HomeMy WebLinkAboutPACKET Family Advisory Board 2023-04-06April 6, 2023
3:30 p.m.
Room 203
1. Public Comment.
2. Special Minutes dated February 24, 2023 and
Minutes dated March 2, 2023.
Board Consideration
3. Staff Liaison Report. Deputy Town Administrator
Damweber
4. Sunsetting Discussion and Next Steps. Board Discussion
5. Identified Priorities. Board Discussion
6. Follow Up on Family Listening Sessions. Board Discussion
7. Early Childhood Council of Larimer County Report
on Potential 2023 Ballot Issue.
Chair Almond
8. Recommendations to the Town Board. Chair Almond and Vice Chair
Ferrell
11. Key Takeaways & Follow Up. Vice Chair Ferrell
Adjourn.
AGENDA
FAMILY ADVISORY BOARD
REGULAR MEETING
Town of Estes Park, Larimer County, Colorado, February 24, 2023
Minutes of a Special meeting of the FAMILY ADVISORY BOARD of the
Town of Estes Park, Larimer County, Colorado. Meeting held in the Estes
Valley Investment in Childhood Success Family Resource Center, Unit A,
1182 Graves Avenue in said Town of Estes Park on the 24th day of February,
2023.
Board: Members Nancy Almond, Vice-Chair Deanna Ferrell, Aleta
Kazadi, Rut Miller, Jessica Moffett, Nicole White, and Sue
Yowell
Also Attending: Deputy Town Administrator Damweber
Absent: Vice Chair Deanna Ferrell, member Aleta Kazadi, and Town
Board Liaison Younglund
Chair Almond called the meeting to order at 2:02 p.m.
PUBLIC COMMENT.
Laurie Dale Marshall, Estes Valley Investment in Childhood Success (EVICS) Director
shared information on opportunities for building and expanding Early Childhood
Education capacity in the Estes Valley.
REVIEW THE WORKFORCE AND CHILDCARE FUNDING PLAN FOR LODGING TAX
6E) FUNDS. Deputy Town Administrator Damweber provided an overview of the
proposed 6E funding plan.
IDENTIFY FUNDING PLAN RECOMMENDATIONS FOR TOWN BOARD
CONSIDERATION. After discussion, it was moved and seconded (White/Yowell) to
recommend the Operating Plan reflect a partnership with EVICS for the execution
of specific activities within the plan that align with EVICS expertise and scope of
work and designate pass-through funds for those purposes, and it passed with
Member Miller abstaining.
Member Yowell left the meeting at approximately 3:00 p.m.
It was moved and seconded (White/Miller) to recommend the Town Board designate
6E funds to update the 2018 Childcare Needs Assessment and create a Community
Childcare Strategic Plan, including short and long-term goals and projected
allocations of funds for meeting the community’s childcare needs; and the 2024
Town Strategic Plan specifically reference the administration of 6E Lodging Tax
Funds, and appropriate strategies and outcomes to ensure accountability and
success, and it passed unanimously.
It was moved and seconded (White/Moffett) to recommend the Town Board direct
staff to create a Stakeholders Advisory Team comprised of key partners currently
executing programs and services related to housing and childcare, to meet prior
to the development of the annual funding plan and as needed based on
opportunities or needs as they arise, and it passed unanimously.
There being no further business Chair Almond adjourned the meeting at 3:42 p.m.
s/Jason Damweber, Deputy Town Administrator
Town of Estes Park, Larimer County, Colorado, March 2, 2023
Minutes of a meeting of the FAMILY ADVISORY BOARD of the Town of
Estes Park, Larimer County, Colorado. Meeting held in Rooms 203 of the
Estes Park Town Hall in said Town of Estes Park on the 2nd day of March,
2023.
Board:
Also Attending:
Absent:
Chair Nancy Almond, Vice Chair Deanna Ferrell, Members
Aleta Kazadi, Rut Miller, Jessica Moffett, Nicole White, and
Sue Yowell
Town Board Liaison Younglund, Deputy Town Administrator
Damweber, and Deputy Town Clerk Beers
None.
Chair Almond called the meeting to order at 3:35 p.m.
PUBLIC COMMENT.
Chair Almond recommended amending the agenda to add a Chair Report after the
Police Department Co-Responder Program, a follow up discussion regarding the
recommendations to the Town Board from the February 24, 2023 Special FAB Meeting,
and a discussion regarding the Town Boards decision to sunset the FAB, and the FAB
was in agreement.
PUBLIC COMMENT.
Bell Morris/Town citizen stated concern regarding the Town Boards decision to sunset
the FAB and recommended members consider meeting with other advisory boards to
discuss their evolution based on community needs. She stated the importance of new
employees overseeing the 6E fund spending working directly with local organizations
and advocacy groups.
Laurie Dale Marshall/Estes Valley Investment in Childhood Success Director stated
housing and childcare needs are important and there are more opportunities now than
in the past.
MINUTES DATED FEBRUARY 2, 2023.
It was moved and seconded (Yowell/Miller) to approve the meeting minutes dated
February 2, 2023, and it passed unanimously.
STAFF LIAISON UPDATE.
Deputy Town Administrator Damweber stated the Town Board approved the Workforce
and Childcare Funding Plan which would be presented to the Larimer County Board of
County Commissioners for consideration. He stated the Town would consider
contributions toward the YMCA of the Rockies to assist with filling childcare positions
which remain vacant. He stated a childcare needs assessment would be completed in
2023. He stated the Board have mentioned the need for a task force to inform the Board
on the childcare needs and other issues. The Town Board would be identifying a
spending plan for 6E funds during the 2024 Strategic Planning process.
Chair Almond stated FAB had received criticism in the past for lack of recommendations
to the Town Board and requested clarification on the process of informing the Town
Board of advisory board recommendations. She questioned how providers are informed
on funding options available through the Town. Discussion ensued regarding home
care service providers and how they would be informed of funding options available
through the Town. He stated infant and toddler care continues to be a service gap in the
community and clarified the 2023 budget allocates $100,000 toward childcare.
Discussion ensued regarding the Estes Valley Recreation and Park District Community
Center which could be renovated and used for infant and childcare and would be
considered as an option.
Family Advisory Board – March 2, 2023 – Page 2
POLICE DEPARTMENT CO-RESPONDER PROGRAM.
Kristi Capo, SummitStone Co-Responder with SummitStone and clinical mental health
provider reviewed services provided and the typical calls which they respond to. She
stated calls range from family disputes, general mental health related de-escalation, or
contact connection for resources and referrals. Services encompass all of Larimer
County and she acknowledged the difficulties individuals face in crisis who need
services which are only provided outside of the Estes Valley. She stated SummitStone
received additional funding to allow for a second co-responder in Estes Park to increase
the resource availability 7 days a week. FAB questions have been summarized: whether
SummitStone provides referrals to outside agencies including those outside of the Estes
Valley; how SummitStone coordinates services with the Estes Valley Crisis Advocates;
and if SummitStone responds to mental health related issues at the school. The FAB
stated the importance of responders being informed on available resources within the
community and they encouraged opportunities to connect with community organizations
and ways to support the Spanish speaking members.
TOWN BOARD DECISION TO SUNSET FAB - MEMBERSHIP COMMENTS.
Chair Almond provided highlights of the February 28, 2023 Town Board Study Session
FAB discussion and the discussion to sunset FAB. It was mentioned the FAB could
request the Town Board to maintain FAB or members could create a community
advocacy group and continue similar work outside of Town Board appointment.
Cindy Younglund arrived at 4:42 p.m.
FAB comments have been summarized: Concern was stated for lack of support from
the Town Board and clarity on directives for FAB; support was stated in advocacy for
families in a different way; a community group would be an opportunity to build
relationships; interest was heard to form a community group with more flexibility; new
members appointed in 2022 stated frustration in the state of the FAB not being identified
during interviews; disappointment was stated in the Town Boards decision and interest
was stated in advocating for maintaining the FAB.
Members of FAB stated the importance of fighting and supporting families, providing
resources, engaging with the Hispanic community, and focusing efforts to be most
effective.
Deputy Town Administrator Damweber stated FAB has elevated the needs of families in
the community since formation. At the time FAB was established the Town also formed
the Community Initiative Funding program which has been instrumental in forming
relationships with outside partners and identifying the needs of the community. He
encouraged FAB to consider how they can be most effective in advocating for change
and influencing policy decisions on behalf of families.
Member White left at 5:05 p.m.
Trustee Younglund commended FAB for bringing awareness to family needs and stated
opportunity exists for the high energy of members to continue serve the community in a
different setting or group.
Discussion ensued regarding FAB member interest in advocating against the sunset
decision by the Town Board or forming a community group to advocate for families.
Consensus was to continue to advocate for the needs of families in the community while
maintaining effectiveness. It was moved and seconded (Yowell/Almond) to
recommend the Town Board not sunset FAB, and it passed unanimously.
There being no further business Chair Almond adjourned the meeting at 5:36 p.m.
s/Bunny Victoria Beers, Deputy Town Clerk
DRAFT
PUBLIC FUNDING
FOR EARLY
CHILDHOOD
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January 2023
EARLY CHILDHOOD COUNCIL OF
LARIMER COUNTY
For more than 20 years, the Early Childhood Council of Larimer County (ECCLC)
has been working to improve services to children and families. Our mission is to
bring the community together to share knowledge and resources, build
expertise, and work collaboratively to ensure that all young children in Larimer
County have the care, support, and opportunities necessary to grow, learn, and
succeed. We work strategically together with everyone important in a young
child’s life—parents, teachers, physicians, and psychologists to equitably
modernize and prioritize quality early childhood experiences. We provide expert
coaching and consultation, build leadership capacity, incubate innovative ideas,
spearhead community collaboration, advocate for policies and funding, and
design and pilot innovative programs.
ECCLC is one of Colorado's 34 Early Childhood Councils working to improve
services to children and families. The work of Councils is guided by the Early
Childhood Colorado Framework. ECCLC is one of the strongest Early Childhood
Councils in the state and widely recognized as a center of excellence and a hub
for innovative solutions that support long-term, positive, and sustainable change
for families in our community. ECCLC is also designated by the State as the Local
Coordinating Organization for Universal Preschool.
01
02
Larimer County families currently spend between 20-50% of their annual
household income on childcare costs. The cost of care for one child, between
7,000-$20,000 a year, exceeds that of tuition costs of many colleges and
universities. Childcare cost and availability negatively impacts younger families
who are not prepared to handle this enormous financial burden so early in their
lives. This restricts many families' ability to afford other basic needs, including
stable housing and food. It also impacts our economy in a big way. Lack of
childcare access is estimated to cost Larimer County nearly $100m in lost
earnings, productivity and revenue. Quality childcare is essential to ensuring we
have thriving, productive generations in the years to come, yet inadequate public
investment coupled with a dire lack of qualified workforce means that quality
care is out of reach for many families.
Today, Larimer County is poised to pave the way for future generations by
radically shifting how the childcare sector is funded. By creating a dedicated local
public funding stream, we have the opportunity to increase access to quality,
affordable childcare for thousands of families in Larimer County. At the same
time, we will be able to improve provider compensation and preparation, making
childcare an attractive profession that is valued for its positive impact on the lives
of families and the children upon whom our future relies. With a question posed
to Larimer voters in November of 2023, we propose to raise the Larimer County
sales and use tax by .25% (just 25 cents on every $100 purchase).
The revenue generated from a successful ballot measure, an estimated $19-$21M
annually, will work toward ensuring that no family in Larimer County is paying
more than 10% of their annual income on childcare costs. Further, it will support
Larimer County early care and education professionals with wage supplements,
professional development, increased access to healthcare benefits, and more.
Jump to page 14 to see how this will work!
EXECUTIVE SUMMARY
03
Why is Early Childhood Important? ........................................................
Access to Childcare in Larimer County..................................................
Childcare is a Market Failure.........................................................................
Impacts on Our Community.........................................................................
Benefits of Increased Investment in Childcare................................
Proposed Policy Solution.................................................................................
Funding Breakdown...........................................................................................
How Did We Get Here?....................................................................................
Conclusion.................................................................................................................
Appendices................................................................................................................
Research and Citations.....................................................................................
TABLE OF CONTENTS
Page 4
Page 5
Page 6
Page 9
Page 11
Page 13
Page 14
Page 16
Page 18
Pages 19-20
Page 21
04
The science of brain development shows that children form more than a
million new neural connections every second within the first five years of
life. Children’s earliest experiences with their caregivers directly impact how
these neural connections are made, laying the foundation for all future
learning, behavior, and health. The caregivers that interact with our children
in their first five years, from parents, grandparents and babysitters, to early
educators such as child care providers, are the stewards for early growth
and development. Numerous studies have shown just how critical it is for
our children to have high quality early experiences to ensure they are able
to be successful and thrive from day one.
WHY ARE THE FIRST FIVE YEARS SO IMPORTANT?
THE IMPORTANCE OF
THE EARLY YEARS
ACCESS TO CARE 05
Larimer County is facing a crisis in early childhood care and education. Based on
2019 estimates, licensed capacity for child care is only 25% of projected demand
for infants and toddlers, and only 64% for preschool age children. This challenge
is not new and recognition of it as a major barrier to the economic and social
success of our community is widely held. The Talent 2.0 Regional Workforce
Strategy report released in 2017, identified lack of access to child care as one of
three key barriers to workforce recruitment and retention in Larimer County. As
such, the Larimer County Board of County Commissioners made expanding
access to quality child care a key priority of the County’s 2019 – 2023 strategic
plan -- Goal 2, objective 3: “By 2023 Larimer County, with public and private
partners, "will increase quality child care capacity by 50% by identifying and
implementing investment strategies in the areas of workforce, infrastructure and
funding that result in long-term systems change.”
The Children’s Equity Project notes that systemic inequities begin before birth
and follow children into the early care and education (ECE) system, one of the
first systems with which they interact. In fact, families’ access to childcare, their
children’s experiences while in care, and the outcomes they take with them as
they transition into school and beyond, can vary drastically based on their race,
ethnicity, and language. Outcomes for children of color and those living in
poverty continue to fall short of those of their peers. Larimer County School
District data continually demonstrates that historically marginalized populations
are not graduating on time. Child health data at the state level demonstrates
that health and mental health outcomes for children of color, and other
marginalized identities, continue to be worse than for their peers.
Lack of Access
06CHILDCAREISA
MARKET FAILURE
The average cost of child care in Larimer Count is $199-$324 weekly,
depending on the age of the child. This equals roughly $9,500-15,500
a year, per child. That means the average Larimer County family
median household income of $75,332 per the Colorado Department
of Labor and Unemployment) spends between 12-20% of their annual
income on child care for one child. The US Department of Human
Services recommends that child care costs should not exceed more
than 7% of a family's budget.
Impact on Families
Early educators (often called child care providers) make an average
of $13-$15 an hour. The poverty rate for early educators in Colorado is
15.1 percent. According to the Massachusetts Institute of Technology
MIT), a single parent of two children needs to make $42/hr to afford
to live in Larimer County. A two-parent household with BOTH
parents working (and 2 children in the home) each need a
minimum of $23/hour to afford to live in Larimer County.
The only way to raise revenue in a child care program is to increase
family tuition rates. If programs were to raise tuition rates in order to
raise the rates of pay for their educators, families would suffer. The
Center for American Progress, a bipartisan policy institute, estimates
that if child care centers were to raise the tuition rate to afford to
pay a living wage for their educators, they would need to raise the
rates by a whopping 42%, which is far from sustainable for the
average American family. Child care continues to be a classic market
failure, and early childhood educators are paying the price with
unsustainably low wages.
Impact on Childcare Providers
Nationally in 2019, 98% of all occupations in the US earned
more than child care teachers, who experience a poverty
rate that is eight times higher than that of K-8 teachers.
07IMPACTSONOUR
COMMUNITY
Nearly $100M in lost earnings, productivity, & revenue
680 million lost by employers in CO; $31 million in Larimer County
Opportunity cost of over 900 jobs each year
According to the Council for a Strong America, care shortages in
Larimer County have resulted in:
Impact on Larimer's Economy
11% of working parents have turned down a position due to lack of
childcare
16% of employers have seen employees leave for childcare reasons
16% of the US workforce—26.8 million people—are dependent on
childcare in order to work (CO is closer to 20%)
Only 39% of respondents with household incomes below $50,000
and children at home said that they could afford childcare
45,981 CO parents are making career sacrifices due to issues with
child care
Nationally, according to McKinsey and Company, Pew Research and
the US Chamber of Commerce Foundation:
Impact on Our Workforce
More than 20 million women left the workforce across the
US over the past three years due to childcare
access issues.
08
Colorado's population of children under the age of four is expected
to increase 22% by 2026.
Demand Continues to Grow
Lack of a qualified workforce, insufficient compensation, front-line
working conditions and ever-increasing demand has led to a
childcare crisis across the country. Indeed, 70% of local child care
program directors have reported difficulty finding qualified staff.
Supply is Inadequate
Without additional public investment, childcare will continue to
operate as a market failure and remain inaccessible and
unaffordable.
The Model is Broken
According to several state and national surveys on the early childhood workforce,
the primary systemic barriers to recruiting and retaining qualified early
childhood educators are low wages, limited benefits, and challenging work
environments. There are an estimated 2,500-4,000 individuals employed in the
ECE system in Larimer County at any given time. The majority (45%) are young
professionals, ages 25-35 who are likely parents of young children themselves
Colorado Early Care and Education Workforce Data Dashboard). They have
specialized education and training in early childhood development, early literacy,
and social emotional wellbeing. Yet while quality, licensed child care is expensive,
it is also undervalued as menial labor, paying only $12 to $15 per hour. At this rate,
many providers are actually eligible for public assistance. According to the
Economic Policy Institute, it is estimated that up to 15% of ECE providers in
Colorado live below the poverty line.
70%
BENEFITS OF
INCREASED
INVESTMENT
Economic Returns
Providing children and families with early health and
learning opportunities from the prenatal period
produces a 13% return on investment per child per
year, significantly higher than just investing in
preschool alone, which begins at age three.
The National Forum on Early Childhood Policy and
Programs has found that high quality early childhood
programs can yield a $4 – $9 dollar return per $1
invested.
For more information on how child care access
impacts our state economy, click here.
09
10
Gaps in knowledge, ability and wellness open up
long before kindergarten. These gaps tend to
persist throughout life, and are difficult and
costly to close. Taking a proactive approach to
cognitive and social skill development through
investments in quality early childhood programs
is more effective and economically efficient than
trying to close the gap later on.
Family Stability
Health and Wellbeing
Over the past several years, families have faced unprecedented challenges
related to the COVID-19 pandemic. Caregivers have struggled to maintain their
own mental health in the face of economic and social uncertainty. We know that
access to quality, affordable childcare is a key contributor to adult mental health
and economic stability. This is important because safe and stable families are
more likely to produce healthy, thriving children. Moreover, quality child care
pays off by helping primary caregivers to establish careers and grow their
income potential.
Recent research has also shown dramatic long-term physical health impacts of
early interventions that incorporate a focus on early education, nutrition and
health. More than 30 years later, treatment group individuals were at
significantly lower risk for serious cardiovascular and metabolic diseases, such as
stroke and diabetes.
These findings demonstrate the incredible potential of coordinated birth-to-five
early childhood programs to prevent chronic disease, improve mental health,
reduce healthcare costs and produce a flourishing society.
11
PROPOSED
SOLUTION
To increase the county-wide sales and use tax by 0.25%
25 cents on a $100 purchase), which will generate an
estimated $19M-$21M per year in revenue
The measure should specify that revenue generated by
this tax may be used to subsidize the cost of child care
and preschool programs for families with children from
birth to age 5, as well as to increase quality and supply of
care
The measure should include a 15 year sunset provision
Larimer County Board of County Commissioners should refer
a county-wide sales & use tax increase question to voters at
the November 2023 election for the purpose of supporting
early care and education programs in Larimer County.
Specifically:
12ANNUALFUNDING
BREAKDOWN
Up to $10M distributed
directly to Larimer
County families to
offset the cost of child
care tuition
See Appendix A
See Appendix B
Up to $7M invested into the early
childhood workforce through
recruitment and retention
strategies, and salary
supplementation
Up to $2M invested into capital
projects to increase the
number of programs in
Larimer County through new
builds and renovation of
existing spaces.
See Appendix B
Administrative costs will be capped at 5% of overall tax revenue annually
Based on year 1 estimates
13POSITIVEIMPACTS
ON LARIMER COUNTY
7000
C H I L D R E N U N D E R 5 W I L L S E E
C H I L D C A R E T U I T IO N O F F S E T S
ME ETS APP ROX 6 0% OF TOTAL N EE D
U P T O
Approx. 1000 early childhood
educators will see their annual
income increase
Up to 85% of ECE programs in
Larimer County will receive quality
improvement and workforce support
Larimer County can expect to see
positive economic gains as a result of
increased access to childcare
Demographic information of families with young children in Larimer County
Child poverty rate and distribution in Larimer County
Number and distribution of licensed child care and preschool providers in
Larimer County
Estimated need vs licensed capacity for child care and preschool in Larimer
County based on the number of children with all parents in the workforce
Cost of child care and preschool in Larimer County and percent of family
income spent on child care based on Larimer County median income
Current subsidized funding for early care and education in Larimer County –
federal, state, and local sources; public and private
Community Steering Committee Process
In 2021, ECCLC convened a community steering committee to study this issue
and develop recommendations for action. 14 of 17 members of that Committee
agreed to recommend Larimer County Commissioners pursue a 0.25% sales tax
increase to create a local dedicated funding source for early care and education
in Larimer County. The Commissioners received that recommendation in the
summer of 2021 and deferred action, endorsing the concept but saying they
needed more time to work on the specifics of a proposal (Article). We'd like to
revisit the conversation in partnership with County leadership to advance a
proposal to the ballot in 2023.
Case Studies
To inform this process, research was conducted on five other communities that
successfully passed early childhood tax initiatives to learn about both the nature
and structure of their tax-funded program and the strategy that lead to their
success. Specifically, the focus was on developed and examined case studies
regarding voter-approved, publicly-funded early childhood programs in Denver,
CO; Kent County, MI; Multnomah County, OR, San Miguel County, CO, Summit
County, CO.
Additionally, this research analyzed the results of eight tax initiatives, considered
by Larimer County voters between 2014 and 2020. The purpose of this exercise
was to learn more about voter responses to tax questions in Larimer County.
Determining Demand & Need
To inform this work, a comprehensive set of data was compiled, and analyzed,
including:
14HOWDIDWE
GET HERE?
There is a significant gap between demand for and availability of licensed
child care and preschool in Larimer County: It is estimated that Larimer
County needs at least another 3,572 spaces for children from birth to 24
months and another 4,069 spaces for those ages 2 to 5 to close the gap
between the number of children with all parents working and the number of
licensed slots.
Child care is a significant cost burden to working families in Larimer County.
Current funding sources – public and private – are insufficient to help the
community address both availability and affordability of child care and
preschool.
A sustainable, high-quality system requires a new, dedicated public funding
stream.
Staffing data
Participants and Needs
Cost Per Child
Quality Level
Care type (i.e. home-based, center based, etc)
Current funding
Revenue Allocation Scenarios
To estimate an annual budget for the tax revenue, ECCLC used a comprehensive
cost-modeling tool developed by Brodsky Research on behalf of the Bell Policy
Center, as well as previous cost modeling completed by Brodsky research in 2021
on behalf of this project. Scenarios include a variety of factors to get as accurate
an estimate as possible.
The tool uses existing data sets from a several local, state and national resources
to consider the following factors, which is not an exhaustive list:
15
Research Conclusions
CONCLUSION
The system of care for our youngest population is
fundamentally broken. Without public investment, our
community's future is at risk. We have an opportunity to
substantially improve the early care and education system in
Larimer County, and to be a positive example to our peers
throughout the state and the country. The model proposed
here is workable, replicable, and we can lead the way together.
424 Pine Street, Ste 201, Fort Collins, CO 80524
970) 377-3388
www.ecclc.org || info@ecclc.org
www.larimerthrivebyfive.org
16
APPENDIX A 17
Cost of Care and Estimated Need
Cost of Care modeling factors in the differences in quality ratings and corresponding rates.
Need modeling includes the following data and assumptions:
Cost of care based on distribution of Colorado Shines quality level and age
Percentage of children served in home settings vs center-based settings
Assumes 50% of children served will access full-day care (50h/wk), 25% will access school-day
care (30h/wk) and 25% will access part time care (12.5h/wk)
Assumes the following participating rates: Ages 0-12mo (50%); 12-24mo, 24-36mo, 3 and 4y0
65%);
Assumes approximately 10,246 children served
Estimated population of children by household income level (based on ACS data from 2020)
used to model a max of 10% of annual income spent on child care
Current funding factors in the following funding streams: CCAP, Head Start, Early Head Start, CPP
and other school district pre-k funding
Cost modeling was completed by Brodsky Research and Consulting in 2021, as well as with the
use of a cost-modeling tool created by Brodsky Research and Consulting on behalf of Bell Policy
Center in 2022. Data used in cost modeling, as well as the rest of this report can be found in
Appendix D.
APPENDIX B 18
Workforce Investments
Capital Investments
Workforce investment estimates are based off actual data on current number of educators in the
workforce, number of educators needed to meet demand, cost of current higher education for
ECE careers, and cost of professional development needed to achieve and maintain credentialing
as an early childhood educator.
Salary supplementation would increase educator wages by approximately $2/hr per year
Capital Investments modeled after current support being offered through ECCLC via state ARPA
funding, which will expire in 2024.
CITATIONS 19
The Heckman Equation. (2020, April 20). Retrieved January 6, 2023, from
https://heckmanequation.org/
McKinsey & Company Report (2021). https://www.mckinsey.com/featured-insights/2021-year-in-
review
Council for a Strong America. (2022) https://www.strongnation.org/locations/colorado
Colorado Department of Labor and Unemployment;
https://www.colmigateway.com/vosnet/analyzer/resultsNew.aspx?session=occproj&pu=1&plang=E
2017 Composite COLI calculated in the 17-18 CO Childcare MRS
Child and Adult Care Food Program: National Average Payment Rates, Day Care Home Food
Service Payment Rates, and Administrative Reimbursement Rates for Sponsoring Organizations
of Day Care Homes for the Period July 1, 2019 Through June 30,
2020https://www.federalregister.gov/documents/2019/08/07/2019-16907/child-and-adult-care-
food-program-national-average-payment-rates-day-care-home-food-service-payment
Colorado Shines Licensing Data 2022
Bell Policy Colorado ECE Cost Model 2022 (Not public)
February 24, 2023
Mach
To: Town of Estes Park Board of Trustees
CC: Town Administrator Machalek, Deputy Town Administrator Damweber
From: Family Advisory Board
Re: Recommenda ons regarding 6E Lodging Tax Revenue
The issues, barriers, challenges, and opportuni es around housing and childcare have
consistently been iden fied as top priori es for the Family Advisory Board (FAB) since our
incep on in 2017. As such, the FAB has developed and approved the following recommenda ons
for your considera on prior to your adop on of the proposed 6E Opera ng Plan.
Recommend the Town Board designate 6E funds to update the 2018 Childcare
Needs Assessment and create a Community Childcare Strategic Plan, including
short and long-term goals and projected allocations of funds for meeting the
community’s childcare needs.
Recommend to the Town Board that the 2024 Town Strategic Plan specifically
reference the administration of 6E Lodging Tax Funds, and appropriate strategies
and outcomes to ensure accountability and success.
Recommend the Operating Plan reflect a partnership with Estes Valley Investment
in Childhood Success (EVICS) for the execution of specific activities within the plan
that align with EVICS expertise and scope of work and designate pass-through
funds for those purposes. (page 3; 2023 Operating Plan: “The Town will also enter
into agreements with partners, where funds may be transferred for particular
purposes, including the administrative costs associated with program
management.”)
Recommend that Town Board direct staff to create a “stakeholder advisory team”
of key partners currently executing programs and services related to housing and
childcare, to meet prior to the development of the annual funding plan, and as
needed, based on opportunities or needs as they arise.
Thank you for your though ul considera on of these recommenda ons. Please reach out to
FAB Chair, Nancy Almond with any ques ons or concerns you may have.
almondnh@gmail.com; 970-227-3638)
FAB Priori es Aligned with Strategic Plan
Highlighted items were selected for 2023 priority projects.)
Exceptional Guest Services
FAB will research and make recommendations for additional Town -sponsored winter
activities (Golf course events, sledding, ski/horse)
Governmental Services and Internal Support
FAB will explore options for communicating with and receiving feedback from
diverse families regarding needs, barriers, successes to accessing town services.
FAB will continue to strive for diverse representation within membership
FAB will m aintain a well-trained and educated board
FAB will research and make recommendations to ensure Town services to residents
families?) acknowledge diversity, equity, and inclusion.
FAB will research and recommend supplemental grant opportunities to augment
town funding for projects that impact local families .
Infrastructure
FAB will advocate for solar subsidies for residents .
FAB will advocate for broadband subsidies for families to ensure all have access to
internet.
FAB will consider recommending that Town offer in-home safety checks for seniors
and families with children. (Architectural, environmental)
FAB will review Tow n infrastructure as it relates to families (housing, transportation,
shopping availability, broadband), and make recommendations.
Outstanding Community Services
FAB will recommend the appointment of a community partner collaboration to assist
staff in developing, revising, and updating the annual Operating Plan for 6E funds.
Lodging Tax revenue for housing and childcare) Partners may include
representation from EPHA, EVICS, FAB, and others, with Town having final approval
of plan. FAB will recommend that the development of and administration of
Operating Plan is added to the Town’s 2023 Strategic Plan.
FAB will review and make recommendations on the adoption of the Housing
Strategic Plan.
FAB will research and make recommendations regarding ADA compliant
accessibility for all to Town facilities and events.
FAB will support Town objective to implement school field trips to the Thumb Open
Space.
FAB will recommend Town pursue with partners (EVICS/RMNP/RMC) the
development of a community Forest Preschool (This might b e included in first bullet
item)
Public Safety, Health, and Environment
FAB will review and make recommendations for policies to improve water safety
practices around Lake Estes and other town water properties.
FAB will consider developing recommendations for increasing carbon neutral Town
facilities and equipment.
Robust Economy
FAB will develop a guide or tip sheet for creating a èFamily -Friendly Businessê for
distribution to local businesses. (EVICS already has something similar. We could
collaborate and promote.)
FAB will research and make recommendations for Town for the recruitment of new
businesses that meet the needs of locals.
Town Financial Health
FAB will review the annual budget with a focus on services that impact families and
make appropriate recommendations.
Transportation (Note: the Town does have a Transportation Advisory Board)
FAB will research the possibility of providing Town shuttle services year-round.
FAB will advocate for the completion of the Fall River Trail
FAB will advocate for the completion of the Graves Ave Safe Routes to Schools
Project
FAB will make recommendations for pedestrian and cycling safety from
neighborhoods to Town.
FAB will convene a meeting with the TAB to share common concerns and
recommendations related to transportation issues that impact families, seniors, and
children.