Kindercare corporate office: Corporate Contact Information | KinderCare

KinderCare Learning Center – SC Child Care Services

WEATHER ADVISORY: CHILD CARE PROVIDERS – if you experience damage or closure due to an emergency or disaster, please call the DSS Division of Early Care and Education at: 1-888-825-7174 (EMERGENCY LINE) or email the Disaster Response Team [email protected]. If you have questions about child care vouchers, please call 1-800-476-0199. 

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Child Care Center

ABC Quality Rating

What is ABC Quality?

Facility Attributes

Operator:

Laura Elizabeth Shirley

Capacity:

225

Facility Hours

Licensing

Licensing Type & Number:

License#: 24904

Issue Date:

5/15/2021

Expiration Date:

5/15/2023

Call your DSS licensing specialist if you have questions:

DSS Licensing Specialist

Moore, Teausha

(864) 250-5568

Facility Review & Complaint Information

(13 records found)

Inspection Reports

Note on Deficiencies

Deficiencies are listed in broad categories and are available online for 36 months. We encourage you to contact your region office for an explanation of any of the deficiencies, or for additional information about this facility’s compliance. Resolved “On Site” means that a violation was resolved during the Licensing Specialist’s inspection.

Severity Levels

High:

These are the most serious violations of child care regulations and could pose a risk to the health and safety of children. If you would like an explanation of any of the deficiencies, or would like additional information about this facility’s compliance, please contact your regional office.

Medium:

These are significant violations of child care regulations and could negatively impact the health and safety of children. If you would like an explanation of any of the deficiencies, or would like additional information about this facility’s compliance, please contact your regional office.

Low:

These violations are the least likely to impact health and safety, but they still show that a facility is out of compliance with some child care regulations. If you would like an explanation of any of the deficiencies, or would like additional information about this facility’s compliance, please contact your regional office.

Note on Frequency of Inspections

Centers, Group Homes, and Licensed Family Homes::

In 2014, legislation was passed that changed the number of unannounced visits from two per year to one per year in Child Care Centers, Group Child Care Homes, and Licensed Family Child Care Homes. As a result of this new law, you may see a decrease in the number of deficiencies listed on this website for these types of providers. Unannounced visits are still made in response to a complaint, and visits are scheduled with the facility during the re-licensing process, which occurs every two years.

Registered Family Homes:

Most family homes are registered, not licensed. In 2014, legislation was passed that allows Child Care Licensing to make one unannounced visit to these homes each year. As a result of this new law, you may see an increase in the number of deficiencies listed on this website for Registered Family Child Care Homes. Unannounced visits are still made in response to a complaint. Click here for an overview of each facility and the requirements they must meet according to state law.

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Maintenance Technician job at KinderCare Education in Austin, TX 78745

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Job description

At KinderCare Education, we make it our passion to nurture a sense of discovery, joy, and wonder in every child, every day, at every one of our centers. As the nation’s leading private provider in accredited early childhood education, we’re committed to delivering the highest-quality child care and educational opportunities for families and the dedicated professionals who serve them.
We see the greatness in each child, and we believe teachers can change the world. Every day, our more than 33,000 employees create a world of learning, joy, and adventure for more than 158,000 children. Whether you’re in one of our centers or providing support from our headquarters in Portland, Oregon, being a part of the KinderCare family means that you care deeply about positively impacting the lives of children and families through the power of education.
KinderCare Education has three brands to meet the needs of busy families wherever they need us:

• We’re in neighborhoods with our KinderCare Learning Centers that offer early childhood education and care for children 6 weeks to 12 years old
• We’re at offices with KinderCare Education at Work , our suite of family-focused benefits for organizations to offer to their employees, including on-site and near-site early learning centers, Back-up Care for last-minute child care and Care Select
• And we’re at schools with our Champions before and after school programs

Qualifications:
Job Responsibilities

Technicians are responsible for the following: ongoing maintenance at assigned centers; reacting to emergency situations as they arise; completing preventive maintenance as directed by immediate supervisor; and ensuring that centers are maintained in a safe, inviting condition. Technicians are also responsible for engaging local vendors for the purpose of completing repairs they cannot do. Technicians may be called upon to assist in inspections of renovations and new construction.

Essential Functions

• Responsible for preventive and reactive maintenance in multiple child care facilities
• Physically complete repairs as needed and requested through work orders submitted by center staff
• Operate a laptop computer/tablet and smartphone for the purposes of collecting work orders, producing schedules and submitting time records;
• Comfortable with the Microsoft Office Suite;
• Operates a company vehicle for the purpose of completing assigned tasks;
• Other related duties as assigned.
• Regular schedule is Monday-Friday Daytime hours
• Flexible to work some evenings or weekends as needed or assigned
• Some overnight travel possible, not required in all areas

Qualifications

• High school diploma/GED required
• Trade/vocational training preferred or three years of on the job experience in maintenance under the same or similar working condition
• Detail oriented and organized
• Must be able to manage time efficiently
• Knowledge of child care facilities helpful but not critical
• Strong communication skills
• Self-motivated and able to work with minimal supervision
• Qualify to operate a company vehicle based on a motor vehicle record check and company requirements
• Must pass national and state criminal background checks

Our highest priority has always been to keep our employees, children, families, and communities as safe and healthy as possible. We are also subject to state law, local ordinances, and Health Department requirements for child care workers or school staff.

KinderCare Education is an Equal Opportunity employer. All qualified applicants will receive consideration for employment without regard to race, national origin, age, sex, religion, disability, sexual orientation, marital status, military or veteran status, gender identity or expression, or any other basis protected by local, state, or federal law.

Job Type: Full-time

Pay: $22.00 – $24.00 per hour

Benefits:

• 401(k)
• 401(k) matching
• Dental insurance
• Employee assistance program
• Employee discount
• Health insurance
• Life insurance
• Paid time off
• Referral program
• Tuition reimbursement
• Vision insurance

Schedule:

• 8 hour shift
• Day shift
• Monday to Friday
• No nights
• No weekends

Application Question(s):

• Are you able to pass a background check?

Experience:

• Facilities maintenance: 1 year (Required)

Work Location: One location

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Knowledge Universe Corporate Office Education

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FACT SHEET: The Biden-Harris Administration Announces More Than $8 Billion in New Commitments as Part of Call to Action for White House Conference on Hunger, Nutrition, and Health

Today, for the first time in more than half a century, President Biden is hosting the White House Conference on Hunger, Nutrition, and Health to catalyze action for the millions of Americans struggling with food insecurity and diet-related diseases like diabetes, obesity, and hypertension. The Conference will lay out a transformational vision for ending hunger and reducing diet-related disease by 2030 – all while closing disparities among the communities that are impacted most.

Achieving our goals will require more than just the resources of the federal government. That’s why, this summer, the White House launched a nationwide call to action to meet the ambitious goals laid out by the President. Across the whole of society, Americans responded – and advanced more than $8 billion in private- and public-sector commitments. These range from bold philanthropic contributions and in-kind donations to community-based organizations, to catalytic investments in new businesses and new ways of screening for and integrating nutrition into health care delivery. At least $2.5 billion will be invested in start-up companies that are pioneering solutions to hunger and food insecurity. Over $4 billion will be dedicated toward philanthropy that improves access to nutritious food, promotes healthy choices, and increases physical activity.

Today, the White House announces a historic package of new actions that business, civic, academic, and philanthropic leaders will take to end hunger and to reduce diet-related disease.

Pillar 1 – Improve Food Access and Affordability

• AARP: AARP and AARP Foundation will expand research on older adults’ access to SNAP and use this research to improve SNAP enrollment rates for older adults, which still lag behind other populations. By 2024, AARP will additionally complete new research to identify the key characteristics of non-participating yet eligible older adults and the key drivers of low SNAP enrollment, which it will share widely to inform policy, advocacy, and on-the-ground efforts to boost awareness and enrollment among older adults.
   
• BENEFITS DATA TRUST: National nonprofit Benefits Data Trust will leverage technology to improve access to public benefits, including by publishing a new toolkit in early 2023 to help states and higher education institutions identify and enroll eligible college students in public benefit programs like SNAP, Medicaid, and the new Affordable Connectivity Program, the FCC’s broadband benefit program to help low-income households access the internet. Benefits Data Trust’s toolkit will be the first in a series it develops to help eligible students enroll in public benefits.
   
• BOWERY: Bowery, an indoor vertical farming company, commits to forging new partnerships with hunger-relief organizations and expanding local produce donations by thousands of pounds. By 2023, Bowery will open new farms in Texas and Georgia and donate hundreds of pounds in fresh produce to the Tarrant Area Food Bank – serving Fort Worth, Arlington, and Dallas – and to the Atlanta Community Food Bank. This fall, Bowery will also launch a new partnership with East Brooklyn Mutual Aid to donate and distribute fresh produce across East Brooklyn. Finally, the company will expand its partnership with DC Central Kitchen’s Healthy Corners program to provide a new line of salad kits at a significant discount to 53 corner stores in DC’s Wards 7 and 8 that currently lack access to healthy food options. In total, in 2023 Bowery commits to donating over 10,000 pounds of produce through both these partnerships and additional existing donation efforts in Maryland, Pennsylvania, and New Jersey.
   
• CHOBANI: Chobani will launch a national corporate responsibility initiative – Food Access in Reach (F.A.I.R.) – to encourage businesses of all sizes to “adopt-a-school” and pledge to make it food- and nutrition-secure. As part of this initiative, businesses including Chobani will pledge to help schools meet child nutrition standards, and pay their employees at least a $15/hour minimum wage to reduce hunger within their own ranks. Chobani itself will adopt 3 schools (in Twin Falls, ID; Central New York; and New York City) in 2023, with a goal for businesses and partners across the country to have adopted at least 50 schools by 2030.
   
• DOORDASH: DoorDash will partner with 18 cities – Mesa and Tucson in Arizona; Oakland and Riverside in California; Paterson and Camden City in New Jersey; Albany, Mt. Vernon, and Rochester in New York; Columbus, Ohio; Tacoma, Washington; Denver, Colorado; Hartford, Connecticut; Tampa, Florida; Atlanta, Georgia; Baltimore, Maryland; Pawtucket, Rhode Island; and Richmond, Virginia – to combat hunger by addressing transportation barriers to accessing healthy food. The company will provide targeted support through: $1 million in DoorDash Community Credits, which community-based organizations can use to provide free food delivery; access to Project DASH on the DoorDash logistics platform, which food banks, food pantries, and other charitable organizations can use to power charitable food delivery; and direct funding of in-kind charitable food deliveries through the platform.
   
• FOODCORPS: Over the next 8 years, national nonprofit FoodCorps will invest $250 million to increase access to free and nourishing school meals and to expand hands-on nutrition education in schools. Through this Nourishing Futures initiative, FoodCorps aims to reach 500,000 students by 2030. Additionally, the organization commits to training 1,000 emerging leaders of color for careers in school nutrition services to improve the diversity of school-based nutrition professionals and support culturally relevant meals and menus.
   
• FMI – THE FOOD INDUSTRY ASSOCIATION: FMI – The Food Industry Association will mobilize its membership to donate 2 billion meals in 2023 to food banks and other anti-hunger organizations; make it easier to use SNAP and WIC benefits online and in retail settings; and promote consumer education on healthy foods – committing to reach a minimum of 100 million consumers each year from 2023 to 2030. Across each of these initiatives, FMI commits to internal benchmarking and annual reporting to ensure consistent progress.
   
• GOOGLE: Google will launch new product features to help Americans access public food benefits and health care services. Google Search will facilitate SNAP enrollment by making it easier for users to find detailed and locally-specific information on how to check their eligibility and apply for SNAP benefits. Google will also update its search experience to enable Americans already enrolled in Medicare and Medicaid to find and schedule health care appointments directly within the Google Search tool. Finally, YouTube is launching a Personal Stories feature for sharing personal experiences on specific health topics.
   
• HUNGER FREE OKLAHOMA: Nonprofit organization Hunger Free Oklahoma will increase access to fresh produce by expanding its SNAP incentive program from 19 to all 77 counties in Oklahoma by 2030. This expanded program will serve 10 times the number of SNAP households it does now, ultimately reaching 100,000 households total per month.  Hunger Free Oklahoma will also collaborate with Tribal Nations, state government, and the private sector to develop a new, coordinated WIC outreach and enrollment effort, with a commitment to increase WIC participation to 80 percent across the state – for a total of 125,000 women, infants, and children served.  
   
• HY-VEE, INC: The supermarket chain Hy-Vee, Inc. will deliver 30 million meals to vulnerable communities by 2025. The company will also deploy its in-store dietitians to educate 100,000 Americans in areas of low food access on healthy eating and nutrition by 2026.
   
• NATIONAL GROCERS ASSOCIATION (NGA): Over the next two years, the National Grocers Association will expand access to full-service grocery stores – grocery stores that stock and sell fresh produce, meat, and dairy, in addition to processed and packaged goods – across the country. It will double the number of retailers offering SNAP Online, prioritizing rural areas and areas with low food access, such as agricultural communities. NGA will also build a toolkit to support its members expanding full-service grocery stores into USDA-designated food deserts. 
   
• NATIONAL HEAD START ASSOCIATION (NHSA): The National Head Start Association commits to improving the health, nutrition, and economic security of young children and their families. Over the next three years, it will facilitate Head Start enrollment for roughly 100,000 children through the Department of Health & Human Service’s new SNAP eligibility pathway. Through this new pathway, NHSA will target technical assistance to programs serving populations and areas with the highest rates of food insecurity, and help state Head Start State Associations and Head Start State Collaboration Offices establish partnerships with SNAP offices to boost local enrollment. Separately, NHSA will launch a three-year research partnership with Tufts University’s Friedman School of Nutrition Science & Policy to conduct a national assessment of nutrition concerns for 3,000 Head Start Teachers to better understand the challenges early childhood teachers face.
   
• NAYAK FARMS: Nayak Farms, a 200-acre farm in Illinois, will work to combat food-insecurity in Illinois, Indiana, Missouri, and Iowa. This includes donating over 1,000,000 pounds of sweet corn to food-insecure families in those four states by 2026; donating 50,000 pounds of green beans to food-insecure families in 2023 and 2024; and championing local and state policies that can support farmers in combating food insecurity. 
   
• NOVO NORDISK: Pharmaceutical company Novo Nordisk will invest $20 million over the next three years in at least 6 new locally-led initiatives that improve access to healthy foods and safe spaces for physical activity in marginalized communities. The company will also expand its place-based projects into five additional states to address upstream barriers to reducing the burden of chronic disease, including obesity and diabetes. These projects range from building greater demand for locally sourced, healthy produce in the Mississippi Delta to improving nutrition literacy among medical students and patients of Federally Qualified Health Centers in Arizona.   
   
• PUBLIX: Publix commits to donating $3.85 million to 22 Feeding America food banks to establish free, mobile food pantries for stocking local fruits and vegetables. It will provide these mobile pantries with at least 500,000 pounds each of produce in their first year of operation. In 2023, it will also host a national hunger summit with Feeding America food bank partners, and run its Feeding More Together register campaign, which is expected to generate up to $10 million in in-kind donations.
   
• RETHINK FOOD: Rethink Food, a national nonprofit that seeks to bridge the gap between food that goes to waste and food-insecure communities, will rescue at least 2 million pounds of excess food each year for the next 5 years, and divert it from restaurants to food-insecure communities. By 2027, ReThink Food pledges to divert 10 million pounds of excess food, four times its current annual rate. Rethink Food additionally commits to providing 10 million high-quality meals over the next 5 years to individuals and communities facing food hardship, by leveraging its network of restaurants, chefs, and other partners. Finally, the organization will invest over $10 million to support the capacity of local restaurants that are minority- or women-owned.
   
• SHIPT: In 2023, Shipt will launch an accelerator to improve access to capital and technical assistance for local retailers seeking e-commerce capabilities – at least 50 percent of which will be in the food, beverage, and grocery categories. Shipt will prioritize businesses owned by people of color and LGBTQI+ people with a goal of assisting at least 10 local retailers in its first year and 30 in its first three years, all of which will receive a $5,000 stipend. Shipt will also launch two new product features in 2023 – facilitating healthy food selection for diet-specific meal planning and extending the option to accept SNAP/EBT benefits to all eligible retailers on its platform. 
   
• SYSCO: Sysco will provide $500 million through its Global Good initiative over the next five years to improve healthy eating for the communities it serves. By FY2025, this contribution will include: a donation of 200 million meals to national hunger-related charities and local food banks to increase access to healthy foods, valued at approximately $400 million; cash donations of about $50 million to hunger-relief organizations; and another $50 million of employee volunteer time. The company is also committed to improving good agricultural practices for fresh produce and leading innovative ideas to source sustainable products in a climate-responsible way – including by constructing indoor farms in local communities.
   
• THE WAVE FOUNDATION: The Wave Foundation will publicly launch and expand an Equity and Climate marketplace to connect underrepresented food producers – people of color and women – with large-scale food service and retail outlets nationwide. The goal of the marketplace will be to build a more just, resilient, and self-sustainable food system.
   
• UNIDOSUS: By 2030, Latino civil rights organization UnidosUS commits to doubling the reach of its Comprando Rico y Sano (Buying Healthy and Flavorful Foods) program, which works to reduce food insecurity among Latino Americans through culturally relevant nutrition education and enrollment assistance in federal food benefits. To do this, UnidosUS will expand the program to 25 additional community-based organizations across the United States and Puerto Rico – training 1,880 new community health workers, providing nutrition education to 84,000 more people, and facilitating SNAP enrollment for roughly 232,000 more members of the Latino community.
   
• UNIVERSITY OF CALIFORNIA SYSTEM: By 2030, the University of California System will cut in half the proportion of its 280,000-person student body facing food insecurity – reducing the reported rate among undergraduates from 44% to 22% and among graduate students from 26% to 13%. To achieve this goal, the University will work with local counties to maximize student SNAP enrollment, provide food for students who do not qualify for CalFresh – the California implementation of SNAP – yet still struggle with food access, and allocate additional campus food resources to historically underserved student populations.
   
• WARNER BROS. DISCOVERY (WBD): Warner Bros. Discovery will provide 600 million meals to children who are food-insecure between now and September 2023 through its “Turn Up! Fight Hunger” initiative, a partnership with No Kid Hungry. Food Network (a WBD brand) will also continue to highlight healthy programming and recipes on its channels. Warner Bros. Television Group will educate its creative leaders on food insecurity – encouraging storylines that center hunger, nutrition, and health topics.
   
• WASHINGTON STATE DEPARTMENT OF HEALTH: Washington State’s Department of Health will launch an online ordering pilot for WIC that, for the first time, enables WIC participants statewide to both purchase and select pick-up or delivery of their WIC foods online. The Department will also roll out a new program that enables WIC participants to spend their monthly fruit and vegetable cash value benefit at farmers’ markets, in addition to traditional grocery stores. This change alone will make approximately $10 million of WIC cash value benefits available for redemption at Washington farmers’ markets in 2023. At the same time, the Department commits to transitioning its fruit and vegetable prescriptions next year from a paper voucher to a card-based system to allow more small businesses and grocers to access the program and to reduce transportation barriers for program participants.
   

Pillar 2 – Integrate Nutrition and Health

• AMERICAN ACADEMY OF PEDIATRICS: By 2030, the American Academy of Pediatrics (AAP) and the anti-hunger nonprofit Share Our Strength commit to offering training to all 67,000 AAP member pediatricians on both screening for nutrition insecurity and referring patients to federal and community nutrition resources. AAP will also evaluate its training by tracking its members’ comfort discussing food insecurity, members’ screening rates for nutrition insecurity, and the outcomes of pediatrician referrals.
   
• AMERICAN COLLEGE OF LIFESTYLE MEDICINE (ACLM): ACLM will make an in-kind donation of $24. 1 million to improve nutrition training for medical professionals. Specifically, ACLM will donate 5.5 hours of Continuing Medical Education course credits on nutrition and “food is medicine” topics to 100,000 health care providers located in regions with high rates of diet-related disease. ACLM will also coordinate with the American Board of Lifestyle Medicine to cover half the cost of lifestyle medicine training and certification for 1,400 primary care providers – one from each Federally Qualified Health Center across the nation.
   
• ASSOCIATION OF AMERICAN MEDICAL COLLEGES (AAMC) and ACCREDITATION COUNCIL FOR GRADUATE MEDICAL EDUCATION (ACGME): AAMC and ACGME commit to organizing and hosting the first-ever Medical Education Summit on Nutrition in Practice in March 2023. This national initiative will convene 150 medical education leaders – across medical schools, residency training, and continuing education programs – to identify, discuss, and determine the best strategies for integrating nutrition and food insecurity into medical education curricula, with a focus on interprofessional care and health equity.
   
• BLUE CROSS AND BLUE SHIELD OF NORTH CAROLINA FOUNDATION: This fall, the Blue Cross and Blue Shield of North Carolina Foundation will launch a two-year, $3.5 million effort to increase access to healthy food and grow the “food is medicine” movement in North Carolina. It will fund and facilitate partnerships between health care providers and community-based organizations, which will in turn provide a range of free or subsidized services – from food vouchers to medically-tailored meals. The Foundation will also evaluate the interventions provided to determine where they are most impactful. 
   
• BOSTON MEDICAL CENTER (BMC): Boston Medical Center, the largest safety-net provider in New England, will build farms at two new facilities in 2023 to supply fresh, local produce to hospitalized patients, facility cafeterias, and its prescription-based food pantry, where primary care doctors can refer their patients for free, healthy food. Among its own patient population, BMC also commits to close the “SNAP Gap,” the gap between those eligible and actively enrolled in SNAP, by expanding screening for food insecurity and streamlining Medicaid and SNAP enrollment in its primary care offices. Finally, BMC has invested in a local, minority-owned, healthy food market that will open this fall alongside a affordable housing development in the Roxbury neighborhood of Boston, which is expected to increase the availability of healthy, affordable food in a historically marginalized community.
   
• COMMUNITY SERVINGS: Community Servings, a regional nonprofit organization, will provide 10 million medically tailored, home-delivered meals to individuals and families experiencing nutrition insecurity and chronic illness in Massachusetts and Rhode Island. It will co-lead the national Food is Medicine Coalition’s Accelerator program to incubate 15 new medically tailored home-delivered meals programs in states that are unserved or underserved by existing programs. It will additionally expand a workforce development training program for individuals experiencing barriers to employment, so that they are trained in food service production, and provide resources to help trainees subsequently receive employment in the food service industry.
   
• FOODSMART: Foodsmart is a “food is medicine” company that integrates dietary assessments and nutritional counseling with online food ordering services. Over the next five years, Foodsmart will provide no-cost training and secure employment for over 10,000 nutrition professionals of color by building partnerships with universities, online continuing education companies, and accreditation bodies.
   
• MASS GENERAL BRIGHAM: The nonprofit integrated health care system Mass General Brigham will build two state-of-the-art teaching kitchens to increase access to fresh, healthy food by delivering “food is medicine” programs, healthy meals, nutrition screening and counseling, and healthy cooking classes to local communities. It will also invest $6.35 million to build the capacity of 7 community-based organizations to reduce food insecurity, promote nutrition equity, and administer “food is medicine” programs and medically tailored meals in Massachusetts. Mass General Brigham also commits to expanding screening for food insecurity and maximizing SNAP and WIC enrollment among its patient population.
   
• MEDICAL EDUCATION PLEDGE: Several leading health sector organizations – the National Medical Association, National Hispanic Medical Association, Association of Schools and Programs of Public Health, National Dental Association, Case Western University’s School of Dental Medicine, the National Association of Chain Drug Stores, Children’s Oral Health Institute, National Association of Boards of Pharmacy, Society of American Indian Dentists, and the American Association of Colleges of Pharmacy – have all signed a pledge committing to take several new actions to strengthen health professionals’ education in nutrition. Specifically, by 2024, these organizations will: fortify nutrition education as one of the foundational competencies for professional training in all health-related fields; incorporate the use of therapeutic lifestyle interventions in curricula and training on chronic disease; ensure that professional training programs include at least one educator with formal training in nutrition science; increase the number and credit value of nutrition continuing education units and maintenance of certification credits for all specialties; and ensure that hunger, nutrition, and lifestyle topics comprise at least 5 percent of board certification exam questions for both primary and subspecialty professional training programs.
   
• NEMOURS CHILDREN’S HEALTH: Nemours Children’s Health, a multi-state pediatric health system, will expand access to donation programs and educational tools to reduce food insecurity and health disparities. The health system will develop and disseminate a comprehensive Social Determinants of Health Implementation Guide, which will help other health systems detect and address social determinants of health (SDoH) like food security; scale its existing SDoH screening tool to new specialty clinics in Delaware and to all its primary care clinics in Florida; create and disseminate at least 10 articles in English and Spanish on primary prevention related to nutrition and food; and expand partnerships with two Delaware-based food security initiatives: Nemours Cares Closets – which stocks primary care practices with personal hygiene items, clothes, and non-perishable food items – and the Backpack program, which provides children access to nutritious meals outside of school hours.
   
• SYNC FOR SOCIAL NEEDS: The Sync for Social Needs coalition will unite leading health technology companies and health systems, including the Department of Veterans Affairs, to standardize the sharing of patient data on social determinants of health, including food insecurity. Members commit to collectively evaluate and pilot the integration of specific social screening tools in electronic medical record systems. In addition, the leading health care standards-setting bodies will commit to working with participants to scale these approaches to further lower clinician burden to screen for social needs. Coalition members include: the National Quality Forum, the National Committee for Quality Assurance, the Joint Commission, HL7 International, Epic, Oracle-Cerner, Rush University System for Health, Tufts Medicine, Riverside Health System, SCAN Health Plan, Sanford Health, SSM Health, Higi, BayCare, Geisinger, Meditech, FindHelp, Wellsky, UniteUs, Graphite Health, Saffron Labs, and XanthosHealth.
   
• DOHMEN COMPANY FOUNDATION: Dohmen Company Foundation will invest $75 million over the next seven years to design and operationalize three initiatives that promote “food is medicine” and reduce the morbidity of diet-related disease. The Foundation will launch: Food For Health, a new Wisconsin public charity that will provide fresh medically tailored meals, people-centered health coaching, and nutrition education to economically disadvantaged populations; The Food Benefit Company, a mission-oriented social enterprise that will contract with companies to provide employees with nutrition coaching, biometric screening, and fresh food delivery; and a nationwide public awareness campaign to promote healthier food choices, which the Foundation will fund through a $10 million matching grant challenge.
   
• UNIVERSITY OF SOUTH CAROLINA SCHOOL OF MEDICINE GREENVILLE: The University of South Carolina School of Medicine Greenville will make a $4. 8 million in-kind donation to help implement its open-source Lifestyle Medicine curriculum in all interested medical schools. It will also provide guidance to the National Board of Medical Examiners, the primary organization assessing competency of medical providers, on adding questions and content related to lifestyle medicine. Finally, the school will provide 637 health systems and 755 YMCA associations with consulting and free access to its Exercise is Medicine Greenville toolkit, a comprehensive, 12-week program for using exercise to mitigate risk for chronic diet-related diseases.
   
• WELLORY: Wellory, a startup with a mission “to make nutrition care the norm,” will provide free, 1:1 nutrition counseling to up to 10 million uninsured Americans by 2030. This is the first time that Wellory will open its telehealth services to Americans who lack insurance coverage. This commitment amounts to a $300 million in-kind donation over the next 8 years.

Pillar 3 – Empower Consumers to Make and Have Access to Healthy Choices

• ACTION FOR HEALTHY KIDS: Action for Healthy Kids will partner with 50 school districts over the next 5 years to help schools design, implement, and evaluate programming for their students and staff on healthy eating, physical activity, and mental health. Through this initiative, Action for Healthy Kids commits to reaching 1,200 schools, 150,000 parents and caregivers, and 5 million children in vulnerable communities.
   
• ALBERTSONS COMPANIES: In 2023, Albertsons Companies, through its Foundation’s Nourishing Neighbors program, will help 50,000 eligible community members enroll in SNAP and WIC benefits. By 2024, Albertsons will communicate 50 million evidence-based suggestions for improving nutrition to its online customers. And by 2025, the company will introduce 1,000 new nutritious recipes and launch 6 health campaigns incorporating both in-store and digital components to increase awareness of federal nutrition guidelines. In Washington, D.C., Albertsons will also collaborate with Hunger Free America to sponsor a series of local community service projects on nutrition education and access to SNAP and WIC benefits, beginning with two events the week of the White House Conference on Hunger, Nutrition, and Health.  
   
• DANONE: Danone North America will invest $22 million over 7 years to support at least 300 million Americans to build healthier dietary habits. The company commits to prioritizing new reduced-sugar, low-sugar, and no-added-sugar options in its children’s products – pledging that 95 percent of these products will fall below 10 grams of total sugar per 100 grams of food product by 2030. Danone also commits to investing $15 million over the next 7 years to partner with retailers and educate consumers, shoppers, and health care providers to drive evidence-based healthy eating behaviors and diet-related health outcomes. It also commits $7 million to innovate and evaluate scalable community-based impact programs to improve access to nutritious foods, and advance nutrition research on the links between food, the human microbiome, health, and chronic disease.
   
• DOLE PACKAGED FOODS and THE BOYS & GIRLS CLUB OF CENTRAL MISSISSIPPI, SODEXO STOP HUNGER FOUNDATION, and the PARTNERSHIP FOR A HEALTHIER AMERICA: Dole Packaged Foods and the Boys & Girls Club of Central Mississippi, with support from the Sodexo Stop Hunger Foundation and Partnership for a Healthier America, commit a minimum of $212,500 to launch a 12-month pilot program this fall to increase access to fruits and vegetables for as many as 24,000 families in Jackson, Mississippi. Dole will deliver nutritional education materials and refrigerated kiosks of food to local Boys & Girls Clubs chapters – amounting to at least two servings of fresh produce per day per child served – which will in turn distribute them to families in need. Dole intends to scale this pilot to reach 3 million children and 5,000 Boys & Girls Clubs chapters by 2030.
   
• ENVIRONMENTAL WORKING GROUP, the JAMES BEARD FOUNDATION, the PLANT BASED FOODS ASSOCIATION, the INDEPENDENT RESTAURANT COALITION, and CHEF ANDREW ZIMMERN: Chef Andrew Zimmern will work with the Environmental Working Group, the James Beard Foundation, the Plant Based Foods Association, and the Independent Restaurant Coalition to encourage chefs, restaurant owners, and operators to offer at least one plant-based or vegetarian option on their dinner menus. The Environmental Working Group will track and report progress on a quarterly basis.
   
• EVERYTABLE: Mission-driven food startup Everytable will invest $100 million over the next three years to help low-income entrepreneurs become Everytable store owners – providing financial capital, training, and mentorship to aspiring small business owners across the country, at least half of whom will be in low-food-access areas. Everytable will also re-launch its Pay It Forward program, which enables customers to purchase meals-for-donation that will be delivered to local non-profits serving community members in need. Finally, the company will expand its medically-tailored meals program, currently offered only in Los Angeles County, across the country – at the same time as expanding its menu to include more diet-specific and more dietician-approved items for individuals with diet-related disease.
   
• FOOD, NUTRITION, and HEALTH INVESTOR COALITION: S2G Ventures and Food Systems for the Future will launch the Food, Nutrition, and Health Investor Coalition to catalyze $2.5 billion in private investment over the next three years into startup companies pioneering new ways of addressing food insecurity and improving nutrition and health outcomes through food. These investments will be used to bring novel, mission-oriented companies into the world as well as to support the scaling of proven technologies for reducing hunger and improving individual and population health.
   
• Hispanic Communications Network (HCN): Hispanic Communications Network commits to creating and disseminating new content through its two multimedia networks – La Red Hispana and LatinEQUIS – encompassing more than 240 affiliated radio, television, and digital media networks to raise awareness of nutrition, healthy eating, and physical activity among Latinos in the United States. By 2030, HCN will: create new landing pages on its La Red Hispana and LatinEQUIS websites, to provide culturally and linguistically competent messaging, content, and resources on nutrition and physical activity; develop and disseminate radio content, including “edu-tainment” segments and calls to action, that emphasizes the importance of healthy eating and physical activity; and produce culturally relevant segments within its weekly long-format radio/television programming to promote healthy eating – for instance, on how to make diets more nutritious using traditional foods and recipes. HCN is the largest producer and syndicator of health programming and multimedia content that is for Latino Americans, by Latino Americans; through this commitment, it pledges to reach an audience of 6 million with culturally appropriate nutrition- and exercise-related content in the United States.
   
• INSTACART: Instacart will launch a major new health and nutrition initiative – comprising new products, new partnerships, and new services – to improve food security and integrate nutrition more effectively with health care. Instacart will: work with USDA to incorporate SNAP and TANF into its online platform – aiming to expand these benefits to all 650+ grocery partners by 2030; launch 23 new diet-specific tags to its platform to help customers identify foods that are vegan, low-sugar, or compliant with other nutritional requirements; launch a new feature that allows health care providers, caregivers, and nutritionists to create actionable, shoppable lists for disease-specific diets; and launch a new stipend technology, Fresh Funds, that enables any organization – from an employer to a health system – to allot their employees and patients stipends to purchase fresh, nutritious foods on Instacart’s platform.  
   
• KINDERCARE LEARNING COMPANIES (KLC): KLC, an early childhood education and child care provider, will invest a minimum of $150,000 over the next three years to: improve its food procurement and delivery processes, so that at least double the current number of fresh vegetable servings are available to the children it serves; develop and pilot a food insecurity screening tool among its own employees; and strengthen its nutrition education curriculum to reach more children and their families.
   
• MEIJER: The Midwest supercenter chain Meijer will offer a rolling set of automatic dollar-off and percentage-off discounts – from $5 to $10 and 5% to 10%, respectively – on SNAP purchases of qualifying fruits and vegetables. It will also provide coupons to its SNAP customers to take similar discounts off future purchases of qualifying fruits and vegetables. The 2018 Farm Bill allows SNAP-authorized stores like Meijer to seek a USDA waiver to provide SNAP participants incentives for purchasing healthier food items – like fruits, vegetables, low-fat dairy, and whole grains – consistent with the Dietary Guidelines for Americans. Having just received USDA approval, starting this fall, Meijer commits to offering this incentive at all 499 of its SNAP-authorized brick-and-mortar locations, setting an example for its industry.
   
• NATIONAL ASSOCIATION OF CHAIN DRUG STORES: The National Association of Chain Drug Stores (NACDS) will undertake a nationwide public education campaign to communicate the importance of nutritional health and preventive screenings to improve outcomes for diet-related disease. NACDS will also partner with at least two national patient advocacy organizations to develop and distribute educational resources on nutrition and diet-related disease to community pharmacies, in addition to hosting at least two sessions on diet-related disease at NACDS meetings in 2023.
   
• NATIONAL RESTAURANT ASSOCIATION: The National Restaurant Association will expand its Kids Live Well (KLW) program to 45,000 additional restaurants and food service locations as well as create educational resources for restaurants to support healthier food options. KLW is a voluntary initiative to help restaurants craft healthier kids’ meal options that meet added sugar, sodium, saturated and trans fat, and calorie thresholds established by the latest nutrition science. The KLW standards also include a requirement that kids’ meals come with water, milk, or juice, instead of soda. The National Restaurant Association will: quadruple KLW’s reach by adding new restaurant chains – with commitments already secured from Subway, Burger King, Buffalo Wild Wings, Chipotle, Golden Corral, First Watch, and Silver Diner; expand KLW to food service outlets managed by Compass Group, operating in hundreds of museums, airports, and sporting arenas; promote the KLW program to its member restaurants, including by launching a KLW resources library that incorporates healthy recipe swaps and a recipe book with pre-certified recipes; develop a new healthy dining database for parents featuring KLW-approved meals from participating restaurant brands; create a nutrition education and training module for workforce programs; and launch a communications campaign and educational toolkit to promote healthier options on children’s menus.
   
• TYSON FOODS: Over the next 7 years, Tyson Foods will invest $255 million into anti-hunger charities to expand access to nutritious protein products, with a focus on rural and underserved areas. It will commit an additional $20 million to provide evidence-based nutrition learning programs for children and their families in the over 100 communities where Tyson operates. In addition, Tyson commits to reformulating and improving the nutritional value of its prepared foods portfolio, with a focus on reducing sodium.
   
• WALGREENS: By 2030, Walgreens commits to increasing the selection of fresh food in its stores by 20% to include a greater variety of fresh produce and other healthy choices, on top of existing dairy and shelf-stable packaged fruits and meats. It will work in partnership with local distributors and prioritize underserved communities. In addition, Walgreens commits to implementing new solutions to highlight healthy ingredients and further reduce harmful ones, while eliminating non-compliant items across the portfolio.

Pillar 4 – Support Physical Activity for All

• COMMUNITY GYMS COALITION: The Community Gyms Coalition will leverage its 15,000 partner gyms – including Anytime Fitness, CrossFit, Orangetheory Fitness, and Planet Fitness – to launch a nationwide Fitness is Essential campaign. Through this campaign, the Community Gyms Coalition will add new resources and signage on nutrition and healthy eating for its facilities; encourage member gyms to extend free day passes to interested members of the community and provide one million free, half-hour health and fitness consultations by 2025; and offer free public access to its brands’ nutrition and physical fitness tracking apps.
   
• MYFITNESSPAL: By 2030, the healthy living smartphone application MyFitnessPal will provide free, premium-level membership to its nutrition and fitness app to at least 1 million Americans nationwide at-risk for diet-related disease, so that they have the chance to track their diet, enhance their fitness, and learn how to improve their nutrition and overall health. MyFitnessPal will work with community health organizations and Federally Qualified Health Centers to identify, reach, and enroll at-risk populations. It will also develop a new educational content series on making healthy choices and finding opportunities to stay physically active, even while on a budget.  
   
• NATIONAL RECREATION AND PARK ASSOCIATION (NRPA): The National Recreation and Park Association will provide training and $5.5 million in funding to park and recreation departments in over 175 historically disinvested communities to support delivery of healthy food and promotion of physical activity, as well as mental and physical health programming. Through this effort, NRPA commits to serving 25 million meals at park and recreation sites, and to providing $5.5 million in grant funding to promote access to programming and infrastructure that increases physical activity and improves mental health for 1.2 million community members by 2026.  
   
• SPECIAL OLYMPICS: Special Olympics will launch a new, multi-part initiative to expand fitness, nutrition counseling, health coaching, and SNAP-Ed benefits for people with intellectual disabilities. In 2023, Special Olympics will invest in research to demonstrate the utility and cost-effectiveness of nutritional assessment tools for people with intellectual disabilities. It will also develop and disseminate two best practice toolkits on inclusive health coaching and SNAP-Ed models to promote evidence-based nutrition education and obesity prevention methods for people with intellectual disabilities. By 2030, Special Olympics commits additionally to training 5,000 fitness professionals on inclusive fitness methods and to providing inclusive fitness curricula to at least 1,500 physical education, physical therapy, and public health trainees.
   
• YMCA: By 2030, YMCA commits to serving more than 140 million meals to kids in need, teaching more than 5 million children and youth to swim, delivering sports programming to 6 million youth, and providing safe and healthy play environments to more than 4 million preschool children. By 2025, with the support of the National Park Service, YMCA commits to giving 24,000 youth across 15 under-resourced communities their first National Park and day camp experience. And in 2023, with the support of the Centers for Disease Control & Prevention, YMCA commits to expanding its evidence-based health programs – such as the Blood Pressure Self-Monitoring Program, which teaches adults how to self-monitor their blood pressure; EnhanceFitness, which provides physical activity to support adults with arthritis management; and the Diabetes Prevention Program, which provides small-group lifestyle nutrition coaching on healthy eating and physical activity to those with prediabetes – to 45 new communities across the country.    

Pillar 5 – Enhance Nutrition and Food Security Research 

• CHILDREN’S HEALTHWATCH: By 2030, the nonprofit Children’s HealthWatch will raise $1.9 million to advance research and deepen understanding of available interventions for lifting families with young kids out of poverty, including funding and conducting three new studies focused on alleviating food insecurity for low-income families.
   
• GROW LOCAL: Food technology company Grow Local and its in-home aquatic gardening subsidiary AquaTree will invest $500 million over the next five years to launch a national public-private partnership that will: facilitate scientific research on nutrition and healthy habit formation; partner with health systems to maintain more intensive nutritional care for patients coming home from the hospital, and to provide nutrition education and guidance services for kids after school; implement a K-12 digital platform that provides nutritional education, food advocacy, and entrepreneurial skills to thousands of schools; and organize an annual Tech, Education, Health, Nutrition, and Sustainability (TEHNS) Summit to bridge silos between the health care, education, food, and technology communities and promote healthier eating for all.
   
• INTERNATIONAL FRESH PRODUCE ASSOCIATION: The International Fresh Produce Association will launch a new public database in 2023 called Produce in the Public Interest to house and disseminate research about national fruit and vegetable consumption with a focus on identifying and mitigating barriers to improving eating habits. It will also produce and distribute resources to improve nutrition literacy, and facilitate a public-private partnership between the Partnership for a Healthier America and the states of Indianapolis and Denver to double residents’ consumption of fruits and vegetables by 2030.  
   
• ROCKEFELLER FOUNDATION and the AMERICAN HEART ASSOCIATION: Launching in spring of 2023, the Rockefeller Foundation and the American Heart Association, with inaugural partners including Kroger, plan to mobilize $250 million to build a national Food is Medicine Research Initiative. This research initiative will generate the tools and definitive evidence necessary to help the health sector design and scale “food is medicine” programs to improve both health and health equity and reduce overall health care costs. Alongside patients and leaders in government, academia, health care, industry, and community-based organizations, this initiative will accelerate public understanding and use of “food is medicine” programs as an integral part of the health care system.  
   
• SEAFOOD NUTRITION PARTNERSHIP: The Seafood Nutrition Partnership will commit a minimum of $280,000 over the next 8 years to improve public knowledge of essential nutrition that has been shown to improve brain health. It will: launch an Eating for Brain Health Program to educate moms on the nutrients required to reduce pre-term birth risk and foster healthy early brain development; and conduct research to measure and map Omega-3 EPA and DHA deficiencies across the country to prioritize the roll-out of its education programs to the areas of greatest need.
   
• UNIVERSITY OF ARKANSAS SCHOOL OF LAW JOURNAL OF FOOD AND LAW POLICY: The University of Arkansas School of Law will focus the Spring 2023 issue of its Journal of Food and Law Policy on hunger, nutrition, and health.

Each of these commitments demonstrates the tremendous impact that is possible when all sectors of society come together in service of a common goal. The Biden-Harris Administration looks forward to working with all of these extraordinary leaders and to the many more that will come forward to end hunger and reduce diet-related disease by 2030.

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KinderCare Learning Center Reviews & Ratings by 27 Employees

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in Egypt, AR

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in Canton, MI

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5 / 5

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4 / 5

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5 / 5

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5 / 5

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4 / 5

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5 / 5

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5 / 5

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5 / 5

in Arlington, TX

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in Fort Worth, TX

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5 / 5

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5 / 5

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5 / 5

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in Dayton, OH

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in Smithtown, NY

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in Fort Collins, CO

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in Merrimack, NH

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in Las Vegas, NV

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2 / 5

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3 / 5

Is KinderCare Learning Center a good company to work for?

KinderCare Learning Center has an overall rating of 3.3 Average Rating out of 5, based on over 15
KinderCare Learning Center Review Ratings left anonymously by KinderCare Learning Center employees, which is 15% lower than the average rating for all companies on CareerBliss. 60% of employees would recommend working at KinderCare Learning Center.

Does KinderCare Learning Center pay their employees well?

KinderCare Learning Center employees earn $24,000
annually on average, or $12
per hour, which is 64% lower than the national salary average of $66,000 per year.
4 KinderCare Learning Center employees have shared their salaries on CareerBliss. Find KinderCare Learning Center Salaries by Job Title.

How satisfied are employees working at KinderCare Learning Center?

60% of employees would recommend working at KinderCare Learning Center with the overall rating of 3.3
out of 5.
Employees also rated KinderCare Learning Center
3.1 out of 5 for Company Culture,
2.8 for Rewards You Receive,
2.8 for Growth Opportunities and
3.2 for support you get.

What is the highest paying job at KinderCare Learning Center?

According to our data, the highest paying job at KinderCare Learning Center is a
Sales and Marketing Analyst at $150,000 annually. Browse KinderCare Learning Center Salaries by Job Profile.

What is the lowest paying job at KinderCare Learning Center?

According to our data, the lowest paying job at KinderCare Learning Center is a
Group Leader at $14,000 annually. Browse KinderCare Learning Center Salaries by Job Profile.

What are the pros and cons of working at KinderCare Learning Center?

According to reviews on CareerBliss, employees commonly rated
the pros of working at KinderCare Learning Center to be Company Culture, People You Work With, Person You Work For and Support You Get,
and cons to be Growth Opportunities and Rewards You Receive.

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How a corporate kindergarten affects business results – Home Credit on vc.

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Increased engagement, reduced workplace anxiety

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Being a working mother with a small child is difficult: basically, it is women who, to the detriment of their careers, have to adjust their schedule to the daycare schedule or take sick leave. To help its employees, 11 years ago, Home Credit Bank was the first in Russia to open a corporate kindergarten. Let’s talk about what came out of it.

Why did we open a kindergarten

A study by Kontakt InterSearch Russia showed that 56% of companies do not have programs to adapt and support employees after they leave the maternity leave. Although many women are interested in personal fulfillment, want to earn more and get promoted, they are valuable for business. At the same time, working mothers are almost completely responsible for the child alone. This is an additional burden that makes it difficult to focus on work and takes time.

Corporate kindergartens are a solution that benefits both employers and employees. For the former, this is a way to support working women and strengthen the team with experienced and loyal staff with a high level of motivation. For the second – the opportunity to build a career and not worry about the child. However, in Russia such projects are still isolated cases.

In 2011 we opened a kindergarten at the contact center in Obninsk. It was the first such project in Russia. First of all, we wanted to take care of the employees: so that they work efficiently, focus better on work tasks. Of course, there were many doubts, but we overcame everything. And in 2018, we expanded the project and opened a group in a kindergarten in Tomsk.

Olga Sidelnikova

What result did

get

• Strong HR brand

Being able to take your child to a nice garden a stone’s throw from the office (or right in the office building) works better than free lunches or corporate English. In Obninsk, for example, many people know that the bank has its own garden, which is a big plus for applicants.

The corporate garden is part of the employee incentive system. Seats are allocated on a first come, first served basis; Parents who have shown good results get into it – they are recommended by the heads of departments. Such a system eliminates conflicts and makes the process fair and transparent. Employees do not have any additional obligations to the bank (except for compliance with the rules for staying in the kindergarten). You do not need to pay anything either, all expenses are covered by the bank.

• Minimum staff turnover

After just five years of the kindergarten’s operation, the bank’s employee satisfaction indicator, eNPS, increased by 1.5 times, engagement – by 1.25 times, work experience – by 1.5 times. Now the average work experience in a bank contact center in Obninsk is 6 years, and in Tomsk – 4 years 3 months, although usually people work in call centers for 1.5-2 years

What it looks like in practice

In Obninsk, a full cycle kindergarten is organized right in the contact center building. Children spend the whole day in it, sleeping, walking, playing and learning according to the Montessori system.

Parents do not worry during the day about how their child is doing. They are not distracted by parental chats, do not waste time on phone calls to educators. They concentrate on work because they know that their son or daughter is under supervision. At the same time, at any moment they can go down to him or see how the child is walking – just look out the window.

Viktor Bakhmet

This is how a group looks like in a kindergarten in Obninsk

In Tomsk, a kindergarten has been opened in the current pro-gymnasium “Winnie the Pooh” a stone’s throw from the office. Places in it are received by parents of children from 1.5 years old. The kids have a music and sports halls, a swimming pool and a sauna, a classroom and even their own theater for celebrations.

We realized that we are constantly looking for new employees, while many talented and experienced employees are on maternity leave. We have active young parents who want to devote more time to their careers. We went towards them. We try to provide places for everyone. Of course, we turn to the manager for recommendations – the priority is employees who want to work and develop in the bank.

Dmitry Vlaskin

Children from Home’s corporate group at a lesson at the Winnie the Pooh gymnasium

How to open a garden

If you are also thinking about opening a corporate kindergarten, here are the questions we recommend asking yourself at the start.

• What do you need kindergarten for? What are the business goals of the company? For example, we focused on employee retention and loyalty, and achieved both goals.

• How much are you willing to spend to implement the idea? Define the maximum. Keep in mind that it is worth considering the costs not only for opening a kindergarten, but also for its maintenance: updating furniture and toys, salaries for employees, food.

• Where and in what format is it better to open a garden? The closer the kindergarten is to the workplace, the more convenient it is for people. The building of the call center in Obninsk belongs to the bank, so they opened a garden right in it. In Tomsk, the call center operates in rented premises, so the best option for us was a group in a good kindergarten near the office.

• In which city to open a kindergarten? This item is for businesses with an extensive branch network. We focused on the benefits for business and employees and chose cities with these factors in mind.

When we opened the first kindergarten in our building, it seemed that the task was impossible. I had to independently study the legislation and go through a lot of approvals. For those who follow our path today, I would advise you to open a group in a working kindergarten, it is still much easier. But for some, our path is the only way to open a kindergarten. Do not be afraid to follow it, the result in any case will be worth the effort.

Denis Gritsenko

Why corporate kindergartens are the future – Maxim Natapov – Children – Site materials – Snob

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Maxim Natapov /

02/16/17

Managing Partner of One! International School Maksim Natapov continues the series of materials on education.

In this article, he talks about why companies need corporate kindergartens and why employers need to ask for an extended social package

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According to the American company Bright Horizons, which manages 1,000 corporate kindergartens worldwide, in 84% of cases, an extended social package, which includes the opportunity to send a child to a corporate kindergarten, becomes a determining factor for employees when choosing a job . The employer does not have to pay them much more than the market average. Instead, you can simply expand the list of your obligations to the employee. For example, on Google’s Silicon Valley campus, more than 10,000 employees have the opportunity to eat, drink, sleep, dry clean, play table tennis, learn how to dance salsa, go to the fitness center, use the services of a masseur and give children all-day caregivers. absolutely free. Corporate kindergarten in such companies is the new norm. After all, when the child is at work, it is much more comfortable for parents to work.

In Russia, corporate kindergartens are not yet very common and are opened only in individual companies, but we want to get this market off the ground. Corporate gardens not only increase the prestige of the employer, but also allow parents to be more mobile and maintain a balance between personal life and work. What is especially important in Moscow, a city with complex logistics, where parents do not have much time to communicate with their child.

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What are the advantages of corporate kindergartens

Many do not even think that a kindergarten can exist on the basis of their place of work. I would like to turn to parents with advice: “Do not be afraid to express your needs!” It is necessary that the employer knows that these social conditions are important to you and you pay attention to them. This talent retention tool must work at full capacity – the employer must give you the services that you need. Even 10-15 years ago, no one could have imagined that medical insurance and a fitness club card would become familiar items of a social package. The same will happen with the gardens in the coming years.

• Corporate Kindergarten is customized to your needs. If work in your company starts at 9 am, then the garden will open the doors from 8, if your company speaks Chinese, then we can start teaching your child Chinese, if IB standards are important to you, then in our kindergartens you can get.

• Increases your mobility. You save your time and your energy. You no longer need to run after the child by 6 pm, and the backup care function allows the parent to use the nanny if it suddenly fails to pick up the child and take him home on time. You can get out of the decree for six months, or even a year earlier.

• Work motivation and your loyalty to the company improve. Life ceases to have a clear boundary between “at work” and “at home”. You are not in a hurry to finish things as soon as possible in order to pick up your child from kindergarten early, breaking through Moscow traffic jams.

• You communicate more with your child. You have extra time to communicate with your child – on the way to work, at lunchtime and on the way home.

Photo provided by the press service

Many employers have all the resources to organize a turnkey corporate kindergarten. There are several financial models: in one, the company fully covers the cost of premises and staff, in the second, the company partially covers the costs, allowing employees to use the garden for little money. Now a third of the offices in Moscow are not filled to capacity, and most companies have free space, so why not give a small room for a kindergarten? This will increase employee loyalty, avoid the turnover of valuable personnel and provide significant advantages when hiring new employees.

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Corporate kindergarten

09.12.2020

Corporate kindergarten is a space specially organized by the employer for the temporary stay of children in the office or in its vicinity. Here, parents can leave the child for a few hours or for the whole day, running in from time to time to visit or feed him. This model of organization of preschool children’s education has become widespread in large companies in Europe and the USA.

The emergence of an idea in Russia

For the first time, the experience of organizing corporate kindergartens was widely discussed in 2012, when the heads of HR departments of the country’s largest companies launched a series of conferences “Family and Business”. As part of this event, special attention was paid to the issue of the optimal balance between work and personal life and the reasons why it is useful for business to support the family values ​​of employees. Interest was driven by significant demographic changes and economic trends. The structure of the modern family has changed a lot: today both husband and wife most often work both. Plus there is the problem of incomplete families. Thus, the increase in the number of women in the labor market, including those with small children, has an impact on corporate culture. As Tatyana Ananyeva, CEO of Recruitnet.ru, emphasizes: “It is worth noting that more and more companies are moving from small projects to large system programs. And they see how positively it affects business results.”

Those who deal with the needs of family workers focus on the low availability of preschool institutions. After the birth of children, young employees of companies face the problem of a lack of places in public preschool institutions, the high cost of attending private kindergartens, as well as the cost of nannies and private teachers. Many families either do not have the opportunity to send their children to kindergartens at all, or kindergartens are far from the home and place of work of parents. Therefore, young employees are often forced to change jobs, restructure their work patterns, which affects the efficiency of the enterprise as a whole.

It is this aspect that makes the corporate kindergarten and nursery an ideal solution for organizations that employ predominantly young people. This kind of investment is an integral part of corporate social responsibility. Traditional means of material motivation have become obsolete, so employers have to change and modify the types of incentives.

The decision to open a corporate kindergarten meets many modern trends in strategic personnel management, such as:

• creating a positive image of the employer,
• creating a family-friendly business culture,
• maintaining a harmonious balance between work and personal life (work-life balance),
• supporting a healthy lifestyle,
• Multicultural and diversity management.

Benefits of a corporate kindergarten for an organization

What specific benefits can a company bring from a decision to open a special kindergarten?

• Get more flexibility for your employees. If the working hours of a children’s educational institution correspond to the needs of employees, then young parents will not have the question of changing their work schedule so that in the evening they can keep up with their child in a nursery or kindergarten. In addition, a kindergarten in the immediate vicinity of work saves employees time and, importantly, energy to solve work problems, because they immediately go to work without bringing their children somewhere specially. Parents plan their working time more easily, labor productivity is growing, and the climate in the team is improving.
• Save valuable employees . The corporate garden serves as a good help for companies not to look for replacements for employees with children if they are forced to leave in order to adapt to better conditions for their children. This reduces the cost of hiring and training new staff. The return of young mothers to work before the end of maternity leave is painless.
• Increase the involvement and loyalty of staff to a family-oriented company, which, as studies have shown, has a positive effect on employee performance. The opportunity for parents to watch their children play, walk, eat during breaks gives them confidence in the well-being of the kids, which has a beneficial effect on the quality and productivity of work and the respect of employees for the company.
• Create an attractive company image for future employees . Steps in this direction are significant for the company’s image in the framework of corporate social responsibility. Companies that support families attract young qualified personnel, for whom one of the decisive factors in choosing an employer is the ability to harmoniously combine work and family.
• Promote gender equality . Corporate kindergartens provide additional professional opportunities for women, which is significant in the framework of diversity management. Men, in turn, also get the opportunity to participate in childcare and develop their parenting skills.
• Maintain the reputation of a modern company : The best results are achieved in organizations whose policies are focused on the well-being of their employees. These include job flexibility, support for new parents, solutions for women with children, and support for education. But the modern equipment of office space is only the second most important factor.

Thus, the employer receives a number of competitive advantages: from direct economic benefits from reducing costs associated with staff turnover, increasing employee loyalty and, most importantly, employee engagement, and up to improving reputation and strengthening brand positions.

Impact of the economic crisis on corporate kindergartens

Many companies fear that opening corporate kindergartens comes with a number of hurdles due to anticipated set-up costs, licensing issues and bureaucratic red tape. But the cost of renting, re-equipping and modern equipment of premises for a kindergarten, building a playground – and sometimes a swimming pool – are fully paid off due to the ability to attract and retain talented young professionals.

So, even in the midst of the crisis, the well-known drug manufacturer Evalar not only did not close its corporate kindergarten, but also continued to compensate more than 80% of the amount for the maintenance of employees’ children in the kindergarten. As Larisa Prokopyeva, General Director of the holding company, explained, this step made it possible to reduce the “turnover” of personnel at the enterprise from 13.4% in 2012 to 7.1% in 2014 over 2 years, and also turned out to be the most attractive component of the compensation package for scarce qualified personnel from many major cities in the region.

Home Credit and Finance Bank had similar motives, which did not cut its spending on a corporate day care center set up for the benefit of the bank’s 2,000 contact center employees, most of them women. For a large company, the cost of maintaining a kindergarten is not high, but the result is obvious: parents of small children plan their working hours easier and work better.

In difficult times, companies try to optimize costs and, as practical experience, for example, ABBYY shows, a kindergarten is a profitable investment. In the Moscow office of the company, a mini-garden for preschoolers was opened, where children can play with a teacher while parents are busy with work matters. ABBYY Deputy HR Director Natalya Novikova said that the company’s management compared the costs of maintaining a mini-garden with the benefits that 70% of the company’s employees – parents with children – will receive, and decided in favor of a mini-garden.

The crisis prompted the management of the Novospassky business district to turn to One! International School, which specializes in the creation of corporate kindergartens, with a proposal to place a kindergarten right on the territory of the block. This initiative was supported by many tenants who were interested in giving their employees the opportunity to leave their children under reliable supervision up to 12 hours.

There is another important point. By creating a corporate garden, the company contributes to the infrastructure of the city, which may receive approval and even subsidies from local authorities. In the end, the company also wins because it develops good relations with the authorities.

Advantages of organizing a corporate kindergarten for families

The most significant factors in the work of a corporate kindergarten for young families:

• modern bilingual kindergarten with a unique program designed specifically for the children of employees,
• Montessori pedagogy, as it involves a group of different ages , which is especially convenient for companies with a small number of children of employees and parents with 2 or more children,
• support for employees in their parental role by the company and kindergarten operators and guarantee a high level of education and upbringing,
• the opportunity to receive financial assistance in paying the cost of staying in a kindergarten,
• the opportunity to harmonize work and family processes,
• a full guarantee of a place in a nursery or kindergarten (Due to long queues and lack of places in municipal kindergartens, women are forced to sit with their children at home, taking maternity leave),
• location in close proximity to the place of work, in order to eliminate the problem with daily trips to children’s educational institutions.

Organizing a corporate kindergarten

On the one hand, the guarantee of the success of the project to create a kindergarten is the use of the interest of the parents themselves and the willingness on the part of the company’s management to support the project as it corresponds to its values.

The very process of organizing a kindergarten is very burdensome: it involves obtaining permits from Sanepidnadzor, Rospotrebnadzor, resolving issues related to equipping playrooms and bedrooms, catering and recreation, and fire safety. Therefore, an increasing number of companies are shifting the burden onto the shoulders of special providers – companies purposefully engaged in opening corporate and private kindergartens. They deal with financial, legal and organizational issues and provide a wide range of services for the creation and management of kindergartens: from a business plan and renovation of premises to recruitment and development of development programs.

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90,000 kindergarten and not only

kindergarten and not only

Alexander Zakharov

Why are there no corporate kindergartens in most Russian companies and that employers offer in return

Corporate kindergarten – we have everything – everything is corporate kindergarten. even more rare. Until the middle of last year, it was easier for organizations not to advertise this practice due to the difficulties in paperwork. It seemed that a special bill passed by autumn would change the situation. But even now, when the relevant law has been signed, employers are in no hurry to allocate office space for kindergartens.

One of the main reasons seems to be that almost no one believes in the idea. Surveys conducted by the Superjob research center commissioned by The State magazine confirmed that in many cases, employees do not expect that such an employer initiative will ever be possible in their company. But more importantly, there is no hope of significant returns from corporate kindergartens in company management.

“Partners are being careful”

Last August, the city government issued a draft resolution prescribing the procedure for organizing corporate kindergartens. Since last autumn, companies in Moscow have been able to legally open kindergartens. Back in September, it was expected that official kindergartens would appear in Moscow in several dozen office buildings. According to the Moscow Department of Education, 20% of 74 large companies surveyed in the capital are interested in creating a corporate kindergarten. But there are few such projects even in the capital, where there are enough large enterprises, and budgets for HR programs are higher. There are almost none in the regions.

For example, it is known that there is a corporate kindergarten at the UNESCO headquarters. Some companies, such as the RIA Novosti news agency, have children’s rooms open for only a few hours a day. In other cities of Russia, some city-forming enterprises and state institutions also have kindergartens, but there are only a few examples so far, although since last year in the cities of Russia, according to the Moscow model, they also began to prepare a legislative framework. For example, in February, the government of the Ulyanovsk region announced the decision to organize its own kindergarten. “Many officials work late and do not have time to pick up the children,” the regional government explained.

Alexander Gavrilov , spokesman for the Moscow government’s education department, acknowledges that companies are still cautiously examining the situation. “This issue is being worked out, there is interest on the part of large corporations, but this topic has not yet developed further than the negotiations. Our partners are cautious about business,” he said. However, the plans in the capital are not yet abandoned: “This is one of the new ideas, new conditions for preschool education, the so-called corporate kindergartens, when various organizations and firms provide the appropriate premises, the city takes over the funding for the maintenance of children, provides personnel. ”

Solution price

It seems that overseas employers are willing to invest in corporate active kindergartens, despite the fact that maintenance costs are high. How much does kindergarten cost? Much depends on the region, the size of the company, the market and the policy of the employer. Some organizations that open corporate kindergartens decide to fully cover the cost of raising small children of employees. In other organizations, they simply give a discount. The annual Best Companies for Leadership report released earlier in the year by the Hay Group found that 95% of the leading organizations in the world support employees with young children, which is recorded at the level of corporate culture. Organizations in the United States, for example, spend on average about 0.5% of their budget on the children of employees, as calculated by the American consulting company Hewitt Associates.

Interestingly, the company that conducted the survey was ranked as one of the best employers for working families in America. Last year alone, Hewitt Associates provided its own employees with discounts on kindergarten fees in the amount of $83 thousand. The company employs a little less than 11.4 thousand people, more than half of them (59%) – women.

Corporate kindergartens began to appear abroad in the mid-nineties. The situation in many respects was similar to the realities in our country: good kindergartens were no longer available. According to Bright Horizons, which owns a major U.S. daycare chain, 94% of working parents would agree to change companies if there was a daycare near their office, and 23% said they turned down a job offer because the organization did not have a corporate kindergarten.

Eugene O’Kelly , former CEO and Chairman of the Board of Directors of KPMG, once shared an interesting statistic: two-thirds of employees who work on projects without a fixed schedule admitted that they would leave the company if the company did not have a kindergarten. The practice of Western companies has shown that such programs contribute to staff retention, increase employee productivity and reduce the level of absenteeism by 20%. In addition, many appreciate the opportunity to communicate with children while at work.

Natural barriers

In our country, the picture today is in many ways similar to the situation in the US in the mid-nineties, when good kindergartens were almost inaccessible to ordinary employees. But the demand for such programs is just beginning to grow, and the opening of corporate kindergartens is still not a mass phenomenon. A survey of respondents in Russia, conducted specifically for the Shtat magazine by the research center of the portal Superjob , confirmed that most companies do not have a kindergarten. HR managers and other representatives of the personnel departments of enterprises and organizations responsible for recruiting (almost a thousand respondents in total) indirectly confirmed that a corporate kindergarten is a luxury that is available only to a small number of working Russians.

Many organizations decide to invest in a kindergarten in the only case: when it becomes clear that most employees have a common problem – there is no one to leave children with – and by solving it, the company will win. “As a rule, such options are offered by large corporations that have a developed function of corporate social responsibility and a very strong corporate culture. They are also common among companies that are willing to allocate significant budgets to strengthen employee loyalty. Often such organizations are engaged in charitable projects, – says Elena Biryukova , head of the HR recruitment department at Antal Russia. She notes that employers rarely use information about the presence of a kindergarten in the company in order to influence the decision of the candidate: “Corporate schools and kindergartens are usually included in the compensation package for expats. But these are internal programs that, as a rule, are not discussed at the stage of agreeing on a job offer. Yes, and applicants are more focused on basic benefits and are almost never interested in such programs at the stage of considering the proposal.”

“To be included in such a project, an organization must have such a feature as the compact accommodation of the bulk of employees. And in today’s Moscow, this is a rarity, – says Ekaterina Gripas , Head of the Finam Personnel Development Department. – Not everyone can afford to take children from different parts of the city or even from the region to a general kindergarten. At the same time, it is purely technically difficult for companies whose offices are located in the most prestigious areas of the city to find a suitable premise for a kindergarten near the office, with sufficient territory at a reasonable price. And the ecological situation in these areas is not the most favorable. In addition, it should be taken into account that the staff of each company is quite strongly stratified in terms of income and the need for preferential kindergarten is usually not for those employees who can carry children with them. The latter category, as a rule, does not have problems with placing a child in a kindergarten.

“Funding of the main expenses for the operation of corporate kindergartens will be carried out at the expense of the budget of the city of Moscow,” the resolution document says. But metropolitan organizations are still in no hurry to allocate and rent space for kindergartens, realizing that such an innovation will still require significant costs. “We did not consider the possibility of creating a corporate kindergarten for ourselves,” says Ekaterina Gripas bluntly. She believes that there is a perfectly reasonable explanation for the absence of kindergartens in most metropolitan companies – the matter is just in the budgets: “Companies that are financially able to “pull” the maintenance of their own kindergarten, even on shares with the city, and also having a sufficient number of employees with children of the right age, not so much at all.”

The inability to accommodate a large enough group of children, small families and the high cost of renting space in large cities seem to be the main obstacles that prevent organizations from considering such large-scale projects seriously. “Most of our employees live in the Moscow region, it would be very inconvenient to take children to an office in the center of Moscow,” an HR manager from one of the companies admitted in a Superjob survey commissioned by Shtat magazine.

Other options

At the same time, companies are willing to invest in programs for the children of employees. The “State” found out what benefits employers offer and why organizations develop “children’s” projects.

“We don’t have corporate kindergartens, but there are programs for children,” Elena Asanova , head of the PR department at Real-Hypermarket, told . Maria Shipovalova , head of the company’s HR department, notes that programs for employees’ children are an important part of the company’s compensation package. “With candidates who have children, we always talk about these points during the interview. Such programs are an important part of our social package. We try to encourage families with children, this is the philosophy and social position of the company, both in relation to customers and employees.” For the children of employees of “real-Hypermarket” compensation is provided for a significant part of the expenses for trips to children’s summer health camps, New Year trees with gifts and creative contests with prizes are held.