Washington State Child Care Access Strategy — Child Care Collaborative Task Force Report to the Legislature (June 2021)

Issuer: Congressional materials
Document type: Report

Summary

Washington State Child Care Access Strategy is the Child Care Collaborative Task Force's report to the Legislature and Governor under 2SHB 1344, Laws of 2019, dated June 30, 2021 and issued through the Washington State Department of Commerce. It lists task force members and sets out a table of contents covering a policy framework, a strategic implementation plan, seven goals and Appendix A to Appendix G. Letters from the task force tri-chairs and Commerce Director Lisa Brown discuss the Fair Start for Kids Act, child care workforce wages and a reported 43% turnover rate. The executive summary states that the plan builds on that Act and notes subsidy eligibility for families at or below 85% of state median income in 2027. The report closes with endnote source citations.

Summary drafted by a model from the document's text below and checked by script against that text before publication. It is a navigation aid, not a reading of what the document proves. Where AI is used

Cite this document

“Washington State Child Care Access Strategy — Child Care Collaborative Task Force Report to the Legislature (June 2021).” Original at app.leg.wa.gov. Archived at Pandemic Darlings, https://pandemicdarlings.com/source-documents/2021-final-june-2021-c3tf-legislative-report-ad154f1b-97c3-4adc-8f0e-f133df/, SHA-256 b86b5b1627177c4e17c084322500234d428728e1e6b09b7f79946109cb9ff998.

Full text

Washington State Child Care
Access Strategy:
A strategy, timeline and implementation plan to reach
the goal of accessible, affordable child care for all
Washington families

Child Care Collaborative Task Force Report to the Legislature and
Governor under 2SHB 1344, Laws of 2019

COMMUNITY ENGAGEMENT June 30, 2021
AND OUTREACH,
DIRECTOR'S OFFICE REPORT TO THE LEGISLATURE

Lisa Brown, Director
2.0
Acknowledgments
This report was made possible by the Child Care Collaborative Task Force, task force guest participants, ICF, and staff of
the Department of Commerce and Department of Children, Youth and Families.
Child Care Collaborative Task Force
2020-21 Role First Name Last Name Organization Appointed
Tri-Chair, Voting Amy Anderson Association of Washington Business 2018
Tri-Chair, Voting Luc Jasmin Washington Childcare Centers Association & 2018
Parkview Early Learning Center
Tri-Chair, Voting Ryan Pricco Child Care Aware of Washington 2018
Voting Erin Haick SEIU 925 2018
Voting Bob McCaslin 4th District (R), WA House of Representatives 2018
Voting Darlene Peters Port Gamble S'Klallam Tribe 2020
Voting Tana Senn 41st District (D), WA House of Representatives 2020
Voting Valisa Smith Start Early (Ounce of Prevention Fund) 2020
Voting Neil Strege Washington Roundtable 2018
Voting Claire Wilson 30th District (D), WA Senate 2019
Non-Voting David Beard School's Out Washington 2018
Non-Voting Stephan Blanford Children's Alliance, Early Learning Action Alliance 2021
Non-Voting Sarah Clark SOAR 2019
Non-Voting Mary Curry Pathways Enrichment Academy 2018
Non-Voting Sydney Forrester Office of the Governor 2019
Non-Voting Christie Glassy Family, Friend and Neighbor Caregiver 2019
Non-Voting Jennifer Jennings-Shaffer Zero to Three 2019
Non-Voting Ruth Kagi Early Learning Ambassador 2018
Non-Voting Lois Martin Community Day Center for Children, Inc. 2018
Non-Voting Zamzam Mohamed Voices of Tomorrow 2019
Non-Voting Dawn Rains Treehouse 2021
Non-Voting Jason Ramynke Department of Children, Youth and Families 2019
Non-Voting Cheryl Smith Department of Commerce 2018
Non-Voting Nicole Sohn Greater Spokane Inc. & Journey Discovery Center 2019
Non-Voting Ginger Still Kid's World Childcare 2018
Non-Voting Adrienne Stuart Developmental Disabilities Council 2021
Non-Voting Jodi Wall Educational Service District 112 2019
Participant Soleil Boyd Washington STEM N/A
Participant Susan Brown Kids Co. N/A
Participant Donna Christensen Government Relations N/A
Participant Colleen Condon Lilac City Early Learning Center N/A
Participant Kelly Daniels Seattle Nanny Network N/A
Participant Anjali Grant Anjali Grant Design, LLC N/A
Participant Sally Holloway Whatcom Community College N/A
Participant Regina Malveaux Women's Commission N/A
Participant April Messenger Washington Association of ECEAP and Head Start N/A
Participant Brian Trimble Herzog Family Center N/A
Facilitator Tim Jaasko-Fisher TJF Consulting, LLC N/A

Washington State Department of Children, Youth and Families
Genevieve Stokes, Government Affairs Advisor Matt Judge, Child Care Administrator, Licensing Oversight
Nicole Rose, Director of Eligibility and Provider Supports
Washington State Department of Commerce
Cheryl Smith, Director of Community Engagement and Outreach 1011 Plum St. SE, P.O. Box 42525
Jill Bushnell, Policy Advisor, 360.725.2818 or jill.bushnell@commerce.wa.gov Olympia, WA 98504-2525
www.commerce.wa.gov
To request this report in other formats, please call 360.725.4000 (TTY 360.586.0772)

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE
Table of Contents
Letter from the Task Force Tri-Chairs .......................................................................................................... 3

Letter from Commerce Director Dr. Lisa Brown............................................................................................. 4

Letter from DCYF Secretary Ross Hunter ...................................................................................................... 5

Executive Summary ..................................................................................................................................... 7

Introduction ................................................................................................................................................. 9

Framework for Affordable and Accessible Child Care ................................................................................. 13

Strategic Implementation Plan ................................................................................................................... 15

Goal 1: Child care is a field that offers its workforce economic security and respected, long-term career
options, as measured by staff retention...................................................................................................... 18

Goal 2: Robust child care system infrastructure is in place to sustain a mixed-delivery model of high-quality
child care services. .................................................................................................................................... 23

Goal 3: Child care providers can operate high-quality programs and accept Working Connections Child Care
subsidies. .................................................................................................................................................. 29

Goal 4: Low and middle income families are eligible for, know about and use Working Connections Child Care
subsidies. .................................................................................................................................................. 34

Goal 5: Families can navigate child care supports and enroll in child care programs.................................... 39

Goal 6: Employers and businesses implement practices that make child care more affordable and accessible
for their employees. ................................................................................................................................... 42

Goal 7: Streamlined state and local regulations, codes, permitting processes and fee structures facilitate
child care startup, operation and expansion................................................................................................ 45

Conclusion ................................................................................................................................................ 48

Appendix A: Authorizing Legislation ........................................................................................................... 49

Appendix B: Task Force Overview .............................................................................................................. 50

Appendix C: Goals and Objectives .............................................................................................................. 51

Appendix D: Implementation Strategies...................................................................................................... 53

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 1
Appendix E: Implementation Tactics .......................................................................................................... 55

Appendix F: Progress toward Goals in 2021 ............................................................................................... 59

Appendix G: Roles in Implementation ......................................................................................................... 63

Bibliography .............................................................................................................................................. 68

Attachments:
Transforming Child Care for the Future: Accessible, Affordable and Quality Child Care for All Families in
Washington: Brief | Infographic | Video

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 2
Letter from the Task Force Tri-Chairs
We write this about a month after Washington State signed the Fair Start for Kids Act into law and the 2021-23 state
budget made historic investments in our state’s child care and early learning systems. Organizations and agencies that
support child care are in the critical period of simultaneously continuing COVID-19 pandemic response measures, and
ramping up to implement system-wide changes and distribute hundreds of millions of dollars to child care programs.

Thank you for hearing us about the need for major investment. The Child Care Collaborative Task Force has continuously
emphasized the need for increased public and private investment, and to a great extent, this has happened. Federal
stimulus funds and revenue from a capital gains tax will stabilize and grow our state’s child care industry and help low-
and middle-income families access affordable, high-quality child care. Targeted investments will address our state’s
severe lack of infant care, nonstandard-hour care, child mental health resources, and much more.

Our children and communities are counting on us to implement this right. The next two years are pivotal for our state to
demonstrate the benefits of increased investment in the child care system. These investments and system improvements
have the potential to reduce disparities and achieve equitable outcomes for children, families and child care
professionals. This is an opportunity to:

Nurture and support child development to close kindergarten readiness gaps and set children up for success in school
and life. Strengthen supports, such as access to high-quality and culturally responsive child care and wraparound
services, for children with disparate outcomes. For example, support success of children that identify as American
Indian/Alaska Native, Black, Hispanic/Latino or Native Hawaiian/Pacific Islander, who are 37% less likely than peers
of other races and ethnicities to be ready for kindergarten. Give a boost to children in low-income households that are
43% less likely to be kindergarten-ready than their non-low-income peers.

Help parents remain in and reenter the workforce, achieve economic security and meet their goals for their children.
Expand, and help families access, child care subsidies and affordability resources. Increase the disproportionately
low number of eligible families with non-English home languages that use subsidies. Incentivize and support child
care provision in areas and market segments with insufficient licensed child care options.

Support livable wages, benefits and lasting careers for our diverse child care workforce to maintain high-quality child
care services for families. Child care educators in our state, predominantly women, largely reflect our state's cultural
and linguistic diversity: 50% are people of color and 30% are multilingual or have a first language other than English.

We are making great strides toward accessible, affordable and high-quality child care. We must now focus on the fourth
leg of the stool: a thriving workforce. Over 30,000 child care professionals provide services that help families meet their
goals and children succeed. Our economy and society benefit from this essential work, yet the child care workforce
suffers from very high turnover. For professionals to stay and grow in the field, they need livable wages and benefits. For
our children to receive the high quality care they need in order to be successful in school and life, they must receive care
from trusted and qualified adults who reflect the community they serve. The state must develop and fund a financing
model that keeps child care affordable for all families AND ensures adequate compensation of the entire child care
workforce. Our state’s comprehensive investments through the Fair Start for Kids Act put us on track to achieve our vision
of Washington as the nation's most equitable, affordable and accessible child care system. Let’s not stop the momentum.
On behalf of the task force, we urge policymakers to continue and build on transformative investments in the child care
system in service of Washington's future: our children.

Amy Anderson Luc Jasmin Ryan Pricco
Association of Washington Business Washington Childcare Centers Association & Child Care Aware of
Parkview Early Learning Center Washington

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 3
Letter from Commerce Director Dr. Lisa Brown
As we discuss the future of our state’s – and nation’s – child care systems, it’s impossible to ignore the
moment we’re in and the role child care access will play in our economic recovery. The pandemic has
revealed enormous disparities in access to affordable care, how inadequately we compensate and
support our child care workforce, and the disproportionate burden that remains on women to fill an
unpaid role of caring for children at home.

At the same time, this has been a historic year for children and families in our state, and for child
professionals that serve them. The Fair Start for Kids Act doubled our state’s investment in child care and early learning.
The Act increases child care affordability for low- and middle-income families, and will help parents and caregivers find
care that is a good fit for their family, including infant care, care for children with complex needs, programs with flexible
hours and programs with bilingual instruction. The combination of affordability and options that support families’ goals
for their child’s development will help more parents—especially women, who have left the workforce in alarming numbers
during the pandemic—reenter or remain in the workforce. This will contribute to closing the gender pay gap. It will also
support families’ economic self-sufficiency and set up children for success.

Importantly, the Fair Start for Kids Act ends the child care subsidy copay “cliff effect.” This occurs when a parent’s income
increases and they can no longer afford the steep increase in copay required to continue receiving a subsidy. I said in the
last report that eliminating this disincentive is crucial to supporting all working parents as they move upward on the
earnings ladder. I commend the Legislature for resolving this issue.

The Fair Start for Kids Act makes progress to grow and sustain high-quality child care programs. This includes one-time
child care stabilization payments, increased subsidy rates, and grants, as well as access to healthcare insurance coverage
premium assistance for employees, mental health consultation, and other services. New and ongoing grant programs will
support high-quality child care in rural, underserved and Black, Indigenous and people of color (BIPOC) communities,
which creates equitable opportunities for child care access, school readiness and academic success.

I stand with the Child Care Collaborative Task Force in supporting full implementation of the Fair Start for Kids Act—and
furthering the work by creating a finance model to adequately pay and support a thriving child care workforce. The child
care workforce – which is a low wage workforce -- is disproportionately composed of women and women of color.
Turnover rates in the child care field are high at 43%, and studies suggest this is largely due to low benefits and lack of
pay. Staff turnover decreases child care program quality and stability. It prevents children from receiving the lasting
benefits associated with consistent, loving caregivers. Child care, like many industries, has experienced challenges filling
open positions. Providers have noted that they compete with retail sectors that offer comparable or better pay and require
less training and education. To achieve a sustainable and robust child care system that promotes healthy child and family
outcomes and gender and racial economic equality, we must support competitive, livable wages and benefits, and
professional growth opportunities for child care professionals.

This fourth task force report reflects three years of cross-sector engagement, learning and problem-solving among over
30 appointed child care providers, administrators, advocacy organizations, parents, business representatives and
professional associations focused together on improving our state's child care system. I commend the task force for its
dedication and persistence in developing a plan for accessible, affordable, high-quality child care for all families. This
work has taken on new urgency and attention as we realize the role of child care in an equitable economic recovery. I look
forward to working with the task force to identify, and create financial models to fund, the true costs of providing high-
quality child care.

Lisa J. Brown, Ph.D.
Director, Department of Commerce

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 4
Letter from DCYF Secretary Ross Hunter

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 5
JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 6
Executive Summary
This report follows on the 2020 Washington State Child Care Industry Assessment and previous recommendation reports
to "develop a strategy, timeline, and implementation plan to reach the goals of accessible and affordable child care for all
families by 2025" as required in Second Substitute House Bill 1344 (2019). The Washington State Department of
Commerce co-convened the Child Care Collaborative Task Force with the Department of Children, Youth, and Families
(DCYF) to issue this report. In the final phase of work, the task force will report findings of a child care cost of quality
study to the Legislature and Governor in 2022.

Strategic Implementation Plan
This report provides a policy framework for affordable and accessible child care that builds on the previous task force
work described above, and recent historic policy changes and investments in child care through Washington's Fair Start
for Kids Act as the basis for the strategic implementation plan. The purpose of the plan is to transform how the child care
sector can better deliver equitable and quality care to families in alignment with the state's policy goals. The plan does not
specify a timeline, but aims to complement and build on the timeline of policy changes in the Fair Start for Kids Act. Under
the Act, policy changes including increasing Working Connections Child Care (WCCC) subsidy eligibility to include families
with incomes at or below 85% of state median income, and reaching Early Childhood Education and Assistance Program
(ECEAP) entitlement, will occur in 2027.

The strategic implementation plan uses a racial-equity approach based on goals, outcomes and objectives identified in
the policy framework for affordable and accessible child care, and includes implementation strategies, tactics and roles
to achieve the task force's vision of Washington State as the nation's most equitable, affordable and accessible child care
system. The vision was developed by consensus among child care providers, policymakers, businesses and business
representatives, employers, advocates, agencies, parents and stakeholders. To implement strategies and monitor
progress toward goals, intended outcomes and the vision in this report, the task force identified outcomes that serve as a
starting place for developing state performance measures to track progress with an intentional focus on examining and
resolving disparities in child care affordability, access and service delivery based on race, ethnicity, home language, ability,
income and geography.

Transforming Washington's child care industry is a long-term policy initiative that needs participation from diverse groups
and stakeholders to be successful. The strategic implementation plan includes tactics for each goal that can be carried
out by different stakeholder groups, such as economic development organizations, schools, community members and
state government with specific roles provided. For example, on the topic of compensation under goal one, the
implementation plan identifies that the task force and DCYF will evaluate and recommend a compensation structure
aligned to regional school system salary scales for use by DCYF to set WCCC subsidy rates and an administrative
mechanism and finance model to ensure adequate compensation of the entire child care workforce. In addition, a brief
discussion and explanation of progress made to date is provided under each goal to offer subject matter expertise to
assist policy makers and the public in their understanding of the child care industry in the state.

Key Issues
The providers, families and children that rely on the child care industry represent a diversity of cultures and backgrounds,
and as a result have varying needs, experiences and circumstances. While this report attempts to address this continuum
to the fullest extent possible, the task force finds there are core issues that cut across goal areas that should be given
priority in policy and funding discussions.

1. High-quality child care supports healthy development of children, and provides options parents may choose to meet
their child's social, emotional, physical, and developmental needs in a way that fits their family.

2. Without competitive, livable wages and benefits for child care professionals, families and children will not have
access to a sufficient supply of quality child care services. The child care workforce, composed predominately of
women and people of color, has high rates of attrition. Until a financing model is in place to adequately compensate,
develop and support longevity of the child care workforce, the task force expects suppressed wages and high staff
turnover to continue--and with it, ongoing challenges to maintain child care program quality and capacity.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 7
3. Economic growth depends on quality child care so that families are able to work. Both public and private investments
are needed so that labor costs and other quality cost drivers are not disproportionately passed onto child care
professionals that provide valuable services without adequate pay, and families that pay child care tuition rates that
often exceed in-state college tuition.

Core Strategies
The strategies in this report build on recent progress through the Fair Start for Kids Act and other 2021 legislative
measures, such as Substitute Senate Bill 5151, Engrossed Substitute House Bill 1370, Substitute House Bill 1331, and the
2021-23 state operating and capital budgets, to promote: child health, safety and development; the ability for families to
choose child care options that meet their needs and support their children; economically secure families; and nurturing
environments to support a child's success. The strategies simultaneously support the child care professionals, providers
and systems that make this possible.

To address key issues, the task force recommends the Legislature, Governor, DCYF and the Early Learning Advisory
Council (ELAC)--as well as task force member organizations and constituencies--lead the charge in implementing the
strategies to meet the objectives and intended outcomes described in this report, with particular attention to:

Creating and funding a financing model to support compensation and development of child care professionals.

Reducing disparities in child care service delivery and access by families.

Developing infrastructure to support a robust and sustainable “mixed delivery” child care system, offering families a
diverse range of provider types and program models.1

Over time, implementation of the strategies would fulfill the task force's vision of Washington, State as the nation's most
equitable, affordable and accessible child care system, benefitting all our children, parents, child care staff and providers,
employers and communities.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 8
Introduction
Synopsis
In Washington, there are more than 1.1 million children under age twelve who all need to be cared for by an adult, all
day, every day, whether it is a parent, family member, child care provider or school teacher. Child care is essential to
families, businesses and the economy. Moreover, early childhood experiences have important implications for
school readiness and educational outcomes, as well as lifelong health and wellbeing.2 Yet, child care is not
financed as a public good, like elementary education and secondary education. In Washington, as in the rest of the
nation, the responsibility for paying for child care is placed almost entirely on individual families and child care
staff whose wages are not commensurate with their responsibility. The cost of full-time child care for an infant and
a child in preschool can equal up to 35% of a two-parent family’s income and up to 150% of a single-parent’s
income.3 This approach leaves many families without access to affordable, high-quality child care providers,
creating and perpetuating inequality.4 These circumstances have been exacerbated by the COVID-19 pandemic with
many child care businesses either permanently closed or struggling to re-open, causing more struggles for families
to find the quality child care that is needed to help their children learn and thrive and to help parents and caregivers
remain in or join the workforce.

The Fair Start for Kids Act (hereafter "Act"), passed in May 2021, made unprecedented investments in child care that
bring the state closer to realizing the goal of accessible, affordable, quality child care for all families. The Child Care
Collaborative Task Force’s (hereafter "task force") overall aim is to successfully implement and build upon the work
of the Act to continue making progress toward this goal. The Act is one of the most significant state investments in
child care access and expansion in the nation’s history, investing more than $500 million to improve access to child
care for families and to stabilize the precarious finances of providers. However, even with this historic investment,
most parents or caregivers will remain solely responsible for paying all child care expenses. In many cases, what
families can pay is not enough to cover the full cost of providing quality child care. To fully solve this challenge,
Washington needs to transform the way child care is financed to ensure that it is affordable for all families and that
child care providers have the funding to compensate the workforce fairly.

The following pages describe the problem, the facts and the impacts of child care inaccessibility in Washington.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 9
The Problem

The Child care services are provided almost entirely in
the private market, and both parents and child care
providers are limited by market forces beyond their

Problem control. Child care providers base their prices on
what families are able to afford. In many cases,
this may not cover the full cost of quality care, may
limit the services the provider is able to deliver and
limit the wages that the provider can pay to recruit
and retain staff.

Ideally, there would be a balance between the
“We’ve gotta find some kind of supply of child care providers and what they
happy medium here, to where charge, and the demand that families have for child
we’re not paying everything we care and what they can afford. However, in
Washington and throughout the nation, families
make in child care. Basically, we alone are responsible for paying for child care in
would be paying for child care most circumstances. This allows only a fraction of
and rent, and we’d be lucky to the families who need high-quality care to be
served.
have anything else, and people
can’t live that way!” – Parent For child care providers, the revenue generated
from the fees paid by families is often not enough
with one child to cover the cost of care. To survive, child care
providers often are forced to keep wages low. In
turn, this makes it difficult to develop a stable,
highly qualified, and high-quality child care
“We can’t afford child care, and workforce.
it doesn’t seem fair. Some
The consequences of this long-standing approach
families qualify for low-income to financing child care have left many families
programs and we do not. But without access to affordable, high-quality child
child care still isn’t affordable care programs, perpetuating and driving
inequality.5 These factors make the child care
for us.” – Parent of three sector unstable and produces significant
children, using informal inequities in child care access and affordability for
relative care families as well as inequities in the wages of the
child care workforce, of which 94% are women and
50% are individuals of color.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 10
The Facts
The Facts

Families Child Care Providers
When families search for child care, their Child care providers must pay for the cost
options are limited by what they can afford of delivering child care based on what
to pay and what is available in their parents in the surrounding area can afford
community. If they can find care at all, it to pay. Multiple studies have found that the
often is priced beyond their budget. prevailing prices paid in a community may
Families with higher incomes are more not support the basic structural features
likely to use licensed care. When middle Market that underpin quality child care – e.g.,
and lower income parents have access to compensation required to attract and
subsidy, they are also more likely to use Challenges retain staff.9
child care that is licensed.6

Since 60% to 80% of a child care provider’s
For a two-parent family in Washington, budget goes to pay for the people who
licensed child care for an infant and a care for children, they may often keep
preschool child would consume 29% to wages low to balance the budget.10 As a
35% of income. For a single mother, it result, the average child care employee in
would consume 120% to 150% of her the state makes under $15 per hour,
income.7 For a single father, it would High Prices & compared to $36 for a kindergarten
consume 98% to 124% of his income.8 teacher.11
Low Wages

Low compensation contributes to an
The affordability challenge is more unstable child care workforce with a 43%
pronounced for lower income families, turnover rate and that’s not good for the
leading to inequities, especially for quality of care children receive.12 Staffing
families of color. As a result, families may costs, facility costs and regulatory
have access to fewer choices and cobble requirements create significant barriers.13
together child care options that are This precarious business model reinforces
challenging to manage and of inconsistent Perpetuates a cycle of poorly paid staff, with high
quality for their children
Inequality turnover. That makes expanding access to
quality child care difficult.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 11
Impacts and Findings
Child Care Staff Retention is Key

The task force found that one of the key factors--a
lynchpin for child care program quality, child outcomes
and program sustainability--is the ability to recruit and
retain staff. Research has shown that the presence of
a consistent, caring adult serves as a protective factor
for healthy child development. The Early Achievers
quality rating and improvement system, school age
child care quality standards and professional
development focus on how child care educators
interact with children. The quality of interactions
between caregiver and child influence program quality
ratings. Child care providers on the task force
emphasized that high staff turnover--which is typical
for the child care industry, reported as 43% in 2015 --
reduces program quality and limits the opportunity for
children to benefit from a consistent caregiver.
Consequently, a key strategy of the task force is to
support child care providers' ability to recruit and retain
staff. Any resources that would allow providers to
attract, support and retain staff would contribute to
quality. As the task force previously reported,
competitive, livable wages and benefits have been
associated with higher staff retention and higher
program quality.

Our Current and Future Workforce and Economy
Depends on High-Quality Child Care. Families
and Child Care Professionals Cannot Afford to
Pay the Bill--Public and Private Investment is
needed.

The task force has found that typical child care staff
compensation levels must be increased for effective
retention. However, the funding to increase
compensation must be supported by public and private
financial investment to succeed--otherwise, increases
in child care labor costs would be passed onto
families. Washington parents are already paying tuition
prices that in many cases exceed the price of in-state
public college. There must be a sustainable cost
balance for child care, and this is not possible without
external funding and a limit on the prices families must
pay.

Figure 2: Impacts of Child Care Inaccessibility in Washington14

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 12
Framework for Affordable and Accessible Child Care
Background
This report fulfills a requirement in 2SHB 1344 (2019), RCW 43.330.527(1)(e), which directed the Child Care Collaborative
Task Force to "develop a strategy, timeline, and implementation plan to reach the goal of accessible and affordable child
care for all families." The report incorporates and builds on previous task force findings and recommendations. In 2019,
the task force recommended policy changes to reduce disparities and disproportionalities in child care service delivery
and access; streamline licensing and permitting of child care facilities; incentivize employer and business contributions to
child care affordability and access; and stabilize, support and sustain the child care industry, providers and workforce. In
2020, the task force completed a comprehensive assessment of the child care industry, began the process of creating
models to estimate the cost of high-quality child care; and recommended policy changes to the Working Connections
Child Care (WCCC) subsidy system and to support competitive compensation of the child care workforce. Next, the task
force will study the true cost of providing high-quality child care, and report findings to the Legislature and Governor in
Nov. 2022.15

Fair Start for Kids Act
While working on this report, and continuing to experience the COVID-19 pandemic, the Washington State Legislature
made a historic investment in child care and early childhood development in the Fair Start for Kids Act (Chapter 199, Laws
of 2021). Sponsors designed the Fair Start for Kids Act to make gains simultaneously in four areas: stabilizing and
expanding the child care workforce; making child care more affordable for families; supporting the expansion of child
care; and strengthening prevention and intervention services to support child development and healthy families. The task
force's overall strategy is to successfully implement and build on the work of the Fair Start for Kids Act.

Task Force Vision
The strategies in this report contribute to achieving the task force's vision, shown in Figure 3. The vision includes access
to affordable, high-quality child care for all families. The vision further emphasizes that the child care system should be
equitable and benefit all of Washington's children, parents, child care staff, providers, employees and communities. The
outcomes identified could serve as a starting place for developing state performance measures to track progress toward
achieving the nation's most equitable, affordable and accessible child care system.

Figure 3: Task Force Vision
The task force envisions Washington State as the nation's most equitable, affordable
and accessible child care system that benefits all our children, parents, child care
staff and providers, employers and communities:
Increased workforce
Quality, affordable, productivity when
An economically healthy New strategies and
accessible licensed child employers support the child
and diverse child care investments from the public
care that gives parents care needs of their
industry with a supported, and private sectors that
diverse choices to meet their employees through the
well-compensated workforce engage employers in
family and employment availability of a scalable set
that meets the supply and supporting all working
needs, regardless of their of tools and incentives that
choice requirements of families' access to high-
income, race or where they increase access and
families and employers. quality, affordable child care.
live. affordability of high-quality
child care.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 13
Intended Outcomes
The goals and implementation strategies in this report contribute to achieving outcomes in Figure 4 below. The outcomes,
if realized, would reflect that the state is fulfilling the task force's vision. The task force recommends the state establish a
performance measurement system to track progress toward realizing these outcomes.

Figure 4: Long-Term Outcomes
Child care is a manageable cost within any family Families can find, afford and enroll in

Implement these So that...
household budget. available, high-quality child care options to
All children are nurtured in high-quality child care support family economic security and child
settings that reflect their family’s values, culture and outcomes.
language, including parental, informal and licensed care. Diverse, high-quality child care programs
Child care programs are financially sustainable. serve every community.
People who work in the child care field are economically Children are nurtured and ready for

strategies so that...
secure, with respected, long-term career options, as success in K-12, grow into our future
demonstrated by workforce retention. workforce and achieve strong outcomes.
Communities have tools to identify child care gaps and Labor force, job training, apprenticeship
resources to create and maintain high-quality child care and higher education participation
options for their families, including infant, toddler and increases by adults, especially women,
nonstandard hour care. with children, because of sufficient access
to high-quality child care.
Parents find and enroll their children in a high-quality
licensed child care program that feels right for their Families’ economic security improves and
family, is near where they live, work or attend school capacity to thrive increases.
that fits their schedule, and provides a culturally Economic growth expands.
responsive, developmentally appropriate and nurturing The state’s tax base expands.
environment where their child will thrive.

Goals and Objectives
This report is organized around seven goals, listed below. These goals are ordered to emphasize areas needing urgent
attention. Top among these are investing in the longevity and development of child care professionals through increased
compensation and supports, as a supported child care workforce is needed to promote healthy child development. The
task force recommends creating and funding a financing model to provide an adequate revenue stream for high-quality
child care, because until this happens the cost falls on providers, staff and parents. Another high priority is developing
robust child care infrastructure, including a system of financial resources and services to startup and sustain high-quality
child care programs. The task force recognizes that progress toward these goals will depend on levels of investment and
implementation capacity. The task force recommends establishing specific, measurable objectives, performance
measures and a performance monitoring system to assess progress. Appendix C lists all goals and suggested objectives.

Goals
1. Child care is a field that offers its workforce economic security and respected, long-term career options, as measured
by staff retention.

2. Robust child care system infrastructure is in place to sustain a mixed-delivery model of high-quality child care
services. Infrastructure includes financial resources, professional development opportunities and access to
behavioral, mental health, healthcare and educational and other resources.

3. Child care providers can operate high-quality programs and accept Working Connections Child Care subsidies.

4. Low and middle income families are eligible for, know about and use Working Connections Child Care subsidies.

5. Families can navigate child care supports and enroll in child care programs.

6. Employers and businesses implement practices that make child care more affordable and accessible for their
employees.

7. Streamlined and less financially burdensome state and local regulations, codes, permitting processes and fee
structures facilitate child care startup, operation and expansion.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 14
Strategic Implementation Plan
Ensuring Implementation Creates Equitable Opportunities for All
How the goals are met matters. The task force recommends achieving child care access goals through strategies that are
implemented with cultural humility, cultural responsiveness and language accessibility. The intended outcomes are that
all children, families, child care providers and child care staff will have access to opportunities and the ability to succeed
regardless of differences in race, ethnicity, income, abilities, family composition or where or how they grew up.

The task force's work began with envisioning a child care system that was working well and meeting the needs of
providers, staff, children and families. The task force assessed the child care industry in 2020 and recommended policy
changes--that became the goals and strategies in this report--to address the gap between the vision and the experiences
of providers, staff, children and families. With recommendations in place, the task force responded to the imperative to
ensure consideration of equity during implementation. The task force adopted a race-equity tool in 2021 with a
commitment to address drivers of child care system inequities for people accessing and providing care.

Figure 5: Task Force Commitment to Equitable Racial Outcomes
2020
2019 Initial Report Recommendations Through Nov. 2022
• Developed vision and • Discussed commitment to • Apply the race equity tool
recommendations to equitable racial outcomes to all strategies and refine
reduce disparities in child and to apply race equity recommendations.
care access and service tool to assess and further • Apply tool to child care cost
delivery. develop recommendations. of quality study.

2020 Industry 2021 Report
Assessment • Implicit Bias & History of
• Collected and analyzed Race and Racism training.
qualitative and quantitative • Adopted race equity tool.
data disaggregated by race • Tested application of the
and ethnicity, with special race equity tool to
attention to voices of strategies for one goal.
underrepresented or
marginalized families.

Currently, due to complex underlying conditions, there is not a comprehensive measurement of how the proposed goals
would impact diversity across and within stakeholder groups. For example, there is significant disparity between types of
providers, between economic security and social safety net access for child care staff, and between a family's access to
child care support because of capacity, demographics or geography. Data is unfortunately lacking and there is a challenge
to reach communities directly. The task force will frame continued work through questions such as:

How does the strategy address underlying causes of the child care industry's inequities?

How does the strategy worsen or ignore stakeholder disparities?

How might racial equity considerations impact each implementation step of a strategy?

This approach will require stakeholders and state agencies to iteratively scenario-plan improvement metrics for each goal
and subsequent strategies. Additionally, race-equity analysis will include consideration of current aligned statewide
efforts and how these efforts may impact a goal through process improvement or mitigation. The task force will review
relevant available DCYF, child care industry, cost study, and US Census data disaggregated by factors such as race,
ethnicity, language spoken, nativity, income, and geography to the extent possible and identify gaps in data where more
information is needed. The task force will seek additional community voice through member affiliation with an emphasis
of engaging the diverse community of providers, staff and families. Simultaneously, state agencies, particularly DCYF, will
implement requirements of the Fair Start for Kids Act. Agencies will proactively consider how to define the agency's

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 15
systemic barriers and proactively invest in collecting community experience for reporting and functional process changes.
Inherent to these changes is engagement with the end-user, most often families, to identify positive and negative effects.

DCYF recently published a Strategic and Racial Equity Plan. The plan describes DCYF's commitment as program
administrators to continually assess equitable program delivery across the agency, focused on liberatory, human-centered
and healing-centered design. As part of this plan, DCYF is examining agency operations and opportunities to improve
capacity to better serve Black, Indigenous and people of color (BIPOC) and historically marginalized communities.
Programs and divisions have begun implementing plans to advance racial equity, intentionally centering the experience of
BIPOC youth and families in current and future program design. The agency is working to align and integrate its services
internally and externally, and adequately train and support staff, managers and supervisors within the practice model. The
task force finds that this work will strengthen the agency to more fully support family and community across cultures and
geography. It is essential for administrative agencies like DCYF to model and lead the industry in implementing equity-
centered practices.

Strategic Topics
The strategies or approaches recommended by the task force are mapped to each goal beginning on page 18. Figure 6
below summarizes the topics addressed by implementation strategies. Appendix D lists all implementation strategies.

Figure 6: Implementation Strategy Topics
Resources & Tiered Business
Competitve Increased Assistance for Tax Incentives for
Revised Subsidy
Compensation of Subsidy Rates & Employers to Employers to
Regions
Child Care Staff Enhancements Support Child Provide Child
Care Care

Education for Continuous
Benefits and Paid Resources to
Monthly Subsidy Employers on the Improvement of
Leave for Child Meet Quality
Payments Business Case for Licensing Rules
Care Employees Standards
Child Care and Processes

Coaching and Intersystem Child Care Streamlined
Affordable
Professional Coordination Information in Licensing During
Subsidy Copays
Development (such as with K- Multiple Facility
for Families
Supports 12) Languages Development

Better Systems to
Facility Grants, Child Care
Help Families Streamlined
Access to Loans, and Subsidies for
Find Child Care & Background
Substitute Staff Technical Low-Middle
Learn About Check System
Assistance Income Families
Resources

Culture of
One-Time and Services and Child Care No Limit to How
Support & Mutual
Ongoing Provider Supports for Child Subsidies for Many Eligible
Respect Among
Financial Care Program Students and Job Families Can Use
Licensors &
Supports Quality Seekers Subsidies
Providers

Tactics and Roles
Every child has a right to a safe, nurturing care environment, essential from birth through childhood. This reality requires
communication, engagement and collaboration from a variety of actors: policy makers, program administrators,
philanthropy, inter-government entities, K-12, providers and families. Actions that stakeholders can take to support
strategy implementation include those listed in Table 1.

This report includes tactics for carrying out each strategy, which may be found in each goal section and summarized in
Appendix E. Appendix G includes the task force's suggestions for organizations and roles that should lead
implementation, such as opportunities for the legislature to develop policies or make investments, and for DCYF to
incorporate suggested practices into program administration.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 16
Table 1: Roles in Strategy Implementation
Role Actions to Support Strategy Implementation

will identify their needs for child care in relation to meeting career and economic security goals and
Families
use child care consumer education resources to learn about child care programs and resources.

will review internal policies on work duties cross-walked with child care realities to support working
Employers &
parents, understand their employees’ child care needs, help connect employees with resources and
Businesses
implement practices that make child care more affordable and accessible for their employees.

Child Care will be equipped to understand diverse child and family needs related to race and ethnicity, ability,
Aware language and geography, and will support working parents with finding child care, programs with
Agencies providing high-quality care and help policymakers understand child care industry needs.

will operate as small businesses with supports to sustain high-quality programs and professional
growth and retain knowledgeable and skilled staff, without relying on private tuition alone to cover
Child Care
the full cost. Providers will intentionally seek a diverse workforce and continuously improve
Providers
employees' access to professional development and workplace culture. Providers will participate in
developing child care policies that support sustainable, quality child care businesses.

will coordinate with local child care providers and service providers to improve children's entry into
kindergarten; provide before and after school care; partner and coordinate with school-based child
K-12 Schools
care programs to dedicate and/or share space, resources, logistics and professional development;
and develop systems of support for the education, health and success of students and families.

Higher will facilitate degree and credential attainment for the early childhood workforce and foster
Education partnerships that strengthen training, coaching, mentorship and apprenticeship programs.

will include child care providers in developing strategies, advocacy goals, as well policy priorities
Community-
and will be supported professionally and financially as trusted messengers and conduits between
Based Orgs.
government programs and unique community groups.

will coordinate with economic development organizations to advocate for incentives to increase or
Local
sustain child care supply when needed to maintain economic growth and family opportunities and
Governments
streamline permitting and licensing to facilitate child care facility development and construction.

will advocate for private businesses providing employer-supported child care, maintain awareness
Economic
of child care supply and demand as it relates to economic growth, leverage state technical
Development
assistance resources and advocate for incentives to increase or sustain the child care supply when
Orgs.
it impacts employers' and businesses' decisions to expand or remain in the area.

will administer federal and state resources to support affordable, high-quality child care programs;
State support development of the child care industry and staff; consult with Tribes and coordinate with
Government public, private and other sectors to maintain robust child care infrastructure to maintain and grow
our economy, help families achieve self-sufficiency and nurture children--tomorrow's workforce.

will work with governments and employers to develop public and private child care system
Philanthropies infrastructure; develop continuing education opportunities for child care educators; support child
care service and system innovations, such as transportation to child care in rural areas.

will gain awareness of the essential nature of child care to our state’s and families' economic
Community
security, support family-friendly employment and governmental policies and support public and
Members
private investment in bolstering infrastructure and advancing careers within the industry.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 17
Goal 1: Child care is a field that offers its workforce
economic security and respected, long-term career
options, as measured by staff retention.

Objectives:
Increase child care staff retention and longevity in the field, and decrease turnover.

Increase area median wages for child care staff positions to meet the salary scale in the state's cost of quality model.

Decrease the percentage of the child care workforce that relies on public assistance.

Increase the percentage of child care providers that offers paid leave and healthcare, dental, vision and retirement
benefits.

Increase the number of staff enrolled in community-based pathways and education programs.

Increase the percentage of child care providers that report they have access to substitute pools.

Figure 7: Goal 1 Objectives

Implementation Strategies:
1. Compensate the child care workforce competitively with educators in the state’s education continuum in order to
provide living wages, reduce turnover and promote longevity of skilled providers in the child care workforce. Achieving
this will require additional government and/or business intervention.

2. Ensure child care professionals can access benefits that complete a good job, including access to healthcare
insurance coverage, dental/vision, paid leave and retirement benefits. These benefits are one important strategy
toward preventing workforce burnout and will support the wellbeing of child care staff.

3. Fully fund professional development, relationship-based professional development and financial incentives to support
providers in meeting staff qualifications, ongoing continuous quality improvement and achieve high quality levels in
Early Achievers and school-age quality standards.

4. Expand the Community-Based Pathway to statewide implementation as a process for child care staff to demonstrate
competencies that meet licensing education requirements.

5. Support professional development around skills the industry needs and reimburse providers for participation (trauma-
informed care, dual language, racial bias training, business development, human resources, finance, business
accelerator programs, etc.).

6. Expand eligibility requirements to use the state-funded early care and education substitute pool so licensed child care
providers have access to temporary staff coverage or have the option to retain additional staff who are part of the
child team to cover so that ratios are met when other staff are absent.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 18
Note: Asterisk (*) shows that progress was made in 2021
Tactics:
Table 2: Goal 1 Implementation Tactics
Lead(s) Implementation Tactic
Task force *As part of the child care cost of quality study in 2021-22, and to fulfill the legislative requirement to
DCYF implement cost-based subsidy rates, the task force and DCYF will evaluate and recommend a
compensation structure aligned to regional school system salary scales for use by DCYF to set
WCCC subsidy rates, and an administrative mechanism and finance model to ensure adequate
compensation of the entire child care workforce..
Task force *As part of the child care cost of quality study in 2021-22, the task force and DCYF will assess
DCYF alternative funding streams (besides family tuition payments and subsidies) and a financing model
Legislature to support competitive, living wages and benefits for child care employees that reflect their valuable
contributions to positive outcomes for children, families and our economy. The legislature should
fund and support implementation of the financing model.
Legislature Explore options to assist with worker retention to enable provider retention and expansion by
DCYF funding retention bonuses for workers making less than a specified compensation threshold. Offer

Compensation
the bonuses at increased frequency in the first two years of employment and annual thereafter but
at higher levels as workers advance along the longevity spectrum.
Explore options to increase the rate of WCCC subsidies for early learning professionals’ families if
they are registered in the state’s MERIT system as a means to complement wage increases and
bolster child care employee household financial well-being to increase likelihood of retention.
Task force *Evaluate options to support access to affordable healthcare insurance coverage for child care staff.
DCYF Options include, but are not limited to, the Health Benefit Exchange, Apple Health and association
HCA health plans. Implement options to streamline enrollment, ensure adequate coverage and provide
Legislature bridge funding for employee premiums.

Benefits
Legislature *Fund through the Health Care Authority or another mechanism group medical insurance for the
HCA employees of providers under a certain size, if a pool for all child care providers isn’t feasible.
Legislature Research and implement options to support retirement benefits.
DCYF *Identify resources needed to assure professional development, coaching, rating and quality
CCA of WA incentives provide financial support to achieving high quality levels.
SEIU 925 *Identify resources needed to identify high-demand skills and support professional development
SOWA training and reimbursement.
*Identify resources needed to implement the Community-Based Pathway statewide as a process for
child care staff to demonstrate competencies.
Legislature *Expand relationship-based professional development within licensed programs to realize quick and
DCYF direct quality improvement.

Professional Development
*Incentivize higher education attainment and career pathways via scholarships, loan repayment
programs and enhanced compensation.
*Use multiple languages and platforms for all aspects of professional development.
*Increase professional development and quality supports for providers serving school-age children.
Seek to resolve known issues with the quality of data in the MERIT data system, such as the number
of providers with verified education data:
Identify resources needed to increase education data verification.
Explore options to capture Community Based Pathway competencies in MERIT.
If wage discrepancies based on race/ethnicity are found, make a plan to support equalization.
Legislature Assess providers' potential demand for the substitute pool and compare demand to the existing
DCYF substitute pool to identify gaps.
CCA of WA

Substitutes
SEIU 925 Evaluate options for expanding eligibility and increasing access to the substitute pool.
SOWA

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 19
Discussion:
The Fair Start for Kids Act and 2021 investments and initiatives will make significant progress toward this goal, but
work remains to ensure child care providers are paid competitive, living wages and have healthcare and other benefits.

Table 3 summarizes key investments and progress made in 2021. The 2021-23 state operating budget appropriated over
$30 million to implement a healthcare insurance premium assistance program for employees working at licensed child
care facilities, as well as funds to promote and help child care staff navigate healthcare insurance options. Section 311 of
the Fair Start for Kids Act directs DCYF to provide professional development supports, including Early Achievers
scholarships, community-based training pathways, relationship-based professional development, data collection and
training on many in-demand topics. Implementation strategies for this goal align with the following Fair Start for Kids Act
spending goals and strategies:

Expanding health care coverage through state sponsorship of child care workers on the Washington health benefit
exchange and providing consumer assistance through navigators, as well as any other expansions of access to
affordable health care for staff in child care centers, family home providers, outdoor nature-based care and early
childhood education and assistance program staff.
Increasing child care and early learning providers' compensation.
Providing professional development opportunities and supporting the substitute pool for child care and early learning
providers.
Funding special designations in the working connections child care programs, early childhood education and
assistance programs, and birth to three early childhood education and assistance programs including designations
established in sections 302, 304, 305, and 404 of the Fair Start for Kids Act.
Conducting quality rating and improvement system activities through the early achievers program.
Recognizing the benefits of the diverse workforce and facilitating communication in the three most commonly spoken
languages by developing a language access plan that centers on equity and access for immigrants, multilingual
providers, caregivers, and families.
The task force recommends continuing and building on investments in 2021 and implementing Fair Start for Kids Act
spending goals and strategies.

Child care providers must be paid competitive, living wages and have access to healthcare and other benefits in order to
stabilize the child care industry and address racial inequities for the child care workforce and the families they serve.

The child care workforce is comprised disproportionately of low-income women of color: 94% of the U.S. child care
workforce are women16, 50% of Washington's child care workforce are people of color and 30% are bilingual or
multilingual.17 This is both a strength and an opportunity for the field. Research has suggested that young children with
providers and caregivers that reflect their home cultures and speak their home languages have better continuity between
home and child care settings. Diverse providers can support children's healthy development.18 Studies have found that the
presence of a consistent caring adult in a child's life in the early years, as well as in childhood and adolescence, is
associated better academic grades, healthier behaviors, more positive peer interactions and a greater ability to handle
stress later in life.19 However, over half of American child care workers live in households that need to access public
assistance. In Washington, child care employees rank in the third percentile of total earnings among occupational groups.
A Bachelor of Arts in early childhood education was found to have the lowest projected lifetime earnings of 80 college
majors considered.20 In a 2015 national study, just 15% of child care staff had employer-provided healthcare insurance
coverage, compared to 50% of all other workers.21 Child care professionals leave the industry to go to entry-level jobs with
better wages and benefits in other sectors, such as retail.

We must develop a financial model to adequately fund professionals in the child care workforce.

Child care staff should earn a living wage, reflective of the area they live. How to support compensation of a largely
private-sector workforce is the question. The child care system is made up of various program types and funding
structures -- many of which are private, for-profit businesses that do not accept child care subsidies. Increased WCCC

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 20
subsidy rates and rate enhancements are a means of indirectly compensating a segment of the child care workforce, but
subsidized spaces represent less than one-third of child care capacity. Subsidy rates alone will not support a statewide
salary floor. However, subsidy rates that are at or very near the cost of providing quality child care will increase providers'
ability to sustain their business, participate in the subsidy program and compensate staff appropriately. The task force
recommends developing a mechanism that promotes appropriate wages, as subsidy rates are not automatically tied to
compensation. The task force will continue examining cost drivers associated with levels of child care program quality,
and determine recommended salary scales, for its Nov. 2022 report.

Professional development of the child care workforce results in better learning environments and child outcomes.

A one-size-fits-all approach to demonstrating workforce qualifications and competencies is insufficient for recognizing all
the ways child care educators learn, build skills and add value to child care programs and the industry. An approach
centered a specific framework, such as higher education, is antithetical to the goal of preserving and increasing the racial,
ethnic, cultural and linguistic diversity of our state's child care workforce. The task force supports providers having a
range of options to meet education requirements, including a noncredit-bearing community-based training pathway, work
experience equivalencies and relationships-based programs such as Imagine U. Imagine U is a relationship-based
mentorship program designed to increase the number of licensed family child care providers. Imagine U pairs
experienced and talented licensed child care providers with those interested in becoming licensed, and offers both mentor
and intern supports to help them grow professionally. Expansion of relationship-based professional development within
licensed programs would rapidly improve quality.

No-cost or incentivized professional development opportunities will help child care programs meet Early Achievers and
school-age quality standards.

Licensed centers and family home child care programs that are not school-age-only must participate in Early Achievers
quality rating and improvement system in order to accept WCCC subsidy vouchers. However, providers may need
financial assistance to attain professional development, implement environmental improvements and make other
programmatic changes needed to reach higher quality ratings. Systemic investments in Early Achievers and school-age
child care quality standards, as well as targeted rate increases for high-need populations and community-based pathways,
are necessary for child care providers and staff to become eligible for increased compensation and meet compensation
goals. The task force recommends that the state pay for, or provide financial incentives for child care providers to pay for,
professional development opportunities and program improvements to meet Early Achievers and school-age quality
standards.

The task force recommends policymakers and administrators implement workforce strategies in such a way that:

Improving compensation and professional development, including career development pathways, will preserve and
increase racial and ethnic equity and diversity in the child care workforce.
Policy changes and strategies will not reduce or limit the number of providers of color in the field.
Policy changes will “do no harm.” Policymakers and administrators will implement changes with care not to adversely
impact child care affordability and access. For example, policymakers and administrators will prevent child care
providers currently receiving a certain base rate from receiving a lower base rate due to changes in the regional
structure; seek to prevent inflation of private pay rates as a result of increased subsidy rate payments; and seek to
incentivize care in underserved areas or for underserved market segments rather than exacerbate the issue.
Recommended workforce compensation policy changes will be made in tandem with changes to the subsidy system:
If resources are limited, investments should prioritize addressing inequities across racial and ethnic groups, language
groups and regions of the state.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 21
Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 3: Progress toward Goal 1: Child Care Workforce Economic Security, Career Options and Retention
Compensation Dual Language Designation & Rate Enhancement: DCYF will create a dual language designation
and, beginning in July 2022, provide WCCC subsidy rate enhancements or site specific grants to
support staff who provide bilingual instruction, professional development training, the purchase of
dual language and culturally appropriate curricula and accompanying training programs,
instructional materials, etc. $3,380,000
Trauma-Informed Care Wage Supports: DCYF will establish supports for providers in providing
trauma-informed care inclusive of professional development and increased wages for employees
with additional credentials. (FSKA Section 304, see also Professional Development below)
Benefits Healthcare Coverage Information: DCYF will establish a process for informing, upon clearance of
required background checks, employees of licensed family home, center-based and outdoor
nature-based child cares about available financial supports and options for accessing health
coverage.
Healthcare Coverage Outreach: DCYF will help facilitate outreach from Health Benefits Exchange
navigators and eligible employees. $40,000
Healthcare Premium Assistance: The Health Benefits Exchange will implement a health care
insurance premium assistance program for employees working at licensed child care facilities.
$30,266,000
Evaluation of Healthcare Coverage Options: DCYF will build upon the work of the task force to
evaluate options to support access to affordable health care insurance coverage for licensed or
certified child care providers. (FSKA Section 301)
Professional Trauma-Informed Care Supports: Beginning July 2022, DCYF will provide supports to providers to
Development provide trauma-informed care, including professional development and training, purchase of
screening tools or additional compensation for staff with child development specialty credentials.
$2,802,000
Professional Development to Build Capacity: DCYF will provide professional development support
for providers to increase business, staff and community capacity (FSKA Section 311).
Early Achievers System Improvements: DCYF is implementing Early Achievers system
improvements, such as virtual quality recognition, multiple pathways to maintain and reach higher
levels, and enhanced coaching supports.
Training, Professional Development and Early Achievers Scholarships: DCYF will implement
trainings, Early Achievers scholarships and other professional development activities. DCYF will
provide professional development supports to aid eligible providers in reaching the professional
education and training standards adopted by the department. This includes activities such as
updating training content, data collection and reporting, trainer recruitment, retention, program
monitoring, trainings, etc. $8,021,000
Substitutes Supporting the Substitute Pool: FSKA includes a spending goal to support the substitute pool for
child care and early learning providers (FSKA Section 102) that can also be used for substitutes
retained within program staff.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 22
Goal 2: Robust child care system infrastructure is in
place to sustain a mixed-delivery model of high-quality
child care services.
Infrastructure includes financial resources, professional development opportunities and access to behavioral,
mental health, healthcare and educational and other resources.

Objectives:
Increase availability of grants, loans, and resources to start up child care programs.

Increase availability of ongoing financial support and resources to operate high-quality child care programs.

Increase the number of child care providers with access to infant and child mental health consultation services.

Increase the availability of grants, loans, and resources to develop child care facilities.

Increase the percentage of Washington communities with sufficient access to high-quality child care.

Increase coordination, partnership, and resource sharing between K-12 schools and child care providers.

Figure 8: Goal 2 Objectives

Implementation Strategies:
1. Offer public and private financial resources to support child care startup, operations and expansion.

2. Provide ongoing financial support through grants or contracts with providers to support the full cost of care.

3. Provide resources and services for high-quality child care programs at no cost to providers or families.

4. Support construction, renovation and expansion of child care facilities, including architectural support for
construction and renovations, to assure accessibility and accommodations.

5. Establish channels of communication and coordination between the child care system and other related systems,
such as K-12 education, healthcare system, economic development, higher education, etc.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 23
Note: Asterisk (*) shows that progress was made in 2021
Tactics:
Table 4: Goal 2 Implementation Tactics
Lead(s) Implementation Tactic
Legislature *Increase access to grants, loans and other funding sources to offset child care operating and
DCYF capital facility costs, including but not limited to the Early Learning Facility Fund, small grants
and microloans.
Legislature *Provide state funds to leverage public-private partnerships with community development
Commerce financial institutions (CDFIs) to develop child care financing options, such as loan programs.

Invest in Startup & Operation
CDFIs
Legislature Provide a point of sale, sales (and use) tax exemption on consumables used in providing child
DOR care.
Legislature Explore options to fund new child care business start-up grants up to $10,000 to meet
DCYF licensing-required improvements for potential licensed family homes that can expand the
Commerce supply inventory.
CDFIs *Target investments to incentivize provision of care in underserved market segments.
Legislature *Incentivize provision of child care in the child’s home language and support dual language
DCYF learning.

Legislature *Provide resources so child care programs can implement trauma-informed, culturally
DCYF responsive and bias-reducing practices.
Legislature *Support provision of child care in underserved geographic areas and rural areas so families
DCYF may access child care in their local communities.
Commerce *Develop local community capacity to meet local child care needs in a variety of settings.
Legislature *Offer technical assistance to child care providers to support business startup, operation and
DCYF growth.
CCA system Explore options to implement a “grow your own(ership)” initiative that provides startup funds
and mentoring to Black, Indigenous and people of color (BIPOC) child care educators so they
can become child care business owners and build wealth.
*Provide access to infant and early childhood mental health consultants.
Create and maintain a “best practices” guidebook on child care business and management
operations.
Explore options to fund and staff a bulk purchase clearinghouse for licensed care providers
and the most common supplies, small equipment and furniture they use to reduce operational

Develop Facilities Provide Services & Supports
costs.
*Implement statewide shared services programs and cooperatives for provider business
needs, such as financial management, human resources, purchasing, etc.
Explore options to fund “hub-satellite” models of service provision to provide the mechanism
(the hub) for “back office” and other optional shared services to small, new and/or BIPOC-
owned enterprises.
Explore options to fund legal and other technical assistance supports for child care providers
entering negotiations with local businesses to provide child care for those employers’ workers.
Explore options to fund Centers for Child Care Recruitment and Expansion throughout the
state.
Legislature *Continue to invest in the Early Learning Facilities Fund, including the Ruth LeCocq Kagi Early
Commerce Learning Facilities Revolving Account and the Ruth LeCocq Kagi Early Learning Facilities
DCYF Development Account.
*Provide capital investments to build and expand child care facilities.
*Continue to invest in technical assistance for construction or renovation of child care facilities
to ensure timely and efficient startup and expansion.
Encourage municipalities to allow flexibility for child care uses as part of local zoning codes.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 24
Lead(s) Implementation Tactic
Explore options to fund and provide technical assistance to a pilot of local land trusts to
establish a child care version of a home ownership model where the public sector funds the
trust to own the land under newly acquired or built licensed child care family homes or centers,
with a minimum time commitment to operate as child care. This would reduce expansion and
start-up costs. Create an initiative specifically for BIPOC-owned enterprises.
Considering implementing Washington Sustainable Schools Protocol (WSSP), Leadership in
Energy and Environmental Design (LEED) or similar for state-funded facilities, focusing on
children's health and wellbeing.
Support providers' efforts to develop facilities that provide generous, high-quality space for
children to move and thrive--beyond the minimum requirement of 35 square feet per child.
Commerce Keep records of construction costs for state-funded facilities for future planning, as OSPI does
for public school facilities.
Legislature Provide a retail sales (and use) tax exemption or deferral for construction, renovation and
DOR remodeling of child care facilities.
DCYF *Streamline facility permitting and licensing (see Goal 7).
Legislature Develop and maintain clear and supportive partnerships between schools, school districts and
DCYF child care providers (strong memoranda of understanding (MOUs), data sharing agreements,

Build Systems
OSPI consistent communication, transportation options, sharing of professional development and
School Districts student-focused technology, increased fund sharing, etc.).
SOWA
Legislature *Develop policies to ensure that we have a fully integrated preschool and child care system to
best serve children and families.

Discussion:
Public and private resources must work together for one robust child care system.

Our state needs an integrated and comprehensive mixed-delivery child care system. Coordination between schools and
child care would result in better child care access, the ability for parent choice and children with more support for healthy
development, school readiness and success. The task force recommends supporting an integrated child care system
through intentional planning and resource coordination between school and child care systems. The task force
acknowledged that children, families and educators would benefit from partnerships and sharing of information (such as
individualized education programs (IEPs), 504 plans and immunization records as data sharing agreements allow),
technology, space in school buildings and professional development opportunities. Additionally, streamlined, single entry
points and navigation assistance would help children and families access a variety of services, including but not limited to
child care, preschool, developmental screening, healthcare and mental health services, home visiting, parent support
groups, play and learn groups and food and resource banks. The task force recommends that the legislature develop
policies to support a fully integrated system to support child development and school success. This should build on DCYF
and Office of the Superintendent for Public Instruction (OSPI) joint planning underway and investments in systems like
Child Care Aware, Help Me Grow and WithinReach.

Licensed child care capacity must grow by an estimated 34% to meet demand.

The 2020 Child Care Industry Assessment estimated that an additional 48,310 licensed child care spaces are needed to
meet the demand of families with insufficient access to child care, in addition to the child care system's capacity to serve
over 180,000 children. High-quality child care programs often incorporate Early Childhood Education and Assessment
Program (ECEAP) classrooms or blend ECEAP with private-pay preschool as part of their business model. DCYF has
estimated that over 14,000 additional state-funded ECEAP preschool spaces are needed to meet entitlement in 2026-27.

Increased investments in child care system infrastructure will sustain child care businesses and grow the industry.

Expenses associated with operating a high-quality child care program are often higher than what families can afford to
pay. This is particularly true with regard to serving infants and toddlers. Providers operate with slim margins and find it
difficult to pay wages and benefits that reflect the high value staff contribute to program quality and positive outcomes
for children and families. A combination of indirect support, such as subsidy vouchers with tiered reimbursement rates,

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 25
and direct support, such as grants or contracts to support access and quality, will ensure providers have a stable and
predictable funding stream that supports high-quality programs. Additionally, non-financial supports and services help
child care programs operate at high quality levels and meet children and families’ needs. For example, state-funded Infant
and Early Childhood Mental Health (IECMH) consultants support Early Achievers coaches and child care providers by
providing resources, information and guidance regarding challenging behavior and expulsions and may travel to assist
providers in serving families and children with severe behavioral needs. Having specialist and support services come to
the child care setting has many benefits: Families do not have to take their child away from the program to receive
services, which is a burden when going to school or work. It also allows the opportunity for specialists to observe and
interact with the child in their classroom with their peers. The specialist then also has a direct line to the teacher to
convey ideas and provide resources.

Support universal access to high-quality preschool and child care through mixed delivery.

Research indicates that high-quality child care can result in less school-age discipline, less involvement in the criminal
justice and social service systems, better educational attainment, more productive employment and overall better mental
and physical health. At the time of this report, the Biden Administration is proposing the American Families Plan. This
legislation would provide universal preschool for three and four year olds. The Plan acknowledges the opportunity high-
quality care offers children, particularly children from families with lower incomes or children of color.22

Universal preschool would operate separately from the child care market and would offer free enrollment, likely generated
from government appropriations at the federal and state levels. Inherently, universal preschool would be a competing
option to the child care market unless it was established and funded inclusive of the private child care market.

The Bipartisan Policy Center released a June 2021 report stating that universal preschool is not a solution to child care
cost or lack of access.23 The report outlined potential unintentional consequences of universal preschool:

The child care market may become destabilized. Child care providers’ primary source of income is often tuition.
Service delivery often costs more than what a family can afford for care. As a result, one way to balance expenses is
to keep wages low. Child care providers adhere to caregiver to child ratios per age group, with infants younger than
one year old requiring a ratio of 1:4. One way that child care providers balance their expenses is to increase the
number of rooms that serve children ages 3 to 5. The caregiver to child ratio required is generally 1:10. The impact of
such competition from a free universal preschool program could disrupt the child care market’s delicate equilibrium, if
the demand declines for child care in higher-ratio age groups.

A universal program could disrupt parent choice. Parents may lose the flexibility a mixed-delivery system offers.
Opportunities to select or choose care based on a family’s needs, values or preferences may become limited.

Families may need to work within multiple systems to get the care they need. Universal preschool would likely operate
within school hours, and neither address a traditional daytime schedule nor address families with nonstandard hours.
Because programs would likely not align with a workday, families may be in a position to have to work both within the
publically funded system and the private market to fulfill child care needs.

As noted in the report, the child care system consists of a patchwork of providers – a mixed delivery system of for profit
and non-profit businesses; large centers with regional or national branding or ownership; family or in-home care providers;
friends; neighbors; and faith-based providers. Nationally, and on a statewide level, demand for affordable and high-quality
child care outpace supply. The value of a high-quality, free program is supported by the task force. However, there is
concern that such an option could irrevocably disrupt the current child care system that needs to be taken into
consideration before such a program is available. The task force recommends continuing and increasing the coordination
between DCYF and OSPI, as well as promoting regional and local coordination between educational service districts,
school districts, child care providers, child care resource and referral agencies and other stakeholders.

The Fair Start for Kids Act and 2021 investments and initiatives brought us closer to achieving the goal of robust child
care system infrastructure.

The Fair Start for Kids Act, 2021-23 state operating and capital budget and other 2021 legislation made significant initial
investments and put into state law important child care policies and infrastructure. Table 5 summarizes key investments

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 26
and progress made in 2021. Implementation strategies for this goal align with the following Fair Start for Kids Act
spending goals and strategies:

Supporting and expanding access to the early childhood education and assistance program to reach state-funded
entitlement required in RCW 43.216.556.
Providing resources and supports for family, friend, and neighbor caregivers that better reflect the full cost of care.
Delivering infant and early childhood mental health consultation services.
Establishing prekindergarten through third grade systems coordinators at educational service districts.
Supporting youth development programs serving children and youth ages birth through 12 including, but not limited
to, expanded learning opportunities, mentoring, school-age child care, and wraparound supports or integrated student
supports.
Awarding grants and loans through the early learning facilities grant and loan program established under chapter
43.31 RCW.
Supporting costs for transparent data collection and information technology systems operated by the department and
department contractors, in particular, to ensure equitable systemic service provision and outcomes.
Providing access to learning technology.
Providing child care resource and referral services.
Expanding prenatal to three services and supports, including the birth to three early childhood education and
assistance program and the in-home parent skill-based programs established in RCW 43.216.130.
Building and delivering a family resource and referral linkage system.
Administering comprehensive shared services hubs to allow the ongoing pooling and shared use of services by
licensed or certified child care centers and family home providers.
Providing start-up grants to eligible organizations as described in RCW 43.31.575 who provide or commit to providing
the early childhood education and assistance program or working connections child care. Start-up grants must be
used for one-time start-up costs associated with the start-up of a new child care or early childhood education and
assistance program site.
Recognizing the benefits of the diverse workforce and facilitating communication in the three most commonly spoken
languages by developing a language access plan that centers on equity and access for immigrants, multilingual
providers, caregivers, and families.

The task force recommends continuing and building on investments in 2021 and implementing Fair Start for Kids Act
spending goals and strategies.

Figure 9: Spotlight on Child Care Partnership Grants24
Commerce, using a combination of state funding and matching grants through the Safe Start Fund administered by the
Seattle Foundation, awarded $3,160,000 in late 2020 to support local collaborative planning and activities to expand
access to child care. Six- to nine-month grants supported a broad base of providers, local governments, businesses,
schools, families and communities critically problem solving against child care challenges statewide while communities
recovered from the COVID-19 pandemic. Grant project partners assessed needs, studied feasibility of child care options
and tested solutions within the unique time, place and populations of their own communities. Two initial rounds of
partnership grants have funded 41 projects in Benton, Clallam, Clark, Cowlitz, Ferry, Franklin, Grays Harbor, Jefferson,
Island, King, Kittitas, Klickitat, Mason, Okanogan, Pend Oreille, Pierce, San Juan, Skagit, Skamania, Snohomish, Spokane,
Stevens, Thurston, Walla Walla, Whatcom, Whitman and Yakima counties. Commerce received additional funding to
continue this program in the 2021-23 biennium.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 27
Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 5: Progress toward Goal 2: Developing Robust Child Care System Infrastructure
Stabilization Grants: DCYF will distribute nearly $400M in grants, via the federal American Rescue
Plan Act, to child care providers to stabilize the child care industry as part of the state's response to
Financial
the COVID-19 public health emergency.
Resources
Waived Licensing Fees: DCYF will waive fees for child care applicants and licensed providers
through June 2023 per SB 5151 (2021).
Trauma-Informed Care Supports: DCYF will provide supports to providers to provide trauma-
informed care, including professional development and training, purchase of screening tools or
additional compensation for staff with child development specialty credentials.
Mental Health Consultation: DCYF received funding to increase the number of state-funded Infant
and Early Childhood Mental Health Consultants from six to 12, plus one coordinator position. The
IECMH consultants must support Early Achievers program coaches and child care providers by
providing resources, information and guidance regarding challenging behavior and expulsions and
Services and may travel to assist providers in serving families and children with severe behavioral needs.
Supports $3,946,000
Play and Learn Groups: Funding was provided for expansion of FFN Play and Learn Groups that
offer parents and other caregivers culturally responsive opportunities to support their children's
early learning, build relationships that reduce isolation and encourage socialization and promote
kindergarten readiness. $860,000
Planning Grants: Commerce will issue Child Care Partnership Grants to governmental and non-
profit organizations to support collaborative planning and activities that help communities address
the shortage of child care during the 2021-23 biennium. $1,000,000
Facility Grants and Loans: The 2021-23 state capital budget included $55M in Early Learning
Facility Fund, WELL Fund, one-time renovation grants and technical assistance. HB 1370 (2021)
increased grant amounts and made recommended changes to the ELF program.
Facility
Reduced Fees: HB 1331 (2021) limits and allows local jurisdictions to waive impact fees for child
Development
care facilities.
ECEAP Facility Needs Assessment: DCYF will develop a methodology to identify, at the school
district level, where ECEAP slots are needed by Sep. 2022.
ELAC Expansion: The Early Learning Advisory Council (ELAC), established in RCW 43.216.075, was
given the purview of providing guidance on the Fair Start for Kids Account, expanded membership
and was directed to create a temporary licensing subcommittee. $272,000 (FSKA Section 104).
ELAC Annual & Biennial Progress Reporting: ELAC will work with DCYF to provide annual updates
on FSKA strategy and priority implementation beginning in Aug. 2022, and submit a biennial report
Systems describing how the FSKA investments have impacted policy objectives beginning in Sep. 2023.
Data Dashboards: The 2021-23 state operating budget funded development of public-facing
regionalized data dashboards and reports. $300,000
Integrated Early Learning Report: DCYF will collaborate with OSPI to report options and
recommendations for aligning and integrating high-quality early learning programs administered by
both agencies by Sep. 2022. $1,010,000

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 28
Goal 3: Child care providers can operate high-quality
programs and accept Working Connections Child Care
subsidies.

Objectives:

Increase the percentage of child care providers that accept Working Connections Child Care subsidies.

Increase the percentage of child care providers that agree subsidy payments cover the full costs of high-quality care.

Increase the percentage of families that enroll in child care programs within one month of WCCC subsidy eligibility.

Increase the percentage of child care programs meeting or exceeding high quality standards.

Figure 10: Goal 3 Objectives

Implementation Strategies:
1. Pay providers a monthly rate for children enrolled in the Working Connections Child Care (WCCC) subsidy system,
structured like the private market.

2. Increase WCCC subsidy base rates and tiered reimbursement payments to cover the full cost associated with
providing high-quality child care.

3. Change WCCC subsidy geographic regions to reflect cost of operating a program at the ZIP code level.

4. Provide more resources and professional development to child care programs so they can meet Early Achievers and
school-age quality standards.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 29
Note: Asterisk (*) shows that progress was made in 2021
Tactics:
Table 6: Goal 3 Implementation Tactics
Topic Lead(s) Implementation Tactic
Legislature *Expand monthly WCCC subsidy reimbursement rates to all licensed child care providers.

Increase & Simplify
DCYF *Continue funding increased WCCC subsidy base rates, tiered reimbursement payments and
other financial supports.
*Continue providing subsidy rate enhancements to incentivize provision of child care in unmet
market segments and to programs providing unique services, such as nontraditional hour care;

Subsidy Payments
care for underserved age groups such as infants and toddlers; care for populations with
specialized health or educational needs; care in underserved geographic, ethnic or linguistic
communities; and dual-language programming.
Task Force *Complete cost of quality model to identify gaps between existing WCCC subsidy reimbursement

Pay Full Cost
DCYF and cost to operate.
Legislature *Develop and implement subsidy regions based on operating costs by ZIP code group.
DCYF with *Develop and implement supported professional development opportunities, including coaching
of Quality stakeholder and scholarships.
input

Discussion:
The Fair Start for Kids Act and 2021 investments and initiatives brought us closer to achieving the goal of providing
ongoing support for high levels of quality and affordability in child care programs.

The Fair Start for Kids Act increased WCCC subsidy base rates to the 85th percentile beginning in July 2021, and
implemented subsidy rate enhancements and grants to support provision of high-quality, affordable child care. The Act
provided incentives and supports for providers that care for infants, provide dual language programming, serve children
who have developmental delays, disabilities, behavioral needs or other unique needs or operate during nontraditional
hours. A 2021-23 state operating budget proviso directed the task force to identify the true cost of providing quality child
care and report its findings by Nov. 2022. Under the Fair Start for Kids Act, DCYF will build on the work of the task force to
develop and implement a child care cost estimate model. Table 7 summarizes key investments and progress made in
2021. Implementation strategies for this goal align with Fair Start for Kids Act spending goal (a) increasing child care
subsidy rates, with the goal of moving toward the full cost of providing high-quality child care; and (d) implementing the
provisions of collective bargaining agreements for family child care providers negotiated pursuant to RCW 41.56.028. The
task force recommends continued investment in these policies so more providers can offer, and more families can afford
and access, high-quality child care.

The state must determine the cost of quality in accordance with federal requirements in order to pay providers subsidy
rates that cover the full costs of high-quality child care.

The Fair Start for Kids Act expressed that it is the intent of the legislature to "systemically increase child care subsidy
rates over time until rates are equal to the full cost of providing high quality child care." In addition to building on the work
of the task force to develop and implement a cost estimate model, the Act directed DCYF to consider adjusting subsidy
rates to reflect cost of living such as area median income, cost of living by zip code, and grouping by categories such as
rural, suburban or urban; and incorporating a nonstandard-hour child care cost model. This approach aligns with previous
task force recommendations. It also involves the task force through completion of a cost of quality study.

To provide a foundation for DCYF's cost models and subsidy rate analyses, the task force will coordinate with DCYF to get
federal approval of a cost study methodology centered on a comprehensive survey of child care providers. The task force
will implement lessons learned from the 2020 cost modeling process that was curtailed by the COVID-19 pandemic. Input
from a large, representative sample of child care providers will allow for cost modeling that factors in relevant drivers of
cost for centers, family homes, and school-age-only programs by licensed capacity, age of children served, geography,
quality rating, supports for children and families served, and other program attributes. The task force recognizes that child
care providers may be reluctant to share financial information and business details, and that providers may feel less

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 30
vulnerable and be more inclined to complete cost surveys if trusted partner organizations reached out to explain the
purpose, potential benefits, and use of information being collected.

The task force therefore aims to develop and deploy the child care cost of quality survey in collaboration with trusted
partners, and take steps to ensure the survey is successful and reflective of the actual cost of care needed to support the
child care field. This includes, but is not limited to, the following measures:

Collaborate with partner organizations, such as Child Care Aware of Washington, child care resource and referral
agencies, Washington Childcare Centers Association, Washington Communities for Children, SEIU 925, and School's
Out Washington, in the development of and rollout of the child care provider survey.

Structure the survey to capture costs drivers including but not limited to the following:
 Access to behavioral/mental health consultation and developmental supports
 Achieving various levels of quality in school-age programs using Washington State Quality Standards for
Afterschool and Youth Development Programs
 Best practices for physical space, including healthy air, materials and access to natural light; adequate indoor and
outdoor space per child, meeting or preferably exceeding DCYF minimums.
 Child assessment tools and the staff training to use them
 Classroom materials
 Culturally responsive care
 Developmentally appropriate care, including for children with developmental disabilities
 Dual-language programs
 Evidence-based curriculum and the staff training to use it
 Initial and ongoing staff training and professional development
 Licensed facility and environmental improvements
 Linguistically appropriate or multilingual care
 Ongoing changes to Early Achievers and Quality Standards for Afterschool and Youth Development Programs, as
the program criteria or quality standards change in the future.
 Staffing with competitive, livable wages; health, dental and retirement benefits; and paid leave, including
classroom/teaching staff at ratios that support high program quality, and other staff as needed to support
program administration and operation
 Subsidy region structure changes, such as regions based on groupings of ZIP codes by cost of operation
 Substitutes
 Trauma-informed care

Develop a robust campaign to share information about the survey and explain why it is important. Clarify how and why
the information is being gathered and how it will be used. Explain the benefits of the cost of quality study and cost
model.

Conduct outreach through multiple methods, including outreach by trusted organizations and individuals, such as
Early Achievers coaches; professional organizations; outreach to school-age programs; and outreach in various
languages.

Review data disaggregated by race and ethnicity, which will be beneficial for understanding potential racial and ethnic
disparities and ensuring equitable opportunities.

Identify how to invest resources and engage with partners to get the most accurate and complete survey responses.
Consider providing incentives for completing the survey, such as gift cards or giveaways.

Completing the survey in this manner, and with federal approval, will support the task force and the legislature's intent to
transition away from a market rate survey to a cost-based methodology for determining WCCC subsidy rates.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 31
Implement monthly subsidy rates for all child care providers to increase administrative efficiency and financial stability.

WCCC currently works on a model where families receive authorization for a certain number of hours of care per day in
the month, and providers are reimbursed based on daily attendance. This introduces a significant burden on child care
providers. Children with subsidized care do not offer the same stability as children in families that directly pay a single
monthly tuition rate to hold their slot at the child care. This creates a higher burden on providers for billing subsidy clients
than their private pay clients. Transitioning to monthly rates for all licensed providers would better align with center
private pay practices and capture the administrative efficiencies of a simplified subsidy program for all licensed care. As
part of their Collective Bargaining Agreement, licensed family home child care providers have transitioned to monthly
rates. The task force recommends implementing monthly rates for all licensed child care programs.

Figure 11: Spotlight on Rural Child Care in Goldendale, Washington25
Goldendale, WA is the largest city in Klickitat County, a rural community of approximately 7,500 residents. According to
the US Census, the median household income is approximately $45,400, with female-median annual incomes averaging
$38,667 and male-median annual incomes averaging $58,351. Veterans make up nearly 20% of the Goldendale
population. The city’s median age is approximately 48 years old. 22.5% of the population identifies as having a disability.
The City is overall white, at 92.7%, with the next largest demographic represented by Native populations at 4.5%. Under
the age of 6, nearly 30% identify as children of color, substantially more diverse than the population as a whole.
Goldendale is undergoing change, and there is demonstrated need for accessible and affordable child care options.
Currently, Goldendale does not have a licensed child care provider for infants and toddlers.

The Klickitat County Childcare Committee (KCCC) formed in 2019 to address such issues. KCCC consists of local
agencies, parents and business owners. In 2020, KCCC was awarded a planning grant through Commerce to find
solutions to Goldendale’s child care crisis. Prominent challenges remain: recruiting and maintaining a trained workforce,
paying sustainable wages and keeping child care affordable for families. KCCC recently investigated converting
Goldendale’s Public Works Building into a child care center. Through a feasibility study of the costs associated with
converting and establishing the Public Works Building as a child care center, it was determined that there was no child
care program model that would bring in revenue to cover even salaries alone. Facility preparation inclusive of
remodeling, and interior and exterior furnishings, was estimated to cost nearly $250,000 not adjusted for post-pandemic
cost increases. Assuming three classrooms with two teachers per class, one floating teacher, an assistant director and a
director, annual salaries and benefits would total approximately $395,000. This estimate does not include rent, taxes,
fees, food, maintenance, depreciation costs, nor tax benefits and other savings.

Goldendale and broader Klickitat County continue to brainstorm how to increase capacity for developing new child care
providers. Ideas include a potential partnership with a local high school to engage high school seniors as child care staff
and continued outreach with current providers to more deeply explore challenges that include cost, hours, quality and
location. KCCC has launched a community-led effort to build capacity and connections between local government,
business and families. A video campaign is in development in an effort to encourage Goldendale and Klickitat County
residents to become licensed child care providers, emphasizing the importance of quality licensed child care to advance
economic development and child outcomes. Multilingual training and materials are also available.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 32
Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 7: Progress toward Goal 3: Supporting High-Quality Child Care Programs that Accept Subsidies
Subsidy Base Rate Increase: DCYF will increase WCCC subsidy base rates to 85th percentile
beginning July 2021. $116,805,000
Complex Needs Grants: DCYF will administer two complex needs funds (one for ECEAP/birth-to-three
ECEAP; one for child care) to promote inclusive, least restrictive environments and to support
contractors and providers serving children who have developmental delays, disabilities, behavioral
needs or other unique needs beginning July 2021. $9,674,000
Infant Rate Enhancements: DCYF will implement an infant rate enhancement for child care providers
accepting subsidy or birth-to-three ECEAP beginning July 2022. $2,531,000
Dual Language Designation & Rate Enhancements: DCYF will create a dual language designation and
provide subsidy rate enhancements or site specific grants to support staff who provide bilingual
instruction, professional development training, the purchase of dual language and culturally
appropriate curricula and accompanying training programs, instructional materials, etc. beginning July
WCCC
2022. $3,380,000
Subsidy
Trauma-Informed Care Supports: DCYF will provide supports to providers to provide trauma-informed
Payments
care, including professional development and training, purchase of screening tools or additional
compensation for staff with child development specialty credentials beginning 2022. $2,802,000
Grants for Culturally & Linguistically Specific Programs: DCYF will create a grant program to support
inclusive and culturally and linguistically specific early learning and early childhood and parent support
programs across the state. $5,309,000
Collective Bargaining Agreement: The child care provider collective bargaining agreement includes
rate increases for Family, Friend and Neighbor (FFN) providers and increased rates for child care
providers at Early Achievers Level 3.5 and operating nonstandard hours beginning July 2021.
$6,390,000
SPSS Migration: During the 2021-23 biennium, DCYF will migrate Social Service Payment System
(SPSS) to a cloud-based system to implement grants, rate enhancements and other payments.
$2,487,000
Cost of Quality Study: The task force will identify and report on the true cost of providing high-quality
child care by Nov. 2022. $335,000
Cost-Based Subsidy Rate Model: DCYF will develop and implement a child care cost estimate model
Cost of
for full costs of care.
Quality
Nonstandard Hours Rate Model: DCYF, working with diverse stakeholders, must develop a rate model
for nonstandard child care hours and submit the model to the Governor and the Legislature by Jan.
2022.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 33
Goal 4: Low and middle income families are eligible for,
know about and use Working Connections Child Care
subsidies.

Objectives:
Increase the percentage of families with a WCCC copay that is under 7% of family income.

Increase the percentage of state median income for WCCC subsidy income eligibility to at least 85%.

Increase the percentage of student, apprentice or unemployed parents that are eligible for WCCC subsidies.

Increase the percentage of families who are aware of and able to enroll in child care subsidies.

Increase the percentage of eligible parents that participate in the WCCC subsidy program.

Figure 12: Goal 4 Objectives

Implementation Strategies:
1. Eliminate the Working Connections Child Care (WCCC) subsidy copayment "cliff effect" for eligible families by limiting
eligible families' copayments to no more than 7% of a family's income.

2. Increase WCCC subsidy eligibility to at least 85% of state median income.

3. Expand allowable activities for WCCC subsidy eligibility to enable employed, unemployed and student parents to seek
and retain work and education.

4. Develop comprehensive consumer education methods, information sharing partnerships and resources related to
WCCC subsidies.

5. Eliminate the cap on WCCC subsidy program participation.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 34
Note: Asterisk (*) shows that progress was made in 2021
Tactics:
Table 8: Goal 4 Implementation Tactics
Topic Lead(s) Implementation Tactic
Legislature *Continue to fund the WCCC subsidy copay model in the Fair Start for Kids Act and sustain
Lower DCYF copay caps at or below 7% of household income.
WCCC
Copays
*Continue to fund the Fair Start for Kids Act WCCC subsidy eligibility increases.
Explore options to increase WCCC subsidy eligibility to 100% of SMI or 100% of area median
income.
Expand WCCC subsidy eligibility for people seeking employment.

Expand WCCC
*Continue to fund eliminated WCCC subsidy work requirements for two-year degrees and
apprenticeships.
*Appropriate funding to eliminate WCCC subsidy work requirements for parents completing
Eligibility
four-year degrees and graduate degrees.
Eliminate the cap to allow any eligible family to participate in the WCCC subsidy program.
Legislature *Develop methods to educate families about WCCC subsidies in multiple languages through

Inform & Enroll Families
DCYF with trusted messengers in a variety of formats and platforms, including written resources, media,
stakeholder social media and direct engagement with parents and caregivers.
input Partner and coordinate with child care resource and referral agencies, employers, job training
organizations, colleges and universities, apprenticeship programs, labor organizations,
community-based organizations, faith organizations, healthcare providers, public health

in WCCC
agencies, schools and child care providers to share WCCC subsidy consumer education
resources and information with parents and caregivers.
*Develop and maintain culturally responsive WCCC subsidy consumer education resources in
multiple languages.

Discussion:
The Fair Start for Kids Act and 2021 investments and initiatives brought us closer to achieving the goal of expanding
WCCC subsidy eligibility and enrollment, and work remains to help more families learn about and enroll in the subsidy
program and to increase affordability for middle- to moderate-income families.

The Fair Start for Kids Act expands family income eligibility and decreases copay amounts for the WCCC subsidy
program. Figure 13 represents expanded subsidy eligibility and correlating copays based on income. Phased subsidy
copay changes begin July 1, 2021. The Fair Start for Kids Act provided that, for households at or below 50% of the state
median income (SMI), copays are capped at $115 through January 1, 2022, and $90 from January 1, 2022 through fiscal
year 2023. For households at or below 60% of the SMI, copays are capped at $115 through June 30, 2023. The Act
requires, subject to the availability of funding, DCYF to adopt a copay model for households with annual incomes above
75% of the SMI and at or below 85% of SMI that is no greater than 7% of household income. This will effectively eliminate
the copay "cliff effect" for families at or below 85% of SMI. Additionally, the state can receive federal matching funds for
subsidizing families up to 85% of SMI; increasing eligibility to this level avoids leaving potential federal funds on the table.

The Fair Start for Kids Act allows DCYF to waive work requirements for students pursuing two-year, four-year and
graduate degrees if funding is provided for that purpose. The 2021-23 state operating budget funded work requirement
waivers for students pursuing two-year degrees.

Implementation strategies for this goal align with Fair Start for Kids Act spending goals (f) make child care affordable for
families, and (h) provide child care subsidies for families working to resolve homelessness. Table 9 summarizes key
investments and progress made in 2021. The task force recommends continued investment in copay structure changes
and subsidy eligibility expansion. The task force additionally recommends exploring ways to subsidize families at or
below 100% of SMI, and consideration of other measures to increase child care affordability so that cost is not a barrier to
access.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 35
Figure 13: Comparison of Child Care Subsidy Copay and Percent of the Federal Poverty Level for a Family of Four

Copay Comparison by Percent of FPL for Family of Four
$800

$700

$600

$500

$400

$300

$200

$100

$0 0%
6%
11%
17%
22%
28%
33%
39%
44%
50%
55%
61%
66%
72%
77%
83%
88%
94%
99%
105%
110%
116%
121%
127%
132%
138%
143%
149%
154%
160%
165%
171%
176%
182%
187%
193%
198%
204%
209%
215%
220%
226%
231%
Copay Outlined in the Fair Start for Kids Act Current Copay

Child care subsidies are an essential tool to increase child care affordability for low- and middle-income families, but
affordability is a challenge for parents at higher incomes also.

Subsidies increase child care access for eligible families. Research has shown that families that use subsidies have
greater access to child care, more affordable child care and care of higher quality than families that are eligible but do not
use subsidies. However, moderate- and even middle-income families also face costs that often exceed tuition at our
state’s public colleges. Figure 14 shows that all families, whether they choose a center or a home care arrangement, are
paying well over 20% of the median family income for care.26 As the data is disaggregated by race, the differences
become more apparent. For example, a Hispanic or Latino family with a preschooler and infant in the central Washington
region would, based on median income by race and region, pay 41% of their income for center-based child care, or 36% of
their income for home-based care. In comparison, a white family's median income is higher, and a white family in the
same scenario would, based on median income by race a region, pay 25% of their income for center-based care, or 21% of
their income for home-based care. The task force recommends supporting child care affordability for all families through
expanded access to subsidies and other measures. Parents with access to affordable child care are more likely to
participate in the labor force, upgrade their skills through education and become more financially independent. This
contributes to long-term economic growth and productivity.

Figure 14: Child Care Cost as Percentage of Median Income for 1 Infant and 1 Preschooler by Child Care Type and Region

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 36
Families need support in learning about and accessing child care subsidies.

As subsidies are expanded, there must be support for accessing and applying for benefits that is family-centered. Child
care providers will likely have more families with subsidies applying for care; providers with care availability will need to
be identified. The task force stated that relationships with families utilizing and exiting the system need to be
strengthened. Both communities working as trusted messenger conduits and state agencies are responsible for
addressing barriers to accessing subsidies.

Washington communities are diverse, with varying concentrations of children and youth of color. This is just one way that
families and communities differ; the state also has a range of income levels, costs of living, occupational industries and
languages spoken. Figure 15 displays information about the racial and ethnic diversity of children and youth in
Washington counties, and the number of children enrolled in WCCC in April 2021 by county.27 The upper map shows that
the percentage of children and youth of color ranges from 11% in Lincoln County to 81% in neighboring Adams County.
The shading of the lower map indicates the largest racial and ethnic representation of children and youth in each county,
relative to the state. These maps are based on maps in DCYF's 2021 report on using data to advance racial equity.28
Overlaid on the lower map is the number of children enrolled in WCCC in each county. These maps raise questions, such
as, why do some counties have relatively high or low participation rates? What can be done to enable more families to
benefit from child care subsidies? The task force suggested DCYF and stakeholders examine subsidy enrollment, exit and
other data to identify strategies to help families take advantage of tools that increase child care affordability. This may
include exploring opportunities to partner with employers to connect working parents with child care resources.

Figure 15: Percent of Child and Youth of Color by County, 2018 (upper map) and Largest Race/Ethnic Representation by
County, Relative to State with Number of Children Enrolled in WCCC by County as of April 2021 (lower map)

Sources: 2021 Using Data in DCYF to Advance Racial Equity; April 2021 DCYF Early Achievers Dashboard

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 37
Estimates suggested that just over 20% of children under five were enrolled in the WCCC program in 2018.29 This
decreased due to the COVID-19 pandemic. Figure 16 shows variations in the proportion of eligible children enrolled in
WCCC by race and ethnicity.30 Notably, a relatively high number of eligible children who identified as Black/African
American were enrolled (over 60%) whereas only about 5% of eligible children with a home language other than English
participated in the subsidy program. The task force found that data disaggregated by race and ethnicity should inform
efforts to expand participation in WCCC and other programs for children and families. The state should identify
disparities, examine their root causes, set targets and implement strategies to reduce them, and monitor progress toward
their resolution. Additional strategies for assisting families with accessing child care programs and supports are
discussed in Goal 5.

Figure 16: Number of Children under Age Five Enrolled in WCCC as a Percent of Total Estimated Eligible Children by Race
and Ethnicity in 2018

N 35,508 132,879

White 12,534 61,724

Hispanic / Latino 10,013 50,606

Black / African American 5,930 3,163

Multiracial / Other / Unknown 5,113 8,695

Non-English Home Language 3,373 64,318

American Indian / Alaska Native 994 2,374

Asian 675 4,209

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Subsidy <5 (Licensed Care) Not in Subsidy <5
Source: 2018 Early Start Act Report, DCYF

Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 9: Progress toward Goal 4: Expanding WCCC Subsidy Eligibility and Enrollment
WCCC Copay Reduction: FSKA changes the copayment schedule and reduces copayments, with changes set
Subsidy to occur July 2021, Jan. 2022, July 2023 and July 2025. $76,731,000
Copays
WCCC Eligibility Expansion: FSKA switched WCCC subsidies to a state median income (SMI) metric, and will
Subsidy increase eligibility to 60% of SMI by Oct. 2021, 75% of SMI by July 2025 and 85% of SMI by July 2027.
Eligibility $17,359,000
Student Parents: FSKA waives work requirement for some student populations beginning July 1, 2021.
$8,833,000
Caseload Restrictions: During the 2021-23 biennium, DCYF shall manage the program so that the
average monthly caseload does not exceed 33,000 households and the department shall give prioritized
access to certain groups.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 38
Goal 5: Families can navigate child care supports and
enroll in child care programs.

Objectives:
Increase ease of access to and public awareness of child care resources, subsidies and options.

Increase the number of languages child care resources are offered to those seeking affordable child care.

Increase the number of ways child care resources are communicated to families.

Increase the percentage of families able to find child care resources in their first language.

Figure 17: Goal 5 Objectives

Implementation Strategies:
1. Strengthen child care consumer education systems that help families navigate child care subsidies and options,
including informational resources, technical assistance, outreach and other supports.

2. Offer consumer education information in multiple languages to reduce language barriers in seeking and accessing
child care.

Tactics: Note: Asterisk (*) shows that progress was made in 2021

Table 10: Goal 5 Implementation Tactics
Topic Lead(s) Implementation Tactic
Legislature *Develop methods to educate families about state child care resources in multiple
DCYF with languages through trusted messengers in a variety of formats and platforms, including
stakeholder input written resources, media, social media and direct engagement with parents and
Develop caregivers.
*Develop and maintain culturally responsive child care consumer education resources in
Resources multiple languages. Offer information about finding and affording child care, child care
program quality and who to contact to learn more or receive assistance.
Legislature *Continue to support statewide and regional child care resource and referral systems
DCYF (Child Care Aware agencies).
CCA system *Continue to support statewide family child care resource and referral linkage systems
Coordinate WCFC (WithinReach).
HMG WA *Continue to expand Help Me Grow statewide.
Referrals WithinReach *Improve the system of referral to benefits outside DCYF (SNAP, TANF, etc.).
State agencies
DCYF with *Develop and implement a DCYF language access plan.
Increase stakeholder input *Develop and implement a dual language designation.
*Provide grants, rate enhancements, professional development and resources for dual
Language language programming.
*Develop and implement early childhood and school-age equity grants.
Accessibility

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 39
Discussion:
The Fair Start for Kids Act and 2021 investments and initiatives will make significant progress toward increasing language
accessibility and coordination of referral systems. Table 11 summarizes key investments and progress made in 2021.
Implementation strategies for this goal align with the following Fair Start for Kids Act spending goals and strategies:

Establishing prekindergarten through third grade systems coordinators at educational service districts.
Providing child care resource and referral services.
Building and delivering a family resource and referral linkage system.
Recognizing the benefits of the diverse workforce and facilitating communication in the three most commonly spoken
languages by developing a language access plan that centers on equity and access for immigrants, multilingual
providers, caregivers, and families.
The task force recommends continuing and building on investments in 2021 and implementing Fair Start for Kids Act
spending goals and strategies.

Increasing language access will reduce disparities in child care access for parents with limited English proficiency.

Using 2013 estimates, language accessibility would make it easier for up to 265,000 Washington parents to search for
and find child care. The Fair Start for Kids Act and 2021-23 state operating budget made policy changes and invested in a
number of resources for language access. This includes, but is not limited to, development of a DCYF language access
plan; Somali- and Spanish-speaking language access coordinators at DCYF; dual language programming resources and
designation; and grants for linguistically specific child care programs. The task force recommends building on these
investments by developing and maintaining culturally responsive child care consumer education resources in multiple
languages and leveraging community-based organizations that serve as trusted messengers in linguistic communities to
share child care consumer resources.

Continuing to expand and improve child care resource and referral and linkage systems will help all families navigate
the child care and related services and supports.

The Fair Start for Kids Act defined "family resource and referral linkage system" as a system that connects families to
resources, services and programs for which families are eligible and uses a database that is developed and maintained in
partnership with communities, health care providers and early learning providers. The Fair Start for Kids Act and 2021-23
state operating budget invested in expansion of Help Me Grow, WithinReach and child care resource and referral agencies
to coordinate services and provide assistance to families. The task force recommends building on these investments by
continuing to improve the system of referral to benefits outside DCYF; communicating consumer information in a variety
of formats and platforms; and increasing intersystem coordination and partnerships to reach families.

The task force has noted barriers associated with directing parents to make a phone call, which is how the child care
resource and referral system currently works. Many families prefer to use mobile technology and on-demand, self-service
or chat functions to access information, ask questions, and submit applications. Washington State’s online system for
applying for benefits, Washington Connections, is not currently optimized for mobile phones or devices. The task force
recommends developing feedback loops so administrators can optimize experiences for families seeking services,
agencies providing referrals and service providers responding to referrals.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 40
Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 11: Progress toward Goal 5: Families Easily Navigating and Accessing Child Care Programs & Supports
Consumer Employer-Supported Child Care Technical Assistance: DCYF to collaborate with the Department
Education of Commerce on technical assistance to employers interested in providing child care to
Resources employees. $829,000 DCYF, $789,000 Commerce
Coordinated Help Me Grow: Funding was provided to continue the Pierce County pilot program, with a report
Referrals due to the legislature in Sep. 2022. $1,742,000
WithinReach: Funding was provided to the WithinReach statewide family resource and referral
linkage system to provide a coordinated access point of resource navigators who will connect
families with children prenatal through age five with services, programs and community
resources through a facilitated referral and linkage process during the 2021-23 biennium.
$530,000
Language Language Access Coordinators: DCYF will hire two temporary language access coordinators with
Access specialties in Spanish and Somali during the 2021-23 biennium to address immediate language
access needs at DCYF related to COVID-19 child care relief and recovery in DCYF programs,
including: (a) Translation; (b) Outreach to community organizations serving multilingual children
and families; (c) Webinars and other technical assistance; and (d) Other means of increasing
language access and equity for early learning providers and caregivers. $500,000
Grants for Culturally & Linguistically Specific Programs: DCYF will create a grant program to
support inclusive and culturally and linguistically specific early learning and early childhood and
parent support programs across the state. $5,309,000
Dual Language Designation & Rate Enhancement: DCYF will create a dual language designation
and provide WCCC subsidy rate enhancements or site specific grants to support staff who
provide bilingual instruction, professional development training, the purchase of dual language
and culturally appropriate curricula and accompanying training programs, instructional materials,
etc. beginning July 2022. $3,380,000
Dual Language Learners Training: DCYF created the Dual Language Learner’s (DLL) training in
collaboration with community and the University of Washington’s Institute for Learning and Brain
Sciences. (RCW 43.216.105)

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 41
Goal 6: Employers and businesses implement practices
that make child care more affordable and accessible for
their employees.

Objectives:
Increase employer knowledge of options for employer-supported child care.

Reduce the number of barriers for employers to support child care programs

Increase the ability for employers to connect their employees to child care program.

Increase the number of employers that support greater employee access to child care.

Figure 18: Goal 6 Objectives

Implementation Strategies:
1. Educate employers on the business case for supporting child care and reducing barriers to participation in employer-
supported child care programs. Demonstrate the case with data.

2. Enlist employers in connecting their employees with child care resources, including information about child care
subsidies and Help Me Grow.

3. Develop and promote an informational web-based menu of options for employers to support employee provision of
child care and offer tailored technical assistance to employers to support implementation of these options.

4. Implement a tiered business tax incentive program to match business expenditures for provision of employee child
care.

Tactics: Note: Asterisk (*) shows that progress was made in 2021

Table 12: Goal 6 Implementation Tactics
Topic Lead(s) Implementation Tactic
Commerce *Continue outreach to and engagement with employers and community child care
DCYF stakeholders.
Business Assns. *Develop and implement the new employer-supported child care technical assistance

Engage & Assist
Chambers of program.
Commerce
*Identify effective approaches to connecting employers with child care system
Economic

Employers
infrastructure to scale up employer support of child care.
Development
Orgs. *Develop an employer-supported child care toolkit to implement a menu of options for
employers with different business models, sizes and industries.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 42
Figure 19: Employer-Supported

Discussion: Child Care Options

Affordable, accessible child care increases employers’ ability to recruit and retain
talent; employee attendance and productivity; and workforce participation. Menu of Options for
Employer-Supported
Availability of high-quality care helps people go to work, but many working families, Child Care
parents seeking employment and parents participating in educational pursuits, job
training or apprenticeships, struggle to find and afford child care. The task force's Employers can support
2020 child care industry assessment revealed that although 61% of young children live child care many ways:
in households where all parents work, Washington state has sufficient licensed child
care capacity for only 41% of young children and 5% of school-age children. Among Inform employees of
Washington parents that participated in a spring 2020 survey: 38% indicated that child care subsidies
affording child care was a challenge, nearly one in five (18.3%) parents surveyed
Connect employees
turned down a job offer or promotion due to child care issues and 47% of unemployed
with child care resource
parents considered child care issues a barrier to reemployment. One quarter (25%) of
and referral networks
parents indicated a need for child care during nontraditional work hours (outside
weekday hours of 6:00 am to 6:00 pm) - but only a small percentage of child care Implement “bring your
programs operate during those hours.31 infant to work” and
other family friendly
Employers can take action to support child care for their employees. model policies
The task force found that increasing employer support will require an incentive for Participate in voluntary
businesses, although some early adopters have invested in onsite child care, child care programs recognizing
vouchers, family-friendly policies and backup child care for employees. In 2019, the family-, child-, and
task force recommended that Washington state promote, incentivize and recognize breastfeeding-friendly
employer-supported child care so public and private employers invest in family-friendly workplaces
employment policies and practices. Sharing the business case, tools and tiered tax
incentives would enable more employers to support their employees’ access to child Offer the Dependent
care. Figure 19 lists many ways employers can support their employees' child care. Care Assistance
Program
Technical assistance for employer-supported child care will be available in 2021-23.
Contribute to child care
The Fair Start for Kids Act created a program at Commerce and DCYF that is funded savings accounts
during the 2021-23 biennium to provide technical assistance to employers interested
in supporting their employees' access to high quality child care. Technical assistance Allow for parent choice
may include guidance related to: among options

Operating a licensed child care center at or near the workplace for the benefit of Provide backup child
employees. care

Financing and construction of a licensed child care center at or near the workplace Contract with nearby
for the benefit of employees. child care programs

Providing financial assistance to employees for licensed or certified child care Contract with child care
providers and license-exempt child care program expenses. providers for onsite
child care
Encouraging access and support for low-wage employees.
Offer child care
Sponsoring dependent care flexible spending accounts for employees. vouchers or tuition
Developing a "bring your infant to work" program and other family-friendly work payments
policies for employees. Access federal, state,
Implementation strategies for this goal align with Fair Start for Kids Act spending goal and local tax incentives
(y) studying and evaluating options to incentivize business participation in child care Provide onsite child
and early learning systems. The task force recommends continuing and building on care
2021 investments.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 43
Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 13: Progress toward Goal 6: Expanding Employer Supports Child Care
Employer- Employer-Supported Child Care Technical Assistance: DCYF to collaborate with the Department
Supported of Commerce on technical assistance to employers interested in providing child care to
Child Care employees. $829,000 DCYF, $789,000 Commerce

Figure 20: Spotlight on Faith-Based Child Care32
Faith-based child care and its role in the child care market has been underexplored, both nationally and in Washington.
The task force has not had faith-based providers represented. There is room for improvement to more deeply understand
the opportunity and service of faith-based providers.

Faith-based providers have different classifications. They may have a direct denomination affiliation or no direct
affiliation. They may provide religious instruction, or they may not provide religious instruction. They may offer secular
instruction. Providers may operate on the site of a faith organization or in a separate facility. According to BPC,
Washington is one of nine states that has accepted the Association of Christian Schools International Accreditation
protocol as an alternative pathway to achieve higher rating on the quality rating and improvement system (QRIS). There is
much more to be known, however, about the capacity faith-based providers contribute to the child care market. There has
not been an official national survey of faith-based child care since 1983. In a 2020 BPC national survey, parents preferred
faith-based centers over other care situations with only child care provided by the family rated higher.

Faith-based providers, according to BPC, experience similar challenges as the child care market as a whole:
 Family tuition and subsidies do not cover the full cost of providing care.
 Low workforce wages and struggles with worker retention.

Sometimes, faith-based providers benefit from a model similar to that of shared delivery where administrative and back-
end office operations may be absorbed by the larger organization. There may also be mutually stabilizing impacts for both
the child care provider and the faith organization or lower space costs. However, to the extent of which these
relationships exist is unknown.

Faith-based providers face unique challenges. While children receiving subsidies are able to apply them to a faith-based
provider, there is a misconception that this option is not allowable. Direct funds through grants and contracts can be
limited. The task force acknowledges BPC’s recommendation to have faith-based providers represented in future advisory
work. There is more to be explored in the supply and demand of faith-based centers in the state, as well as more
consideration of how faith-based credentialing is understood in quality assessments and regulations.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 44
Goal 7: Streamlined state and local regulations, codes,
permitting processes and fee structures facilitate child
care startup, operation and expansion.
To the extent allowed under federal regulations and state laws, and needed to maintain child health and safety:
child care licensing regulations are streamlined and ongoing efforts support simplified local government
regulations, building codes, zoning, permitting processes and fee structures, to facilitate startup, operation and
expansion of child care programs.

Objectives:
Increase the percentage of child care providers who find the licensing process easy to complete.

Increase the number of providers that can obtain licensing pre-approval.

Increase the number of existing and potential child care providers that are able to access technical assistance and
resources to facilitate facility development.

Increase the percentage of existing and potential child care providers interested in developing a child care facility
that successfully complete a facility renovation or construction project and become licensed.

Increase the percentage of child care providers that find the background check process simple and efficient.

Increase the percentage of providers that complete exit interviews upon closure.

Increase the percentage of child care providers that agree that DCYF programs, including licensing, support their success in
operating and growing a high-quality child care program.
Figure 21: Goal 7 Objectives

Implementation Strategies:
1. Evaluate child care licensing standards and their impact on the development and operations of child care programs.
Initiate collaborative continuous improvement processes for licensing standard revision, implementation and
monitoring.

2. Improve child care licensing regulations to match the age of the child and operations of school-age child care
(matching school-age child care regulations to standard school day operations and safety protocols).

3. Streamline child care licensing during child care facility development and change of ownership.

4. Streamline the child care background check system.

5. Improve coordination and use of best practices among state and local agencies to simplify and facilitate child care
facility development and startup, including state and local regulations, zoning, permitting and fee structures.

6. Foster a culture of support and mutual respect among child care licensors, regulators and providers.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 45
Note: Asterisk (*) shows that progress was made in 2021
Tactics:
Table 14: Goal 7 Implementation Tactics
Topic Lead(s) Implementation Tactic
ELAC *Conduct a periodic external evaluation of the state’s regulatory environment to inform

Evaluate, Simplify & Streamline Rules, Codes
continuous improvement to achieve regulatory goals while minimizing burdens on child
care providers.
DCYF *Develop and maintain templates and wizards for creating child care program policies,
Imagine Institute plans, forms and other resources that are required for child care licensing.
CCA system
Stakeholders
DCYF Improve school-age child care regulations so they match standard school day operations
SOWA and safety protocols.
OSPI

& Processes
Schools
DCYF with *Scale up the licensing pre-approval process to all new child care construction and
stakeholder input renovation projects.
*Coordinate local and state agencies such as DCYF, State Fire Marshal and State
Building Code Council to assess and streamline licensing processes.
Streamline background check system and processes to support onboarding new staff
who have completed criminal background clearance and are awaiting clearance on other
elements, as allowed under federal rules.
DCYF with *Create and maintain a clear, shared guidebook and other resources, for both licensors
Help stakeholder input and providers outlining all licensing standards and expectations in plain language.
Providers Compile data to track provider closures. Conduct learning interviews with providers
leaving the industry or Early Achievers system to better understand exit reasons.
Succeed
*Establish standards for consultative child care licensing practices and service.

Discussion:
Washington State will need additional child care facilities to meet the demand for child care in each community. Unclear
and hard-to-navigate state and local regulations, processes and fees hamper child care facility development.

Achieving the goal of streamlined state and local regulations, codes, permitting processes and fee structures will
facilitate child care startup, operation and expansion. Child care providers face facility development challenges
associated with uncertain requirements, costs and processes to permit and license new and expanding child care
facilities. Many child care providers are small businesses or nonprofits with limited experience, resources and access to
professional services that may help them identify, finance and develop sites and facilities and navigate all of the state and
local regulations.33 These challenges, and the capital funds needed, impede construction, renovation and expansion of
child care facilities.

The task force recommends interagency coordination and collaborative review of state and local regulations, processes,
and fee structures, including local codes for building, zoning and permitting, to streamline and simplify where possible--to
the extent allowed by federal regulations and state laws, and preserving regulations that maintain child health and safety.
Child care facility development technical assistance and licensing pre-approval, funded in the 2021-23 biennium, will
greatly reduce uncertainties for providers seeking to develop and license child care facilities.

The State should support the success of high-quality child care programs.

The task force recommends DCYF evaluate and continuously improve child care licensing rules and practices to meet
regulatory goals while minimizing burdens on child care providers. Improving school-age child care regulations so they
match standard school day operations and safety protocols would greatly ease burdens on school-age-only child care
programs. Before the COVID-19 pandemic, DCYF began to transition what can be considered a "see it, cite it" approach to
child care licensing to a more consultative approach to bringing child care programs into compliance with licensing
regulations. The task force recommends DCYF establish and fully implement standards for consultative licensing

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 46
practices. As allowed under federal rules, the task force also recommends that DCYF streamline the system and
processes to support onboarding new staff who have completed criminal background clearance and are awaiting
clearance on other elements. Implementing systems to track the reasons child care providers close, as well as capturing
ongoing feedback from existing providers, would support continuous licensing rule and process improvement.

The Fair Start for Kids Act created a temporary licensing subcommittee of the Early Learning Advisory Council (ELAC) to
complete the following activities, and provide feedback and recommendations to DCYF, by December 1, 2022:

Examine strategies to increase the number of licensed child care providers in the state, including meeting with
prospective licensees to explain the licensure requirements and inspect and provide feedback on the physical space
that is contemplated for licensure.
Develop model policies for licensed child care providers to implement licensing standards including, but not limited
to, completing the child care and early learning licensing guidebook, to be made available to support providers with
compliance.
Develop recommendations regarding incentives and financial supports to help prospective providers navigate the
licensing process.
Implementation strategies for this goal align with the following Fair Start for Kids Act spending goals and strategies:

Allowing the exploration of options to provide regulatory relief and make licensing more affordable for child care
providers.
Training department staff to ensure consistent and equitable application of child care licensing and quality standards
across the state including anti-bias and antiracist training.
Providing incentives and supports for child care providers to become licensed.

The task force recommends continuing and building on investments in 2021 and implementing Fair Start for Kids Act
spending goals and strategies.

Progress with the Fair Start for Kids Act and 2021-23 State Budget
Table 15: Progress toward Goal 7: Streamlining State and Local Child Care Rules, Codes, Processes and Fees
Organization License Pilot: DCYF will establish a pilot project to determine the feasibility of a
child care license category for multi-site programs operating under one owner or one entity and
submit recommendations to the legislature by July 2024. $414,000
Child Care Capacity Flexibility for Family Home Providers: DCYF may waive the limit that restricts family
Licensing home providers from serving not more than 12 children, if sufficient licensable space and staffing
Rules is available. (FSKA Section 313)
Licensing Subcommittee of ELAC: ELAC will convene a temporary subcommittee to provide
feedback and recommendations by December 2022 on increasing the number of licensed child
care providers in the state. $271,000
Facility Technical Assistance: During the 2021-23 biennium, DCYF will provide technical
assistance to early learning providers interested in applying for, or who have received, funding
Processes
from the Early Learning Facility Grant or Loan Program. $956,000
Licensing Guidebook: DCYF published a child care licensing guidebook in 2020.
Reduced Fees: HB 1331 (2021) limits and allows local jurisdictions to waive impact fees for child
Fee Structures
care facilities.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 47
Conclusion
The Washington State Legislature's historic investments in child care through the Fair Start for Kids Act and other
measures brought our state closer to realizing access to affordable, high-quality child care for all families. The task force
identified strategies that would implement and build on this, with particular attention to:

Creating and funding a financing model to support compensation and development of child care professionals.

Reducing disparities in child care service delivery and access by families.

Developing infrastructure to support a robust and sustainable mixed-delivery child care system.

The strategies in this report promote child health, safety and development; the ability for families to choose child care
options that feel right and support their children; families that are economically secure; and nurturing environments to
support a child's success. These strategies simultaneously support the child care professionals, providers and systems
that make this possible.

The task force recommends the Legislature, Governor, DCYF and ELAC--as well as task force member organizations and
constituencies--lead the charge in implementing the strategies to meet the objectives and intended outcomes described
in this report. Over time, this would fulfill our vision of Washington State as the nation's most equitable, affordable and
accessible child care system, benefitting all our children, parents, child care staff and providers, employers and
communities.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 48
Appendix A: Authorizing Legislation
What the Legislation Says
RCW 43.330.527 (2SHB 1344(6), Laws of 2019), the authorizing legislation for this report, states:

(1) The child care collaborative task force shall:

(e) Develop a strategy, timeline, and implementation plan to reach the goal of accessible and affordable
child care for all families by the year 2025.

How this Report Fulfills the Legislation
The task force identified seven goals with associated objectives, implementation strategies and tactics that
serve as a strategy and implementation plan to reach the goal of accessible and affordable child care for all
families. The task force specified that the overall goal is access to affordable, high-quality child care.

The task force's strategy does not specify a timeline, but aims to complement and build on the timeline of
policy changes in the Fair Start for Kids Act. Under the Act, policy changes including increasing WCCC subsidy
eligibility to include families with incomes at or below 85% of state median income, and reaching ECEAP
entitlement, will occur in 2027. The task force found that the timeline of the Fair Start for Kids Act puts the
state on an achievable path to achieving accessible and affordable child care for all Washington families.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 49
Appendix B: Task Force Overview
The task force was established in 2018 to make policy recommendations about the child care system to better
meet the needs of families, employers and child care providers. Task force reports and milestones are
summarized in Figure B1, and the task force vision in B2.

Figure B1: Child Care Collaborative Task Force Milestones

Figure B2: Child Care Collaborative Task Force Vision

The task force envisions Washington State as the nation's most equitable,
affordable and accessible child care system that benefits all our children, parents,
child care staff and providers, employers and communities:
Increased workforce
Quality, affordable, An economically healthy productivity when New strategies and
accessible licensed child and diverse child care employers support the child investments from the
care that gives parents industry with a supported, care needs of their public and private sectors
diverse choices to meet well-compensated employees through the that engage employers in
their family and workforce that meets the availability of a scalable set supporting all working
employment needs, supply and choice of tools and incentives that families' access to high-
regardless of their income, requirements of families increase access and quality, affordable child
race or where they live. and employers. affordability of high-quality care.
child care.

In its initial report, the task force recommended policy changes in four goal areas:

 (A) Stabilize, support and sustain the child care workforce, providers and industry.
 (B) Increase employer supports for child care.
 (C) Streamline permitting and licensing to better support the construction, renovation and acquisition of
child care facilities.
 (D) Reduce disparities and disproportionalities in child care service delivery and access.

In 2020, the task force published an in-depth Child Care Industry Assessment report and additional
recommendations.

Find task force information and reports at the Washington Child Care Collaborative Task Force website.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 50
Appendix C: Goals and Objectives
Goals
1. Child care is a field that offers its workforce economic security and respected, long-term career options, as measured
by staff retention.

3. Child care providers can operate high-quality programs and accept Working Connections Child Care subsidies.

4. Low and middle income families are eligible for, know about and use Working Connections Child Care subsidies.

5. Families can navigate child care supports and enroll in child care programs.

6. Employers and businesses implement practices that make child care more affordable and accessible for their
employees.

7. Streamlined state and local regulations, codes, permitting processes and fee structures facilitate child care startup,
operation and expansion. To the extent allowed under federal regulations and state laws, and needed to maintain
child health and safety: child care licensing regulations are streamlined and ongoing efforts support simplified local
government regulations, building codes, zoning, permitting processes and fee structures, to facilitate startup,
operation and expansion of child care programs.

Objectives
Increase child care staff retention and longevity in the field, and decrease turnover.

Increase area median wages for child care staff positions to meet the salary scale in the state's cost of quality model.

Decrease the percentage of the child care workforce that relies on public assistance.

Increase the percentage of child care providers that offers paid leave and healthcare, dental, vision and retirement
benefits.

Increase the number of staff enrolled in community-based pathways and education programs.

Increase the percentage of child care providers that report they have access to substitute pools.

Increase availability of grants, loans and resources to start up child care programs.

Increase availability of grants, loans, and resources to start up child care programs.

Increase availability of ongoing financial support and resources to operate high-quality child care programs.

Increase the number of child care providers with access to infant and child mental health consultation services.

Increase the availability of grants, loans, and resources to develop child care facilities.

Increase the percentage of Washington communities with sufficient access to high-quality child care.

Increase coordination, partnership, and resource sharing between K-12 schools and child care providers.

Increase availability of grants, loans and resources to start up child care programs.

Increase availability of ongoing financial support and resources to operate high-quality child care programs.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 51
Increase the number of child care providers with access to infant and child mental health consultation services.

Increase the availability of grants, loans and resources to develop child care facilities.

Increase the percentage of Washington communities with sufficient access to high-quality child care.

Increase coordination, partnership and resource sharing between K-12 schools and child care providers.

Increase the percentage of families with a WCCC copay that is under 7% of family income.

Increase the percentage of state median income for WCCC subsidy income eligibility to at least 85%.

Increase the percentage of student, apprentice or unemployed parents that are eligible for WCCC subsidies.

Increase the percentage of families who are aware of and able to enroll in child care subsidies.

Increase the percentage of eligible parents that participate in the WCCC subsidy program.

Increase ease of access to and public awareness of child care resources, subsidies and options.

Increase the number of languages child care resources are offered to those seeking affordable child care.

Increase the number of ways child care resources are communicated to families.

Increase the percentage of families able to find child care resources in their first language.

Increase employer knowledge of options for employer-supported child care.

Reduce the number of barriers for employers to support child care programs

Increase the ability for employers to connect their employees to child care program.

Increase the number of employers that support greater employee access to child care.

Increase the percentage of child care providers who find the licensing process easy to complete.

Increase the number of providers that can obtain licensing pre-approval.

Increase the number of existing and potential child care providers that are able to access technical assistance and
resources to facilitate facility development.

Increase the percentage of existing and potential child care providers interested in developing a child care facility that
successfully complete a facility renovation or construction project and become licensed.

Increase the percentage of child care providers that find the background check process simple and efficient.

Increase the percentage of providers that complete exit interviews upon closure.

Increase the percentage of child care providers that agree that DCYF programs, including licensing, support their
success in operating and growing a high-quality child care program.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 52
Appendix D: Implementation Strategies
Compensate the child care workforce competitively with educators in the state’s education continuum in order to
provide living wages, reduce turnover and promote longevity of skilled providers in the child care workforce. Achieving
this will require additional government and/or business intervention.

Ensure child care professionals can access benefits that complete a good job, including access to healthcare
insurance coverage, dental/vision, paid leave and retirement benefits. These benefits will are one important strategy
toward preventing workforce burnout and will support the wellbeing of child care staff.

Fully fund professional development, relationship-based professional development and financial incentives to support
providers in meeting staff qualifications, ongoing continuous quality improvement and achieve high quality levels in
Early Achievers and school-age quality standards.

Expand the Community-Based Pathway to statewide implementation as a process for child care staff to demonstrate
competencies that meet licensing education requirements.

Support professional development around skills the industry needs and reimburse providers for participation (trauma-
informed care, dual language, racial bias training, business development, human resources, finance, business
accelerator programs, etc.).

Expand eligibility requirements to use the state-funded early care and education substitute pool so licensed child care
providers have access to temporary staff coverage or have the option to retain additional staff who are part of the
child team to cover so that ratios are met when other staff are absent.

Offer public and private financial resources to support child care startup, operations and expansion.

Provide ongoing financial support through grants or contracts with providers to support the full cost of care.

Provide resources and services for high-quality child care programs at no cost to providers or families.

Support construction, renovation and expansion of child care facilities, including architectural support for
construction and renovations, to assure accessibility and accommodations.

Establish channels of communication and coordination between the child care system and other related systems,
such as K-12 education, healthcare system, economic development, higher education, etc.

Pay providers a monthly rate for children enrolled in the Working Connections Child Care (WCCC) subsidy system,
structured like the private market.

Increase WCCC subsidy base rates and tiered reimbursement payments to cover the full cost associated with
providing high-quality child care.

Change WCCC subsidy geographic regions to reflect cost of operating a program at the ZIP code level.

Provide more resources and professional development to child care programs so they can meet Early Achievers and
school-age quality standards.

Eliminate the WCCC subsidy copayment "cliff effect" for eligible families by limiting eligible families' copayments to
no more than 7% of a family's income.

Increase WCCC subsidy eligibility to at least 85% of state median income.

Expand allowable activities for WCCC subsidy eligibility to enable employed, unemployed and student parents to seek
and retain work and education.

Develop comprehensive consumer education methods, information sharing partnerships and resources related to
WCCC subsidies.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 53
Eliminate the cap on WCCC subsidy program participation.

Strengthen child care consumer education systems that help families navigate child care subsidies and options,
including informational resources, technical assistance, outreach and other supports.

Offer consumer education information in multiple languages to reduce language barriers in seeking and accessing
child care.

Educate employers on the business case for supporting child care and reducing barriers to participation in employer-
supported child care programs. Demonstrate the case with data.

Enlist employers in connecting their employees with child care resources, including information about child care
subsidies and Help Me Grow.

Develop and promote an informational web-based menu of options for employers to support employee provision of
child care and offer tailored technical assistance to employers to support implementation of these options.

Implement a tiered business tax incentive program to match business expenditures for provision of employee child
care.

Evaluate child care licensing standards and their impact on the development and operations of child care programs.
Initiate collaborative continuous improvement processes for licensing standard revision, implementation and
monitoring.

Improve child care licensing regulations to match the age of the child and operations of school-age child care
(matching school-age child care regulations to standard school day operations and safety protocols).

Streamline child care licensing during child care facility development and change of ownership.

Streamline the child care background check system.

Improve coordination and use of best practices among state and local agencies to simplify and facilitate child care
facility development and startup, including state and local regulations, zoning, permitting and fee structures.

Foster a culture of support and mutual respect among child care licensors, regulators and providers.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 54
Appendix E: Implementation Tactics
Note: Asterisk (*) shows that progress was made in 2021

Topic Implementation Tactic
Compensation *As part of the child care cost of quality study in 2021-22, and to fulfill the legislative requirement to
implement cost-based subsidy rates, the task force and DCYF will evaluate and recommend a
compensation structure aligned to regional school system salary scales for use by DCYF to set WCCC
subsidy rates, and an administrative mechanism and finance model to ensure adequate
compensation of the entire child care workforce..
*As part of the child care cost of quality study in 2021-22, the task force and DCYF will assess
alternative funding streams (besides family tuition payments and subsidies) and a financing model to
support competitive, living wages and benefits for child care employees that reflect their valuable
contributions to positive outcomes for children, families and our economy. The legislature should
fund and support implementation of the financing model.
Explore options to assist with worker retention to enable provider retention and expansion by funding
retention bonuses for workers making less than a specified compensation threshold. Offer the
bonuses at increased frequency in the first two years of employment and annual thereafter but at
higher levels as workers advance along the longevity spectrum.
Explore options to increase the rate of WCCC subsidies for early learning professionals’ families if
they are registered in the state’s MERIT system as a means to complement wage increases and
bolster child care employee household financial well-being to increase likelihood of retention.
Benefits *Evaluate options to support access to affordable healthcare insurance coverage for child care staff.
Options include, but are not limited to, the Health Benefit Exchange, Apple Health and association
health plans. Implement options to streamline enrollment, ensure adequate coverage and provide
bridge funding for employee premiums.
*Fund through the Health Care Authority or another mechanism group medical insurance for the
employees of providers under a certain size, if a pool for all child care providers isn’t feasible.
Research and implement options to support retirement benefits.
Professional *Identify resources needed to assure professional development, coaching, rating and quality
Development incentives provide financial support to achieving high quality levels.
*Identify resources needed to identify high-demand skills and support professional development
training and reimbursement.
*Identify resources needed to implement the Community-Based Pathway statewide as a process for
child care staff to demonstrate competencies.
*Expand relationship-based professional development within licensed programs to realize quick and
direct quality improvement.
*Incentivize higher education attainment and career pathways via scholarships, loan repayment
programs and enhanced compensation.
*Use multiple languages and platforms for all aspects of professional development.
*Increase professional development and quality supports for providers serving school-age children.
Seek to resolve known issues with the quality of data in the MERIT data system, such as the number
of providers with verified education data:
Identify resources needed to increase education data verification.
Explore options to capture Community Based Pathway competencies in MERIT.
If wage discrepancies based on race/ethnicity are found, make a plan to support equalization.
Substitutes Assess providers' potential demand for the substitute pool and compare demand to the existing
substitute pool to identify gaps.
Evaluate options for expanding eligibility and increasing access to the substitute pool.
Invest in *Increase access to grants, loans and other funding sources to offset child care operating and capital
Startup & facility costs, including but not limited to the Early Learning Facility Fund, small grants and
Operation microloans.
*Provide state funds to leverage public-private partnerships with community development financial
institutions (CDFIs) to develop child care financing options, such as loan programs.
Provide a point of sale, sales (and use) tax exemption on consumables used in providing child care.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 55
Topic Implementation Tactic
Explore options to fund new child care business start-up grants up to $10,000 to meet licensing-
required improvements for potential licensed family homes that can expand the supply inventory.
*Target investments to incentivize provision of care in underserved market segments.
*Incentivize provision of child care in the child’s home language and support dual language learning.
Provide *Provide resources so child care programs can implement trauma-informed, culturally responsive and
Services & bias-reducing practices.
Supports *Support provision of child care in underserved geographic areas and rural areas so families may
access child care in their local communities.
*Develop local community capacity to meet local child care needs in a variety of settings.
*Offer technical assistance to child care providers to support business startup, operation and growth.
Explore options to implement a “grow your own(ership)” initiative that provides startup funds and
mentoring to Black, Indigenous and people of color (BIPOC) child care educators so they can become
child care business owners and build wealth.
*Provide access to infant and early childhood mental health consultants.
Create and maintain a “best practices” guidebook on child care business and management
operations.
Explore options to fund and staff a bulk purchase clearinghouse for licensed care providers and the
most common supplies, small equipment and furniture they use to reduce operational costs.
*Implement statewide shared services programs and cooperatives for provider business needs, such
as financial management, human resources, purchasing, etc.
Explore options to fund “hub-satellite” models of service provision to provide the mechanism (the hub)
for “back office” and other optional shared services to small, new and/or BIPOC-owned enterprises.
Explore options to fund legal and other technical assistance supports for child care providers entering
negotiations with local businesses to provide child care for those employers’ workers.
Explore options to fund Centers for Child Care Recruitment and Expansion throughout the state.
Develop *Continue to invest in the Early Learning Facilities Fund, including the Ruth LeCocq Kagi Early Learning
Facilities Facilities Revolving Account and the Ruth LeCocq Kagi Early Learning Facilities Development Account.
*Provide capital investments to build and expand child care facilities.
*Continue to invest in technical assistance for construction or renovation of child care facilities to
ensure timely and efficient startup and expansion.
Encourage municipalities to allow flexibility for child care uses as part of local zoning codes.
Explore options to fund and provide technical assistance to a pilot of local land trusts to establish a
child care version of a home ownership model where the public sector funds the trust to own the land
under newly acquired or built licensed child care family homes or centers, with a minimum time
commitment to operate as child care. This would reduce expansion and start-up costs. Create an
initiative specifically for BIPOC-owned enterprises.
Considering implementing Washington Sustainable Schools Protocol (WSSP), Leadership in Energy
and Environmental Design (LEED) or similar for state-funded facilities, focusing on children's health
and wellbeing.
Support providers' efforts to develop facilities that provide generous, high-quality space for children to
move and thrive--beyond the minimum requirement of 35 square feet per child.
Keep records of construction costs for state-funded facilities for future planning, as OSPI does for
public school facilities.
Provide a retail sales (and use) tax exemption or deferral for construction, renovation and remodeling
of child care facilities.
*Streamline facility permitting and licensing (see Goal 7).
Build Systems Develop and maintain clear and supportive partnerships between schools, school districts and child
care providers (strong memoranda of understanding (MOUs), data sharing agreements, consistent
communication, transportation options, sharing of professional development and student-focused
technology, increased fund sharing, etc.).
*Develop policies to ensure that we have a fully integrated preschool and child care system to best
serve children and families.
Increase & *Expand monthly WCCC subsidy reimbursement rates to all licensed child care providers.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 56
Topic Implementation Tactic
Simplify *Continue funding increased WCCC subsidy base rates, tiered reimbursement payments and other
WCCC financial supports.
Subsidy *Continue providing subsidy rate enhancements to incentivize provision of child care in unmet market
Payments segments and to programs providing unique services, such as nontraditional hour care; care for
underserved age groups such as infants and toddlers; care for populations with specialized health or
educational needs; care in underserved geographic, ethnic or linguistic communities; and dual-
language programming.
Pay Full Cost *Complete cost of quality model to identify gaps between existing WCCC subsidy reimbursement and
of Quality cost to operate.
*Develop and implement subsidy regions based on operating costs by ZIP code group.
*Develop and implement supported professional development opportunities, including coaching and
scholarships.
Lower Copays *Continue to fund the WCCC subsidy copay model in the Fair Start for Kids Act and sustain copay
caps at or below 7% of household income.
Expand *Continue to fund the Fair Start for Kids Act WCCC subsidy eligibility increases.
Eligibility Explore options to increase WCCC subsidy eligibility to 100% of SMI or 100% of area median income.
Expand WCCC subsidy eligibility for people seeking employment.
*Continue to fund eliminated WCCC subsidy work requirements for two-year degrees and
apprenticeships.
*Appropriate funding to eliminate WCCC subsidy work requirements for parents completing four-year
degrees and graduate degrees.
Eliminate the cap to allow any eligible family to participate in the WCCC subsidy program.
Inform & *Develop methods to educate families about WCCC subsidies in multiple languages through trusted
Enroll Families messengers in a variety of formats and platforms, including written resources, media, social media
and direct engagement with parents and caregivers.
Partner and coordinate with child care resource and referral agencies, employers, job training
organizations, colleges and universities, apprenticeship programs, labor organizations, community-
based organizations, faith organizations, healthcare providers, public health agencies, schools and
child care providers to share WCCC subsidy consumer education resources and information with
parents and caregivers.
*Develop and maintain culturally responsive WCCC subsidy consumer education resources in multiple
languages.
Develop *Develop methods to educate families about state child care resources in multiple languages through
Resources trusted messengers in a variety of formats and platforms, including written resources, media, social
media and direct engagement with parents and caregivers.
*Develop and maintain culturally responsive child care consumer education resources in multiple
languages. Offer information about finding and affording child care, child care program quality and
who to contact to learn more or receive assistance.
Coordinate *Continue to support statewide and regional child care resource and referral systems (Child Care
Referrals Aware agencies).
*Continue to support statewide family child care resource and referral linkage systems (WithinReach).
*Continue to expand Help Me Grow statewide.
*Improve the system of referral to benefits outside DCYF (SNAP, TANF, etc.).
Increase *Develop and implement a DCYF language access plan.
Language *Develop and implement a dual language designation.
Accessibility *Provide grants, rate enhancements, professional development and resources for dual language
programming.
*Develop and implement early childhood and school-age equity grants.
Engage & *Continue outreach to and engagement with employers and community child care stakeholders.
Assist *Develop and implement the new employer-supported child care technical assistance program.
Employers *Identify effective approaches to connecting employers with child care system infrastructure to scale
up employer support of child care.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 57
Topic Implementation Tactic
*Develop an employer-supported child care toolkit to implement a menu of options for employers with
different business models, sizes and industries.
Evaluate, *Conduct a periodic external evaluation of the state’s regulatory environment to inform continuous
Simplify & improvement to achieve regulatory goals while minimizing burdens on child care providers.
Streamline *Develop and maintain templates and wizards for creating child care program policies, plans, forms
Rules, Codes and other resources that are required for child care licensing.
& Processes Improve school-age child care regulations so they match standard school day operations and safety
protocols.
*Scale up the licensing pre-approval process to all new child care construction and renovation
projects.
*Coordinate local and state agencies such as DCYF, State Fire Marshal and State Building Code
Council to assess and streamline licensing processes.
Streamline background check system and processes to support onboarding new staff who have
completed criminal background clearance and are awaiting clearance on other elements, as allowed
under federal rules.
Help Providers *Create and maintain a clear, shared guidebook and other resources, for both licensors and providers
Succeed outlining all licensing standards and expectations in plain language.
Compile data to track provider closures. Conduct learning interviews with providers leaving the
industry or Early Achievers system to better understand exit reasons.
*Establish standards for consultative child care licensing practices and service.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 58
Appendix F: Progress toward Goals in 2021
Topic Progress in 2021 Due to Legislation, Budget and Other Activities
Compensation Dual Language Designation & Rate Enhancement: DCYF will create a dual language designation
and, beginning in July 2022, provide WCCC subsidy rate enhancements or site specific grants to
support staff who provide bilingual instruction, professional development training, the purchase of
dual language and culturally appropriate curricula and accompanying training programs,
instructional materials, etc. $3,380,000
Trauma-Informed Care Wage Supports: DCYF will establish supports for providers in providing
trauma-informed care inclusive of professional development and increased wages for employees
with additional credentials. (FSKA Section 304, see also Professional Development below)
Benefits Healthcare Coverage Information: DCYF will establish a process for informing, upon clearance of
required background checks, employees of licensed family home, center-based and outdoor
nature-based child cares about available financial supports and options for accessing health
coverage.
Healthcare Coverage Outreach: DCYF will help facilitate outreach from Health Benefits Exchange
navigators and eligible employees. $40,000
Healthcare Premium Assistance: The Health Benefits Exchange will implement a health care
insurance premium assistance program for employees working at licensed child care facilities.
$30,266,000
Evaluation of Healthcare Coverage Options: DCYF will build upon the work of the task force to
evaluate options to support access to affordable health care insurance coverage for licensed or
certified child care providers. (FSKA Section 301)
Professional Trauma-Informed Care Supports: Beginning July 2022, DCYF will provide supports to providers to
Development provide trauma-informed care, including professional development and training, purchase of
screening tools or additional compensation for staff with child development specialty credentials.
$2,802,000
Professional Development to Build Capacity: DCYF will provide professional development support
for providers to increase business, staff and community capacity (FSKA Section 311).
Early Achievers System Improvements: DCYF is implementing Early Achievers system
improvements, such as virtual quality recognition, multiple pathways to maintain and reach higher
levels, and enhanced coaching supports.
Training, Professional Development and Early Achievers Scholarships: DCYF will implement
trainings, Early Achievers scholarships and other professional development activities. DCYF will
provide professional development supports to aid eligible providers in reaching the professional
education and training standards adopted by the department. This includes activities such as
updating training content, data collection and reporting, trainer recruitment, retention, program
monitoring, trainings, etc. $8,021,000
Substitutes Supporting the Substitute Pool: FSKA includes a spending goal to support the substitute pool for
child care and early learning providers (FSKA Section 102) that can also be used for substitutes
retained within program staff.
Financial Stabilization Grants: DCYF will distribute nearly $400M in grants, via the federal American Rescue
Resources Plan Act, to child care providers to stabilize the child care industry as part of the state's response
to the COVID-19 public health emergency.
Waived Licensing Fees: DCYF will waive fees for child care applicants and licensed providers
through June 2023 per SB 5151 (2021).

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 59
Topic Progress in 2021 Due to Legislation, Budget and Other Activities
Services and Trauma-Informed Care Supports: DCYF will provide supports to providers to provide trauma-
Supports informed care, including professional development and training, purchase of screening tools or
additional compensation for staff with child development specialty credentials.
Mental Health Consultation: DCYF received funding to increase the number of state-funded Infant
and Early Childhood Mental Health Consultants from six to 12, plus one coordinator position. The
IECMH consultants must support Early Achievers program coaches and child care providers by
providing resources, information and guidance regarding challenging behavior and expulsions and
may travel to assist providers in serving families and children with severe behavioral needs.
$3,946,000
Play and Learn Groups: Funding was provided for expansion of FFN Play and Learn Groups that
offer parents and other caregivers culturally responsive opportunities to support their children's
early learning, build relationships that reduce isolation and encourage socialization and promote
kindergarten readiness. $860,000
Planning Grants: Commerce will issue Child Care Partnership Grants to governmental and non-
profit organizations to support collaborative planning and activities that help communities
address the shortage of child care during the 2021-23 biennium. $1,000,000
Facility Facility Grants and Loans: The 2021-23 state capital budget included $55M in Early Learning
Development Facility Fund, WELL Fund, one-time renovation grants and technical assistance. HB 1370 (2021)
increased grant amounts and made recommended changes to the ELF program.
Reduced Fees: HB 1331 (2021) limits and allows local jurisdictions to waive impact fees for child
care facilities.
ECEAP Facility Needs Assessment: DCYF will develop a methodology to identify, at the school
district level, where ECEAP slots are needed by Sep. 2022.
Systems ELAC Expansion: The Early Learning Advisory Council (ELAC), established in RCW 43.216.075,
was given the purview of providing guidance on the Fair Start for Kids Account, expanded
membership and was directed to create a temporary licensing subcommittee. $272,000 (FSKA
Section 104).
ELAC Annual & Biennial Progress Reporting: ELAC will work with DCYF to provide annual updates
on FSKA strategy and priority implementation beginning in Aug. 2022, and submit a biennial report
describing how the FSKA investments have impacted policy objectives beginning in Sep. 2023.
Data Dashboards: The 2021-23 state operating budget funded development of public-facing
regionalized data dashboards and reports. $300,000
Integrated Early Learning Report: DCYF will collaborate with OSPI to report options and
recommendations for aligning and integrating high-quality early learning programs administered
by both agencies by Sep. 2022. $1,010,000

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 60
Topic Progress in 2021 Due to Legislation, Budget and Other Activities
WCCC Subsidy Base Rate Increase: DCYF will increase WCCC subsidy base rates to 85th percentile
Subsidy beginning July 2021. $116,805,000
Payments Complex Needs Grants: DCYF will administer two complex needs funds (one for ECEAP/birth-to-
three ECEAP; one for child care) to promote inclusive, least restrictive environments and to
support contractors and providers serving children who have developmental delays, disabilities,
behavioral needs or other unique needs beginning July 2021. $9,674,000
Infant Rate Enhancements: DCYF will implement an infant rate enhancement for child care
providers accepting subsidy or birth-to-three ECEAP beginning July 2022. $2,531,000
Dual Language Designation & Rate Enhancements: DCYF will create a dual language designation
and provide subsidy rate enhancements or site specific grants to support staff who provide
bilingual instruction, professional development training, the purchase of dual language and
culturally appropriate curricula and accompanying training programs, instructional materials, etc.
beginning July 2022. $3,380,000
Trauma-Informed Care Supports: DCYF will provide supports to providers to provide trauma-
informed care, including professional development and training, purchase of screening tools or
additional compensation for staff with child development specialty credentials beginning 2022.
$2,802,000
Grants for Culturally & Linguistically Specific Programs: DCYF will create a grant program to
support inclusive and culturally and linguistically specific early learning and early childhood and
parent support programs across the state. $5,309,000
Collective Bargaining Agreement: The child care provider collective bargaining agreement
includes rate increases for Family, Friend and Neighbor (FFN) providers and increased rates for
child care providers at Early Achievers Level 3.5 and operating nonstandard hours beginning July
2021. $6,390,000
SPSS Migration: During the 2021-23 biennium, DCYF will migrate Social Service Payment System
(SPSS) to a cloud-based system to implement grants, rate enhancements and other payments.
$2,487,000
Cost of Cost of Quality Study: The task force will identify and report on the true cost of providing high-
Quality quality child care by Nov. 2022. $335,000
Cost-Based Subsidy Rate Model: DCYF will develop and implement a child care cost estimate
model for full costs of care.
Nonstandard Hours Rate Model: DCYF, working with diverse stakeholders, must develop a rate
model for nonstandard child care hours and submit the model to the Governor and the Legislature
by Jan. 2022.
WCCC Copay Reduction: FSKA changes the copayment schedule and reduces copayments, with changes
Subsidy set to occur July 2021, Jan. 2022, July 2023 and July 2025. $76,731,000
Copays
WCCC Eligibility Expansion: FSKA switched WCCC subsidies to a state median income (SMI) metric, and
Subsidy will increase eligibility to 60% of SMI by Oct. 2021, 75% of SMI by July 2025 and 85% of SMI by
Eligibility July 2027. $17,359,000
Student Parents: FSKA waives work requirement for some student populations beginning July 1,
2021. $8,833,000
Caseload Restrictions: During the 2021-23 biennium, DCYF shall manage the program so that the
average monthly caseload does not exceed 33,000 households and the department shall give
prioritized access to certain groups.
Consumer Employer-Supported Child Care Technical Assistance: DCYF to collaborate with the Department
Education of Commerce on technical assistance to employers interested in providing child care to
Resources employees. $829,000 DCYF, $789,000 Commerce

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 61
Topic Progress in 2021 Due to Legislation, Budget and Other Activities
Coordinated Help Me Grow: Funding was provided to continue the Pierce County pilot program, with a report
Referrals due to the legislature in Sep. 2022. $1,742,000
WithinReach: Funding was provided to the WithinReach statewide family resource and referral
linkage system to provide a coordinated access point of resource navigators who will connect
families with children prenatal through age five with services, programs and community resources
through a facilitated referral and linkage process during the 2021-23 biennium. $530,000
Language Language Access Coordinators: DCYF will hire two temporary language access coordinators with
Access specialties in Spanish and Somali during the 2021-23 biennium to address immediate language
access needs at DCYF related to COVID-19 child care relief and recovery in DCYF programs,
including: (a) Translation; (b) Outreach to community organizations serving multilingual children
and families; (c) Webinars and other technical assistance; and (d) Other means of increasing
language access and equity for early learning providers and caregivers. $500,000
Grants for Culturally & Linguistically Specific Programs: DCYF will create a grant program to
support inclusive and culturally and linguistically specific early learning and early childhood and
parent support programs across the state. $5,309,000
Dual Language Designation & Rate Enhancement: DCYF will create a dual language designation
and provide WCCC subsidy rate enhancements or site specific grants to support staff who provide
bilingual instruction, professional development training, the purchase of dual language and
culturally appropriate curricula and accompanying training programs, instructional materials, etc.
beginning July 2022. $3,380,000
Dual Language Learners Training: DCYF created the Dual Language Learner’s (DLL) training in
collaboration with community and the University of Washington’s Institute for Learning and Brain
Sciences. (RCW 43.216.105)
Employer- Employer-Supported Child Care Technical Assistance: DCYF to collaborate with the Department
Supported of Commerce on technical assistance to employers interested in providing child care to
Child Care employees. $829,000 DCYF, $789,000 Commerce
Child Care Organization License Pilot: DCYF will establish a pilot project to determine the feasibility of a
Licensing child care license category for multi-site programs operating under one owner or one entity and
Rules submit recommendations to the legislature by July 2024. $414,000
Capacity Flexibility for Family Home Providers: DCYF may waive the limit that restricts family
home providers from serving not more than 12 children, if sufficient licensable space and staffing
is available. (FSKA Section 313)
Licensing Subcommittee of ELAC: ELAC will convene a temporary subcommittee to provide
feedback and recommendations by December 2022 on increasing the number of licensed child
care providers in the state. $271,000
Processes Facility Technical Assistance: During the 2021-23 biennium, DCYF will provide technical
assistance to early learning providers interested in applying for, or who have received, funding
from the Early Learning Facility Grant or Loan Program. $956,000
Licensing Guidebook: DCYF published a child care licensing guidebook in 2020.
Fee Structures Reduced Fees: HB 1331 (2021) limits and allows local jurisdictions to waive impact fees for child
care facilities.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 62
Appendix G: Roles in Implementation
Note: Asterisk (*) shows that progress was made in 2021

Topic Lead(s) Implementation Tactic
Compensation Task force *As part of the child care cost of quality study in 2021-22, and to fulfill the legislative
DCYF requirement to implement cost-based subsidy rates, the task force and DCYF will
evaluate and recommend a compensation structure aligned to regional school system
salary scales for use by DCYF to set WCCC subsidy rates, and an administrative
mechanism and finance model to ensure adequate compensation of the entire child
care workforce..
Task force *As part of the child care cost of quality study in 2021-22, the task force and DCYF will
DCYF assess alternative funding streams (besides family tuition payments and subsidies)
Legislature and a financing model to support competitive, living wages and benefits for child care
employees that reflect their valuable contributions to positive outcomes for children,
families and our economy. The legislature should fund and support implementation of
the financing model.
Legislature Explore options to assist with worker retention to enable provider retention and
DCYF expansion by funding retention bonuses for workers making less than a specified
compensation threshold. Offer the bonuses at increased frequency in the first two
years of employment and annual thereafter but at higher levels as workers advance
along the longevity spectrum.
Explore options to increase the rate of WCCC subsidies for early learning
professionals’ families if they are registered in the state’s MERIT system as a means
to complement wage increases and bolster child care employee household financial
well-being to increase likelihood of retention.
Benefits Task force *Evaluate options to support access to affordable healthcare insurance coverage for
DCYF child care staff. Options include, but are not limited to, the Health Benefit Exchange,
HCA Apple Health and association health plans. Implement options to streamline
Legislature enrollment, ensure adequate coverage and provide bridge funding for employee
premiums.
Legislature *Fund through the Health Care Authority or another mechanism group medical
HCA insurance for the employees of providers under a certain size, if a pool for all child
care providers isn’t feasible.
Legislature Research and implement options to support retirement benefits.
Professional DCYF *Identify resources needed to assure professional development, coaching, rating and
Development CCA of WA quality incentives provide financial support to achieving high quality levels.
SEIU 925 *Identify resources needed to identify high-demand skills and support professional
SOWA development training and reimbursement.
*Identify resources needed to implement the Community-Based Pathway statewide as
a process for child care staff to demonstrate competencies.
Legislature *Expand relationship-based professional development within licensed programs to
DCYF realize quick and direct quality improvement.
*Incentivize higher education attainment and career pathways via scholarships, loan
repayment programs and enhanced compensation.
*Use multiple languages and platforms for all aspects of professional development.
*Increase professional development and quality supports for providers serving school-
age children.
Seek to resolve known issues with the quality of data in the MERIT data system, such
as the number of providers with verified education data:
Identify resources needed to increase education data verification.
Explore options to capture Community Based Pathway competencies in MERIT.
If wage discrepancies based on race/ethnicity are found, make a plan to support
equalization.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 63
Topic Lead(s) Implementation Tactic
Substitutes Legislature Assess providers' potential demand for the substitute pool and compare demand to
DCYF the existing substitute pool to identify gaps.
CCA of WA Evaluate options for expanding eligibility and increasing access to the substitute pool.
SEIU 925
SOWA
Invest in Legislature *Increase access to grants, loans and other funding sources to offset child care
Startup & DCYF operating and capital facility costs, including but not limited to the Early Learning
Operation Facility Fund, small grants and microloans.
Legislature *Provide state funds to leverage public-private partnerships with community
Commerce development financial institutions (CDFIs) to develop child care financing options,
CDFIs such as loan programs.
Legislature Provide a point of sale, sales (and use) tax exemption on consumables used in
DOR providing child care.
Legislature Explore options to fund new child care business start-up grants up to $10,000 to meet
DCYF licensing-required improvements for potential licensed family homes that can expand
Commerce the supply inventory.
CDFIs *Target investments to incentivize provision of care in underserved market segments.
Legislature *Incentivize provision of child care in the child’s home language and support dual
DCYF language learning.
Provide Legislature *Provide resources so child care programs can implement trauma-informed, culturally
Services & DCYF responsive and bias-reducing practices.
Supports Legislature *Support provision of child care in underserved geographic areas and rural areas so
DCYF families may access child care in their local communities.
Commerce *Develop local community capacity to meet local child care needs in a variety of
settings.
Legislature *Offer technical assistance to child care providers to support business startup,
DCYF operation and growth.
CCA system Explore options to implement a “grow your own(ership)” initiative that provides startup
funds and mentoring to Black, Indigenous and people of color (BIPOC) child care
educators so they can become child care business owners and build wealth.
*Provide access to infant and early childhood mental health consultants.
Create and maintain a “best practices” guidebook on child care business and
management operations.
Explore options to fund and staff a bulk purchase clearinghouse for licensed care
providers and the most common supplies, small equipment and furniture they use to
reduce operational costs.
*Implement statewide shared services programs and cooperatives for provider
business needs, such as financial management, human resources, purchasing, etc.
Explore options to fund “hub-satellite” models of service provision to provide the
mechanism (the hub) for “back office” and other optional shared services to small,
new and/or BIPOC-owned enterprises.
Explore options to fund legal and other technical assistance supports for child care
providers entering negotiations with local businesses to provide child care for those
employers’ workers.
Explore options to fund Centers for Child Care Recruitment and Expansion throughout
the state.
Develop Legislature *Continue to invest in the Early Learning Facilities Fund, including the Ruth LeCocq
Facilities Commerce Kagi Early Learning Facilities Revolving Account and the Ruth LeCocq Kagi Early
DCYF Learning Facilities Development Account.
*Provide capital investments to build and expand child care facilities.
*Continue to invest in technical assistance for construction or renovation of child care
facilities to ensure timely and efficient startup and expansion.
Encourage municipalities to allow flexibility for child care uses as part of local zoning
codes.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 64
Topic Lead(s) Implementation Tactic
Explore options to fund and provide technical assistance to a pilot of local land trusts
to establish a child care version of a home ownership model where the public sector
funds the trust to own the land under newly acquired or built licensed child care family
homes or centers, with a minimum time commitment to operate as child care. This
would reduce expansion and start-up costs. Create an initiative specifically for BIPOC-
owned enterprises.
Considering implementing Washington Sustainable Schools Protocol (WSSP),
Leadership in Energy and Environmental Design (LEED) or similar for state-funded
facilities, focusing on children's health and wellbeing.
Support providers' efforts to develop facilities that provide generous, high-quality
space for children to move and thrive--beyond the minimum requirement of 35 square
feet per child.
Commerce Keep records of construction costs for state-funded facilities for future planning, as
OSPI does for public school facilities.
Legislature Provide a retail sales (and use) tax exemption or deferral for construction, renovation
DOR and remodeling of child care facilities.
DCYF *Streamline facility permitting and licensing (see Goal 7).
Build Systems Legislature Develop and maintain clear and supportive partnerships between schools, school
DCYF districts and child care providers (strong memoranda of understanding (MOUs), data
OSPI sharing agreements, consistent communication, transportation options, sharing of
School professional development and student-focused technology, increased fund sharing,
Districts etc.).
SOWA
Legislature *Develop policies to ensure that we have a fully integrated preschool and child care
system to best serve children and families.
Increase & Legislature *Expand monthly WCCC subsidy reimbursement rates to all licensed child care
Simplify DCYF providers.
WCCC *Continue funding increased WCCC subsidy base rates, tiered reimbursement
Subsidy payments and other financial supports.
Payments *Continue providing subsidy rate enhancements to incentivize provision of child care
in unmet market segments and to programs providing unique services, such as
nontraditional hour care; care for underserved age groups such as infants and
toddlers; care for populations with specialized health or educational needs; care in
underserved geographic, ethnic or linguistic communities; and dual-language
programming.
Pay Full Cost Task Force *Complete cost of quality model to identify gaps between existing WCCC subsidy
of Quality DCYF reimbursement and cost to operate.
Legislature *Develop and implement subsidy regions based on operating costs by ZIP code group.
DCYF with *Develop and implement supported professional development opportunities, including
stakeholder coaching and scholarships.
input
Lower WCCC Legislature *Continue to fund the WCCC subsidy copay model in the Fair Start for Kids Act and
Copays DCYF sustain copay caps at or below 7% of household income.
Expand WCCC *Continue to fund the Fair Start for Kids Act WCCC subsidy eligibility increases.
Eligibility Explore options to increase WCCC subsidy eligibility to 100% of SMI or 100% of area
median income.
Expand WCCC subsidy eligibility for people seeking employment.
*Continue to fund eliminated WCCC subsidy work requirements for two-year degrees
and apprenticeships.
*Appropriate funding to eliminate WCCC subsidy work requirements for parents
completing four-year degrees and graduate degrees.
Eliminate the cap to allow any eligible family to participate in the WCCC subsidy
program.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 65
Topic Lead(s) Implementation Tactic
Inform & Legislature *Develop methods to educate families about WCCC subsidies in multiple languages
Enroll DCYF with through trusted messengers in a variety of formats and platforms, including written
Families in stakeholder resources, media, social media and direct engagement with parents and caregivers.
WCCC input Partner and coordinate with child care resource and referral agencies, employers, job
training organizations, colleges and universities, apprenticeship programs, labor
organizations, community-based organizations, faith organizations, healthcare
providers, public health agencies, schools and child care providers to share WCCC
subsidy consumer education resources and information with parents and caregivers.
*Develop and maintain culturally responsive WCCC subsidy consumer education
resources in multiple languages.
Develop Legislature *Develop methods to educate families about state child care resources in multiple
Resources DCYF with languages through trusted messengers in a variety of formats and platforms, including
stakeholder written resources, media, social media and direct engagement with parents and
input caregivers.
*Develop and maintain culturally responsive child care consumer education resources
in multiple languages. Offer information about finding and affording child care, child
care program quality and who to contact to learn more or receive assistance.
Coordinate Legislature *Continue to support statewide and regional child care resource and referral systems
Referrals DCYF (Child Care Aware agencies).
CCA system *Continue to support statewide family child care resource and referral linkage systems
WCFC (WithinReach).
HMG WA *Continue to expand Help Me Grow statewide.
WithinReach *Improve the system of referral to benefits outside DCYF (SNAP, TANF, etc.).
State
agencies
Increase DCYF with *Develop and implement a DCYF language access plan.
Language stakeholder *Develop and implement a dual language designation.
Accessibility input *Provide grants, rate enhancements, professional development and resources for dual
language programming.
*Develop and implement early childhood and school-age equity grants.
Engage & Commerce *Continue outreach to and engagement with employers and community child care
Assist DCYF stakeholders.
Employers Business *Develop and implement the new employer-supported child care technical assistance
Assns. program.
Chambers of
*Identify effective approaches to connecting employers with child care system
Commerce
infrastructure to scale up employer support of child care.
Economic
Development *Develop an employer-supported child care toolkit to implement a menu of options for
Orgs. employers with different business models, sizes and industries.
Evaluate, ELAC *Conduct a periodic external evaluation of the state’s regulatory environment to inform
Simplify & continuous improvement to achieve regulatory goals while minimizing burdens on
Streamline child care providers.
Rules, Codes DCYF *Develop and maintain templates and wizards for creating child care program policies,
& Processes Imagine plans, forms and other resources that are required for child care licensing.
Institute
CCA system
Stakeholders
DCYF Improve school-age child care regulations so they match standard school day
SOWA operations and safety protocols.
OSPI
Schools
DCYF with *Scale up the licensing pre-approval process to all new child care construction and
stakeholder renovation projects.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 66
Topic Lead(s) Implementation Tactic
input *Coordinate local and state agencies such as DCYF, State Fire Marshal and State
Building Code Council to assess and streamline licensing processes.
Streamline background check system and processes to support onboarding new staff
who have completed criminal background clearance and are awaiting clearance on
other elements, as allowed under federal rules.
Help DCYF with *Create and maintain a clear, shared guidebook and other resources, for both
Providers stakeholder licensors and providers outlining all licensing standards and expectations in plain
Succeed input language.
Compile data to track provider closures. Conduct learning interviews with providers
leaving the industry or Early Achievers system to better understand exit reasons.
*Establish standards for consultative child care licensing practices and service.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 67
Bibliography
2019. "Approved activities for applicants and consumers not participating in WorkFirst, Wa. Admin. Code § 110-15-0045."
https://app.leg.wa.gov/wac/default.aspx?cite=110-15-0045.

2018. "Approved activities for applicants and consumers participating in WorkFirst, Wa. Admin. Code § 110-15-0040."
https://app.leg.wa.gov/wac/default.aspx?cite=110-15-0040.

Austin, Lea J.E., Marcy Whitebook, and Harriet Dichter. 2019. Financing Early Educator Teacher Quality: A Closer Look at
Assumptions that Drive Variations in Estimating the Cost of Services. Berkeley, CA: Center for the Study of Child
Care Employment, University of California, Berkeley. https://cscce.berkeley.edu/financing-early-educator-teacher-
quality/.

Bipartisan Policy Center. 2020. The Limitations of Using Market Rates for Setting Child Care Subsidy Rates. Report,
Washington, DC: BPC. https://bipartisanpolicy.org/report/the-limitations-of-using-market-rates-for-setting-child-
care-subsidy-rates/.

Bipartisan Policy Center. 2020. The Limitations of Using Market Rates for Setting Child Care Subsidy Rates. Washington,
DC: BPC.

Center for Law and Social Policy. 2017. Support a Diverse and Culturally Competent Workforce. August 21.
https://www.clasp.org/babiesinchildcare/recommendations/nurturing-and-responsive-providers/support-a-
diverse-and-culturally-competent-workforce.

Center for the Study of Child Care Employment. 2020. Early Childhood Workforce Index. Berkeley, CA: University of
California, Berkeley. https://cscce.berkeley.edu/workforce-index-2020/states/washington/.

Center on the Developing Child at Harvard University. 2007. InBrief: Early Childhood Program Effectiveness. Cambridge,
MA: Harvard University. https://46y5eh11fhgw3ve3ytpwxt9r-wpengine.netdna-ssl.com/wp-
content/uploads/2015/05/inbrief-programs-update-1.pdf.

Center on the Developing Child at Harvard University. 2007. "Science-Based Framework for Early Childhood Policy."
Cambridge, MA. http://www.developingchild.harvard.edu/.

Center on the Developing Child at Harvard University. 2010. "The Foundations of Lifelong Health are Built in Early
Childhood." Cambridge, MA. https://developingchild.harvard.edu/resources/the-foundations-of-lifelong-health-
are-built-in-early-childhood/.

Centers for Disease Control and Prevention. 2020. Health Equity Considerations and Racial and Ethnic Minority Groups.
Washington, DC, July 24. https://www.cdc.gov/coronavirus/2019-ncov/community/health-equity/race-
ethnicity.html.

Child Care Aware of America. 2019. The US and the High Price of Child Care: An Examination of a Broken System. Report,
Arlington, VA: Child Care Aware of America. https://www.childcareaware.org/our-issues/research/the-us-and-the-
high-price-of-child-care-2019/.

Child Care Aware of America. 2018. Why Does Child Care Cost So Much Yet Providers Make So Little? Arlington, VA, July
11. https://www.youtube.com/watch?v=krejcn2ivYU.

Child Care Collaborative Task Force. 2019. Initial Recommendations Report to the Legislature under SHB 2367, Laws of
2018. Legislative Report, Olympia, WA: Washington State Department of Commerce.
http://www.commerce.wa.gov/wp-content/uploads/2019/11/Report-Child-Care-Collaborative-Task-Force-2019-
Final.pdf.

Child Care Collaborative Task Force. 2020. Washington State Child Care Industry Assessment Volume I: Report. Olympia,
WA: Department of Commerce. https://www.commerce.wa.gov/wp-content/uploads/2020/08/Child-Care-
Collaborative-Task-Force-Industry-Assessment-Report.pdf.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 68
2019. "Child care collaborative task force—Duties, Rev. Code of Wa. § 43.330.527."
https://app.leg.wa.gov/RCW/default.aspx?cite=43.330.527.

1988. "Child Care Coordinating Committee--Child Care Expansion Grant Fund - Ch. 213, Washington Laws."
https://leg.wa.gov/CodeReviser/documents/sessionlaw/1988c213.pdf?cite=1988%20c%20213%20%C2%A7%20
1.

2020. "Child care providers—Subsidy requirements—Tiered reimbursements—Copayments, Rev. Code of Wa. §
43.216.135." https://app.leg.wa.gov/RCW/default.aspx?cite=43.216.135.

Child Welfare Information Gateway. n.d. Nurturing and Attachment. Accessed December 1, 2020.
https://www.childwelfare.gov/topics/preventing/promoting/protectfactors/nurture-attach/.

Committee for Economic Development. 2019. Child Care in State Economies: 2019 Update. Report, The Conference Board,
Arlington, VA: CED.
https://www.ced.org/assets/reports/childcareimpact/181104%20CCSE%20Report%20Jan30.pdf.

Committee for Economic Development. 2020. "Pathways to High-Quality Child Care: The Workforce Investment Credit."
Policy Brief, Arlington, VA. https://www.ced.org/reports/early-learning/pathways-to-high-quality-child-
care#section5.

Committee, Klickitat County Childcare. 2021. Klickitat County Childcare Committee Facebook Page.
https://www.facebook.com/pages/category/Community-Organization/Klickitat-County-Childcare-Committee-
101411582076711/.

Cummings, K., J. C. Graham, S. Veele, and V. Ybarra. 2021. Using Data in DCYF to Advance Racial Equity. Olympia, WA:
Washington State Department of Children, Youth, and Families - Office of Innovation, Alignment, and
Accountability. https://www.dcyf.wa.gov/sites/default/files/pdf/reports/OIAAEquityData2021.pdf.

2018. "Determining income eligibility and copayment amounts, Wa. Admin. Code § 110-15-0075."
https://apps.leg.wa.gov/WAC/default.aspx?cite=110-15-0075.

Dingel, Jonathan I., Christina Patterson, and Joseph Vavra. 2020. Childcare Obligations Will Constrain Many Workers When
Reopening the US Economy. Working Paper, Becker Friedman Institute for Economics, University of Chicago,
Chicago: University of Chicago. https://bfi.uchicago.edu/wp-content/uploads/BFI_WP_202046.pdf.

2020. "Early Learning Providers - Training - Ch. 342, Washington Laws." http://lawfilesext.leg.wa.gov/biennium/2019-
20/Pdf/Bills/Session%20Laws/House/2556-S.SL.pdf?q=20201130190805.

2019. "Eligibility, Wa. Admin. Code § 110-15-0005." https://apps.leg.wa.gov/wac/default.aspx?cite=110-15-0005.

Forry, N. D., K. Tout, L. Rothenberg, H. Sandstrom, and C. Vesely. 2013. Child Care Decision-Making Literature Review
(OPRE Brief 2013-45). Washington, DC: Office of Planning, Research and Evaluation, Administration for Children
and Families, U.S. Department of Health and Human Services. https://www.acf.hhs.gov/sites/default/
les/opre/child_care_decision_making_literature_review_pdf_version_v2.

Gould, Elise. 2015. Child Care Workers Aren't Paid Enough to Make Ends Meet. Issue Brief, Washington, DC: Economic
Policy Institute. https://www.epi.org/publication/child-care-workers-arent-paid-enough-to-make-ends-meet/.

Health and Human Services Enterprise Coalition. 2019. Legislative Proviso Report on IT Investment Coordination. Olympia,
WA: Washington State Health Care Authority. https://www.hca.wa.gov/assets/program/health-human-services-
enterprise-coalition-20191126.pdf.

Heckman, James. 2020. Heckman: The economics of human potential. Accessed November 10, 2020.
https://heckmanequation.org/.

Heckman, James J. 2007. "The Economics, Technology, and Neuroscience of Human Capability Formation." Proceedings
of the National Academy of Sciences. National Academy of Sciences. 13250-13255.
doi:10.1073/pnas.0701362104.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 69
ICF and Fran Kipnis. 2020. Washington Child Care Industry Assessment Volume IV: Workforce Compensation Policy
Analyses. Fairfax, VA: ICF. https://deptofcommerce.box.com/s/l7zhcrgvpe5h7mq6azxykje12760j8tg.

ICF. 2020. Washington Child Care Industry Assessment Volume V: Subsidy Policy Analyses. Fairfax, VA: ICF.
https://deptofcommerce.box.com/s/jp8rqy9qx9c1avm12750afcd18aey08t.

Karoly, Lynn A. 2019. Advancing Investments in the Early Years: Opportunities for Strategic Investments in Evidence-Based
Early Childhood Programs in New Hampshire. Santa Monica, CA: RAND Corporation.
https://www.rand.org/pubs/research_reports/RR2955.html.

Klickitat County Childcare Committee. 2021. Klickitat County Childcare Committee Facebook Page.
https://www.facebook.com/pages/category/Community-Organization/Klickitat-County-Childcare-Committee-
101411582076711/.

Moore, Danna, and Arina Gertseva. 2015. Washington State 2014 Child Care Survey: Child Care Rates and Resources in
Washington State. Olympia, WA: Department of Early Learning.
https://www.dcyf.wa.gov/sites/default/files/pdf/reports/2015MarketRateSurveyReport.pdf.

Morris, Suzann, and Linda K. Smith. 2021. Examining the Role of Faith-Based Child Care. Washington, DC: Bipartisan Policy
Center. https://bipartisanpolicy.org/download/?file=/wp-content/uploads/2021/06/ECI-Faith-Based-Brief_RV2-1-
1.pdf.

Morris, Suzann, and Linda Smith. 2021. Examples of Mixed-Delivery Early Care and Education Systems. Washington, DC:
Bipartisan Policy Center. https://bipartisanpolicy.org/blog/examples-of-mixed-delivery-early-care-and-education-
systems/?_cldee=anNhcnJhQGZmeWYub3Jn&recipientid=contact-e071cb3dd342ea11922400155d3b3ccc-
22f12b446b1749f68a52b431541e2f7f&esid=7f9cf991-55d0-eb11-bacc-00224824018c.

Murphey, David, Tawana Bandy, Hannah Schmitz, and Kristin A. Moore. 2013. Caring Adults: Important for Positive Child
Well-Being. Research Brief, Bethesda, MD: Child Trends. https://www.childtrends.org/wp-
content/uploads/2013/12/2013-54CaringAdults.pdf.

National Academy of Sciences, Engineering, and Medicine. 2018. Transforming the Financing of Early Care and Education.
Washington, DC: The National Academies Press. doi:https://doi.org/10.17226/24984.

Office of Innovation, Alignment, and Accountability, Department of Children, Youth and Families. 2021. Using Data in DCYF
to Advance Racial Equity. Olympia, WA: Washington State Department of Children, Youth, and Families - Office of
Innovation, Alignment, and Accountability.
https://www.dcyf.wa.gov/sites/default/files/pdf/reports/OIAAEquityData2021.pdf.

1996. "Personal Responsibility and Work Opportunity Reconciliation Act, H.R. 3734, 104th Cong. § 2."
https://www.congress.gov/104/plaws/publ193/PLAW-104publ193.pdf.

School's Out Washington. 2014. Washington State Quality Standards for Afterschool and Youth Development Programs.
Seattle: School's Out Washington. https://cdn.shopify.com/s/files/1/0515/3189/files/Quality-Standards-PDF-2-
14-14-Final-web.pdf?6388612972077965549.

Smith, Linda, and Kathlyn McHenry. 2021. A Cohesive Vision for Child Care, Head Start, and Pre-K. Washington, DC:
Bipartisan Policy Center. https://bipartisanpolicy.org/report/a-cohesive-vision-for-child-care-head-start-and-pre-
k/.

Smith, Linda, and Sarah Tracey. 2020. Child Care in COVID-19: Another Look at What Parents Want. Report, Washington,
DC: Bipartisan Policy Center. https://bipartisanpolicy.org/blog/child-care-in-covid-another-look/.

The White House, Office of the Press Secretary. 2021. Fact Sheet: The American Families Plan. April 28.
https://www.whitehouse.gov/briefing-room/statements-releases/2021/04/28/fact-sheet-the-american-families-
plan/.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 70
U.S. Census Bureau. 2018. 2014-2018 American Community Survey 5-Year Estimates. Washington, DC: U.S. Census
Bureau. https://www.census.gov/newsroom/press-releases/2019/acs-5-year.html.

—. 2021. Goldendale CCD, Klickitat County, Washington.
https://data.census.gov/cedsci/profile?g=0600000US5303991264.

U.S. Department of Health and Human Services Administration for Children and Families. 2019. Provider Cost of Quality
Calculator. January 24. Accessed November 10, 2020. https://www.ecequalitycalculator.com.

U.S. Department of Health and Human Services Administration for Children and Families. 2015. Understanding the
Potential of the Provider Cost of Quality Calculator. Washington, DC, March 10.
https://childcareta.acf.hhs.gov/sites/default/files/public/final_-_pcqc_national_webinar.pdf.

U.S. Office of Child Care. 2016. Child Care and Development Fund Final Rule Frequently Asked Questions. December 14.
https://www.acf.hhs.gov/occ/resource/ccdf-final-rule-faq.

U.S. Office of Child Care. 2016. Child Care and Development Fund Final Rule: Equal Access Provisions.
https://www.acf.hhs.gov/sites/default/files/occ/stam_final_rule_equal_access_sept_2016.pdf.

U.S. Office of Child Care Early Childhood Training and Technical Assistance System. 2020. Family Copayment
Contribution. October 13. https://childcareta.acf.hhs.gov/ccdf-fundamentals/family-copayment-contribution.

Washington State Department of Children, Youth and Families. 2019. Compensation Technical Workgroup Report to the
Washington State Legislature. Olympia, WA: DCYF.
https://www.dcyf.wa.gov/sites/default/files/pdf/reports/CompensationTechWrkgrpRprt.pdf.

—. n.d. Early Achievers. Accessed December 1, 2020. https://www.dcyf.wa.gov/services/earlylearning-childcare/early-
achievers.

—. 2020. "Early Achievers Dashboard." October 13. https://www.dcyf.wa.gov/sites/default/files/pdf/ea/EA-
Dashboard.pdf.

Washington State Department of Children, Youth, and Families. 2018. 2018 Child Care Market Rate Survey. Olympia, WA:
DCYF. https://dcyf.wa.gov/sites/default/ les/pdf/reports/2018_Washington_State_Market_Rate_Survey.pdf.

—. 2021. Child Care Check. https://www.findchildcarewa.org/.

Washington State Department of Children, Youth, and Families. 2021. Early Achievers Dashboard. Olympia, WA: DCYF.
https://www.dcyf.wa.gov/sites/default/files/pdf/ea/EA-Dashboard.pdf.

Washington State Department of Children, Youth, and Families. 2018. Preschool Development Grant Final Application.
Olympia, WA: DCYF.
https://www.dcyf.wa.gov/sites/default/files/pdf/DCYF_PDG_Final_Application_Nov_2018.pdf.

Washington State Department of Children, Youth, and Families. 2018. The Early Start Act 2018 Annual Report. Olympia,
WA: DCYF. https://www.dcyf.wa.gov/sites/default/files/pdf/reports/2018_Early_Start_Act_Report.pdf.

Washington State Department of Commerce. 2020. Commerce awards $1.36 million in community child care partnership
grants. September 10. https://www.commerce.wa.gov/news-releases/community-grants/commerce-awards-1-
36-million-in-community-child-care-partnership-grants/.

—. 2020. Commerce awards second round of grants to 24 collaborative projects addressing child care crisis in communities
statewide. December 30. https://www.commerce.wa.gov/news-releases/commerce-awards-second-round-of-
grants-to-24-collaborative-projects-addressing-child-care-crisis-in-communities-statewide/.

Washington State Department of Early Learning. 2015. Early Start Act Report. Olympia, WA: DEL.
https://www.dcyf.wa.gov/sites/default/files/pdf/reports/Full%20ESA%20report_December2015.pdf.

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 71
Washington State Department of Labor and Industries. 2020. Minimum Wage. October 13. Accessed November 10, 2020.
https://lni.wa.gov/workers-rights/wages/minimum-wage/.

Washington State Health Care Authority. 2020. Apple Health (Medicaid) Eligibility for Parents/Caretakers. Accessed
December 1, 2020. https://www.hca.wa.gov/health-care-services-supports/apple-health-medicaid-
coverage/parentscaretakers.

Washington State Office of the Superintendent of Public Instruction. 2020. Washington State Report Card 2019-2020.
https://washingtonstatereportcard.ospi.k12.wa.us/.

Washington STEM. 2021. 2018 Rates versus Median Income by Race and Ethnicity. Seattle, WA, May 24.

Washington STEM. 2021. Klickitat County Childcare Commitee Needs Assessment, Feasibility Review, and
Recommendations. Seattle, WA: Washington STEM.

Whitebook, Marcy, Caitlin McLean, Lea J.E. Austin, and Bethany Edwards. 2018. Early Childhood Workforce Index - 2018.
Berkeley, CA: Center for the Study of Child Care Employment, University of California, Berkeley.
http://cscce.berkeley.edu/topic/early-childhood-workforce-index/2018/.

2019. "Workforce Education Investment Act - Chapter 406, Washington Laws."
http://lawfilesext.leg.wa.gov/biennium/2019-20/Pdf/Bills/Session%20Laws/House/2158-
S2.SL.pdf?q=20201201091815.

Zero to Three. 2019. America's Future Depends on Quality Child Care. October 11.
https://www.zerotothree.org/resources/1220-america-s-future-depends-on-quality-child-care.

1
In Washington state, a variety of providers offer child care and wraparound services serving the whole child and whole family. This
includes, but is not limited to, tribal communities, community-based organizations, center and family home child care, nonprofits,
school districts and faith-based organizations. Funded through combinations of public and private funds, our state’s mixed delivery
system reaches families in urban, suburban, rural and frontier areas across the state. Various program models and settings offer
options that respond to child and family needs and preferences, and culturally responsive services that reflect the diversity of our
communities. (Washington State Department of Children, Youth, and Families 2018); (Morris and Smith, Examples of Mixed-Delivery
Early Care and Education Systems 2021)
2
(Center on the Developing Child at Harvard University 2007); (Center on the Developing Child at Harvard University 2010); (Karoly
2019); (J. J. Heckman 2007)
3
(Child Care Collaborative Task Force 2020)
4
(National Academy of Sciences, Engineering, and Medicine 2018)
5
Ibid.
6
(Forry, et al. 2013)
7
(Child Care Collaborative Task Force 2020)
8
(U.S. Census Bureau 2018); (Washington State Department of Children, Youth, and Families 2018)
9
(Bipartisan Policy Center 2020)
10
(Austin, Whitebook and Dichter 2019)
11
(Center for the Study of Child Care Employment 2020)
12
(Washington State Department of Early Learning 2015)
13
(Child Care Collaborative Task Force 2020)

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 72
14
Sources: (Child Care Collaborative Task Force 2020); (Washington State Office of the Superintendent of Public Instruction 2020);
(Washington State Department of Children, Youth, and Families 2021); (Moore and Gertseva 2015); (Washington State Department of
Early Learning 2015); (Center for the Study of Child Care Employment 2020); (Child Care Collaborative Task Force 2019)
15
Appendix A describes how this report fulfills the authorizing legislation, and Appendix B provides information about the task force.
16
(Child Care Collaborative Task Force 2019)
17
(ICF and Fran Kipnis 2020)
18
(Center for Law and Social Policy 2017)
19
(Child Welfare Information Gateway n.d.), (Murphey, et al. 2013)
20
(Child Care Collaborative Task Force 2019)
21
(Gould 2015)
22
(The White House, Office of the Press Secretary 2021)
23
(Smith and McHenry, A Cohesive Vision for Child Care, Head Start, and Pre-K 2021)
24
(Washington State Department of Commerce 2020); (Washington State Department of Commerce 2020)
25
(U.S. Census Bureau 2021); (Klickitat County Childcare Committee 2021); (Washington STEM 2021)
26
(Washington STEM 2021)
27
(Cummings, Graham, et al., Using Data in DCYF to Advance Racial Equity 2021); (Washington State Department of Children, Youth,
and Families 2021)
28
Ibid.
29
(Washington State Department of Children, Youth, and Families 2018)
30
Ibid.
31
(Child Care Collaborative Task Force 2020)
32
(Morris and Smith, Examining the Role of Faith-Based Child Care 2021)
33
(Child Care Collaborative Task Force 2019)

JUNE 2021 CHILD CARE ACCESS STRATEGY - CHILD CARE COLLABORATIVE TASK FORCE 73

File and source

File: 2021_final-june-2021-c3tf-legislative-report-ad154f1b-97c3-4adc-8f0e-f133df.pdf
Size: 6,112,022 bytes
SHA-256: b86b5b1627177c4e17c084322500234d428728e1e6b09b7f79946109cb9ff998
Our copy: 2021_final-june-2021-c3tf-legislative-report-ad154f1b-97c3-4adc-8f0e-f133df.pdf
Original: app.leg.wa.gov

Washington State Child Care Access Strategy — Child Care Collaborative Task Force Report to the Legislature (June 2021)

Summary

Cite this document

Full text

File and source

Related records