It has been said that “It takes a whole village to raise a child” and the findings reflect this statement. Working parents face a number of challenges with respect to available and affordable childcare, providers with hours that fit with their work schedules, and back up care for sick children, snow days and the like.

The findings reflect the secondary data collection together with the commonalities identified through the primary data collection process with respect to:

• community consultation

• characteristics

• trends and patterns

• gaps and concerns

• potential solutions.

• the most common concerns voiced by respondents were the hours of the care providers, the lack of back up care providers, and affordability

• existing childcare facilities appear to be close to capacity and providers are seldom located near colleges or business/commercial districts

• there appears to be a need for providers to extend the hours, accepting children earlier and closing later

• there appears to be an informal network of neighbours who take children prior to the opening of care providers, drop them off when the facility opens and pick them up should the parent be late

• some of these interim caregivers indicated concerns with respect to liability should something happen to the child while in their care

• providers are often in the business of childcare keeping their own hours, disciplining parents for late pick ups, and at times refusing “difficult” clients

• studies suggest that childcare helps companies recruit and retain workers, improves workers’ productivity, reduces absenteeism and tardiness and can actually save money for companies that provide assistance

• affordable child care could become a greater issue as the gap between the “high income” and “low income” earners is widening, and the number of lone parent families and low income earners in rural communities increases

• trends such as the increased mobility of families interprovincially and the pattern of lower income families are moving into rural communities often results in a loss of the family support network which would normally provide for some of the childcare requirements

• today’s workplace tends to operate 24/7, requiring shiftwork, longer hours and can involve an average commute of 30 to 45 minutes

• lack of affordable childcare combined with a lack of available spaces has the potential to generate hazardous situations where children may be left on their own or in the care of older siblings

Table E2 sets out the current and projected demographics with respect to the age groups requiring childcare.

• the labour market participation rate for the area is close to 70%

• based on current demographics there is a potential need for close to 1000 childcare spaces in the City of Camrose for children under the age of 5

• projections indicate a potential need for as many as 200 more spaces within the next 5 years if labour force participation remains reasonably stable

• based on current demographics there could be a potential need for over 3,000 before and after school childcare spaces in the area

• the lack of childcare spaces has created a niche within the private sector

• providers have enough “business” to enable them to set their own hours, discipline parents for late pick ups, refuse “difficult” clients

• community-based childcare programs are required to address the gaps

A variety of studies suggest that childcare helps companies recruit and retain workers, improves workers’ productivity, reduces absenteeism and tardiness and can actually save money for companies that provide assistance. Workplace childcare issues include:

• workers who may have to quit their jobs because of inadequate child care

• workers who are transferred cite child care as their number one concern

• absenteeism, low productivity, tardiness and works days that are cuts short are often the result of childcare concerns

• gap between the “high income” and “low income” earners is widening

• number of lone parent families and low income earners in rural communities is increasing

• affordable childcare is becoming a critical issue

• operates 24/7 and requires shiftwork

• requires longer hours and can involve an average commute of 30 to 45 minutes

• families are more mobile interprovincially

• low income families are moving into rural communities

• these trends can result in a loss of the family support network which would normally provide for some of the childcare requirements

• those who move into a new community are not always aware of the supports, services and programs available to assist with childcare

• lack of affordable childcare combined with a lack of available spaces has the potential to generate hazardous situations

• “latchkey” children are at risk for accidents in the home, unhealthy associations, problems with homework, isolation

• older siblings caring for younger children are often not prepared for emergencies or questionable circumstances

· increased number of children involved in Child Welfare and Handicapped Children’s Services and complexity of their situations.

· shortage of foster homes and specialized placement resources, challenging the quality of placements for children and overburdening of foster parents.

The following observations are based on the childcare program/service inventory and discussions with providers:

• the research indicates that a large number of the providers are private operators, neighbours, etc.

• few private operators advertise and those identified were all full

• the OSCAR Child Care Society offer subsidized childcare for over 100 children and several sites with varying attendance

• during the school-related strike additional programs were offered with very little “take-up”

• Camrose Children’s Centre works with 12 dayhomes capable of taking a maximum of 6 children each and these homes are close to 90% full

• a number of playschools offer programs and are all over 90% full

• the average opening hours are 6:30am and 7:00am with one or two providers opening at 6:00am

• the average closing hours are 5:30pm and 6:00pm with a couple of providers staying open to 6:30pm

Table E3 sets out the findings identified through consultation with the community, observations with respect to the community, and a review of the existing programs and services.

A number of communities across Canada, the U.S. and internationally have created and implemented a range of childcare models to address the range of childcare challenges. Following are brief descriptors of some of these models.

The following community-based centers give school-aged children a safe place to go after school to do a variety of activities and get help with homework:

• California’s After-School Learning and Safe Neighborhoods Partnership Program allocates $50 million annually for three-year grants to fund local after-school enrichment programs for students in kindergarten through ninth grade.

• Rhode Island appropriated $1 million to establish an after-school program for middle and junior high students in high-risk urban school districts. It also expanded childcare subsidies for 13-16 year olds in after-school programs.

• Colorado Family Centers: In 21 communities across the state of Colorado, family centers serve as a resource for families. One of the major services they provide is childcare, especially after-school care.

• Marriott International (partnering with the Hyatt and Omni hotel chains) has created a subsidized, full-service family center for low-income employees. Known as Atlanta’s Inn for Children, the program makes around-the-clock care available 365 days a year and can accommodate 250 children. It also offers parent education, health care, nutrition counseling, and other services. Each year, the center provides services to approximately 1,000 families of low-income hotel workers.

• Palcare has worked with unions, employers, local governments, and community groups to establish a 24-hour, seven-day-a-week child-care center for employees at the San Francisco International Airport and in surrounding Bay Area communities. About 20 percent of Palcare children are eligible for child-care subsidies in the form of reduced evening and weekend fees, scholarships, or alternative payments from other sources. Palcare follows guidelines for high-quality programs advocated by the National Assoc. for the Education of Young Children.

• In July 1995, the City of Mesa, Arizona, which employs 3,276 people, contracted with a private childcare service to offer in-home sick child care services to all full-time workers. Caregivers are fingerprinted, bonded and screened, and must complete 42 hours of training, including child development, CPR, first aid, health assessment, arts and crafts and communication skills before they can be referred. The City subsidizes $12.00 per hour up to 10 hours per day for up to 5 days of care per fiscal year. Employees who use the service must pay $2.00 per hour plus a small transportation fee and an extra $5.00 per day per additional ill child receiving care. Employees thus have the choice of using the service or taking sick leave to care for their ill children.

• In 1987 Redwater Health Centre provided a “sick kids” program for children who could not attend daycare because of illness. This program was coordinated by Lakeland Health Authority.

• In November 1995, the City of Seattle initiated a Pediatric Home Care (PHC) benefit for its employees and their families. PHC sends a Certified Nursing Assistant to an employee home to care for a sick child so the parent can report to work. The City covers employees for up to $300 per year for this service, which is available 24 hours a day, 7 days a week. PHC, which always has a Registered Nurse available by telephone, also cares for newborns. The City has seen reduced use of sick leave and better attendance by parents with young children.

• Following the success of its participation in a pilot in-home back-up care consortium Morrison and Foerster established its own in-home emergency care program administered through Caregivers on Call. The program, which originally served the law firm’s San Francisco and Los Angeles employees, has since been expanded to its Orange County office.

• In April 1995, Kaiser Permanente opened a “Second String” emergency back-up childcare facility to serve the 7,500 employees in its Aurora, Colorado office when their permanent childcare arrangements fail, school is closed, or their children are mildly ill. Hundreds of children have used the facility, enabling parents to come to work who may not otherwise be able to find alternative arrangements on short notice. The back-up care benefits Kaiser by reducing the stress associated with failed child care and the loss of work and productive time it creates. The program has been so successful that Kaiser is considering expanding it to other locations.

• In August of 1995, American Home Products (AHP) Corporation, a worldwide pharmaceutical and health care products company with 34,000 domestic employees, created a comprehensive, on-site childcare center at its Madison, New Jersey corporate headquarters. The Child Development Center, built in conjunction with Corporate Family Solutions, has the capacity for 130 children and provides tuition assistance for those with family incomes under $70,000.

• In July 1995, Arnold and Porter, a major law firm in Washington, DC, opened an on-site childcare facility for its 900 employees. Children ages 3 months to 5 years can attend on a full- or part-time basis from 8:00am until 6:30 pm, Monday through Friday. A highly qualified and trained teaching staff conducts the age-appropriate curriculum.

• The Center also provides on-site back-up care for employees who need to work on evenings or weekends, or whose regular childcare arrangements have fallen through. This service is available 7 days a week for children up through age 12. In the first 6 months of operation, 87 families used it.

• Computer Associates has been cited by the US Department of Labour for its family friendly business practices. Employees particularly enjoy having their children nearby and appreciate the ability to commute with their children during working hours, and are reassured in knowing that they can drop by the centers any time. Many use lunch and break time to spend with youngsters. CA has also been recognized for its prenatal healthy baby programs for expectant mothers, its four full time child development centres serving the needs of its 7,000 US Based employees, and its summer day camp program for children aged 6-15. All of CA’s programs are heavily subsidized by the company with sliding scale fees based on the employees’ salary.

A public-private partnership for childcare is one in which community members, government agencies, and private sector organizations join together to expand and improve the capacity of the community, region or province to meet the needs of young children and their families. While very partnership is unique in composition and the resources that support it, in all partnerships, each member contributes time, financial support and/or expertise toward shared goals. The formation of these partnerships is an increasingly viable and popular strategy for improving the accessibility and quality of childcare. They are formed for a variety of reasons, particularly due to the realization that no one sector or group can effectively address the need for quality childcare services.

Motivations of the various partners include the following:

• Families continue to need and seek affordable childcare that enhances child development, school readiness and well-being. Families also need and seek education and care in a variety of settings that reflect diverse family and community cultures, language, values work schedules and familial situations.

• Employers are increasingly recognizing the benefits of addressing the work-life needs of their employees in order to attract and retain qualified workers and to enhance their productivity. They also understand that their future financial well-being depends on the economic viability of their communities and that quality child care is an essential ingredient in a healthy economic climate. Although many employers are enthusiastic partners in efforts to create and improve childcare, their resources are limited and they, too, seek the benefit of sharing costs with other employers/public-private sector partners.

• Philanthropies are seeking new ways to leverage their investments to foster systemic change to improve the way provinces and communities address the needs of children and their families. New information about the importance of early childhood brain development has also caused some philanthropies to invest in initiatives that support the healthy development of young children, including increasing and improving child care. Other philanthropies are investing in childcare as economic development or poverty alleviation strategies.

• Educators, childcare providers, and health and human service professionals are seeking support from both the public and private sectors to increase and improve community-based childcare and to meet other needs of vulnerable and disadvantaged children and families, such as health, housing or employment. They are also interested in finding ways to share knowledge and resources that help them improve the quality of the services they provide.

• Community and civic organizations seek similar positive results in delivering effective, efficient services to young children and their families. They are also increasingly understanding that investing in quality child care is an important strategy for attracting/retaining business, preparing children for a productive future in school and work, reducing future dependence on public assistance and reducing crime,

• Unions seek quality child care for their member children and for all young children and their families. Unions are also concerned with promoting a province’s or community’s economic vitality and consider community resources such as child care essential to their members’ ability to work.

• Government at all levels is providing childcare assistance to working parents through tax assistance and subsidy programs for low income families. Government is looking to the private sector for leadership, sources of expertise, and innovative ways to finance and support vital community services because of growing pressure on shrinking public budgets and resources combined with demands for new and better ways of doing business. Government also looks to private sector for initiatives to endure and provide continuity as elected and pointed public-sector leaders change.

Some collaborations that have been identified as best practices include:

• Local 2/Hospitality industry Child care and Elder Care Fund

The Hotel Employees and Restaurant Employees (HERE) Local 2 is a labor union which represents hotel and restaurant employees in unionized San Francisco hotels. The workers are room cleaners, cooks, bartenders, waiters, bell people and food service workers who work a variety of daytime, evening or nighttime shifts, 7 days a week. As a result, child and elder care services are often not available at needed times. In August 1994, HERE Local 2 negotiated a child and elder care fund with the San Francisco Hotels Multi-Employer Group as well as the rest of the San Francisco Class A union hotels. The hotels contribute $0.15 for every hour worked by eligible members. Close to 7,000 workers are eligible for the fund, which provides a range of benefits including child and elder care resource and referral services and partial reimbursement for newborn, child, youth and elder care services. In October 1997, there were over 550 members enrolled in the subsidy program.

• Project Parent, Lextington/Fayette Urban County Government

Mayor Pam Miller launched Project Parent in January 1995 to promote a safer community, stronger families and more successful children. To date, more than 350 businesses, churches and other religious institutions, social service agencies and schools have joined the effort by pledging to adopt and uphold policies and practices to support and encourage effective parenting. As their pledges, area businesses have made changes in wages, benefits, hours of work and ways of working and have added counseling and other family support services. Business representatives also have joined community councils establishing academic standards. According to Project Parent Director Earlene Huckleberry, the program continues to thrive and grow.

People have been using cooperatives for centuries to meet their needs. This is just as true with childcare as it is with housing, agriculture and rural utilities. Today with the increase in the number of single parents and two-career families, more and more people need and want secure, quality care for their children. It is difficult for these people to seek jobs it they cannot find appropriate childcare.

Cooperative childcare offers many advantages including:

• Quality Care - the parents have direct input on education programs offered and they will not settle for “fast food” care.

• Affordability - members help reduce costs by contributing to childcare cooperatives in many different ways. They serve on committees, participate in school projects and help out in the classroom.

• Parent Involvement - as with many cooperatives the members elect a board which establishes policy and hires professional management. Parent education is a big part of the cooperative’s program.

• Community Development - many graduates of parent cooperatives say they learned valuable skills in their cooperative for their future community and professional lives.

• Accessibility - cooperative childcare can be adapted to meet the requirements of a diversity of members.

In a cooperative childcare facility, each family becomes a member-owner and shares equally in the control of their cooperative. This model is ideal for parents who desire to have an active role and influence their child’s development outside the home. Parents have “peace of mind” knowing that their child is in a safe and stimulating environment.

• Parent Model Cooperative is the most common childcare model. The co-op is owned and controlled by the parents whose children are cared for in the centre

• Parent/Employee Model is owned and controlled by employees whose children attend the worksite childcare centre.

• Consortium Model is a viable option for small to mid-sized companies with satellite offices. It is owned and controlled by the companies that offer childcare as an employee benefit.

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