 when the one way rate increased from $5 to $6 and the round trip rate increased from $7.50 to $9.00.

The rate of $16.51 per round trip makes providers whole for the staff time already directed to satisfying the following recommendations:  Management Responsibility    Parent Notification Passenger Logs Secondary Vehicle Inspection AND places an adult monitor on vehicles based on the number of children, ages, and length of routes. Vehicle monitoring devices will not be required.

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TRANSPORTATION COST

An increase in the transportation cost would support the following expenses at roughly the percentages shown.          Driver Expenses: 34.7% Monitor Expenses: 23.1% Gas and Maintenance: 24.9% • Note that the sum for driver, monitor, and gas and maintenance expense is 82.7% of the total Equipment: 3.4% Insurance: 3.7% Training: .9% Contract Services: 3.1% Other: .2% Admin Expenses: 5.8%

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INFRASTRUCTURE COST

In November, 2010, the Board recommended the staffing pattern presented below. Child Care Licensing Specialist * Director of Operations Director of Community Partnership and Outreach Director of Policy, Evaluation & Research Deputy General Counsel Policy Analyst - QRIS ** Policy Analyst - Generalist Family/Community Quality Specialist Educator Provider Support Specialist Audit Resolution: Fiscal Monitor ***

Total FY15

* Licensing Specialists; priority to fill positions ** Position funded in RTTT; will end 12/2015.

*** One postion funded by Federal Grant RTTT

Salary

$50,265 $85,276

Board Rec'd FTE

16 1 $75,000 1 $75,000 $76,000 $61,303 $61,303 $61,303 $61,303 $59,292 1 1 1 1 2 2 3

29

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INFRASTRUCTURE: How Have We Done?



Child Care Licensing Specialist (16)

: We are in the process of hiring 5 licensing specialists, but this does not bring us to 16.



Chief of Staff (1):

Just hired this position in October 2013.



Direct of Community Partnership and Outreach

currently being assessed.

(1): Position not filled; need 

Director of Policy, Evaluation, and Research

Policy in February 2013.

(1): Hired Carol Nolan as Director of 

Deputy General Counsel

(1): Hired Felicia Sullivan in September 2013.



Policy Analyst –

12/31/15.

QRIS

(1): Presently funded through RTTT. The position ends 

Policy Analyst – Generalist

(1): This position is filled.



Family / Community Quality Specialist

(2): One filled, the other is still needed.



Educator Provider Support Specialist

positions.

(2): Not clear that we still need these 

Audit Resolution - Fiscal Monitor

12/2015.

(3): One position funded through RTTT which ends

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INFRASTRUCTURE: FTE Update 2014

  • • • • At the beginning of FY14 we had 153.45 approved FTEs. (We have a discrepancy of .20 with ANF.) Administration and Finance has approved eight (8) additional positions as part of EEC’s FY14 budget: Chief of Staff: Hired Deputy General Counsel: Hired with early permission Licensors (5): Positions posted Caseload Budget Manager: Interviews in process  Our revised current FTE total is 161.65 (prior to hiring fingerprinting staff).

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INFRASTRUCTURE: Fingerprinting Update

Chapter 459 of the Acts of 2012 (as amended by Chapter 77 of the Acts of 2013):  Requires and authorizes EEC to conduct fingerprint-based checks of the state and national criminal history databases.

  Requires EEC to conduct Sex Offender Registry Information (SORI) checks.

Effective September 1, 2013.

In this new process EEC will review:  SORI data (for all types of care).

  FBI (fingerprint) data (for all types of care including employees/volunteers/interns of EEC licensed and/or funded programs and transportation providers but excludes informal relative caregivers).

CORI and DCF data (for family child care-related individuals, all Licensees and Reviewers, and in home, non-relative care providers).

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INFRASTRUCTURE: Fingerprinting Update

 Because of the new responsibilities placed on EEC, Administration and Finance has approved eleven (11) additional positions to fulfill EEC’s responsibilities relative to fingerprinting as follows: • Program Coordinators (5): These positions will handle the administrative aspect of the BRC process: tracking, updating, mailing, and filing results. They will provide TA to programs and applicants.

• Reviewers (5): These positions will review discretionary applications and review rationales for decisions.

• Application Developer: This position will build an enhanced database and maintain the CORI / BRC databases.

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INFRASTRUCTURE FY15 Request for New Positions

FIELD STAFF

  Assistant Deputy Commissioner for Field Operations (1): $80,000 • The Deputy Director of Field Operations for EEC is responsible for the management of the day to day operations of the licensing, policy implementation, and regional office functions for a geographical area of the Commonwealth. This management responsibility requires setting priorities, deploying resources, directing and guiding agency direct service staff, and assuring consistency in operations amongst regional offices and licensing units. This management responsibility also includes maintaining the integrity of the policy, licensing, investigations, and regulatory compliance functions through monitoring and maintaining effective internal controls and quality assurance processes. Licensors (5): $57,000 • The licensing specialists will provide support to the programs the agency licenses in order to provide quality early learning environments for the 250,000 Massachusetts children the agency is responsible for. The current caseload ratio for family child care licensors is 280 licenses to 1 licensor. In group child care the ratio is 104 licenses to 1 licensor. The addition of 5 licensing staff will reduce the caseload ratios to approximately 250 to 1 for family child care and 85 to 1 for group child care. This would bring Massachusetts closer to the recommended national standards of 75 to 1 for family child care and 50 to 1 for group child care.

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INFRASTRUCTURE FY15 Request for New Positions

FINANCE UNIT

 Fiscal and Grant Monitors / Auditors (2): $66,000 • • • • Ensure that funding awarded by EEC through grants is spent according to the requirements of the grant, the terms and conditions of the contract, and according to the applicable regulations of the state oversight agency (Office of the State Comptroller, OSC) as well as federal regulations.

Review grantee budgets and expenditures to ensure that the requirements of the grants are met.

Conduct site visits to Contracted Providers and Child Care Resource and Referral agencies to determine compliance with the Commonwealth’s budgeting and pricing regulations and terms of the provider’s/CCRR contract.

Conduct reviews of all contract provider and CCRR attendance and billing policies and providers oversight to any potential double billing occurrences.

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INFRASTRUCTURE FY15 Request for New Positions

 Transportation Monitor (1): $54,000 • • • • Ensure that funding awarded by EEC for transportation services is spent according to the requirements of the grant, the terms and conditions of the contract, according to the applicable regulations of the state oversight agency (Office of the State Comptroller, OSC), Registry of Motor Vehicles and other federal regulations.

Monitor transportation subcontract agreement between EEC Contract Providers, Child Care Resource and Referral agencies, and transportation companies to ensure that the requirements of the funding are met.

Conduct site visits and desk review with contracted providers and Child Care Resource and Referral agencies to determine compliance with Transportation polices and oversight plans, passenger logs, billing, and attendance.

Oversight of training requirements, monitoring of drivers in the PQR, and revision of policies as necessary.

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INFRASTRUCTURE FY15 Request for New Positions

POLICY UNIT

 Director of Workforce and Special Projects (1): $73,000 • • • • Oversee the Educator and Provider Regional Partnerships, which includes 5 Educator Provider Support (EPS) Regional grantees.

Plan monthly EPS grantee meetings and EPS Liaison meetings.

Supervise 3 EPS liaisons at Central Office and the Professional Qualifications Unit which includes 3 Teacher Qualifications Specialists.

Coordinate and oversee all Professional Development opportunities including the PD Calendar and PQ Registry.

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INFRASTRUCTURE FY15 Request for New Positions

  Director of QRIS (1): $68,000 • • • • Support the MA QRIS through analysis, project development, implementation, fiscal oversight, coordination and communication. Ensure that the five key elements of the MA QRIS are embedded in standards, plans, and policies that guide QRIS development across the mixed delivery system. Facilitate monthly program Quality Specialist Unit meetings, including development of agendas and assignments of QRIS related projects and tasks. Coordinate activities to produce RFP and other competitive bidding processes required for the implementation of the MA QRIS. Design public awareness and consumer education program to ensure families are knowledgeable about QRIS.

Program Quality Specialists (2): $65,000 • • Provide technical assistance to educators and providers in an assigned region. Develop an understanding of unique community needs and act as a liaison for programs, providers, schools, EPS grantees, and Readiness Centers. Review QRIS applications by programs and verify self-assessed level of standards and documentation. In coordination with EEC regional Licensors, conducts site visits to programs to provide technical assistance for efforts to improve quality. Plan, prepare, and conduct QRIS training sessions.

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Cost of New Positions

FY15 ASPIRATIONAL BUDGET STAFFING FIELD STAFF

Licensors

FISCAL and FINANCE

Fiscal and Grant Monitors / Auditors Transportation Monitors

POLICY

Director of Workforce & Special Projects Director of QRIS Program Quality Specialists 5 2 1 1 1 2

13 Salary Total Funds Needed

$ 80,000.00

$ 285,823.20

$ 131,553.24

$ 53,908.66

$ 73,207.18

$ 67,706.23

$ 129,777.44

$ 821,975.95

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Recommendations

This presentation presents the following recommendations made by the Fiscal Committee:

An Investment in Quality:

and by the following:

$19,479,628

Aligned with our mission and our Strategic Plan, we will invest in quality through • Investment in Workforce Quality: A rate increase of 3% or $13,657,652 supports an increase in salaries, benefits, and stipends for child care workers.

• Investment in Quality Program Sustainability / Quality Rating Improvement System (QRIS): A set-aside of $5M supports our investment in QRIS and helps sustain program improvements supporting children in care.

• Quality Infrastructure: $821,976 to support staffing which holds child care providers accountable for health and safety, quality care, and quality programs.

An Investment in our Children and Families: $49,842,695

• Access will be opened for preschool age children. An Investment in Transportation:

$17,586,713

• This request for funds affirms the Board’s vote in June 2012 to increase the rate paid for transportation to support improvements in the system and the addition of one adult monitor on all vehicles carrying infants, toddlers, and preschool children.

Total Funding Request:

$86,909,036

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Proposed FY15 EEC Budget

Line Item

3000-1000 3000-2000 3000-3000 3000-3050 3000-4050 3000-4060 3000-4070 3000-5000 3000-5075 3000-6075 3000-7050 3000-7070 Administration New Staff Preschool Supportive

Descriptor

Additional Supportive TANF Related Child Care

Proposed FY15 Budget

$ 13,094,875.00 $ 821,976.00 $ 6,573,862.00 $ 250,000.00 $ 78,977,039.00 $ 6,618,810.00 $ 134,398,656.00 Income Eligible Child Care Additional Income Eligible Rate Increase Transportation Waitlist Remediation Grants to Head Start UPK Mental Health $ 237,198,643.00 $ 43,223,885.00 $ 13,657,652.00 $ 17,586,713.00 $ 14,300,000.00 $ 8,100,000.00 $ 7,500,000.00 $ 750,000.00 Services for Infants and Parents $ 18,164,890.00 Quality Reach Out and Read $ 5,000,000.00 $ 750,000.00

$ 606,967,001.00