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HomeMy WebLinkAboutPACKET Family Advisory Board 2023-04-06FA R EG IL,,,.Y 1. o VD A R 11 SORY BOARD EEFINC April 6, 2023 3:30 p.m. Room 203 AGENDA 1. Public Comment. 2. Special Minutes dated February 24, 2023 and Board Consideration Minutes dated March 2, 2023. 3. Staff Liaison Report. Deputy Town Administrator Damweber 4. Sunsetting Discussion and Next Steps. Board Discussion 5. Identified Priorities. Board Discussion 6. Follow Up on Family Listening Sessions. Board Discussion 7. Early Childhood Council of Larimer County Report Chair Almond on Potential 2023 Ballot Issue. 8. Recommendations to the Town Board. Chair Almond and Vice Chair Ferrell 11. Key Takeaways & Follow Up. Vice Chair Ferrell Adjourn. Town of Estes Park, Larimer County, Colorado, February 24, 2023 Minutes of a Special meeting of the FAMILY ADVISORY BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Estes Valley Investment in Childhood Success Family Resource Center, Unit A, 1182 Graves Avenue in said Town of Estes Park on the 24th day of February, 2023. Board: Members Nancy Almond, Vice -Chair Deanna Ferrell, Aleta Kazadi, Rut Miller, Jessica Moffett, Nicole White, and Sue Yowell Also Attending: Deputy Town Administrator Damweber Absent: Vice Chair Deanna Ferrell, member Aleta Kazadi, and Town Board Liaison Younglund Chair Almond called the meeting to order at 2:02 p.m. PUBLIC COMMENT. Laurie Dale Marshall, Estes Valley Investment in Childhood Success (EVICS) Director shared information on opportunities for building and expanding Early Childhood Education capacity in the Estes Valley. REVIEW THE WORKFORCE AND CHILDCARE FUNDING PLAN FOR LODGING TAX (6E) FUNDS. Deputy Town Administrator Damweber provided an overview of the proposed 6E funding plan. IDENTIFY FUNDING PLAN RECOMMENDATIONS FOR TOWN BOARD CONSIDERATION. After discussion, it was moved and seconded (White/Yowell) to recommend the Operating Plan reflect a partnership with EVICS for the execution of specific activities within the plan that align with EVICS expertise and scope of work and designate pass -through funds for those purposes, and it passed with Member Miller abstaining. Member Yowell left the meeting at approximately 3:00 p.m. It was moved and seconded (White/Miller) to recommend the Town Board designate 6E funds to update the 2018 Childcare Needs Assessment and create a Community Childcare Strategic Plan, including short and long-term goals and projected allocations of funds for meeting the community's childcare needs; and the 2024 Town Strategic Plan specifically reference the administration of 6E Lodging Tax Funds, and appropriate strategies and outcomes to ensure accountability and success, and it passed unanimously. It was moved and seconded (White/Moffett) to recommend the Town Board direct staff to create a Stakeholders Advisory Team comprised of key partners currently executing programs and services related to housing and childcare, to meet prior to the development of the annual funding plan and as needed based on opportunities or needs as they arise, and it passed unanimously. There being no further business Chair Almond adjourned the meeting at 3:42 p.m. /s/Jason Damweber, Deputy Town Administrator Town of Estes Park, Larimer County, Colorado, March 2, 2023 Minutes of a meeting of the FAMILY ADVISORY BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held in Rooms 203 of the Estes Park Town Hall in said Town of Estes Park on the 2nd day of March, 2023. Board: Chair Nancy Almond, Vice Chair Deanna Ferrell, Members Aleta Kazadi, Rut Miller, Jessica Moffett, Nicole White, and Sue Yowell Also Attending: Town Board Liaison Younglund, Deputy Town Administrator Damweber, and Deputy Town Clerk Beers Absent: None. Chair Almond called the meeting to order at 3:35 p.m. PUBLIC COMMENT. Chair Almond recommended amending the agenda to add a Chair Report after the Police Department Co -Responder Program, a follow up discussion regarding the recommendations to the Town Board from the February 24, 2023 Special FAB Meeting, and a discussion regarding the Town Boards decision to sunset the FAB, and the FAB was in agreement. PUBLIC COMMENT. Bell Morris/Town citizen stated concern regarding the Town Boards decision to sunset the FAB and recommended members consider meeting with other advisory boards to discuss their evolution based on community needs. She stated the importance of new employees overseeing the 6E fund spending working directly with local organizations and advocacy groups. Laurie Dale Marshall/Estes Valley Investment in Childhood Success Director stated housing and childcare needs are important and there are more opportunities now than in the past. MINUTES DATED FEBRUARY 2, 2023. It was moved and seconded (Yowell/Miller) to approve the meeting minutes dated February 2, 2023, and it passed unanimously. STAFF LIAISON UPDATE. Deputy Town Administrator Damweber stated the Town Board approved the Workforce and Childcare Funding Plan which would be presented to the Larimer County Board of County Commissioners for consideration. He stated the Town would consider contributions toward the YMCA of the Rockies to assist with filling childcare positions which remain vacant. He stated a childcare needs assessment would be completed in 2023. He stated the Board have mentioned the need for a task force to inform the Board on the childcare needs and other issues. The Town Board would be identifying a spending plan for 6E funds during the 2024 Strategic Planning process. Chair Almond stated FAB had received criticism in the past for lack of recommendations to the Town Board and requested clarification on the process of informing the Town Board of advisory board recommendations. She questioned how providers are informed on funding options available through the Town. Discussion ensued regarding home - care service providers and how they would be informed of funding options available through the Town. He stated infant and toddler care continues to be a service gap in the community and clarified the 2023 budget allocates $100,000 toward childcare. Discussion ensued regarding the Estes Valley Recreation and Park District Community Center which could be renovated and used for infant and childcare and would be considered as an option. Family Advisory Board — March 2, 2023 — Page 2 POLICE DEPARTMENT CO -RESPONDER PROGRAM. Kristi Capo, SummitStone Co -Responder with SummitStone and clinical mental health provider reviewed services provided and the typical calls which they respond to. She stated calls range from family disputes, general mental health related de-escalation, or contact connection for resources and referrals. Services encompass all of Larimer County and she acknowledged the difficulties individuals face in crisis who need services which are only provided outside of the Estes Valley. She stated SummitStone received additional funding to allow for a second co -responder in Estes Park to increase the resource availability 7 days a week. FAB questions have been summarized: whether SummitStone provides referrals to outside agencies including those outside of the Estes Valley; how SummitStone coordinates services with the Estes Valley Crisis Advocates; and if SummitStone responds to mental health related issues at the school. The FAB stated the importance of responders being informed on available resources within the community and they encouraged opportunities to connect with community organizations and ways to support the Spanish speaking members. TOWN BOARD DECISION TO SUNSET FAB - MEMBERSHIP COMMENTS. Chair Almond provided highlights of the February 28, 2023 Town Board Study Session FAB discussion and the discussion to sunset FAB. It was mentioned the FAB could request the Town Board to maintain FAB or members could create a community advocacy group and continue similar work outside of Town Board appointment. Cindy Younglund arrived at 4:42 p.m. FAB comments have been summarized: Concern was stated for lack of support from the Town Board and clarity on directives for FAB; support was stated in advocacy for families in a different way; a community group would be an opportunity to build relationships; interest was heard to form a community group with more flexibility; new members appointed in 2022 stated frustration in the state of the FAB not being identified during interviews; disappointment was stated in the Town Boards decision and interest was stated in advocating for maintaining the FAB. Members of FAB stated the importance of fighting and supporting families, providing resources, engaging with the Hispanic community, and focusing efforts to be most effective. Deputy Town Administrator Damweber stated FAB has elevated the needs of families in the community since formation. At the time FAB was established the Town also formed the Community Initiative Funding program which has been instrumental in forming relationships with outside partners and identifying the needs of the community. He encouraged FAB to consider how they can be most effective in advocating for change and influencing policy decisions on behalf of families. Member White left at 5:05 p.m. Trustee Younglund commended FAB for bringing awareness to family needs and stated opportunity exists for the high energy of members to continue serve the community in a different setting or group. Discussion ensued regarding FAB member interest in advocating against the sunset decision by the Town Board or forming a community group to advocate for families. Consensus was to continue to advocate for the needs of families in the community while maintaining effectiveness. It was moved and seconded (Yowell/Almond) to recommend the Town Board not sunset FAB, and it passed unanimously. There being no further business Chair Almond adjourned the meeting at 5:36 p.m. /s/Bunny Victoria Beers, Deputy Town Clerk , 1111111111101111111111111111111111 January 2023 ovoloolol0000000000000m000p0000m00000000011111111111111 Illoo1100111110:„ 11,111,1111,111,11,111,111,111,111,111,111,111,111,111,1111,111,11,111,111,111,111,111,111,111,111,111,111,1111,111,11,111,1111,111,111,111,111,111,111,111,1 ii1111,11,111,111,111,111,111,111 Illoopo001111111111 01111 000nomonoonco'l un 11111111111110110111111 11,111111111111111111111111111111111111111111111111111 1111111111111111 11 1111119uhloil 10111111 PUBLIC FUNDING FOR EARLY CHILDHOOD 111,11,11,[1111111 MIHI!1111"11111111111111,1, 101 1101 111111111111111111111111111111111 111111111111111111111111111111111111111111111111111111111 11111111111111111111111111111111111111111111111111111111111 111111111111111111111111111111 11111111111111111111111111111 111111111111111111111111111 ,1,1,1,1111,1,1,01111,1,111. ::1110," 1,1[frOijm, 41:10,k„, OlolloNVOl000ppi, EARLY CHILDHOOD COUNCIL OF LARIMER COUNTY For more than 20 years, the Early Childhood Council of Larimer County (ECCLC) has been working to improve services to children and families. Our mission is to bring the community together to share knowledge and resources, build expertise, and work collaboratively to ensure that all young children in Larimer County have the care, support, and opportunities necessary to grow, learn, and succeed. We work strategically together with everyone important in a young child's life —parents, teachers, physicians, and psychologists —to equitably modernize and prioritize quality early childhood experiences. We provide expert coaching and consultation, build leadership capacity, incubate innovative ideas, spearhead community collaboration, advocate for policies and funding, and design and pilot innovative programs. ECCLC is one of Colorado's 34 Early Childhood Councils working to improve services to children and families. The work of Councils is guided by the Early Childhood Colorado Framework. ECCLC is one of the strongest Early Childhood Councils in the state and widely recognized as a center of excellence and a hub for innovative solutions that support long-term, positive, and sustainable change for families in our community. ECCLC is also designated by the State as the Local Coordinating Organization for Universal Preschool. 02 EXECUTIVE SUMMARY Larimer County families currently spend between 20-50% of their annual household income on childcare costs. The cost of care for one child, between $7,000-$20,000 a year, exceeds that of tuition costs of many colleges and universities. Childcare cost and availability negatively impacts younger families who are not prepared to handle this enormous financial burden so early in their lives. This restricts many families' ability to afford other basic needs, including stable housing and food. It also impacts our economy in a big way. Lack of childcare access is estimated to cost Larimer County nearly $100m in lost earnings, productivity and revenue. Quality childcare is essential to ensuring we have thriving, productive generations in the years to come, yet inadequate public investment coupled with a dire lack of qualified workforce means that quality care is out of reach for many families. Today, Larimer County is poised to pave the way for future generations by radically shifting how the childcare sector is funded. By creating a dedicated local public funding stream, we have the opportunity to increase access to quality, affordable childcare for thousands of families in Larimer County. At the same time, we will be able to improve provider compensation and preparation, making childcare an attractive profession that is valued for its positive impact on the lives of families and the children upon whom our future relies. With a question posed to Larimer voters in November of 2023, we propose to raise the Larimer County sales and use tax by .25% (just 25 cents on every $100 purchase). The revenue generated from a successful ballot measure, an estimated $19-$21M annually, will work toward ensuring that no family in Larimer County is paying more than 10% of their annual income on childcare costs. Further, it will support Larimer County early care and education professionals with wage supplements, professional development, increased access to healthcare benefits, and more. Jump to page 14 to see how this will work! 11111111111111'111111111111111'11111111111111111111111111111111111111):w,l'u J 7/ 0 01 17 000. TABLE OF CONTENTS Why is Early Childhood Important? Page 4 Access to Childcare in Larimer County Page 5 Childcare is a Market Failure Page 6 Impacts on Our Community Page 9 Benefits of Increased Investment in Childcare Page 11 Proposed Policy Solution Page 13 Funding Breakdown Page 14 How Did We Get Here? Page 16 Conclusion Page 18 Appendices Pages 19-20 Research and Citations Page 21 I #1# ## 111111111111 „1,1 111111111111 ill ),1) )11x CO A,4 /01 / Sniff # #110 M11111111 111111111 111'111111111111111 l'Ill!1!1!1!11!1!II!1!11!11!1!11!11!1!1!1!,11,111!11!1!11!11!11!111!11!111!1111!1111!11!11'11!1!1,111!1111!11!11!1!ill!111!11!11!111111111)111111!11!11!11!11)10111!,1111!)(fIll!,11!,11!,11!,11!1)!,111',11!,1'1!1,1',11111!'),11!,11!,11!'ll'I!,11!,11!1!',1'1!,11!',11!1!'ll!ll!ll!'11411!111!11!11!11!11! 11111!11!1'1!lrl!ll!'11!11'111111111(11111111'1111'111!1111111111111)111! P11:111'1'Cl111:1l'I‘1111:11!liii'lll1111111l'11111111!11'11111111\1111111111111111111111111‘ililli1111'111'11'1)1111\111j1l'jll)'11:11)1141111?I'il)litl'il\l•i)11\ \111111111111r11,1,11:1,1,11111:11111111111rul WHY ARE THE FIRST FIVE YEARS SO IMPORTANT? )))11 lo 11111111 ooll000000llooloorolooliooloo‘iiill''' 10 00 0.0000.1000000000000000000000000000 1.110011111111111001111111101111111111111111111011111mmmmmmmmmmm011111111 101 Illmilimoo111111111011111111111gmmmll11111 The science of brain development shows that children form more than a million new neural connections every second within the first five years of life. Children's earliest experiences with their caregivers directly impact how these neural connections are made, laying the foundation for all future learning, behavior, and health. The caregivers that interact with our children in their first five years, from parents, grandparents and babysitters, to early educators such as child care providers, are the stewards for early growth and development. Numerous studies have shown just how critical it is for our children to have high quality early experiences to ensure they are able to be successful and thrive from day one. 64, "AAAan "MIA ' 1111,1111 1#11 mi)? )4111111#11## ruiri , ,(// 4#611,1111011111 100 111 Pit )1) IT „Ti 111111 Imk 0 01000))))))01 00 0 000)))) 0)))))0 ) Nicholas Knatoll and Shend Wimathan cili[clitk111),J '„;(,11,[(,C( i()11 afiid Janus ilea man 4 0,1 1111\11011111111111111111111111111111111111111111110000111111111,11111,111111100oolpo. 111111111111111i11111 1111 111111filoN1101111111111111111111111111111111111111111111111111111111111111111111 110 111111111111111111111111 1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 fli1111111111111111noliono oo,, 1.1.unly.111.1111.11.1.11.11.11.11.11.11.11.11.11.11.11.11.11.11.11.11.111.11.11.11.11.11o.vii.1111111.11,11,11,1,1,1,1 ot,,111111111111111111111111111111101111111,1,11, 111'11"1101000 01110100 000000001000000000000 1.1,11.1.1.1.1, .11 11.1111111,1111,111.1,11,01,14o, tiiii11111111111111111111 '1111111 // f//// //pool /0000000lool0000000looloolool " 10100oo000Hoh W II 111111111111111 / 0/7 Lack of Access """""""".11111111111111111 11110111111111111111111111111111,,,,,,,,,,,,,,„„„„„„„„„„„„„ 0000000000000000000000000 000 00m000 10[01010010111111111111111111111111111,111,111,111,111,111111111111 ,111\111.111,1„1 00000000000001111000000000000 lo„101E1111111 yoo 00 I '010000ol00000000000000000000000000000000000000000 oom 111111111111 111111111 11,0000000 (, 11 Larimer County is facing a crisis in early childhood care and education. Based on 2019 estimates, licensed capacity for child care is only 25% of projected demand for infants and toddlers, and only 64% for preschool age children. This challenge is not new and recognition of it as a major barrier to the economic and social success of our community is widely held. The Talent 2.0 Regional Workforce Strategy report released in 2017, identified lack of access to child care as one of three key barriers to workforce recruitment and retention in Larimer County. As such, the Larimer County Board of County Commissioners made expanding access to quality child care a key priority of the County's 2019 - 2023 strategic plan -- Goal 2, objective 3: "By 2023 Larimer County, with public and private partners, "will increase quality child care capacity by 50% by identifying and implementing investment strategies in the areas of workforce, infrastructure and funding that result in long-term systems change." The Children's Equity Project notes that systemic inequities begin before birth and follow children into the early care and education (ECE) system, one of the first systems with which they interact. In fact, families' access to childcare, their children's experiences while in care, and the outcomes they take with them as they transition into school and beyond, can vary drastically based on their race, ethnicity, and language. Outcomes for children of color and those living in poverty continue to fall short of those of their peers. Larimer County School District data continually demonstrates that historically marginalized populations are not graduating on time. Child health data at the state level demonstrates that health and mental health outcomes for children of color, and other marginalized identities, continue to be worse than for their peers. 11111(1'11111111111111111111711 1111., CHILDCARE IS A MARKET FAILURE 06 Impact on Families The average cost of child care in Larimer Count is $199-$324 weekly, depending on the age of the child. This equals roughly $9,500-15,500 a year, per child. That means the average Larimer County family (median household income of $75,332 per the Colorado Department of Labor and Unemployment) spends between 12-20% of their annual income on child care for one child. The US Department of Human Services recommends that child care costs should not exceed more than 7% of a family's budget. Impact on Childcare Providers Early educators (often called child care providers) make an average of $13-$15 an hour. The poverty rate for early educators in Colorado is 15.1 percent. According to the Massachusetts Institute of Technology (MIT), a single parent of two children needs to make $42/hr to afford to live in Larimer County. A two -parent household with BOTH parents working (and 2 children in the home) each need a minimum of $23/hour to afford to live in Larimer County. The only way to raise revenue in a child care program is to increase family tuition rates. If programs were to raise tuition rates in order to raise the rates of pay for their educators, families would suffer. The Center for American Progress, a bipartisan policy institute, estimates that if child care centers were to raise the tuition rate to afford to pay a living wage for their educators, they would need to raise the rates by a whopping 42%, which is far from sustainable for the average American family. Child care continues to be a classic market failure, and early childhood educators are paying the price with unsustainably low wages. Nationally in 2019, 98% of all occupations in the US earned more than child care teachers, who experience a poverty rate that is eight times higher than that of K-8 teachers. IMPACTS ON OUR COMMUNITY 07 Impact on Larimer's Economy According to the Council for a Strong America, care shortages in Larimer County have resulted in: • Nearly $100M in lost earnings, productivity, & revenue • $680 million lost by employers in CO; $31 million in Larimer County • Opportunity cost of over 900 jobs each year inImpact on Our Workforce Nationally, according to McKinsey and Company, Pew Research and the US Chamber of Commerce Foundation: • 11% of working parents have turned down a position due to lack of childcare • 16% of employers have seen employees leave for childcare reasons • 16% of the US workforce-26.8 million people —are dependent on childcare in order to work (CO is closer to 20%) • Only 39% of respondents with household incomes below $50,000 and children at home said that they could afford childcare • 45,981 CO parents are making career sacrifices due to issues with child care More than 20 million women left the workforce across the US over the past three years due to childcare access issues. 400 11111111'111111iiii11111( '''')."11111.1.1.111.14:111.!!..1111111111111111111111iIiitio,.. 11111 Demand Continues to Grow Colorado's population of children under the age of four is expected to increase 22% by 2026. Supply is Inadequate Lack of a qualified workforce, insufficient compensation, front-line working conditions and ever-increasing demand has led to a childcare crisis across the country. Indeed, 70% of local child care program directors have reported difficulty finding qualified staff. The Model is Broken Without additional public investment, childcare will continue to operate as a market failure and remain inaccessible and unaffordable. "''''''''111111,1,111,11,11,11,11,11,11,11,11,11,11,11,11,6 PC ,:t. According to several state and national surveys on the early childhood workforce, the primary systemic barriers to recruiting and retaining qualified early childhood educators are low wages, limited benefits, and challenging work environments. There are an estimated 2,500-4,000 individuals employed in the ECE system in Larimer County at any given time. The majority (45%) are young professionals, ages 25-35 who are likely parents of young children themselves (Colorado Early Care and Education Workforce Data Dashboard). They have specialized education and training in early childhood development, early literacy, and social emotional wellbeing. Yet while quality, licensed child care is expensive, it is also undervalued as menial labor, paying only $12 to $15 per hour. At this rate, many providers are actually eligible for public assistance. According to the Economic Policy Institute, it is estimated that up to 15% of ECE providers in Colorado live below the poverty line. 1111111111111111'1'1'1'1'1'1'1'1'1' "4'100 111,0000111 BENEFITS OF INCREASED INVESTMENT Economic Returns Providing children and families with early health and learning opportunities from the prenatal period produces a 13% return on investment per child per year, significantly higher than just investing in preschool alone, which begins at age three. The National Forum on Early Childhood Policy and Programs has found that high quality early childhood programs can yield a $4 - $9 dollar return per $1 invested. For more information on how child care access impacts our state economy, click here. u EAR LY CH D EVEL p 11.111111 E USA earlier the hvestrment the greater the return Prenatal programs Pro targeted toward the earliest years. renatal 0-3 b — Preschool programs 4-5 "/ Schodi nig SchooV, Post -St tool ‘,..111111,1,111111,11.11,^1:13 1-11.111,111:11'11„.11'111171.:111,11-1, 11i1'1 l'11:'.11.1.1.11.11111111) r"V.1)11"11H111 h Tr, ining 1Frattotaratoug tonnytt 09 '.1,1 •;;,;!, ;1411,, 9'61 )j)1 JJEIr ) (4: 1.0 " 11111411 etiiik 11'111 r "filt, vvoullimompollivioupo„..11,L.1„40 ,„ 06 . Health and Wellbeing 1,1040tet. ,0,1(04 010001110,00400000101(00, Gaps in knowledge, ability and wellness open up long before kindergarten. These gaps tend to persist throughout life, and are difficult and costly to close. Taking a proactive approach to cognitive and social skill development through investments in quality early childhood programs is more effective and economically efficient than trying to close the gap later on. 4'111.0101. d.(1010 WHAT WE REALLY ADN'T APPRECIATED BEFORE WAS HOW THE 11'1,1111 1111 0,0000001 .01111 1110 11110 11111 E 41110A111 IM PA C IS WOULD BE. Tames ilectunan Nobd [douroalb m uconomws ()n ius r4.'re.'1,17` dt'e e''PCCIS quolUy s.uol y deuclui:unew Recent research has also shown dramatic long-term physical health impacts of early interventions that incorporate a focus on early education, nutrition and health. More than 30 years later, treatment group individuals were at significantly lower risk for serious cardiovascular and metabolic diseases, such as stroke and diabetes. These findings demonstrate the incredible potential of coordinated birth -to -five early childhood programs to prevent chronic disease, improve mental health, reduce healthcare costs and produce a flourishing society. Family Stability Over the past several years, families have faced unprecedented challenges related to the COVID-19 pandemic. Caregivers have struggled to maintain their own mental health in the face of economic and social uncertainty. We know that access to quality, affordable childcare is a key contributor to adult mental health and economic stability. This is important because safe and stable families are more likely to produce healthy, thriving children. Moreover, quality child care pays off by helping primary caregivers to establish careers and grow their income potential. IIIl ftft 111 00, / / tit/0 , - , PROPOSED SOLUTION 0 • „ .......„„ •• •••••• • '111110fti 11 Larimer County Board of County Commissioners should refer a county -wide sales & use tax increase question to voters at the November 2023 election for the purpose of supporting early care and education programs in Larimer County. Specifically: • To increase the county -wide sales and use tax by 0.25% (25 cents on a $100 purchase), which will generate an estimated $19M- 21M per year in revenue • The measure should specify that revenue generated by this tax may be used to subsidize the cost of child care and preschool programs for families with children from birth to age 5, as well as to increase quality and supply of care • The measure should include a 15 year sunset provision ANNUAL FUNDING BREAKDOWN *Based on year 1 estimates Up to $10M distributed directly to Larimer County families to offset the cost of child care tuition *See Appendix A Up to $7M invested into the early childhood workforce through recruitment and retention strategies, and salary supplementation • *See Appendix B Up to $2M invested into capital projects to increase the number of programs in Larimer County through new builds and renovation of existing spaces. "See Appendix B 4 rffJ Administrative costs will be capped at 5% of overall tax revenue annually • "•," WJ • • 000M000V00101101011111111111001101110111001111110111111110111101111011,110••••••uiuuiiiiuliiiii, • " ' m1111111,111110111mmmmmomply,,,,, 11,111 414114kill(11'((inlIIIIII11111111101111111111111,11111,111111,1 1.1 1,11 11.1111.„„„. 11,11mmh 4ift\\111,111'11'111111 ...111,1111,1111,011, " „.1i711 " 1111,,I"Ju?MikIll'il(l'11111'1111111111111111i11111111111111111 u '11111111}Jii'l!';'111111.' "'" '11111111111111 411 POSITIVE IMPACTS ON LARIMER COUNTY UP TO 13 7000 CHILDREN UNDER 5 WILL SEE CHILDCARE TUITION OFFSETS *MEETS APPROX 60% OF TOTAL NEED Approx.1000 early childhood educators will see their annual income increase Up to 85% of ECE programs in Larimer County will receive quality improvement and workforce support Larimer County can expect to see positive economic gains as a result of increased access to childcare 011 HI 111111111111111111111 1111111111111111111111111111111111111111111111111111111111111101101111111111111 ij[11' 10001H dd'dedu,"."111.1j1,, 1111111 11111111111111111111111111111111111 .11111111111111111111111111111 • • • • 111.1110 . , • 111 4000010.00 11111111111111111111111111' • 1 1' 1111111111'1'1 Hi 1111 00111,1,1,,,,,,111 111111111111111111111111111 1111111111111111111111111111 11 M.11:1.:.:11111M1 11 ''""""11 11111111.111.11101111... 14.1 ' uuH ulH'I '119111'111111u 11111111111111111111111111.1. 11111111111 11,11111111111111111111111 , iiiiii ...11111111,1111,11111,1111 HOW DID WE GET HERE? Community Steering Committee Process 14 In 2021, ECCLC convened a community steering committee to study this issue and develop recommendations for action. 14 of 17 members of that Committee agreed to recommend Larimer County Commissioners pursue a 0.25% sales tax increase to create a local dedicated funding source for early care and education in Larimer County. The Commissioners received that recommendation in the summer of 2021 and deferred action, endorsing the concept but saying they needed more time to work on the specifics of a proposal (Article). We'd like to revisit the conversation in partnership with County leadership to advance a proposal to the ballot in 2023. Case Studies To inform this process, research was conducted on five other communities that successfully passed early childhood tax initiatives to learn about both the nature and structure of their tax -funded program and the strategy that lead to their success. Specifically, the focus was on developed and examined case studies regarding voter -approved, publicly -funded early childhood programs in Denver, CO; Kent County, MI; Multnomah County, OR, San Miguel County, CO, Summit County, CO. Additionally, this research analyzed the results of eight tax initiatives, considered by Larimer County voters between 2014 and 2020. The purpose of this exercise was to learn more about voter responses to tax questions in Larimer County. Determining Demand & Need To inform this work, a comprehensive set of data was compiled, and analyzed, including: • Demographic information of families with young children in Larimer County • Child poverty rate and distribution in Larimer County • Number and distribution of licensed child care and preschool providers in Larimer County • Estimated need vs licensed capacity for child care and preschool in Larimer County based on the number of children with all parents in the workforce • Cost of child care and preschool in Larimer County and percent of family income spent on child care based on Larimer County median income • Current subsidized funding for early care and education in Larimer County - federal, state, and local sources; public and private 11111111,11,1 1111111111111111p11111111111111111111IIIIIIIIIIIIIIIii),,,,,,,y1 „„„„„, ,„„„,„,„,„„ mom0000 I'""1111111111111111111111 III II 111111, ''''...1-11111r1"11"1011 ,1111„ Research Conclusions fir0 "1111'11 1.1,11 011 • There is a significant gap between demand for and availability of licensed child care and preschool in Larimer County: It is estimated that Larimer County needs at least another 3,572 spaces for children from birth to 24 months and another 4,069 spaces for those ages 2 to 5 to close the gap between the number of children with all parents working and the number of licensed slots. • Child care is a significant cost burden to working families in Larimer County. • Current funding sources - public and private - are insufficient to help the community address both availability and affordability of child care and preschool. • A sustainable, high -quality system requires a new, dedicated public funding stream. Revenue Allocation Scenarios To estimate an annual budget for the tax revenue, ECCLC used a comprehensive cost -modeling tool developed by Brodsky Research on behalf of the Bell Policy Center, as well as previous cost modeling completed by Brodsky research in 2021 on behalf of this project. Scenarios include a variety of factors to get as accurate an estimate as possible. The tool uses existing data sets from a several local, state and national resources to consider the following factors, which is not an exhaustive list: • Staffing data • Participants and Needs • Cost Per Child • Quality Level • Care type (i.e. home -based, center based, etc) • Current funding 0 0 0 11111111111111111111111111111111111111111111111 VIII 11111111°0110 , 111 I • 0 " NI 0 011110 0 0 01 1111111110 0 0 0 0 0 1111111111111111111 11111111 11411101,111111111111111111111111111111111111 11111111111111111P 0 0, 0 0 0 0 I I 11 0101101011111011110111 011,1101111111 0 0 011,1011011,10 0 01110 IIIIIIIIIII 1111111,110111111 01,1101111111111111 111 I oo"000000000000000000000000000000000000000000000000000000000000000000000000000 1 V 1 VI 111111, 000000 000 0 0 01, 10100, 011,11,11,111100010 0 0 ,:10,1 ,10001,1 011,1,, 0 0 I I 0, 1011,1•11:1 „ 0,0,1 411, 0 0 0 0 010 0001 " o , ,„:10100111111100 1, 1, 0 1 1 111111111101111110 „1„„, 0 0 0 0110111111111111111111 1 1 0 11111111,111111111111111111111° 1110111111,1ov 11111 oo1,11,11,11,11,11,11,11, 1,1,' 0,0 01010111111111 1 1°01001 01. '0°140 „ 111 1111111111111111111111111111111111111 00000000000000lololIll000loo The system of care for our youngest population is fundamentally broken. Without public investment, our community's future is at risk. We have an opportunity to substantially improve the early care and education system in Larimer County, and to be a positive example to our peers throughout the state and the country. The model proposed here is workable, replicable, and we can lead the way together. 424 Pine Street, Ste 201, Fort Collins, CO 80524 la (970)377-3388 vvvvvv.eccic.org 11 info©eccic.org vvvvvv.larimerthrivebyfive.org APPENDIX A Cost of Care and Estimated Need Age 0-12 mo. Age 12-24 mo. Age 24-36 mo. Age 3 years old Age 4 years 01d Avrage -Time o Centers Homes $15,061 $15,0611 $111,977 $9,7 6 $9,119 Ili $117,644 117,644 $111763 $7,842 $7,6 8 17 eighted Ave. $16,223 $16,22' $11,881 $ ,9111 $6,111 *Cost of Care modeling factors in the differences in quality ratings and corresponding rates. Tot Need Age 0-12 mo.. Age 12-24 mc. Age 24-3,6 mo. Age 3 years, old. Age 4 years old TOTALS tole 1 7.6. 23.4 19 '14.2 13.9 Eft„3 1: Fundia'ug 5.5 7.1 6.4, 7 Unrnel Nee 112.3 16.3 112.6 7.2 4.1' 52. Etirr tec'D Parent Input 4.5, 6.2 8.1 6.6 5.4 34.8 Need modeling includes the following data and assumptions: - Cost of care based on distribution of Colorado Shines quality level and age -Percentage of children served in home settings vs center -based settings -Assumes 50% of children served will access full -day care (50h/wk), 25% will access school -day care (30h/wk) and 25% will access part time care (12.5h/wk) - Assumes the following participating rates: Ages 0-12mo (50%); 12-24mo, 24-36mo, 3 and 4y0 (65%); -Assumes approximately 10,246 children served -Estimated population of children by household income level (based on ACS data from 2020) used to model a max of 10% of annual income spent on child care -Current funding factors in the following funding streams: CCAP, Head Start, Early Head Start, CPP and other school district pre-k funding *Cost modeling was completed by Brodsky Research and Consulting in 2021, as well as with the use of a cost -modeling tool created by Brodsky Research and Consulting on behalf of Bell Policy Center in 2022. Data used in cost modeling, as well as the rest of this report can be found in Appendix D. APPENDIX B Workforce Investments Skarante InVettmeht Quarterly Salary Supplements, For ECE Educators Health Insurance Benefit Offset Higher Education, Scholarships Professional Development Stipends Annual Training Offerings Total Cost $4,000,000,00 $1,200,000.00 $750,000,00 $240,000.00 $600,000.00 $6,790,1)00.00 18 TOW 4000tOrS 1$00.0, IMPOnteO„„ $1k/quarter: Total bonus for hose working full-bme„ Adjusted based on hours worked 1000 previous quarter, $50imo offset„ $600/year per 2000 employee $3750 awarded tor higher 200 education To cover cost of training and .tirrie 400 off 1000 Example: Pyramid training ($600) *Workforce investment estimates are based off actual data on current number of educators in the workforce, number of educators needed to meet demand, cost of current higher education for ECE careers, and cost of professional development needed to achieve and maintain credentialing as an early childhood educator. *Salary supplementation would increase educator wages by approximately $2/hr per year Capital Investments Example Investment Quality improvement Grants to Licensed Home -Based ECE Programs Quality Improvement Grants to Licensed Center -Based ECE Programs Cost $210,000.00 $512,000.00 Capital Expansion Grants for Home -Based Providers $150,000.00 Capital Expansion Grants for Center -Based Providers $1,100,000.00 Total $1,972,000.00 MOW of Programs' iNotes Atte $2100 per home -based provider; based on current per- te Iflr quallity 100 qmprovement through ECCIC $3200 per center -based provider; based on current per -site hwestment in quaky 160 hmprovement through ECCLC $7500 per program to cover the cost of capital improvements to [nibrove duality and offer in -home 20 care; Grants of up to $750,000 to cover Up It0 20 capital improvements costs; *Capital Investments modeled after current support being offered through ECCLC via state ARPA funding, which will expire in 2024. CITATIONS The Heckman Equation. (2020, April 20). Retrieved January 6, 2023, from https://heckmanequation.org/ 19 McKinsey & Company Report (2021). https://www.mckinsey.com/featured-insights/2021-year-in- review Council for a Strong America. (2022) https://www.strongnation.org/locations/colorado Colorado Department of Labor and Unemployment; https://www.col m ig ateway.com/vosnet/analyzer/resu ltsNew.aspx?session=occproj&pu=1&pla ng=E 2017 Composite COLI calculated in the 17-18 CO Childcare MRS Child and Adult Care Food Program: National Average Payment Rates, Day Care Home Food Service Payment Rates, and Administrative Reimbursement Rates for Sponsoring Organizations of Day Care Homes for the Period July 1, 2019 Through June 30, 2020https://www.federa I reg ister.gov/docu ments/2019/08/07/2019-16907/ch i Id -a nd-ad u It-ca re- food-prog ra m-n ation a l-average-payment-rates-day-ca re -home -food -service -payment Colorado Shines Licensing Data 2022 Bell Policy Colorado ECE Cost Model 2022 (Not public) February 24, 2023 Mach To: Town of Estes Park Board of Trustees CC: Town Administrator Machalek, Deputy Town Administrator Damweber From: Family Advisory Board Re: Recommendations regarding 6E Lodging Tax Revenue The issues, barriers, challenges, and opportunities around housing and childcare have consistently been identified as top priorities for the Family Advisory Board (FAB) since our inception in 2017. As such, the FAB has developed and approved the following recommendations for your consideration prior to your adoption of the proposed 6E Operating Plan. • Recommend the Town Board designate 6E funds to update the 2018 Childcare Needs Assessment and create a Community Childcare Strategic Plan, including short and long-term goals and projected allocations of funds for meeting the community's childcare needs. • Recommend to the Town Board that the 2024 Town Strategic Plan specifically reference the administration of 6E Lodging Tax Funds, and appropriate strategies and outcomes to ensure accountability and success. • Recommend the Operating Plan reflect a partnership with Estes Valley Investment in Childhood Success (EVICS) for the execution of specific activities within the plan that align with EVICS expertise and scope of work and designate pass -through funds for those purposes. (page 3; 2023 Operating Plan: "The Town will also enter into agreements with partners, where funds may be transferred for particular purposes, including the administrative costs associated with program management.") • Recommend that Town Board direct staff to create a "stakeholder advisory team" of key partners currently executing programs and services related to housing and childcare, to meet prior to the development of the annual funding plan, and as needed, based on opportunities or needs as they arise. Thank you for your thoughtful consideration of these recommendations. Please reach out to FAB Chair, Nancy Almond with any questions or concerns you may have. (aimondnh maiLcom; 970-227-3638) FAB Priorities Aligned with Strategic Plan (Highlighted items were selected for 2023 priority projects.) Exceptional Guest Services • FAB will research and make recommendations for additional Town -sponsored winter activities (Golf course events, sledding, ski/horse) Governmental Services and Internal Support • FAB will explore options for communicating with and receiving feedback from diverse families regarding needs, barriers, successes to accessing town services. • FAB will continue to strive for diverse representation within membership • FAB will maintain a well -trained and educated board • FAB will research and make recommendations to ensure Town services to residents (families?) acknowledge diversity, equity, and inclusion. • FAB will research and recommend supplemental grant opportunities to augment town funding for projects that impact local families. Infrastructure • FAB will advocate for solar subsidies for residents. • FAB will advocate for broadband subsidies for families to ensure all have access to internet. • FAB will consider recommending that Town offer in -home safety checks for seniors and families with children. (Architectural, environmental) • FAB willreview Town infrastructure as it relates to families (housing, transportation, shopping availability, broadband), and make recommendations. Outstanding Community Services • FAB will recommend the appointment ofa community partner collaboration to assist staffin developing, revising, and updating the annual Operating Plan for 6E funds. (Lodging Tax revenue for housing and childcare) Partners may include representation from EPHA, EVICS, FAB, and others, with Town having final approval ofplan. FAB will recommend that the development ofand administration of Operating Plan is added to the Town's 2023 Strategic Plan. • FAB will review and make recommendations on the adoption of the Housing Strategic Plan. • FAB will research and make recommendations regarding ADA compliant accessibility for all to Town facilities and events. • FAB will support Town objective to implement school field trips to the Thumb Open Space. • FAB will recommend Town pursue with partners (EVICS/RMNP/RMC) the development ofa community Forest Preschool (This might be included in first bullet item) Public Safety, Health, and Environment • FAB will review and make recommendations for policies to improve water safety practices around Lake Estes and other town water properties. • FAB will consider developing recommendations for increasing carbon neutral Town facilities and equipment. Robust Economy • FAB will develop a guide or tip sheet for creating a eFamily-Friendly Businesse for distribution to local businesses. (EVICS already has something similar. We could collaborate and promote.) • FAB will research and make recommendations for Town for the recruitment ofnew businesses that meet the needs oflocals. Town Financial Health • FAB will review the annual budget with a focus on services that impact families and make appropriate recommendations. Transportation (Note: the Town does have a Transportation Advisory Board) • FAB will research the possibility ofproviding Town shuttle services year-round. • FAB will advocate for the completion of the Fall River Trail • FAB will advocate for the completion ofthe Graves Ave Safe Routes to Schools Project • FAB will make recommendations for pedestrian and cycling safety from neighborhoods to Town. • FAB will convene a meeting with the TAB to share common concerns and recommendations related to transportation issues that impact families, seniors, and children. Potential final recommendations to Town Board from Family Advisory Board DRAFT and WORKING DOCUMENT for 416123 (Recommendations are listed by Strategic Plan Outcome Area) Governmental Services and Internal Support Potential recommendations: m Town appoint a citizen Task Force to provide input into the development of the 2023 Community Survey, using feedback from the 2O21 Survey, ensuring questions are inclusive mfall sectors ofthe community, and assisting with thorough distribution of the Survey to all residents. ° Recommend the creation of an Estes Park Town Youth Committee (similar to Youth Advisory Board library has) to engage youth in town issues and the workings of local government. ° Recommend the creation of EDI Task Force to assist with "Evaluate inclusivity of Town Community engagement process" Infrastructure Potential recommendations: = Town establish afund and application process toprovide financial assistance tn|ovvmr'inoorne.full-time residents for access hobroadband services. Priorities given hofamilies with children and workforce. Outstondinq Community Services Potential recommendations: m Town appoint a community partner collaboration to meet with staff a minimum of 2 times per year to assist in developing, revising, and updating the annual Operating Plan for 6E funds. Suggested partners include representation from EPH/\. EV|C3, Schools, Community Groups, and others, with Town having final approval ofplan. ° Town appoint a citizen or partner Task Force to assist staff in developing and conducting an updated Childcare Needs Assessment and creating a Community Childcare Strategic Plan. ° Town will provide staff support to assist with transitioning the Family Advisory Board to a broader -based Community Family Board, and on -going staff representation unthe Community Family Board once established. Public Safety, Health, and Environment Potential recommendations: ID Tonupport the new mental health initiative included in the 2024 Strategic Plan, we recommend that town staff receive training in Mental Health First Aid, and all employees receive information and orientation tnlocal and regional mental health services and providers. Suggested recommendations for Town appointed Advisory Boards: * To accommodate citizen Advisory Boards, value their expertise, and benefit from their counsel on matters important to Town government, we recommend that when necessary, remote attendance at Advisory Board meetings be permitted. This is a common practice today on nearly all community -level boards, and will increase partinipaUon, produo\ivi(y, and effectiveness ofAdvisory Boards. w Advisory Boards are given 6-month reminder prior to their 5-year review, and Advisory Board members are induded in the review process. Advisory Board's are given a nnininnuno 6-month notice of decision byTBtosunset. m TB direct staff to create an "Orientation and Training Packet" for all Advisory Boards, to include purpose, mernber expectations, duties, reporting requirements, meeting rules, etc. Staff liaisons will review packet materials with new members Upon appointment, and as needed rOLItinely by the Advisory Board.