Creating Workplaces
that Really
Work.
. . .
for every employer and employee
Dependent Care Options for North Dakota
Employers
Why is today's labor market any different from the
past?
During the past 30 years, America's labor force has undergone a dramatic
change. In one generation, the ratio of men to women in the work force declined
from 2:1 (1960) to less than 1.15:1 (1992). The Bureau of Labor Statistics
estimates that the growth in the number of working women will continue into
the next century, with women eventually comprising 60 percent of all new
entrants to the labor market.
What do these changes mean to employers?
The growing number of women in the work force not only influences
how we work but also how we live. The traditional family of
a working father and a stay-at-home mother now represents less than 13.5
percent of all households. The number of women with children participating
in the labor force is more than 85 percent in North Dakota - one of the highest
rates in the nation. Forecasters estimate that the women who are most likely
to join the labor market in the future are those with children younger than
age 6. This means that increasing numbers of employees are working parents
who must find ways to cope with the often conflicting time demands of both
work and dependent care. Employers are just beginning to realize the potential
impact of baby boomers retiring. In the next 10 years the number of employees
needing to address elder care needs will increase dramatically.
What are the alternatives available for employers?
Ongoing surveys by The Conference Board, a nonprofit business-education
firm supported by a number of large companies, show dramatic increases in
the use of such programs by its members.
The Conference Board found businesses use a number of different alternatives. For example, of those firms with employer-assisted child care programs, 31 percent operated child care centers while 78 percent provided resource and referral services. However, 72 percent of the firms provided some form of financial assistance, with flexible benefits, child care discounts and vouchers being the most popular programs. In the past 5 years, elder care programs have become more significant as increasing numbers of employees need to provide some level of care for parents or relatives.
Why be concerned about employee dependent care
problems?
There are two reasons: first, problems with dependent care can adversely
affect job performance by increasing absenteeism, tardiness, turnover rates,
and recruiting and training costs--all of which can adversely affect productivity
or work quality, and ultimately, the competitiveness of the businesses that
employ these workers.
Second, the labor market today is radically different from past years, and it promises to remain so into the future. The old problem of finding enough employment for rising numbers of workers is now being replaced by the new problem of locating enough workers to fill new jobs requiring technical skills. Businesses should ask this question: Are we restricting access to a significant pool of potential employees by NOT addressing dependent care issues?
Research indicates that a variety of benefits, such as dependent care support, have a direct impact on employee recruitment and retention. Vanderkolk and Young studied a small textile manufacturing company in the Southwest that experienced a 40-percent turnover rate. The turnover rate dropped to 7 percent after the implementation of a child care program. But don't fall into the trap of thinking on-site child care is the only option that works.
Further studies conducted by the New York City based Families and Work Institute have found that work family programs and benefits have a greater impact on retention than on recruitment. Work family supports were rated 14th out of 16 reasons for taking a job, but the same supports were ranked sixth out of 16 reasons for staying in a job.
It is critical for employers to be able to attract and retain productive workers in order to stay competitive. Given the changing composition of America's labor force and the impact dependent care problems can have on worker productivity, businesses may find employer-assisted dependent care a cost effective means to address turnover and enhance worker productivity.
But what about the smaller-sized businesses more common to the
Midwest and specifically to North Dakota?
Throughout the 1990s researchers at NDSU and three other Midwest states
(Iowa, South Dakota, Nebraska) have studied work-life issues for small and
medium sized businesses. Our demographics, geography and culture have a distinct
impact on work-life issues. Dependent care is only one of the many concerns
important to today's workers, but it is one of the most significant to young
and middle-aged employees who are increasingly responsible for both their
own children and their aging parents. Some Midwesterners retain a certain
attitude about leaving young children in another person's care. The guilt
among parents is real. These aspects of the Midwest culture impact worker
productivity and turnover.
Aren't there other issues more important?
In most surveys of employees, dependent care is not necessarily the
topic that comes to the forefront. Issues such as having a certain level
of flexibility within the job, good benefits and supportive bosses rise to
the top. But when questioned further, the root of many of the problems always
comes back to personal-life issues such as dependent care. Too often employers
do not understand what the root of the problem is in their work force.
For example, child care consumes a large part of a family's budget, particularly for low income families. A family of four with two preschool children and a joint income of $36,000 will pay about $740 for child care, or 25 percent of the family's monthly income. This family would not be eligible for any child care assistance. Most providers also charge extra fees for being late. An unsupportive supervisor who requires one to stay at work without notification is creating a financial burden for an employee. As of September 1998, there were 97,131 children younger than age 10 in North Dakota, and 87 percent of mothers in North Dakota with children younger than 12 work outside the home. There currently are 2,038 licensed child care providers in the state, and the median family income now stands at $29,089.
Why do some businesses NOT get involved with dependent
care?
When businesses are asked why they do not do more to help employees
handle dependent care, the responses typically center on cost, cumbersome
government regulations, and the inability to see any benefit from such efforts.
But when pressed to discuss the options they've examined, few owners, supervisors
or managers list more than the operation of their own dependent care centers.
These businesses may have a faulty perception of what it means to support
dependent care initiatives. In fact, businesses that have thoroughly studied
the dependent care issue, while also assessing the work place culture, often
conclude there are several options more appropriate to demonstrate support
beyond the establishment of an on-site center.
How can employers be supportive and maintain financial
goals?
Often community and group action by several firms can lead to an
inexpensive yet effective solution. One such method
is the development of a business consortium.
For example, North Dakota has a rich history
of cooperatives across the state, especially pertaining to agriculture. The
cooperative is able to accomplish more than an individual. Likewise, many
businesses or communities across the country are joining forces to create
consortiums to collectively address work life issues such as dependent care.
The group is able to work collaboratively on solutions and resources that
benefit all employees within the consortium of businesses or communities.
One business alone may not have been able to provide what the group has
developed. Both employers and employees win in these consortium efforts.
What are the benefits to employers?
Firms that have instituted assistance with dependent care generally
identify four benefits: one, enhanced ability to recruit employees; two,
lower turnover; three, higher productivity because of greater work experience,
low absenteeism and higher morale in the employees; and four, improved community
relations. Each benefit has the potential to yield significantly lower costs,
raise profits and keep that competitive edge essential in today's highly
competitive markets.
How do I get started? |
|
| Employers can support employee dependent care issues in a number of ways. The most commonly mentioned options include the following: | |
| resource and referral services | on/off site employer supported care |
| alternative/flexible work schedules/sites | family provider/child care center |
| parental leave policies | adult day care/referral services |
| dependent care assistance plans | educational seminars/information |
| general dependent care supports | |
Executive
Summary
Program Description North Dakota Examples
| Resource and Referral
Services -assist in locating and selecting dependent care -improve quality and quantity of dependent care |
North Dakota has eight regional child care resource and referral agencies (listed under Option 1). Resource and referral for elder care is less developed; however, you can get help by calling the N.D. Senior Info-Line at 1-800-451-8693. |
| Alternative/Flexible Work Schedules and
Sites -providing options for when work is done (beyond the traditional 8-5 work day) -providing options for where work is done (home office, commuter centers, telecommuting) |
Many county and state government offices use flexible time options. Check with local agencies for examples. Flexible-place options are expanding. For example, an employee from a rural community may work at home two days a week and commute to the site three days. The computer makes many options available and productivity is rarely a problem. |
| Parental Leave
Policies -federal and state legislation providing support to employees with family medical/disability conditions |
All employers meeting federal law specifications must offer parental leave. Employers may choose to offer additional benefits beyond basic requirements. |
| Dependent Care Assistance
Plan -employees may set aside up to $5,000 pre-tax dollars a year for dependent care expenses |
State employees may use the Flex-Benefits plan to participate in this program and save taxes on dollars used for dependent care. Contact any state agency to learn more about their successes and concerns. |
| General Dependent Care
Supports -voucher or reimbursement plans (provide voucher or reimburse travel costs incurred by work-related travel) -purchased space/discount programs -sick child care (provide care for children who are mildly ill or recovering from a health problem either at a center or through in-home services) |
Vouchers are not common in North Dakota to
date; however, the option is growing nationally. Employers in North Dakota
are more likely to make contributions to sites that hold slots for their
employees' children. Several businesses in North Dakota secure slots for
child care or make donations to selected sites. Sick child care has been developed by Fraser Hall in Fargo, in close cooperation with employers such as US Bank. The business is able to meet its needs and ease parent concerns while the center responds with a program that meets the needs of the children, parents and employers. McKenzie County Memorial Hospital in Watford City also offers a program that meets the needs of local people and businesses. |
| On/Off Site Dependent
Care -program sponsored by employer at or near the worksite -may be owned and operated by employer or by a nonprofit or for-profit agency -may use a consortium approach with several businesses joining forces to offer a site
|
MeritCare Child Development Center in Fargo, the University Children's Center at the University of North Dakota in Grand Forks and the Over the Rainbow Center in Williston are employer sponsored examples. In Carrington, a unique consortia led to the opening of Dakota Kids Daycare, using a city and county subsidy along with subsidy money from Dakota Pasta Growers and other employers in the community. Other communities involved in community efforts include Jamestown, Valley City, Parshall, Maddock and Newburg. |
| Family Provider/Child Care
Center -care is provided independent of employer -care is home based or center based |
The majority of providers in the state are family care providers. There are many options available to employers interested in supporting family providers, including contributions and grants for equipment, provider training and certification costs, licensing support and buying slots for full-time or back-up care to employees. |
| Adult Day Care/Referral
Services -care is provided independent of employer -care is home-based or center-based
|
There are few options available now. This is a wide open opportunity as we experience the aging of North Dakotans and Americans, and creative programs are emerging. Several adult care facilities in North Dakota are combining adult and child (intergenerational) care while basing the program within a nursing home (Villa Maria in Fargo, Sheyenne Care Center in Lisbon and others in Valley City and Devils Lake). |
| Educational
Seminars/Information -brown bag sessions -newsletters -information resources and phone services |
Employers help to link employees with existing community resources. Information and educational resources are basic to handling work-life issues. Informed employees manage their personal lives and work lives more effectively. The workplace is the prime site for disseminating information to busy people today. Several unique supports are available in North Dakota including Parent Line, Parent Resource Centers and North Dakota Senior Info-Line. |
Option 1: Resource and Referral
Service
The primary functions of a resource and referral service (R&R)
are to assist in locating and selecting dependent care and to improve the
quality and supply of dependent care.
North Dakota has an established network of child care resource and
referral services throughout the state. Adult care is not addressed in the
same manner as child care. Most child care R&Rs work directly with parents
on a fee-for-service basis, with the fee determined by income level. Businesses
work with R&Rs to assist their employees in three ways:
(1) by making information about local resource and referral services available to their employees;
(2) by purchasing R&R services for their employees as part of an employee benefits package, and/or
(3) by donating money or awarding grants to R&Rs as a way of improving the quality and availability of the child care offered in their area.
All R&Rs provide certain core services, as mandated by the State of North Dakota:
| -promoting consumer education and parental choice in child care | -improving the quality of child care by providing training and
assistance to providers |
| -documenting trends in child care and facilitating the expansion of child care services | -developing linkages between employers and unions, foundations, community agencies, and government to facilitate the expansion of quality child care services |
| -compiling, recording, and analyzing data on parents' demands and local community resources |
Some R&Rs offer additional services. Examples of these services include the following:
| -consultation to help individual employers determine child care needs | -providing a lending library of toys and equipment |
| -recruiting providers for specific needs (infant care, care for sick children, school age child care) | -providing additional parent education on child care beyond the direct counseling that takes place during the referral process |
| -periodic grant administration for child care |
North Dakota Child Care Resource and Referral
System
North Dakota is divided into eight regions and each has an R&R
program. Contact the director of the R&R for your region to learn more
about specific supports/programs available.
Region
1
|
Region
5 Linda Lembke Child Care R&R 715 11th St. N., Suite 402 Moorhead, MN 56560-2088 (218) 299-7025 - 1-800-452-3646 |
| Region
2 Kris Asendorf Lutheran Social Services 615 S. Broadway - Suite L3 Minot, ND 58701 (701) 838-7800 - 1-800-450-7801 Fax (701) 838-2045 |
Region 6 Linda Lembke Jamestown Outreach Office PO Box 662 Jamestown, ND 58401 (701) 252-0350 |
| Region 3 Cynthia Pic Child Care R & R PO Box 1173 1031 7th St. (Mercy Hospital) Devils Lake, ND 48301 (701) 662-6589 / Fax (701) 662-4362 |
Region 7 Linda Reinicke Child Care R&R 1616 Capitol Way Bismarck, ND 58501 (701) 223-1510 - 1-800-223-1510 / Fax (701) 223-0440 |
| Region 4 Cynthia Pic Child Care R&R 500 Stanford Rd, Suite 274 Grand Forks, ND 58208 (701) 772-7905 1-800-543-7382 Fax (701) 772-7803 |
Region 8 Linda Reinicke Dickinson Outreach Office 202 E Villard Dickinson, ND 58601 (701) 227-0131 - 1-800-359-2243 / Fax (701) 227-4750 |
________________________________________
North Dakota does not currently have an established network of elder
care resource and referral services. For specific information regarding elder
care options and programs in North Dakota, call the Senior Info-Line at
1-800-451-8693. Other questions may be referred to the North Dakota Department
of Human Services-Aging Services at 1-800-755-8521.
Option 2: Alternative/Flexible Work Schedules and
Sites
Research indicates that many jobs can be successfully
accomplished at an alternative site (flex-place, telecommuting), using an
alternative schedule (job sharing, compressed work week, flex-time, phased
retirement) OR by simply flexing the typical 8 a.m. to 5 p.m. hours in a
variety of ways to meet the objectives of the employer and the needs of the
employee. These alternatives contribute to reduced absenteeism and turnover
AND become a significant recruiting factor for many workers.
The most common barrier to alternative schedules and sites is the result of our natural resistance to change. Often businesses cannot imagine how these changes could possibly work.
After years of experimenting and documenting these changes, alternative
approaches are becoming very common, not just to help balance work and personal
life, but for sound business reasons such as better use of equipment and
buildings, decreased traffic congestion, improved attendance, punctuality
and productivity. Adults who have dependent care responsibilities consistently
report flexibility and alternative schedules/sites to be their number one
need.
Understanding the Terms
flex-place/telecommuting
Many jobs lend themselves to opportunities to work at home or at commuter
sites. Some employers allow work to be done at home a certain number of days
per week while others determine the home site to be the main workplace, with
specified times to report to the central worksite.
job-sharing
Two workers who are compatible and able to communicate with each other
share the responsibilities of one full-time job, or share separate but related
assignments. Job sharing can also be unrelated part-time assignments that
simple share a budget line.
compressed work week
A variety of options for completing a 40-hour work week may be made
available to employees. Many find the schedule of 10 hours a day for four
days preferable because it assures them one day a week to schedule doctor
and dentist appointments or to make school/teacher contacts and address other
personal needs.
phased retirement
This is an option that enables employees to reduce their work time
as they approach retirement, or after their official retirement date. Retaining
retired employees on a limited basis supports smooth transition to those
taking their place and also provides opportunities to create a contingency
work force that is available to fill leave vacancies and meet special project
needs without jeopardizing a retired person's retirement
benefits.
flex-time
Employees have options in start and end times, as long as they complete
the total hours required. There is generally a core time when all employees
must be present.
dependent care flexibility options
Many employers allow employees with dependents (child or elder) to
alter their work schedule to meet the unique needs of care providers. Centers
and home providers often charge stiff fees for late pickups. Employers using
this option assure these workers they will not need to do overtime unless
their costs are compensated.
Option 3: Parental Leave
Policies
General Parental Leave Policies
Parental leave policies allow workers to balance the needs of work
and family without having to choose between the two. The high cost of recruitment
and training an employee has a significant impact on a company's bottom line.
One study estimated that it costs an employer three to four times more to
replace an employee on parental leave than to hold the job open for the
employee's return. Parental leave provides a guide for employers and employees
when leave is needed.
Federal Legislation
In 1993, Congress passed the Family and Medical Leave Act (FMLA),
which extended the right to unpaid leave to all workers and expanded the
reasons why such leave might be taken. It entitles eligible employees of
either sex to take up to 12 weeks unpaid job-protected leave each year for
specified family and medical reasons, including the birth of a child, the
placement of an adopted or foster child in the home and the serious illness
of a family member. The law applies to all public agencies and to private-sector
employers who employ 50 or more people for at least 20 work weeks during
the year.
Terms
Covered employers are to provide leave for workers disabled
by pregnancy, miscarriage, childbirth, adoption or foster care, and those
caring for a spouse, son, daughter, parent with a serious health condition
or for a serious condition that makes the employee unable to perform his
or her job. The law, however, does not require employers to provide a specific
number of weeks for maternity leave, to treat pregnant employees in any manner
different from other employees with respect to hiring or promotions, or to
establish new medical, leave, or other benefit programs where none currently
exist.
Family leave is available to all employees who have worked for one year, at least 20 hours per week. Leave can be up to 12 weeks for an employee health condition or 16 weeks for all other reasons.
The FMLA makes it unlawful for employers to interfere with, restrain,
or deny the exercise of any right provided under FMLA or to discharge or
discriminate against any person for opposing any practice made unlawful by
FMLA or for involvement in any proceeding related to
FMLA.
(References: NDCC 54-52.4 and Public
Law 103-3,
Federal Family and medical Leave
Act)
Option 4: Dependent Care Assistance
Plan
A salary reduction plan is one of the options available
to employers to assist employees in meeting the financial aspects of their
dependent care needs.
In salary reduction plans, often called Dependent Care Assistance
Plans (DCAPs), the employer and employee agree to reduce the employee's income
by a certain amount, which will be placed in a dependent care assistance
fund for the employee. In such an agreement, the employee is not taxed on
the amount set aside for dependent care assistance, and the employer is subject
to neither federal nor state taxes. A tax consultant will be able to offer
advice on what is applicable.
The DCAP is an employer's written plan for the exclusive benefit for
employees. The employees' rights under the plan must be legally enforceable,
and the employer must intend to maintain the plan indefinitely when it is
established.
The child care services allowed under a DCAP include care at the parent's
home, at another person's home or at a child care center. The child care
program must be either licensed or exempt from license. An employer can provide
services at an employer-operated child care center, a community child care
center or a family child care home. The employer also can provide funds to
cover any eligible services that the parent might choose. Employer programs
that do not involve actual care for the child, such as parent seminars or
information and referral services, would not qualify as dependent care assistance
programs.
There are restrictions to the use of salary set aside in a DCAP. At the beginning of a plan year, the employee must agree to have a specific amount of compensation set aside for that year in a DCAP that can be used for eligible dependent care expenses. The amount can be deducted through regular payroll deductions, but the total to be withheld cannot be increased or decreased during that year. In addition, the employee cannot change or "revoke elections" of the benefit unless there is a change in family status, such as marriage, divorce, death of a spouse or child etc. Neither can an employee extend an unused portion of the DCAP to be used in the following year. If all of the monies are not used during the specified year, the employee must forfeit the unused portion. To avoid forfeiting money, the employee should use conservative estimates for dependent care costs.
If part of the work population are minimum wage or low income employees who would not benefit from a salary reduction agreement, the employer might provide a subsidy to assist these parents with their child care expenses, as well as provide a DCAP, through a salary reduction agreement, for higher income employees.
A number of employers in North Dakota are already providing
this benefit. For example, all state employees can use the Flex-Benefits
program to take advantage of this dependent care tax break. Talk to others
and determine whether this option is a positive one for your employees and
your business. Employers can offer this benefit with a minimum of administrative
costs involved. Employees often need to be educated about the savings potential
to this plan. Providing estimates along with informational meetings can help
employees to better understand this benefit.
Option 5: General Dependent Care
Supports
A variety of programs and policies support dependent care needs
of employees--without getting involved in the actual work of establishing
a center. Some of the more popular programs include the
following:
Voucher/Reimbursement Plans
In a voucher/reimbursement plan, the employee chooses the dependent
care arrangement best suited to his or her needs (child care center, family
child care home, after school program, elder care program) and then receives
a reimbursement from the company for some portion of the costs. The employer
contribution varies from company to company and can be a percentage of the
total cost of care, a flat amount for all participating employees, or on
a sliding scale (usually according to the family's annual income).
Vouchers or reimbursements are either added to an employee's paycheck,
reimbursed or other "expense account" costs are reimbursed, or paid directly
to the provider via a check or paper voucher redeemable by the provider.
Vouchers or reimbursements give the employee considerable latitude in providing
a good fit between his or her care needs and the available dependent care
services. It gives the employee individualized choice in selecting a provider
that meets personal criteria for location, hours of operation and quality
of care.
In general, employers favor the voucher or reimbursement option because it
offers less direct involvement in the business of child care. In this system,
the care of children and elders is placed in the hands of professionals and
is essentially a bookkeeping function for the employer.
Purchased Space/Discount Programs
Under a purchase of space program, the employer arranges to "own"
a specified number of spaces in a dependent care program. Parent fees may
cover most or all of the cost of any spaces used, but the company typically
picks up all or a portion of the cost of the unused spaces. Thus, the dependent
care provider can afford to keep the spaces open for the company.
A variation on this approach is when the employer does not hold the space open indefinitely but has first right of refusal to all or a percentage of spaces. This method is less expensive but usually involves some financial or in-kind service exchange between the employer and the provider.
In a discount program, the employer arranges for employees to have a fee lower than that typically charged to parents. An employer can make this arrangement with a single provider or with many. The difference in fees is usually absorbed by the company through a financial contribution to the program. Some providers with excess capacity offer a discount that is greater than the employer's contribution. Discretion should be used in these cases because the provider may not be operating at capacity due to poor quality.
Sick Child Care
Sick child care programs provide care for children who
are mildly ill or recovering from a health problem. An employer saves the
cost of a replacement or lost work time when an employee uses a sick child
care program rather than staying home with a child.
In most states, sick children are not allowed to attend regular child care programs. Several programs for the care of sick children have developed across the country in recent years. Although programs for sick children may not serve parents for all the days a child is sick, they can provide an alternative for days when a child is mildly ill. Almost all models exclude children with a high fever or serious illness, and most exclude children with infectious diarrhea and highly contagious diseases such as chicken pox. Because of the high cost involved ($6 to $10 an hour) many companies subsidize sick child care.
The various models of sick care include a center that cares only for sick children, a program within a hospital, care in a "sickbay" at a regular child care center, a family child care home, and in-home care or visiting nurse service. Programs vary on what childhood illness or symptoms of illnesses they will admit or exclude.
The following factors distinguish programs for mildly ill children from regular child care programs:
- Sanitation policies and procedures are more stringent.
- The ratios of caregivers to children should be higher.
- Providers must be trained in caring for ill children since these children
may need to rest and may have restrictions on their activities.
- Record keeping procedures are more complex.
- When the child arrives, a health check must be conducted by the provider
with the parent. The health check serves as a screening for
exclusion purposes and gives information to be used in providing
appropriate care to the child.
Option 6: On - or Off-Site Dependent Care
Support
An on or off-site center may be completely or partially supported
by an employer. Many employers are hesitant to sponsor on-site care due to
costs involved. A center can be operated by the employer, by a nonprofit
or by a for-profit child or elder care provider.
If employers initiate a program they usually pay all start-up costs, the operating losses occurring in the early stages of the center before it is fully enrolled and some portion of ongoing operational expense. The investment usually has returns that are beyond the bottom line, such as decreased absenteeism and turnover or the ability to attract and retain quality workers. Parent fees can vary, from covering only a portion of the center's operating expenses to using sliding scales dependent upon income. Or, parent fees can cover costs completely.
Programs usually serve infants to 5-year-old (pre-kindergarten) children. Some centers admit school-age children before and after school (if transportation is available and the children are nearby), on school holidays, and during the summer. These centers can also include emergency or drop-in care for employees who normally use other child care arrangements but whose arrangements have fallen through for the day. Hours of operation typically accommodate employees' work hours. Some programs are integrated to include both child and elder care and produce wonderful intergenerational benefits.
Child care and elder care centers are licensed by local, state, and/or county authorities. They can be legally structured in many ways: as a department of the company operated in-house or by an outside operator, a wholly owned subsidiary, or a separate nonprofit corporation. Each approach has advantages and disadvantages and should be considered in terms of how it best accomplished the goals of the company and responds to the needs of the employees.
Option 7: Family Provider/Center Child
Care
Some families prefer home-based or family provider
dependent care as opposed to center-based care. The care provider is based
in his or her home and cares for a smaller member of children (ratio is
established by state law).
In North Dakota a licensed provider may care for no more than seven
children younger than school age, and they may also have two school-age children
who are cared for before or after school. Providers must be licensed if they
care for more than five children or four children younger than age 2. Providers
must also count their own children in these ratios.
North Dakota law currently mandates the following ratios for licensed center care (local fire codes may be more stringent):
- one provider for four infants.
- one provider for five children 2 to 3 years old.
- one provider for seven children 3 to 4 years old.
- one provider for 10 children 4 to 5 years old.
- one provider for 12 children kindergarten to 6 years.
- one provider for 18 children 6 to 12 years.
Employers can use a variety of methods to support family providers. Vouchers/reimbursement plans allow employees to select their own providers and receive some level of financial support. Some companies make special grants available to providers or centers that service their employees. Grants can be used for special training, purchase equipment/supplies, or pursue licensing or accreditation for the providers' businesses. In recent years there have been mixed messages sent about financing dependent care. While it is true that the government provides food programs and some limited grant options for providers, the actual dollars available do not always provide for a profit.
Many people believe that the government has provided large sums of money to start up new care facilities; however, the dollars available are very limited, and the actual incentive to begin a new business is often stifled due to the costs involved.
Types of Unlicensed (but legal) Child Care
The following types of care are not covered by existing licensing
regulations but they are legal.
- In-home care provided by a person who comes to your home. Or, the provider
may live in your home. These arrangements are made privately
or with help from an agency.
- Drop-in programs provide temporary care for children no more than four
continuous hours.
- Registered or self-certified providers (as opposed to licensed providers)
have signed an affidavit agreeing to comply with minimum ratios and
standards, but they are not monitored by any agency. These providers have
five or fewer children (including their own) with no more than three
younger than age 2.
- Carecheck is a voluntary child care provider registry. Child care providers
listed with Carecheck have no abuse and neglect records with
the North Dakota Department of Human Services and no criminal history with
the North Dakota Bureau of Criminal Investigation and the Federal
Bureau of Investigation. Call 1-800-245-3736 for information on Carecheck.
Licensed Care in North Dakota
| Type of Care | Location | Maximum Enrollment | Number of Programs | Capacity |
| family care | provider's home | seven or fewer | 819 | 5,599 |
| group care | provider's home or public/private facility | 18 or fewer | 1,017 | 14,068 |
| centers | public/private facility church schools |
determined by space available |
108 | 7,243 |
| preschools | 55 | 1,190 | ||
| school age care | 32 | varies |
Option 8: Adult Day
Care
In 1995, life expectancy at birth was 75.8 years compared
to only 35 years when the United States was founded. By 2050, one in five
Americans will be elderly. Most elderly are not in nursing homes and require
assistance with activities of daily living (eating, toileting, dressing,
bathing, walking, getting outside, getting in and out of bed/chairs, meal
preparation, housework, managing money).
The majority of men and women in the United States today are employed
in the labor force, and a significant number must provide care for elderly
parents, relatives or friends This number will escalate in the next decade.
The issue of elder care need not be an unanticipated problem. Individuals
and businesses alike can plan ahead to ensure plans/programs are in place
to support employees. Elder care is another form of dependent care and can
be addressed in similar ways.
Estimates indicate that 64 percent of caregivers work full or part-time,
and 41 percent care for children younger than 18 while also caring for elderly
people. Half of employed caregivers report taking time off work, coming in
late or adjusting hours, 6 percent gave up work entirely, and 3.6 percent
have taken early retirement. Currently, 56 percent of employed women and
44 percent of employed men are caregivers.
Businesses can choose to support elder care with Resource and Referral programs
(R&Rs), vouchers, discount plans, and more. The similarities between
elder care and child care often lead to one set of dependent care policies
and programs at the workplace.
Elder care in North Dakota has not benefited from a coordinated statewide
effort similar to child care. If you have specific questions regarding elder
care, call the North Dakota Senior Info-Line at 1-800-451-8693.
Examples of Elder Care Resources:
Geriatric care managers
Trained professional to coordinate and monitor services for older
adults and their families.
Homemakers/home health aides
A personal care worker is supervised by an agency and
provides personal care, meal planning, medication reminders and household
management.
Companions/friendly visitors
A companion or live-in is supervised by an agency (Senior Companion
Program) and takes care of personal needs, exercise, light housework, medication
reminders, and provides respite care or transportation to medical
appointments.
Telephone reassurance systems
A phone system may be available locally or within a state/area from
a group such as the Red Cross. People may call to check up on elderly or
they may call in for support.
Home delivered meals
Meals On Wheels is one source of such support. This nonprofit,
volunteer-based service delivers nutritious meals. Many local volunteers
help make the program a success.
Adult day care
In some cases elderly are unable to be unsupervised for any length
of time and in-home care may not be possible. Adult Day Care programs have
begun to provide the support needed by these families. Some centers target
elderly only and others offer intergenerational care for elderly and young
children in the same setting. Intergenerational care benefits both age groups
and is growing in numbers.
Option 9: Educational
Seminars/Information
A variety of organizations, state agencies and independent
consultants can provide training, seminars and written materials tailored
to meet the needs of employees.
Noon-hour brown bag sessions and between-shift sessions for shift workers are very popular with employees.
Some of the most popular seminars include the following:
- Finding quality child care
- Adjusting to shift-work
- Time management
- Flexibility options
- Understanding company benefits
- Saving for my child's education
- Communication skills for work and home
- Keeping in touch with your child's school
- Helping your child learn
- Becoming a confident parent
- Living with teens
- When parents become dependents: Care for your parents
Employers can also create networks with local information sources
and place current information in break rooms to help keep employees aware
of the latest research or resources in a variety of personal life areas.
These include consumer issues (renter rights, credit card management), parenting
(child safety issues, handling temper tantrums), elder care (understanding
new Medicare regulations), and community issues (notices of public information
meetings regarding specific topics). Informed employees tend to manage their
personal lives and work lives more effectively; however, it is increasingly
difficult to find the time to gather the information needed. The workplace
has become an important site for employees to find support from co-workers
and learn about the resources within the community.
Parent Line
North Dakota has a unique service available to support parents. Anyone
interested in information regarding a specific parenting issue or wishing
to discuss a specific question with a qualified parent educator can do so
by calling Parent Line at 1-800-235-0808.
Employers can call to get copies of informational flyers to place
in break rooms or use as mailers with paychecks. This service is free and
unique to North Dakota thanks to several grant sources, including the North
Dakota Parent Assistance and Supportive Schools (ND PASS) program, Dakota
Medical Foundation and the NDSU Extension Service. The line is open from
7:30 a.m. to 7:30 p.m., and parents can problem solve with the person on
the phone in a candid manner that provides a new direction for their situation.
When these issues are addressed, employees are better able to manage their
personal lives and be productive on the job.
Parent Resource Centers
There are currently four such centers located in North
Dakota. These centers deliver parent education programs and workshops for
all ages and stages of development, access to a parent education resource
library containing helpful videos and books, and free brochures and educational
materials. Businesses can also arrange to have a mini-resource library set
up on location for convenient employee use.
Contact the regional office nearest you to learn about opportunities to support employees and bring programs to the work site:
- Fargo Regional Office -- 701-241-5700
- Grand Forks Regional Office -- 701-780-8229
- Morton County Regional Office -- 701-667-3342
- Stark/Billings Regional Office -- 701-264-1142
North Dakota Senior Info-Line
Concerns related to elder care can be dealt with by calling the North
Dakota Senior Info-Line at 1-800-451-8693. This information line can help
identify services available in North Dakota for adult day care, home health
care, senior insurance counseling, nutrition and medication assistance programs,
support groups, legal assistance, meals on wheels, nursing homes and more.
The information line is sponsored by North Dakota Department of Human Services.
Employers who regularly provide this type of information to employees are
sending a message that says personal life is important and employees are
supported in their efforts to balance both job and personal life.
Appendix
County Offices
of the NDSU Extension Service
North Dakota Child Care
Statistics
References
Resources
Publication List
