SECTION 5:

Strategic Recommendations & Implementation Roadmap

Despite the acknowledged challenges of creating the quality spaces that are needed to achieve Connecticut’s bold vision for expanding access to high-quality early care and education, there are many reasons to believe that the State, its providers, and partners can make noteworthy progress. Executing the strategic recommendations and implementation roadmap outlined in this section will enhance the quality, safety, and capacity of Connecticut’s early child care and education programs.

Strategic Recommendations

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1. ESTABLISH A SUSTAINED EARLY CHILDHOOD FACILITIES FUND

Expanding child care capacity requires strategic investment in the acquisition, repair, renovation, and development of physical spaces. The establishment of a dedicated Early Childhood Facilities Fund is a critical step to enable both new and existing child care providers to meet increasing demand. To ensure efficient distribution of funding, the program should be administered by a qualified entity or entities with expertise in child care facility development, financing, and technical support.

  • Develop a consistent funding stream for facility improvements.
  • Implement flexible grant programs supporting minor renovations to large-scale construction.
  • Explore public-private partnerships to leverage additional investments.

2. PROVIDE TARGETED TECHNICAL ASSISTANCE

To successfully navigate the technical aspects of facilities projects, providers require robust technical assistance resources. Providers may need support with feasibility and planning, navigating various complex components of renovation or construction processes, complying with state and local regulatory requirements, or assembling project funding from an array of sources. Providers become more effective, and projects are planned more thoughtfully, when supported by a centralized network with strong facility design and development expertise.

  • Expand pre-development support to help providers access expertise and professional services necessary to navigate planning and feasibility of construction and renovation projects, including zoning and financing complexities.
  • Establish a statewide technical assistance hub to guide providers in project planning, navigating systems and resources, and completing funding applications.
  • Offer specialized support for family child care providers.

3. IMPROVE DATA COLLECTION AND TRANSPARENCY

The lack of ongoing systematic facility data collection (e.g., real time enrollment data) and assessment limits strategic planning and action statewide. Data collection and analysis, especially at the municipal level, is crucial for targeted distribution of funding, understanding community needs for care, streamlining agency coordination, and providing targeted technical assistance resources.

  • Create a real-time data dashboard tracking facility improvements and expansion efforts.
  • Develop and implement a single point of entry database, to include real-time enrollment information to better track communities of need and slots available. This database could be utilized to prioritize facility project investments.

Rhode Island recently released the “Early Learning Capacity in Rhode Island” tool, which allows community planners, investors, families, advocates, and current providers to better understand need at the community level. Additionally, Opportunities Exchange (OppEx) recently released a real time enrollment pilot program: “Collecting Data on Child Care Supply in Real Time: A New Approach to Data Collection”.24 The program highlights the need for comprehensive use of CCMS, engagement from multiple stakeholders, and regulatory support to ensure accurate and timely data collection, ultimately aiming to improve early care and education administration and policy.

4. EXPAND AND ALIGN FUNDING SOURCES

Relying on a complex capital stack, not one singular funding source, to cover the costs of acquisition, construction, renovation, and ongoing facility upkeep is common practice among providers. Most projects require braiding capital from multiple sources, many with varied timing and regulatory requirements. This requires a high level of financing and development knowledge that few early learning providers possess. Ensuring a strong system of supports and facilities funding resources is paramount to ensuring that all providers have access to an array of capital products.

  • Secure bond funding for robust grant funds to support projects that align with prioritized slot creation, such as new infant/toddler seats, slots in child care deserts, and projects in high need communities.
  • Create a revolving/recoverable grant pool to support project pre-development costs such as site acquisition, architectural, engineering and legal fees, and environmental studies. Recoverable grants are essentially zero interest loans and can typically be used for pre-development and other non-construction costs. Having access to this early, low-cost capital can be critical for project success.
  • Develop low-interest loan programs for expansion and renovations designed specifically for both for-profit and non-profit child care businesses to enhance the quality and accessibility of early learning environments. Loan programs for this sector must be responsive to the unique financial challenges faced by child care providers— whether they own or lease their spaces—and offer adaptable terms to support renovations, expansions, and facility improvements. Beyond financing, building trust between lenders and child care providers is key in ensuring that borrowers receive not just capital, but also guidance and partnership in sustaining high-quality early learning opportunities for children.
  • Coordinate existing public and private funding streams to ensure child care providers are aware of and have access to resources they may be eligible for, like local community and economic development funds, lead abatement, asbestos abatement, etc. Through targeted outreach, technical assistance, and strategic partnerships, this coordination will ensure providers maximize funding opportunities to support high- quality early learning environments.

5. ADDRESS LICENSING AND REGULATORY BARRIERS

Recognizing that one of the barriers encountered when pursuing facility projects is the multitude of local health, building, and zoning requirements, the technical support mentioned previously can help alleviate providers of the burden of navigating often complex requirements outside of their range of expertise.

  • Simplify and align licensing standards and the regulatory environment to prioritize health and safety, while allowing for flexible expansion solutions.
  • Review zoning and building regulations to clarify, coordinate, and resolve differences among state and local regulatory agencies to remove administrative and financial burdens and assure safe environments for children in child care homes and centers.
  • Use child care gap analyses and community engagement processes to guide zoning decisions and prioritize development in underserved areas.25

In 2024, Connecticut’s Regulation Review Committee approved a simple regulatory change resulting in a flexible expansion solution. The Committee increased the children-to-teacher ratio for 2-year-olds from four to five. It also increased the number of 2-year-olds allowed in one classroom to 10, provided there are at least two caregivers.25

Legislation is moving through the Connecticut General Assembly to authorize a pilot program which will enable Family Child Care programs to serve up to 12 children, providing the program has adequate space and staff. If passed, this will leverage existing family child care licensing regulations, rather than requiring group home regulations, which are very close to those required for larger centers. This is a low- to no-cost way to increase supply within existing facilities. The Large Family Child Care Pilot Program is likely to pass this legislative session.

“This will help us be a solution to the deficit of Early Head Start care, regardless of day or night”

Diana Gil, Little Wise Family Daycare Owner

Before

During

After Renovations

Little Wise Family Home Daycare

Diana Gil’s journey as a family child care provider in Wethersfield took a remarkable turn thanks to the Early Childhood Facilities Construction and Renovation Program grant. With deep gratitude, she shared how the grant transformed her space and positively impacted the children and families she serves.

Before renovations, Diana’s child care facility was dull and in need of improvements, lacking key elements to foster a nurturing atmosphere. With the grant’s support, her vision of a vibrant, safe, and engaging space became a reality. The basement remodel included new flooring, updated windows, a bathroom, a small kitchen, and upgraded lighting. The once-dark space is now bright and welcoming for children and parents alike.

Since 2016, Diana—one of only three Spanish-speaking childcare providers in her town—has recognized the need for a bilingual environment where children can thrive in both English and Spanish. Her facility now serves as a vital resource, breaking down language barriers and offering a nurturing place for growth.

With nine children currently enrolled and two dedicated assistants, the improvements have elevated the quality of care Diana provides. She believes grants like this reignite providers’ motivation, helping them create spaces that meet the many needs of young children.

Throughout the grant process, Diana appreciated LISC’s empathetic and supportive approach. She found the process straightforward and felt genuinely cared for. Looking ahead, Diana hopes for future funding to enhance her outdoor space, envisioning a safe playground where children can connect with nature and each other.

Summary of Recommendations

For many years, Connecticut stakeholders have been working to advance early childhood policies and programs that support both early care businesses and the families who are dependent on an affordable, accessible, and sustainable system of early care. The findings of the Blue Ribbon Panel kickstarted progress; work has already begun to move from a maze of programs and funding streams to a more streamlined system of care.26 Most recently, Governor Lamont introduced a groundbreaking legislative proposal that, if passed, would create a universal preschool endowment.27 Several other early childhood funding bills have been proposed for the 2025 legislative session. Each is structured to meet the needs of the early care workforce, mitigate the cost to families, and provide increased accessibility to early childhood programs. The outcome of the proposed legislation is still to be determined; what is clear is that the need for an affordable, viable system of early care is acknowledged, and on the minds of state leaders.

Investing in child care infrastructure is essential for Connecticut’s economic growth, increased workforce participation, and improved child development outcomes. A sustained commitment to facility funding and technical support will ensure that every child has access to a safe, high- quality early learning environment. Stakeholders must work collaboratively to build a robust system of facility investments that supports the long-term sustainability of child care providers across the state.

A common thread across successful initiatives is a commitment to promoting and supporting not just any spaces, but specifically spaces designed to enhance child, family, and staff experiences. Also fundamental is the goal of ensuring that all families in every community have access to quality early care and education in safe, healthy, and developmentally appropriate spaces. This report serves as the framework to achieve Connecticut’s goal of using foundational data to increase the number of high-quality child care and early learning spaces across the state. With the pandemic behind us and an increasing number of businesses asking or requiring workers to return to the workplace, the time is right to put this framework into action.

Implementation Roadmap

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1. IMMEDIATE NEXT STEPS (0-12 MONTHS)

  • Expand the Early Childhood Facilities Advisory Committee to become increasingly representative of the unique fabric of Connecticut’s child care stakeholders
  • Identify ongoing sources of grant funds and technical support for urgent facility needs and targeted expansions
  • Develop a comprehensive facility funding framework

2. MIDTERM ACTIONS (1-5 YEARS)

  • Develop and implement broader technical assistance programs statewide,including construction
  • Expand data-driven planning tools for providers and policymakers
  • Coordinate to leverage early childhood facilities state funds with eligible resources from other sectors such as small business, economic development, community development

3. LONG-TERM VISION (5+ YEARS)

  • Secure sustained public and private investment
  • Establish a fully resourced Early Childhood Facilities Fund
  • Ensure every child has access to a high-quality learning environment

Stakeholders

  • Advocacy Organizations
  • Banks, credit unions, and Community Development Financial Institutions (CDFIs)
  • Business and philanthropic partners
  • Child care providers representing multiple program types
  • Community planning and community development sector representatives including developers, such as affordable housing developers
  • Connecticut Office of Early Childhood
  • Municipal leaders and policymakers
  • Parents and other caregivers

Metrics for Evaluation

  • Number of new child care slots created
  • Percentage of facilities meeting high-quality standards
  • Provider satisfaction with technical and financial support
  • Reduction in waitlists and underserved areas

Connecticut has a powerful opportunity to build an early care and education system that meets the needs of families, strengthens communities, and supports a thriving economy.

Conclusion

To better support families, Connecticut must increase the availability of high- quality early care and education slots across every region in the state. This requires not only expanding physical space through the construction of new facilities but also enhancing the quality of existing spaces and facilitating expansion within current facilities when possible.

Parents, policy makers, advocates, and employers can all agree that quality, affordable child care is critical to building a healthy economy and creating thriving communities. And that a mixed delivery system--with center- and family-based providers; for-profit, non-profit, and school-based providers-- creates the greatest choice and access for families. However, providers of early care and learning have had limited opportunities for technical assistance and funding to make the necessary improvements and expansions to keep up with parent demand. When funding can be secured, most large-scale renovation or construction projects typically require a mix of funding sources, which often occur in stages as funds become available over time. This process adds both complexity and expense to many projects. Furthermore, this complexity leaves out smaller, less-resourced centers and family child care providers that lack the capacity and skills to navigate these challenges.

The good news is there are innovative models that have a track record of success that Connecticut can consider and lessons learned to ensure funding reaches providers that serve communities in greatest need of additional, quality care slots.

Based on research of existing models and current provider need, Connecticut has the opportunity to establish a long-term Early Care & Learning Facility Fund that can:

1) Ensure good stewardship of public dollars, while also creating flexibility for all provider types to access; 2) Create a robust technical assistance hub to ensure thoughtful design and implementation of renovation or construction projects; 3) Promote policies that encourage the co-location of child care with other critical community infrastructure, such as employment centers, housing, and transportation; 4) Put providers in the driver’s seat to plan for and implement facility projects that will have the greatest impact on the children and families in their care; and 5) Leverage the state’s investment with funding support from other stakeholders, including employers, banks and credit unions, CDFIs, anchor institutions, and philanthropy.

Connecticut is well situated to establish and implement a dynamic system of early care and education, which will address the needs of working parents, the struggles of early care providers, and the necessity of providing high quality early learning environments for children.

It is an exciting time, and we look forward to partnering with the diverse array of stakeholders who together can rise to this challenge.

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