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HomeMy WebLinkAboutPACKET Community Development Committee 2003-10-021 1 ir. . AGENDA TOWN OF ESTES PARK COMMUNITY DEVELOPMENT COMMITTEE October 2,2003 8:00 a.m. Preparation date: 9/26/03 *Revision date: 1) MUSEUM/SENIOR CENTER DEPARTMENT: a) EVALUATION: i) July 4th Coolest Car Show. b) REPORTS: i) Museum Bi-Monthly Report. ii) Senior Center Bi-Monthly Report. 2) COMMUNITY DEVELOPMENT DEPARTMENT: a) REPORTS: i) Building Permit Summary. ii) Policy Revision - Development Application Fee Schedule. 3) LITTLE KIDS, BIG PLANS WEEK a) ACTION ITEM: i) Round Table Breakfast - Lori Jeffrey-Clark. NOTE: The Community Development Committee reserves the right to consider other appropriate items not available at the time the agenda was prepared. ' y I , - - MUSEUM EVENT EVALUATION- - --- ---- - COOLEST €AR SHOW 2003 DATE: JULY 4TH NO. OF YEARS: 5 NO. OF DAYS: 1 ORGANIZATION: Friends of the Estes Park Area Historical Museum (FEPAHM) PURPOSE: To raise funds for the Museum ACTIVITIES: One-day car show ADVERTISING: Estes Park newspapers, flyers, posters, mailings, regional and national car events publications. (No cost to the Town.) EXHIBITORS: 41 - Estes Park 70 - Colorado 3 - Out-of-State ESTIMATED ATTENDEES: Approximately 2500 equally 75% of total gross income. TOWN EXPENSE: $100.00 for 2 car awards (from mayor and museum), show area clean up, inclusion in Town insert, $50 mailing costs (museum). MUSEUM FRIENDS GROSS INCOME: $13,351.39 MUSEUM FRIENDS EXPENSE: $ 4906.37 MUSEUM FRIENDS NET INCOME: 1999 2000 2001 2002 2003 $5500.00 est. $7171.27 $8207.60 $8209.92 $8445.02 GROWTH POTENTIAL: Limited to 150 cars by show area. Income can be increased by better advertising campaign in the Front Range. An alternative location that could accommodate more cars would increase growth potential. COMMENTS: Comments from the Car Club and Staff: This is the Museum Friends' largest fundraiser. It needs to continue on July 4 because its success depends on walkby traffic. It has been held at the Hwy. 36 location for the past two years because the Power Station was unavailable after 9-11-2001. This is the only area that meets the event planners' criteria at this point: e Because it is a ticketed event, it needs to be held in a controlled (fenced) area, and is not easily moved to other locations for tllis reason •It needs to be in a place with good public exposure eThe site needs a stable surface •It needs to be in a spot that people can walk to and walkers can see At the current location on Hwy. 34, there are concerns with parking and foot traffic. Comments from Police Chief Richardson: The only issue I observed while attending the show was the location. It is not conducive to parking, vehicle traffic, and pedestrian traffic. No matter what we would attempt to provide in traffic control services there will be problems since the location is not set up to accommodate the number of people who attend this event. To be frank, all things considered this event went well and r MUSEUM EVENT EVALUATION ., 0 -, .., w :13 434: 1 -,2 16 i .: 1 COOLEST CARSHOW 2003 91 32. :439 ylY:P?»leD.Ct;r't'e, 4 14*.1 we'naa littldbtho·pribblems othathan some minor trafficflow, problems bec#useoft.1.Ti-,1.!Hill rti 0'1~ r ,€' , la ·14 people crossing highway 34. Possible Solutions: 1: Traffic control help from the EPPD summer help or auxiliary police. 2: Mow the city owned land behind the U~per Stanley shopping area, and mark off for temporary parking for attendees for the 4 of July; this would also help the parking for the fireworks. 3: Shuttle service between parking lots at the fairgrounds and schools parking lots (this would be expensive and perhaps unpopular). MEMORANDUM ~ '~~ . 41 ?. .r ..r I *1/t j p . I To: Community Development Committee From: Betty Kilsdonk Re: Bi-Monthly report Date: August 7,2003 New Publication In the Vale of Elkhanah, published by the Friends of the Museum, is now available. The Friends hosted a booksigning on September 13, sponsored by the Crags Lodge. New Exhibit Quilts: Pieces of History, featuring quilts from the Museum's collection, opened with a Friends-sponsored reception on September lt5. Museum Programs and Events October 4 Cheley Camp Tour. Free, reservations required. October 4 Friends of the Museum Annual Meeting American Legion Hall. Entertainment by the Jumpin' Jive Cats. October 8 Meet the Shady Ladies (Annie Oakley, Silver Dollar Tabor, and others). 7:30 in the Board Room. Joint program with the Library Foundation. October 25 Third annual Halloween Hullabaloo. Halloween-centered activities for kids at the Museum, Library, YMCA, and Stanley Museum. The Museum will host a spooky scavenger hunt in the dark (bring flashlights) 11 AM - 4 PM Nov. 22 Native American Crafts. Free, reservations needed. Senior Center, 1 PM - 2 PM. For kids in 3rd-5~1 grade. Estes Park Area Historical Museum August 2003 Admissions August 2003 = $856 EPAHM Attendance YTD = $2754, 51% of budget August 2003 attendance = 994 ($5400) with 66% of yr lapsed YTD = 8222 2002 YTD = 7894 August attendance by year EPAHM Programs 166 8/1 Wind Power Tour 54 994 8/4-/8 History Camp, MacGregor Ranch 15 875 8/6 LB Henry, Performance Park 45 779 8/12 Louisville Senior Center 24 687 8/15 Margaret Coel, Board Room 154 8/18 School Exhibit Reception 60 1 8/23 Morris Dancers, Museum 35 8/23 Motoring Firsts, Stanley Hall 85 , 8/31 Free Day Hydroplant Prograrns 8/9 Berthoud Historical Society 5 8/15 Girl Scouts 15 8/21 Car Club Coffee Stop 200 8/38 Steam Car tour 38 FY FY FY FY FY 8/31 Free Day 71 '99 '00 '01 '02 '03 EPAHM Gatter, Attendan,46 I • 34 9 1, :9 I I by l.,udionce urigin Historic Fall River Hydroplant August 2003 = 558 Foreign August 2002 = 312 1% Estes (closed for the season after Labor Day) Park Admissions for Aug = $432 12% Out of . i .; 4' 1 Total Attendance 2003 = 1171 - IL ¢':233:·., \ State (- - 1/«49?X Total Attendance 2002 = 876 70% < Total Admissions 2003 = $762 e Colorado 17% - eu, i.¥. 9., 7'. J.. 1...) r 4 .....1 - 1, .1- 9 ~ Town of Estes.Park gu 9,4')7900'L .; 2-4 1 . r Community Development Committee October 2,2003 SENIOR CENTER Director Resignation My letter of resignation was submitted on September 9,2003 to Betty Kilsdonk, Randy Repola and Rich Widmer. I will be retiring as Senior Center Director effective November 7,2003. I would like to take this opportunity to officially thank the Community Development Committee, the entire Town Board and the administrative staff for the tremendous support received these past five years as we worked together to transition the Estes Park Senior Center from a private, non-profit into a Town of Estes Park operation. I would like to present my perception of the current status of the Center as the search begins to name my replacement. State of the Senior Center Board of Directors The Board of Directors of Senior Citizens Center, Inc. is a very solid and effective team. The members work well as a strong, cohesive support unit for the membership and the Town. The Board and Town staff have worked very hard to develop a wonderful spirit of camaraderie and cooperation as this partnership unfolded. Together much has been accomplished in the way of projects, fund raising, increased participation of the senior population in the Center's expanded programs and activities; and, very importantly, becoming a resource for the myriad of services for seniors in Estes Park. As previously reported to the Community Development Committee, a very generous gift of $200,000 was received by Senior Center, Inc. last December. As a result, the Board established an endowment fund and named a strong team of financially astute members to form the Endowment Cbmmittee. It is with great pleasure that we can report an additional $44,000 was received in September this year from the same Durrett trust as a final gift. Senior Citizens Center, Inc. membership is fiscally strong and sound; and the endowment fund will ensure that support from that organization will help the Town of Estes Park keep the Center "alive and well" for many years to come. . Food Service Operation As reported to you in August, the privatization of the food service operation to Linda and Stan Guzzy, Catering for All Occasions (CAO) has been successful beyond expectations. The seniors are extremely pleased with both the quality of the meals and service. Linda and Stan have added their son Matthew to the staff, and all recently became Estes Park residents. CAO's private catering business is slowly beginning to build as well. A m6al count chart is attached as a tool to monitor the participation in the meals programs. United Way Funding The grant just awarded to Senior Center, Inc. by the United Ways of Larimer County is a "pass-through" to the Town of Estes Park to help subsidize the meals programs. It is, for the first time, a three-year award. Funds to be received for 2003-2004 will be $10,000; 2004-2005 will be $12,500; and 2005-2006 will total $15,000. This will, of course, require annual written status reports; and outcomes measurement reports every six months. Office on Aging (OOA) Funding As we were aware, when privatization of the food service operation was in place, the Senior Center was no longer able to receive funding from OOA. The intent to contract the food service was communicated early in the plan to the Larimer County Director. At that time, this Director "applauded" the Town of Estes Park for taking a proactive statice in difficult funding times and indicated that funding cuts were most likely imminent. This has indeed been the case for meal site organizations in Larimer County. The Senior Center Was funded through July 15, 2003 when the contract to Catering for All Occasions was effective. Meals on Wheels A letter sent to all meals-on-wheels clients is attached. This letter advises that meal charges will no longer be considered a "donation", but a price. It further explains that the Town of Estes Park has implemented a sliding scale for those unable to pay the full price. Homebound citizens will continue to have nutritious, special meals provided by the Town. Programs and Activities< : . ...~,_·~ ·. . +t. ,·,~A I. t -Oil '.'23 f--'~'r ~ - i.y...1,-; 9····-·0-0,•.1 The Senior Center continues to be a hub of activity for seniors and community groups alike. Educational, social, nutritional and cultural needs of the senior population are the focus of the programs and activities. A sample calendar is attached for your review of the ongoing "happenings" at the Center. The intergenerational activity is a favorite, and more of that will be coming up as the Thanksgiving and Christmas feasts approach. The Facility The Town of Estes Park and Senior Center, Inc. should be, justifiably, very proud of the facility provided to the senior population. Since opening the doors of the renovated Center in 1998, without exception, we have heard the literal praises about the unique setting and homelike atmosphere of the Center. Folks say the Town of Estes Park provides a "one-of-a-kind, beautiful, friendly" place for seniors to share meals and activities. This is heard from out-of-state visitors, as well as from seniors visiting from the manv other senior centers in the valley who choose the Estes Park Senior Center for special outings. A frequent comment is, "1 wish we had a place like this to which to go and enjoy!" They come from towns all along the front range. The facility is in excellent condition. The Town of Estes Park has committed to keeping all equipment, furnishings, and fixtures in top condition. Senior Center, Inc. has kept its pledge and raised funds to install handicap doors, provide acoustical tile, and accomplish the long-awaited and expensive landscaping (due to be completed this month.) The Board is now in the process of installing a much-needed sound system and has budgeted for replacing carpet next year as six years of much traffic has taken its toll. The building was repainted this year, and the parking lot will be redesigned and resurfaced in 2004. The Budget Under the guidance and expertise of Betty Kilsdonk and Randy Repola, I am pleased to say that we have produced a balanced budget, cuts and all, to you the Trustees. While it was not always easy for any Town department, we were charged with accountability and creativity. I believe you can look back at the five years prior, and the upcoming year, and see that the Senior Center is operating at a fiscally sound level. The People .... the most important of all .... Maybe a clicha, but the Town of Estes Park has "macie a difference" in the lives of manv senior citizens. You may recall that in the year 2002, the attendance at the Senior Center was over 17,000. Whether it was for meals, a program, entertainment, a game of cards or shooting pool...whatever! The Town provided a place for lonely people, widows and widowers, visitors, family guests (including the grandchildren!), couples "hanging out", guilt guild or spinners members, an AARP or NARFE meeting, summer residents playing bridge, an Arbor Day planting, placing a memorial brick in the Heritage Garden, eating pepper bacon at a breakfast buffet fund raiser,....the list is endless...it is a FUN place to be! Sometimes I am called upon in grant applications to submit a true story of a life that has been changed as a result of the existence of the Center. I have always been able to do that with a story of the heart. As individuals who play such a critical role in supporting this Center, I hope you will know what a patt you have played in those lives. To all of you at the helm of the Town of Estes Park who have made this very special place a reality...1 can only say that I am very proud to have been a part of what you've done at the Estes Park Senior Center. Thank you for the confidence you placed in me as your "first" director. with mixed emotions upon leaving the "ride"... jody thompson ESTES PARK SENIOR CITIZENS CENTER, INC. BOARD OF DIRECTORS 2003 BOARD MEETINGS The Estes Park Senior Citizens, Inc. Board of Directors meets the first Tuesday of each month at 12:45 p.m. at the Senior Center, 220 4th Street, Estes Park, CO 80517 Position Volunteer Term of Office Expertise President Laverne Mertz Three years Retired Businessman/Chemist Vice President Alice Gray , Three years Sales/Retired Educator Secretary Marsha Yelick Three years Retired Charter Financial Analyst - Treasurer Walter Richards Three years Retired Retirement Home' Administrator Director Almina Ringdahl Three years Retired Registered Nurse Director Ed Weaver Three years Retired CEO/Business Owner Director Bob Citta Three yeafs Retired Business Owner Director James Hughes Three years Semi-retired Driver Safety Specialist Director Wendy Koenig Three years Audiologist/Business Owner ~ Director Ross Moor Lifetime Retired Hydrologist/SC Historian Director Don Tebow Lifetime Retired RE Developer/Broker S »COLO .8 8 U C<D No a) N 2 - h h 87-202 f 12 62 8 6 g 00 CO mem-/ 0 0 35 2 9 9 82~21 O 00 CO O) r- ..1~41~- % .@,% 0 g n'Nal) € 2*59° g 3 1- 2 es E 2 es Al 000*.-03 LOr-OLON=CO 0 (\1 7 0 CONOrN= N N m 2 3 7 N N N N N N :; 1 v 6.,9 1% 6 20 tommoo cO ge £0 6 90 u 9 K (D <0 W P 000-*Acr) r 5 00 M J O C,r) 91 0 N 0 0 0 0 10 LO LO g & 2 .0 CO CO £ 64 oil 01 LO . 00 00 O - 3*.1300*~:swageoN,0 01".ON(900 r- r-r-r-=0)0)00 (NE E . 0 r- 0 04-N go N * 9 3 9 2 2/ a) 03 Crs r 64 0 £ O C 4- O W CD CO 12 &:* 2 18 g m-r. M r 00 0 91· h LO O CO N (D If) O W 0 - N CO CO r (0 0) 00 - h to .0 (94-**LOLOLO~·trlf) M 0 901(DMO)(DLOTO)LOLOO H 0 8 5 4 W g 88262%3 12 00 CO 2 (D L. m € i- 2 0 E E .% E ¢0 F J ® 0 0 0 4 < 0 OZ » Month 1998 1999 2001 2002 2003 ta/ Cl C2 Cl Cl C2 Cl C2 January 573 566 1139 603 215 811 691 280 672 314 599 514 1113 616 236 808 606 222 828 515 297 March 695 491 1186 627 862 700 276 976 429 26 Ap ril 947 513 461 974 656 227 821 694 229 923 565 24 May 558 393 951 689 1023 667 262 929 571 23 l,'0 too.9 °12 uo 09£$ 01 00 1 /9 KLO 1525 795 427 1222 794 35 1134 842 251 1093 939 0€8 9€EL Lot 4£6 D'ZZ L Z6£ 910L 86LL Lk€ X98 0L9 962 6Z0L 8ZZ Log 9L6 8ZE 908 800L 191 9VZ LOE £L8 8/1 999 068 461 189 0Z6 Z9Z 999 XGL 108 gLZ Z89 .88 *L€ 8 L9 222 098 ZL9 090 EBZ .9Z 6LG 908 LLE GZG ZEB 6£Z £89 060 Jeq1118080 t'LE' L L OZE' L L 8/VEL June 1171 705 403 1108 791 1042 ' 598 244 842 OZOE •OZ8 COZE 18*8 919t £6ZZ 1 1 1 1-0 9 PO uolleuop uoneuop pe}se66ns Estes Park ..... Meal Counts WoJJ peseaJOU! February TOWN OF ESTES PARK '149 -22 u· · 4. a 1 zip#*h , ,rch-f~,~4&~plri~#~ A,~ fft?fjoi--1Fopt =4t - -=921 I ' -1.-4/4.44/<.*I Estes Park er 25 2003 Senior Center 20803/314 r , /0*,Flgi€Ala on,Wheels Clients: This letter is to advise you of the changes made in our meals program at the Senior Center. We recently contracted with Catering for All Occasions (CAO), a private catering business to prepare and serve all meals at the Senior Center. This means that the kitchen is no longer operated by the Town of Estes Park. Because the operation is now privatized, the cost of the meals will no longer be a "suggested donation" but must now become a "meal price." The actual cost of the meal is $6.00 Linda and Stan Guzzy, owners of CAO, have agreed to presently keep your price at $4.00 per meal and also absorb the sales tax that must be paid. The Town of Estes Park will subsidize the balance by paying CAO $2.00 for each meal you receive. Consequently, when you receive your monthly bill for meals, the total amount for that month is what you should pay. Should you be unable to do that, the Town of Estes Park has implemented a sliding scale price per meal based upon proof of income. If you are in a difficult financial situation and unable to pay the $4.00,1 strongly encourage you to contact me and let me work with you confidentially in order for you to continue to receive your meals. This change will be effective October 1,2003 and reflected on the bill you will receive the first of November. Please make your checks payable to Catering for All Occasions effective immediately. Should you have any questions about the meals themselves, please feel free to contact Linda Guzzy directly here at the Senior Center. She will be happy to chat with you about meals program. Please do not hesitate to contact me here at the Senior Center (586-2996) with any comments or questions you might have. Sincerely, jody thompson Director 220 FOURTH STREET • ESTES PARK, CO 80517 • PHONE (970) 586-2996 • FAX (970) 586-2816 1 / If, - 00 4 Z - m.@ ~ & -[ts 5 25.. S M.g,z LL Z. g + 4 -15 NES A 'U- A.-00 C W 31 N O Wtul J g v U a, E :C£ (DIME JL fER aa £ 9 E & 0& SER & 01, a. I 8 1- 4·~1001.n o ofo 888 0 1 ~4™ ©OIC) 52 ; U NUE 0,0,= 1.0 au I MOW. -1 --IN 1 ~ m 0 - - 4 - m & - 2 T -4 . NO•:SA~ k - - - - W -W _ _/-. 2 340 E .9 ;6 O . - & A 8 2 - ecu u O 15 -62 r ~@ 313 3 8 8 % v E 8Nz 0 .028 E %2~iA c E •-ua E 6- O c E - 0 2-102* fpegE 5-32* a. ~ W 4 u. MONV- - &82=35 &8 2 25 4, O 15 0 <£' &83§2. -1-AM C O =E LU &822:5 O 0, U El-: Oacuit-, -Otua- b Oa:UE'-1 OtuiEI- £ %&& £ S KE S %&& E %&& ElE' 0 000 0 000 8 &18 8 *88 8 *82 9 moo O MO O o lcD 9 -®2212 26 51 44:5 a & 46 0 2 65 53 45 C.1 .-1 .t 0 N 0.1 VO R 2 •r I .02= 2- E- 2.~N i A k X g X E Z 0 -~SA E C & C E C -m -6 33 aa 82. a-E 12 04, .19 & 2&§ W& J = ¢E :e~ .0 -g :eED ~5 E 3 - 3 &5 3 M x 3 &5 SK %& m m.m- £ Ea 88 88 8.M 88 .. I. 8 4 0- 254 00 10 0 g - 2 NE 5 1 1:2; # igu 12 0 -5 8 %82 0 WO ts.:2 ~ 2 -RIM & CL,.1 u, UJ in 0- *3 LU 0- C E L Ll- aj 5 & ·* 5 6 3 62 048 30 82 ¢E 6 &5833 fo·Olo a, o E 'iii E (O -C < Oofut/) fo 13&& E %&& £ %%& £ £KR E %& ro 82@@ 8 9 2 8 -· O . O 0 0 000 9 -mo o floo g *RE 0,0.-1- 01 9 - in - 6,25; 6~ 6,6,4 C., ON- .-1 T-1 7-1 ,-1 A E N 8 O X E 3 CO N Aro - - - E E E E 2 E 8 8 8 E C 8 05 k W euv 0 2-1 1- f"N - 55 X X - S 8 ie ~5 3 -8 f T g 1 1 * P - E 8 C rt ..1, # 0 0- 1 wi E Ria# 8-*§5 § 2%02'TZE :81 0- .-. u.1 ril cE . 2&822 2 il * O *ro 00£ UiE 1.0 0. U £ 9 0 E u . I '.g o as u gj; EEE 2%% SE %% 5&& -IE E 51 2 2 28 g#* 20 mo = 0 00 za *Rg Z~ 6 m .. 0 6, oUK a <ES =- 16; 6 Ai u O, O - -4 -1 1 - - -1 (SII) 90 (SII) BkIVHS U.leoE 10Od) loOd uado tueoo:6 r~'-30~~~-~~~~~~~~~:21 (DII) Ses!2 (DI pieog pllng b uidoo:E (EII) 0140 October 2003 uctooer Zuuj LueoE:OI (DII) SAepl#.48 ajelpp ludoo:ZI (Whird)Ood sape~ ~e,OI lood) Pod uado lue00:6 Odober 1 mRRed.m)r°sesrf<j~~1~~14) (DII) Monday . Tuesday Wednesday 9:00am Open Pool (Pool 001 (P RM) (WkI d (WZI d) od s@!pel Uld (EII) allpould Ulaoo ild Board ies Po~FRM;4 (115) 10Od) 10Od uado lueoo:6 F-(SII) sa on Classes (115)--a 9:00am Open Pool (Pool 12:45pm SC Bo rd (#102) Poolcpool EP CAR CLUB (115) 32 0 Z *3 0 0 0 3 3 97 9 1- F M 32 32 32 g C€ <0 N 0 0 .9 0 r 9 R N 0 32 0 32 32 89 5- 32 y 32 0 g E 2 D CO 2 1 i 1 f i &3 al Monthly Building Permit Summary 1999 - 2003 - % Change from % Change from % Change from % Change from Month 1999 2000 Previous Year 2001 Previous Year 2002 Previous Year 2003 Previous Year February 465,856 458,603 2,298,873 401 % 628,650 -73% 1,017,096 62% January 1,232,208 1,120 1,120,941 120% 1,635,614 March 2,070,690 2,705,174 3,012,609 832,024 -72% 1,503,447 81% 851,783 1,887,234 122% 1,910,750 2,494,578 31% 4,845,488 1,366,267 1,783,738 1,161,817 -35% 1,826,924 57% 1,606,541 1,000,779 2,183,869 118% 1,315,220 -40% 1,758,377 34% 1,530,578 1,149,536 1,451,357 26% 3,835,466 164 2,158,597 £02'002' L n NO'091' L Ego'9,9' L 96616 zoo'090'* Z€£'26£ isn5nv *90'866'Sk 922'999'€€ 82' Lt,1.1 kE 0/0ZZ 268'899'6L L99'930'9I. O-1-A %ZZ£ 098'82'El %*9£ *86'382'Z %89- 60€'ZE %08 k 9LG't,VE'Z 960'9€8 %/9 L BLE'6ZZ' L Jeqoloo %1. 1.- 98L'029' L €€*'£88' L 926'*Lt 161'*09'g JeqU.leAON %Zt- 86*'896 92'6LB' L 6€9'£:*4 0*0'19t' L jequleoec] TOWN OF 6.W, ES PARK 6~<,19&78*31*?Ngiq#3¥~1 --2.- :, 2,1.' ...4.- . 11 P *:Community .,6 ·,*,t-«'1.-'·t11«~Agi; 1,.2 -, ,.f..~ - it ,. 1 -*'- C .-A A* . 11'. 14~tit P.U;imAI2.104*29*80al· /',6 9, ;~··+Lf - I ~ .~~~*lopnient. TO: Town Board CC: Community Development Committee From: Bob Joseph, Community Development Director Date: September 25,2003 Re: Development Application Fees - Year 2004 The Town's development application fees are substantially inadequate to recover public costs associated with development review. If growth should assist in "paying its own way", the Town's development fees need to be increased. While the proposals for new fees is significant, this brings those fees more in-line with associated costs. The current fee strudure is out of date, and does not reflect current costs for development review. Generally, the Town's application fees are $50.00. Applicants are also billed costs for publication and Town Attorney review fees. As a practical matter, the General Fund is subsidizing the review process. There is public benefit associated with any given review, assuring that adequate streets, utilities and drainage facilities are provided, for example, but development proposals also generate direct and indirect costs. Development Review Activities and Costs • Meeting with applicants/consultants on projects. This occurs throughout a development project. • Assisting the general public on issues directly associated with a development proposal. • Site inspections during the development review process. • Development review team (Community Development, Public Works, Attorney, Building, Light and Power, Water) review and comment, and coordination. o Coordination and communication with outside agencies (CDOT, Corps of Engineers, Sanitation Districts, etc.) W:'.:~.'.~.5,~.#::.Pl • Research on development applications. • Preparation of staff and review agency comments/recommendations. • Presentation of applications to Planning Commission and the boards. • Management of application files. • Preparation of hearing minutes. • Preparing and publishing hearing and legal notices. • Mailing notifications to property owners. • Mailing application materials to review agencies. • Review of engineering construction documents. 1 • Review and management of improvement guarantees. • Legal review. • Recording of documents. The activities outlined above are direct costs associated with development review. It is obvious that a $50.00 applicatiofi fee is inadequate for cost recovery. Attached is a proposed development review fee schedule for Year 2004. Larimer County has recently completed a cost recovery study, and approved a new fee schedule. Larimer County's fee schedule is based on a cost recovery of 50% of the actual cost of development review. Attachad is a Comparison of current Town fees, proposed Town fees, Larimer County, Gunnison, Brighton, Golden, Fort Collins, Frisco, Steamboat Springs and Fort Lupton. With the implementation of the EVDC, it would seem appropriate to have a uniform fee schedule for the Valley. Implementation of this fee increase should take place over a period of two years. Collection of 50% of the adopted rates should begin in January 2004, with collection of 100% of the adopted rates starting in January 2005. • Page 2 Z 0 19 16 C E 0 ; -2 * SE E fo -1.-15 EEE a 0 0 8 22: gp 0- -0 gic 0 0 ag WOE = m b 3 2 2 ~2 % ·2 5 g .; ~ *r- 828 2*43 3=~4,8 ~~~ lo 3 RE S ME £ cal=v€ 5 J h W-7 L te ·- te € 2 2 -8 2 cr: 41 Ja i 13 0 E. 42 2 8% 0 C :6 g 2- -0 U) E 2 1- - C 63 2 BE O 0-11 ~ -~ ~- ~--~ (02 2 22@22-31 C 45 0 6 O 0 C a 0 M le 19 ~t Im .- 2 g 0 0 6 3 •C 3 0 m Pre-Application Special Review & . Final Subdivision Minor Development Plan v sion Amended Plat Rezoning Subdivision Plat No Charge 50 $ 50 No Charge No Charge No Charge No Charge i based on number 400 $ 285 $ $ 982 $ 00* JO Jequ.Inu uo peseq Jequlnu uo peseq 000'£$ 01 000:1$ aienbs uo peseq oog$ - ooz$ 4 Pms!-1 88:I ON 99 $ get $ 9€ $ 99$ pms!-1 ee=1 ON 4 092 $ 00€ $ 006 £ moe Jed SUB pue $ lueutdoleAep IleJeAO 'siskieue Veld UOISM! No Charge -3/00 $2,000 to $4,000 2,400 to $5,000 000'9$ 01 0017 000'*$ 01 000'2$ based on square $400 to $1,200 $ 1,500 - Le sed on number o on type other fees pai lots and Public Application Fee Comparison Table 1!un lequep!Sel Jed 06eule]P 'Vil uo!1!Ppe ul .6,3 suojjeo JO le!OJeUILL~opp eie Seel pedul! 0!:Ue# pue 'ueid of lots Slol JO 36ejool ot$ snid 000' LE 40ee Joi ueld JueludoleAep leug Joi 009$ 40ee JOJ gES 'seJOe ejoe leuo!1!Ppe ed*1 uo Buipuedep eme4O ON pe6Je40 le eel u Conference JOU!Ul JOJ 00 L£ pue suo!leoldd Jofeu] JOJ O Estes Park - Current €„ 64(0 .C 6- 1; 1& E co -m E 9 2 0 O,4·Bzi Uou ¥ , 6. 76 0 m .8 R 5 2 .E Ii' E fggi E € O.-C £ m g .C W 0. U) R3%% 2.-- ® in ,€*-0 co O o I O 0 . 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UJ Easement Street Name Change Condominium Annexation Temporary Use No Charge No Charge No Charge No Charge No Charge 50 No Charge No Charge No Charge 100 $ 100 285 $ 50 $ 420 $ 1,200 $ 50 depending on type Not Applicable No Fee Listed peis!1 eed ON Pms!-1 eed ON Pals!-1 ee:1 ON 99 ~ Pms!7 eed ON 9£ $ 9£ pms!1 eed ON 99 -uospune 09 2$ #;EL°8 °° '· $ Ost pgs!-1 ee:I ON pals!-1 ee:I ON Pels!-1 eed ON Pms!-1 ee~ ON 00€ u0145!Jg Me!Aah! 1,uoa aJOe Jed eloe Jed 00 k $ 09 MaIAGH l,Uoa Ma!/QU 1,uoa Me!Aekl 1,UOG eed ON -Jo-146!J kelle JOJ uepioe 9$ snid 000':$ 1SJU O J J 40ee Joi Noe Jed ajoe leuo!1!Ppe 09$ snid 002' :$ OggE 'XeAA-JO-146!J eJOe O I. 1SJU JOJ Separate Lot Variance Administrative Condominium Map Review Petitions Appeal $ 600 - Waived if $200 to $400 Proposed Fees* Development Fee Paid depending on type Larimer County* 100 $ 100 $ 285 $ 285 $ 50 $ 420 $200 to $400 Application Fee Comparison Table Final Vacation Map €OZOO J seed uo!180!iddv pesodoJd leens JOJ 009$ Zr221127 for stes Park - Current O% o, 3 g g s 5 2 2 g #, - D £ TB t~ 3 bO 2 a 8 ~ I to 0=2 I VE ggy 4 .00 m F a) c m a -2 18 5 Nk ML & - > 45 y g G * 1 0 EA.ma. 3 8- % 0 - 0 (0 (0 9- .5 2F 52 ¥ 8 4- 2 U mcg -1 0. am -a.9 € :gl O C 8 .a 0 m f E 0 I 0E 8} *4*Z F m 91 $ 000'Z pms!1 38=1 ON Bu!puedep ooz' :$ uo 6upuedap 000'1$ pals!-1 eed ON 'Xe seupds jeoquleels Easement Street Name Change Condominium Annexation Temporary Use Fort Collins 5$ 5 No Fee Listed No Fee Listed No Fee Listed $ 1,389 No Fee Listed No Fee Listed $150 for misc. fraction thereof permits 92 euoN GUON euoN 9ZI. $ 69K euoN uoidnl pod JeAO ]01 830 jed whichever is O:$ snid 00£$ 01 l, JOJ ejoe Jed euoN pejpun4 euo u.10 06eeJoe Separate Lot Variance Administrative 150 is appeal of Condominium Map Review Petitions Appeal ff decision or Frisco No Fee Listed No Fee Listed 250 $ 350 No Fee Listed $ 250 Comm I emal JOJ 091$ U!eidpooU lueludoleAep JO pue SJOq46!eu 01 6umeul Jolsoo ell; pue ~262;'Jo; 0~$~njoqe!~ZJx{'mst~UL.1~eu~' unet~ZZpmuglfZo puekeumesdFAnowttdgNIT pue?fETeul65'~eZI.Js~JepfwqS7sglUCZNed selsaul:elo Application Fee Comparison Table ROW or Final Vacation Map o; 009$ Illo# se!JeA 01 000' LS ll]04 SepeA -JO-14611 Jo, 008 sjoi jo iequinu uo Sjol Jo Jeqlunu sozook seed uo!180!iddv pesodoid .Se!oueSe pepe# To strengthen and promote cities as centers - a of opportunity, leadership, and , governance. August 28,2003 National League Dear Local Elected Official: of Cities The National League of Cities has designated October 19-25, 2003, as Little 1301 Pennsylvania Ave., N.W. Kids, Big Plans Week. During this week, local officials nationwide are Washington, DC 20004-1763 encouraged to convene townhall meetings or mayoral summits focused on early care and education. 202-626-3000 Fax: 202-626-3043 I hope you will consider hosting one of these important community events. vwmnIc.org 2003 officers NLC's Campaign for Early Childhood Success has been a focal point of my President presidential agenda this year. I believe that the impact of the first years of life John DeStefano, Jr. Mayor, New Haven, Connecticut cannot be overstated. Little Kids, Big Plans Week offers municipal leaders the First Vice President opportunity to raise awareness, celebrate existing programs, and explore new Charles Lyons Selectman, ways to get our youngest citizens off to a great start. Arlington, Massachusetts Second Vice President Anthony A. Williams I encourage you to host a community forum on early childhood in your city or Mayor, Washington, DC town and to share your experiences with NLC. To support your efforts, NLC's Immediate Past President Karen Anderson Institute for Youth, Education, and Families has prepared the enclosed ayor, Minnetonka, Minnesota Organizing Guide for Little Kids, Big Plans Week. The Guide provides Executive Director Donald J. Borut suggested steps to follow for organizing an event, sample agendas, a sample press release, and other information to help you plan your forum. If you have any questions, contact Kirsta Millar (millar@,nlc.org or 202/626- 3004) in NLC's Institute for Youth, Education, and Families. Very Truly Yours, 8101*ff John DeStefano, Jr. President Mayor, New Haven, Connecticut Enclosure cc: Selected Community Leaders Past Presidents: Clarence E. Anthony, Mayor, South Bay, Florida • William H. Hudnut Ill Vice Mayof, Town of Chen, Chase, Malyland • Sharpe James, Mayor. Newark, New Jersey • Bob Knight, Mayor. Wichita. Kansas• Brian J. 0'Neill, Councilinan, Philadelphia, Pennsylvania • Cathy Reynottls, Cir/ Council President, Denver, Colorado • Directors: Brenda S. Barger, MaYor, Watertown. South Dakota •Ronald Bates, Councilmember, los Alamitos. California • Sally D. Beats, Mayor, Centerville, Ohio • Conrad W. Bowers. Mayor, Bridgeton, M:ssouri • Rozelle Boyd, Councillor, Indianapolis, Indiana • Michael S. Buehlhorn, Ma·yor. Swansea. Illincis • Steve Burkholder. Mayor. lakewood. Colorado • Leo V. Chane~ Jr., Councilmember. Dallas. Tens • Roger C. Claar. Mayor. Bolingbfook. Illinois • Catherine F. Connolly, Executive Director. League of Arizona Cities and Towns • Jim Dailey, Mayor, little Rock. Arkansas• Alex G. Fekete. Mayor, Pembroke Pines, Flofida • C. Virginia Fields, Manhattan Borough President. New York, New York • Carolyn L Floyd, Mayor. Kodiak. Alaska • Del Haag, Council Member, Buffalo, Minnesota • • Scott A Hancock, Executive Director. Maryland Mun.cipal League • S. Ellis Hankins, Executive Director. Not·th Carolina League of Municipalities • George R. Halvell, Jr., Mayor, Millington, Tennessee • Charles Jennings, Commissioner Arkansas City, Kansas• Willa Johnson. Councilwoman, Oklahoma City. Oklahoma • Helen Kawagoe. City Clerk, Carson. California • Mamie E. Locke, Mayor, Hampton, Virginia • Christopher G. lockwood, Executive Director. Maine Municipal Association • Cynthia McCollum, Cour,cil Member, Madison, Alabama • Don Meier, Executive Director. league of Kansas Municipalities • Carlton Moore. Commissioner. Fort Lauderdale. Florida • Nancy Nathanson, Councilmember. Eugene. Oregon 0 Kathleen M. Novak, Mayor, Northglenn, Colorado • Brenda Allison Oliver, Mayor, Sylva, North Carolina •Alex Padilla, CIty Council President, Los Angeles, California• George Parks, Executive Director, Wyoming Association of Municipalities •T. J. Patterson. Council Member, lubbock, Texas • Alicia D. Ping. klayor Pro Tem. Salina. Michigan • Marie Lopez Rogers, Vice Mayor. Avondale. Arizona • Ann Simank. Council Member. Oklahoma City. Oklahoma • Jeanie Smith, Executive Director. Mississippi Municipal League • Danial Soza. Council Member. Saginaw. Michigan • Dan Thompson. Executive Director League ot Wisconsin Recycled Paper Municipalities • Vera White-Reynolds, Council Member, Harrisburg, Pennsylvania • Billy D. Williams, Councilman. Florence. South Carolina Early Childhood Council OF LARIMER COUNTY September 16, 2003 Dear Community Member, A report released today states that the child care industry contributed $302 million in "new dollars" to the economy ofLarimer County in 2002. These are dollars that would not have been generated and spent in Larimer County if dependable child care were not available to working parents. The study, conducted by BBC Research and Consulting of Denver, was sponsored by the Early Childhood Council ofLarimer County through a grant from the CoJorado Department of Education. The $302 million includes earnings and child care fees from parents who would leave the workforce or work fewer hours if child care weren't available; child care fees paid by people who live outside ofthe county; and child care fees paid by sources outside of the county such as the Colorado Child Care Assistance Program, a federal program that subsidize child care for low income families. The Larimer County study was conducted as part ofa joint initiative with the Early Care and Education Council ofBoulder County. The Boulder County study shows $463 million in new dollars contributed through child care in that neighboring county. Both studies include an analysis of direct and indirect spending for child care using standard economic multipliers, budget data collected from local child care providers, and information obtained through a telephone survey of200 parents who use paid child care. The Early Childhood Council ofLarimer County is a planning and development organization that is creating a dynamic system that recognizes and supports quality early childhood care and education opportunities for all children in Larimer County. Members are nonprofit organizations, government agencies, child care providers, and individuals interested in working together to improve the system of early care and education for Larimer County families For additional information regarding this study or The Early Childhood Council of Larimer County please contact Wendy Watson, 970-231-9756, eec@frii.com. Sincerely, LL,4 20232> Wendy Wa~n Coordinator P.O. Box 271708, Ft Collins, Colorado 80527 970.231.9756, ecc@frii.com htpp://fortnet.org/ECC/ -:Ed a I Early Childhood Council OF LARIMER COUNTY Creating a dynamic system that recognizes and supports quality early childhood care and education opportunities for all children in Larimer County Founded in 1997 as part of the consolidated child care pilots in Colorado, the Early Childhood Council of Larimer County represents over 40 organizations who have joined together to support quality services for our youngest citizens. In 2002-03 the council provided the following supports to the community: Coordinated Community Ejforts Finance and Public Awareness Through partnering, existing services are It is important to increase resources and use strengthened and new services created. existing resources effectively to create a quality · Private public partnerships created new infant early childhood care and education system. toddler child care for 96 children at three new · Economic Impact study infant toddler child care programs ' . Economies of Scale · Networking and information sharing resulted in greater use of existing resources and Licensing Model sharing of expertise Piloting an alternative model of child care licensing in Larimer County Professional Development . 53 licensed child care programs participated. Research shows that the professional development · This three year project will make level ofthe early childhood professional is linked recommendations to the legislature for directly to individual child success in school. changes in Colorado's Child Care licensing · 22 Early childhood professionals attained system. greater access to college education. · Education and resource support are partnered · Community trainings supponed higher levels with existing licensing systems. ofprofessional development for over 300 · Early childhood professionals received early childhood professionals participating in support in using self-assessment tools to trainings. increase compliance with licensing · 20 Early childhood professionals received regulations. Colorado ECE Credentials Quality Improvements Early Childhood Mental Weliness Comprehensive technical assistance increases child care program quality. Supporting healthy social emotional growth in the · 66 Early childhood professionals participated early years is key to later success. · Participants learn how to assess their · 78 Early childhood professionals trained. programs for nationally recognized quality · 100% of the participants reported observable standards. increases in children's pro-social skills. · 100% made measurable quality improvements P.O. Box 271708, Ft. Collins, CO 80527 970.231.9756. ecc@frii.com, http://www.fortnet.org/ECC/ . . I ' r. , I. 4 ..5 -»: 4:4 -&,49,6.ZI,rter. r.' , Economic Impact of Early Care and Education Services 4. I . , - in Larimer County, Colorado QUICK FACTS: RESULTS OF PARENT SURVEY During May 2003, a survey was conducted of 200 Larimer County parents with children in paid child care, using random digit dailing methods. The survey was conducted in English or Spanish, as needed. p 29 percent of Larimer County households with children under the age of 12 (about 12,000 households) use some form of paid child care during the year. For the two-thirds of households that do not report using paid care, the parents either assume all child care responsibilities or are assisted by unpaid relatives or friends. p 41 percent of parents surveyed indicated that a working adult in their household would have to stop working if paid child care were not longer available. p One out of five parents surveyed indicated that a working adult would have to reduce the number of hours worked each week if child care were no longer available. p 6 percent of parents surveyed reported that they have had to turn down a job or promotion because paid child care was inconsistent or unavailable. p 17 percent of parents surveyed reported that they have had to refuse overtime hours because paid child care was inconsistent or unavailable. p 9 percent of parents surveyed (representing 2,900 households) report missing 10 or more days of work each year due to inconsistent or unavailable child care. An additional 21 percent of parents report missing 1-9 days of work each year due to child care problems. This does not include days missed because a child is sick. . 4 1/:I:. 12·45:w:,-44>»...b...wi e €'rEconomic Impact of Early- Care and Education=Services~ ,'* q -L2C in Larimer County, Colorado QUICK FACTS: ECONOMIC ANALYSIS p The study is a conservative estimate The economic irnpact counts only "new dollars" injected into the Larimer County economy as a result of paid child care services. The sources are: Child care fees paid by parents who would leave the workforce or reduce their work hours if paid child care were not available. Earnings of parents who would leave the workforce or reduce their work hours if paid child care were not available. Child care fees paid by persons living outside of the county. Child care fees paid by other sources outside of the county, such as federal or state child care subsidy programs. p The direct economic impact of the child care industry in Larimer County was $171.4 million in 2002. $23.5 million in child care fees paid by parents who would leave the workforce or reduce their hours if paid child care were not available. $141 million in earning of parents who would leave the workforce or reduce their hours if paid child care were not available. $390,198 in child care fees paid by persons living outside of the county. $6.9 million in child care fees paid by other out-of-county sources. p The indirect economic impact of the child care industry in Larimer County was $130.6 million in 2002. When a "new dollar" is spent by a child care provider or parent (direct impact), it provides a benefit to the economy a second time, although not at its full original value. This "re-spending" of dollars is known as the indirect impact. Standard economic multipliers developed by the Bureau of Economic Analysis, called RIMS-11, are used to calculate the indirect impact of the new dollars. p The total (direct + indirect) economic impact of the child care industry in Larimer County in 2002 was $302 million. Economid Impact of Early Care and Education Servicds in Larimer County, Colorado QUICK FACTS: PROFILE OF CHILD CARE WORKFORCE p The child care industry in Larimer County employed 817 persons in 2001, This is roughly equivalent to employment in computer design & services or gas stations, and slightly higher than employment in dental offices. p The child care workforce in Larimer County collectively earned $9,830,000 in 2001. Other industries in Larimer County with similar annual payroll and number of employees are amusement & recreation services and personal care services. Average annual wages for child care workers of $15,540 are below the median wages for full-time Larimer County workers ($41,000 for men and $28,000 for women, 2001). Most other industries with similar payrolls in Larimer County employ significantly fewer workers. For example, carpentry contractors had an annual payroll of $9.5 million but employed just 381 workers. p Most providers of paid child care are small businesses. In May 2003, there were approximately 435 licensed child care programs in Larimer County, 9% of which are licensed school-age child care sites, and 66% are licensed family child care homes. Estes Park " 4 ' ' '.; ./ Early Childhood Care and Education Task Force Meeting Summary August 7,2003 6:00 - 8:00 p.m. Present: Kerry Aiken, Lori Jeffrey Clark, Susan Jackson, Judy Lamy, Janice Newman, Larry Pesses, Karen Tucker Discussion centered mainly on identifying the current status of early childhood care and education resources and supports as well as needs in our area. It was acknowledged that there is genuine concern and interest in meeting needs but difficulty in coordinating resources and generating sustainable funding for existing and potential new programs. Available Resources: 0 3 licensed family day care homes (can have 6-8 children at a time, no more than two under the age oftwo) Mountain Top for 2% to 5 year olds Circle ofFriends (Montessori program) at YMCA for 2% to 6 year olds Kreative Kids - school age program for 5 to 12 year olds YMCA summer program for pre-school and school age children Park School District program - 1 to 5 year olds of employees of the school or town. Available during school year and school hours only. o Community Church ofthe Rockies - pre-school half day program for 3 and 4 year old classes; Kindergarten enrichment program o YMCA after school program o Colorado Preschool Program for at risk pre-Kindergarteners - at Park School o MOMS program o Child Find o Books for Babies program at the library o Roundhouse - various services o Victims Advocates - various services o Community Youth Center o Partners o Home Schooling families o Larimer County Early Childhood Council o The Women's Center of Larimer County o Estes Valley Child Care Advocates/ Substitute Pool o Asset Building Program Funding Sources: o Community Foundation (Child Care Fund of $14,000 currently) o CCAP for low income families 00000 o CCAC Scholaiship Fund I -··· -, 5,14.,h '-01.:..+ 6>4.6 3 - . · b'[4 :-'4 . . ., ..2-f - ' o Grants Needs: Infant/Toddler care Kreative Kids needs more space Non-traditional hours care Emergency/sick child care Enrichment programs Parent education and support Indoor recreation space All programs face financial strain especially during low census periods or with a high percentage of low income families o Support from the business community, churches, service clubs and philanthropists o A mission for all programs that could be coordinated through a central "office" or organization and that would support means of sustainable funding o On-going provider recognition, education and financial support Starting Point Ideas: o Consider a parent co-operative approach that would help reduce labor costs and provide for parent education o Create a central place/personnel for coordination of services and matching resources with needs o Create a mission statement that can be utilized to promote philanthropic giving and large enough endowments that can sustain funding needs over time ' o Include special needs such as support groups for children o Consider creation of an umbrella organization to coordinate services o The town might be a source for a central "office" for early childhood services coordination o Stay in touch with county and state initiatives and resources o Continue to explore with Judy Lamy the possibilities for infant/toddler care in the house she owns and the degree of support the Community Foundation can offer o Suggestions were offered of people that may be interested in helping with this effort: Dick Boyer Barb Marshall of Business Advocates Charlene - owner of In the Groove Herb Albers Robert Burkhart Dr. John Cooper Dr. Beesley Dr. Koschnitzke We have in the community the strengths of caring providers, diverse options for parents and the support ofHealth and Human Services as well as the interest and concern of many wanting to be 00000000 0 1 te' tr 14'~ he:601:Kute Out'youhgestditizens-get offto the best start in,theirlives.:IHopefully we Will fitd a way to z i pull it together so that resources can be optimized to best meet identified needs. Thanks to Karen Tucker for taking the detailed notes that have been summarized above. Janice Newman <.. Municipal Strategiei For Supporting Early Childhood Initiati¥6*Iff:< City officials are well positioned to spearhead or support community initiatives that help young children succeed. Even in smaller communities, mayors and city councilmembers can play key roles in improving outcomes for young children and their families. Strategies that have been used in cities and towns ofvarious sizes include efforts to: (1) utilize existing city resources; (2) leverage support through community partnerships; (3) tap federal and state funding sources; and (4) invest local revenues. Several examples of each approach are included in the sections that follow. For additional information, please contact Kirsta Millar, program associate at NLC's Institute for Youth, Education, and Families, at (202) 626-3004 or millar@nlc.org. • Utilizing Existing City Resources Municipal support for early care and education does not necessarily require a large amount of new funding. Cities can think creatively about existing city resources and programs that can be targeted to young children and their families. Examples: Monrovia, CA: UN#zingpublic Ubraries (Pop. 36,929) Working through the public library system, the City of Monrovia supports early literacy activities among young children and their families. Some activities provided by the library include: a "Time for Twos" Story Hour for toddlers and their parents; "Munchkin" Story Hour for children ages 3 to 5 with a craft program related to the theme of the story; and "Pajamania," an evening story time geared to children ages 4 to 7. Additionally, librarians visit day care centers and preschools, as well as elementary schools, to read to children and talk about the library. Once a month, parents who are being tutored in basic literacy or ESL have a special session to help increase their comfort level with reading to their pkeschool children. Deerfield Beach, FL: Sponsoring early learning (Pop. 64,583) The City of Deerfield Beach provides space in a municipal building for an early learning program, the NE Focal Point Intergenerational Child Care Center. The Center is funded primarily through parent fees, but child care teachers at the center are considered city employees and therefore receive city health insurance and other fringe benefits, including a 401(K) retirement plan to which the city contributes to on behalf of the teachers. The city's general operating fund also provides money to fill in the gaps for cost not covered by other grants or contributions the program receives. 1 R!.rf-41,Wr».6- •:cle*draging Support For Early Cafe Ahd Ed~eation >Tlitough Community Partnerships : Through collaboration with local stakeholders-including business, non-profits, aild pdrents- city leaders can build community support for early childhood initiatives and help secure funding (or in-kind contributions) for quality early childhood programs. Examples: Lajunta, CO: Collaborative funding with local businesses (Pop. 7,568) The City of La Junta helped develop a child care center that provides affordable care for low- income employees who work in the La Juanta Industrial Park. This collaborative effort involved the city which donated use of the building, the owners of several Industrial Park businesses which provided funding to remodeled the space; Otero County which helped secure state Community Development Block Grant (CDBG) money to open the center and the local county college which staffs the center. Some Industrial Park businesses underwrite the child care costs for their employees as a fringe benefit. Sylacauga, AL: Spearheading a community coalition (Pop: 12,616) In the mid-90s, the Mayor of Sylacauga brought together stakeholders in the community concerned about the well-being of children and their families. A 2-year process was put in place to evaluate the needs and resources of the community, to review model programs and practices and to desigii a plan for addressing the concerns of the citizens. As a result of this coalition's work, in 1997, the Silage Alliance for Family Enhancement (SAFE) Family Services Center opened its doors. This comprehensive family resource center is fundedr by federal, state and private grants and is available for use by all families in the Sylacauga area. Examples of the services available include: a home visiting program for families with children birth-3 years; case management; information and referral; parenting classes; a like-skills program; and a family literacy program. The city of Sylacauga contributes funding 0 annually that is used for direct services*to families and also offers in-kind support through staff volunteer time at the center. E\\diart, IN: Engaging the business community (Pop. 51,874) The City of Elkhart partnered with Elkhart County to provide financial assistance to a local Child Care Issues Task Force. The Task Force is building public, corporate, and community awareness of child care needs by engaging all parties in a community assessment process. With $32,000 in financial support from the city and county, the Task Force has assisted the business community in exploring child care options for their employees, including surveying employees to identify work and family child care issues • Tapping Into State And Federal Funding Resources For Local Initiatives Funding for community-level programs that serve young children and their families is often available from a variety of state and federal sources. Municipal leaders can seek out state and federal grants to help create or augment early childhood services in their community. Examples: Tmamook, OR: Partnering with school districts and Head Start (Pop. 4,352) The City ofTillamook partnered with the local school district and county government to support the establishment of program that can accommodate both Head Start and child care. The Head Start/child care program was formed with a grant from the Oregon Community Development r. i:Blkk:Grant?that provided· overall funding to build the facility.'-Tillamook €ity:and the schoole-·Yi *".··th:~ ~ - district provided the land for the facility. The county government contributed additional financing and local volunteer groups provided landscaping. The program allows for certified child care for children ages 6 weeks to 12 years in one wing of the building, afternoon Head Start in a separate area, and joint areas for eating and outdoor play areas for both groups. Aiken, SC: Connecting public safety and healthy births (Pop: 25,337) To help reduce infant mortalities and low birth-weight births and to increase prenatal care usage, the City of Aiken created Managing Our Matemity Services (MOMS) and Community Oriented Policing Services (COPS) as part of the city's Police and Community Together (PACT) program. PACT is funded by a federal Department of Justice grant and encourages officers from the city's department of public safety to establish rapport with citizens using foot and bicycle patrols. The MOMS and COPS program is a collaboration with the Aiken City Health Department whose nurses train police bicycle teams in prenatal care issues. Officers carry information on healthy births to hand out to pregnant women and refer women in early pregnancy to proper health services. They also work to resolve problems with child care and transportation that keep women from receiving the prenatal care they need. Elyria, OH: Sponsoring healthy beginnings (Pop. 55,953) The City of Elyria has provided matching funds to the City's Health Department in order to leverage Maternal and Child Health Block Grant funds from the state. This support allows the Elyria Health Department to provide child well being and prenatal services to the city's uninsured and underinsured children. With the city's assistance, the department has increased the number of pregnant women receiving prenatal care and thereby increased the number of healthy babies born in Elyria. The city also funds the management and indirect costs necessary to provide a pediatric dental clinic through an Ohio Department ofHealth Grant. • Investing Local Revenue To generate local funds for early childhood programs, municipal officials can consider creating a dedicated source of revenue through a local sales or property tax. Cities can add a supplemental tax levy or earmark a portion of an existing tax for early learning programs. Examples: Aspen, CO: Targeted local revenue (Pop. 5,914) The City of Aspen is one of a handful of communities in the country that collect dedicated local tax dollars for early childhood programs. Through the .45% Affordable Housing/ Day Care Sales Tax, Aspen funds the "Kids First" Department, which administers a scholarship program to help defray the costs of child care to eligible families enrolled with licensed child care providers. Much of the funding supports infant and toddler programs. For example, in 2000, over $90,000 was allocated to the Tuition Assistance program and over 50 families received financial aid to meet child care costs. Santa ¥e, NM: Making early childhood success a city-wide priority (Pop. 61,103) To make the concerns of children and youth a high priority, the City of Santa Fe instituted a "Children and Youth Plannef' position within the city government. Since the position's inception eleven years ago, the city has established a Children and Youth Commission, adopted a ' 4 strategic plan-for children:hnd.youth,-and funded a variety:of programs focusing on early care.' -tri «'-ip.'., and youth education. As a result of the strategic plan,.the city currently allocates, by ordinance, 3 percent of its Gross Receipts Tax to programs involving children and youth. The programs are targeted to serve low-income families and children in Santa Fe. In 2001, the fund provided approximately $900,000 to 40 nonprofit programs in Santa Fe, primarily in the areas of child development for high-risk children, mental health and health education, recreation, youth training, and supplemental education programs.