HomeMy WebLinkAboutPACKET Town Board 2023-10-10The Mission of the Town of Estes Park is to provide high-quality, reliable services
for the benefit of our citizens, guests, and employees, while being good stewards
of public resources and our natural setting.
The Town of Estes Park will make reasonable accommodations for access to Town services,
programs, and activities and special communication arrangements for persons with disabilities.
Please call (970) 577-4777. TDD available.
BOARD OF TRUSTEES - TOWN OF ESTES PARK
Tuesday, October 10, 2023
7:00 p.m.
ADVANCED PUBLIC COMMENT
By Public Comment Form: Members of the public may provide written public comment on a specific
agenda item by completing the Public Comment form found at
https://dms.estes.org/forms/TownBoardPublicComment. The form must be submitted by 12:00 p.m.,
the day of the meeting in order to be provided to the Town Board prior to the meeting. All comments
will be provided to the Board for consideration during the agenda item and added to the final packet.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
AGENDA APPROVAL.
PUBLIC COMMENT. (Please state your name and address).
TOWN BOARD COMMENTS / LIAISON REPORTS.
TOWN ADMINISTRATOR REPORT.
CONSENT AGENDA:
1.Bills.
2.Town Board Minutes dated September 26, 2023 and Town Board Study Session
Minutes dated September 26, 2023.
3.Estes Park Board of Adjustment Minutes dated May 2, 2023 (acknowledgment only).
4.Transportation Advisory Board Minutes dated August 16, 2023 (acknowledgment
only).
5.Resolution 87-23 User Agreement with the Colorado Bureau of Investigation Criminal
Justice Information Services Systems Access for Non-Criminal Justice Agency.
6.PLANNING: Coyote Run Subdivision Final Plat, CMS Planning & Development, Inc.,
Frank Theis, Owner/Applicant, Withdrawn by Applicant (acknowledgement only).
ACTION ITEMS:
1. RESOLUTION 88-23 TO SUPPORT ALTERNATIVES TO THE IRREVOCABLE
STANDBY LETTER OF CREDIT (LOC) REQUIREMENT IN THE BROADBAND
EQUITY, ACCESS, AND DEPLOYMENT (BEAD) PROGRAM OF THE NATIONAL
TELECOMMUNICATIONS AND INFORMATION ADMINISTRATION. Director
Bergsten.
A non-binding resolution supporting alternatives to the BEAD Program's Letter of
Credit (LOC). An LOC is a financially prohibitive requirement for low-margin, small,
rural broadband providers.
Prepared 09-29-2023
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NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was
prepared.
2. RESOLUTION 89-23 2024 ANNUAL WORKFORCE AND CHILDCARE FUNDING
PLAN FOR LODGING TAX (6E) FUNDS. Manager Bangs.
To consider the funding plan/agreement with Larimer County regarding allocation of
funds to address workforce housing and childcare issues in the Estes Valley.
3. RESOLUTION 90-23 PROFESSIONAL SERVICE CONTRACT WITH
GROUNDSWELL FOR GOOD LLC TO CONDUCT A CHILDCARE NEEDS
ASSESSMENT AND STRATEGIC PLAN. Manager Bangs.
A new childcare needs assessment is desired in order to understand current childcare
needs and develop a strategic plan.
REPORTS AND DISCUSSION ITEMS:
1. 2023 NATIONAL COMMUNITY SURVEY RESULTS. Public Information Officer Miller.
Overview of the results of the Town of Estes Park’s 2023 survey.
ADJOURN.
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Town of Estes Park, Larimer County, Colorado, September 26, 2023
Minutes of a Regular meeting of the Board of Trustees of the Town of Estes
Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town
of Estes Park on the 26th day of September, 2023.
Present: Wendy Koenig, Mayor
Marie Cenac, Mayor Pro Tem
Trustees Kirby Hazelton
Frank Lancaster
Barbara MacAlpine
Patrick Martchink
Cindy Younglund
Also Present: Travis Machalek, Town Administrator
Jason Damweber, Deputy Town Administrator
Dan Kramer, Town Attorney
Jackie Williamson, Town Clerk
Absent: None
Mayor Koenig called the meeting to order at 7:00 p.m. and all desiring to do so, recited
the Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded (Younglund/Cenac) to approve the Agenda with the
Action Items being heard prior to the Planning Commission Items and remove
Action Item #1 Resolution 83-23, and it passed unanimously.
PUBLIC COMMENTS.
Bob Levitt/County resident, Kathy Long/County resident, Barbara Werner/County
resident, and Donna Shavlik/Town resident spoke in support of the Town including an
Environmental Sustainability Manager in the 2024 budget to address the Environmental
Sustainability Task Force Final Plan.
John Guffey/Town resident presented the Board with a photo of the earth from the moon.
We must confront our human condition and determine the common vision and shared
reality of oneness with the earth. He further stated we have laws for a reason and we
need to enforce them.
Lou Gorski/Town citizen stated support for the vacation homes operated by the Grigsbys
and requested the Town reinstate the vacation home license not renewed in February
2023.
Chis Eshleman/Town resident and former Water Superintendent encouraged the Board
to ask questions on the decisions being made for water projects, the need for the 52-year-
old Glacier water plant to be replaced, and the pre-treatment project staff did not move
forward. He stated concern with the Town’s future chances at receiving USDA grant
funding for water projects.
TRUSTEE COMMENTS.
Trustee comments were heard and summarized: Board members attended the ribbon
cutting of the Larimer County Behavioral Health Services at Longview Campus to
provide acute care with a possible future satellite in Estes Park to eliminate the need
for transportation; noted Senate Bill 20-078 passed in 2020 to allow dogs on outdoor
patios with restrictions and at the election of the establishment; Sister Cities held its first
annual meeting and elected board members; workforce housing would be discussed at
the next Trustee Talk; Narcan has been delivered to all Police Auxiliary; the 911 stair
climb and run raised $11,000 with 100 climbers participating; Restorative Justice
celebrates Conflict Resolution month in October; as of October 9th Elkhorn Avenue from
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Board of Trustees – September 26, 2023 – Page 2
Riverside to Moraine would be one-way; completion of the Community Drive/Hwy 36
roundabout in mid-October; sewer main replacement along Cleave Street; and PRPA
celebrated its 50th anniversary.
TOWN ADMINISTRATOR REPORT.
PRPA would hold a public meeting at the Hempel auditorium at the YMCA to discuss
energy resource planning efforts. He encouraged those that have questions on tonight’s
presentation to attend the public meeting.
He reminded the public of the budgeting process and stated the Environmental
Sustainability Manager was not included in the budget to be presented to the Board
because no ongoing expenses could be funded. The Board would receive presentations
on the budget during the upcoming budget study sessions to continue the conversation.
Administrator Machalek reviewed the quarterly report for Policy Governance Policy 3.8
Compensation and Benefits. He stated full compliance with the policy guidelines.
1. CONSENT AGENDA:
1. Bills.
2. Town Board Minutes dated September 12, 2023 and Town Board Study Session
Minutes dated September 12, 2023.
3. Letter of Support for a Grant Application to the Colorado Parks and Wildlife Non-
Motorized Trails Grant Program for Colorado 7 Trail Construction.
4. Letter of Support for a Grant Application to the Colorado Parks and Wildlife Non-
Motorized Trails Grant Program for Fall River Trail Planning.
5. Acceptance of Town Administrator Policy Governance Monitoring Report.
It was moved and seconded (Hazelton/MacAlpine) to approve the Consent
Agenda, and it passed unanimously.
REPORTS AND DISCUSSION ITEMS: (Outside Entities).
1. PLATTE RIVER POWER AUTHORITY 2024 INTEGRATED RESOURCE PLAN
(IRP) REPORT. PRPA General Manager Frisbee and Chief Transition and Integration
Officer Singam Setti provided a review of the plan to decarbonize the portfolio of PRPA
by 2030. PRPA passed the Resource Diversification Policy in 2018 to support the
effort and provide guidance for resource planning, portfolio diversification and carbon
reduction while still ensuring reliable, environmentally responsible, and financially
sustainable energy and services. The Integrated Resource Plan integrates customer
demand and distributed energy resources with utility resources. Complex modeling
to determine input assumptions, portfolio development, and reliability testing has been
conducted and technology evaluated. In addition, studies have been completed to
address extreme weather events and dark calms, planning reserve margin and
effective load carrying capability, building electrification, distributed energy resources
potential, market price volatility, and new dispatchable capacity. The studies analyze
the energy needs and impacts of renewable energy sources such a solar and wind.
Mayor Koenig called a 10 minutes break at 9:02 p.m. and reconvened at 9:12 p.m.
PLANNING COMMISSION ITEMS:
1. CONSENT ITEMS:
A. REQUEST FOR WITHDRAWAL, RESOLUTION 74-23, 1700 BRODIE AVENUE
PRESBYTERIAN CHURCH AMENDED PLAT, 1700 BRODIE AVENUE,
MICHAEL MOON, APPLICANT, PRESBYTERIAN COMMUNITY CHURCH OF
THE ROCKIES. The Town Board by unanimous consent agreed to withdraw the
item at the request of the applicant.
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Board of Trustees – September 26, 2023 – Page 3
2. ACTION ITEMS:
A. ORDINANCE 08-23 REZONING 1.78 ACRES AT 685 PEAK VIEW DRIVE FROM
E-1 (ESTATE) TO E (ESTATE), CMS PLANNING & DEVELOPMENT, INC.,
FRANK THEIS, OWNER/APPLICANT. Planner Washam presented an
application to rezone 1.78 acres of the 7.62-acre Lot 1, Dannels Addition from E-
1 (Estate) to E (Estate), with a minimum lot area requirement of ½ acre, to create
three (3) additional lots at approximately ½ acre each. Lot 4 would consist of the
remaining acreage and contains one single-family residence constructed in 1965.
Lot 4 would not be rezoned with the request. A review of the applicable rezoning
standards and criteria were reviewed with staff finding the following: the rezoning
would address changes in conditions in the areas affected; rezoning would be
compatible and consistent with the policies and intent of Estes Forward
Comprehensive Plan, and consistent with existing growth and development
patterns nearby and throughout the area; and service and utility providers have
reviewed the application and have indicated the ablity to provide adequate services
to this site. The Estes Park Planning Commission recommened approval of the
rezoning at their August 15, 2023 meeting.
Frank Theis/Applicant stated he acquired the property a year ago with the intent to
rezone the lot to R to provide workforce housing; however, the zoning would
require all units to be attainable housing. He submitted a new rezoning application
to add three ½ acre lots with the remaining area unchanged.
Those speaking against the rezoning: Eide Jed/Town resident, Larry Bader/Town
resident, Rebecca Uruquart/Town resident, Mark and Trudy Hewitt/County
residents, Donna Strain/County resident, Brian and Margaret Greene/County
residents, James and Kristine Poppitz/County residents, Vikie Campbell/County
resident, Walt Borneman/Town resident, Rich Hoyt/County resident, Dave
Caddell/Town resident, Tom and Susie Kaszynski/County residents, Tony
Khorouzan/County resident, Darcy Michelle/County resident, Norma
McKern/County resident, Cristine Higley/Town resident, Trudy Collar/Town
resident, Dana Fritz/Town resident, Elvia Allen/Allenspark resident, Laurie
Wenzel/County resident, and Steph Pawson/Town resident requested the Board
apply the criteria for rezoning and find the request does not met the guidelines set
forth in the Estes Park Development Code; rezoning allowed if a change in
condition have occurred within the area; the rezoning request would be an illegal
spot zoning; the comprehensive plan guides the Planners and does not provide
regulatory guidelines; no support for rezoning of the lot now or in the future; a need
for housing does not equate to a change in conditions; the Prospect Mountain
Townhome developed in the 1980s does not justify a change in conditions and
additional density on the proposed lot; and concerned with the density,
infrastructure needs, impact on wildlife, and increased traffic.
Mike Kennedy/County resident stated support for the rezoning request. He noted
Estes Park would need to upzone to create additional housing.
Trustee comments and questions were heard and summarized: questioned if the
guidelines were followed; requested the definition of spot zoning; reviewed the
change of conditions for the rezoning; questioned if there was a precedent for
using the entire valley to determine a change in condition; questioned the waiving
of the development plan requirement; questioned if the approval of the rezoning
would set a precedent for the future rezoning of the larger lot; and concerned the
stacking of rezonings would negate the requirement for open space for the
development.
Comments followed the motion and have been summarized: Trustee Lancaster
stated the rezoning justification was for additional workforce housing and the
rezoning would only add one more building lot. The rezoning would not impact the
housing issue. He stated ½ acre lots are not high density and the rezoning would
not significantly impact infrastructure and safety in the area. Trustee MacAlpine
stated she supported the development of smaller more environmentally sound
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Board of Trustees – September 26, 2023 – Page 4
development; however, the development does not meet the rezoning criteria.
Mayor Koenig commented she would like to see an attainable development.
Mayor Pro Tem Cenac and Trustee Younglund stated conditions have changed
in Estes Park and there continues to be a need for workforce housing. The
development does not meet the criteria in the code and a change of conditions
have not been met because the development does not provide the needed
housing. Trustee Hazelton supported the comments of Trustee Lancaster. She
stated there has been a worsening of the affordability of Estes Park. Trustee
Martchink commented the development does not address a change in conditions
and would not be impactful enough.
It was moved and seconded (Cenac/Younglund) to deny Ordinance 08-23
finding the applicant has not met the current requirements for rezoning, and
it passed unanimously.
B. RESOLUTION 82-23, COYOTE RUN SUBDIVISION PRELIMINARY PLAT, CMS
PLANNING & DEVELOPMENT, INC., FRANK THEIS, OWNER/APPLICANT.
Frank Theis/Applicant requested the item be withdrawn. The Town Board by
unanimous consent agreed to withdraw the item at the request of the
applicant.
ACTION ITEMS:
1. RESOLUTION 83-23 CONTRACT TO PURCHASE VACANT LAND FOR RAW
WATER REDUNDANCY TO MARYS LAKE WATER TREATMENT PLANT. Staff
requested the item be removed from the agenda. No action was taken.
2. RESOLUTION 84-23 MEMORANDUM OF UNDERSTANDING (MOU) WITH ESTES
PARK LOCAL MARKETING DISTRICT REGARDING HOLIDAY LIGHTS AND
DISPLAYS. The proposed MOU would transfer the responsibility for the design and
installation of the Town’s holiday lights and displays to Visit Estes Park (Local
Marketing District) previously completed by Power and Communication. The
agreement would transfer $100,000 budgeted in 2023 to Visit Estes Park for the
installation of the downtown lights, tree lights, rebar trees and the holiday-themed
display scenes. The Town and Visit Estes Park would meet annually to review the
MOU and compensation. John Guffey/Town resident questioned how the lighting
would impact the dark sky regulations. It was moved and seconded
(Younglund/MacAlpine) to approve Resolution 84-23, and it passed unanimously.
3. RESOLUTION 85-23 AMENDED INTERGOVERNMENTAL AGREEMENT (IGA)
WITH LARIMER COUNTY FOR RESIDENTIAL RECYCLING CENTER AT ESTES
PARK SOLID WASTE TRANSFER STATION. The current IGA between the Town
and the County for the Residential Recycling Facility was approved on October 9,
2018 for a five-year (5) term expiring on October 9, 2023. The IGA states the Town
would provide an adequate site for the facility with the County operating the facility.
The County has expressed an interest in renewing the agreement for an additional
five (5) year term and to bring the expiration date of the agreement in line with the
expiration date for the operation of the transfer station. It was moved and seconded
(Hazelton/Cenac) to approve Resolution 85-23, and it passed unanimously.
4. RESOLUTION 86-23 AMEND THE 2023 ANNUAL WORKFORCE HOUSING AND
CHILDCARE FUNDING PLAN FOR LODGING TAX (6E) FUNDS. The Town Board
and County Commissioners approved the 2023 funding plan for the Workforce
Housing and Childcare Funding Plan earlier this year with the understanding that
funds may be shifted as opportunities presented themselves throughout the year.
Recently two property acquisitions for workforce housings have become available.
Additionally, out-of-school programming needs are slightly greater than initially
anticipated. The revised funding for housing would shift $1.5 million to property
acquisition and decrease funding for cash buyer program/rental assistance and deed
restriction purchase program. The childcare fund would be revised to decrease the
capital and facility expenditures and increase the out-of-school funding by $100,000.
John Guffey/Town resident stated concern with the acreage being seized for
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Board of Trustees – September 26, 2023 – Page 5
additional housing. It was moved and seconded (MacAlpine/Younglund) to approve
Resolution 86-23, and it passed unanimously.
Whereupon Mayor Koenig adjourned the meeting at 11:39 p.m.
Wendy Koenig, Mayor
Jackie Williamson, Town Clerk
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Town of Estes Park, Larimer County, Colorado September 26, 2023
Minutes of a Joint Study Session meeting of the ESTES PARK TOWN
BOARD and LARIMER COUNTY COMMISSION of the Town of Estes
Park, Larimer County, Colorado. Meeting held virtually in said Town of
Estes Park on the 26th day of September, 2023.
Board: Mayor Koenig, Mayor Pro Tem Cenac, Trustees Hazelton,
Lancaster, MacAlpine, Martchink, and Younglund
County Commission: Chair Kefalas, Commissioners Shadduck-McNally and
Stephens
Also Attending: Town Administrator Machalek, Assistant Town Administrator
Damweber, Attorney Kramer, County Manager Volker,
Assistant County Manager Kadrich, VEP CEO Franker, VEP
Chair Jurgens, EPHA Director Moulton, and Recording
Secretary Disney
Absent: None.
Mayor Koenig called the meeting to order at 4:30 p.m. and introduced all attendees.
VISIT ESTES PARK OPERATING PLAN.
CEO Franker presented the 2024 Visit Estes Park Operating Plan and highlighted the
2023 efforts of VEP, the mission, vision and values of VEP, 2024 organizational
priorities and goals, visitor targeting and geographic focus, key performance indicators,
and brand attributes of: sustainability, education, inclusivity & accessibility, being
community oriented, and data and technology driven. The Board and Commissioners
discussed targeting Larimer County residents to visit the Town during times with less
visitation, the focus on sustainability, metrics for community engagement, and
community and business interest in increasing visitation during slower visitation times.
Visit Estes Park would present the 2024 Operating Plan for approval at a future meeting
of the respective boards.
PROPOSED 6E FUNDING PLAN.
Deputy Town Administrator Damweber and Manager Bangs presented the proposed
2024 Annual Workforce and Childcare Funding Plan for Lodging 6E Funds. They
highlighted the approval timeline of the plan, progress of efforts for the first year of
funding, 2023 funding allocation and distribution between childcare and housing, 2024
childcare plan providing funding for: tuition assistance, workforce challenges, out-of-
school programming, facilities and capital projects, 2024 workforce housing plan
providing funding for: property acquisition reserve, predevelopment, deed restriction
purchase program, cash buyer program, rental assistance, and staffing & capacity
building at the Estes Park Housing Authority.
The Board and Commissioners discussed future evaluation and adjustments to the
childcare funding, allowing for flexibility within the budget guidelines, engaging with
Front Range Community College regarding their early childhood education programs,
integrating 6E resources with State programs, working with other entities regarding
workforce housing strategies, limited land options within the Estes Valley, providing
regular detailed reports to the Trustees and Commissioners, adjusting eligibility for
childcare funding, and consideration of County land requirements for land acquired
outside of Town limits.
TRUSTEE & ADMINISTRATOR COMMENTS & QUESTIONS.
None.
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Town Board Study Session – September 26, 2023 – Page 2
FUTURE STUDY SESSION AGENDA ITEMS.
None.
There being no further business, Mayor Koenig adjourned the meeting at 5:56 p.m.
Kimberly Disney, Recording Secretary
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Town of Estes Park, Larimer County, Colorado, May 2, 2023
Minutes of a Regular meeting of the ESTES PARK BOARD OF ADJUSTMENT of the
Town of Estes Park, Larimer County, Colorado. The meeting was held in the Town of
Estes Park on May 2, 2023.
Board: Chair Jeff Moreau, Vice-Chair Wayne Newsom, Board Member Joe Holtzman
Attending: Chair Moreau, Board Member Holtzman, Community Development Director
Jessica Garner, Town Attorney Dan Kramer, Senior Planner Jeff Woeber, Planner I Kara
Washam, Town Board Liaison Barbara McAlpine, Recording Secretary Karin Swanlund
Absent: Holtzman
Chair Moreau called the meeting to order at 9:00 a.m. There were 21 people in
attendance.
APPROVAL OF AGENDA
It was moved and seconded (Newsom/Moreau) to approve the agenda. The motion
passed 2-0.
APPROVAL OF CONSENT AGENDA
It was moved and seconded (Newsom/Moreau) to approve the Consent Agenda. The
motion passed 2-0.
Public Comment: none
VARIANCE REQUEST 1895 Fall River Road Senior Planner Woeber
The Applicant requests two variances. One would allow employee housing units to
exceed the maximum allowable 800 square feet per unit at 1200 square feet. The
second would allow the total cumulative square feet of employee housing to exceed
that of the total square footage of the commercial use under Section 4.4.C.4. of the
Estes Park Development Code (EPDC).
The property is within a CO-outlying commercial Zone district. Restrictive Covenant
Agreements are required for all employee housing.
Discussion: The board stated that it is not unreasonable to propose bigger living
quarters. The location is such that it won't bother any surrounding neighbors.
Public Comment: none
It was moved and seconded (Moreau/Newsom) to approve the variance requests in
accordance with the findings as presented. The motion passed 2-0.
VARIANCE REQUEST 160 First Street Planner I Washam
The Applicant requests approval of a variance to allow a reduced front setback of 6.9
feet in lieu of the fifteen feet (15') and 16.4 feet in lieu of the twenty-five feet (25')
respective setbacks required in the CO (Commercial Outlying) Zoning District under
Section 4.4.C.4. of the Estes Park Development Code (EPDC). Parking will be
eliminated on the northwest side to add a deck.
Discussion: none
Public Comment: none
It was moved and seconded (Moreau/Holtzman) to approve the variance request for
reduced front setback and reduced arterial road setback with findings as outlined in the
staff report. The motion passed 2-0.
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Board of Adjustment, May 2, 2023 – Page 2
VARIANCE REQUEST 281 W Riverside Drive Planner I Washam
The Applicant proposes eliminating the front setback on Moraine Avenue and the
side setback on the north lot line in lieu of the 8- and 10-foot respective setbacks
required in the CD-Commercial Downtown Zone District. Setbacks are required to be
measured from the platted lot lines. The property to the south is Short Term Rental.
The property to the north has a pending Short-term rental license, making them
commercial use properties. Commercial use allows for zero setbacks.
Discussion: When asked why the pre-made unit can't be 10 feet from the property line,
Carolyn Newberry and Terry Boegener, applicants, explained that the original plan was
to have the container the long way against Moraine; the Town asked it be rotated. This
being a 60-foot lot, 40 feet with setbacks, the plat is at an angle, and there was no room
for outdoor seating. There will be access from Moraine onto the rooftop deck. Stairs and
handicap access will be installed.
The applicants stated they would provide privacy fences on the north and south and
enclose the garbage receptacles. Outdoor TVs, chairs and tables are planned for the
south side of the property. They will do all possible to make it aesthetically pleasing;
however, this hearing concerns the setbacks, not the structure's design.
Public Comment:
Mark Newman, 253 W Riverside and 250 Moraine, noted that the massage business
does have a setback on Moraine, thus setting precedence. Concerns with changing the
quiet artisan feel of the neighborhood, noise and many other food service issues. With
the loss of two bedrooms, a mixed-use building makes more sense.
Town Attorney Kramer clarified that while a vacation home is a dwelling,
accommodation use vs. household living makes it a commercial use, not residential.
Joe Hladic, 286 Moraine, has withdrawn his vacation home application; therefore, it is
no longer a commercial property or subject to zero lot line use. He feels that this is a
disregard for civil rights.
David Sward, 271 W Riverside, applied for STR on April 10. He feels as though the Bar
would be painting neighbors into a corner to have permanent STRs.
Gerald Mayo, 265 Lookout St., noise and establishments are part of Estes Park in the
Commercial Downtown zoning. Fence lines are not property lines. Replat wasn't filed
until Mr. Boegener bought the property, revealing the correct property lines.
Durango Kelly Steele, 251 W Riverside Drive, opposes the variance request. This will
drastically change the character of the neighborhood.
Paul Brown, 254 Solomon Drive, requested denial of the setback variances, arguing
that short-term rentals should not be considered commercial use. The retaining wall is
unreliable, as seen in the 2013 flood.
It was moved and seconded (Newsom/Moreau) to deny the variance requests with
the finding that Review Criteria 2.a.- there can be a beneficial use of the property
without the variance. The motion to deny passed 2-0.
There being no further business, Chair Moreau adjourned the meeting at 10:15 a.m.
Jeff Moreau, Chair
Karin Swanlund, Recording Secretary
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Town of Estes Park, Larimer County, Colorado, August 16, 2023
Minutes of a Regular meeting of the TRANSPORTATION ADVISORY
BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held
in the Municipal Building in said Town of Estes Park on the 16th day of
August, 2023.
Board: Chair Belle Morris; Vice-Chair Kristen Ekeren; Members Javier Bernal,
Jessica Ferko, Ann Finley, Larry Gamble, Linda Hanick, Mark Igel, and
Gordon Slack; Trustee Patrick Martchink; Staff Liaison Greg Muhonen
Attending: Chair Morris; Vice-Chair Ekeren; Members Ferko, Gamble, and Slack;
Trustee Martchink; Manager Solesbee; Engineer Bailey; Recording
Secretary McDonald
Absent: Member Bernal, Member Finley, Member Hanick, Member Igel, Director
Muhonen
Chair Morris called the meeting to order at 12:06 p.m.
PUBLIC COMMENT
None.
TRUSTEE LIAISON UPDATE
Trustee Martchink did not provide updates.
APPROVAL OF MINUTES DATED JULY 19, 2023
It was moved and seconded (Slack/Gamble) to approve the July 19, 2023, minutes
with minor amendments, and it passed unanimously.
MOBILITY SERVICES UPDATE
Manager Solesbee advised that the upcoming Bond Park events season should result in
a full parking structure through Elk Fest weekend, September 30-October 1. Thus far this
season, full capacity has been reached four times—a 27 percent increase over 2022
utilization; usage has increased 43% overall since the recent installation of banners
advertising “Free Parking & Trolley,” which DMS messaging has also featured. The July
Park-n-Walk Challenge drawing revealed 35k unique plate-reads for the month. The Car
Park staff is experiencing more tired and/or frustrated customers, which is not unusual as
the summer tourism season wanes each year. Use of the Barnacle immobilization device
is being replaced by a self-service smart boot device due to the Barnacle’s tendency to
further damage windshields with existing cracks; the change of device does not impact
the Town’s policy and process for vehicle owners with repeated parking violations.
The Peak shuttles transported over 35k riders in July, trending with the peak monthly
ridership of 44k in 2016. Bustang to Estes ridership also increased by 14% in July.
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Transportation Advisory Board – August 16, 2023 – Page 2
The Town Board approved the contract award for the Multimodal Transportation Plan
(MTP) and Transit Development Plan (TDP) on July 25, and an internal kick-off meeting
was held. Manager Solesbee provided Kimley-Horn with ideas on selection committee
membership and invited participation from two TAB members; Chair Morris and Member
Ferko volunteered. The Request for Proposals (RFP) for the Visitor Center Parking Lot
Redesign/US 34 Corridor Study is planned for late September; Member Finley and Chair
Morris will serve on the selection committee.
The Town is scheduled August 22 for routine audit by the Colorado Department of
Transportation (CDOT) Division of Transit & Rail. This ADA compliance audit is required
every three years for entities receiving Federal Transit Administration (FTA) funds. The
FTA 5311 operating grant award for 2024 is $71k, but the Town remains eligible for an
expansion grant to bridge the gap to the actual amount needed for operations; the parking
fund may also provide supplementation. The grant agreements for the Trolley Barn
project and Zero Emission Vehicle Transition Plan are still pending CDOT action.
Discussion points included parking structure usage stats and current signage promotions;
current shuttle routing around the parking structure and Visitor Center, and alternatives
that could be developed through the TDP; the underutilization of the Events Complex for
free overflow parking; the inconsistent route schedules of certain shuttles, which is being
addressed by Supervisor Klein; decreased ridership on the Brown Route; the placement
strategy of “free ride” messaging and sponsor advertising on the shuttles; and how Cleave
Street area parking and business delivery patterns are impacted by project construction.
It was agreed that the TAB page on the Town website should provide an invitation and
instructions for public comments at any time, and that a button/link to a comments form
existed on the TAB page of the Town’s former website platform. Recording Secretary
McDonald will ensure the restoration or creation of a public comments form on the current
TAB webpage and also request that the Public Information Officer send a news release
reminding the public that their comments are always welcome by the Town’s boards and
committees.
ENGINEERING UPDATE
Engineer Bailey reported that the complex Cleave Street Improvement (CSI) project was
further complicated last week when the Estes Park Sanitation District (EPSD) informed
property and business owners that it would begin a four-week sewer main replacement
project on September 11. Because the project is expected to impact all through-traffic on
Cleave Street, Public Works had advised EPSD to contact owners before announcing a
specific start date. Five property owners remain unresponsive about temporary easement
requests; it will be evaluated whether the project can commence without the easements.
Roadway work will follow the more extensive underground utility work phase. The Town
was awarded $241,300 in Revitalizing Main Street Grant funding for CSI street furniture,
lighting, and planters.
Page 14
Transportation Advisory Board – August 16, 2023 – Page 3
For the Fall River Trail Extension (FRT) project, two-way traffic resumed August 4 on Fall
River Road. Mill and overlay of the eastbound lane along Wall 1 is planned for early
September. Attenuator installation is planned for August 28. Staff developed a project
completion punch list, and a news release will be issued when the section is officially
completed.
The Civil Engineer I/II Limited Term position remains open after three declined offers, but
an offer has been extended to a recently interviewed candidate, and another application
is being reviewed.
Discussion points included a situation involving postal carriers and their placement
preference for cluster boxes opposite the pullouts on Fall River Road; gas line relocation
work expected on Moraine Avenue; and the potential for Cleave Street business delivery
traffic issues, which will be managed by a construction manager.
ADMINISTRATIVE UPDATE
In the absence of Director Muhonen, Engineer Bailey distributed a written summary of
project updates for the Downtown Estes Loop and US 36/Community Drive Roundabout.
(This written summary page is included in the TAB’s August 16, 2024, archived meeting
packet in the Town of Estes Park Public Records Portal.)
OTHER BUSINESS
Discussion points included inviting Larimer County as a stakeholder for TDP topics
concerning county roads; the welcome addition of 37 new diagonal parking spaces on
Moraine Avenue between Snowy Peaks Winery and Molly B Restaurant; the custom
temporary signs announcing “More Food & Shopping” for Gaslight Square Shops, which
the business owners appreciated; the status and quality of overlay and patching on West
Elkhorn Avenue; and the benefits of having TAB-led biking tours and walking audits
around the community to raise awareness of multimodal safety issues, which Manager
Solesbee will suggest to Kimley Horn as part of the MTP-TDP.
It was agreed that the TAB may revisit, on a future agenda, the topics of meeting time,
frequency, and location.
There being no further business, Chair Morris adjourned the meeting at 1:31 p.m.
/s/Lani McDonald, Recording Secretary
Page 15
Page 16
TOWN CLERK’S OFFICE Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jackie Williamson, Town Clerk
Date: October 10, 2023
RE: Resolution 87-23 User Agreement for CBI-CJIS Systems Access for
Non-Criminal Justice Agency
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
To consider execution of an updated agreement between the Colorado Bureau of
Investigation and the Town of Estes Park to allow the Town Clerk access to non-
criminal background information related to fingerprints completed for liquor licenses.
Present Situation:
The Town Clerk maintains a Colorado Bureau of Investigation’s (CBI) user account to
access fingerprint results completed by individuals with 10% or more interest in a liquor
license application, new manager registration or any corporate changes in which a new
member is added. These fingerprints are completed by a third party and results are
posted to the CBI secure website. Town Clerk Williamson has secure access to retrieve
the results of the fingerprints as part of the liquor license background that is completed.
The Town was notified the account has been selected to complete a non-criminal justice
audit pursuant to a state statute, in order to verify compliance with State and Federal
policies and regulations. The audit is designed to assess policy compliance through a
review of administrative policies, data quality procedures, and information security
standards at the agency. This is the second audit with the first being conducted in
2021.
A User Agreement for CBI-CJIS Systems Access for Non-Criminal Justice Agencies is
required to be signed by each agency when system access is provided. The agreement
has been modified, requiring the Town to consider approval of the new agreement.
Proposal:
The attached User Agreement has been reviewed by Town Attorney Kramer and per his
direction the agreement must be reviewed, approved, and signed by the Mayor because
the agreement is between two governing entities. The agreement is one of a number of
items needed to complete the CBI audit and maintain the Town’s account. Additional
Page 17
items will address specific issues related to security, access, and how data will be
maintained. These items will be completed by staff and submitted to CBI for review.
Advantages:
• To complete one of the audit requirements to maintain access to fingerprint results in
order to effectively complete background checks for liquor licenses.
Disadvantages:
• The Town Clerk would not be able to retrieve, view and assess fingerprint results.
This would impact the issuance of future liquor licenses or other changes in
management or ownership of current liquor licenses within town limits.
Action Recommended:
Approve the User Agreement for CBI-CJIS Systems Access for Non-Criminal Justice
Agency.
Budget:
No direct costs.
Level of Public Interest:
Low.
Sample Motion:
I approve/deny Resolution 87-23.
Attachments:
1. Resolution 87-23
2. User Agreement for CBI-CJIS Systems Access for Non-Criminal Justice Agency
Page 18
RESOLUTION 87-23
A RESOLUTION APPROVING THE USER AGREEMENT FOR CBI-CJIS SYSTEMS
ACCESS FOR NON-CRIMINAL JUSTICE AGENCY FROM THE COLORADO
BUREAU OF INVESTIGATION
WHEREAS, the Town Board wishes to enter an agreement referenced in the title
of this resolution for the purpose of outlining the responsibilities the Colorado Bureau of
Investigation (CBI) maintains as the operating agency of the Criminal Justice information
Systems (CJIS) including Colorado Crime Information Center (CCIC), Computerized
Criminal History database (CCH), and the Secure Document Delivery System (SDDS),
Collectively known as CBI-CJIS Systems; and
WHEREAS, the CBI agrees to furnish the Non-Criminal Justice Agency (NCJA)
information through the CBI-CJIS Systems subject to provisions; and
WHEREAS, the agreement referenced in title of this resolution extends to the
contribution of fingerprint submissions to the CBI.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the CBI-CJIS agreement
referenced in the title of this resolution in substantially the form now before the Board.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
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690 Kipling Street Suite 4000, Lakewood, CO 80215 cdpsweb.state.co.us
Jared Polis, Governor | Stan Hilkey, Executive Director
690 Kipling Street, Suite 4000
Denver, CO 80215
User Agreement for CBI-CJIS Systems Access for Non-Criminal Justice Agency
Purpose
The purpose of this User Agreement is to outline the responsibilities the Colorado Bureau of
Investigation (CBI) maintains as the operating agency of the Colorado Crime Information Center (CCIC)
Computerized Criminal History database (CCH) and the Secure Document Delivery System (SDDS)
Criminal Justice Information Systems. These systems are collectively referred to as the CBI-CJIS Systems.
The CBI agrees to furnish to the Non-Criminal Justice Agency (NCJA), hereafter called the Agency,
criminal justice information through the CBI-CJIS Systems subject to the provisions contained herein.
The scope of this User Agreement also extends to the contribution of fingerprint submissions to the CBI.
1.1. Policy
The CBI is the CJIS Systems Agency (CSA) for the State of Colorado. Pursuant to the User Agreement
between the CBI and the Federal Bureau of Investigation (FBI) Criminal Justice Information System (CJIS)
Division, the CBI adopts the FBI-CJIS policies—including but not limited to the CJIS Security Policy—as
the standard for all Colorado CJIS systems. Additionally, all operating policies, manuals, and procedures
specific to CCIC and SDDS are incorporated by reference. It is the CBI policy that all data contained
within the CCIC and SDDS computer systems are considered Criminal Justice Information (CJI) and may
only be accessed and/or disseminated as specifically prescribed and authorized by Colorado law.
The CBI maintains and operates the CCIC computer system under shared management pursuant to this
User Agreement. CCIC houses CCH and provides information from NCIC and III. An Account Terminal
Agency Coordinator (TAC) is designated for each Agency, and is responsible for that Agency's use,
security, and personnel who operate CJIS systems. All parties will operate in accordance with Colorado
and Federal law; this User Agreement shall be governed, construed, and enforced in accordance with
the laws of the State of Colorado. This User Agreement shall not be amended as any amendment
would require a new version of this agreement produced by the CBI and signed by all parties.
1.2. Governing Standards
The Agency shall access, retain, submit, and destroy all CJI following the requirements within the
laws, policies, and manuals listed below and incorporated into this agreement by reference herein.
•Title 28, Code of Federal Regulations, Part 20
•CJIS Security Policy
•The National Crime Prevention and Privacy Compact, Title 34 of the United States Code, Chapter
403, Subchapter II
ATTACHMENT 2
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Jared Polis, Governor | Stan Hilkey, Executive Director
• Security and Management Outsourcing Standard for Non-Channelers (Outsourcing Standard)
• Colorado Open Records Act (CORA)/Colorado Criminal Justice Records Act (CCJRA)
• Any and all Colorado Laws specifically pertaining to the collection and use of fingerprints for and
by the Agency
• CBI Misuse Policy
• Secure Document Delivery System Manual
1.3. Definitions
Agency: A non-criminal justice agency subject to the included standards throughout this agreement
Agency Head: The Chief Executive, or the member of the Agency appointed as the authority
responsible for the operations of the Agency
Agency Personnel: Individuals working for the Agency in any capacity, including employees,
volunteers, vendor support staff, and contract staff
CBI: Colorado Bureau of Investigation
CCIC: Colorado Crime Information Center
CCH: Computerized Criminal History Database
CHRI: Criminal History Record Information, a subset of CJI
CJA: Criminal Justice Agency
CJI: Criminal Justice Information
CJIS: Federal Bureau of Investigation’s Criminal Justice Information Services
CJIS System: Any computer system containing information derived from CCIC CCH, or the FBI CCH
Compact: The National Crime Prevention and Privacy Compact Act of 1998
Compact Officer: The chief administrator of the Colorado criminal history record repository
CORA: Colorado Open Records Act
CSA: CJIS Systems Agency
CSA ISO: CJIS Systems Agency Information Security Officer. The appointed FBI CJIS Division personnel
responsible to coordinate information security efforts at all CJIS interface agencies
CSO: CJIS Systems Officer
FBI: Federal Bureau of Investigation
III: Interstate Identification Index
Individual User: An employee of an NCJA with access to CJIS information
LASO: Local Agency Security Officer
Live scan: A device or machine used to obtain and/or transmit electronic fingerprint captures
MBIS: Multi-Biometric Identification Solution; the statewide fingerprint repository owned and
maintained by the CBI
NCIC: National Crime Information Center
Operator: An individual user of CJIS data with direct access to CJIS systems
ORI: Originating Agency Identifier
Outsourcing: Obtaining services to store, access, or support CHRI lawfully obtained by the Agency to
any governmental or non-governmental entity
Outsourcing Standard: The standard for outsourcing agreements as mandated in the National Crime
Prevention and Privacy Compact Council document, “Security and Management Control Outsourcing
Standard for Non-Channelers”
PII: Personally Identifying Information
SDDS: Secure Document Delivery System
SDDS Administrator: The primary point of contact at the Agency for access to the Secure
Document Delivery System
Terminal Agency: An Agency that accesses data derived from the CCIC and NCIC computer systems.
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Jared Polis, Governor | Stan Hilkey, Executive Director
TAC: Terminal Agency Coordinator
UCR: Uniform Crime Reporting
CBI CJIS Systems Agency (CSA) Responsibility
The CBI serves as the Colorado CJIS Systems Agency (CSA). As such, the CBI will provide access to CCIC,
NCIC, and SDDS as lawfully authorized. Furthermore, the CBI will provide operational support including:
1. Legal and legislative review of matters pertaining to CJIS systems;
2. Operational, technical, and investigative assistance to personnel using CJIS systems;
3. Provision of training and materials to the TAC to assist with their respective Agency training
responsibilities;
4. Assistance in investigating and rectifying incomplete, incorrect, or misidentified criminal records
or other files;
5. The CBI is the custodian of CCIC records. Public requests, subpoenas, and other requests for any
CCIC information shall be referred to the CBI for review and response.
6. Approval of outsourcing to private contractors and external governmental agencies (such as
consolidated information technology departments).
Costs associated with provision of these services will be paid by the CBI through budgeted funds to include
fingerprint fees.
Agency Responsibility
The Agency is responsible for providing adequate security and support for CJIS systems access at the
agency. The Agency is ultimately responsible for ensuring all responsibilities listed in sections 3, 4,
and 5 of this document are satisfied.
The Agency is responsible for immediately notifying the CBI of any changes in the Colorado State
Statute under which fingerprint background checks are submitted and authority for access to state
and national criminal history information is granted. This includes if the statute is repealed or re-
numbered, changes are made to the statute verbiage or any other changes that affects the Colorado
State Statute in any manner.
The CBI will leverage agency network services, whether dedicated line or internet service, and assist the
Agency in configuring adequate security using agency-provided software and hardware. Costs associated
with purchasing, maintaining, and securing agency network equipment will be paid by the Agency.
The Agency may assign any of the duties listed above to a single person, or to separate individuals.
Although responsibilities are delegated to one or more individuals, the Agency is ultimately
accountable for ensuring all responsibilities are met.
When a new TAC, LASO, billing contact, and/or Agency Head are designated, the Agency Head will notify
the CBI Compact Officer in writing within ten days of the appointment.
3.1. Key Roles
Each Agency shall appoint personnel to the following roles and allow sufficient resources to perform
all listed duties. The Agency may assign key roles to a single person, or to separate individuals. Once
the CBI has approved outsourcing by the Agency, roles may be assigned to outsourced personnel,
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Jared Polis, Governor | Stan Hilkey, Executive Director
including employees of contractors or external Information Technology departments or divisions.
Although responsibilities are delegated to these roles, the Agency is ultimately accountable for
ensuring all responsibilities are met.
Terminal Agency Coordinator (TAC)
The TAC unifies Agency responsibility for individual user actions and serves as a CBI point of contact for
quality control, dissemination of manuals and other publications, training, audits, and any other matters
concerning the use and misuse of CJIS systems. The TAC provides oversight for all CJIS systems and
programs within the Agency and oversees the Agency’s training and compliance with CJIS policies.
Local Agency Security Officer
The LASO is the primary information security contact between the Agency and the CSA under which this
Agency interfaces with the FBI-CJIS Division. The LASO actively represents their Agency in all matters
pertaining to information security, disseminates information security alerts and other material to their
constituents, maintains information security documentation (including system configuration data), assists
the TAC with information security audits of hardware and procedures, and keeps the CSA informed as to
any information security needs and problems.
SDDS Administrator
The administrator will perform all necessary duties related to the approval of SDDS user access and the
security of the information therein.
Billing Contact
Each Agency that submits non-criminal applicant fingerprints for licensing--or employment external
to the criminal justice agency--shall designate a primary point of contact for billing.
3.1.1. TAC Responsibility
The TAC shall:
1. Maintain the most current versions of the CJIS Security Policy, Outsourcing Standard, and SDDS
Policies, making them available to the appropriate personnel. The Agency Head and TAC are also
responsible for enforcing the policies contained in these documents;
2. Ensure all staff are provided adequate training for their responsibilities, duties, and degree of CJIS
systems access or use;
3. Appropriately manage operator access to CJIS systems to include determining appropriate access and
terminating access immediately upon separation of the employee;
4. If the separated employee had to undergo a fingerprint-based background check, alert the CBI that the
separated employee no longer works for the Agency so that the CBI can deflag the employee in CCIC
for subsequent arrest notification purposes;
5. Disseminate essential system-related bulletins as needed to relevant Agency personnel;
6. Report any allegation or findings of misuse of CJIS information by Agency personnel to the CBI;
7. Provide information regarding CJIS systems use at the local Agency to the CBI as the state CSA. This
responsibility includes, but is not limited to:
a. Detecting, reporting, and cooperatively investigating any unauthorized access (“misuse”) of
CJIS systems with the CBI immediately;
b. Providing information to the CBI for the purpose of the background investigation regarding
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Jared Polis, Governor | Stan Hilkey, Executive Director
each individual user;
c. Providing and maintaining copies of agreements with non-criminal justice agencies and
businesses with access to local agency CJI.
8. The TAC assumes all responsibilities of the LASO if a separate individual has not been appointed LASO
duties for the Agency.
9. The Agency Head and/or TAC may appoint one or more alternate TACs to assist with one or more of
these duties.
10. The TAC shall be responsible for ensuring adequate CCIC training for operators within the Agency to
include:
a. Providing necessary training for newly hired operators;
b. Ensuring completion of security awareness training once every two years;
c. Maintaining documentation of any and all CJIS and fingerprinting training attended.
3.1.2. Local Agency Security Officer (LASO) Responsibility
The LASO shall:
1. Maintain the most current versions of the CJIS Security Policy, Outsourcing Standard, and Interface
Control Document, making them available to the appropriate personnel. The Agency Head and LASO
are also responsible for enforcing the policies contained in these documents;
2. Identify who is using the CSA approved hardware, software, and firmware, and ensure no
unauthorized individuals have access to the same;
3. Identify and document how any local agency interface is connected to the state system;
4. Ensure that personnel security screening procedures are being followed as stated in this policy;
5. Ensure the approved and appropriate security measures are in place and operational;
6. Support policy compliance and ensure the CJIS Systems Agency Information Security Officer (CSA
ISO) is promptly informed of all security incidents where CJI may be affected.
3.1.3. SDDS Administrator Responsibility
The SDDS Administrator shall:
1. Ensure SDDS results are reviewed at least weekly and information to be maintained from SDDS is
downloaded and stored in a secure area or system as defined in the CJIS Security Policy.
2. Ensure each individual user of the SDDS is issued unique credentials.
3. Ensure access to the SDDS is terminated when a user no longer requires access, or separates
employment from the Agency.
3.1.4. Billing Contact Responsibility (where applicable)
Where the Agency pays the CBI directly for services, a designated contact will be required to ensure the
CBI and the Agency can communicate regarding any billing related matters.
3.2. Outsourcing
Many agencies contract with external private or public entities, such as County IT departments, or
businesses providing data services, to perform services related to information technology and
operational support.
Prior to outsourcing CJIS Services, the Agency shall request and receive written permission from the
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Jared Polis, Governor | Stan Hilkey, Executive Director
CBI Compact Officer as mandated in the Outsourcing Standard, section 2.
3.3. Audit Responsibilities
The CBI will conduct an audit for each Agency at least once every three years. Additionally, the FBI audit
staff will conduct audits at least once every three years. This audit shall include a sample of non-criminal
justice agencies in Colorado who are authorized recipients of CJI. The objective of this compliance audit is
to verify adherence to CBI and FBI policies and regulations.
The Agency is responsible for performing internal audits of outsourced services as mandated in the
Outsourcing Standard.
The TAC is the primary point of contact for audit information. Audit information requested for CBI or FBI
auditing purposes is to be provided in a complete and timely manner. The LASO shall provide technology
security audit information through the TAC.
The CBI will cover costs to audit any Colorado non-criminal justice agency and/or data center in Colorado
used by these agencies. It is the responsibility of the contracting agency to pay travel and lodging costs
for audits of these facilities (to include data centers where CJI is stored) outside Colorado.
3.4. Personnel Security and Training
Fingerprint-based background checks shall be required by all agency personnel where mandated by
Colorado law. Pursuant to the Outsourcing Standard and the CJIS Security Policy, this will also extend to
contractor personnel performing outsourced services. Contractor personnel shall undergo fingerprint-
based background checks prior to servicing agencies where agency personnel are required to undergo
fingerprint-based background checks. When fingerprinting is required, it is required for all personnel and
contractors with direct, indirect, or incidental access to CJI (including but not limited to janitorial,
maintenance, IT staff, HR staff, and those with direct read/write system access). Access to CJI must be
denied to any personnel or contractor whose background check includes a felony conviction.
Regardless of whether a background check is performed, all personnel are also required to successfully
complete CJIS-specific Security Awareness Training six months after initial assignment and biennially
thereafter.
3.5. Operator Access
Operators with direct access shall be trained and successfully obtain user certification within six months
of assignment and shall recertify biennially thereafter (this certification includes Security Awareness
Training). The Agency is responsible for actions of Agency personnel using CJIS systems and data derived
from CJIS systems. All systems submitting or receiving CJI or PII shall uniquely identify each user. Any
violation of the policies incorporated in this agreement shall be prohibited by the Agency, including but
not limited to:
• Sharing of user credentials for access to CJIS Systems.
• CJIS Access from publicly accessible computers shall be considered a violation of this agreement.
• CJIS access shall be prohibited for individuals using personally owned information systems. The
CBI may provide written approval for agencies that provide a detailed policy for use of personal
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Jared Polis, Governor | Stan Hilkey, Executive Director
information systems which complies with the standards of the CJIS Security Policy.
Each Agency shall set standards of discipline for violation of CJIS policy, and document such standards.
This can include incorporating the management of CJIS policy violations into agency policies for other
disciplinary actions.
3.6. Purpose Code X Queries
When an emergency placement is necessary and a prospective relative or other available person is
identified, and child(ren)/youth are placed into temporary custody by law enforcement and/or the court
with a county department of human or social services, the county department shall conduct an initial
name-based state and federal criminal history record check. To complete the name-based record check,
the county department can contact local law enforcement to conduct the check and receive the results
verbally or the county department can conduct the check themselves if they have access to CCIC/NCIC.
Pursuant to Colorado Revised Statute 19-3-406, fingerprints submitted for emergency placement of a child
shall be submitted within five days of placement of the child, or within 15 days in exigent circumstances
per FBI mandate.
If the child is not placed or fingerprints are not going to be submitted after the name-based criminal
history record check is conducted, the county department shall provide the CBI, upon request, with the
reason fingerprints will not be submitted.
3.7. Electronic Fingerprint Submission
Applicants should be referred to the Colorado Applicant Background Services (CABS) program site for
submission of fingerprint-based background checks.
Agencies electing to maintain their own live scan fingerprint equipment shall meet the following
standards:
1. Each Agency owning, leasing, and/or operating a live scan machine for electronic submission of
fingerprints shall incorporate the technical standards of the CBI live scan Interface Control
Document.
2. Live scan equipment shall be manufactured and/or supported by an FBI and CBI approved vendor.
3. Machines shall meet image quality specifications designated by the CBI and FBI, and be
maintained regularly to sustain that image quality.
4. All civil live scan submissions shall meet the quality standards and specifications mandated for the
Colorado Applicant Background Services and maintain an acceptance rate of 98%.
5. All systems submitting or receiving CJI or PII shall uniquely identify each user.
6. Adequate hardware and software support shall be maintained to ensure systems remain patched,
functional, and secure.
3.8. Submitting Duplicate Transactions
Each Agency that submits fingerprints, either electronically or by mail, is responsible for all charges and
fees incurred by such submittal. If a fingerprint submission is submitted multiple times and duplicate
charges incur, it is the Agency’s responsibility to pay all associated charges and fees resulting from the
duplicate transactions.
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Jared Polis, Governor | Stan Hilkey, Executive Director
Duplicate submissions of identical fingerprint submissions for different or multiple state statutes are
not acceptable. A separate set of fingerprints needs to be taken and submitted for each state
statute that mandates a fingerprint-based background check.
If a fingerprint submission is rejected for low quality and a resubmission is necessary, a new set of
fingerprints will need to be taken and submitted. Fingerprints identified as being sent previously
will not be accepted. Such submission is a violation of policy per FBI mandate.
Sanctions for Violations
The CBI may sanction the Agency for failure to meet the standards of the policies referenced in this
document.
If a CBI audit identifies policy violations, the CBI will report the findings to the Agency in violation and
request a mitigation plan. Failure to mitigate audit findings will result in sanctions as directed by the CBI
Director, CJIS Systems Officer, and Compact Officer.
The CBI may impose sanctions on individual operators if an operator is found to have used CBI-CJIS
systems in a manner that is against FBI and/or CBI policy, whether for unauthorized access, improper
dissemination, unfounded query, or other use of the system that is not pursuant to state laws. These
sanctions may include corrective training, temporary suspension, or permanent revocation of access.
Certification
Once signed, return THE FOLLOWING PAGE ONLY to:
CBI Biometrics Identification and Records Unit
690 Kipling Street, Suite 4000
Denver, Colorado 80215.
Alternatively, this form may be emailed to CDPS_CBI_Ident_TAQC@state.co.us.
End of Agreement
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Jared Polis, Governor | Stan Hilkey, Executive Director
NON-CRIMINAL JUSTICE AGENCY USER AGREEMENT FOR CJIS SYSTEMS ACCESS:
ACKNOWLEDGMENT
As an Agency accessing and contributing to CJIS systems within the state of Colorado, we
hereby acknowledge the responsibilities as set out in this document as well as those documents
incorporated by reference. The Agency also agrees to comply with all state and federal statutes and
regulations as may apply, and to use the information received over CJIS systems only for purposes
specifically authorized by Colorado law.
We acknowledge these responsibilities have been developed and approved by the CBI and/or the FBI in
order to ensure the security, reliability, confidentiality, completeness, and accuracy of all records
contained in or obtained by means of CJIS systems.
We acknowledge a failure to comply with these responsibilities will subject the CBI and this Agency to
various sanctions as recommended by the Directors of the CBI and/or the FBI.
The CBI reserves the right to suspend service to the Agency, connected system, or an individual user when
the security or dissemination requirements are violated to preserve the integrity of the system or any data
obtained from the system. The CBI may reinstate service upon receipt of satisfactory assurance that
violation(s) have been corrected. Either the CBI or the Agency may discontinue service upon thirty days’
advance written notice. This agreement shall remain valid until terminated by either CBI or the Agency.
IN WITNESS WHEREOF, the parties hereto caused this agreement to be executed by the proper officers
and officials. This agreement will become effective upon the date signed.
Agency Name:
Account Number(s) starts with CONCJ:
(existing accounts only – new accounts will be filled in by CBI)
Signature of Agency Head Title and Printed Name Date
Signature of Terminal Agency Coordinator (TAC) Title and Printed Name Date
Signature of Local Agency Security Officer (LASO) Title and Printed Name Date
CBI Use Only Below
Signature of CBI Director/Designee Title and Printed Name Date
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Page 28
Town Clerk <townclerk@estes.org>
TOWN BOARD
1 message
Frank Theis <ftheis3@gmail.com>Wed, Oct 4, 2023 at 12:11 PM
To: Town Clerk <townclerk@estes.org>
Cc: Kara Washam <kwasham@estes.org>
Please withdraw the Final Plat application for the Coyote Run Subdivision from the Town Board agenda on October 10th.
Thanks,
Frank Theis
CMS Planning & Development
Page 29
Page 30
UTILITIES Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Reuben Bergsten, Utilities Director
Joe Lockhart, P&C Superintendent
Date: October 10, 2023
RE: Resolution 88-23 To Support Alternatives To The Irrevocable Standby
Letter Of Credit Requirement in the Broadband Equity, Access, And
Deployment Program Of The National Telecommunications And
Information Administration
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Staff recommends supporting deployment of broadband in rural communities by co-
signing onto a letter advocating for a Letter Of Credit (LOC) alternative required by the
National Telecommunications and Information Administration’s (NTIA’s) Broadband
Equity Access and Deployment (“BEAD”) program.
Present Situation:
Many rural communities do not have access to modern high-speed broadband internet.
Federal funding to construct modern infrastructure is available to qualified communities
through the BEAD program.
Recently the BEAD program has added an LOC requirement that created a financial
barrier for small, rural broadband providers. Larry Irving, the former head of NTIA,
explains the LOC requirement to withhold 25% of the grant funding in addition to a 25%
match requirement favors large entities and deters small broadband internet providers
which are priced out of these grant opportunities.
The Association of Colorado County Administrators (ACCA) has requested
organizations to support an effort to remove the significant financial barrier by co-
signing the letter found on the Connect-Humanity website { https://connect-
humanity.shorthandstories.com/bead-letter-of-credit-alternatives/index.html }.
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Trailblazer is not directly affected because we are not an eligible community; however,
we clearly understand the barriers facing small entities working to eliminate the digital
divide.
Proposal:
Staff recommends the Town Board consider the attached resolution of support and
authorization to co-sign a letter to the NTIA requesting alternative solutions to the LOC
requirement.
Advantages:
Removing barriers to deployment of modern internet service can indirectly help
Trailblazer and directly help small broadband providers.
Disadvantages:
None. This action does not obligate the Town to any further action.
Action Recommended:
Staff recommends the Town Board approve the resolution.
Finance/Resource Impact:
Negligible in the form of staff time.
Level of Public Interest
High, for rural communities without access to modern internet service; however, this has
little impact to our community.
Sample Motion:
I move for the approval of Resolution 88-23
Attachments:
1. Resolution 88-23
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RESOLUTION 88-23
A RESOLUTION SUPPORTING ALTERNATIVES TO THE IRREVOCABLE STANDBY
LETTER OF CREDIT REQUIREMENT IN THE BROADBAND EQUITY, ACCESS, AND
DEPLOYMENT PROGRAM OF THE NATIONAL TELECOMMUNICATIONS AND
INFORMATION ADMINISTRATION
WHEREAS, the Town of Estes Park Board of Trustees is committed to
supporting the deployment of high-speed broadband internet to all Americans; and
WHEREAS, the Broadband Equity, Access, and Deployment (BEAD) Program is
a critical initiative to help achieve this goal; and
WHEREAS, the BEAD Program requires recipients to provide an irrevocable
standby letter of credit (LOC) to the National Telecommunications and Information
Administration (NTIA) as a guarantee of performance; and
WHEREAS, this LOC requirement is a significant barrier to entry for many small
businesses; and
WHEREAS, the Town desires to support the effort to persuade the NTIA to find
alternatives to the LOC requirement; and
WHEREAS, a coalition has developed a sign-on letter to the NTIA and the U.S.
Chamber of Commerce for enterprises and agencies involved in broadband activities to
show that support.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the letter of support
referenced above in substantially the form now before the Board.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
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ADMINISTRATION Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Carlie Bangs, Housing & Childcare Manager
Date: October 10, 2023
RE: Resolution 89-23 2024 Annual Workforce and Childcare Funding Plan for
Lodging Tax (6E) Funds
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Consider the approval of the proposed 2024 Annual Workforce and Childcare Funding
Plan for Lodging (6E) Funds.
Present Situation:
The proposed 2024 Annual Workforce Housing and Childcare Funding Plan was
presented to the Town Board and Board of County Commissioners at a Joint Study
Session on September 26, 2023 for consideration. The document outlines the allocation
of funds received from the 6E Ballot Initiative passed by voters in November 2022. This
document is referred to as the “Annual Workforce Housing and Childcare Funding
Plan,” or more simply, the “Funding Plan.”
The annual approval of the Funding Plan acts as an agreement between the Town
Board and County Commissioners regarding the allocation of funds to address
workforce housing and childcare issues in the Estes Valley. If the proposed 2024
Funding plan is approved by the Town Board, the next step will be to get the plan before
the Board of County Commissioners for consideration and approval.
This document has been edited on page 10 to include the following comments
regarding reporting:
Approval by theTown Board is required for the creation of funding programs for both childcare
and workforce housing, as outlined in the MOU with EPHA.
Reporting of the use of funds will be conducted at least annually during the proposal of the
annual funding plan, and upon request by either the Town Board, Board of County
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Commissioners, or Visit Estes Park. Detailed expenditure reports for the previous year will be
presented to both boards by June 30 each year.
The proposed timeline for the approval of this plan states that the Town Board must file
the plan with the County by November 1, and the Board of County Commissioners must
approve, or request changes, by December 1.
Proposal:
Staff proposes that the Town Board approve the proposed 2024 Annual Workforce
Housing and Childcare Funding Plan for the Lodging Tax (6E) Funds.
Advantages:
• Approval of the Funding Plan will provide staff with direction regarding next steps on the
allocation and expenditure of lodging tax funds to address workforce housing and
childcare issues in the Estes Valley.
Disadvantages:
• None.
Action Recommended:
Staff recommends approval of the proposed 2024 Annual Workforce and Childcare
Funding Plan for Lodging Tax (6E) Funds.
Finance/Resource Impact:
Outlines the use of received revenue from Workforce Housing and Childcare Lodging
Tax 270-0000-316.10-00
Level of Public Interest
Moderate
Sample Motion:
I move for the approval/denial of Resolution 89-23.
Attachments:
1. Resolution 89-23
2. Proposed 2024 Annual Workforce Housing and Childcare Funding Plan for
Lodging Tax (6E) Funds.
Page 36
RESOLUTION 89-23
APPROVING THE 2024 ANNUAL WORKFORCE HOUSING AND CHILDCARE
FUNDING PLAN FOR LODGING TAX (6E) FUNDS
WHEREAS, the Town and County are parties to an intergovernmental agreement
regarding the Estes Park Local Marketing District (“District”) dated August 26, 2008, and
amended by the Parties on September 19, 2017; January 1, 2019; and January 1, 2023
(collectively the “IGA”); and
WHEREAS, at the November 8, 2022, general election, the voters of the District
approved an additional 3.5% lodging tax to be used in furtherance of affordable workforce
housing and childcare services, with such additional tax revenue to be administered by
the Town; and
WHEREAS, the IGA requires the Town and County to agree on an annual funding
plan for the use of these additional tax revenues each year.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves the 2024 Annual Workforce Housing and Childcare Funding
Plan for Lodging Tax (6E) Funds, subject to approval of the same by Larimer County in
accordance with all its applicable procedures.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
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2024 Workforce Housing and Childcare Funding Plan Page | 1
2024 Workforce Housing and Childcare Funding Plan
Purpose
The purpose of this document is to outline how the Workforce and Childcare Lodging Tax funds
(6E) will be passed through to the Town and allocated to address workforce housing and
childcare issues in 2024, how the funds will be administered and for what purpose. This
document is designed to report and summarize the use of the funds from the previous year
while creating a strategic framework for the future.
Overview
In November 2022, residents of the Visit Estes Park Local Marketing District voted to approve
Ballot Initiative 6E to increase the total lodging tax rate from 2% to 5.5%. This increase in tax
supplies approximately $5 million in funds to address workforce housing and childcare needs in
the Estes Valley. Prior to the election, a high-level framework outlined the intentions of how
funding could be used to address these issues and how they might be administered if the
measure passed. The Board of Visit Estes Park determined prior to the election that it would
prefer to serve as a “pass-through” of the funds and rely on the Town of Estes Park, in
coordination with Larimer County, to decide how to administer them. In February 2023, the
Intergovernmental agreement with Larimer County for the Estes Park Local Marketing District
was amended to address the Lodging Tax (6E) funds and voted upon by the Town Board.
In 2023 the budgeted revenues from the Workforce Housing and Childcare Lodging Tax to be
passed through Visit Estes Park to the Town of Estes Park were estimated to be $5,379,305.
The Town began receiving funds in March 2023 (remittances take about three months to be
processed and sent to the Town) and as of the drafting of this document, the town has received
$1,918,211. Because of the delay in receiving actual funds, this only accounts for lodging tax
revenues through June 2023. We still expect to receive close to what was initially budgeted.
In addition to the funds received through the Workforce Housing and Childcare Lodging Tax, the
Town contributed funds from its own budget to begin addressing the workforce housing and
childcare needs as soon as possible. These funds were used for the same purposes as the
Workforce Housing and Childcare Lodging Tax funds while waiting for the tax funds to be
received. Those funds are not included in this report or plan for 2024 because, as strictly Town
funds, they are not subject to the same process outlined herein. However, it is worth noting that
the Childcare Needs Assessment and Strategic Plan will be funded through the Childcare
Reserve Fund. We expect that this report will supply essential data and strategies to direct the
ATTACHMENT 2
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2024 Workforce Housing and Childcare Funding Plan Page | 2
use of the Lodging Tax Funds to address our childcare challenges. The last Childcare Needs
Assessment was conducted in 2017 and did not supply a strategic plan.
The Workforce Housing and Childcare Lodging Tax supports the position of the Town’s new
Housing and Childcare Manager, who administers the funds and coordinates with community
partners while ensuring that all funding decisions are made in accordance with the
Intergovernmental agreement (IGA) between the County and Town of Estes Park, as well as
that year’s approved Funding Plan. This position with the Town of Estes Park was filled in
August of 2023.
In addition to the creation of the Housing and Childcare Manager role, the Town entered a
memorandum of understanding (MOU) with the Estes Park Housing Authority to formalize that
government entity to administer and use the Workforce Housing and Childcare Lodging Tax
funds dedicated to workforce housing.
The process to execute a new MOU with the Estes Park Housing Authority and the time to hire
a Housing and Childcare Manager reinforced the predicted expectation that 2023 would be a
“building year.” The Estes Park Housing Authority is still in the process of trying to recruit two
new positions necessary to develop and administer new housing programs and plan for new
development. Those positions are currently being advertised. As of September 2023, significant
steps have been taken to form a solid foundation for action in late 2023 and into 2024.
2023 Funding Summary
The 2023 Annual Funding Plan was approved in February 2023. The following sections
describe how the funds were distributed for childcare and workforce housing throughout the
year up until the drafting of this report in August 2023. To date, $4,203,760 has been either
distributed/spent or is slated for distribution/expenditure. Any unspent funds will be either be
spent in 2024 or held in reserve for future use on workforce housing and childcare. It should be
noted that while we budgeted for revenues in the amount of $5,379,305, we will not actually
receive at least two months’ worth of funding until March and April of 2024 due to the
aforementioned remittance lags.
Childcare
The 2023 Fund Plan included additional breakdown of funds for childcare into the following
subcategories:
Purpose of Funds Estimated Budget
Addressing Workforce Challenges $250,000
Facilities/Capital $200,000
Tuition Assistance/Scholarships $100,000
Out-of-School Programming $75,000
Total $625,000
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2024 Workforce Housing and Childcare Funding Plan Page | 3
In February 2023, Policy 227: Workforce and Attainable Housing Funding Guidelines and Policy
225: Childcare Funding Guidelines were updated. The Childcare Funding Guidelines inform
financial decisions related to childcare challenges and includes a Childcare Funding Application,
which allows childcare providers to request funding from Town.
This application process allowed two childcare centers in the Estes Valley to apply for funds and
were awarded grants to support staff recruitment and retention totaling $29,500. In addition to
the grants, EVICS Family Resource Center was awarded $100,000 to fund Tuition Assistance,
half of which went toward staff who are implementing the program and serve as a “tuition
assistance navigator” for families. To date, $129,500 in Lodging Tax Funds has been distributed
in the Estes Valley during 2023 to support childcare needs upon the drafting of this report.
Additional funding request applications have been received upon the drafting of this report and it
is expected that additional funds will be distributed before the end of the year.
Workforce Housing
The Town of Estes Park and the Estes Park Housing Authority entered a memorandum of
understanding in July 2023 to transfer the workforce housing portion of the Workforce Housing
and Childcare Lodging Tax funds received by the Town. EPHA has authority to make
purchasing decisions as outlined in the MOU to administer and manage the various programs
presented in the Annual Funding Plan. To oversee the development and programs needed in
the administration of the Workforce Housing and Childcare Lodging Tax funds, the Housing
Authority has created and opened two positions. Increasing staffing capacity with these two
positions, a Housing Program Manager and a Real Estate Development Manager, will play a
critical role in the ability to provide solutions to the workforce housing needs in the Estes Valley.
The 2023 revenues budgeted to go toward workforce housing was $4,750,000. Per the 2023
Fund Plan, the funds are broken down into additional subcategories to include programs,
staffing needs, and property acquisition, as noted in the table below.
Purpose of Funds Estimated Budget
Property Acquisition Reserve (Land-banking, financing, etc.) $1,500,000
Cash Buyer Program/Rental Assistance $1,500,000
Predevelopment work for property already in real estate portfolio $900,000
Deed Restriction Purchase Program $500,000
Staffing/Capacity Building at EPHA $350,000
Total $4,750,000
Upon drafting this report, the Estes Park Housing Authority has requested a change in the
allocation of funds within the described subcategories. In their role, EPHA must respond quickly
to market opportunities to preserve and create additional housing options. Timing is essential to
taking advantage of these opportunities. The confinement of subcategories inhibits their ability
to carry out their mission and acquire property with Workforce Housing and Childcare Lodging
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2024 Workforce Housing and Childcare Funding Plan Page | 4
Tax funds. This reasoning is true for workforce housing needs, as well as childcare, and is why
the 2024 Funding Plan does not have as constraining subcategories with specific allotment of
dollar amounts.
With the Housing Strategic Plan and Needs Assessment published in 2023, updated data from
the previous report in 2017 reflected a continuation of need for housing in the Estes Valley and
provided clear projections of needed development. The Housing Strategic Plan identified a 5-
year target of developing between 300-400 dwellings, in addition to proposing several strategies
to preserve or convert the use of existing housing stock to meet those needs.
In 2023, Workforce Housing and Childcare Lodging Tax funds were primarily used for land
acquisition, pre-development of property, and engineering and development expenses. The
majority of funds, nearly $2.5 million, are allocated to land acquisition and development. In
addition to that, $225,500 was used as a down payment and $30,000 for carrying costs to
purchase a property and pre-development costs that will provide 10-12 townhome style homes
deed restricted to the local workforce, as well as income restricted. Another $620,000 was
administered for development expenses of Castle Ridge Development. Castle Ridge
Development will provide an estimated 30 townhome style units which will be deed restricted to
the local workforce, as well as income restricted. The Estes Park Housing Authority acquired
land and property in 2023 that will allow for the opportunity to begin development of
approximately 281 housing units in 2024.
The Town of Estes Park intends to leverage Workforce Housing and Childcare Tax funds, by
opting in to Proposition 123. This will allow for the Town to submit for funding from several
programs born from this funding source which will expand funds to develop housing in the Estes
Valley. The Town of Estes Park submitted Letters of Interest for the Department of Local Affairs
(DOLA) Strong Communities Infrastructure Grant and the Transformational Housing Grant for
this purpose.
2024 Funding Plan
The 2024 Funding Plan is based on information and data gleaned from foundational documents
such as the 2023 Housing Needs Assessment and Strategic Plan, the Childcare and Housing
Task force recommendations, the 6E Framework and the 2023 Funding Plan. In addition to
these documents, a Key Stakeholder meeting mostly focused on childcare supplied robust
feedback that also helped inform the 2024 Funding Plan. At this meeting, Town staff and Estes
Park Housing Authority conducted a public meeting with key stakeholders throughout Estes
Valley and Larimer County. The virtual meeting had 23 attendees and provided survey feedback
from 11 participants. The valuable insight from this meeting was included in the decision making
and planning of the 2024 Funding Plan.
The Housing and Childcare Manager was hired in August 2023. This position is responsible for
facilitating decision-making and ensuring that agreements with recipients of any Lodging Tax
Funds are drafted, negotiated, and executed per the ballot language. This includes the
Intergovernmental Agreement with Larimer County whereby the Town and County agree on the
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2024 Workforce Housing and Childcare Funding Plan Page | 5
process for decision-making, professional service agreements with partners/contractors
providing services relating to the creation of workforce housing and provision of childcare
services, and the agreement made with the Estes Park Housing Authority. There are also new
and updated policy decisions related to childcare that need to be made which will inform
program development, eligibility requirements, etc. The Housing and Childcare Manager worked
with the Estes Park Housing Authority, local childcare providers, the EVICS Family Resource
Center, the School District, the Early Childhood Council of Larimer County, Boys & Girls Club of
Larimer County, and several other key stakeholders on the creation of this report and Annual
Funding Plan.
Funding Allocations
The following proposed budget breakdown demonstrates how the Workforce Housing and
Childcare Lodging Tax funds will directly and strategically support childcare and workforce
housing needs in the Estes Valley, while allowing for flexibility to respond to needs as they
arise. All dollar figures are approximations contingent on several factors including actual
collections each year. The timing of collections impacts how much can be spent and at what
point in the year. Once received, funds roll into their designated category of workforce housing
or childcare. Funds received in 2023 but not distributed will roll into a reserve fund balance to be
used in 2024 or held in reserve for future use on workforce housing and childcare. Unknown
funding requests are expected prior to the end of 2023 that will lower the estimated fund
balance in both childcare and workforce housing in 2024.
The 2024 Funding Plan does not have designated dollar amounts outlined in subcategories
under Workforce Housing or Childcare so that funds may be shifted during the year depending
on opportunities that present themselves (e.g., for property acquisition if something becomes
available on the market). Flexibility and responsiveness to childcare and workforce housing
needs is essential to being solutions focused. Staff from the Town and the Estes Park Housing
Authority quickly realized that while in the early developmental stages there is a need for greater
flexibility within each category. Programs and processes continue to be developed upon the
drafting of this plan that innately have a level of uncertainty. Until we have a firmer grasp on how
to best target funds to address our community’s needs (and in anticipation of the results of the
Childcare Needs Assessment and Strategic Plan), we will want to allow ourselves flexibility
within each of the categories. We expect that as we continue to gather information, and
programs and processes are honed, the budget will “firm up” year after year and allow the Town
and the Estes Park Housing Authority to present a more exact budget proposal each year.
For budgeting and planning purposes, the 2024 proposed budget allocations from the
Workforce Housing and Childcare Lodging Tax will breakdown the same as the 2023 Funding
Plan:
● Workforce Housing: $4,750,000
● Childcare: $625,000
For the 2024 Funding Plan, it is estimated that $400,000 will carry over to a fund balance for
childcare needs and the Estes Park Housing Authority projects approximately $675,000 will
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2024 Workforce Housing and Childcare Funding Plan Page | 6
carryover for workforce housing and remain unallocated to any subcategory but may be spent to
support any allowable workforce housing purpose under the applicable statute.
Childcare
Workforce Housing and Childcare Lodging Tax funds, along with the Town’s direct
contributions, will be used to address the varied challenges faced by families in need of
childcare, as well as the workforce challenges providers, early childhood teachers and support
staff experience. Childcare will receive 12% of the expected revenue from the Workforce
Housing and Childcare Lodging Tax funds, estimated to be $625,000.
It is important to note that the estimated revenue and budget for childcare is an approximation
and is subject to change based on needs and opportunities that arise, and that all funds may not
be spent each year but may carry over to the following year into a fund balance. When
considering current and anticipated funding requests before end-of-year, the fund balance
expected in 2024 is estimated to be approximately $400,000 bringing the total funds to support
childcare solutions to $1,025,000. The roll-over funds may be spent to support any allowable
childcare purpose under the applicable statute.
Funding decisions are made based on evaluation of need in the community and consideration of
maximizing the impact of Workforce Housing and Childcare Lodging Tax funds for the Estes
Valley Community. Decisions regarding distribution will be made consistent with the Town’s
adopted Childcare Funding Guidelines, while specifics will be informed by the upcoming
Childcare Needs Assessment and Strategic Plan expected to be transmitted to the Town in the
spring of 2024. Further, with the Housing and Childcare Manager now onboard we can begin
developing programs to ensure that funds are distributed in an equitable and transparent
manner, and so that childcare providers can have some idea of what they can expect to receive
based on the services they provide.
The four subcategories presented in the 2023 Funding Plan remain very relevant and will be
addressed strategically as follows:
Tuition Assistance
Tuition Assistance continues to be a prioritized need for Estes Valley families. During the
community stakeholders meeting, the participants reiterated that Tuition Assistance should be
prioritized to receive additional funding support in upcoming years.
In 2023, EVICS Family Resource Center was identified as the partner community organization
to administer tuition assistance for families in the Estes Valley in coordination with Larimer
County. Funds will be directly provided to EVICS to create a “pool” to supply needed tuition
assistance for eligible families. Through a professional service agreement, EVICS will receive
funds to offset the costs of administering the program. Town staff will audit funds and evaluate
the agreement with EVICS annually to determine efficiency and the approach to administering
tuition assistance to the Estes Valley community.
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2024 Workforce Housing and Childcare Funding Plan Page | 7
It is worth noting the ardent desire by stakeholders to increase Tuition Assistance eligibility
requirements for families in the Estes Valley. In collaboration with EVICS Family Resource
Center, Early Childhood Council of Larimer County, and by using the data gathered from the
Childcare Needs Assessment and Strategic Plan, a proposal to increase the eligibility
requirements for Tuition Assistance will be presented to the Town Board in 2024 for
consideration.
Addressing Workforce Challenges
Funding programs to support childcare providers and early childhood teachers and support staff
is needed to stabilize our workforce. Programs be developed to help bridge the gap between
what providers can afford to pay staff and what is considered to be a reasonable living wage in
the Estes Valley. Pilot programs such as yearly stipends, recruitment bonuses, and retention
programs will be examined as solutions to this need in 2024. A strong focus will be placed on
eligibility requirements of such programs.
Grants to provide funding for costs associated with housing staff, addressing transportation
needs of staff and/or children will be available through the Childcare Funding Guidelines and
Funding application process. Depending on the specific need of the applicant, the project may
likely be funded through the fund balance.
The year-round fluctuation of the local economy affects all of our workforce, but especially
negatively impacts childcare providers. As the Estes Park economy shifts throughout the year,
work schedules, income, and childcare needs change as well. Dips in enrollment at childcare
centers and home providers affect the providers financial stability, as well as the needed
consistent care for children. A yearly subsidy for providers to support operational costs will be
examined as a priority pilot program and presented to the Town Board in 2024 for consideration.
The framework for programs such as these exists throughout the state and country. It is
essential to work with local and county partners to ensure we are not duplicating services or
programs, rather expanding upon them to meet the unique needs of our local Estes Valley
workforce.
Out-of-School Programming
Childcare for school age children during the summer months, after and/or before school, and on
out-of-school days like Teacher Professional Development days, will be subsidized through the
Childcare Funding Guidelines and Funding application process for entities that provide such
care within the Estes Valley.
Ongoing and large scale Out-of-School programming needs will be defined with the Childcare
Needs Assessment and Strategic Plan and outline long term planning and support for such
care. Collaboration with existing local organizations will support this planning.
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2024 Workforce Housing and Childcare Funding Plan Page | 8
Capital and Facilities
The Childcare Needs Assessment and Strategic Plan will provide the necessary insight into long
term capital and facility needs for the Estes Valley and describe the role that Workforce Housing
and Childcare Lodging Tax funds will play in addressing that need. Because a fund balance will
exist in 2024, the Town will be in a position to react to the priority actions presented in the
Strategic Plan related to larger capital expenses. Likely, many of the funds for capital and facility
will come from the fund balance created by the roll-over funds.
Requests for funding for facilities and capital-related expenditures by community providers will
be made using an application process administered by the Town. Depending on the size of the
request, award decisions may be made administratively (less than $10,000) or by the Town
Board.
Subsidies to providers for capital improvements and facilities are expected be unique and
administered on a case-by-case basis to the individual grant applicant, but may be used for:
● Financial assistance to childcare providers wishing to purchase a facility for childcare.
● Rental assistance for providers.
● Funding for capital improvements to existing facilities needed in order to open or to
maintain or increase capacity.
Again, it will be especially important to work with our state and county partners to ensure we are
not duplicating existing services and grant opportunities, rather the Workforce Housing and
Childcare Lodging Tax funds are expanding on them to serve the needs of the local community
and workforce.
Workforce Housing
The Estes Park Housing Authority (EPHA) exists to create and facilitate housing development
opportunities in the Estes Valley. EPHA currently has staff and programs in place to utilize
Workforce Housing and Childcare Lodging Tax funds to address workforce housing challenges
in the immediate term. In July 2023, the Town entered a memorandum of understanding to
transfer the workforce housing portion of the Workforce Housing and Childcare Lodging Tax
funds received by the Town. EPHA has authority to make purchasing decisions as outlined in
the MOU to administer and manage the various programs presented in the Annual Funding
Plan. All expenditures by the EPHA will be subject to regular audits.
Again, it is important to note that the estimated revenue and budget for childcare is an
approximation and is subject to change based on opportunities that arise, and that all funds may
not be spent each year but may carry over to the following year. The Estes Park Housing
Authority was created by the Town and is a formal governmental entity. The EPHA Board
Members are appointed by the Town Board, and it is subject to the same auditing requirements
as other public entities in Colorado.
Funding decisions are made based on evaluation of need in the community and consideration of
maximizing the impact of Workforce Housing and Childcare Lodging Tax funds for the Estes
Valley Community. Decisions regarding distribution will be made in collaboration with the Estes
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2024 Workforce Housing and Childcare Funding Plan Page | 9
Park Housing Authority and specifics are informed by the Housing Needs Assessment and
Strategic Plan, which was transmitted to the Town and EPHA in January 2023 and the Annual
Housing Supply Plan drafted by EPHA, which provides insight into the organization’s future
planning.
Property Acquisition Reserve
The 2023 Housing Needs Assessment and Strategic Plan has informed the specifics for
strategic administration of the Workforce Housing and Childcare Lodging Tax funds and is a
priority for the development of new housing units for the Estes Park Housing Authority.
Therefore, the Estes Park Housing Authority projects $2.5 million for property acquisition in
2024 and based on this projection that dollar amount will be set aside for that purpose.
Predevelopment work for property already in real estate portfolio
Estes Park Housing Authority projects the creation of approximately 281 units through the
development of four capital development projects beginning in 2024. These projects are either
under the direct control of the Estes Park Housing Authority or the Town of Estes Park.
Workforce Housing and Childcare Lodging Tax funds, in partnership with various Prop 123
initiatives, will support the development of these projects.
Property owned by the Town of Estes Park slated for concept work and possibly the
development of housing in upcoming years include the Fish Hatchery Housing Development,
179 Stanley Circle Drive, and the Dry Gulch property. The collaboration between the Town and
EPHA will allow for efficient planning and development of these properties. The Fish Hatchery
Housing Development has been in predevelopment since 2021, but the Town stepped back
from pursuing a workforce rental development at that location due to changes in the financial
market, construction costs, and market demand. EPHA and the Town will continue working
together to jumpstart a redevelopment of mixed income workforce housing at the site. EPHA
anticipates pursuing Low Income Housing Tax Credits (LIHTC) to develop the site in
coordination with development partners. That funding process will dictate the timing and ability
to begin construction of this project in 2024.
Deed Restriction Purchase Program
Upon the hiring of the Housing Program Manager, Estes Park Housing Authority will conduct a
robust review of deed restriction programs and develop a program that fits the needs of Estes
Valley residents. The primary goal of any deed restriction program will be to preserve existing
home inventory for use by the local workforce. $1.05 million to go toward this program and its
development in 2024.
Cash Buyer and Rental Assistance
Estes Park Housing Authority will also begin an exploratory process to evaluate the potential
efficacy and feasibility of a cash buyer program upon the hiring of the Housing Program
Manager. The program could allow EPHA to be a cash buyer for open market properties on
behalf of identified and approved local workforce buyers. The pre-approved buyers would then
have 90 days to close on the final sale. The Estes Park Housing Authority will utilize $700,000
Page 46
2024 Workforce Housing and Childcare Funding Plan Page | 10
of Workforce Housing and Childcare Tax funds to investigate the tools and processes
necessary to activate a program of this nature in 2024.
Staffing/Capacity Building
In addition to developing assistance programs such as those listed above, the Workforce
Housing and Childcare Lodging Tax funds will significantly increase EPHA’s workforce housing
development throughout the Estes Valley. To meet the need for new workforce housing
developments, as well as the need to preserve or convert existing housing stock, the Estes Park
Housing Authority will expand their staffing with two additional positions. Upon the drafting of
this report, the positions are open and posted. The Housing Program Manager position will
facilitate the development of new housing programs, such as enhanced down payment
assistance, deed restriction purchasing, ADU incentives and other housing programs to
increase and preserve the stock of attainable housing for our local workforce. The second
position of Real Estate Development Manager will take the lead role in managing new
development, rehabilitation, and land banking for the Estes Park Housing Authority.
The Estes Park Housing Authority is primed to address the needs of workforce housing in the
Estes Valley with the addition of these two staff positions and the available funds to acquire
property with the funds provided by the Workforce Housing and Childcare Lodging Tax revenue.
Assistance programs will allow the additional housing supply to be more accessible to our
community members.
Decision Making
Funding decisions are made based on evaluation of need in the community and consideration of
maximizing the impact of Workforce Housing and Childcare Lodging Tax funds. All funding
decisions will be made in accordance with the Intergovernmental Agreement between Larimer
County and the Town of Estes Park and the adopted Annual Funding Plan (including this plan
for 2024).
With respect to spending decisions made by the Town, Workforce Housing and Childcare
funding policies dictating eligibility for awards and how they can be used have been adopted by
the Town Board. These policies are informed by the Town’s existing finance policy, which limits
administrative purchasing authority to $100,000 or less, as well as existing Workforce Housing
and Childcare funding guidelines. New fund accounts have been established within the Town
budget for Workforce Housing and Childcare. Workforce Housing funds are transferred to the
Estes Park Housing Authority on a monthly basis as remittances are received. Approval by the
Town Board is required for the creation of funding programs for both childcare and workforce
housing, as outlined in the MOU with EPHA.
Reporting of the use of funds will be conducted at least annually during the proposal of the
annual funding plan, and upon request by either the Town Board, Board of County
Commissioners, or Visit Estes Park. Detailed expenditure reports for the previous year will be
presented to both boards by June 30 each year.
Page 47
2024 Workforce Housing and Childcare Funding Plan Page | 11
2024 and Beyond
In 2022, Estes Valley constituents requested direct support for childcare and workforce housing
from our visitors to help support the vibrancy of our community. With the passing of Ballot
Initiative 6E to redirect Lodging Tax funds to childcare and housing, the community turned to the
Town of Estes Park to plan, develop, and execute strategies that will foster a more diverse,
inclusive, and vibrant community ready to welcome our visitors. With affordable and attainable
housing and childcare, our community can thrive and in turn our visitors will have a more
enjoyable experience and Estes Park will have a more vibrant and sustainable economy.
The Town of Estes Park and the Estes Park Housing Authority have a vested responsibility to
be proper stewards of these funds. There are many variations of successful programs to
support childcare and housing that can be replicated from communities across the state of
Colorado and the nation, however, Estes Park has unique needs that will require unique
solutions. The Workforce Housing and Childcare Lodging Tax funds provide an opportunity to
meet those needs creatively and offer sustainable solutions.
The 2023 Housing Strategic Plan and Needs Assessment and the future Childcare Needs
Assessment and Strategic Plan will provide strategic action items that will facilitate data driven
decision making. Once we have the results of the Childcare Needs Assessment and Strategic
Plan, Town staff, in coordination with community partners, will be developing a longer-term
strategic plan (e.g. a five-year plan that interweaves housing and childcare and outlines specific
desired outcomes and metrics of success. Childcare and workforce housing issues inherently
go hand-in-hand and primarily affect the workforce and young families in the Estes Valley. As
solutions are developed, the holistic understanding of how these issues are intertwined is
essential to long term success and sustainability of the programs. The Housing Strategic Plan
provides a vision where “working age households have stable, desirable housing in the Estes
Valley enabling them to support our local economy, provide essential services, and thrive as
vital members of our community,” which could be easily broadened to include childcare.
In 2024, we will be developing a more formal strategic plan that includes desired outcomes with
specific metrics for success for both workforce housing and childcare.
At a high level, desired outcomes include:
• Improving availability and affordability of housing and childcare for the workforce.
• Increasing the preservation and creation of workforce housing units.
• Creating housing that is desirable, compatible, and affordable for the long term and have close
proximity to childcare centers.
• Matching housing investments with areas of greatest need in the workforce community.
• Providing early childhood teachers and staff with a livable wage so that they are able to live and
work in the Estes Valley.
Page 48
2024 Workforce Housing and Childcare Funding Plan Page | 12
Process for Development of the Annual Workforce and Childcare Funding Plan for
Lodging Tax (6E) Funds
The graphic below outlines the high-level steps in the process for development of the 2024
Funding Plan and for future years. The process will be revisited annually in coordination with
Larimer County. Changes to the process can be made at any time based on mutual agreement
of the Town and County.
Summer
Aug
•Town staff works with Visit Estes Park to determine projected revenues for upcoming year; develops report on current year expenditures.
•Town staff develops recommended Funding Plan for Workforce and Childcare Lodging Tax funds to be included in proposed VEP Annual Operating Plan.
Sept
•Larimer County/Town/VEP Boards consider VEP operating plan, including recommended Workforce and Childcare Lodging Tax Plan budget.
Oct-Dec
•Town files proposed Funding Plan with the County by November 1.
•Town Board adopts Town budget, including budget for Workforce and Childcare Lodging Tax funds.
•County approves or requests changes to Funding Plan by December 1.
• Town Board engages in Strategic Planning Process which will inform the development of the next year’s budget.
Page 49
2024 Annual Funding Plan
Proposed Workforce Housing and Childcare Funding Plan
Carlie Bangs
Housing & Childcare Manager
Town of Estes Park
October-December
Town files proposed
Funding Plan with the
County by November 1.
Town Board adopts Town
budget, including the budget
for Workforce and Childcare
Lodging Tax funds.
County approves or requests
changes to Funding Plan by
December 1.
September
Larimer County, Town and
VEP Board considers VEP
Annual Operating Plan,
including recommended
Workforce and Childcare
Lodging Tax Plan budget.
August
Town Staff works with Visit
Estes Park to determine
projected revenues for
upcoming year; develops
report on current year
expenditures
Town staff develops
recommended Funding Plan
for Workforce and Childcare
Lodging Tax funds to be
included in proposed VEP
Annual Operating Plan.
Summer
Town Board engages in
Strategic Planning Process
which will inform the
development of the next
year’s budget
Annual Timeline
Final Draft
The final draft, as presented, was edited to include the following statements (pg. 10):
“Approval by the Town Board is required for the creation of funding programs for both childcare and
workforce housing, as outlined in the MOU with EPHA”
“Reporting of the use of funds will be conducted at least annually during the proposal of the annual
funding plan, and upon request by either the Town Board, County Commissioners, or Visit Estes Park.
Detailed expenditure reports for the previous year will be presented to both boards by June 30 each year”
2024 Funding
Childcare
$625,000 + ~$400,000 estimated
Workforce Housing
$4,750,000 + ~$675,000 estimated
2024 Childcare Funds
Ɣ Tuition Assistance
Ɣ Addressing Workforce Challenges
Ɣ Out-of-School Programming
Ɣ Facilities and Capital
Photo: Mountaintop Childcare
2024 Workforce Housing Funds
Ɣ Property Acquisition Reserve
(Land-banking, financing, etc)
Ɣ Predevelopment
(work for property already in real estate portfolio)
Ɣ Deed Restriction Purchase Program
Ɣ Cash Buyer Program/Rental Assistance
Ɣ Staffing & Capacity Building at EPHA
Photo: Estes Park Housing Authority
2024 & Beyond
Thank you.
Continue for Reference Slides
Projected Fund Balance
Purpose of Funds Estimated Budget Projected Distribution Actual Distribution
Addressing Workforce Challenges $250,000 $59,500 $29,500
Facilities/Capital $200,000 - -
Tuition Assistance/Scholarships $100,000 $100,000 $100,000
Out-of-School Programming $75,000 $100,000
Total $625,000 $259,500 $129,500
Fund Balance:$365,500 $495,500
Childcare Fund Balance
Projected Carry Over
Estes Park Housing Authority Projected Carry Over
Purpose of Funds Budgeted Expected Distribution
Actual
Distribution/Committed
Property Acquisition $1,500,000 $2,655,500 $2,925,980
Cash Buyer Program/Rental Assistance $1,500,000 $200,000 $0
Predevelopment Work $900,000 $662,360 $609,298
Deed Restriction Purchase Program $500,000 $300,000 $0
Staffing/Capacity Building at EPHA $350,000 $256,400 $40,117
Total $4,750,000 $4,074,260 $3,575,394
2023 Carry-over:$675,740 $1,174,606
**Actual/Anticipated as of 9/22/2023
Survey Feedback
Summary of the Survey
Ɣ Majority of stakeholders believe the 2023
proposed split between childcare and housing
should remain the same in 2024
Ɣ Comments indicated that stakeholders
suggest that 2024 should be a continuation of
2023 as a building year
Ɣ Lacking clear structured plan for childcare,
need to make decisions based on the Strategic
Plan
Ɣ Need a community-wide, collaborative “vision”
Ɣ Long term planning needed for larger projects
Survey Feedback
Page 50
ADMINISTRATION Memo
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Carlie Bangs, Housing and Childcare Manager
Date: October 10, 2023
RE: Resolution 90-23 – Professional Service Contract with Groundswell for
Good for a Childcare Needs Assessment and Strategic Plan
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Approve contract with Groundswell for Good to conduct a Childcare Needs Assessment
and prepare a Childcare Strategic Plan.
Present Situation:
The last Childcare Needs Assessment was conducted in 2018 and the information is
now outdated. An updated Childcare Needs Assessment will provide useful information
on childcare needs and how they have changed since the previous assessment was
completed. A Strategic Plan will help guide the community in its effort to continue to
meet childcare needs and provide strategic actions for implementation.
The Town conducted a request for proposals (RFP) process and received two
proposals. A review team that included community partner, EVICS Family Resource
Center, evaluated the proposals based on the criteria presented in the RFP and
determined that Groundswell for Good based out of Denver, CO, was the best suited to
partner with the Town on the project. The other proposal, which was competitive, was
submitted by Crescendo Consulting Group based out of Portland, Maine.
Proposal:
Town staff proposes that the Town Board award a contract to Groundswell for Good by
approving the attached resolution.
Advantages:
•Awarding the contract to Groundswell for Good supports the review committee’s
recommendation to the Board.
Page 51
•The proposal submitted by Groundswell for Good demonstrates their ability to meet the
needs of the Town with respect to a new Childcare Needs Assessment and Strategic
Plan.
Disadvantages:
None.
Action Recommended:
Staff recommends the approval of Resolution 90-23.
Finance/Resource Impact:
Budget Account Number: 101-1900-419.37-97 Childcare Reserves, $89,841
expenditure, $100,000 available budget as of 8/30/23
Level of Public Interest
None.
Sample Motion:
I move for the approval/denial of Resolution 90-23.
Attachments:
1.Resolution 90-23
2.LINK: Contract Documents (RFP, Addenda, Consultant Proposal, Consultant
Budget)
Page 52
RESOLUTION 90-23
APPROVING A PROFESSIONAL SERVICE CONTRACT WITH GROUNDSWELL FOR
GOOD FOR A CHILDCARE NEEDS ASSESSMENT AND STRATEGIC PLAN
WHEREAS, the need for childcare for the Estes Park local workforce has been
recognized as an issue for decades; and
WHEREAS, the data and information yielded from the 2018 Childcare Needs
Assessment is now outdated and new, updated information is desired in order to
understand the childcare needs; and
WHEREAS, a request for proposals (RFP) was issued by the Town in July 2023
to identify a consulting firm to conduct a new childcare needs assessment and develop
a strategic plan; and
WHEREAS, of the proposals received in response to the RFP, an evaluation
committee recommended awarding a contract to Groundswell for Good and Melton
Strategic Solutions; and
WHEREAS, the Town of Estes Park desires to enter into a contract with
Groundswell for Good to conduct a Childcare Needs Assessment and Strategic Plan.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the professional services
contract referenced in the title of this resolution in substantially the form now before the
Board.
DATED this day of , 2023.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
ATTACHMENT 1
Page 53
Town of Estes Park Professional Services Contract --Page 1 of 12
PROFESSIONAL SERVICES CONTRACT
Estes Park Childcare Needs Assessment and Strategic Plan
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
Groundswell for Good, LLC, a Colorado limited liability company, whose address is 1009 E
26th Avenue, Denver CO 80205, make this Contract this day of ,
2023, at the Town of Estes Park, Colorado, considering the following facts and circumstances:
1 RECITALS:
1.1 Town desires to use the services of Consultant outlined in Consultant's Proposal; and
1.2 Consultant has agreed to provide the Services outlined in its Proposal, on the terms
and conditions stated in this Contract.
2 CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract
Documents. In resolving inconsistencies between two or more of the Contract Documents,
they shall take precedence in the order enumerated, with the first listed Contract Document
having highest precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
2.1 Change Orders;
2.2 Notice to Proceed;
2.3 This Contract;
2.4 The Following Addenda, if any:
Number Date Pages
Addendum 3 to the Proposal, Detailed Budget September 14, 2023 1 page
Addendum 2 to the RFP, Q&A August 18, 2023 1 Page
Addendum 1 to the RFP, Q&A August 3, 2023 1 Page
2.5 Request for Proposals, entitled “ Request for Proposal Estes Valley Childcare Needs
Assessment and Strategic Plan,” dated July 27, 2023, containing 18 pages;
2.6 Consultant's Proposal, entitled “Estes Valley Childcare Needs Assessment and
Strategic Plan Proposal,” dated August 24, 2023; and
Town of Estes Park Professional Services Contract --Page 2 of 12
2.7 Insurance Certificates.
3 SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense all
materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the
conditions and prices stated in the Contract Documents.
4 BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s notice to proceed. Consultant shall
timely perform its Services, according to the Consultant’s Proposal.
5 PRICE: The Town will pay Consultant for the performance of this Contract, not to exceed
$89,841, as the Price for the total Services performed as stipulated in Consultant's Proposal.
This Contract does not create a multiple fiscal year direct or indirect debt or other financial
obligation. Each request for service shall incur a concurrent debt for that request only. All
financial obligations of the Town under this Contract are contingent upon appropriation,
budgeting, and availability of specific funds to discharge such obligations.
6 TIME OF PAYMENTS TO CONSULTANT: The Consultant shall bill its charges to the
Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a
brief description of the Services provided by each such employee, and an itemization of
direct expenses. The Town will pay each such bill which it finds to be in accordance with
this Contract within forty-five days of its receipt. If Town questions any part of a bill, finds
any part of a bill does not conform to this Contract, or claims the right to withhold payment
of any part of a bill, it will promptly notify Consultant of the question, nonconformity or
reasons for withholding.
7 QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any
of its obligations under this Contract. Notwithstanding any other terms of this Contract,
Town may withhold any payment (whether a progress payment or final payment) to
Consultant under the following conditions:
7.1 Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
7.2 Consultant is in default of any of its obligations under this Contract or any of the
Contract Documents.
7.3 Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
7.4 Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
Town of Estes Park Professional Services Contract --Page 3 of 12
8 CONSULTANT'S DUTIES:
8.1 Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best
efforts, skill, judgment, and abilities. Consultant will further the interests of Town
according to Town’s requirements and procedures, according to high professional
standards.
8.2 Consultant has and will undertake no obligations, commitments, or impediments of
any kind that will limit or prevent its performance of the Services, loyally, according
to the Town's best interests. In case of any conflict between interests of Town and any
other entity, Consultant shall fully and immediately disclose the issue to Town and,
without Town's express approval, shall take no action contrary to Town's interests.
8.3 Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in
the Consultant's same profession under the same or similar circumstances.
8.4 Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work
shall not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
8.5 The Contract Documents determine whether the Consultant's Scope of Services
includes detailed independent verification of data prepared or supplied by Town.
Consultant will, nevertheless, call to Town's attention anything in any drawings,
plans, sketches, instructions, information, requirements, procedures, or other data
supplied to Consultant (by the Town or any other party) that Consultant knows, or
reasonably should know, is unsuitable, improper, or inaccurate for Consultant's
purposes.
8.6 Consultant shall attend such meetings on the work stated in this Contract, as Town
requires. Town will give reasonable notice of any such meetings, so the Consultant
may attend.
8.7 As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8.8 Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
8.9 Consultant shall keep its books and records for Services and any reimbursable
expenses according to recognized accounting principles and practices, consistently
applied. Consultant shall make them available for the Town's inspection at all
Town of Estes Park Professional Services Contract --Page 4 of 12
reasonable times. Consultant shall keep such books and records for at least three (3)
years after completion of the Services.
9 TOWN'S DUTIES:
9.1 Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
9.2 Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
9.3 Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions
to the Consultant in writing within a reasonable time.
9.4 Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and
define the Town's policies and decisions on the Consultant’s Services.
9.5 Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10 USE OF FINAL PRODUCT: Consultant may have limited involvement after the completion
of this Agreement and lacks control of the future use of Consultant's work. Except for
deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
10.1 The Consultant will keep record copies of all work product items delivered to the
Town.
11 OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and
other materials peculiar to the Services of Consultant or Consultant’s subconsultants under
this Contract are property of Town, for its exclusive use and re-use at any time without
further compensation and without any restrictions. Consultant shall treat all such material
and information as confidential, and Consultant shall neither use any such material or
information or copies on other work nor disclose such material or information to any other
party without Town's prior written approval. Upon completion of Services, or at such other
time as the Town requires, Consultant shall deliver to the Town a complete, reproducible set
of all such materials. For copyright ownership under the Federal Copyright Act, Consultant
conveys to Town and waives all rights, title and interest to all such materials in written,
electronic or other form, prepared under this Contract. Town shall have worldwide reprint
and reproduction rights in all forms and in all media, free of any claims by the Consultant or
its subconsultants and subcontractors. The Town's rights, granted above, in drawing details,
designs and specifications that are Consultant's standard documents for similar projects, and
in Consultant’s databases, computer software and other intellectual property developed, used
Town of Estes Park Professional Services Contract --Page 5 of 12
or modified in performing Services under this Contract are not exclusive, but joint rights,
freely exercisable by either the Town or the Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12 CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to
make corresponding adjustments in the contract price and time for completion. All changes
will be authorized by a written change order signed by Town. Work shall be changed, and
the contract price and completion time shall be modified only as set out in the written
change order.
13 SERVICE OF NOTICES: The parties may give each other required notices in person or by
first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Carlie Speedlin Bangs
Housing & Childcare Manager
170 MacGregor Avenue
PO box 1200
Estes Park, CO 80517
CONSULTANT:
Sarah Hughes
Principal Consultant, Groundswell for
Good, LLC
1009 E. 26th Avenue
Denver, CO 80205
Town of Estes Park Professional Services Contract --Page 6 of 12
14 COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA.
15 PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful
prosecution of its Services. Anyone conducting business in the Town of Estes Park is
required a business license which can be obtained from the Town Clerk’s Office.
16 PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold and
save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred
by reason of actual or alleged infringement during the prosecution or after completion of
Services.
17 INSURANCE: Consultant shall, at its own costs, secure and continuously maintain through
the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any
claims-made policy, Consultant shall include the necessary retroactive dates and extended
reporting periods to maintain continuous coverage.
17.1 Professional Liability/Errors and Omissions for at least $1,000,000.
17.2 Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000.
17.3 General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and
defense cost. Coverage shall include bodily injury, property damage, personal injury,
and contractual liability.
17.4 Comprehensive Automobile Liability with minimum limits for bodily injury and
property damage coverage of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorneys' fees and defense costs, for each
of Consultant's owned, hired or non-owned vehicles assigned to or used in
performance of this Contract.
17.5 The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
Town of Estes Park Professional Services Contract --Page 7 of 12
coverages shall not contain endorsements including the Town, its officers or
employees as additional insureds. Every policy required above shall be primary
insurance. Any insurance or self-insurance benefits carried by Town, its officers, or
its employees, shall be in excess and not contributory to that provided by Consultant.
17.6 Consultant shall, upon request, provide Town a certified copy of each required policy.
17.7 As evidence of the insurance coverages required by this Contract, before beginning
work under this Contract, Consultant shall furnish certificates of insurance certifying
that at least the minimum coverages required here are in effect and specifying the
liability coverages (except for professional liability) are written on an occurrence
form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: Carlie Speedlin Bangs
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
17.8 If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
17.9 Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of
any reduction or exhaustion of aggregate limits, which Town may deem to be a
breach of this Contract.
17.10 The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S.,
as from time to time amended, or otherwise available to the parties, their officers, or
their employees.
Town of Estes Park Professional Services Contract --Page 8 of 12
17.11 If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than
the commencement date of the project and will state that in the event of cancellation
or nonrenewal, the discovery period for insurance claims (tail coverage) will be at
least 72 months.
17.12 Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18 INDEMNIFICATION:
18.1 Consultant and its agents, principals, officers, partners, employees, and
subcontractors ("Indemnitors") shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents ("Indemnitees") from all
claims, damages, losses, liens, causes of actions, suits, judgments, and expenses
(including attorneys’ fees), of any nature, kind, or description ("Liabilities") by any
third party arising out of, caused by, or resulting from any Services under this
Contract if such Liabilities are: (1) attributable to bodily injury, personal injury,
sickness, disease, or death of any person, or to the injury or destruction of any
tangible property (including resulting loss of use or consequential damages) and (2)
caused, in whole or in part, by any error, omission or negligent act of the Consultant,
anyone directly or indirectly employed by it, or anyone for whose acts Consultant
may be liable.
18.2 If more than one Indemnitor is liable for any error, omission or negligent act covered
by this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate
responsibility among themselves for the loss and expense of any such indemnification
by separate proceedings and without jeopardy to any Indemnitee. This Agreement
shall not eliminate or reduce any other right to indemnification or other remedy the
Town, or any of the Indemnitees may have by law.
18.3 As part of this indemnity obligation, the Consultant shall compensate the Town for
any time the Town Attorney's Office and other counsel to the Town reasonably spend
on such claims or actions at the rates generally prevailing among private practitioners
in the Town of Estes Park for similar services. This obligation to indemnify the Town
shall survive the termination or expiration of this Agreement.
19 INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is
an employee or agent of the Town in any capacity. Consultant’s officers, employees and
agents are not entitled to Workers' Compensation benefits from the Town, and
Consultant is obligated to pay federal and state income tax on money earned under this
Agreement. Except as this Agreement expressly states, Consultant shall, at its sole expense,
supply all buildings, equipment and materials, machinery, tools, superintendence, personnel,
Town of Estes Park Professional Services Contract --Page 9 of 12
insurance and other accessories and Services necessary. This Agreement is not exclusive;
subject the terms of this Agreement, Town and Consultant may each contract with other
parties.
20 PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party
based upon any attribution to either party.
21 HEADINGS FOR CONVENIENCE: All headings, captions and titles are for convenience
and reference only and of no meaning in the interpretation or effect of this Contract.
22 NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits
under this Agreement is an incidental beneficiary only.
23 TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town (in
its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall
not require any employee's discharge from employment, but shall merely prohibit the
employee's presence at Town’s work sites. Such a bar shall not warrant an increase in
contract time or Price.
24 WAIVER: No waiver of any breach or default under this Agreement shall waive any other or
later breach or default.
25 TERM: This Contract shall commence on its effective date, and shall continue through July
1, 2024, or upon receipt of all required deliverables as outlined in the RFP as confirmed in
writing by the Town if prior to July 1, 2024, or upon mutual agreement of an adjustment to
the timeline by both parties by change order.
26 TERMINATION:
26.1 In addition to any other available remedies, either party may terminate this Contract if
the other party fails to cure a specified default within seven (7) days of receiving
written notice of the default. The notice shall specify each such material breach, in
reasonable detail.
26.2 Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant
written Notice of Termination specifying the extent and effective date of termination.
In case of termination, for convenience, Town shall pay Consultant for work
satisfactorily completed, to the date of termination. The Town shall determine the
portion of work completed.
26.3 If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans,
photographic images, tests, maps, surveys and writer’s materials of any kind
generated in the performance of its Services under this Contract up to and including
the date of termination.
Town of Estes Park Professional Services Contract --Page 10 of 12
27 SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon
receipt of such notices the Consultant shall cease their work as efficiently as possible, to
keep total charges to a minimum. The Town must specifically authorize any work performed
during suspension. Since suspension and subsequent reactivation may inconvenience the
Consultant, Town will endeavor to provide advance notice and minimize its use. After a
suspension has been in effect for thirty days, the Consultant may terminate this Contract at
will.
28 ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its rights
or delegate its duties under this Contract without the express written approval of the other.
29 SUBCONTRACTING: Except subconsultant clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only
with Town's express prior written approval. Consultant is solely responsible for any
compensation, insurance, and all clerical detail involved in employment of subconsultants.
30 GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action
filed regarding this agreement shall be only in Larimer County, Colorado.
31 AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document,
the signatories represent that they have actual authority to enter this Contract for the
respective parties.
32 INTEGRATION: There are no other agreements on the same subject than expressly stated or
incorporated in this Contract.
33 DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates this
Contract, in whole or in part, due to Contractor’s breach of any provision of this Contract,
Contractor shall be liable for actual and consequential damages to the Town.
(Signature pages follow.)
Town of Estes Park Professional Services Contract --Page 11 of 12
CONSULTANT
By:
Date
Title:
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this day of
, 2023, by , as
of , Consultant.
Witness my hand and official Seal.
My Commission expires .
Notary Public
09/26/2023
26th
September Sarah Hughes
Principal Consultant Groundswell for Good, LLC
Principal Consultant
04/28/2027
Notarized online using audio-video communication
Texas
Harris,
Town of Estes Park Professional Services Contract --Page 12 of 12
TOWN OF ESTES PARK:
By:
Date
Title:
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on
behalf of the corporation, this day of , 2023.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 1
REQUEST FOR PROPOSALS
Estes Valley Childcare Needs Assessment and Strategic Plan
July 27, 2023
Proposals due by 2:00 pm Mountain Time, Thursday, August 24, 2023
Town of Estes Park
Estes Park, Colorado
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 2
Contents
INTRODUCTION AND INFORMATION .................................................................................... 3
GENERAL INFORMATION ............................................................................................................................................... 3
COMMUNITY INFORMATION ........................................................................................................................................ 4
INSTRUCTIONS ............................................................................................................................ 5
INQUIRIES AND CORRECTIONS ................................................................................................................................... 5
SUBMITTAL INFORMATION .......................................................................................................................................... 6
LATE PROPOSALS ............................................................................................................................................................... 6
CONFIDENTIAL MATERIAL ............................................................................................................................................ 6
DEFINITION CONTEXT ..................................................................................................................................................... 6
CONDITIONS OF PROPOSAL SUBMITTAL ................................................................................................................ 7
PROPOSED SCHEDULE ..................................................................................................................................................... 7
PROPOSAL INFORMATION REQUESTED ............................................................................... 8
RESPONSE TO THE RFP ................................................................................................................................................... 8
MANDATORY REQUIREMENTS .................................................................................................................................... 8
SCOPE OF SERVICES ........................................................................................................................ 9
PROJECT OVERVIEW ......................................................................................................................................................... 9
APPLICATION OF FINDINGS .......................................................................................................................................... 9
COORDINATION .................................................................................................................................................................. 9
SERVICES .............................................................................................................................................................................. 10
Needs Assessment ....................................................................................................................................................... 10
Strategic Plan ...................................................................................................................................................................... 11
PROCESS ............................................................................................................................................................................... 11
DATA, INFORMATION AND MATERIALS ................................................................................................................ 12
PUBLIC OUTREACH ......................................................................................................................................................... 12
CRITERIA AND EVALUATION ............................................................................................... 13
RESOURCES ............................................................................................................................... 15
Exhibits ......................................................................................................................................... 16
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 3
INTRODUCTION AND INFORMATION
GENERAL INFORMATION
The Town of Estes Park (Town) is seeking a qualified Consultant through this Request for
Proposals (RFP) to design and conduct a Childcare Needs Assessment and produce a Childcare
Strategic Plan to address the identified needs. The last Childcare Needs Assessment, which did
not include a strategic plan, was conducted in 2017 with a final report delivered in February
2018. Since that time, the Estes Valley has experienced demographic shifts and, importantly for
the purposes of development of a Strategic Plan, there is a new revenue source dedicated toward
addressing local childcare issues (as well as workforce housing). These are important
considerations for the development of a new needs assessment.
Project Purpose and Objectives
Identify and retain a professional services consultant through a solicitation that is open
and competitive for affirmative steps to include minority and women owned businesses.
The consultant shall provide a statistically valid analysis of the current and projected
need for childcare in the Estes Valley. This shall include need for children of all ages
throughout the year, including during the school/academic year and the summer, as well
as out-of-school times during the school year (i.e. after school care, care on teacher work
days, etc.). It shall consider the needs of diverse individuals, families and communities,
especially from a socio-economic standpoint and through a lens of cultural competency.
o Define the gap between the current and projected childcare needs and the number
of spaces available for all age groups.
o Outline future trends and forecast childcare needs based on available information
and data.
The consultant shall develop an actionable Strategic Plan with detailed options and
recommendations for using 6E funds to address the identified gaps/needs, as well as
objective measures/metrics of success.
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 4
COMMUNITY INFORMATION
The Estes Valley is located roughly 75 miles northwest of Denver, CO. The Valley is comprised
of the town of Estes Park (the largest, and only incorporated, community), Glen Haven, Drake,
Allenspark, and Pinewood Springs. The estimated population of the Estes Valley is 13,000 full-
time residents. For the purposes of this RFP, the Estes Valley geographic area is the same as the
Estes Park School District R-3 boundaries.
Estes Park is located in a mountain valley and is considered a destination community with an
economy that is largely dependent on tourism. The Town is the primary gateway community to
Rocky Mountain National Park. In 2020, RMNP was the fourth most visited national park in the
country even with the pandemic and two major wildfires which impacted RMNP and the Estes
Valley. The Estes Valley hosts millions of visitors each year and the tourist “season” now
extends from early spring into late fall and includes busy weekends throughout the winter.
RMNP has documented 4.5 million visitors and 80 percent enter through the two main east
entrances through Estes Park. However, Visit Estes Park, the local marketing district has data
indicating that a significant number of visitors do not go into RMNP rather Estes Park is their
destination.
Ballot Measure 6E
In November 2022, residents of the Visit Estes Park Local Marketing District approved Ballot
Issue 6E, increasing the total lodging tax rate from 2% to 5.5%. Ninety percent of the new
revenue must be used to address workforce housing and childcare issues in the Estes Valley.
Prior to the election, a high-level framework was created that outlines how funding could be used
to address these issues and how the funds might be administered if the measure passed.
Regarding the latter, the Board of Visit Estes Park determined prior to the election that it would
prefer to serve as a “pass-through” of the funds, ultimately relying on the Town of Estes Park, in
coordination with Larimer County, to decide how best to administer them.
In 2023, the budgeted revenues from the Workforce Housing and Childcare Lodging Tax that
would be passed along from Visit Estes Park for workforce housing and childcare total
$5,379,305. The Town began receiving funds in March of 2023. Expenditures of these funds are
guided by a Funding Plan, developed and adopted annually.
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 5
Current Licensed Childcare in the Estes Valley
As of the issuance of this RFP, current licensed childcare spaces in the Estes Valley include:
Provider Number of licensed
slots
Ages Program
Mountaintop
Childcare
40 2.5 to 5 Full day
YMCA of the
Rockies
9
9
20
Toddler (1-3)
Infant
Pre-K (3-5)
Full day; before/after
care extensions
Home 1
4
Infant
Toddler-school age
Home 4 Toddler to pre-K (1-
5)
Newly licensed; not
taking infants by
choice
Park Place Preschool
(Estes Park School
District)
30 Pre-k 3 classrooms
INSTRUCTIONS
INQUIRIES AND CORRECTIONS
If a Consultant submitting a proposal finds discrepancies in or omission from this RFP, or should
require additional clarification, a written request for interpretation will be made by written
addendum and will become part of the RFP and Consultant Contract. The Town will not be
responsible for the accuracy of any VERBAL or ORAL EXPLANATIONS,
INTERPRETATIONS, or REPRESENTATIONS. All inquiries shall be made in writing and all
responses will be provided in writing as an addendum. To be given consideration, inquiries must
be received according to the Proposed Schedule in this RFP.
All addenda will be available on the Rocky Mountain E-Purchasing System (BidNet)
(www.rockymountainbidsystem.com). The Town cannot guarantee accurate information
obtained from sources other than the Rocky Mountain E-Purchasing System.
It shall be the responsibility of each proposing Consultant to verify that all addenda have been
received prior to submitting proposals, and to acknowledge the addenda in the space provided on
Exhibit 1 Acceptance of Conditions Statement, which shall be submitted with their proposal.
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 6
All inquiries relating to this RFP shall be addressed in writing via email message to:
Jason Damweber
Deputy Town Administrator
Town of Estes Park
jdamweber@estes.org
SUBMITTAL INFORMATION
All proposals must be received according to the Proposed Schedule presented in this RFP.
Proposals must be submitted electronically through one of the following means: email to Jason
Damweber, jdamweber@estes.org or submitted to Rocky Mountain e-Purchasing (BidNet).
Rocky Mountain e-Purchasing offers both “free” and “paying” registration options that allow for
full access of documents and for electronic submission of proposals. Please note that “free”
registration may take up to 24 hours to process. Please plan accordingly.
https://www.bidnetdirect.com/colorado
No paper copies of proposals will be accepted.
LATE PROPOSALS
Late proposals will not be accepted. Any proposals received after the submission deadline will
not be opened.
CONFIDENTIAL MATERIAL
All materials submitted in response to this RFP shall ultimately become public record and shall
be subject to inspection after contract award. “Proprietary or Confidential Information”is
defined as any information that is not generally known to competitors and which provides a
competitive advantage. Unrestricted disclosure of proprietary information places it in the public
domain. Only submittal information clearly identified with the words “Confidential Disclosure”
and uploaded as a separate document shall establish a confidential, proprietary relationship. Any
material to be treated as confidential or proprietary in nature must include a justification for the
request. The request shall be reviewed and either approved or denied by the Town. If denied, the
proposer shall have the opportunity to withdraw its entire proposal, or to remove the confidential
or proprietary restrictions. Neither cost nor pricing information nor the total proposal shall be
considered confidential or proprietary.
DEFINITION CONTEXT
Unless otherwise specified in this document, all words shall have a common meaning unless the
context in which they are used clearly requires a different meaning. Words in the singular
number include the plural, and in the plural include the singular.
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 7
CONDITIONS OF PROPOSAL SUBMITTAL
1.The proposal must be signed by a duly authorized official of the proposing Consultant
submitting the proposal.
2.No proposal will be accepted from any person, Consultant or corporation that is in arrears
for any obligation to the Town, or that otherwise may be deemed irresponsible or
unresponsive by the Town staff or Board.
3.Only one proposal will be accepted from any one person, Consultant or corporation.
4.The Town reserves the right to reject any and all proposals or any part thereof. The right
is reserved to waive any formalities or informalities contained in any proposal, and to
award a contract to the most responsive and responsible proposing Consultant as deemed
in the best interest of the Town and supporting organization providing financial
assistance to this project.
5.All proposals shall be prepared in a comprehensive manner as to content, but no necessity
exists for expensive or promotional materials. An electronic version of the proposal is
required.
6.All costs incurred in the preparation of this proposal shall be borne solely by the
proposing Consultant.
7.The Town reserves the right to negotiate final terms with the selected proposer that may
vary from those contained in the RFP and addenda.
8.The Town reserves the right to request and contact a client list from the proposer, for the
purpose of determining potential conflicts of interest. This list shall be considered
proprietary.
PROPOSED SCHEDULE
Request for Proposals Open, Advertisement July 27, 2023
Final RFP questions due, Noon, Mountain Time August 17, 2023
Final addenda released (if any) August 18, 2023
Proposals due, 2:00 pm Mountain Time (electronic format) August 24, 2023
Proposal evaluation and negotiation (estimated time frame) August 25 – 30, 2023
Consultant selection recommendation (consultant notification and
prepare recommendation for Town Board) (estimated time frame) August 31, 2023
Anticipated contract execution, following Town Board approval
(Sept 12, 2023) Sept 13, 2023
Anticipated project start date no later than: Sept 22, 2023
Anticipated project completion date, final Plan accepted by the
Town and EPHA Boards (can be negotiated depending on
Consultant’s proposed approach)
December 31, 2023
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 8
PROPOSAL INFORMATION REQUESTED
RESPONSE TO THE RFP
The proposer shall address each item of the following sections and meet the mandatory
requirements.
1.Cover letter with pertinent information regarding proposer.
2.An executive summary briefly summarizing the proposal.
3.Statement of understanding demonstrating familiarity with the Scope of Work (including
schedule).
4.Proposed approach that addresses the Scope of Services.
5.Qualifications and experience in similar and relevant projects.
6.Brief biographical sketches or resumes and other information substantiating the
qualifications, expertise, and experience of the project team, including any
subconsultants.
7.Name of person who will act as primary contact person for the Consultant’s work,
including primary phone number and email contact information.
8.Preliminary project schedule that outlines project tasks.
9.Description of the research methodology that will be utilized in gathering the information
required by this RFP (including the resources and technology that will be utilized in
gathering information).
10.Description of the structure and content of the proposed final report.
11.References, with a list of at least three clients for whom the Consultant has performed
similar services in the past three years, with an explanation of those services and contact
information.
12.A fee structure and budget for all services and deliverables (these costs must be itemized
for each section of the deliverable; please see “Cost Information” section below).
13.Completed Exhibits 1 and 2.
MANDATORY REQUIREMENTS
Personnel: The successful proposer must be capable of providing adequate, knowledgeable
personnel to fulfill the requirements of the proposed contract.
Capability and capacity: The successful proposer must be financially capable and solvent in
fulfilling the requirements of the proposed contract. The Town reserves the right to request
financial statements from the proposer. The Consultant must be a legal entity and have the
management and technical expertise to successfully complete the project.
Registered on SAM.gov. The System for Award Management (SAM.gov) is an official website of
the U.S. Government for registering to do business with the federal government. Registration is
free. This site provides information on businesses that are suspended or disbarred from doing
business with the federal government or work with federal funds. https://sam.gov/content/entity-
registration
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 9
Town Business License. Selected Consultant will be required to obtain a Town Business License,
www.estes.org/businesslicensing
SCOPE OF SERVICES
PROJECT OVERVIEW
It is the intent of the Town of Estes Park to partner with a Consultant to conduct a statistically-
valid Childcare Needs Assessment and develop an actionable Strategic Plan.
Each element should include information for the Estes Valley, and by census tract wherever
possible. The Strategic Plan shall consist of the information and data from the Needs
Assessment, and policy and practice recommendations for near-term and long-term strategies for
meeting childcare needs. These recommendations shall be specific and focus on implementation
by the Town and partner organizations, including childcare providers.
APPLICATION OF FINDINGS
The desired outcome of the Childcare Needs Assessment and Strategic Plan is to provide data
and analysis that will be used to:
Identify needs and trends, current and projected, related to the provision of childcare in
the Estes Valley and gaps between need and supply, including an explanation of why
such gaps exist.
Provide specific and detailed options and recommendations for implementing strategies
to address near-term and long-term childcare needs.
Establish objective measures/metrics of success to be used over time.
COORDINATION
The selected Consultant is to work in conjunction with the Town and other community partners
to develop the Childcare Needs Assessment and Strategic Plan. A transparent and open
assessment process is expected. Community partners include, but are not limited to:
Estes Park School District R-3
EVICS Family Resource Center
Licensed Childcare Centers
o Mountaintop Childcare
o Park Place Preschool
o YMCA Beverly K. Booe Childhood Education Program at Bennet
o YMCA Summer Day Camp Program
o Larimer County Boys & Girls Club After School Program
In-Home Providers (whether licensed or unlicensed)
Other Existing Preschool and Childcare Centers in the Community
Larimer County
Early Childhood Council of Larimer County (ECCLC)
Estes Park Housing Authority (EPHA)
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 10
Estes Valley Recreation and Park District (EVRPD)
Visit Estes Park
Estes Chamber of Commerce
Estes Park Economic Development Corporation
SERVICES
Needs Assessment
The consultant shall provide a statistically valid analysis of the current and projected need for
childcare in the Estes Valley. This shall include need for children of all ages throughout the year,
including during the school/academic year and the summer, as well as out-of-school times during
the school year (i.e. after school care, care on teacher work days, etc.). It shall consider the needs
of diverse individuals, families and communities, especially from a socio-economic standpoint. It
shall also assess the business and infrastructure needs of providers. The assessment must include
the following:
Background research and demographic trends in the Estes Valley
o Estes Park School District R-3 annual enrollment by grades (10 years)
o Demographic trends over the same period of time including but not limited to age,
income, race, education and employment status
Relevant data regarding current and potential consumers of childcare in the Estes Valley.
o Identification of how you would reach each segment of our potential user
population at a statistically-significant rate given the barriers to access of the
commuting population and immigration sensitivities of a major residential
population segment.
o Total number of potential childcare consumers in the Estes Valley (both residents
of the valley and commuting employees of valley businesses; both current and
projected).
o For each of the consumer categories, identify the various types of childcare they
would choose to participate in (part time/full time, licensed, unlicensed, drop-in,
any special night/weekend needs of our tourism industry workers, etc.) and at
what cost (cost, in many cases, is a perceived barrier).
o Detailed analysis of cost, quantity, and quality of existing childcare options in
Estes Park including licensed childcare education centers, licensed family
childcare providers and unlicensed “Friend / Family” childcare networks
This analysis should include but not be limited to:
Daily capacity/enrollment
Hours of operation
Ages served
Drop-in care options
Tuition / rates
Number and ages of children on waitlist
Qualifications of staff
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 11
Qualistar Rating
Programming offered
Staff compensation / rate of pay
Funding sources (Colorado Preschool Program (CPP),
scholarships, etc.)
Bilingual instruction
o Detailed analysis and mapping out of available funding for Estes Valley residents
outside of 6E finding, including the Colorado Child Care Assistance Program
(CCCAP), Head Start, ECCLC funding, etc., to ensure that 6E funds are used
strategically to fill gaps rather than being duplicative.
o Consideration of the most recent Housing Needs Assessment and Strategic Plan
and the extent to which better access to housing will lead to more need for
childcare.
A data-driven, fully-referenced assessment of the impact to the Estes Valley of
inadequate early childhood education/childcare (must cite credible studies and peer-
reviewed research)
o Impacts to the child, family, and community
o Impacts to the School District
o Impacts to workforce acquisition and retention
An analysis of the barriers preventing new and/or existing providers from serving the
childcare demand in the Estes Valley (segmented by age of child served)
An analysis of barriers families face in accessing services to support their child’s early
development.
Establishment of objective measures/metrics of success (how do we know we have been
successful in addressing childcare needs and issues in the community?).
Recommendations for next steps to address any identified childcare needs including:
o Funding options
o Responsible entities
o Implementation timeline
Strategic Plan
The consultant will produce a Strategic Plan that includes detailed options and recommendations
for addressing needs related to childcare. The Strategic Plan shall consist of the information and
data from the Needs Assessment, and policy and practice recommendations for near-term and
long-term strategies for meeting childcare needs. These recommendations shall be specific and
focus on implementation by the Town and partner organizations, including childcare providers.
PROCESS
a.Coordinate with the Town and partners/stakeholders to produce a project process outline
(or work plan) and timeline.
b.Facilitate a project kick-off meeting with stakeholders.
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 12
c.Organize and facilitate stakeholder meetings.
d.Present public outreach process and materials to stakeholders.
e.Conduct public outreach.
f.Compile data and information, analyze and organize for the Needs Assessment and
Strategic Plan.
g.Draft the Needs Assessment and Strategic Plan to be reviewed by stakeholders.
h.Present information and draft Plan to the Town.
i.Produce final Needs Assessment and Strategic Plan.
DATA, INFORMATION AND MATERIALS
The Strategic Plan and other documents shall be of a quality that is suitable for public
distribution, describing the nature of the project, research performed, findings, conclusions, and
recommendations. As appropriate, the Consultant will provide Geographic Information Systems
(GIS) based products to be included as part of the document and analysis, as well as quality
graphical representations of findings.
Data, reports, presentations, materials, documents shall be provided to the Town in readable and
usable formats such as Microsoft Office software (Word, Excel, PowerPoint, etc.), PDF and
other software as appropriate. All items shall be provided in digital format and some requests
may include a minimal number of paper copies.
All proposals become the property of the Town upon receipt and shall only be returned to the
proposer at the Town’s option. Selection or rejection of the proposal shall not affect this right.
The Town shall have the right to use ideas or adaptations of the ideas contained in any proposal
received in response to this RFP, subject to limitations outlined in the entitled II. D.
CONFIDENTIAL MATERIAL. Disqualification of a proposal does not eliminate this right.
PUBLIC OUTREACH
Public outreach is critical to the success of this project. The Town’s Public Information Officer
will be engaged in this effort, reviewing and approving the schedule and materials. The design
will include broad participation by a wide and representative interest with respect to
demographics, including community and business members, elected and appointed officials, and
others, as identified.
The public engagement process could include traditional and innovative approaches such as the
use of polling questions, topic-specific groups (public deliberation or community conversations),
a project website, factsheets, online interactive platform, surveys, interviews, use of the existing
social media accounts such as Facebook and Twitter, local newspapers, etc.
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 13
The selected Consultant will have strong facilitation skills with respect to public engagement and
demonstrated experience engaging traditionally harder to reach populations including those with
English as their second language, and individuals and families with limited income and who
work multiple jobs. Public engagement must be in compliance with any public health orders in
place at the time. Flexibility will be important along with back up plans for in-person and virtual
meeting options.
Results from the public outreach effort will be made available to the public.
CRITERIA AND EVALUATION
An evaluation team shall review all responses and select the proposal that best demonstrates the
capability in all aspects to perform the scope of services, and possess the integrity and reliability
that will ensure good faith performance. The Town reserves the right to include members of the
community on the proposal review team. These individuals will serve in an advisory capacity as
the Town is the responsible party to the funding source for this project.
Only respondents who meet the qualification criteria will be considered. Therefore, it is
imperative that the submitted proposal clearly indicates the Consultant’s ability to provide the
services described herein.
Evaluation table on the next page
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 14
CRITERIA STANDARD
Capability &
Capacity
Has the Consultant provided sufficient information proving their available
means to perform the required scope?
Has the Consultant provided information to meet insurance and other
requirements?
Does the Consultant provide information on their financial, technical,
management and legal qualifications?
Does the Consultant have the resources to successfully complete this project?
Scope
Understanding
& Approach
Does the Consultant demonstrate a clear understanding of the purpose, intent
and scope of this project?
How well does the proposal describe an approach and implementation?
Does the proposal include an effective approach to ensure the maximum
feasible level of public engagement?
Is the public outreach approach appropriate for this community?
How well does the proposal convey a basic understanding of issues and
diverse interests that might be relevant to Estes Park?
Experience &
Qualifications
What is the Consultant’s proven proficiency in the successful completion of
similar projects?
Do the Consultant’s proposed key staff members have the necessary
qualifications for this project?
Does the Consultant’s proposed key staff members have the experience,
background, understanding, and project management experience to effectively
administer and complete this project?
Availability &
Schedule
Are proposed project staff available for the duration of this project?
Does the proposal include a schedule to complete tasks?
Proposal
Adequacy
Responsive to
the RFP
Is the proposal comprehensive, inclusive and conforms to the RFP?
Is the proposal professionally presented?
Cost Are the Consultant’s proposed fees and fee structure reasonable and
appropriate for this project?
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 15
RESOURCES
There are many resources that will be important for the development of the Housing Strategic
Plan. These include but not limited to the following:
1.2018 Estes Valley Childcare Needs Assessment:
https://drive.google.com/file/d/1TB1brUGY-nXILqrobBrEz8oG_u1jjdbm/view
2.2023 Estes Valley Housing Needs Assessment & Strategic Plan:
https://dms.estes.org/WebLink/ElectronicFile.aspx?docid=221198&dbid=0
3.2023 Annual Workforce Housing and Childcare Funding Plan for Lodging Tax (6E)
Funds: https://drive.google.com/file/d/1bgldRmxA2qm12w2WcctdG5D8ThIa5PuF/view
4.Information on 2018-2019 Workforce Housing and Childcare Task Force: See
“Workforce Housing and Childcare Task Force” ribbon here:
https://estespark.colorado.gov/workforcehousingandchildcare
5.Town Annual Strategic Goals and Objectives, 2023, Town Board of Trustees,
https://estes.org/strategicplan
6.EVICS Family Resource Center website: https://www.evics.org/
7.Early Childhood Council of Larimer County: https://ecclc.org/
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 16
Exhibits
1-Acceptance of Conditions Statement
2-Reference Authorization and Release Form
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 17
EXHIBIT 1 TOWN OF ESTES PARK
ACCEPTANCE OF CONDITIONS STATEMENT
No employee, elected or appointed official of the Town of Estes Park, or any such person’s
spouse or dependent child has an existing or pending, direct or indirect, financial, ownership or
personal interest in the proposing Consultant of this Request for Proposal, except as follows:
I/we hereby agree to all instructions, terms and conditions, and specifications contained herein:
I/we acknowledge receipt of the following Addenda:
Proposing Consultant
Address
Telephone Number
Submitted by (signature)
Printed Name
Title
Date
Estes Valley Childcare Needs Assessment & Strategic Plan RFP 18
EXHIBIT 2 TOWN OF ESTES PARK
REFERENCE AUTHORIZATION AND RELEASE FORM
To:
A Corporation
By: , A
Partnership whose address is
(Proposer) An Individual
Proposer hereby authorizes Town to perform such investigation of proposer as the
Town deems necessary to establish the qualifications, responsibility and financial
ability of proposer. By its signature hereon, proposer authorizes owner to obtain
reference information concerning proposer and releases the party providing such
information named above and the Town from any and all liability to proposer as a
result of any such reference information provided.
Proposer further waives any right to receive copies of reference information
provided to the Town. An executed copy of this Reference Authorization and Release
Form may be used with the same effectiveness as an original.
By:
Print Name:
Title:
Date:
Town of Estes Park RFP 72723
Addendum #1 – Q&A
August 3, 2023
1.What is the budget for this project?
There is not an established budget for this project and have not idenfified how much in total
we would be willing to spend. We have a new, dedicated revenue source to address
childcare and workforce housing issues in the community, and the funds for this project will
likely come from that revenue source, which means we have some flexibility. We will review
the proposed approaches and associated costs and determine what is reasonable and where
the right balance is. Interested firms should submit a fee structure and budget for all services
and deliverables.
2.Page 8 refers to a ‘Cost Informafion’ secfion elsewhere in the RFP but that secfion does not seem to
be in the RFP. Can that be provided?
Apologies for this oversight. After drafting the RFP, it was determined that a “Cost
Informafion” secfion was not necessary, and the reference on page 8 should have been
removed.
3.Is there a firm deadline the Town has to complete this project?
No. Per the Proposed Schedule in the RFP document, the anficipated complefion date “can
be negofiated depending on Consultant’s proposed approach.”
4.Would you be open to a project durafion of approximately 12 months?
While we would be open, we would need to consider the jusfificafion for a project durafion
that long.
5.Is there a maximum not-to exceed price for this work?
We have not established a maximum not to exceed price for this work.
6.Can this work result in a fixed-price contract?
Yes.
7.Does the town of Estes Park have any limitafions on indirect costs?
No.
Town of Estes Park RFP 72723
Addendum #2 – Q&A
August 18, 2023
1. Are you anticipating that the Needs Assessment will be an update of the 2018 needs assessment or a
new needs assessment?
• We anticipate that this will be an entirely new assessment.
2. Could you clarify the meaning of "statistically valid" and to which components of the needs
assessment this applies to. Also, what evidence will be required to demonstrate data validity?
• What we mean by this is simply that conclusions drawn can be linked back to accurate and
reliable data. Findings must be appropriately defensible. Conclusions should not be based
solely on anecdotal evidence and appropriate sample sizes should be used when gathering
data. Confidence intervals may be referenced. It is suggested that you include in your
proposal information on the data you plan to use or pursue to determine findings and justify
them.
Submitted toJason DamweberSubmitted byGroundswell for Good and Melton StrategicSolutionsEstes Valley ChildcareNeeds Assessment andStrategic Plan ProposalPrepared for the Town of Estes ParkAUGUST 24, 2023
03Cover Letter04Executive Summary05Statement of Understanding06Proposed Approach11Consultant Biographies12Qualifications and Experience14Research Methodology18Proposed Project Schedule19Proposed Final Report21Project Budget22References23Contact Information24Exhibit 125Exhibit 226Appendix A: Work SamplesTable ofContents
3August 24, 2023It is often said that “everyone depends on someone who depends on childcare.” A strong childcaresystem is a vital piece of a thriving community–one where families can find and afford the care they need,childcare providers can meet their own basic needs, and employers find the talent to help them buildsuccessful businesses. With the overwhelming passage of 6E, the Estes Valley has clearly demonstrated the desire to be acommunity that supports its residents by investing in childcare. As experienced early childhood policyand research consultants and fierce advocates for childcare, we would be thrilled to partner with you tohelp you realize this goal and identify an actionable plan for the effective use of lodging tax dollars tosupport the childcare needs of the Estes Valley–ensuring your community is a place where families withchildren can plant roots and businesses can thrive.As a consulting team, we bring deep experience and expertise in Colorado early childhood policy, dataanalysis, and strategic planning. Groundswell for Good is a woman-owned, Colorado-based consultingfirm owned by Sarah Hughes, who will be the lead on this project. Sarah brings more than a decade ofexperience working with national and Colorado-based data on childcare and demographics, and her longtenure as Vice President for Research Initiatives at the Colorado Children’s Campaign equipped her withstrong skills in collecting and communicating data to inform policy and funding decisions. As the author ofseveral KIDS COUNT in Colorado! reports, she is adept at using data to assess the opportunities andchallenges facing children, families, and communities. To fully meet the needs of this project, Groundswell for Good is submitting this proposal in partnershipwith Melton Strategic Solutions, a consulting firm owned by Beth Melton. Beth has extensive experiencecrafting and implementing policy solutions for childcare in Colorado as well as significant expertise incommunity engagement, local government, public funding, and collaborative public-private policysolutions as both a consultant and a former Routt County Commissioner.Together, the consulting team brings a uniquely robust array of experiences specific to early childhoodcare and education, including data analysis and storytelling, strategic planning, policy, advocacy, localgovernment, and community partnership. We would love to combine our expertise with the community’sexperience and commitment to help you plan for the effective and efficient implementation of 6E lodgingtax dollars to improve access to childcare in the Estes Valley.Sarah Hughes, Principal Consultant at Groundswell for Good, will serve as the primary contact for thisproposal. Please feel free to reach out with questions at sarah@groundswellforgood.com or 314.749.4121.In gratitude,Sarah Hughes and Beth MeltonCover LetterTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
4Robust public outreach through surveys, focus groups, and interviews;Thorough data collection and analysis;Engagement with community partners to develop an actionable strategic plan withshort- and longer-term strategies and objective metrics for success;Production of a high-quality report, including GIS mapping where appropriate, and apresentation to the Town Board.A shortage of childcare is plaguing communities across the state and the nation. Whilethere are many common themes related to childcare challenges, each community mustdevelop a local approach to address this crisis, drawing on their unique assets andresources. The Estes Valley has opted to leverage the strong tourism base in the area tosupport the local workforce by addressing the two largest pain points: housing andchildcare.Groundswell for Good, in partnership with Melton Strategic Solutions, offers a consultingteam specializing in early childhood with a depth and breadth of experience in dataanalysis, strategic planning, and policy analysis in Colorado. This proposal outlines how wewould facilitate the development of a community-driven plan for increasing the supply ofchildcare in the Estes Valley by bringing our experience and expertise and layering it withthe knowledge of the community.As requested in the Town of Estes Park RFP, this proposal outlines a process for thedevelopment of a local needs assessment and strategic plan. The process includes:Our experience in early childhood policy and research in Colorado will allow us to movequickly to engage with the community and develop a set of effective strategies to increasethe supply of childcare in the Estes Valley.Executive SummaryTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
5 Needs assessment of needs and trends, current and projected, related to the provision ofchildcare (for children of all ages) in the Estes Valley and gaps between need and supply. Strategic plan with detailed options, recommendations, and an action plan for using 6Efunds to address the identified gaps/needs, including objective measures/metrics ofsuccess Coordination with community partners including the Estes Park school district, childcareproviders of all types, businesses, government partners, the early childhood council, childand family-serving organizations, and the housing authority Presentation of draft plan to the Town Board and production of a well-designed report for the publicEstes Park is a small community in the mountains of Colorado. Childcare has been of concern forthe community for many years, with the young workforce that fills the jobs needed to supporttourism often saying that “when someone gets pregnant in Estes Park, they have to move” dueto the severe lack of childcare. As in many places, the pandemic exacerbated these issues as theZoom Boom led people to move to the idyllic mountain towns of Colorado, and other pandemic-induced effects (inflation, business closures, labor shortages, etc.) caused childcare to becomean even scarcer resource. For a small community like the Estes Valley, the loss of even one childcare provider significantlyaffects the available supply of childcare and can mean that one more teacher or firefighter hasto leave town. The business community is feeling the acute effects of this childcare crisis as theystruggle to hire and retain employees. This convergence of challenges led the community tocome together and the Local Marketing District to take advantage of a new law in Coloradoallowing lodging taxes to be utilized to support the needs of the workforce in the community.The business community led the way in advocating for increasing the local lodging tax, with thatfunding dedicated to the two most pressing challenges facing the local workforce: affordablehousing and childcare. Following the overwhelming support of voters, the Town of Estes Park seeks to understand andplan for the most effective ways to spend these lodging tax funds to address the most pressingchildcare needs of families and employers in the Estes Valley. In order to achieve this goal, weunderstand the key deliverables to be:1.2.3.4.We propose that this work begin in mid-September (no later than September 22, 2023) withcompletion and delivery of a final report no later than March 31, 2024. While this timeline islonger than that laid out in the RFP, we believe that the depth of analysis and level of publicoutreach outlined necessitate the longer timeline in order to deliver a high-quality, community-driven plan.Statement of UnderstandingTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
6Coordination: Throughout the project, we will work closely with the communitypartners identified in the RFP and any others identified to deeply understand theneeds and opportunities in the community. Once contracted, we will complete one-on-one interviews with each identified community partner prior to project kick-off with theaim of understanding each of their perspectives on local childcare challenges. Then,after compiling the information from community partners, we will present our findingsfrom these interviews to the group in a kick-off meeting. At this meeting, we willestablish goals, objectives, and guiding questions for the project and map out the workahead.Regular meetings with a steering committee of community partnersTapping into the network of community partners to ensure public outreach effortsare responsive to the diversity of the communityOpportunities for partners to provide insights and input on identified needs andrecommended strategiesCo-creation of proposed actions and identification of responsible partiesMost organizations have had the unfortunate experience of receiving a “consultant-drivenplan” where the process is constrained by the knowledge of the consultant and theresulting plan doesn’t truly reflect the needs of the community and sits on a shelfuntouched. Our approach is different. Our approach and methods will result in a plan thatdigs deep beyond what we already know as consultants and taps into the expertise of thecommunity to address the unique needs of the Estes Valley by engaging with communitypartners, key stakeholders, families, childcare providers, and businesses in the EstesValley. This engagement with the community, alongside the expertise we bring in earlychildhood care and education, data collection and analysis, and strategic planning willresult in a data-informed plan that is truly by the community and for the community. Our proposed approach, outlined below for each component of the scope of services, willinclude: In addition, coordination will include:Proposed ApproachTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
Needs assessment: Our approach to completing the needs assessment will include acombination of collecting and analyzing quantitative data, interviewing communitymembers and local subject matter experts, and facilitating focus groups. This multi-pronged approach will allow us to truly understand the needs in the communitybeyond what the numbers reveal. Specifically, our approach to understanding thecurrent demand, supply, barriers, and opportunities in the Estes Valley childcarelandscape will include:A survey of parents and families living in or commuting to work in the Estes Valley:To assess the demand and preferences for childcare for young children andschool-aged children, we propose creating an electronic survey of parents andfamilies who live or commute to work in the Estes Valley. The survey would beavailable in English and Spanish to reflect the diversity of the community. Wewould develop the survey content in close consultation with local stakeholders toensure the information collected helps answer the most pressing questions facingthe Estes Valley. Depending on local input, we anticipate the survey would collectinformation on topics including families’ current childcare arrangements , barriersto using childcare, preferences for part-time vs. full-time care, and other parentpreferences, needs and experiences accessing childcare in the Estes Valley. Wewould also ensure the survey asks about the use of informal care, often referred toas Family, Friend and Neighbor (FFN) care, because national data indicate theseinformal care providers serve about one-quarter of all young children and thus arean important and often overlooked segment of the childcare ecosystem. See thesubsequent Research Methodology section for more detail on the surveyapproach, methodology, target sample size, and distribution tactics.Detailed analysis of demographic and economic data on the population of theEstes Valley: To supplement information gleaned from the family survey and betterunderstand the current and future demographics of the Estes Valley, we wouldanalyze and summarize demographic and economic data from public sources, suchas the U.S. Census Bureau’s American Community Survey (using census-tract leveldata when estimates are sufficiently reliable), the Colorado State DemographyOffice, and the Estes Park R-3 School District. See the Research Methodologysection for additional detail on our approach to this analysis.Analysis of state licensing database information on all current licensed childcareproviders in the Estes Valley: Using data from the Colorado Licensed Child CareFacilities Report and the Larimer County Early Childhood Council, we wouldcompile data on the number of licensed slots and quality rating of the existing 7Proposed Approach, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
Interviews with childcare providers in the Estes Valley: We propose conductinginterviews with each licensed childcare provider currently operating in the EstesValley, for a total of five interviews based on the list of current licensed providerslisted in the RFP. We would also seek to speak with Family, Friend and Neighborproviders (FFN providers) if they can be identified through the EVICS FamilyResource Center or the family survey. These interviews will allow us to learndirectly from providers about what challenges they face in meeting the demand forchildcare among Estes Valley families, barriers to recruiting and retaining staff, andtheir suggestions for solutions to these issues. See the Research Methodologysection for more details on our approach to these interviews.Focus groups with families: We propose hosting a series of in-person focus groupconversations with families who live in or commute to work in the Estes Valley. As acomplement to the family survey, these focus groups will allow us to gain a richerunderstanding of the challenges families face in accessing childcare in the EstesValley and directly engage the community in co-creating solutions. We proposeworking with community partners to determine how best to segment these focusgroups (e.g., segmentation by age of children, language spoken, etc.).Focus groups with employers: Estes Valley employers are keenly aware of andinvested in the community’s childcare challenges. We propose hosting a series ofin-person focus groups with employers in the Estes Valley to learn more about thechallenges they face related to childcare and their ideas for community-drivensolutions. As with the family focus groups, we would work closely with communitypartners to determine how best to segment focus groups targeted to employers.A targeted, qualitative survey of childcare staff in licensed programs in the EstesValley: Given the importance of the early childhood workforce to a functioningchildcare system, we propose developing and administering a brief qualitativesurvey to be distributed to childcare program staff at licensed programs in theEstes Valley. This survey would collect important information about the greatestchallenges childcare teachers and staff face in working in the Estes Valley, as wellas their suggestions for improving recruitment and retention of staff. See theResearch Methodology section for additional details on our approach. licensed childcare options in the Estes Valley. We would strive to collect these data from secondary sources as much as possible in an effort to avoid burdening childcare providers with data collection, but would supplement these data as needed with direct outreach to local providers.8Proposed Approach, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
Analysis and application of peer-reviewed research on the economic impact ofinadequate childcare: In order to quantify the impact of inadequate childcareoptions on children, families, the school district, and the workforce, we proposeconducting a literature review of peer-reviewed research to identify the most up-to-date cost-benefit analyses of the impact of childcare. Where appropriate, wewill apply models and methodologies from these studies to demographic andeconomic data specific to the Estes Valley to estimate the cost of inadequatechildcare to each group detailed in the RFP. Strategic plan: The strategic plan will build on the needs assessment outlined above,as well as existing local plans and work that is already happening. Throughout theprocess, we will engage with those who will be responsible for implementing the planto discuss approaches, strategy, tactics, and actions. This will result in a plan that isactionable for the community and includes near-term and long-term strategies formeeting the childcare needs of the Estes Valley. The process for developing thestrategic plan will include:Background Research: We would begin with an in-depth review of all relevant localplans and documents (those that were identified in the RFP and any others) as wellas one-on-one interviews with the community partners listed in the RFP. We wouldalso compile a brief scan of policies and programs that other communities(especially those in Colorado) have used to address childcare shortages.Incorporating the Needs Assessment: Informed by the qualitative and quantitativeinformation collected in the needs assessment, we would analyze the informationgathered in background research and determine what strategies can be built upon,modified, or incorporated into the strategic plan for the Estes Valley.Drafting a Plan and Soliciting Feedback: After conversation with communitypartners, we would create a draft of the recommended community plan. We wouldthen facilitate an opportunity for the community partners and those whoparticipated in the survey or focus groups to provide feedback on therecommendations in the draft plan. This would include a survey that asks: What doyou like in this plan? What do you not like? What did we miss?Incorporating Feedback and Presenting Draft to Town Board: After communitypartner and public feedback has been incorporated, we will present to the TownBoard of Trustees for their feedback and input.9Proposed Approach, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
10Final Draft: Following presentation to the Town Board, we will incorporate anyfeedback provided and compile the final version of the plan for distribution anddissemination.Data, information, and materials: We will provide a high-quality, formatted version ofthe strategic plan (including needs assessment) that is suitable for public distributionand includes quality graphical representations of findings. We will also provide GISmaps, as applicable. All items will be available in digital format and can be provided aspaper copies upon request for in-person activities.Public outreach: Engagement with community partners, key stakeholders, and thepublic as a whole is critical to ensure that the plan developed truly reflects the needsand desires of the Estes Valley. We are eager to partner with the Town’s PublicInformation Officer to determine the most appropriate schedule, materials, andoutreach strategies for the community. We believe the goals of this project can beachieved with the planned public outreach activities we have outlined, which includesurveys, focus groups and interviews. The Research Methodology section of this proposal details some methods we have found to be successful in reaching harder-to-access populations including seasonal and shift workers, immigrant families, and community members who speak a language other than English. We would also like to work with the community partner group to determine additional methods of outreach to ensure adequate representation of all demographic groups.Proposed Approach, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
11Sarah Hughes, Groundswell for Good, LLC: With more than a decade of researchexperience in the public policy and advocacy field, Sarah founded Groundswell for Good,LLC to support nonprofit and government partners in identifying, analyzing andcommunicating data to advance social change. Sarah is adept at translating analysis intoaction, ensuring data are communicated in a way that informs and supports policy change.Prior to consulting, Sarah served as the Vice President for Research Initiatives at theColorado Children’s Campaign, the state’s leading child advocacy organization, where sheled the organization’s research- and data-focused efforts, including the development,writing and presentation of its signature report, KIDS COUNT in Colorado! Shespearheaded efforts to ensure the Children’s Campaign’s research and data productswere accessible and actionable for policymakers and child advocates across the state andoversaw the organization’s analysis of data on early childhood learning and development,child and family health, family economic prosperity, and youth success. As a mom to twotoddlers in childcare, Sarah is passionate about using her lived and professional experienceto advance work that helps parents and young children thrive.Sarah HughesPRINCIPALCONSULTANT,GROUNDSWELLFOR GOOD, LLCConsultant BiographiesBeth MeltonPRINCIPALCONSULTANT,MELTONSTRATEGICSOLUTIONS, LLCBeth Melton, Melton Strategic Solutions, LLC: Beth brings significant experience in localgovernment, community engagement, and early childhood education policy. As aconsultant, she partners with organizations to craft and implement policy solutions forchild care. Prior to her consulting experience, she served as a Routt County Commissionerin Steamboat Springs. Before, during, and after her time as an elected official, she hasbeen a fierce and vocal advocate for making child care accessible and affordable forfamilies. She served on the Routt County early childhood council for many years and ledthe creation of Routt County’s early childhood community plan prior to her time in office.Beth is very familiar with the early childhood landscape in Colorado, including state andlocal policies, programs, and funding streams. She has led many community engagementprocesses and is a skilled and experienced facilitator who excels in bringing togetherdivergent ideas, perspectives, and opinions to coalesce around shared values and goalsand turn them into actionable strategies.TOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
12Expertise in early childhood policy in Colorado: Sarah and Beth are intimatelyfamiliar with the early childhood policies, programs, funding streams, andchallenges in Colorado. Both have established strong relationships with major earlychildhood leaders and stakeholders in Colorado.Work in many different communities across Colorado: Sarah and Beth have astrong familiarity with how other communities in the state are tackling childcarechallenges. Beth has a particular understanding of the unique needs of resort-ruralareas and how they are addressing childcare shortages. Sarah is currently leadingchildcare surveys in two other Colorado communities, including anothercommunity with a strong tourism economy.Data expertise specifically related to children, families, and childcare: Havingled the creation of the KIDS COUNT in Colorado! report for many years, Sarahbrings a special understanding and deep expertise in data analysis and reportingthat is specific to children, families, and childcare.Knowledge of local government and community partnership: As a formercounty commissioner, Beth has a strong working knowledge of local government.This experience includes building strong community partnerships for childcare withearly childhood councils, school districts, nonprofits, businesses, Chambers ofCommerce, visitors’ bureaus, and economic development organizations.Experience with public outreach and engagement: Beth has led manycommunity outreach and engagement efforts as a consultant, elected official, andcommunity advocate including strategic planning, surveys, listening sessions, townhalls, interviews, and focus groups. Experience producing high-quality products for policymaker audiences: Bethand Sarah both have experience producing high-quality strategic plans, policyanalyses, white papers, surveys, and community plans.Both Sarah and Beth’s consulting firms specialize in early childhood policy and research.Their combined and complementary expertise will allow them to dig deeply into thechallenges of providing high-quality, accessible, and affordable childcare and identify theunique opportunities for the Estes Valley to address these challenges. Some of the specificskills and experience they bring to this project include:Qualifications and ExperienceTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
13Routt County Early Childhood Community Plan (2018): Beth was an author andfacilitator for the development of this community plan for addressing early childhoodneeds in Routt County. KIDS COUNT in Colorado! (2013-2023 editions): As the former Vice President forResearch Initiatives at the Colorado Children’s Campaign and subsequently as aconsultant, Sarah authored or co-authored 11 editions of the KIDS COUNT in Colorado!report. KIDS COUNT is Colorado’s most comprehensive assessment of the well-beingof children and families and is the go-to source of digestible data on children forColorado policymakers, community-based organizations, funders and child advocates. Jefferson County Child Care Family Survey (in progress): Sarah is currently contractedwith a Colorado-based, statewide nonprofit organization to lead the development andanalysis of a survey assessing the childcare needs, preferences and experiences ofJefferson County families with young children.Roaring Fork Valley Child Care Provider Survey (in progress): Sarah is currentlycontracted with a locally based early childhood coalition on a project to estimatecurrent childcare supply and demand in the region. She is leading the developmentand analysis of a survey of local childcare providers in the Aspen to Parachute region,as well as the analysis of secondary data to determine the demand for childcareamong families in Roaring Fork Valley communities. Enhancing Compensation Structures for Family, Friend, and Neighbor Providers inJefferson County (2023): Beth developed this report for a statewide nonprofitorganization. The report includes a policy scan and recommendations for increasingcompensation for informal (FFN) care providers both at a county level and on astatewide basis.Clearing the Path for New Child Care Infrastructure: Solutions for child-friendlyplanning, housing, and community development (in progress): Beth is currentlydeveloping this report for a statewide early childhood-focused nonprofit. The reportinvestigates challenges and opportunities in the development of commercial andresidential childcare in Colorado, including regulatory alignment and colocation withaffordable housing.Similar and relevant projects Sarah and Beth have completed or are currentlyleading include: Qualifications and Experience, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
14Whether the family currently uses any form of childcare for their child(ren)The type of care families use for their child(ren) (e.g., a licensed childcare center orfamily childcare home, a preschool program, a family member other than the child’sparent, a friend or neighbor, a nanny, au pair or babysitter, etc.)Challenges faced by families whose children are in childcare (e.g., insufficient hours ofcare, coordinating care across multiple providers, affordability challenges, etc.)Barriers to using childcare for families whose children are not currently in any form ofcareThe factors families consider most important when selecting a childcare arrangement(e.g., licensure, quality rating, shared values or language, cost, hours of operation, etc.)Preferences for part-time or full-time careThe types of care families would choose to participate in if affordability and availabilitybarriers were removedThe hours and times of year families most need or want care for their child(ren)As detailed in the Proposed Approach section of this proposal, we propose acomprehensive quantitative and qualitative research approach that uses a family survey;focus groups and/or interviews with families, childcare providers and employers; a small,qualitative survey of childcare staff; and analysis of existing demographic, housing andchildcare licensing data. Below are additional details on the methodology we proposeusing for each of these strategies.Family surveyThe family survey will be administered online via SurveyMonkey to families with children ofall ages who live in or commute to work in the Estes Valley. The survey will be available inEnglish and Spanish to reflect the diversity of Estes Valley families. Based on thepopulation of children in the Estes Valley, we will aim to have at least 310 responses to thesurvey to ensure a sufficient sample size for analysis. A sample of 310 respondents at a95% confidence level would result in a margin of error of +/- 5%. We will develop the survey content in close consultation with local stakeholders. Based onour experience with previous childcare surveys, we anticipate the survey would collectinformation on topics including, but not limited to:The survey will also collect demographic characteristics from respondents, including raceor ethnicity, household income, language(s) spoken, employment status and age ofchildren, in an effort to gauge how preferences and needs vary across groups.Research MethodologyTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
Families with young children, not yet in kindergarten: Distributing the survey inpartnership with EVICS Family Resource Center, local childcare providers, the EarlyChildhood Council of Larimer County and the Estes Valley library.Families with school-aged children: Distributing the survey in partnership with theEstes Park R-3 School District and before- and after-school programs in thecommunity.Immigrant families: Distributing the survey in partnership with EVICS Family ResourceCenter, Salud Family Health, and any other local organizations with a high degree oftrust within Estes Valley immigrant communities.Commuter families: Distributing the survey to local employers to share with theiremployees, in partnership with Visit Estes Park, the Estes Chamber of Commerce, andthe Estes Park Economic Development Corporation.All families: Sharing the survey via social media parent or mom groups, such as theEstes Park Moms Connect Facebook group, which has more than 300 members.Survey distribution tacticsWe propose using a convenience sampling methodology to promote the family survey toEstes Valley residents or commuters with children, working through trusted communitypartners to reach respondents. We will closely monitor the demographic characteristics ofsurvey respondents to ensure respondents are as representative of the larger Estes Valleycommunity as possible and will adjust our outreach strategies as needed to increase therepresentativeness of the sample. As an incentive to complete the survey, we havebudgeted for twenty $50 gift cards to be given to randomly selected respondents.Specific distribution tactics will be developed in close consultation with communitypartners to ensure we are using the most appropriate and effective methods of outreachfor each target population. However, we anticipate a distribution strategy would include acombination of these efforts to reach the following audiences:Interviews with childcare providersWe propose conducting interviews with each licensed childcare provider currentlyoperating in the Estes Valley, for a total of five interviews based on the list of currentlicensed providers listed in the RFP. We will also seek to speak with some license-exemptFamily, Friend, and Neighbor (FFN) providers if they can be identified through the EVICSFamily Resource Center or the family survey. These interviews will supplement ourquantitative data with qualitative information that allows us to learn directly from providersabout what challenges they face in meeting the demand for childcare among Estes Valleyfamilies, barriers to recruiting and retaining staff, and their suggestions for solutions tothese issues. 15Research Methodology, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
16We would also use these interviews with licensed providers to collect information notavailable through the state’s childcare licensing database, including each provider’s hoursof operation; ages served; drop-in care options; tuition; number and age of children onwaitlists; qualifications of staff; programming options; staff compensation; wages andbenefits; funding sources; the availability of bilingual instruction; and desired capacity, asdesired capacity can be less than the licensed capacity included in the state’s childcarelicensing database.We have budgeted for $50 incentives for interview participants to thank them for theirtime and expertise.Focus groupsFocus groups with audiences such as families with children and employers will be key todeveloping a deeper understanding of the childcare challenges facing the community.Family focus groupsWe propose hosting a series of focus group conversations with families who live in orcommute to work in the Estes Valley. As a complement to the family survey, these focusgroups will allow us to gain a richer understanding of the challenges families face inaccessing childcare in the Estes Valley. We propose working with community partners todetermine how best to segment these focus groups (e.g., segmentation by age of children,language spoken, etc.), as well as the ideal time, location and format to reach families mosteffectively. We have budgeted for $25 incentives for family focus group participants inappreciation of their time and expertise.Employer focus groupsEstes Valley employers are keenly aware of and invested in the community’s childcarechallenges. We propose hosting a series of focus groups with employers in the EstesValley to learn more about the challenges they face related to childcare and their ideas forcommunity-driven solutions. As with the family focus groups, we will work closely withcommunity partners to determine how best to segment focus groups targeted toemployers, as well as the ideal time, location and format.Research Methodology, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
17Qualitative survey of childcare program staffRecruiting and retaining staff is one of the most significant challenges facing childcareprograms. Without early childhood teachers and aides, programs cannot adequately meetthe childcare needs of the community. Given the importance of this group to acommunity’s childcare system, we propose developing and administering a briefqualitative survey to be distributed to childcare program staff at licensed programs in theEstes Valley. This survey will be limited in its sample size given the small number oflicensed providers in the community, but would be useful in collecting information aboutthe greatest challenges childcare teachers and staff face in working in the Estes Valley, aswell as their suggestions for improving recruitment and retention of staff.Background research and demographic trend analysisTo supplement information gleaned from the family survey and better understand thecurrent and future demographics of the Estes Valley, we will analyze and summarizedemographic and economic data from public sources, such as the U.S. Census Bureau’sAmerican Community Survey (using census-tract level data when estimates aresufficiently reliable), the Colorado State Demography Office, and the Estes Park R-3School District. These data will be important in understanding the context in which EstesValley families are living and working by highlighting indicators such as poverty rates,household income, parental employment status, race/ethnicity and languages spoken. Wewill create GIS maps to illustrate variations in social and economic conditions across theregion when appropriate. Analysis of these data, alongside the family survey and data fromthe 2023 Estes Valley Housing Needs Assessment and Strategic Plan, will inform thecalculations of projected need for childcare in the Estes Valley in the years ahead.Research Methodology, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
Project TaskProposed TimeframeCoordinate with the Town and community partners to produce a finalproject process outline (or work plan) and timeline Upon signing of contract, anticipatedmid-September 2023One-on-one interviews with community partners identified in RFPLate September 2023Facilitate a project kick-off meeting with community partnersEarly October 2023Draft family survey and share with community partners for feedbackOctober 2023Share family survey with local partners to promote to Estes Valleyfamilies October 2023Conduct interviews with childcare providers in the Estes ValleyNovember 2023Conduct focus groups with families and employers in the Estes ValleyNovember 2023Analyze data and informationDecember 2023 and January 2024Draft Strategic PlanDecember 2023 and January 2024Share draft of Needs Assessment and Strategic Plan with communitypartners for feedbackFebruary 2024Collect feedback on draft plan from survey and focus groupparticipantsFebruary 2024Incorporate feedback from community partners and survey/focusgroup participantsFebruary and March 2024Present information and draft plan to the Town of Estes ParkMarch 2024Produce final Needs Assessment and Strategic Plan On or before March 31, 2024In order to allow sufficient time for meaningful community engagement in all phases of theproject, we propose a six-month project timeline, commencing in mid-September 2023with a final Needs Assessment and Strategic Plan delivered to the Town of Estes Park nolater than March 31, 2024. Proposed Project ScheduleTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
19 Community profile: Summarize the demographic and economic trends in the EstesValley that informed the actions identified in the report as well as qualitative factorsdescribing the community.Supply: Present data on the current supply of licensed childcare in the community,with a descriptive analysis of license-exempt/FFN care. Demand: Present data on the current demand for childcare in the community andprojections for future demand, along with current and projected gaps between supplyand demand.Barriers: Summarize identified barriers to accessing childcare including affordability,availability, and quality, as well as the barriers childcare providers face in trying to meetthe community's demand for care.Qualitative findings: Describe information on challenges and opportunities gatheredfrom surveys, focus groups, and interviews.For the final report, we propose the following structure and content:I. Executive summary: A quick and easy-to-understand outline and overview of the findingsand recommendations of the report.II. Context: A summary of research on the economic impact of childcare, articulating theacute need for families and employers in the Estes Valley. III. Identified Goals, Objectives, and Values: Articulate the goals, objectives, and valuesguiding the report as defined by the community partners.IV. Definitions of Success and Desired Outcomes: Define short and long-term outcomes forchildcare in the community. Quantify how the community will define the success of planimplementation.V. Methodology: Describe the methodology used to collect data and engage the publicand community partners in the creation of the plan.VI. Summary of needs assessmentProposed Final ReportTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
20Childcare workforce (recruitment, retention, pipeline, wages, job quality)Development of new childcare facilities (land costs, regulatory barriers)Affordability for familiesIncreasing the availability of home-based childcare (licensed and license-exempt)Care that meets the needs of the workforce, particularly in a community with theunique needs of a tourism-reliant economy (workday, evening and weekend, afterschool, summer, drop-in care)High cost of care (and low availability) for infant and toddler careCulturally appropriate/responsive care for all familiesSupportive strategies from the Estes Valley Housing Strategic Plan to meet the needsof the childcare workforceVII. Priority Actions: Describe the near-term and longer-term priority actions for childcarein the Estes Valley, specifically for the effective use of 6E funds. While the unique contextin Estes Park will define the content of the report and the actions identified, based on ourprior experience, we can expect that the needs analysis will result in identifying the need todesign strategies for:VIII. Implementation Tasks, Responsibilities, and Timeline: Matrix of responsibilities andtimelines laying out the tasks to be completed in order to implement the priority actionsidentified above.IX. Conclusions: Summarize the findings and next steps for the plan.Proposed Final Report, continuedTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
DeliverableProposed CostDeliverable A: Needs Assessment$40,849Deliverable B: Strategic Plan$25,114Deliverable C: Coordination with community partners$10,589Deliverable D: Town Board engagement, including reportgraphic design costs$13,289Total Cost$89,841Project Budget21For completion of the proposed project, we would charge a flat fee of $89,841. This fee isinclusive of all consultant time, technology, travel, incentives for participation in publicoutreach activities, graphic design of the strategic plan, and incidental materials and otherexpenses. The chart below shows the expense itemized for each deliverable outlinedabove.TOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
22Kelly Causey, President and CEO, Colorado Children’s Campaignkelly@coloradokids.org or causeytwin@gmail.com 303.903.3431Kelly oversaw Sarah’s work leading the creation of the Colorado Children’s Campaign’sannual KIDS COUNT in Colorado! report, a comprehensive, data-based assessment of thewell-being of Colorado kids and families.Christina Walker, Senior Director of Policy, Healthier Coloradocwalker@healthiercolorado.org440.223.1907Christina is currently overseeing Sarah’s work on a family survey assessing childcarepreferences and needs in Jefferson County. Beth has also worked with Christina on policyadvocacy for the Colorado Child Care Assistance Program (CCCAP).Nicole Riehl, President and CEO, Colorado Executives Partnering to Invest inChildren (EPIC)nicole@coloradoepic.org303.818.9321Nicole contracts with Beth to provide support in legislative advocacy and policydevelopment. Beth is also currently contracted to provide a white paper on regulatoryalignment to support the development of new childcare facilities in Colorado.Jourdan McGinn, Director of Economic Mobility and Direct Cash Transfers, ImpactCharitablejourdan@impactcharitable.org719.679.2939Jourdan oversaw Beth’s work on the Family, Friend, and Neighbor compensation reportreferenced in the earlier Qualifications and Experience section of this proposal. ReferencesTOWN OF ESTES PARK PROJECT PROPOSAL - GROUNDSWELL FOR GOOD
ContactinformationSarah HughesPrincipal ConsultantGroundswell for Good, LLCsarah@groundswellforgood.com314.749.4121Beth MeltonPrincipal ConsultantMelton Strategic Solutions, LLCbeth@meltonsolutions.com970.291.1516
THE IMPACT OF THE PANDEMIC ON COLORADO’S KIDS2022in Colorado
COLORADO CHILDREN’S CAMPAIGN | 27EARLY CHILDHOOD LEARNING AND DEVELOPMENTTHE STATE OF CHILD CARE DURING COVID-19The COVID-19 pandemic has strained what was already a fragile, under-resourced child care system in the U.S. and here in Colorado. Even before the pandemic, Colorado struggled with limited child care capacity, long waitlists for care, and inadequate wages for child care educators which worsened existing difficulties with hiring, recruitment and retention. In addition, insufficient public investment in child care programs continues to result in high costs of care for families across the state. The COVID-19 crisis exacerbated nearly all of these challenges while also introducing new obstacles for families and providers.Child Care Availability and Workforce ChallengesExtensive waiting lists for child care—particularly for infant and toddler care—have long been the norm in most Colorado communities due to insufficient capacity in licensed child care settings. Although licensed capacity in Colorado’s child care centers, family child care homes and preschools has rebounded somewhat since the earliest days of the pandemic when many child care providers temporarily closed their doors, providers are still facing obstacles to operating at full capacity. In many cases, capacity challenges are due to widespread staffing issues. Even before the COVID-19 pandemic placed extra strain on the child care system, licensed child care capacity in Colorado was limited. Between 2016 and 2020, Colorado’s licensed child care centers, family child care homes and preschools only had enough capacity to serve 60% of the kids under 6 who likely needed care.Source: Colorado Children’s Campaign analysis of data from the U.S. Census Bureau’s 2016-2020 American Community Survey and the Colorado Office of Early Childhood.of Colorado child care centers surveyed were experiencing a staffing shortage. Of those:80%47% reported they were serving fewer children as a result;34% reported having a longer waitlist;40% reported being unable to open classrooms; and26% had to reduce their operating hours.55 In mid-2021, a survey conducted by the National Association for the Education of Young Children found that:
28 | KIDS COUNT in COLORADO! 2022EARLY CHILDHOOD LEARNING AND DEVELOPMENTEmployment in the U.S. child care sector dropped steeply in the initial months of the COVID-19 pandemic, falling by 36%, more than 373,000 jobs, between February and April 2020.56 Although employment numbers have slowly risen since the summer of 2020, progress has been slow. Child care employment in the U.S. as of December 2021 was still 13% below its February 2020 levels.57 Low wages were a considerable barrier to recruiting and retaining child care educators before the pandemic. In recent months, low wages continue to be one of the largest obstacles to hiring and retaining high-quality teachers and staff amid labor shortages across nearly all industries. Child care providers are vital figures in the lives of young children, nurturing and teaching them during their most important years of development. They have worked tirelessly throughout the pandemic to provide stability for Colorado’s youngest kids, taking on the health and safety risks of working in person with children who are too young to be vaccinated and, in many cases, too young to wear masks. Yet their compensation does not reflect the essential work they do and the critical role they play in the lives of kids, parents and the economy as a whole. In 2020, the median annual wage for a child care educator in Colorado was only $29,795—approximately 88% of what a preschool teacher in Colorado earns and only 60% of what a kindergarten teacher earns.58 The pandemic made clearer than ever the essential role child care plays in our state’s economy and in the daily lives of young kids and their families. As Colorado pursues ways to strengthen the child care system in the aftermath of the pandemic, we must consider strategies to support and fairly compensate the child care workforce.Source: Colorado Department of Labor and Employment. Occupational Employment and Wage Statistics Program, 2020.Child Care Teacher$29,795Preschool Teacher$33,570Kindergarten Teacher$49,057Elementary Teacher$53,253COMPENSATION OF COLORADO’S EARLY CHILDHOOD WORKFORCE DOES NOT REFLECT THE VITALLY IMPORTANT ROLE THEY PLAY FOR OUR STATE’S CHILDREN, COMMUNITIES AND ECONOMY. MEDIAN ANNUAL WAGES FOR SELECT EDUCATION OCCUPATIONS IN COLORADO, 2020
COLORADO CHILDREN’S CAMPAIGN | 29EARLY CHILDHOOD LEARNING AND DEVELOPMENTPandemic-Related Child Care Disruptions and Employment Impacts for ParentsThe pandemic has been extremely challenging for parents and caregivers of children of all ages. As of this writing in March 2022, children under 5 are the only age group still ineligible for COVID-19 vaccines. As a result, parents of young children have been especially strained during the most recent waves of the COVID-19 crisis. While most K-12 schools had returned to in-person settings by the start of the 2021-2022 school year, child care disruptions among kids under 5 have only gotten more prevalent since July 2021. Frequent child care closures due to COVID-19 cases continue to disrupt parents’ employment, damaging their mental and emotional well-being.49%34%45%31%32%25%Jul 21-Aug 16,2021Aug 18-Sep 13,2021Sep 15-Oct 11,2021Dec 01-Dec 13,2021Dec 29, 2021-Jan 10, 2022Jan 26-Feb 7,2022BETWEEN LATE SUMMER 2021 AND EARLY 2022, THE SHARE OF COLORADO HOUSEHOLDS WITH YOUNG CHILDREN WHO REPORTED COVID-19 CHILD CARE DISRUPTIONS DOUBLED. PERCENT OF COLORADO HOUSEHOLDS WITH CHILDREN UNDER 5 WHO REPORTED EXPERIENCING A CHILD CARE DISRUPTION CAUSED BY COVID-19 FOR AT LEAST ONE CHILD IN THE HOUSEHOLD IN THE PAST FOUR WEEKS, 2021-2022During the height of the omicron variant surge in January and February 2022, nearly half of Colorado households with children under 5 reported that their child care arrangements had been disrupted for at least one child in the household at some time in the previous four weeks.59 A separate study found that among parents who reported child care closures in January 2022, 38% reported that the disruption lasted at least a week.60 Unsurprisingly, emotional distress was much more prevalent among parents who reported struggling to find care for their children than among parents who did not face this challenge.61Source: Population Reference Bureau analysis of data from the U.S. Census Bureau, Household Pulse Survey, 2021-2022.
30 | KIDS COUNT in COLORADO! 2022EARLY CHILDHOOD LEARNING AND DEVELOPMENTChild care closures have had significant employment impacts for parents of Colorado’s youngest kids. As of early 2022, a quarter of Colorado households with young children reported that child care disruptions caused them to either cut their work hours or use vacation, sick days or other paid leave to care for children.62 Many households also reported that care disruptions required them to supervise one or more children while they worked, take unpaid leave or forgo looking for a job. These employment struggles were much more common among households with children under 5 than among those with school-aged children.Households with children ages 0 to 4Households with children ages 5 to 11Use vacation, sick days,or other paid leaveCut work daysSupervise one or more childrenwhile workingTake unpaid leaveNot look for a job in orderto care for children25%24%21%10%11%11%14%7%6%4%Source: Population Reference Bureau analysis of data from the U.S. Census Bureau,Household Pulse Survey, 2022.NEARLY TWO YEARS INTO THE PANDEMIC, PARENTS OF COLORADO’S YOUNGEST CHILDREN WERE STILL DEALING WITH FREQUENT EMPLOYMENT CHALLENGES RELATED TO CHILD CARE DISRUPTIONS CAUSED BY COVID-19. PERCENT OF COLORADO HOUSEHOLDS WITH CHILDREN UNDER 5 WHO REPORTED VARIOUS EMPLOYMENT IMPACTS RELATED TO CHILD CARE DISRUPTIONS, JANUARY—FEBRUARY 2022
COLORADO CHILDREN’S CAMPAIGN | 31EARLY CHILDHOOD LEARNING AND DEVELOPMENTPRESCHOOL AND KINDERGARTEN ENROLLMENTDecades of research have demonstrated the short- and long-term academic and social benefits of preschool participation, particularly for children in families with low incomes. Since 2020, however, the COVID-19 pandemic has disrupted many families’ preschool plans. Data from the fall of 2020 showed that enrollment in Colorado’s school district-run preschools had fallen by 23% from fall 2019 enrollment levels, reflecting about 8,000 fewer children attending school district preschools in the 2020-2021 school year.63 Enrollment in Colorado’s public kindergarten classrooms also fell in 2020, although by a smaller margin than that seen in preschool programs.64
32 | KIDS COUNT in COLORADO! 2022EARLY CHILDHOOD LEARNING AND DEVELOPMENTEnrollment data from the fall of 2021 show that while preschool enrollment increased in comparison to the fall of 2020, it remained about 10% lower than its pre-pandemic level, and kindergarten enrollment was still 3% below fall 2019.65 While some children may have been able to have enriching learning experiences that helped prepare them for kindergarten while at home during the pandemic, others likely missed out on the important cognitive, language and social-emotional skills that preschool and kindergarten can provide. These children will be in need of additional support in the years ahead. Fall 2019Fall 2020Fall 202162,07764,00958,20930,89434,42524,416PreschoolKindergartenENROLLMENT IN COLORADO’S SCHOOL DISTRICT PRESCHOOLS AND KINDERGARTEN CLASSROOMS REMAINS BELOW PRE-PANDEMIC LEVELS, DESPITE A MARGINAL REBOUND IN 2021.NUMBER OF STUDENTS ENROLLED IN COLORADO SCHOOL DISTRICT PRESCHOOL AND KINDERGARTEN CLASSROOMS, FALL 2019 TO FALL 2021Source: Colorado Department of Education.
COLORADO CHILDREN’S CAMPAIGN | 33EARLY CHILDHOOD LEARNING AND DEVELOPMENTLooking Forward: Policy RecommendationsThe early years of a child’s life are an essential opportunity to ensure their well-being for decades to come. To build a stronger system to support our youngest kids and their families, we must come together to:➪ Make sustainable, adequate, long-term investments in support of children’s early learning and development. This includes investing in access to high-quality child care and preschool programs, increasing access to developmental screening and referral, expanding early childhood mental health consultation, and supporting children and families as they transition to kindergarten. ➪ Center family, caregiver and provider voice in the implementation and decision-making processes of the Colorado Department of Early Childhood; these voices must lead our work toward an improved early childhood system that is responsive to the needs of all Coloradans, especially those children, families, and providers who are furthest from accessing the current system of programs and supports. ➪ Ensure the Department of Early Childhood supports sectors of the early childhood industry that are particularly underfunded and incredibly valuable to families, including infant and toddler child care and Family Friend and Neighbor (FFN) child care providers. ➪ Recognize the vital role that our early childhood workforce plays in supporting our children, families, communities, and economy. Make long-term, sustained investments in compensation and benefits that support the recruitment and retention of providers across all settings.➪ Implement improved payment policies that support a sustainable child care sector that is affordable and accessible for families.
Routt County Early Childhood Community Plan Executive Summary Over the past five months, a diverse group of community members has come together to work on a plan for early childhood in Routt County. The purpose of this process, facilitated by the First Impressions Early Childhood Council, is to create a comprehensive early childhood community plan to identify needs and work on solutions for early childhood in Routt County. This is not a plan created by a group of outside consultants, but a plan that reflects the people of Routt County. Through this process, we received input from more than 300 community members and compiled their thoughts into meaningful documentation of the challenges and opportunities related to early childhood in Routt County. Look for the final version of this document soon. The challenges Several challenges emerged as the following themes. • We have a significant shortage of child care capacity for children from birth to age 2. • Cost is a barrier for families. • Families do not have options for a non-standard work schedule or children with significant medical or behavioral needs. • Child care is a barrier for employers in recruiting and retaining employees. • Maintaining a high-quality, early childhood workforce is a significant barrier to increasing capacity. • Many factors related to a healthy community are intertwined with early childhood — mental health, poverty, housing needs, health care, legal services, food insecurity, etc. Indicators of success This planning process is just the beginning. The challenges identified are big and complex, and we are committed to tackling them. We have identified several indicators of success — specific metrics related to these indicators will be created over the next several months. • Increased supply of infant and toddler care for children from birth to age 3. • Pipeline and set of strategies for recruiting and retaining a high-quality, early childhood workforce. • Children are ready for school by the time they enter kindergarten — and we have a shared definition of what this means. • Increased level of service for gap groups — those who do not qualify for services under current definitions but still have demonstrated needs. • Families have access to community health and human services, especially early in a child’s life. • Community understands the important impacts of early childhood care and education. • Employers support early childhood care and education for their employees and community-wide. • Families have affordable options that fit their needs. • Access to services is equitable for all members of the community.
1 The path forward Early childhood education providers, elected officials, business representatives, parents, specialized service providers, immigrant services representatives, public school representatives, funders and other community leaders are involved in this work and committed to moving it forward. We are moving forward with action steps for the following priority solutions. • Increase slots available for infant and toddler care in Routt County. • Recruit and retain a high-quality, early childhood workforce. • Increase access to specialized service providers. • Engage with the community to increase understanding of the critical roles of early childhood education and care. • Partner with employers to support early childhood education and care. This early childhood community plan is not the end. It is the beginning. And we look forward to updating and engaging with the community on this work as we move forward. Beth Melton is an executive board member of First Impressions.
2 Routt County Early Childhood Community Plan October 24, 2018
3 Table of Contents: Introduction 2 Methodology 3 Demographics 4 Supply 4 Demand 5 Obstacles 6 Consequences 7 Solutions/Opportunities 8 Definitions of Success 9 Conclusions, Tasks and Responsibilities 10 Appendices 12
4 INTRODUCTION Routt County’s Early Childhood Council, First Impressions, facilitated the Early Childhood Community Plan Kickoff Event on May 30, 2018, introducing the process for developing Working Groups to study early care and education needs and resources for children ages birth to 8 in Routt County. The Yampa Valley Housing Authority’s Community Housing Steering Committee led the way for First Impressions to follow their format. The following Co-Chairs volunteered to lead the four Working Groups: • Elisha Colson, Colorado Mountain College • Irene Avitia, Integrated Community • Stephany Traylor, Ski Butlers and United Way Board Member • Tami Havener, Family Development Center • Alexis Wolf, City of Steamboat Springs Parks and Recreation • Kelly Keith, Routt County Department of Human Services • Kate Nowak, Routt County United Way • Kara Stoller, Steamboat Springs Chamber • Tim Corrigan, Routt County Commissioner and First Impressions Co-Chair • Jason Lacy, Steamboat Springs City Council and First Impressions Co-Chair The Working Group Co-Chairs, First Impressions Executive Committee Members and First Impressions Council adopted the following Problem Statement and Mission/Intended Outcome: Problem Statement The role of First Impressions, Routt County’s Early Childhood Council, is to facilitate the identification and analysis of solutions and provide advocacy for mitigating the obstacles to early childhood resources. The role of the Working Groups is to analyze early childhood demand sectors through a supply and demand lens and make recommendations to the Early Childhood Council. Together, the Early Childhood Council and Working Groups will advocate and identify opportunities to create solutions for early childhood resources in Routt County. Mission/Intended Outcome The First Impressions Council seeks to create a comprehensive early childhood community plan that identifies the needs for early childhood resources across Routt County and outlines potential solutions. The goal of the Council is to produce the first version of this plan by fall of 2018. First Impressions Executive Committee Members: • Tim Corrigan, Routt County Commissioner and First Impressions Co-Chair • Jason Lacy, Steamboat Springs City Council and First Impressions Co-Chair • Beth Melton, Young Professionals Network • Torey Wodnik, Parent Representative and Business Owner
5 • Tami Havener, Family Development Center • Kelly Keith, Routt County Department of Human Services • Kate Nowak, Routt County United Way • Sheila Henderson, Integrated Community METHODOLOGY The Working Groups approached their study of early care and education needs and resources for children ages birth to 8 in Routt County by looking at four distinct segments defined below: • Families – parents, grandparents, family members, and children. • Employers – a person or organization that employs people. • Service Providers – individuals and programs providing services for children ages birth to eight. • Community Groups – existing groups throughout Routt County and includes second homeowners, retired people, or anyone in the community who would like to give their opinion. These four groups all analyzed early care and education needs and resources for children ages birth to 8 based on the criteria listed below: • Demographics – statistical and anecdotal data relating to the early childhood population and the particular groups within it. • Demand – need for early childhood resources. • Supply – availability of early childhood resources. • Obstacles – something that impedes progress or achievement; ability to purchase early childhood resources or services. • Consequences – a result or effect of an action or condition; a conclusion derived through logic such as what could happen by not taking action. • Solutions/Opportunities – an answer to a problem; a favorable juncture of circumstances. • Define Success – favorable or desired outcome. Each market segment was studied and analyzed by a Working Group, led by the identified Co-Chairs and populated by community members with interest in identifying potential solutions to address the early care and education needs in Routt County. The Working Groups met four times over the summer and compiled their findings for their area focusing on the seven criteria listed above. The following is a list of the Working Group Co-Chairs and community participants: • Families led by Irene Avitia, Elisha Colson, and Stephany Traylor, with participation from: Beth Melton, Tom Valand, Milena Munar, Sarah Cherry, Beth Lambe, Lily Lewis, Sharon Butler, Emily Beyers, Shawndra Winters, Nikki Durkan, Brianna Green, Dilia Rios, Lupita Puertas, Norma Gutierrez, Liza Masters, Alejandra Segovia (translator) and Amy Johnson (20) • Service Providers led by Tami Havener and Alexis Wolf with participation from: Alicia Bermudez, Bonnie Espinoza, Dana Duran, Gail Smith, Hillary Werner, Jane Toothaker, Jay Hamric, Jenn Creagan, Jenny Brey, Joyce Delancey, Kathy Gibbs, Kerri Ann Crocker, Kim Martin, Leslie Weinheimer, Lindsey Garey, Meg Murphy, Megan Robertson, Meghan Holpuch, Melanie Stewart, Samantha Coyne Donnel, Sarah Valentino, Susie Clark, Tami Foth, and Jenny Krentz (26)
6 • Community Groups led by Kelly Keith and Kate Nowak with participation from: Sara Craig-Scheckman, Kris Andersen, Angie Plesche, Michelle Petix, Mark Rydberg, and Human Resource Coalition membership (27) • Employers led by Tim Corrigan, Jason Lacy, and Kara Stoller with participation from: Wendy Frieden, Rebecca Gould, Michelle Malder, Adam Alspach, Randi Owens, Torey Wodnik, Leslie Arnold, Cheryl Renfroe, Natalie Grover, Brad Meeks, Stephanie Einfeld, Sue Fegelein, Addona Allen and Mark Rydberg (17) Fifty-four participants attended the May 31st Kick-off event introducing this process. Two Listening Tours were held – one in Oak Creek with 13 participants and one in Hayden with 9 participants. Three online survey opportunities took place – Family Survey (64 responses), Community Survey (4 responses), Employer Survey (55 responses). What follows is a cumulative report of the Working Groups’ analyses. DEMOGRAPHICS • Estimated child population for children ages birth to 8 based on average birth rate of 220/year = 1760 • Families with children under the age of 6 in the workforce (KIDS COUNT Data Center, 2012-2016) = 77% o Colorado = 63% • Children under 6 by ratio of income to poverty (Kids Count Data Center, 2012-2016) o Routt County families need income more than three and a half times of the federal poverty level (FPL) to make ends meet Under 50% FPL Between 50% - 99% FPL Between 100% - 199% FPL Between 200%-299% FPL Total below 300% FPL 50 (4%) 111 (8%) 173 (13%) 196 (15%) 530 (40%) SUPPLY • 2018 licensed capacity for children ages birth to 8 = 1,346 slots o Birth to School Age (0-5) = 691 slots Includes 94 licensed slots for children less than 24 months of age (actual available slots can be as low as 50% of the licensed number due to programs and providers serving less children to provide a higher quality environment) o School Age Care = 434 slots Does not include Boys and Girls Club (served 353 children ages 6-8 in 2017) Includes Ski Corps summer camps o Residential Camps = 221 Ex. Perry Mansfield, Book Trails, Mt Elm • Existing 0-8 resources – Family Connections - http://online.fliphtml5.com/mptf/okys/?1538600141454
7 DEMAND The following four needs were identified by each segment: 1. Increase child care capacity for children ages birth to 2 2. Affordable access to early care and education resources for children ages birth to 8 3. Access to resources to meet the needs of all children including medical/behavioral needs as well as family work schedules 4. Recruitment, retention, and a fairly compensated early childhood workforce • Routt County Population Projection for children ages birth to 8 (State Demographer) – average increase equals 36% 2005 2010 2015 2020 2025 2030 Projected Increase 0 226 243 221 224 255 291 29% 1 228 256 223 235 261 296 30% 2 220 256 224 248 269 303 38% 3 229 275 243 262 279 310 35% 4 229 261 256 287 287 318 39% 5 262 262 272 264 292 329 26% 6 247 274 285 267 305 337 36% 7 222 265 285 269 318 346 56% 8 255 288 302 287 330 354 39% • Population under 5 by municipality (US Census Bureau American Fact Finder, 2012-2016 Average) Steamboat Springs 479 Hayden 105 Oak Creek 42 Yampa 17 Phippsburg 0
8 OBSTACLES Obstacles to providing early care and learning resources by each segment are categorized by affordability, availability, quality. All three of these areas overlap in addressing the need for early care and education resources for: • Children ages 0-3 • Before and after school; school days off • Evenings and weekends • Shift work with shifts changing Affordability Availability Quality High cost of care is keeping families from accessing resources – cost of care can outweigh a parent/family’s income Low number of child care slots available for children ages birth to 3 Paying staff a living wage including benefits – low wages for the early childhood workforce makes it more difficult to recruit and retain qualified staff Cliff Effect – low income families lose public assistance due to wage increase and can’t afford the full cost of care Lack of funding to fully staff programs including having aides to provide one on one assistance with children who need it and substitutes to cover time off/teacher’s out sick Lack of professionalism for the early childhood field keeps wages low and early childhood teachers are categorized as hourly employees High cost of care is keeping families from accessing resources – cost of care can outweigh a parent/family’s income Sustaining resources for families – meeting needs of children with special needs, care provided for alternative hours, universal access to home visitation programs (Parents as Teachers, Safe Care, etc.), foster families available when needed, access to legal services Unfunded licensing mandates – it is a challenge to make a profit and pay staff a living wage. Educators struggle with finding time to keep up with mandated paperwork and trainings. Working poor – it takes three and a half times the poverty rate to make ends meet Retention and recruitment of employees entering/staying in the workforce – turnover due to not having access to child care Increased communication needed between Kindergarten and Preschool teachers requires resources Families are dealing with adult mental health and substance abuse issues, homelessness, isolation, and generational poverty Lack of effective communication skills between educators and parents Transportation/time commuting adds stress to the family dynamics Reaching and engaging all families due to time constraints and communication barriers Lack of awareness of resources and accessing them when needed
9 Obstacles to the development of child care programming identified: • Planning/Zoning Process • Building Code restrictions • Cost to build new child care facilities o Cost of Land o Cost of Construction o Building Department Fees/Taxes o Cost of meeting licensing rules and regulations and quality standards o Cost of recruiting and retaining qualified, fairly compensated staff o Difficult for child care programs to balance their budgets and make a profit Note: Refer to Appendix A for additional details from each early care and learning segment. CONSEQUENCES Consequences identified in all segments: • Families with young children leave Routt County or do not move here – losing more professionals • Employers providing less services due to employee turnover • Early childhood teacher turnover continues to happen due to low wages and being understaffed • Low quality/no early care and learning resources available will impact development/performance of children as they get older resulting in more at-risk children and teens which leads to – low school performance, higher dropout rates, increased suicide rates and mental health needs, increase in drug/alcohol use, increased legal involvement and crime, and higher incarceration rates • Children are potentially in unsafe environments/uncomfortable situations due to parents being in desperate situations • Routt County has a high level of depression; are the financial strains on people in the community causing this? • Community loses diversity if only single people, couples without children, and retirees can live here Note: Refer to Appendix B for additional details from each early care and learning segment.
10 SOLUTIONS/OPPORTUNITIES • Increase availability and access for all to quality and flexible early care and learning resources – eliminating income restrictions will remove stigma attached to applying for services • Make resources available for children staying at home with their family to increase school readiness (ex., Gus the Bus) • Connect teen parents with Colorado Mountain College for Early Childhood Education classes for professional/personal reasons • Increase early care and education workforce compensation • Have the Steamboat Springs School District Preschool Program located within the Elementary Schools • More access to aides for all children of all ages • Shared services through Early Learning Ventures as a cost saving measure for early childhood businesses • Partner with Franchise to create new early care and learning program • Partner early childhood programs with universities to offer employment guarantees • Promote transition meetings between Kindergarten and Early Childhood Teachers • Work with Housing Authority and employers to offer housing for service providers, or have centers built into housing development itself as a requirement • Revise and expand currently underutilized City of Steamboat $30,000/year incentive program beyond family child care providers • Establish/Incentivize Emergency/Back-up child care providers as well as centers with expanded/flexible hours • Create a “Family Resource Center”/one stop place for families to access resources along with existing satellite offices for Department of Human Services and LiftUp • Provide an Early Childhood Expo in all communities bringing together all resources to familiarize parents and potential parents with available services • Promote Colorado Child Care Contribution Tax Credit • Advocate to community groups such as Rotary, Yampa Valley Community Foundation, etc… for donations on land and building costs for new early care and learning centers • Promote concurrent enrollment for high school students to enroll in college-level early childhood education classes • Apply for CMC Entrepreneur grant to fund a position. Work space provided if you win. Have to create a business plan. • Market Family-friendly business practices adopted by employers • Develop one or more new large early care and learning programs in Steamboat while incentivizing smaller (including family child care) operations in outlying parts of the County • Work with employers to establish a coalition to establish 1 or more new early care and learning centers in Steamboat • Partner with Steamboat Springs School District to establish/expand early care and learning facilities at 7th Street school property • As Steamboat Springs School District works on their expansion plan, include employee infant/toddler care • Work with Routt County to explore partnership with Human Services Department in purchase/lease of vacated Steamboat Pilot & Today facility in West Steamboat • Bring this issue to the Economic Summit and/or Economic Development Council
11 DEFINITIONS OF SUCCESS Definitions of Success identified in all early care and learning segments: • High quality, affordable care available giving all families a choice in care • Focus on quality, affordability, and availability • Adequate qualified staff and substitutes • Space available for care as needed, especially for infants and toddlers • Teaching and the early childhood profession are elevated in the public eye • Livable wages for early childhood and school district staff with a competitive benefits package • Mental health services on site for families, children, and staff • Access to Health and Human Services – Mental health, Dental, Physician, Legal services, Nutrition – eliminate food insecurity • Affordable safe and stable housing • Access to reliable transportation • Affordable recreation for children and families including transportation to/for outlying areas • Philosophy of “No Wrong Door” – no matter where a family goes for resources they are connected to the right person for what they need, This could be through a Family Support Specialist housed in the public libraries • Open communication among all schools – early childhood through high school with all Health and Human Services integrated • Have a hired person to manage building capacity • Web of support • Paid parental leave Definitions of Success by early care and learning segments: Families Service Providers Community Groups Employers 2022 Goals # slots # professionals increased access to % of employee retention % of employee resources retention The goal is to produce supply that will catch up with demand and begin to provide early care and learning supply that matches demand in all segments. Families Service Providers Community Groups Employers 2030 Goals (cumulative) # slots # professionals increased access to % of employee retention % of employee resources retention
12 The goal is to establish an environment where early care and learning supply matches demand in all segments. 2030 goals will be reevaluated and adjusted based on actual trends in the local early childhood field. Note: Refer to Appendix D for additional details from each early care and learning segment. CONCLUSION, TASKS AND RESPONSIBILITIES • Summary of need and potential solutions • Tasks and responsibilities flushed out at 10/24/18 Work Session Conclusion Early care and learning resources for children ages birth to eight are not keeping up with demand, leading to families leaving the workforce and/or Routt County or potentially not moving to the area. An environment of limited and expensive early care and learning options will force out families and employees from our communities leading to a loss of community character and economic competitiveness. It is the recommendation of the Routt County Early Childhood Community Plan Committee that the City of Steamboat Springs, Routt County, businesses, funders, and community members in Routt County establish policies and take significant action to increase the availability of early care and learning resources. Through the tasks and responsibilities listed below and by achieving the targets set forth in this report, our community can maintain adequate resources and quality early care and learning programs to retain a talented, diverse local workforce and the preservation of Routt County’s community character. City of Steamboat Springs • Participate in Funding Committee to determine a dedicated funding source(s) to support development of additional early care and learning programming • Facilitate the implementation of the funding committee recommendations. Routt County • Participate in Funding Committee to determine a dedicated funding source(s) to support development of additional early care and learning programming • Facilitate the implementation of the funding committee recommendations. First Impressions of Routt County • Provide annual updates on the measurements of success and key early care and learning benchmarks (availability, quality, access, early care and education workforce development) • Monitor the percentage of Routt County households with access to early care and education resources as an indicator of community character
13 • Update First Impressions/Early Childhood Community Plan Strategic Plan to include development of additional resources in all reported needed areas • If and when appropriate, coordinate a professional scientific survey to understand community values and support for community early care and learning initiatives • Identify projects and policies that impact the development of early care and learning resources and communicate those impacts to interested parties. Businesses • Work collaboratively with the Chamber, City, County, First Impressions and other stakeholders to facilitate the development of early care and learning resources for your workforce • Advocate that our public institutions take action to meet our early care and learning goals • Advocate on behalf of family friendly policies and procedures in partnership with the Chamber Funders • Sustainable private/public investments to support current level of programming available while increasing supply Community Members • Get involved and advocate that our public institutions take action to meet our early care and learning goals First Impressions/Working Group Participants • Continue involvement with Community Plan • Participate in creating Strategic Plan • Advocate to support new developments in increasing the availability of early care and learning resources
14 APPENDICES
15 APPENDIX A: OBSTACLES Families • Lack of continuity of care for kids leading up to Kindergarten • Child care programs that follow the school schedule even though parents schedules don't follow that • School age care before 8 AM • Family friendly practices for businesses do not exist • HR departments need to talk to new families about the reality of childcare obstacles when new people are hired • Lack of on-site employee care in this community • Very limited options for kids with disabilities and chronic illnesses • Lack of options for care when your child is sick, parents losing work due to sick kids and lack of care • Most families don't have a plan B if something happens to their home child care provider • A lot of parents don't have set schedule at work so getting set child care/scheduling days is difficult to manage • Regulation barriers for home child care providers and centers, renters being restricted due to liability through HOA to open, own car • Care for alternative hours for weekend and restaurant workers not available • Lack of care options for 0-12 months, loss of 0-12 spaces due to regulations • Scholarship/Finance gap • Lack of mental health services in the EC classes • Cost for working families in Routt County • Distances families have to travel to find work • Families have to put kids in care that they are not 100% with because they don’t want to lose the space (parent may not ready to be gone from infant but will take if open, paying for summer care slots for teachers) Service Providers • Professional development opportunities for early childhood teachers are limited o Currently online options only for college level early childhood classes through CMC o That misses out on building a “Learning Community” within the professional EC world o Lack of sites for practicum was one comment/other comment was several sites available o There isn’t a “Lab School” to help high school or college students apply knowledge learned Community Groups • Money ** • Time ** • Funding
16 • Accessibility • Cliff effect – family receiving subsidies receives a bonus/more hours at work and is no longer eligible for subsidies. Family cannot pay the full cost of care/services with small income increase • Geography/rural • Sustainability • Community norms/perceptions o socially acceptable o socially frowned upon • Transportation • Qualified child care providers to fill vacancies, low pay, childcare desert in Oak Creek • Slots for infants/newborns • Language barrier • Adult mental health • Addictions (parents) • Understating priorities • Homelessness • Isolation • Generational poverty, not being aware of resources, the desire to succeed • Lack of compassion • Access to drugs and alcohol • Working parents - 2 jobs can’t provide enough support Employees • Gaps in childcare – week school closes, week of 4th of July, week school starts – obstacle that LiftUp addresses by allowing kids to come to work or working from home those weeks • Infant to 2-3-year-old is a challenge; limited spaces; employees with kids on waitlist for a year or more • In home child care providers have been taking off Fridays so getting coverage on Fridays is a challenge; employees have to shift to part time work to make it happen • Cost is a big challenge especially when there are two kids • Significant issues with shift workers with timing of daycare • There is no incentive for providers to take infants which equates to less spaces for infants • Quality vs quantity – parents/employees can’t be picky in regard to the provider they can get a spot with • Employees have to do a lot of juggling which equates to employers being unsure about coverage and productivity • The cost of childcare is a huge obstacle – one staff member recently left because of cost of daycare – moved east (family with 2 kids)
17 • Employees are asking for changes in schedules to do a handoff; has impacts on employees • Employees have a hard time simply finding childcare • Dual income of $120,000 with two kids could barely get by in town let alone saving money; if a high cost expense came up that would be a huge issue (SEE BELOW) o Cost Analysis for living in Steamboat Springs with 2 young kids (provided by Adam Alspach) Total Family Income $120,000.00 Monthly Annually Basic Expenses Child care 2600 (2 kids @ $65/day @20 days a month) Health insurance 300 Car insurance 150 Food 400 Retirement/ Savings 0 Gas 200 total $3,650.00 43800 Taxes state 6000 Taxes Federal 36000 $34,200.00 If a home is purchased P&I $24,678.70 (Assumes 80% mortgage on 500K home or $380K condo with $400 HOA)
18 taxes and ins 9024 Utilities 3000 Maintenance 0 ($2,502.70) Employers • Salaries; employees with kids are asking for more money – because they need it, they ask, not because of the work they do; “if you don’t pay me more then I will need to leave” • There is some flexibility in private sector but only to the extent that the budget allows • Seasonality of workers • Retention is an issue • Recruitment is an issue as well; can’t relocate someone if they can’t find child care • Consistency is an issue with work/ productivity; try to be very flexible and supportive – still a challenge due to childcare shifts/needs of kids, not necessarily the providers • Shift workers don’t have much flexibility, so it is hard to allow them that which they need if you have kids. • Coverage of shift employees when they have no choice but to leave to take care of kids is a challenge • Limited flexibility lowers employee satisfaction; group circled back on this and it is something to note – employee moral • City hasn’t evaluated internal daycare program recently • Ski Corp doesn’t have the need to create an internal childcare program; employees get discount for camps • 20 kids are on the wait list for employees’ kids for Grand Kids; probably more that have figured something else out • All levels of employees are challenged with finding care • YVMC subsidizes costs of childcare but YVMC actually loses money on Grandkids • Wages can be an issue; being able to pay enough to cover childcare along with the environment for finding employees; LiftUp is paying for insurance and premiums and have heard that some still can’t make it work because childcare is so expensive • The attitude of those in the community who have “already figured it out” will be a challenge - data points will be helpful to counter their arguments • Laws that are in place restrict the ability for growth/ increase in childcare facilities/spots • Grandkids is not making money because of the infant care costs/ requirements – again, little incentives for providers to take infants
19 South Routt Listening Tour: • Transportation o Distance to child care o Distance between parent’s work and kid’s school and care o Split services for care with multiple children • No options (quality)/choices • Funding o Employee salaries o Program funding o Parent tuition • Employees o Child care workforce (low pay), etc… o Finding qualified staff and retaining and training • Limited space o Buildings o Preschool classes full o Staff (limit # of kids served) • Hours of operation paired with work time, travel • Sick kids, medical issues, disabilities – who is there to help with these? • Perception of community and level of service and ability to education (this leads to South Routt families signing kids up for Steamboat Springs School District) • State regulations for programming • All tuition funding is geared towards low income families, not families with 2 incomes/multiple kids • Not enough staff to provide care for the hours needed • No home care providers – need more options Hayden Listening Tour • Finances o Cost for families o Wages of workers • Finding Certified Providers • Transition from preschool to child care (and back and forth between the two) (Bus?) • Transition in program support and focus – school readiness – transition from structured program to unstructured. For example, kids transitioning between two programs in 1 day results in lots of transitions for the child • Location and space for programs in homes • Lack of a place for parents to meet each other/network
20 • Lack of newspaper coverage • Included or free-breakfast for early drop off – this is happening at the school district and family child care homes • Safe and easy drop-off/pick-up • Go west for child care and work to go east for work and home – looking at where families are commuting to and from – for example, Craig vs. Steamboat APPENDIX B: CONSEQUENCES Families • Families moving away from Steamboat • Lack of care quality due to supply/demand • Parents have to make professional sacrifices due to lack of care options • Employers face issues with retention of trained employees • Retention of both mother and father employees • Women leave the workforce more frequently • Kids are potentially in unsafe environments or more uncomfortable situations for parents due to desperate situations • Parents have a lack of choice to the type of program they would prefer their child be a part of • Children with chronic illnesses and various disabilities have VERY limited options- discriminatory practices could happen in town due to supply/demand • Families make choices that they are not comfortable with Service Providers Community Groups • At risk kids/teens • Increased suicide and mental health needs • Increase in drug/alcohol use • Low school performance, higher high school dropout rates • Lack of direction • No people to fill jobs • Financial struggle • Losing of the middle class * • Increased legal involvement and crime
21 • People leaving the community • People not feeling included in the community • Inability to improve or move out of poverty systems suppression • Hopelessness • Isolation-lack of extra eyes on the children • Higher incarceration rates • Families will fall between the cracks • Children need to be proficient in school by 3rd grade. Statistically, prisons (by size) are built via standardized testing scores. These children are more likely to live in poverty which will affect all facets of survival. Employers • Turnover will continue – expensive and less productivity – vicious cycle • Losing more professional people • How can we support outlying communities; people are moving to smaller communities to be able to purchase a home and as they are looking ahead to childcare costs when they decide to have kids • People will go to outlying communities but even further away • How far away will people have to go to be able to still live here with cost of living increasing in the outlying communities • Service levels are decreasing because of the inability for people to live here • If we can’t keep people here, less services will be available to provide at the hospital, for example • Town will change from the way it is to mainly retirees who are the only ones who can make it work here • Less dependable employees if there aren’t families here that need the work vs single people who can potentially walk away from a job • What kind of community will we live in if young families are no longer able to live here? Intangible consequences • Will working families still be able to make it work/ live here? Not just independently wealthy families • Steamboat has a high level of depression; are the financial strains on people in the community causing this? • Low quality childcare will affect performance of kids as they get older; consequences of this show up down the road • A decent number of kids who grew up here, came back; if that continues and low quality childcare is what people have to use, what are those consequences? • Concerns of the quality of care; if we can’t attract and retain quality employees then what will come of our community? • YVMC is competing with City Market and other companies in the community to hire quality employees • These consequences will change the fabric of our community South Routt Listening Tour • We run the risk of having a community of retirees and single people • Entire paycheck goes to child care • Family size decisions
22 • Decision not move/go to school here or have to leave South Routt • Loss of people in workforce • Loss of South Routt students to Steamboat School District and loss of community identity • Kids are not prepared to enter Kindergarten • Care is not high quality Hayden Listening Tour • Transient families (move in; move out; cost) • Is the Hayden community “good enough” for our needs? • Impact on schools – moving to higher expectations • Impacts on jobs – when, where, who can work? • Employees taking time off if kids’ child care isn’t available • Parent/kids friend groups transition when kids go to school • Kid behind when entering formal school APPENDIX C: SOLUTIONS/OPPORTUNITIES Families • Have the Chamber create Family Friendly Workplace training and incentives (Great Family Friendly Patagonia video; http://www.coloradoepic.org/initiatives/fftoolkit • Research more on-site and new housing complex childcare options • Hire a case manager to run a centralized waitlist • Mom-sharing • Co-op type model (This has been tried, but difficult due to lack of time parents can commit) • Create a Lab school @ CMC • More business attached care centers • More scholarship opportunities • Systematic business practice changes that foster more in work care and extended maternity and paternity leave (such as Sweden) • Check into business models in town that provide paid leave for mothers and fathers • Resource page for new moms. Guides on questions to ask providers to ensure that the home care is safe. Educate parents on safety • An incentive to make unlicensed providers have background checks and fingerprints (market would need to drive this) • Create some type of Safe Care program for In-Home providers so they can access CPR classes, outlet covers, and other safety type items • The hospital could increase safety talks with new parents • We need more Young Tracks type facilities (in SR and Hayden as well)
23 o BARRIERS to this--> Staff, unemployment rate, pay scale, building cost o OPTIONS to this--> Find land to be donated for tax write off, check USDA loans, increase CMC ECE program with incentives to go through the program, live in dorms, live in town afterward and commit to working for x amount of years. We would need CMCs buy in to bring the program back to Steamboat. • Commit to raising teachers wages to gain retention • Utilize Newspaper building to create more capacity • Reach out to the developer for Young Tracks • When new businesses build, they need to be encouraged to build childcare- example- YVEA, City, School District • Check into Childcare Contribution Tax Credit • Donations on land, and builders, laborers to build- we need to start asking and speaking at community events and groups- Rotary, YVCF, etc. • Full-time person committed to the cost (replicating YVHA position). We have a lack of employee infrastructure to make this happen currently • MyVyllage is a community of high-quality in-home childcare programs (https://www.myvyllage.com/) (Interested in Steamboat Springs cohort) - Emily Beyers • There is a business (or nonprofit?) opportunity for someone to match families and high quality providers for long term full time nanny sharing and provide the back business end • Finding funding for students with medical and developmental needs. Be able to provide 1:1 support so they can participate in daycare and after school and summer programs (First Impressions money, HRC?) Can insurance help with this? • Identify trainings that would provide more support to providers around medical and developmental disabilities. (First Impressions could fund training) • Identify foundations that could support kids with disabilities • Bring back ECE 101 to high school OR start teaching and promoting program • It needs to be a community initiative to change business practices • Business need to be able to see a return on investment if they buy in to ECE fund • Co-directing Centers • Shared Service- has gained a lot of momentum in the past decade; there are now even annual shared services conferences. The concept encompasses a diverse range of centers working together to economically provide top-notch administrative services… • Contracted management • Uber Outsourcing- When centers join Early Learning Ventures (http://earlylearningventures.org) in Colorado, they have access to a wide range of administrative tools including bulk purchasing…fiscal services. They can elect to participate in any of the ‘tiers’ of services: enrollment, registration and wait list, staff demographics, certification and training, child attendance, staff-child ratios, billing, child development tracking. • Franchising- A child care ‘franchiser’ licenses its trademarks and proven business methods to others (often husband and wife teams) in exchange for a recurring payment, a percentage of gross sales, or a fixed fee. For example, Primrose Schools, one of the longest standing child care franchisors…maintains quality control by monitoring compliance on an ongoing basis and by providing continuous learning opportunities for franchisees.
24 • Municipal stake to run a center • Gus the Bus through Aspen Foundation- check in with United Way about that. Interested funder in this project? Resource for at home kids to increase preschool readiness and improve quality care, rural areas? • Apply for CMC entrepreneur grant to fund a spear heading position. If we win the annual contest we could have free work space. We would need a business plan • We need to create a business plan to sell this to community members and employers • Could we get buy in from employers and they would contribute yearly to have staff trainings and have a resource at hand for families (if we had a position) • Bring this issue to the Economic Summit or Economic Development Council Service Providers • Work on a concurrent enrollment program at the High School so that young adults could graduate with EC qualifications • Connect Teen parents with CMC for EC classes, for professional or personal reasons. • Expand the City of Steamboat Springs Licensed Family Child Care Provider reimbursement program to include reimbursement for Foster Families • Universal Screenings for all children. Get the Pediatricians on board to ask an additional set of questions surrounding whole family health • Marketing the idea that “It is OK to ask for help” • Get the medical profession more involved in general • Create a “Family Resource Center” or a one–stop place for families to get all of their questions answered and the resources that they need. Specifically get the related organizations all housed in one building. Currently Lift-up is the closest thing that we have, so it could be expanded or bolstered so that it could become the Family Resource Center. • Create Satellite offices for Department of Human Services or Lift-up. Libraries were suggested as a possible location for these offices, including Oak Creek, Hayden, and North Routt • We have lots of services for Low income, but the Middle income families do not necessarily qualify. Eliminating Income restrictions for families could not only get more families the services that they need, but could help take away the stigma attached to applying for the services in the first place. Rebrand the services as simply “because you have a child, you might need this”. • Create an Early Childhood Expo, or an event gathering all EC providers, pediatricians, service providers, etc... in one place so that parents or potential parents can become familiar with all of it. This expo could also happen in Hayden, South Routt, and North Routt • Create more continuity between Individualized Family Services Plan (IFSP) to Individualized Education Plan (IEP) • More access to aides for all children 0-18. Early childhood centers typically cannot provide the services themselves, and the School district is mandated to provide the services but there is no funding given, taking away resources for other programs and staff. • Trainings for all teachers for kids on the Autism spectrum • Expansion of services for kids who still need help but do not qualify under current guidelines or standards • Discuss the resort opening an employee Childcare Center • Encourage employers in general to collaborate to open employee center. Groups of employers can work together to help fund new centers
25 • As the school district works on their expansion plan, include employee infant/toddler care in the proposal • Have transition meetings between EC centers and Kindergarten teachers - This would require substitutes for both sides • Revisit school district rules surrounding teacher requirements. The Steamboat Springs School District has several early childhood certified teachers. It is difficult to have flexibility in the K-5 setting with only 0-8 early childhood certification. • Expanding that pool will get more and better qualified professionals working with the appropriate age groups • Partner EC centers with universities to offer employment guarantees • Working with Housing Authority or employers to offer housing for service providers, or to have the centers built into the housing development itself as a requirement. • Get the SSSD pre-school into one or both of the schools • Funding – by far the is the largest obstacle, and with additional funding, many of the problems could help get solved o Professional wages o Facilities o Cost of care o Family support – Private and public o Substitute teachers o Legal Services o Aides in schools, both Early childhood and Elementary • Information Dissemination o Families are too busy to engage o How do you reach the “unreachable” (families that do not want to be reached) o Majority of the info is in writing, inaccessible to some families o Poor communication skills – educators need training on how to effectively communicate with parents • Communication breakdown between Early Childhood and Elementary o Requires time and funding o Many don’t receive an invitation to share information o A lot of the children who need services have shared providers, causing burdens on families with multiple meetings o Parents need some information prior to the meetings, they show up uninformed • Substitutes are lacking for both Elementary and Early Childhood o Many of the proposed solutions pull staff from classrooms, so substitutes are needed o Funding for the substitutes would be required Community Groups • Child Care funding – on site child care and housing authority projects and large employers * • Parent support • Affordable training programs for providers
26 • Scholarships • Flexible family friendly employment ** • Housing (affordable) • Transportation • Preschool Bus - Gus the bus • More space for Boys and Girls Club and City’s After School Action • Incentivized parenting classes • Dedicated sustainable funding • Parent choice • Middle class support systems • Flexible standards for preschool provider requirements • Attracting qualified preschool and childcare educators • Steps, helping parents climb out of poverty, giving them the tools they need to survive and thrive which will trickle down to their children. Assistance but not reliance, educational programs that welcome suspicious or cautious parents who have come to fear government and authority. Helping them feel like they can succeed, so much is learned by children watching their parents. Employers • Establish/Incentivize Emergency/Back-up Childcare providers as well as centers with expanded/flexible hours. • Work with employers to establish a coalition to establish 1 or more new centers in Steamboat. They would have to work out details around funding and establishing a system of how slots are assigned. • Potentially partner with SSSD to establish/expand ELC facilities at 7th Street School Property. • Potentially work with Routt County to explore partnership with Human Services Department in purchase/lease of recently vacated Pilot facility in West Steamboat. • Revise and expand currently underutilized City of Steamboat $30,000/year incentive program beyond family childcare providers. • Review what the “big number” is and work back from that • What public/ private partnerships are available to help this? • Need to address views of those who say, “I did it, why can’t they?” • Pilot office is still being assessed by County Commissioners. Potential of DOLA money. • Restructure City’s $30,000 funding for childcare providers to be more attainable • Need to determine square footage number per kid • Retention messaging/ benefits needs to be spelled out (review Patagonia’s info) South Routt Listening Tour • State licensed childcare centers need to be close to places of employment and schooling
27 • Quality options • Age birth to 3 child care facility – separate locations – Oak Creek and Yampa; Less specific types of locations needed • Preschool – more rooms or ability to grow – maybe in Oak Creek • Affordability – Scholarships • Stable funding to support needs • Recruit and retain quality staff (increase salary, set-up education classes, incentives) • Rec program on Fridays – how do we get more people to attend? • State policy changes/Advocacy for early childhood • South Routt (parents) representation at First Impressions • Concurrent enrollment for high school students taking early childhood education classes through CNCC • Get high school students signed up for CNCC online babysitting class Hayden Listening Tour • After school program to provide additional care after Preschool Extended Day • More certified sitters and respite choices for kids with high needs • A child care center accommodating shift work/commuter times • Have 2-3 quality child care homes with great programs and openings • Opportunity to capture Moffat/Craig needs on way to and from work (families are closer to kids, later drop off and earlier pick up) • Opportunity to provide smaller size groups – don’t have to “live up” to Steamboat pressure/expectations • Provide information to realtors, Chamber, and libraries to keep families informed of resources available APPENDIX D: DEFINITIONS OF SUCCESS Families: • Recruiting and retaining qualified staff • A new center • Parents having a CHOICE in care • Have a hired person to manage this push • Focus on: quality, affordability, and ACCESS • Increase capacity to access piece • We need the community to rally around this cause • Kids with chronic illnesses and varied disabilities having CHOICE in programs too
28 Service Providers: • “Every child feeling fully supported, whatever that looks like for them” • High Quality Care • Affordable care • Space available as needed, especially for Infants & Toddlers • Having qualified staff • Having enough staff and substitutes • Enough money to fund all of this • Elevating the Teaching and Early Childhood profession in the public eye • Eliminating/reducing student loans for early childhood teachers • Livable wages for EC and School District teachers • Staff retention, early childhood teachers stay in the field o They have a meaningful career ladder o Competitive benefit package • Affordable housing • Access to transportation • Access to Health & Human Services o Mental Health o Dentist o Physician o Legal services o Nutrition – eliminate food insecurity • Affordable Recreation o For both kids and families o Transportation to outlying areas o Families having access to activities • Philosophy of “No Wrong Door” for connecting families to resources o When a family shows up, whoever they are speaking with can help them navigate to the right person as opposed to “That’s not my area” o Family Support Specialist available – Could be housed in the Public Libraries • Open Communication between EC and School Districts o Early Childhood through High School all with Health and Human Services integrated Community Groups
29 Employers • It would be ideal to have a childcare location with health and human services right next to it in order to conduct screenings • Potential for Steamboat Springs School District to partner? o Facilities on the ground o What is the number of kids that need space and what percent do we want? o 220 birth rate – 75% o 0-2: 440 kids (93 currently licensed slots) o 2-5: 415 slots • Centers need to be fully staffed with living wages • Centers need to be in Steamboat due to majority of families working in Steamboat • GOAL: Affordable, high-quality slots available for 75% of the kids birth to 5. • FOCUS: on more spaces/ facilities for 0-2 • Some facilities with extended hours • Address the affordability piece –nationally recommendation is 7% of family’s income goes to child care; subsidies available for up to 15% of family’s income in Routt County but not fully funded – waitlists, partial scholarships. South Routt Listening Tour • Works for the family so they can move on to other concerns • Provide early care and learning opportunities for 75% of all birth to 8 children • Kid focused (non-school) care and activity space built and operational and centrally located • More options so families can find what’s right for them • Quality, affordable, sustainable programming available • Happy providers and parents • Include preschool programs in half cents sales tax that goes to school districts Hayden Listening Tour • Full spectrum of services serving birth to 8 • High performing child care – preschool – elementary and beyond • Parents/families being supported and successful • Integration and smooth transition from program into school system • Full day coverage available • Affordable!
30 APPENDIX I: EMPLOYERS’ SURVEY QUESTIONS AND RESPONSES 1. How many employees do you have, including yourself? Number of Response(s) Response Ratio 1-5 13 23.6% 6-10 10 18.1% 11-20 12 21.8% 21-30 6 10.9% 31-40 3 5.4% 41-50 1 1.8% 51-75 2 3.6% 76-100 4 7.2% more than 100 4 7.2% No Responses 0 0.0% Total 55 100% 2. What percent of your employees are part-time and/ or seasonal? Number of Response(s) Response Ratio 0% 7 12.7% 1-20% 25 45.4% 20-40% 5 9.0% 40-60% 4 7.2% 60-80% 6 10.9% 80-100% 8 14.5% No Responses 0 0.0% Total 55 100% Comments 4% the employees are year round, but some are part-time About 5% Part-time, not seasonal If you are looking for including Seasonal staff into Question #1, I increased my headcount to include seasonal and FT staff.
31 While we are not considered "seasonal", in the school district around 80-85% of our education staff work only 9 months, mid-August to early June and have the summer off. We do have some staff that are year round, generally in the district office, and facilities. I sometimes take on student / high school students in the summers. 3. How many employees currently have kids 8 years old and younger? Number of Response(s) Response Ratio 0 4 7.2% 1-5 34 61.8% 6-10 8 14.5% 11-20 5 9.0% 21-30 0 0.0% 31-40 0 0.0% 41-50 0 0.0% 51 or more 1 1.8% Unsure 3 5.4% No Responses 0 0.0% Total 55 100% Comments I'm counting 12, but probably a few more. This is an unsure number, but would guess that at least 51 have younger children. My seasonal employees tend to be young, unmarried adults. 1 Many with dogs, and the new doggie daycare is important. Peace Love Pet care. 4. How often do childcare issues impact your employees' productivity? Number of Response(s) Response Ratio Never 4 7% A few times a year 21 38.1% A few times a month 23 41.8% A few times a week 6 10.9% N/A - I have no employees with childern under 8 0 0.0% Other 1 1.8% No Responses 0 0.0%
32 Total 55 100% Comments Employees bring their kids to work and they have to wait, they can't find affordable childcare Maybe once a month Late drop off times at some places, for example the Montessori school in Steamboat accepts kids at 8:00am earliest. That means you have to be all the way out at Heritage Park at 8:00am. Hard for working parents. The other issue we see (less often) is a parent unable to find day care and having to temporarily juggle kids and work schedules with their spouse. Depends on the time of year. Variations in childcare schedules affects everything. We need more dependable quality care in South Routt!! Since our employee with the youngest child age 3 got her daughter in preschool it is only a few times a month. Before she got her daughter into preschool she would have to bring her to work or have a co-worker watch her so there were daily issues at that point. 5. In the last three years, how many employees have you lost or not been able to hire due to challenges related to childcare? Number of Response(s) Response Ratio 0 - no issues with childcare for hiring or keeping employees 26 47.2% 1-5 25 45.4% 6-10 4 7.2% 11-15 0 0.0% 16-20 0 0.0% more than 20 0 0.0% No Responses 0 0.0% Total 55 100% Commments It's my husband and I whom are the owners that have children. This is because I am the sole owner and operator of my business but I have lost money from having to close my business early due to challenges related to childcare. I can't think of a time where child care was the specific issue that led to a loss of an employee or job candidate. I don't recall that we have had these issues in hiring. We do have some leave opportunities for current staff to take time off after FMLA or more. We have had 1-2 staff make a choice not to return to stay at home with children and while may not have stated it is due to child care,but a desire to be at home for the 1st 1-2 yrs. We have also have 3-5 staff request to move to a Part time status to be able to be home some of the time of the school year, then return to FT as opportunity arises. We may lose one employee in the coming months due to lack of infant care. My few employees with children have been able to work out solutions. I am unaware of any but maybe I just don't know. It's usually an issue brought up during the interview/hiring process I think a lot of people don't apply for a full time job if they have small children due to no reliable 0-3 child care in South Routt.
33 6. What are the top challenges your employees face related to childcare? Choose all that apply, use the Other option, and/or expand further in the comment section to provide more information. Number of Response(s) Response Ratio Availability 42 76.3% Hours of operation 27 49.0% Cost 45 81.8% Quality of care 17 30.9% N/A - no employees have childcare needs 4 7.2% Other 1 1.8% Total 55 100% Comments Childcare in Steamboat is extremely expensive. Not a shock that child care is part of parenting Infant care One employee actually had their mother move in with them to assist in day care. All of the above...the greatest challenge is 1) availability and 2) Cost mostly in the infant care area as most are able to get in preschool needs Cost and Availability are the key factors! At $12,000 per year per child, it is simply unrealistic and keeps many low and mid-level workers from working at all or working only to send a child to day care or preschool. The preschool in Yampa has shortened their hours. Making it almost impossible for those who don't work close by. Employees stress about being on time for pick up every day. In turn losing their focus on their jobs and end of day duties. The Yampa preschool always seems to want to take more time off. Childcare is expensive and sometimes, this fact prevents prospective employees from seeking employment. It doesn't make sense for both parents to work just to pay for childcare. Infant care is extremely difficult to find. None- they are responsible parents and find child care. It is very hard to find reliable childcare for children under 3. 7. What, if anything, have you been able to do in order to support your employees with children? Please write "N/A" if you do have no employees with children. 54 Response(s) Flexible schedule We adapt to their schedules if possible and understand occasional emergencies occur. Allow billing to be done from home. We make annual donations to the child day care facilities our employees use. We allow our staff to bring their children to work if needed when childcare is not available or after school.
34 Many of our parents will take approved FMLA or benefitted leave Allow employees to work from home or remotely I have given them names and numbers of sitters, connected them to various Facebook groups, connected them with the child development center. On occasion I have even offered to watch their children at no cost so that they can work when they can't find a sitter or something happened to their sitter Be more flexible. Flexible hours around the unpredictable nature of childcare and children's schedules. Flexible scheduling, allow employees to bring children to work when they don't have coverage, work from home (position dependent) when they have sick kids, pay them more Allow the employees to bring their kids to work Employees can defer up to $5000.00 pretax into a savings account and submit for reimbursement. Flexible schedules, children welcome in the office OFFERING A FLEXIBLE SCHEDULE, AND ADDITIONAL TIME OFF We try to work around their schedules but then we are not doing what is best for the business. We need weekend help and sometimes they can't get childcare on the weekends only during the week. I am flexible with schedule changes due to parenting responsibilities. We have modified work schedules to allow for parents to leave early or arrive late due to day care. We also allow employees to come and go throughout the day due to challenges, moving kids, etc. We have to be extremely flexible with time off and bringing children to the office. I haven't done anything At times we can offer to pay Childcare expenses through a Cafeteria Plan (pre-tax). We always offer Flex Time for people to accommodate sick children and child events. Flexible work schedules, working with employees to manage time for their children when needed. Board and committee members have taken their children with them to meetings. Play Garden, drop in day care I own my business and am a single parent. It is very difficult finding affordable childcare evenings or weekends. We allow babies to come to work until they are mobile/crawling and provide space for breastfeeding or expressing. n/a N/A The schedule for much of our staff allows them to work the same school schedule as their children from k-12. With the summers off, the care most need is during the school year and most preschools offer good options. The challenge is in the early years/infant care availability. A flexible work environment Be understanding, flexible, provide PTO, allow them to make up hours or bring kids in to work when necessary Allowing them to leave early because of pick up times. Also allowing their children to come at the end of the day and wait for mom to get off of her shift. Provide flexibility when needed Allow flexibility in work schedule when childcare issue arise
35 Employees can bring children to work and get time off for sickness, doctors’ appointments etc, no questions asked. We have on-site child care which many employees depend on. Unfortunately, it is open based upon the times that are important to our customers not necessarily our employees. Additionally, a temporary closure this summer has caused us to lose several long time employees with young children. Flexibility on schedule Provide flexible schedules to work with childcare availability limits. Hire responsible people that know when they have kids, child care is part of their responsibility. flexible scheduling We can be flexible for some positions. On occasion (not regularly), employees bring young children to work. Try and work around her needs and that's doable. Try and be flexible with the shift work. Allow them to bring their children to the office when they don't have childcare We are able to offer a flexible schedule, but that is about it. N/A Flexible with schedule. Understanding of the situation. - Put her on later shifts so she can get her kids off to school - Accommodate any absences she needs to care for them or attend school events - Accommodate with holidays off as possible We try to be a flexible as possible knowing that family comes first. Create exceptions for flexible scheduling. Changed employees work days to meet that of daycare availability flexible hours Flexible schedules. Cover shifts We offer two hours at our drop in day care, but there is a two hour limit. 8. If you could create the ideal circumstances for your employees with children, what would that look like? I.e., more childcare facilities/ spaces, more flexible hours, onsite childcare, etc. 45 Response(s) More availability and lower cost. More Childcare facilities in order to drive cost down. There is a definite need for lower cost child care for infants to 5 years old. An ideal situation would be an on-site child care facility at our office but that is not an affordable option. Second best is truly a facility rather than home day care as hours are consistent as well as staff and policies. 7am - 6pm facility that can accommodate infant and toddler care More affordable childcare options More childcare facilities! I personally have a 1 year old child who I can't find an opening for at a facility in town. If I have problems and I can create my own hours, how much harder is it for employees who don't have flexibility? The cost is getting crazy too, if they happen to find a spot, it is unaffordable. Onsite childcare would be very ideal but not a likely possibility due to the liability and space, etc that it takes to have childcare provided.
36 Onsite childcare would be ideal, something on the West end of town, something affordable - it is often more cost effective to have an employee leave the workforce than pay for childcare and barely have any take home pay after that bill is paid Affordable and flexible child chare All of the above. More availability, lower prices, higher quality teachers. More child care especially for infant care. Lower cost childcare ONSITE CARE WOULD BE IDEAL BUT NOT REALISTIC. MORE SPACES, MORE FLEXIBLE HOURS More childcare facilities including weekends. A lot of our business is based on tourism and we do not work M-F, 9-5 so we need childcare to support these types of businesses. ??? Not every employee is interested in the same solution. Single parents have very different needs than two parent households. A "go to" spot in town. More spaces and a competitive price..... More facilities with reduced cost to the families while somehow miraculously paying the workers a livable wage. More child care facilities Flexible Childcare open from 7am-7pm More space, in home care with less children in each person's care, ability to work2-3 days a week from home. Exciting after school programs for school age children giving them access to arts, music, and learning. more child care facilities Onsite childcare, more facilities with affordable, flexible hours. I feel that we do pretty well. I guess a dream would be a family type room for those that need it. Additional infant care availability. All of the above are important! But I think more availability - especially for under 1 year/infant is the most stressful factor we see as well as cost. The city needs to address this issue with support and funding! Our population continues to grow. We see very little support from our government of this crucial issue. More facilities that are grant and government funded so that costs for quality care are much lower and more availability. We wait listed before birth to ensure a spot in our ideal preschool. All of the above. More flexible hours, more facilities and also the care providers we do have to not close. This past summer/Christmas/spring break we were without care because of facilities closing to allow their employees to take vacations. Therefore putting everyone else without care! High quality and flexible are key. Prefer programs affiliated with school district, BOCES or similar. More facilities Varied hours (most childcare centers only operate Mon-Fri 7-530) A lot of parents in this town don't work "usual" business hours. More affordable childcare options 7 days a week in Steamboat. More available hours and capacity for existing onsite child care. More facilities with more flexible hours. more facilities at a good rate More options that are affordable. We really are able to work with it, luckily.
37 Childcare run by the hospital always seems to be popular. Free for employees of the hospital and charged for members of the community. Onsite childcare, but our office is not big enough to offer such services. more facilities with more flexible hours N/A More childcare facilities that offer younger ages and better hours. Some locations provide 8am-5pm...that's hard when you normally are supposed to be to work by 8am and then you have to leave 15 minutes early at the end of the day also. - More flexible hours - Nearby childcare - Affordable childcare More child care facilities, longer childcare hours for commuters, more childcare facilities that accept infants. more childcare facilities open on Fridays Childcare costs are HIGH, $15 is the minimum you pay an hour for ONE kid, and some people charge closer to $20/ hour. This makes babysitters expensive and difficult to afford. One you add in paying for sick days, and the time driving to and from work, it is difficult for some people to actually make any money at all when using a baby sitter. more availability and flexible hours more childcare facilities/ spaces, more flexible hours 9. Please share anything else related to your employees and childcare challenges that hasn't already been addressed. 17 Response(s) More spots for children under 2 or 3 yrs old need to be created. There are very few opportunities for care for infants and children who aren't potty trained. And when I say very few I mean pretty much no opportunities. Gaps in coverage during the summer/holidays It's also hard to pay a decent wage for our employees when they are having to pay childcare. For the people that are not in that situation, we pay decent wages. Don't forget the older kids. Transportation for children from 8 to 18 is also a big challenge. Parents often must leave in order to shuttle older kids around from school to extra-curricular activities. Solutions to that problem are needed as well. It is stressful and widely known that we have the most expensive day care in the state. Its a tough one that certainly impacts productivity. n/a Subsidized childcare, on a sliding scale, or access to free child care for working families. conveniently located facility Wages, especially in nonprofits, cannot keep up with the cost of child care. People are choosing not to have children, or only one, due to costs. The cost is overwhelming. It almost doesn't pay to work at all. What are parents left to do.. I personally barely make enough to cover it. Currently our challenges with employees for childcare fall on school age children and the amount of days they don't have school and the kids have no where to go. With our employees that have children in daycare, the challenge is having enough paid time for all the days the kids get sick and parents must stay home. N/A
38 At home daycare can be a great option however they always seem really full and I believe the requirements to get certified are challenging at first. And costly. Promoting that as you have in the past is a good idea. - I'm working with my board to push for maternity/paternity/adoption leave! There's only one other nonprofit I could find that provides that and it's only 6 weeks of paid time. SOUTH ROUTT NEEDS MORE CHILDCARE OPTIONS!!!!! Several employees have struggled finding childcare for their infants (under 2) I do not know a solution, but it is a problem. I feel the resort atmosphere drives up prices and availability.
Estes Valley Childcare Needs Assessment
and Strategic Plan Proposal
Addendum #3 - Detailed Budget
September 14, 2023
Line item Description Cost
Child care provider interviews
Planning, scheduling and conducting interviews of child care
providers $1,750
Child care staff survey
Developing, distributing and analyzing qualitative survey of child
care program staff $6,125
Desk research
Reviewing relevant background information, including 2018
childcare needs assessment, housing strategic plan and other
local documents;
Pulling data on Estes Valley childcare providers from the state
licensing database;
Collecting and analyzing secondary data on the demographic and
economic conditions in the Estes Valley;
Conducting literature review of methodologies for estimating the
cost of inadequate child care;
Estimating the cost of inadequate child care for each group
identified in the RFP;
Researching and building model to forecast future demand for
child care;
Compiling a quick policy/program scan of other communities'
strategies for improving child care access, focused on Colorado $13,300
Family survey
Designing survey of Estes Valley families;
Incorporating feedback on survey from local partners;
Coordinating with local partners on distribution strategy;
Monitoring respondent characteristics to ensure
representativeness;
Analyzing data from survey $12,250
Final report creation
Drafting summary of needs assessment findings and strategic
plan;
Preparing, distributing, reviewing community and partner
feedback on proposed strategies/draft plan $17,500
Focus groups Focus group planning, facilitation and review $5,250
Graphic design Design and layout of final plan document $9,000
Incentives for survey and focus group
participants
Inclusive of incentives for family survey, child care staff survey,
child care interviews and focus groups $1,850
Partner coordination
Planning and facilitation of meetings and/or phone interviews
with community partners identified in the RFP or by Town of
Estes Park staff $7,350
Project planning, coordination and
administrative expenses
Holding regular project planning meetings;
Coordinating distribution of incentives;
Managing translation and interpretation services;
Other miscellaneous administrative time/expenses $10,026
Town Board presentation Preparing and presenting to Town Board $1,050
Translation and interpretation services
Translation of family survey into Spanish;
Interpretation or facilitation of one Spanish-language focus group $1,460
Travel
One five-day trip to Estes Park for Sarah and Beth; travel costs
include transportation, lodging, and the federal GSA per diem rate $2,930
TOTAL $89,841
Childcare Needs Assessment &
Strategic Plan
Carlie Bangs
Housing & Childcare Manager
Town of Estes Park
Town Board Meeting
October 10, 2023
Approval of the contract with Groundswell for
Good to conduct a Childcare Needs Assessment
and prepare a Childcare Strategic Plan.
Objective
Present Situation
●The last Childcare Needs Assessment was conducted in 2018
●An updated report is needed to provide useful information on childcare needs and
how they’ve changed since then
●A Strategic Plan will help guide the efforts to meet childcare needs and actions for
implementation
●Town conducted an RFP and received two proposals
●Review committee consisted of three Town staff and the Executive Director of EVICS
Family Resource Center
Proposal
Town staff proposes that the Town Board
award a contract to Groundswell for Good
by approving Resolution 90-23.
Finance Impact
$89,841 expenditure from the Childcare
Reserve Fund that currently has
$100,000 available.
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ADMINISTRATION Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Kate Miller, Public Information Officer
Date: October 10, 2023
RE: 2023 National Community Survey
Objective:
To provide a high-level overview of the results of the Town’s 2023 National Community
Survey through a navigational tour of the online results dashboard at
www.estes.org/communitysurvey.
Present Situation:
In support of the Town Board’s strategic plan, staff conducted a survey of residents in
2023 using the National Community Survey (NCS) model. The NCS is a statistically
valid survey of resident opinions about the community and the services provided by
local government. This data is useful to the Town, and community partners, in
monitoring trends in resident opinions, measuring performance, planning public
engagement efforts, and informing decisions on budgeting, assets, land use and for
overall strategic planning.
The NCS is a customized, yet uniform, survey tool used by more than 600 local
jurisdictions across the country, allowing the Town to benchmark its results with others’.
The Town conducted the same survey in 2011, 2014, 2016, 2018 and 2021 -- with
minor variations in the survey instrument -- allowing comparisons to its past results.
The 2023 NCS was a triple-contact mailing to a random sample of 3,000 households within
Town limits beginning in late June. Of 2,984 valid addresses, 812 households responded
with completed surveys -- a response rate of 27 percent and a low margin of error of 3.4%.
Responses were weighted to reflect the overall demographic composition of the community
using American Community Survey data from the U.S. Census Bureau.
In August, the NCS was promoted to the general public for voluntary participation. This
online survey was completed by 393 respondents. These nonscientific results are reported
separately from the scientific results.
The dashboard of all results for the Town’s 2023 surveys are publicly accessible via
www.estes.org/communitysurvey.
Page 55
Level of Public Interest
Moderate
Attachments:
1. None
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