Child Care Service Plan

(1)

The Regional Municipality of Peel

BEST START

“Building on the Foundation – Moving Forward”

2007-2008

Child Care Service Plan

(2)

Quality Early Learning and Child Care Services: Everyone Benefits

2007-2008 Child Care Service Plan - 1 -

Table of Contents

Introduction ...1

Section1- Progress Towards Achieving the Long-Term Vision ...3

for Best Start Part A: Closing the Gaps in Child Care Services ... .3

1.1 Francophone Children and Families...5

1.2 Aboriginal Children and Families ...6

1.3 Children with Special Needs and their Families...6

1.4 Culturally and/or linguistically diverse children and families. ...8

Part B: Implementing Phase One – 2006-2007 Service Levels. ... 8

1.5 Child Care Expansion...8

1.6 Child Care Fee Subsidy. ...10

1.7 Wage Subsidy. ...10

1.8 Special Needs Resourcing...11

1.9 Resource Centres...13

Part C: Wait List Management Strategy. ... 13

Section 2 – Best Start Activities and...15

Community Engagement Process 2.1 Engaging the Community in Achieving the Best Start Vision ...15

for Child Care 2.2.1 Parents ...15

2.2.2 Francophone stakeholders and service providers...15

2.2.3 Aboriginal stakeholders and service providers...16

2.2.4 Service providers for children with special needs ...17

2.2.5 Culturally and/or linguistically diverse stakeholders and. ...17 service providers

(3)

Table of Contents (continued)

Section 3 - 2007-2008 Strategies to Move Forward with. ...18

Community Vision for Best Start Part A: Emergent Child Care Needs... 18

Part B: Strategies to Close Gaps in Service Provision. ... 20

Part C: Obstacles and Challenges. ... 21

Part D: Sustaining Best Start Child Care Spaces. ... 24

Part E: Strategies to Address Pressures in the Delivery of... .25

Child Care Services Section 4 - Strategies for System Integration. ...27

Part A: Integrated Planning and Service Delivery Among ... 27

Best Start Network Partners 4.1 Quality Assurance...27

Part B: Integration Initiatives between Child Care Services and:. ... 28

4.2 Schools. ...28

4.3 Establishing access to simplified and convenient points of...29

access to services for children in the early learning and care system Section 5 - Service Targets for 2007-2008 ...30

(4)

2007-2008 Child Care Service Plan

Introduction

Best Start is a 10‐year initiative of the Ministry of Children and Youth Services in

partnership with the Ministry of Education. It is a comprehensive strategy designed to “give all of Ontario’s children the best possible start in life and help them achieve success in school.”

The intent of Best Start is to create a seamless system of early learning and care that

integrates child care and the primary education system, increases supports for parents

and facilitates seamless interactions between systems.

This service plan describes the child care system for 2007‐2008 in The Region of Peel.

Further information about the broader children’s services system can be found in the

2007/08 Best Start Community Plan (June 2007).

Peel’s Best Start Allocation

Initially, the Region of Peel was slated to receive a total of $44,800,000 in operating and

capital funding in 2007/2008. As a consequence of funding changes at the federal

government, this amount has been reduced. The Region of Peel will now receive

$10,808,700 in funding for 2007/2008. This allocation reflects an increase of $3,013,153

over 2006/2007 which will help address the pressures in the delivery of child care

services in Peel. Please see the attached chart.

(5)

Best Start 2006/2007 Actual Expenditures and Proposed 2007/2008 Operating Funding Expenditures

2006 - 2007 2007 - 2008

Program Area Original Provincial Funding Allocation Revised Regional Budget Actual Service Levels Actual Regional Expenditures Original Provincial Funding Allocation Revised Regional Budget Service Level

Special Needs Resourcing $1,423,050 $725,000 100 children $577,148 $2,083,910 $1,050,000 175 children System Building New

Spaces $6,503,050 $6,200,000 1,423 spaces $2,915,023 $17,223,910 $3,284,977 900 spaces Wage Subsidy Funding $405,000 $299,707 11 employees $22,736 $1,215,000 $191,211 34

employees Wage Improvement /

Enhancement $3,317,700 $1,016,043 employee $450 per $1,055,370 $5,583,100 employee $550 per employees 2,216

Community Support $128,750 25

families Administration $1,949,800 $920,750 $773,243 $2,935,800 $833,000 Planning $302,000 $135,500 $220,376 $302,000 $167,000 Fee Subsidy $10,979,400 $8,809,500 1,107 children

served $6,624,784 $15,456,280 $8,147,000 children 1,322 served

TOTALS $24,880,000 $18,106,500 $12,188,680 $44,800,000 $14,785,977

The estimated funding allocation is based on the Province of Ontario’s fiscal year April -March. Region of Peel’s reporting period is January- December.

2007-2008 Child Care Service Plan - 2 -

(6)

Section 1 - Progress Towards Achieving the Long-Term Vision for Best Start

1

Part A: Closing the Gaps in Services

Among the many programs and services provided throughout the Region are programs

for children with special needs, family support and enhancement, speech and language

services, counselling programs and a wide range of support programs provided

through the Public Health Unit.

Although there is a wide range of services available, there continues to be waiting lists

for most programs. Parents and service providers alike identify that services are more

limited for a number of populations within the Region. Francophone families identify

challenges in obtaining services in French and Aboriginal leaders report challenges in

meeting the needs of the Aboriginal population. Their families are dispersed

throughout the Region and service providers indicate that there are an increasing

number of families where neither English nor French is the first language. Providing

culturally sensitive and literate programs and services for these diverse families

continues to create challenges in the community.

Population Growth in Peel and the Area Municipalities, 2001 to 2006

Population 2001 Population 2006 Growth from 2001 - 2006

Mississauga 612,925 668,549 9.08%

Brampton 325,428 433,806 33.30%

Caledon 50,595 57,050 12.76%

Peel 988,948 1,159,405 17.24%

Source: Statistics Canada, 2001 and 2006 Censuses

The chart above illustrates the tremendous growth in population in Peel Region

between 2001 and 2006. Brampton grew by more than 33% with whole new

communities created where there were none before. As a consequence, the gaps in

services that existed previously have been exacerbated by this enormous and rapid

growth. It has simply not been possible for services to keep up with demand, as the

resources were not available to support the necessary expansion.

1

For details about current service providers and programs in Peel Region, please see the Best Start Implementation Plan (January 2006)

(7)

Part A: Closing the Gaps in Services (continued)

The Ontario Municipal Benchmarking Initiative (OMBI) is a groundbreaking

collaboration of 15 Ontario municipalities that represent 9.1 million citizens or 72% of

the population. Led by the Chief Administrative Officers (CAOs) and City Managers in

each participating municipality, it fosters a culture of service excellence in municipal

government. It does this by creating new ways to measure, share, and compare

performance statistics and allows experts in participating municipalities to share ideas

on operational best practices.

• Lower investment in

child care spaces

Results in

• Lower levels of service

to those in need

Child Care OMBI Measures

Conclusion

154.3 139.4

Fee Subsidy Child Care Spaces / 1,000 LICO Children

$118.84 $53.08

Net Investment per Child (12 and under) in the Municipality OMBI Average Peel Indicator $449.00 $279.44

Investment per Child (12 and under) in the Municipality

126.1 115.6

Regulated Child Care Spaces in Municipality / 1,000 Children (12 & under)

Performance Measurement / Benchmarking – What did the numbers tell us The OMBI child care service level data for 2005 suggest that Peel indicators ranked

lower than the OMBI average when compared to indicators from the 14 other reporting

municipalities. Cumulatively the indicators spoke to capacity and pointed to a

correlation between the municipality ranking and the lack of sufficient funding for early

learning and child care. In 2006 with the injection of limited Best Start dollars the

division expanded the number of licensed child care spaces and increased subsidized

children in care. However, without additional funding to support capacity building

Peel will not be able to keep pace with Peel’s population growth. Peel continues to

(8)

Part A: Closing the Gaps in Services (continued)

extend early learning and child care in the municipality. The 2005 (Gross & Net)

Investment indicators per child measures focused on the provincial & municipal dollars

investment in early learning and child care in Peel. The investment indicators again

pointed to Peel ranking below the OMBI average per child when compared to other

reporting municipalities. While Peel has benefited from additional investments

through ELCC & Best Start, federal‐provincial funding agreements have been

terminated. Additionally, the total investment in child care (provincial and municipal)

has been capped while at the same time, Peel’s child population continues to grow,

outpacing other municipalities. The 2006 OMBI measures will reflect Peel’s 17%

population growth.

1.1 Francophone Children and Families

Phase One of Best Start implementation will improve access to the provision of

child care services for the Francophone community. There are now six

Francophone child care centres all located in schools. They are:

• Cercle de l’Amitié (École René‐Lamoureux) Mississauga

• Garderie Petit Bateau (École Ange‐Gabriel) Mississauga

• Garderie Petit Bateau (École Sainte‐Jeanne‐d’Arc) Brampton

• Centre éducatif Éveil aux savoirs (École Saint‐Jean‐Baptiste) Mississauga

• Cercle de l’Amitié (École Carrefour des Jeunes) Brampton

• Cercle de l’Amitié (École Horizon Jeunesse) Mississauga

These centres have made a difference in closing the very real gap that existed for

Francophone families to access licensed child care. Unfortunately, the total of 4

additional Francophone centres planned in 2007/20082_will_not_be_built_owing_to

the elimination of Best Start capital funding. These centres remain on the books

and two have been identified for construction pending allocation of the

announced $250 million dollars in federal funding for child care that will be

dispersed to the provinces early in the summer of 2007. The Francophone

community continues to identify a need for additional services that are culturally

appropriate. The population is growing and this is taxing available resources.

Part of the challenge in closing the gap is a lack of information about where

Francophone families are living. There is an additional challenge in identifying

2

(9)

1.1 Francophone Children and Families (continued)

what Francophone programs and services are actually available. It is important

to note that the Francophone community is seeking services provided by

Francophones as opposed to by those whose first language is other than French

but who may be fluently bilingual. Cultural appropriateness is as important as

the ability to speak French.

1.2 Aboriginal Children and Families

The total population of people who identify as Aboriginal and who have

Aboriginal ancestry in Peel Region is 9340 as at the 2001 census. It is important to

note that the census data may not be completely reliable as members of the

community have indicated that not everyone participates in the census process.

The population is growing which creates real challenges in that the only service

that exists for Aboriginal children and their families is Aboriginal Healing and

Wellness strategy (AHWS). There is currently one AHWS Outreach Worker that

covers a large geographical area as well as a wide age range, pre‐birth – seniors.

The role of the worker is to promote wellness in the Aboriginal communities

striving for self‐reliance by using traditional and cultural teaching. The addition

of child care spaces throughout the Region has increased access for all children,

however, these new spaces were not specifically focused on addressing the

distinct needs of the Aboriginal community.

Perhaps the most significant step forward towards beginning the process of

building early years services for Aboriginal children and their families is the

increased level of dialogue and consultation emerging from planning for the Best

Start Initiative. Open, honest and on‐going discussion about both the needs and

the capacities of the Aboriginal community is the first step in working

collaboratively and effectively to begin to identify together what can be achieved.

1.3 Children with Special Needs and their Families

Phase One of Best Start resulted in an increase of $725,000 for special needs

resourcing throughout the Region in 2006/2007. This was significantly less than

the original allocation of $1,423,050. This funding began the process of closing

the gaps in service for children with a range of special needs. Additional funding

was also provided directly by the province to expand Preschool Speech and

(10)

1.3 Children with Special Needs and their Families (continued)

While the funding identified above made a difference, a rapidly growing

population that is severely underserved to begin with continues to have a high

need for additional service provision.

With the additional fiscal Best Start funding being provided for the 2007/2008

year, special needs resourcing has been identified as a priority to increase service

levels and provide the much needed training that service providers request.

Upon approval of the Best Start strategy and budget by Regional Council on June

21st_,_special_needs_agencies_and_the_Region_of_Peel_Children’s_Services_have

identified that they will be able to increase support for up to an additional 158

children in 2007 with the fiscal allocation. Services to OEYC’s, Hubs, Readiness

centres and teaching assistant support will be increased for 2007.

As identified in the community focus group conducted in April 2007 and the

resulting survey, child care professionals are requesting training opportunities

for ECE teachers and teaching assistants so they can further develop their skills

and support children with special needs in the child care setting to ensure a

successful learning opportunity. As the service system manager, the Region of

Peel Children’s Services will provide a Resource Co‐ordinator for 6 months to

review the following areas:

• Work with the member agencies of Peel Preschool Special Needs

Resourcing Group to identify training they provide

• Identify other training available in the community

• Co‐ordinate the training that is being offered to avoid duplication

• Identify training needs and gaps

• Develop workshops and professional development activities

• Deliver training to staff in child care settings that will strengthen their

skills and knowledge base

(11)

1.3 Children with Special Needs and their Families (continued)

This is a first step in supporting the professional community to increase their

capacity to support children with special needs. However, fiscal dollars only

provide a stop gap measure as there is a constant turnover of staff and ECE’s that

leave the field and new staff are hired that do not have the specialized training.

Access to resources and training or agencies having the financial resources to

purchase training for their staff on an ongoing basis is a challenge. Should

annualized funding become available, training needs will be further explored

and opportunities increased.

1.4 Culturally and/or Linguistically Diverse Children and Families

Peel Region has a significant population of families who are newcomers to

Canada. Close to 50% of Peel residents were born outside of Canada. Newcomer

families are seeking services for themselves and their children. Current capacity

to meet the needs of these families in the language of their choice is limited. In

the first year of Best Start implementation, the need to develop services to meet

the needs of this rapidly growing population was identified. This is the first step

in beginning to close the gaps in service availability.

Part B: Implementing Phase One

1.5 Child Care Expansion

Phase One of Best Start Implementation has resulted in a significant increase in

the number of licensed child care spaces throughout Peel Region. The chart on

the following page identifies this tremendous growth. Continued expansion (as

outlined in the Best Start Implementation Plan) is ready to go as and when

additional resources are made available.

The chart on the following page indicates that not only was there significant Best

(12)

Best Start Capital Expansion

School Board School Spaces Provider Completion Date Dufferin-Peel Catholic District School Board St. Gregory Elementary School 40 Spaces PLASP September 2006 St. Barbara Elementary School 40 Spaces PLASP August 2006 St. Herbert Elementary School 40 Spaces Family Day Care Services August 2006 Conseil Scolaire De District Du Centre-Sud- Ecole Publique Carrefour des Jeunes 16 Spaces Le Cercle de l’Amitié May 2007 Ouest

Conseil Scolaire De District Catholique Ecole elementaire catholique St.

Jean-Baptiste 32 Spaces Centre éducatif Éveil aux savoirs January 2008 Centre-Sud

Peel District School Board Lancaster Public School 48 Spaces The Region of Peel January 2008 Havenwood Public School 48 Spaces PLASP January 2008

TOTAL 264

Region of Peel Child Care System Expansion as of March 31, 2007

Non- Aboriginal Franco- Total # in Sub- Total

Region of Peel 0 – 4 JK/ School school Total phone new Total Comments

years SK Total schools

ROP funded target 06/07 684 232 183 733 0 5 0 916

Excess Spaces above Target Space breakdown of

excess spaces as of October 1, 2006 348 0 26 322 0 26 26 348

as of October 1, 2006

Spaces from Oct. 1, 06 – Space breakdown of

excess spaces from October 1, 06 – March 31, 07

Mar. 31, 07 _{149 10} ₄ ₁₅₅ ₀ _{0 0} ₁₅₉

Cumulative excess 497 10 30 477 0 26 26 507 507

1423 SUB TOTAL

Licensed Home Child Care 56

spaces 0-6

School Age Growth from Oct. 60 12 72

1, 06 to Mar. 31, 07

1551 TOTAL

(13)

Quality Early Learning and Child Care Services: Everyone Benefits Learning and Child Care Services: Everyone Benefits

1.6 Child Care Fee Subsidy 1.6 Child Care Fee Subsidy

More than 1107 new fee subsidy spaces were created in 2006‐2007. Even with

this increase the wait list for subsidized child care continued to grow. The

change to income testing to determine financial eligibility for child care subsidy

replacing the needs test that came into effect on January 1, 2007 will only add to

the growing wait list, as families with a broader range of incomes are now

eligible for subsidy. The decision to continue with a minimum user fee and

regional maximums was made to avoid having to reduce service levels resulting

from the financial impact of the change to income testing.

More than 1107 new fee subsidy spaces were created in 2006‐2007. Even with

this increase the wait list for subsidized child care continued to grow. The

change to income testing to determine financial eligibility for child care subsidy

replacing the needs test that came into effect on January 1, 2007 will only add to

the growing wait list, as families with a broader range of incomes are now

eligible for subsidy. The decision to continue with a minimum user fee and

regional maximums was made to avoid having to reduce service levels resulting

from the financial impact of the change to income testing.

1.7 Wage Subsidy 1.7 Wage Subsidy

Through the wage subsidy program, salaries and benefits for early childhood

educators are improved without a corresponding increase in parent fees. It is

expected that this funding will increase staff stability and, therefore, strengthen

quality of care. Increased Best Start wage subsidy funding is further enhancing

wages.

Through the wage subsidy program, salaries and benefits for early childhood

educators are improved without a corresponding increase in parent fees. It is

expected that this funding will increase staff stability and, therefore, strengthen

quality of care. Increased Best Start wage subsidy funding is further enhancing

wages.

2007 Wage Subsidy Distribution 2007 Wage Subsidy Distribution

WS BS New Sites Subsidy Wage Improvement BS Wage Total Funding FTE Non Profit 20.70 $154,962 $ 479,599 $ 634,561 1,419 Commercial 0 0 $ 578,439 $ 578,439 797 20.70 $154,962 $1,058,038 Total FTE 2,216

The Region of Peel received $1,058,038 for wage improvement. These funds were

distributed according to the most current Ministry of Children and Youth

guidelines.

In 2006/2007 approximately 2160 staff provided early learning and care to the

children of Peel. When allocated equally to each staff, the increase in wage

enhancement amounted to approximately $450 fiscally. This amount cannot be

considered sufficient to address the challenge that operators are facing recruiting

and retaining qualified early childhood educators.

It should be noted that this is happening in an environment where more than

$13,516,961.14 (for 2007) is required to bring everyone up to an equitable level.

(14)

1.7 Wage Subsidy (continued)

To date in The Region of Peel, the funding level for wage subsidy represents

43.5% of the total eligible.

It must also be recognized that front line staff in Peel are not receiving wage

subsidy or wage enhancement funding that comes anywhere close to the

maximum amount of $9,534.00 identified in the most recent wage subsidy

guidelines.

It is important to note that the community continues to identify wage and benefit

levels as critical to the successful implementation of Best Start. There is

considerable concern within the child care community that unless early

childhood educators are recognized and compensated as the professionals that

they are, it will be extremely difficult to recruit and retain the number of staff

needed to support even the reduced expansion that is now to occur under the

Best Start Initiative.

1.8 Special Needs Resourcing

In 2007, additional funding by the province was provided directly for Preschool

Speech and Language Programs, Blind‐Low Vision Early Intervention, Healthy

Babies Healthy Children, Infant Hearing Programs and Autism intervention to

enhance early identification and intervention.

While the enhancement funding provided some short‐term relief, there are

tremendous pressures on these and other services. The fact that the funding was

fiscal and not annualized creates further challenges. For example, the Preschool

Speech and Language Program (coordinated by Erinoak) has identified the need

to develop materials to allow more effective support for the many families in

Peel Region for whom English is not their first language.

There is a further challenge attached to the increased capacity for early

identification: the supports are not there for families when they then attempt to

secure the intervention that their child has been identified as requiring. Special

needs resourcing in child care centres is one example. When a formal diagnosis

has been made, children are often referred to licensed care as one component of

an intervention strategy. However, many centres do not have the staffing

(15)

1.8 Special Needs Resourcing (continued)

was to be allocated to increasing the pool of resource educators was significantly

reduced as a result of the cuts at the federal level.

As well, additional funding was provided to the Region of Peel Children’s

Services Department to support the provision of special needs support. This

funding was used as identified below:

• To increase the number of children supported in a child care centre who have

high needs that require a support worker. Approximately 70 children were

able to enrol or remain in an early learning and child care program.

• Special needs agencies have been able to expand services (on a fiscal basis) to

provide support to professionals, caregivers, parents and children in

readiness centres, hubs and OEYC’s ensuring that children at risk or have

special needs are identified prior to school entry and be linked to appropriate

services.

• The community has consistently identified a need for training for ECE

professionals to develop the skills necessary to provide an inclusive child care

environment. The additional funds will provide funding for a resource

coordinator (6 month contract) to co‐ordinate workshops currently available,

identify gaps in training needs and to develop and provide further training to

ECE staff.

• Children living in shelters are at greater risk of falling behind in their

development. 3 child care drop‐in programs provide support and early

learning activities to children living in shelters and support parents

maintaining and developing positive parenting skills in an environment that

is very stressful for families.

• Agencies were able to avoid staffing layoffs when new fiscal funds were

(16)

1.8 Special Needs Resourcing (continued)

One‐time fiscal Best Start funding was provided to:

• Brampton Caledon Community Living

• Community Living Mississauga

• Erinoak

• Ontario Foundation for Visually Impaired Children

• Peel Children’s Centre

• Region of Peel Children’s Services

• Community Advisory Committee for Classroom Assistance and Support

The Region of Peel provided additional funds to help sustain the current

programs and services available.

Funding Source Date Amount

Best Start Funding – 2006/2007 March 2007 725,000

Region of Peel Funding – 2006/2007 October 2007 378,582

Total One Time Fiscal Funding $1,103,582

While the funding helps to support these programs, the continued stress on

agencies to increase services when funding is fiscal makes it difficult to attract

staff on a contract year‐to‐year basis.

1.9 Resource Centres

Resource centres did not receive Best Start funding. The Caledon Parent Child

Centre and Child Care Information Line Peel received three percent increases

directly from the Region of Peel. C.C.I.P. has also received in‐year adjustments

to further support the child care information line.

Part C: Wait List Management Strategy

Applications for child care subsidy are assessed for eligibility and are added to the wait

list under the appropriate category according to the date the application was received

by Children’s Services. Children are placed in the fee subsidy program from all

categories on the wait list based on a first come, first served basis if funding is available.

Priority is given to families in high‐risk situations, such as CAS, shelter and teenage

parents attending secondary school.

(17)

Part C: Wait List Management Strategy (continued)

The current 2007 child care fee subsidy wait list is approximately 2,420 children. This

represents a significant 20% increase for the first quarter in 2007. Clients can remain on

the wait list for up to one year even if they are not meeting the reason for care

requirement. Child Care fee Subsidy applications are updated regularly to assess

changes, eligibility and child care needs. During the first quarter of 2007, Peel

experienced a turnover rate of 67% in admissions and terminations of children in

regulated care indicating considerable volatility in the system. Child Care agencies

with a Purchase of Service agreement report vacancies to Children’s Services monthly.

This information is used to help clients find subsidized child care spaces when their

child care fee subsidy application is processed. This strategy is being reviewed and

amended for 2008 to meet the Ministry’s requirement of establishing socio‐economic

(18)

Section 2: Best Start Activities and Community Engagement Process

2.1 Engaging the Community in Achieving the Best Start Vision for Child Care

The Best Start Network for the Region of Peel is a subcommittee of Success by 6

Peel, an organization committed to the health and well being of all children and

their families.

The Best Start Network is working towards the development and

implementation of an integrated system of services for children and their

families. Membership is broad, including representatives from many sectors

within the service delivery community. See Best Start Community Plan for a

complete list of members: Appendix 2 .

The Best Start Network is co‐chaired by a member of the Community and by the

Director of Early Years Integration, Children’s Services Division.

2.2.1 Parents

Members of the Best Start Network represent agencies and organizations

that provide services to parents and their children on a daily basis. As

Network members work collaboratively to create an integrated service

system, the on‐going feedback both formal and informal received from

parents on a daily basis will inform the work.

Throughout the history of the Best Start Network, efforts have been made

to include parents. As is often the case, this creates some challenges as

meetings are held during the day and it is often difficult for parents to

attend. To obtain more consistent input from parents, the Network is

exploring the possibility of forming a Parent Advisory Network. To secure

additional information from parents, a special consultation session was

held with an existing Parent Advisory Committee. Please see Appendix 4

(19)

2.2.2 Francophone Stakeholders and Service Providers

The Francophone service provider community members sit on the Best

Start Network. To gather additional information about the distinct needs

of this community, Francophone consultation sessions are held

separately. The report from the first consultation session can be found in

Appendix 5 of the Best Start Community Plan.

Both Francophone Boards of Education are members of the Best Start

Network and the Best Start Integrated Programming Committee, although

limited resources mean that they are not always able to attend. The

Network will also be requesting that more Francophone child care centres

and other agencies send a representative to the Network. This will

provide additional opportunities to increase the communication between

the Francophone community and the committees charged with moving

forward with system integration: the Best Start Network and the

Integrated Program Committee.

For information on Francophone services in Peel please see page 23 of the

Best Start Community Plan and Appendix 25.

2.2.3 Aboriginal Stakeholders and Service Providers

One of the challenges within Peel Region is that there is no central

gathering place for members of the First Nations and Métis Communities

who live throughout the Region. The Best Start Network has a

representative from the Peel Aboriginal Network as well as an Aboriginal

Early Childhood Educator. A Steering Group has been created and this

group has developed a work plan that can be found in Appendix 7 of the

Best Start Community Plan.

In addition, a separate Aboriginal consultation session was held to

provide an opportunity for the Aboriginal community to provide specific

strategies about providing services and programs that are respectful and

culturally appropriate. The report from the consultation session can be

found in Appendix 6 of the Best Start Community Plan.

(20)

2.2.4 Service Providers for Children with Special Needs

Many of the organizations providing services for children with special

needs have representatives on the Best Start Network and the co‐chair of

the Network is a senior manager at Peel Children’s Centre, a children’s

mental health agency.

The providers of services for children with special needs continue to

identify a significant unmet need for services and they are actively

involved in the process of developing strategies to further integrate

service delivery in the hope of continuing to expand the capacity of

organizations to provide more services within the constraints of limited

available resources.

2.2.5 Culturally and /or Linguistically Diverse Stakeholders and Service

Providers

It continues to be a challenge to obtain input from culturally and/or

linguistically diverse stakeholders. The Best Start Network includes

representatives from two settlement agencies that work closely with

diverse communities: Malton Neighbourhood Services and Dixie Bloor

Neighbourhood Services. As well, the Multi‐Cultural Inter‐Agency Group

of Peel is a member of the Best Start Network. All the organizations and

agencies on the Best Start Network are grappling with the exciting

challenges inherent in working with a growing population that includes

an increasing number of children and families who are newcomers to

Canada. The Children’s Services Co‐ordinator has worked closely with

the Chinese community as well as with other multicultural groups and

social services providers in Peel. She represents Children’s Services on the

(21)

SECTION 3 - 2007-2008 Strategies to Move Forward with the Community Vision for Best Start

Part A: Emergent Needs

Rapid growth and an inequitable share of resources have resulted in a need for

programs and services that is significantly greater than what is currently available. (See

Appendix 8 for the executive summary of the 2020 Fair Share Peel report.) Over the past

12 months, service providers and community members have identified the following

emergent needs and gaps in service provision.

1) Improving access to programs and services:

a) Significant population growth without a corresponding growth in resources

means long waiting lists and service shortages.

b) Extended hours, flexible care and recognition that families are not necessarily

working in 9 to 5 jobs from Monday to Friday are necessary to meet family

needs.

c) Many of Peel’s residents do not feel that available services reflect their needs:

language, culture, and ethnicity.

d) There is a significant demand for more services and programs for children

with special needs:

i. Parents need more information about what is available

ii. Waiting lists are too long

iii. Child care centre staff need additional training to support children

with special needs

e) Transportation difficulties, particularly, but not exclusively, in rural Peel,

make it difficult for some families to access the necessary services.

f) Quality must be guaranteed; access to poor programs and services is not

acceptable.

(22)

Part A: Emergent Needs (continued)

2) Resolving the human resources challenges:

a) Recruitment and retention challenges

b) Compensation issues

c) Building and strengthening relationships between early childhood educators

and teachers will be critical as we move towards an integrated system of early

learning and care.

3) Providing additional support and education to parents and families in a

culturally literate, responsive and sensitive framework:

a) Healthy child development requires healthy parents; the system must

support parents.

b) Transitional poverty has consequences for children as well as for their

parents; systemic discrimination that means qualifications and experience

obtained outside Canada are not recognized has resulted in many families

struggling to cope.

c) Parents must receive education and support that recognizes and

acknowledges different values, beliefs and skill levels.

d) Outreach

i. Rural Communities

ii. Newcomers

iii. Isolated families

4) Securing additional physical plant for the provision of programs and services:

a) There is a significant shortage of space throughout the Region.

b) The “Schools‐First” policy is a challenge to implement as the construction of

new schools has not kept pace with population growth and schools are

extremely crowded.

(23)

Part A: Emergent Needs (continued)

c) Ministry of Education capital funding for child care has not been made

available as promised. Children’s Services was required to commit

operational funding as a condition of capital funding at a time when Best

Start funding had been decreased by close to 60%.

Part B: Strategies to Close Gaps in Service Provision

Full implementation of our vision means addressing these challenges. The community

of Peel Region is not short of strategies designed to address the challenges. They

include but are not limited to:

1) Continuing to lobby for a fair share of resources for Peel Region.

2) Build on the outstanding services that currently exist in Peel; do not reinvent the

wheel.

3) Continue to increase coordination and effective gathering and sharing of data

through Success By 6 Peel’s Evaluation & Accountability Committee and the Best

Start Network.

4) Actively strive to ensure that all programs are inclusive and implement specific

strategies such as translation, the hiring of ethnically diverse staff and community

outreach to engage the entire community.

5) Build on the current capacity in the system

a) Use people currently using services to reach out to others

b) Actively involve parents in program development

c) Use funding to purchase services that an agency is unable to deliver in‐house

6) Think outside the box when it comes to finding space for programs and services.

7) Work actively to more effectively integrate system planning and service delivery.

(24)

Part B: Strategies to Close Gaps in Service Provision (continued)

As of March 31, 2007 1423 new licensed child care spaces were created. The Children’s

Services Division staff will continue to work with the Best Start Network and others in

the community to identify opportunities for expansion that fit within the

comprehensive plan outlined in the Best Start Implementation Plan (January 2006). It is

important to realize that without additional capital funding, expansion will slow and

will be dependent upon the capacity of operators to secure capital funding for

expansion from sources other than government funding.

Part C: Obstacles and Challenges

The Best Start Integrated Implementation Plan (January 2006) provides considerable

detail about the challenges facing the early learning and care system in the Region of

Peel.3_Each_of_these_challenges_remains_and_will_be_exacerbated_by_the_reduction_in

funding to the system.

Fee Subsidy

The majority of new spaces created with Best Start capital funding were in

neighbourhoods where families were more likely able to pay full fees. There are two

sites where some fee subsidy support may be required as both sites serve high needs

communities. Both of these sites have Hubs now and their further development

provides an opportunity to move forward with our vision for Peel.

There is not enough funding available to fund additional fee subsidies for all the new

spaces created. A reduction strategy is currently in place which will decrease the

number of subsidized spaces over the next four years, unless additional funding is

received. This will result in increased wait times for families trying to access child care

subsidy and an increase in client complaints.

Growth

Peel Region continues to grow rapidly, with in excess of 100 new people arriving every

day. The Region is very diverse with more than 93 distinct ethnic groups represented.

TP

3

(25)

Part C: Obstacles and Challenges (continued)

This growth is putting phenomenal pressure on social services including child care. The

growth also contributed to the challenge of securing space in schools to develop

additional Best Start spaces in accordance with the Schools First policy. Schools are

overflowing and have limited space to accommodate child care spaces.

Managing Expectations

There will be significant pressures related to meeting expectations raised through the

community consultation and development of the Best Start Integrated Implementation.

Parents and Service Providers had high expectations.

For service providers, the reduction in funding caused a considerable burden and even

those who participated willingly in the Best Start process are expressing concerns about

an on‐going capacity to participate in any planned expansion. A lack of fee subsidy and

most especially, a lack of wage subsidy funding creates financial viability issues for

operators.

For parents, there existed a real sense that the provision of quality early learning and

care programs was being recognized as critical to the well being of our community as a

whole. Parent complaints have begun to increase as they find it more difficult to obtain

subsidy support for child care and special needs services for their children.

Service Access

• Families qualifying for child care subsidy are experiencing difficulties in finding a

subsidized child care space

• The demand for child care subsidy far exceeds the supply therefore the Region is

continuing with the minimum user fee and regional maximums which is

discouraged by the Ministry. If the Region follows the Ministry’s guidelines a

further reduction in service levels is necessary due to loss in parental revenue

• Per diem rate increases from purchase of service operators puts a further strain on

the fee subsidy budget and parents

• Low income families that are eligible for a nil parental fee according to Ministry

guidelines are having to pay a minimum user fee of $5.00/day or more due to

(26)

• Inequity in fee subsidy allocations by the Ministry. Peel, which is experiencing a

tremendous growth in population, is not receiving its fair share. Therefore the wait

list continues to grow, where some municipalities have no wait lists or experiencing

a reduced demand for service. Funding should be geared to growth and need for

service

Child Care Service System

Special Needs

• Child care agencies refusing to enrol children with special needs due to lack of

training and understanding of special needs

• Huge wait list for specialized services

• Fiscal funds making it difficult to retain staff and provide on going support to

children with special needs

• Different funding envelopes and reporting expectations by MCYS create service

coordination challenges

Early Years

• Demand for services have increased making it challenging to meet the demand

• No increase in funding since 2003

• See OEYC Service Plan (June 2007) for additional details

Service Agreements

• Lack of wage subsidy funding

• Different reporting requirements between municipalities where operators have

sites in different communities

• Lack of resources and staffing to support centres in meeting quality assurance

requirements even though this has been a direction that is strongly supported by

MCYS

Children’s Services Initiatives

Family Literacy Program

• Increased demand on the service and need to offer day time service. Also, need

to increase service to French speaking community

• Storage space

(27)

Student & Volunteer

• The need to increase the service but need additional resources to expand

• To set up a web based data management system

• To have a quality assurance/evaluation mechanism

Capital

• To keep up with renovation needs due to buildings being old

• Updating schematic plans of each site

Emergency Management

• To train staff on emergency management

• To develop and train a team to operate a child care centre within an emergency

shelter

• To identify resources

Regional Centres

• Increase resources to allow for more flexible hours of care options for families such

as; earlier opening, later closings, staff escorting children to the community school,

evening care

• Legislation ratio changes to allow more flexibility to serve the 12 month to 15 month

old in the toddler program

• School bus pick up and drop off at the child care site

Part D: Sustaining Best Start Child Care Spaces

The Region of Peel will support new Best Start Child Care spaces as they support any

newly created licensed child care spaces. The Region will draw down the Best Start

Reserve fund to maintain the system.

Peel has received an increase in program funding of $3 million as a consequence of the

2007 Provincial budget. $1.5 Million of the $3 million increase will be used to reduce

(28)

Part D: Sustaining Best Start Child Care Spaces (continued)

It is important to note that a number of the new Best Start spaces are located in areas of

the Region that are growing rapidly, so it is anticipated that full‐fee families will fill

many of the spaces should subsidy not be available.

Should sufficient resources not be available to sustain the total system, this will have an

impact on the Best Start spaces in the same way that it will have an impact on the

broader child care system.

Part E: Strategies to Address Pressures in the Delivery of Child Care Services

The Region of Peel is currently considering how best to address some of the pressures

in the delivery of child care services. Both the Federal and Provincial budgets included

funding for childcare. While nowhere near the original amounts committed or

promised, this funding will help to address some of the pressures in the delivery of

child care services. Peel is receiving an increase of $3.0 million, funding that does not

require municipal cost sharing. The Region will draw down the Best Start Reserve fund

to sustain the system as much as is possible.

(29)

Part E: Strategies to Address Pressures in the Delivery of Child Care Services (continued)

The chart below describes how the Region will manage within available resources. This

plan will be revised as required as funding levels increase and/or decrease.

2007 Original 2007 Amended _Budget Best Start Best Start _{Inc / (Dec)}

Program Description _Budget _Budget

($’000)

($’000) ($’000)

Provision of Daycare (Fee

Subsidy) $7,347 $7,847 $500

Wage Subsidy & Enhancement $763 $1,213 $450

Special Needs $725 $1,025 $300

Community System Support $0 $80 $80

Administration, Program

Support & Planning $850 $1,000 $150

Total $9,685 $11,165 $1,480

Funding Sources:

In Year Provincial Funding $7,796 $10,306 $2,510

Parental Fees and Revenue - $500 $500

Best Start Reserve

Withdrawal $1,899 $359 ($1,530)

Tax Rate Impact NIL NIL NIL

Should sustaining resources not be forthcoming, it is anticipated that at some point in

the future there may be a reduction in service levels. It is not clear at the time of writing

how significant this will be. It is important to recognize that should there be a continued

increase in the percentage of families who are paying full fee for their child care, the

(30)

Section 4 - Strategies for System Integration

Part A: Integrated Planning and Service Delivery Amongst Best Start Network Partners

There is a strong commitment to system integration in Peel Region. Both service

providers and the agencies they represent have a long history of working together

collaboratively and cooperatively. A chronic shortage of services has necessitated this

high level of cooperation. Members of the Best Start Network have a clear and spoken

commitment to working together to further integrate the service system for children

and families throughout Peel Region. The members of the Network have identified

several specific steps to move the process forward:

• Share and integrate agency work plans

• Build on the work of the Community Programs and Service Coordination and

Integration Committee (CPSCIC) ‐ Success By 6 Peel to use a shared work plan

format

• Invite all OEYC Executive Directors to join the Best Start Network

• Link the Best Start Network and the work of the Network to the already existing

structures

• Work towards integrating the BEST Start Community plan, the Child care Service

Plan and the OEYC plans into one cohesive document that is representative of the

Peel community

Please see 2007/08 Best Start Community Plan (page 32 to 49) for additional details

about strategies for system integration.

4.1 Quality Assurance Raising the Bar in Peel

Since 2005 Children’s Services has been a part of a collaborative, voluntary

committee that will be introducing the Raising the Bar Initiative to licensed child

(31)

4.1 Quality Assurance (continued)

to work towards meeting quality standards identified in the program.

Children’s Services is actively involved by providing staff resources and financial

support to this project.

Purchase of Service Quality Assurance

Children’s Services Purchase of Service Analysts provide ongoing support to

child care programs by completing an annual program visit to complete the

Operating Criteria, a quality assurance tool and supporting the centre as they

work to improve the quality of their program. Operators are supported by the

Analysts to meet and maintain standards as outlined in the purchase of service

agreement and the Operating Criteria. Resource materials and workshops to

support the centre’s goals and objectives are available to centre based programs

and home child care programs by the POS analysts.

Early Years Literacy

The Early Years Literacy Specialists provide professional development

workshops to licensed child care program staff and child care providers in the

informal sector. Workshops on topics such as early literacy development and

brain development are available. The Literacy staff are available to do evening

and weekend workshops and ‘lunch and learn’ workshops for child care staff in

the centre or the home care agency head office. These workshops have been

extremely well attended and child care centres have booked lunch and learn

sessions several months ahead to ensure they are able to participate.

Part B: Integration Initiatives between Child Care Services and:

4.2 Schools

Phase One of the Best Start Implementation process resulted in significant strides

forward towards integration of child care and schools. Four new child care

centres were created within schools and three more are currently under

construction. It is very exciting to note that in two of these sites there are doors

(32)

4.2 Schools (continued)

that provide direct access between the kindergarten and child care rooms

creating the very real opportunity for truly integrated programming.

Further evidence of an increased move towards integration was seen in the

active participation of all school boards on the Best Start Network, providing

both people and resources to the process and working to create new programs

within a very short time period.

The Best Start Integrated Programming Committee is driving the move towards

integration forward, meeting regularly to explore strategies to create a seamless

system to meet the diverse needs of children and their families. To this end, the

Integrated Programming Committee has created a Partnership Agreement

outlining the roles and responsibilities of each partner organization. Site specific

integration committees are being formed.

Please see Appendix 9 in the 2007‐08 Best Start Community Plan to review a

copy of the Best Start Integrated Programming Partnership Agreement.

4.3 Establishing Access to Simplified and Convenient Points of Access to Services for Children in the Early Learning and Care System

Child care is often a family’s first point of access to the broad range of programs

and services that are available to support children and their families. It is

important that child care providers are actively linked with the broader service

sector and are knowledgeable about the range of services available in the

community. The child care community plays an active role on the Best Start

Network, which is a key driver in the move to more effectively integrate systems

for service provision.

The child care community has demonstrated a commitment to working closely

with other service providers who are meeting regularly to move service

integration forward. A key component of integrated system planning is

(33)

Section 5 - Service Targets for 2007-2008

Child Care Service Plan 2006/07 Update: Template 1 for Non-Demo Sites