Task Force Recommendation for Dependent Care

Dependent Care Themes

Emory WorkLife Resource Center Support

Recommendation

Status

3.

HIRE DEPENDENT CARE SPECIALIST

Appoint a work-life program specialist to support and coordinate child and dependent care services, facilities, and transportation.

 

Update

Audrey Adelson was hired on November 10, 2008 to serve as our Dependent Care Program Specialist.

Complete

 

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Child Care and Adult Care Services

Recommendation

Status

3.1

WORK W/LOCAL PROVIDERS AND CONSULTANTS

Work with local providers, consultants, and services to assess child and dependent care issues.

 

Update

EWLRC has identified and confirmed several local providers throughout the metropolitan Atlanta area, the Emory Child Care Network which is comprised of approximately 200 local providers.

Complete/Ongoing

3.1a

COLLABORATE W/LOCAL CHILDCARE PROVIDERS

Identify local child care providers who will participate in a network available to Emory faculty, staff, and students. Develop priority admission relationships and partnerships with providers that give Emory faculty and staff easy access to day- and elder-care facilities.

The Center should also develop and maintain preferred provider lists that can be  quickly accessed by parents who may want to evaluate choices for child care providers.

 

Update

EWLRC has identified and confirmed several local providers (KinderCare, Goddard, Clarian) to participate in a childcare network. Mrs. Adelson will continue to collaborate with local providers as a normal part of her role. Priority Admissions exist at a number of the Emory Child Care Network providers. The arrangements are normally difficult to negotiate without compensation to secure the slots. To date, Emory has not used resources to secure childcare slots.The Emory Childcare Network will be posted to the WorkLife Web Site. Employees can also access a wider range of resources through Emory's dependent care resource and referral provider, Brown-Richards & Associates.

Complete/Ongoing

3.1b

IDENTIFY GAPS IN DEPENDENT CARE

Identify gaps within the current network where established child care providers can be encouraged to create services and work with providers to fill these gaps.

 

Update

Bright Horizons Consulting Team conducted a year-long dependent care needs assessment and presented the results in April 2010. EWLRC has a deep understanding of the dependent care needs of Emory University faculty and staff. Emory Healthcare employees were not included in this assessment. As a best practice, the needs assessment should be conducted every 3-5 years.

Complete

3.1c

DEVELOP A TEMPORARY CHILDCARE SERVICE

Develop a child care service that links up families needing temporary child care services with student child care providers using the model developed by the Destination: Emory Ride Matching Service, a secure web site that ensures privacy and allows individuals to participate at their discretion. (Other institutions have developed such software.)

 

Update

In collaboration with the Emory Career Center, EWLRC developed and launched Emory Employee - Student Job Network in 2009. Designed to exclusively help Emory faculty and staff looking to hire Emory students on a part-time basis to help them with work-life responsibilities such as babysitting, pet care, house sitting, lawn care, etc. Emory network identification and password are required in order to post a job.

Complete/Ongoing

3.1d

BUILD AFTER SCHOOL PROGRAMMING

Contract with providers to provide after-school care and programming.

 

Update

EWLRC will continue to enhance/build after school and summer camp programming for Emory families. In addition to standard afterschool campaign materials, it is important to note that a significant number of counties administer after school programs at the district level, i.e. most elementary and middle schools have established programs already in place. We question whether additional after school programming is a content area that is in high demand. EWLRC has enhanced the summer camp programming by providing an annual directory and workshop on selecting a quality camp. EWLRC will host its second annual summer camp fair that includes Emory Camps, YMCA, and other prominent programs. Cases of extended care for special needs children has surfaced as an issue

Complete/Ongoing

3.1e

ESTABLISH A BACKUP CARE PROGRAM

Establish an emergency care program that offers on-demand care when routine care is unavailable.

 

Update

In January 2011, the Laney Graduate School, in collaboration with the EWLRC, negotiated a two-year pilot program for graduate student backup care available exclusively to LGS students. In April 2008, Work Options Group estimated that a backup care program for Emory University could range cost up to $700,000 per year for a minimum of three years. EWLRC has requested an updated fee estimate on a program for the entire University population from Bright Horizons (purchased Work Options Group in 2009)

Research Complete

3.1f

COLLABORATE WITH EMORY HEALTHCARE

Assist Emory Healthcare in identifying its staff child care needs and work with Emory Healthcare and Human Resources to establish services that address staff schedules.

 

Update

The Emory Healthcare staff population was not included in the 2010 dependent care needs assessment process. HR Communications forwards topics of interest to the EHC HR Communications team for dissemination via EHC intranet.

Not Addressed

3.1g

ESTABLISH SUPPORT SYSTEMS

Establish support systems for managing the illness or disability of spouses, partners, parents, or other family members.

 

Update

Various resources already exist on campus, such as the Grief + Loss Support Group (managed by FSAP) and the Transitions Program at Wesley Woods Executive Park location (managed by WW staff). EWLRC attempted an on-campus caregiver support group in 2009 but the on-campus sessions were cancelled due to lack of attendance. Secondly, a caregiver support group was started at Oxford in late 2009, delivered by social workers from Abbey Hospice. This group was open to members of the Oxford community. Support groups are one form of support system from many available options. Our experience is employer-sponsored onsite caregiver support forums are not the best model for addressing caregiver stress.

Addressed/Ongoing

3.1h

ALTERNATIVE MEETING TIMES

Consider alternatives to late afternoon and evening meetings and events to avoid scheduling conflicts for parents with dependent care responsibilities.

 

Update

EWLRC has discussed and addressed this topic ad-hoc with departments, as well as covered alternative meeting times in the workshops delivered to HR representative. THe Center can/should generate awareness and create communication vehicles to encourage alternative meeting times, where feasible.

Partially Addressed/Ongoing

3.1i

ONGOING MANAGEMENT

Identify on-going resources, staffing, promotional, and communication capabilities within the operational budget of the Emory WorkLife Resource Center.

 

Update

Although this particular goal is unclear, the EWLRC operates within the defined operating budget

Complete/Ongoing

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Facilities

Recommendation

Status

3.2

FACILITIES DEVELOPMENT

Develop a needs assessment to locate, construct, and include child care facilities and programs in Emory’s future capital planning on the Atlanta and Oxford campuses.

 

Update

Leadership agreed that these items are out of scope of the Emory WorkLife Resource Center

N/A

3.2a

FEASIBILITY FOR FUTURE EXPANSIONS

In consultation with the campus master plan, create a feasibility study that examines child care needs in precinct areas as new buildings come online.

 

Update

Leadership agreed that these items are out of scope of the Emory WorkLife Resource Center

N/A

3.2b

TARGETING CHILDCARE LOCATIONS

With the help of a consultant, develop a target number of child care facilities that serve the needs of the Emory campuses.

 

Update

While EWLRC has not specifically targeted child care facilities based on precise need and location, the Center has addressed child care needs through the development of the Emory Child Care Network. At inception, the Center conducted a geo-analysis of the local area and the surrounding zips codes to determine where the proportion of Emory faculty and staff live. Approximately 50% live within three miles of Emory, 65% live within 5 miles. Therefore, the general approach was to focus on identifying centers in areas with high EUV parent concentration, etc.

Addressed/Ongoing

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Transportation

Recommendation

Status

3.3

INTEGRATING TRANSPORTATION

Ensure that child care needs (e.g., child/parent transportation needs, schedules) are taken into consideration when transportation options are developed and that Emory-sponsored transport (e.g., shuttles, taxis, Flexcars) takes into account child safety with proper equipment.

 

Update

Leadership agreed that these items are out of scope of the Emory WorkLife Resource Center

N/A

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Child and Dependent Care Subsidies

Recommendation

Status

4.

EXPLORE CHILD/DEVELOPMENT CARE SERVICES

Explore current access to dependent and child care options and consider proposals to further subsidize child and dependent care.

 

Update

EWLRC engaged WFD consulting to conduct a study on the feasibility and design of a portable child care subsidy program. The report was received in early 2010 and outlined the possible program design elements, cost, etc associated with migrating the Clifton School subsidy model to a portable option. Depending on the program design, the estimated annual cost is up to $4M per year.

Study Complete/Action Required

4.1

EVALUATE FEASIBILITY OF SUBSIDIES

Evaluate the budgetary feasibility of expanding affordable child care and dependent care subsidies for a specific range of income groups.

 

Update

EWLRC engaged WFD consulting to conduct a study on the feasibility and design of a portable child care subsidy program. The report was received in early 2010 and outlined the possible program design elements, cost, etc associated with migrating the Clifton School subsidy model to a portable option. Depending on the program design, the estimated annual cost is up to $4M per year.

Study Complete/Action Required

4.2

BENCHMARK SUBSIDIES

Benchmark other higher education employers to determine reasonable subsidy targets and expenses.

 

Update

WFD Consulting Group benchmarked 15 top institutions and documented the subsidy and provided a generation recommendation on how Emory could approach a portable subsidy model.

Complete

4.3

SUPPLEMENTARY DEPENDENT CARE OPTIONS

Research peer institutions’ dependent care options and develop funding options, such as travel grants (covering extra costs related to dependent care needs), that would help supplement dependent care costs.

Update

Dependent travel grants are more common offerings for faculty, primarily associated with professional travel (conferences, etc.) WFD Consulting Group benchmarked and provided some general recommendations on how to structure a travel grant program if Emory chose to pursue this option. The immediate next step is to present the material to the WorkLife Executive Committee for discussion on next steps.

Study Complete/Action Required

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