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Sustainable Community Development:
Early Childhood Care and Education
Snapshot Report
Sustainable Community Development:
Early Childhood Care and Education
December 13, 2011
Advance Planning
281 North College Avenue
Fort Collins, CO 80524
970-221-6376
fcgov.com/advanceplanning
INTRODUCTION
The City of Fort Collins is committed to sustainability as a core value. Increasingly,
communities across the nation are recognizing the many “triple bottom line” benefits of
accessible, affordable, and quality early childhood care and education to the social and
financial needs of parents, the educational and development needs of children, to the
economy, and to many other community development goals. Studies have shown the
communities that champion high quality early childhood care and education reap immediate
and long term rewards in economic vitality, civic participation, school success and public
safety. Early childhood, commonly defined as the years between birth through eight years, is
a critical time in human development.
There are numerous examples across the country where local governments demonstrate the
important role they can play in ensuring adequate early childhood care and education
programs by creating policies, identifying local resources, and working with developers and
community partners.
City Council asked for more information to help clarify the direction that they would look to
take in regard to the City’s role and potential strategies in regard to early childhood care and
education. The purpose of this report is to provide background information on the subject,
the role that local governments can play, and some policy and action strategy options to
consider. This issue is part of their 2011/2012 work plan.
There are a variety of related issues regarding early childhood care and education not
covered in this report and not connected to the traditional role, services and facilities that
the City provides. The issues currently being addressed by other national, regional or local
groups and organizations include: health, education and safety initiatives for children; early
childhood teacher professional development; other family support activities; and, the pros
and cons debate of institutional child care.
Some Facts and Observations about Early Childhood Care and
Education in Fort Collins, Larimer County and Nationwide
City staff conducted a review of existing research of early childhood care and education in
Larimer County and conducted interviews with several local stakeholders. A summary of the
results of the research and interviews follows:
1. In 2010, the Early Childhood Council of Larimer County (ECCLC) published a report entitled
“Study of Projected Demand and Impact of Early Care and Education Services in Larimer
County, Colorado”. A few key findings of that study included:
The three top forms of child care were: child care centers (35%); family child care
homes (32%); and relative/friend (13%). A child care center cares for children in large
groups. Family child care homes offer care in the provider’s home and may have a
total of six children, with two children under the age of two. Relative/friend child
care often is provided by a grandparent, aunt or other relative/friend of the family.
The other types of child care include before- or after-school programs; part-day
preschool; and, nanny’s (in-home day care).
35% of parents with children under 12 use some form of care.
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 1
95% of parents need to go to work; 19% need child care to attend school.
Over 76% of the children in child care are infants to 5 years old.
Parents surveyed were mostly satisfied with the child care option they chose.
Cost was the overall biggest challenge parents faced; other challenges included finding
an open slot, hours of operation (18% of parents indicated a need for evening or
weekend care), poor quality, changing work schedules and transportation.
Lower income families had more children in child care than other income groups.
79% of families pay full cost; 13% receive some third party aid; and, 6% receive free
care from a relative or friend.
75% of families report a lack of child care options for their children with special needs.
25% of child care users are single parents and custodial grandparents, yet they make
up only 2.4% and .5%, respectively, of the general population.
Two-thirds of businesses offer no child care benefits; and one-half don’t believe any of
their employees require child care benefits.
One out of six employers indicated that their employees had child care issues. Yet
parents reported absenteeism due to child care issues at a much higher rate than
employers, meaning employers may not be fully aware of the reasons behind an
employee’s absences.
74% of parents said they would need to drop out of school or reduce working hours if
child care were unavailable.
Generally, current demand for child care space exceeds capacity reported by child
care facilities, and open time slots and locations may not match the current demand.
Enrollment rates are projected to increase and will exceed the 2010 capacity in future
years; a 22.5% enrollment increase is projected by 2020.
2. Some other EECLC information:
Full-time cost of care in child care centers varies by age from 0-12 months
($13,898/yr) to 5-6 years ($9,124/yr); the cost of family child care homes is slightly
less.
In 2009, child day care services in Larimer County represented an annual payroll of
$13.6 million and 820 jobs; the total financial impact was estimated at more than $30
million annually.
3. A 2006 survey of economic developers and chamber of commerce leaders in the State of
New York found that:
83% agree that child care should be part of economic development policy.
82% recognize that a lack of affordable, quality, convenient child care reduces worker
productivity.
67% feel that businesses’ ability to attract and retain workers is hurt by lack of quality
child care.
4. Summary of information from City interviews conducted for this Study:
State funding for the Colorado Child Care Assistance Program (CCAP) has been cut and
the reimbursement rate dropped 7.5%; non-profit child care centers that offer sliding
scale fees have waiting lists; and, for-profit child care centers who cannot afford
sliding scale fees have openings they cannot fill.
2 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
Between February 2007 and June 2008, five child care centers closed. All of them
were located in Fort Collins. Four of the five served significant numbers of CCAP
children. The fifth did not accept CCAP. Closures were due to a number of issues, but
financial viability was a factor for several of them.
In the summer of 2011, two child care centers closed, one in Fort Collins and one in
Loveland. Both of these facilities served a significant number of CCAP children. Lack
of financial viability appears to have been the primary reason for closure of both sites.
Regulations from both the Colorado Department of Public Health and Environment and
the Colorado Department of Human Services, create the biggest challenges for child
care providers; particularly licensing requirements and health regulations; and more
changes are forthcoming that while may be good for children will be costly for
providers, particularly family child care homes.
The City is a good place to do business, but some child care centers would like to
partner with the City more. For example: partnering with the City’s bicycle program;
City staff making presentations to kids regarding City services and programs; use of
volunteers; use of community gardens for growing food; and, more use of parks.
Lack of transportation for lower income parents continues to be a significant problem;
Transfort hours do not begin early enough or go late enough for many jobs; lack of
Sunday service; and, often requires multiple transfers that results in parents who need
to rely on public transit are unable to first drop off children and then get to work on
time.
Many part-time employed parents cannot find space in family child care homes
because service providers cannot make it cost effective. If family child care home
providers could take more children than currently allowed, this could ease the burden.
However, staff does regularly hear complaints from neighbors of family child care
homes (traffic, idling, etc.).
There is some confusion amongst family child care home providers regarding City
regulations of child care centers and family child care homes, particularly regarding
limits on the number of children allowed in family child care homes.
Most zone districts in the City allow child care centers, and most require a
development review process, with neighborhood participation.
A new child care center that is a change of use triggers building code and fire
department regulations (in addition to the zoning regulations). This can be costly for
opening new child care centers in existing development, for instance in the Downtown
area.
On-site child care in a business is probably not cost effective, except maybe for the
very largest employers.
Low income families, particularly single parent households, need the most
personalized help finding affordable, quality, and convenient (location and hours of
operation) child care; this means sliding scale fees, employer provided benefits etc.,
to bridge the cost gap.
A lot of families are starting to split shifts – parents working night and day shifts – to
share child care.
The biggest need for early childhood care right now is for low income families,
generally provided by non-profit providers. One non-profit provider remarked that
they have a waiting list of 47 families; and, the for-profit providers said they could fill
vacant slots if there were more subsidies.
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 3
5. Other information:
Children who have received high quality child care score higher on tests of both
cognitive and social skills in their early teens than children in low quality care.
(Source: Rhode Island KIDS Count [2005])
Families at all income levels have difficulty accessing infant and toddler care; care for
sick children; and, care offered during non-traditional hours (Source: Pathways Past
Poverty Child Care Access Committee Position Statement [2008]).
What are the “Best Practices in Early Childhood Care and Education by
Local Governments Across the Nation?
Many local governments are concerned with the health of their communities and regions, and
regularly confront issues that affect families. The issue of early childhood care and education
is drawing growing concern and action by many communities. The following is a sampling of
actions by local governments across the nation.
1. Local actions and strategies to increase the supply of early childhood care and education
facilities:
Watsonville, CA, integrated child care facilities into its downtown bus station. This
enables parents to efficiently drop off their children via public transportation.
Delano, CA, requires a child care needs assessment for new development projects.
White Plains, NY, expanded the number of zone districts allowing child care facilities.
San Diego, CA, allows child care centers “by right” in all non-residential zones.
San Mateo, CA, prepared a step by step permitting guide for new child care facilities.
Riverside, CA, has expedited fast-track permitting of child care centers.
Some cities have worked with affordable housing and private developers to
incorporate child care facilities into development plans.
In Salinas, CA, a new affordable housing project was designed so that all the homes
could facilitate the provision of family child care.
San Mateo County, CA includes onsite child care as one of many traffic mitigation
measures available to large development projects.
Many cities have included child care policies in their comprehensive plans, such as:
o Requiring mitigation if a significant impact (upon child care) by large, new
development is identified (Alameda County, Ca).
o Siting of child care facilities near employment centers, homes, schools,
community centers, etc (Union City, CA).
o Encouraging employers to support child care for their employees (City of Taft,
CA).
o Encouraging retention of existing and development of new child care facilities
in neighborhoods (City of Los Angeles, CA).
o Incorporating child care and social services into affordable housing (City of
Fairfield, CA).
o Preparing a joint public/private child care master plan (Port Hueneme, CA).
4 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
2. Local actions and strategies in building community partnerships for early childhood care
and education by the broader community:
In Santa Monica, the City and the Santa Monica College designed and built an early
childhood care and education center in its new Civic Center. It will also serve as a
learning laboratory for the college’s early childhood education students.
Fairfax County, Virginia, committed to ensure that designated space for school-age
child care was included in every new and renovated school, using general obligation
bonds to fund construction.
The City/County of Denver recently announced READY KIDS DENVER, which calls on the
City to take a leadership position and act as a focal point for a public/private effort on
early childhood care and education, looking at what services already exist, the gaps,
and how to direct existing resources to better meet the needs.
Shady Grove, Maryland built a child care facility as part of a new Metro station, in a
public/private partnership that involved 11 funders and the school district.
3. Actions and strategies that build early childhood care and education into local economic
development and funding activities and strategies:
The City of South San Francisco built a 100-student child care center in an office park
to help retain and grow its significant biotech industry. The redevelopment agency
used $2.7 million of bond funds to construct the facility and then leased it to a non-
profit operator.
In San Jose and San Mateo County, CA, a joint public/private partnership funds family
child care home business development projects.
Several cities support consortia of family child care centers providers to help them
access economies of scale in purchasing and management.
Some cities provide community outreach regarding tax credits and subsidies for
families.
The City of San Jose, CA made $1.5 million of redevelopment funds available to child
care developers through a Request for Proposal process.
In Minneapolis, MN, a community based strategy sets up an early childhood care and
education incubator for the creation of a number of small child care businesses.
Kern County, CA eliminated its building permit fee for child care facilities.
Livermore, CA (as well as many more CA cities and counties) instituted a developers
impact fee to fund community facilities including child care and senior centers and
facilities for the disabled.
Federal CDBG funds commonly subsidize child care operations or facility construction
and renovation for low-income populations.
Some cities have used transportation dollars, such as Congestion Mitigation and Air
Quality funds, to study and build child care facilities at transit stops, park-n-ride
locations and other alternative transportation hubs.
The City of Aspen is among a handful of communities in the country that funds quality
child care through a dedicated sales tax. Aspen’s Kids First programs and services are
funded through a .45% sales tax (also includes affordable housing), with a focus on
supporting infant and toddler programs with operating funding; funding quality
improvements and capital improvements for all licensed child care in Pitkin County;
direct financial aid to working families; and, funding for professional development,
retention and reward of teachers. The Kids First program is a department of the City.
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 5
What’s Being Done in Fort Collins?
There are multiple public and private organizations, agencies and businesses involved in early
childhood care and education as follows:
1. State of Colorado. The Colorado Department of Human Services (CDHS) licenses child care
operations caring for more than two unrelated children; the State of Colorado requires child
care centers and family child care home providers to be licensed; the State does not license
in-home (nannies) caregivers or relative/friend care. The CDHS Division of Child Care is the
lead agency on the Colorado Child Care Assistance Program (CCAP). CCAP provides financial
assistance to low-income families that are working, searching for employment or in training,
and families that are enrolled in the Colorado Works Program and need child care services
to support their efforts toward self-sufficiency. Effective March 1, 2010, enrollment in the
program was suspended. There is a waiting list of new applicants. CCAP is administered
through county departments of social/human services. Counties set eligibility for
families, but must serve families that have income of 130% or less of the federal poverty
guideline and may not serve families that have incomes over 225% of federal poverty level.
2. Larimer County provides the following child care services:
Sanitation and safety – inspects operations of seven or more children; evaluates
compliance with applicable regulations; and provides education and resource
materials.
Administers the Colorado Child Care Assistance Program (CCAP) for Larimer County
residents.
3. Early Childhood Council of Larimer County (ECCLC) is the leading non-profit organization
that convenes professionals, families and policy makers to raise awareness about issues
impacting children from birth to age eight. More specifically, the ECCLC:
Provides a foundation of support and helps connect families to essential resources.
Assists families in navigating the child care system, providing information about
quality care and connecting families to child care options that meet their needs.
Supports business by helping employees find and maintain child care.
Raises standards of early care and learning.
Connects providers to professional growth opportunities.
Focuses on the interests and challenges affecting the provider’s ability to meet the
evolving need of children.
Provides support and training of child care providers.
4. Pathways Past Poverty (P3) Child Care Access Committee is a subset of P3, currently
focusing on education of employers and employees. The Committee is planning three
business summits this fall to discuss child care as a workforce issue and plans to host a
community forum in the spring.
6 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
5. Colorado State University (CSU) Early Childhood Center (ECC) has a three-fold mission:
1) Train students for careers in early childhood education and programming.
2) Provide a nurturing environment that utilizes evidence-based best practices to support
the development of young children and their families.
3) Serve as a campus resource for research and discovery into child and family
development and early childhood education.
CSU currently operates an early childhood center and is expanding into new space in
Washington School. The new space will enable them to expand from a preschool-only
program to a full-age, full week, year around program; with slots for 100 FTE children,
primarily for CSU students, faculty and staff, and, as space permits, children from the rest of
the Fort Collins community.
6. Non-profit and for-profit child care facilities. In Fort Collins, there are approximately 33
child care centers; 124 family child care homes; 39 preschool child care facilities; and. 34
school age child care facilities (Source: ECCLC, 2010).
7. United Way of Larimer County. United way provides funding for child care sliding scale
tuition.
8. Poudre School District (PSD) provides services and support to families who meet the
federal Early Head Start eligibility requirements (low income, looking for a job, or teen
mothers who are in school). Quality preschool, both no cost and tuition based, is available
through PSD’s Early Childhood Program for children ages three to five years old, in 20
elementary schools. PSD offers prenatal, infant and toddler services (birth to age three),
including prenatal parent education support; home visits; educational, hearing and vision
screenings; socialization opportunities; and, partnerships with local child care centers. PSD
also provides developmentally appropriate early child education; family services; referrals;
and, parenting education classes.
9. City of Fort Collins (CFC)
CFC City Plan (2010) Policies:
o Child care is indirectly addressed in the Economic Health Chapter, in the paragraph
entitled “human” on page 18 of the Economic Health Chapter, under the umbrella of
“self sufficiency” and “services and infrastructure that contribute to their quality of
life”.
o The Community and Neighborhood Livability Chapter directly mentions child care
as a “supporting use” in all neighborhoods, including: Urban Estate Neighborhoods (LIV
27.3, page 78), Low Density Mixed-Use Neighborhoods (LIV 28.2, page 79); and,
Medium Density Mixed-Use Neighborhoods (LIV 29.2, page 80). Child care as a
“supporting use” is mentioned in all of the “Districts”, including: Downtown District
(LIV 33.6, page 86); General Commercial Districts (LIV 34.2, page 87); Community
Commercial Districts (LIV 35.2, page 88); Neighborhood Commercial Districts (LIV 36.1,
page 89); Employment District (LIV 38.1, page 91); and, the Industrial District (LIV
39.1, page 92).
o Child care is also indirectly addressed in the policies for neighborhood schools in
regard to coordinating with the school districts in the use of schools by “providing
opportunities such as…neighborhood…services” (LIV 24.2, page 76).
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 7
o The topic of early childhood care and education is directly addressed in the Safety
and Wellness Chapter, including: “background” section (page 102), as follows:
“Access to community services, including education and early care, can have a
positive impact on the economic vitality of the community through increased
workforce productivity and well-being, as well as providing benefits to the
community as a whole.”
o Early childhood care is indirectly mentioned under the umbrella of human services
in the policy – “Coordinate with Health and Human Service Providers” (SW2.5, page
105) as follows:
“Rely on health and human service organizations to provide community health
and human services, and focus on improved communication, education,
accessibility, and collaboration in order to enhance overall physical and mental
health, safety, and wellness of the community. Allocate funds to the Human
Services Program to assist local human service providers.”
o And, “Consider the location of and Transportation to Health and Human Services”
(SW2.6, page 105), as follows:
“Encourage health and human service providers to carefully consider locations
of new facilities and transportation implications, provide transportation to
services, and coordinate with the public transportation system.”
o The topic is also indirectly addressed under the umbrella of human services in the
High Performing Community Chapter, including: the policies promoting “a learning
community” (HI 2, page 116); and, collaboration with public, private and non-profit
organizations (HI 4, page 117; HI 4.5, page 118).
o Child care is indirectly addressed under the umbrella of human services in the
Transportation Chapter, including: the policy for “access to Health and Human
Services” (T 10.7, page 128); and, “safety of school age children” (T12.7, page 129).
CFC Competitive Process Funding. Since 2002, the City has allocated nearly $1.4
million of Community Development Block Grant Funds (CDBG) and Human Services
Program (HSP) funds for child care services. Services and programs funded included
sliding scale fee tuition assistance; after-school and school-break child care and youth
activities; and nutritious meals, representing 14,490 child slots in these programs.
The funding for child care represents approximately 35% of the total CDBG and HSP
funds. See attached chart entitled “HSP and CDBG Child Care Funding History”.
CFC Consolidated Housing & Community Development Plan: FY2010-2014 (2010). This
Plan, required by HUD, describes an estimate of need and defines how the City
anticipates it will spend its federal funds on such things as affordable housing, and
public facilities and services. Child care falls under the category of public facilities
and services; and is identified as a high priority “community development needs”.
One of the unmet needs identified in the Plan is subsidized or free child care,
particularly for very-low-income households.
CFC Land Use Code. Child care centers (six or more children) are permitted in every
zone district except the Neighborhood Conservation Low Density District, Residential
Foothills District, Rural Lands District, River Conservation District, and Public Open
Lands District. Ten of the eighteen zone districts that permit child care centers
require administrative review (hearing officer) of new child care centers; four zone
districts require staff review; and, four zone districts require Planning and Zoning
8 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
Board approval. Family child care homes, relative/friend care, etc., are not regulated
by the Land Use Code.
CFC Employee benefits.
o The City of Fort Collins has contracted with Family Care Connections, Inc. to
provide employees with 100 hours per year of child care when other child care options
fall through and the employee needs to be at work. Employees pay a co-pay and the
hourly cost is subsidized by the City.
o The City provides child care referral services through its Employee Assistance
Program Provider, Managed Health Network (MHN). Care consultant’s help employees
assess child care needs, understand service options and costs, identify and evaluate
child care options and special needs resources, and connect with child care providers.
o Employees may take sick leave to take care of an ill child, to attend medical
appointments, or when an employee adopts a child or receives a foster child.
o Employees may take Parent Academic Activities Leave for academic activities.
o The City offers Flexible Spending Accounts for Dependant Care expenses.
o The City allows the use of flexible schedules and hours for child care where
such schedules reasonably coincide with the needs of the department and the public.
Potential Options for Future City Role, Actions and Strategies
Some key findings that should be considered in the City’s future policies and actions related
to early childhood care and education includes:
Research has clearly shown that early childhood care and education benefits the
community (Source: Early Childhood Education for All, recommendations from a
conference sponsored by Legal Momentum Family Initiative and the MIT Workplace
Center, 2005). Some key findings include:
o Every dollar invested in quality early childhood care and education
saves taxpayers up to thirteen dollars in future costs. The Perry Preschool
Study followed participants in a high-quality program for more than 40 years
and found that, as adults, they were less likely to be arrested, more likely to
own a home, and more likely to be employed (Schweinhart et al, 2005).
o Quality early childhood care and education prepares young children to
succeed in school and become better citizens; they earn more, pay more taxes,
and commit fewer crimes.
There are potential short and long term actions and strategies that blend well with the
traditional role and services of the City of Fort Collins.
Child care contributes to the local economy by supporting parents and local
employers.
Accessible, affordable, and quality child care benefits the social and financial needs of
parents and the educational and development needs of children.
The location and availability of child care supports other community development
principles and policies including community and neighborhood livability, sustainability,
and transportation mobility.
The largest gap is affordability. According to the U.S Census, low-income parents
spend the largest percentage of income on child care or are forced to exit the
regulated child care system and seek care in informal settings. The fact is that quality
child care is expensive.
The biggest barriers are state regulations.
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 9
City partnerships are important to overcome challenges of improving the local child
care system.
The City organization could be a model for other employers in the community.
Potential options that appear to be relevant and appropriate for the City to consider in
addressing the above conditions are listed below. All of the actions listed will require some
level of resources to study and implement. All of the actions are new and are not on any City
department’s current work program; any new work program actions would need to be
evaluated in terms of their relationship to City policies and goals in the City’s adopted plans
(e.g., City Plan; Consolidated Housing & Community Development Plan, and, Economic Action
Plan, their effectiveness in facilitating quality early childhood care and education, and
impacts on current work program priorities and resources. City staff has provided an
estimate of the order of magnitude of the resources required for each of the potential
strategies, as follows:
$ - requires in-house staff time, minimal public process.
$$ - requires more staff resources, time, and dollars for research and study; may need
consultant services; may include deferral of current revenues; and, some public process to
implement.
$$$ - requires most staff resources, time and dollars; may depend upon future BFO
allocations, state or federal funding; and, significant public process to implement.
1. Explore adding new policies in existing plans, such as City Plan, Economic Action
Plan, and the Consolidated Housing & Community Development Plan, addressing topics
such as:
Site child care facilities near employment centers, homes, schools, community
centers, etc. (City Plan). $
Encourage and educate employers to support child care for their employees (City
Plan). $
Encourage retention of existing and development of new child care facilities in
neighborhoods (City Plan and Economic Action Plan). $
Incorporate child care and social services into affordable housing, activity centers, and
transportation hubs (City Plan and Consolidated Plan). $
Give priority of local funding (CDBG/HSP) for child care services, particularly for low
income families (City Plan and Consolidated Plan). $
Encourage partnerships that support early childhood care and education (City Plan). $
2. Explore actions that can increase the supply and affordability of child care, such as:
Seek federal grant opportunities for building new centers. $$
Increase General Fund contributions to the City’s Human Services Program Fund
earmarked for child care services, particularly for lower income families. $$$
Remove any potential barriers to the construction or new centers in the Land Use
Code; in particular explore barriers resulting from the City’s “change of use”
regulations. $
Create incentives for construction of new child care centers (particularly those serving
low income families) such as currently provided for affordable housing projects,
including priority processing, impact fee delay, development review fee waiver,
administrative construction fee waiver, etc.. $-$$
10 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
Create incentives for existing child care facilities to provide sliding scale reduction to
parents. The scale decides how much a family will pay based on their income, family
size, and number of children in care. $-$$
Create new Land Use Code regulations and/or incentives for siting facilities such as
near transit and major employment centers. $-$$
Prepare information, e.g., a planning guide, for how to start a child care facility,
addressing Land Use Code and building code requirements, funding opportunities, links
to other child care resources, etc.. $-$$
Link transit hubs with child care facilities. $-$$$
Promote child care facilities in the City’s Transit Oriented Development overlay zone
and in the new planned unit development regulations (under construction). $
Make amendments to the Land Use Code such as adding child care centers to the list of
permitted uses in the Neighborhood Conservation Low Density zone district subject to
administrative review; and, in all four of the zone districts which permit child care
centers subject to review by the Planning and Zoning Board, make them subject to
administrative review. $
3. Explore actions that the City of Fort Collins can take to provide leadership in building
community support for early childhood care and education, such as:
Model ways for other employers in the community, such as conducting a survey of City
employees regarding their need for child care services; explore expanded child care
benefits; offer child care learning opportunities; and add a link in City Net for child
care information. $$-$$$
Partner with child care centers utilizing their facilities for City outreach and education
activities. $
Monitor and advocate for early childhood care legislation and funding at the federal
and state level; and, in particular with regard to easing unnecessary/overly restrictive
State rules and regulations and licensing requirements. $$
Expand duties of an existing board or commission to include early childhood care and
education. $
Look for a community partner(s), such as the ECCLC, to take the lead role for early
childhood care and education in our community; provide child care information to the
City, employers, employer organizations, and employees; conduct periodic survey and
analysis of families and demographic data to determine anticipated child care needs;
and, monitor and advise the City on state and federal legislation. Consider City
support and partnership opportunities, where appropriate, for instance underwriting
events and studies. $-$$
Collaborate with public and private organizations in the funding and potential
construction of one to two new child care center facilities in “south Fort Collins” and
in the Mason Corridor, primarily serving low income families. $-$$$
Add an indicator to the City Plan Monitoring program regarding early childhood care
and education. $
Consider child care in the City’s disaster relief planning. $$
Long term funding, such as a special sales tax (consider combining early childhood
care and education, human services, and affordable housing). $$$
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 11
4. Explore actions that build in early childhood care and education in the City’s economic
policies and actions, such as:
Imbed economic information about early childhood care and education in business and
economic development marketing materials. $
Find opportunities to educate/inform development community about early childhood
care and education, particularly low-income housing developers, and businesses
employing low income persons. $
Utilize City financial incentives (e.g. tax increment financing) to the provision of child
care facilities. $
Find opportunities and partnerships (Chamber of Commerce, CSU, SBA, etc.) to
incubate child care centers, such as business management and “back office” training
to child care providers; and, actions to foster the creation of a number of family child
care homes. $$
5. Explore actions that increase access to transit, such as:
Increase hours of operation and frequency so that parents can get their children to
child care and still be at work on time. $$$
Collaborate with public and private organizations in the funding and potential
construction of a new child care center facility in the Mason Corridor/BRT system,
adjacent to future stations and transit centers, particularly facilities serving low
income families. $-$$$
Federal and state transportation grant opportunities. $$-$$$
Council Direction – Results from the October 25, 2011 City Council
Work Session
The Mayor and all City Councilmembers, except Wade Troxell, were present. Advance
Planning Director Joe Frank provided a brief presentation. Staff answering questions included
Joe Frank, Tess Heffernan, and Ken Waido.
Questions for City Council included:
1. Does Council have any comments or questions about what the City is currently doing
in the area of facilitating early childhood care and education in the community?
2. Compared to what the City is currently doing, does the Council want to consider
maintaining, refocusing and/or expanding the City’s efforts in facilitating early
childhood care and education services in the community?
3. If Council wishes to modify the City’s current efforts, what additional strategies
should be added to the current program?
The following is a summary of Council comments:
Council was supportive of maintaining the City’s current roles; and
refocusing/modifying those roles as described in the Snapshot Report. Council was
interested in the City facilitating early childhood care and education; Council was not
interested in the City getting directly into the business of providing child care.
12 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
Council was interested in first pursuing actions utilizing existing or small additional
resources (generally, actions identified in the Snapshot Report requiring “$” and “$$”
level of resources). There were no objections raised in regards to exploring any of
the actions. Some Councilmember’s expressed particular interest in exploring child
care requirements for larger business development; new sources of City funding
(dedicated sales tax) for “bricks and mortar”; tying City economic incentives, for
example tax increment, to the provision of child care services; removing barriers in
the City’s land use code; linking child care to the City’s economic development
programs; incubating new child care providers; partnering with other agencies; and,
siting new child care facilities (and affordable housing) in the vicinity of well-
established transit routes. Council was also interested in measuring the impacts of
actions in terms of what difference(s) will result.
Council recommended City staff “reach out” to child care providers/agencies to tap
their expertise, suggesting that staff invite “10 providers/agencies” to meet to review
the list of “potential options for future City role, actions and strategies” and asking
them for priorities and/or other ideas. Also, ask them about the “root problem(s)”
that prevent current providers from meeting demand (in particular for low income
families).
Council was supportive of emphasizing the value of “education” as a key component of
City policy and programs; not just “warehousing” children. Council was interested in
understanding how recent discussions with Poudre School District and Larimer County
regarding “community life centers” fit in this discussion. Council was interested in
knowing more about City programs/facilities that may be used as a surrogate for child
care; and, if so, how is/can “early childhood education” be built into these
programs/facilities.
Council was interested in knowing more about the City employee benefit related to
“100 hours per year of child care”. In particular, Council wanted to know more about
the situations in which this benefit is being used; and, what is the mean salary of
employees overall. Some councilmembers would like consideration be given to
limiting this benefit to low income employees.
Council would like an explanation of the apparent drop in total number of children
served in 2011 compared to 2010 described in the attachment to the Snapshot Report.
Council was interested in knowing more about the demand for families who need
special hours of child care, beyond the traditional 8-5 working day. Are these needs
being met? Council was also interested in knowing more about the requirements for
families to receive sliding scale fees and Colorado Child Care Assistance subsidy.
Council was very complimentary and appreciative of staff efforts, information
provided, and the Council discussion. Council was very appreciative of the efforts of
child care providers and associated organizations.
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 13
14 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
Early Childhood Care and Education
Action Plan
Introduction
The acceptance of this Report by City Council is the first step in the implementation process.
Continuing work to implement these actions will be necessary in order for them to have a
lasting impact. The following section describes how “potential options for future City role,
actions and strategies” should be carried out.
The following principles guide implementation:
Implementation can take time, especially when needed resources are limited and required for more than one
program.
While the Action Plan identifies specific programs, implementation measures may be adjusted over time based on
new information, changing circumstances, and evaluation of their effectiveness, so long as they remain consistent
with their original intent.
Implementation may require future BFO allocations, and state and federal funding.
Priority Actions and Strategies
The Priority Actions and Strategies outlined in this plan are organized into two key time
frames:
Near-term Actions – Before the next City Budgeting for Outcomes cycle (2011 through 2012).
Longer-Term Actions – Years following the next Budgeting for Outcomes cycle (2013 and beyond).
The following table identifies the recommended actions and strategies within these time
frames.
Near-Term Actions
The near-term actions are efforts that will quickly follow in 2011 through 2012, before the
next City Budgeting for Outcomes cycle (2013/2014). They are divided into two categories:
items that require City Council action and administrative items. Top priorities have been
identified by the planning team based on citizen feedback, general estimates about staff
resources and City Council comments from the October 25, 2011 Work Session. City staff has
estimated the order of magnitude of the resources required for each of the potential actions,
as follows:
$ - requires in-house staff time, minimal public process.
$$ - requires more staff resources, time, and dollars for research and study; may need
consultant services; may include deferral of current revenues; and, some public process to
implement.
$$$ - requires most staff resources, time and dollars; may depend upon future BFO
allocations, state or federal funding; and, significant public process to implement.
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 15
NEAR-TERM ACTIONS: 2011 AND 2012
Near-Term
Action item Description
Resource
Estimate
Lead
Responsibility
City Council Action Items
1. Add New
Policies to
Existing
Plans
(PRIORITY)
Explore adding new policies in existing plans,
e.g. City Plan, Economic Action Plan, and the
Consolidated Housing & Community
Development Plan, addressing topics such as:
Site child care facilities near
employment centers, homes, schools,
community centers, etc. (City Plan).
Encourage and educate employers to
support child care for their employees
(City Plan).
Encourage retention of existing and
development of new child care facilities
in neighborhoods (City Plan and
Economic Action Plan).
Incorporate child care and social
services into affordable housing, activity
centers, and transportation hubs (City
Plan and Consolidated Plan).
Give priority of local funding
(CDBG/HSP) for child care services,
particularly for low income families
(City Plan and Consolidated Plan).
Encourage partnerships that support
early childhood care and education (City
Plan).
$ Advance
Planning
and
Economic
Health
2. Remove
Barriers in
Land Use
Code
(PRIORITY)
Explore removing potential barriers to the
construction or new centers in the Land Use
Code; for example, explore barriers resulting
from the City’s “change of use” regulations.
$ CDNS
3. Create
Incentives
in the
Developme
nt Review
Process
(PRIORITY)
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 17
NEAR-TERM ACTIONS: 2011 AND 2012
Near-Term
Action item Description
Resource
Estimate
Lead
Responsibility
4. Encourage
Child Care
Facilities in
the TOD
Overlay
Zone and
new PUD
regulations.
Explore promoting child care facilities in the
City’s Transit Oriented Development overlay
zone and in the new planned unit development
regulations (under construction).
$ CDNS
5. Amend
Land Use
Code:
Review
Procedures
for new
Child Care
facilities
Explore amendments to the Land Use Code such
as adding child care centers to the list of
permitted uses in the Neighborhood
Conservation Low Density zone district subject
to administrative review; and, in all four of the
zone districts which permit child care centers
subject to review by the Planning and Zoning
Board, make them subject to administrative
review.
$ CDNS
6. Expand
Duties of a
City Board
to Include
Early
Childhood
Issues
Explore expanding duties of an existing board
or commission to include early childhood care
and education.
$ City Clerk
7. City
Financial
Incentives
(PRIORITY)
Explore utilizing City financial incentives (e.g.
tax increment financing) to the provision of
child care facilities.
$ Economic
Health
Administrative Items (no City Council action required)
18 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
NEAR-TERM ACTIONS: 2011 AND 2012
Near-Term
Action item Description
Resource
Estimate
Lead
Responsibility
11. Economic
Information
in City
Materials
(PRIORITY)
Explore imbedding economic information about
early childhood care and education in business
and economic development marketing
materials.
$ Economic
Health
12. Inform
Developme
nt
Community
(PRIORITY)
Explore opportunities to educate/inform
development community about early childhood
care and education, particularly low-income
housing developers, and businesses employing
low income persons.
$ Various –
Economic
Health,
Advance
Planning,
and CDNS
Longer-Term Actions
The longer-term actions are efforts that will occur several years following the upcoming
2013/2014 Budgeting for Outcomes cycle. They are divided into two categories: items that
require City Council action, and administrative items. Funding for these actions will be based
on the next Budgeting for Outcomes cycle. Top priorities have been identified by the
planning team based on citizen feedback, general estimates about staff resources, and City
Council comments from the October 25, 2011 Work Session. City staff has estimated the order
of magnitude of the resources required for each of the potential actions, as follows:
$ - requires in-house staff time, minimal public process.
$$ - requires more staff resources, time, and dollars for research and study; may need
consultant services; may include deferral of current revenues; and, some public process to
implement.
$$$ - requires most staff resources, time and dollars; may depend upon future BFO
allocations, state or federal funding; and, significant public process to implement.
LONGER-TERM ACTIONS: 2013 AND BEYOND
Longer-Term
Action Item Description
Resource
Estimate
Lead
Responsibility
City Council Action Items
1. Earmark
General
Funds
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 19
LONGER-TERM ACTIONS: 2013 AND BEYOND
Longer-Term
Action Item Description
Resource
Estimate
Lead
Responsibility
2. New
Incentives
(PRIORITY)
Explore new incentives for existing child care
facilities to provide sliding scale reduction to
parents. The scale decides how much a family
will pay based on their income, family size, and
number of children in care.
$-$$ Advance Planning
3. New Land
Use Code
Provisions
(PRIORITY)
Explore new Land Use Code regulations and/or
incentives for sitting facilities such as near
transit and major employment centers.
$-$$ CDNS
4. Monitor
State/Federal
Legislation
Explore monitoring and advocating for early
childhood care legislation and funding at the
federal and state level; and, in particular with
regard to easing unnecessary/overly restrictive
State rules and regulations and licensing
requirements.
$$ City Manager
5. New Child
Care Centers
in South Fort
Collins
(PRIORITY)
Explore opportunities to collaborate with public
and private organizations in the funding and
potential construction of one to two new child
care center facilities in “south Fort Collins” and
in the Mason Corridor, primarily serving low
income families.
$-$$$ City
Manager
6. Long Term
Funding
Explore long term funding options, such as a
special sales tax (consider combining early
childhood care and education, human services,
and affordable housing).
$$$ Finance
7. Transit
Service and
Operations
Explore increasing hours of operation and
frequency so that parents can get their children
20 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION
LONGER-TERM ACTIONS: 2013 AND BEYOND
Longer-Term
Action Item Description
Resource
Estimate
Lead
Responsibility
10. Incubate
New Child
Care
Providers
(PRIORITY)
Explore opportunities and partnerships
(Chamber of Commerce, CSU, SBA, etc.) to
incubate child care centers, such as business
management and “back office” training to child
care providers; and, actions to foster the
creation of a number of family child care
homes.
$$ Economic
Health
11. Community
Partnerships
(PRIORITY)
Explore community partner(s) opportunities,
such as the ECCLC, to take the lead role for
early childhood care and education in our
community; provide child care information to
the City, employers, employer organizations,
and employees; conduct periodic survey and
analysis of families and demographic data to
determine anticipated child care needs; and,
monitor and advise the City on state and federal
legislation. Consider City support and
partnership opportunities, where appropriate,
for instance underwriting events and studies.
$-$$ City
Manager
12. Disaster
Relief
Planning
Explore child care in the City’s disaster relief
planning.
$$ Poudre
Fire
Authority
13. Transit Hubs
(PRIORITY)
Explore linking transit hubs and routes with
child care facilities.
$-$$$ Transfort
14. Federal
Construction
Grant
Opportunitie
s
Explore federal grant opportunities for building
new centers.
$$ Advance
SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION 21
Planning
15. Insert
“Education”
Value into
City
Programs and
Facilities
(PRIORITY)
Explore opportunities to insert the value of
“early childhood education” in City programs
and facilities that may be used as surrogates for
child care
$-$$ Recreation
15. City of Fort
Collins as
Model
Employer
Explore conducting a survey of City employees
regarding their need for child care services;
explore expanded child care benefits; explore
offering child care learning opportunities; and
explore adding a link in City Net for child care
information.
$$-
$$$
Human
Resources
to child care and still be at work on time.
$$$ Transfort
8. Needs
Assessment
for New
Development
(PRIORITY)
Explore conducting a child care needs
assessment for new development projects.
$$ Advance Planning
Administrative Items (no City Council action required)
9. Federal/State
Transit
Funding
Explore federal and state transportation grant
opportunities.
$$-
$$$
Transfort
Explore increasing General Fund contributions to
the City’s Human Services Program Fund
earmarked for child care services, particularly
for lower income families.
$$$ Advance Planning
8. Prepare
Information
for How to
Start a
Child Care
facility
Explore preparing information, e.g., a planning
guide, for how to start a child care facility,
addressing Land Use Code and building code
requirements, funding opportunities, links to
other child care resources, etc..
$-$$ CDNS
9. City
Outreach
and
Education
Explore partnering with child care centers
utilizing their facilities for City outreach and
education activities.
$
Various -
Recreation,
Police
Services,
and SRTS
10. City Plan
Monitoring
Program
Explore adding an indicator to the City Plan
Monitoring program regarding early childhood
care and education.
$ Advance
Planning
Explore creating incentives for construction of
new child care centers (particularly those
serving low income families) such as currently
provided for affordable housing projects,
including priority processing, impact fee delay,
development review fee waiver, administrative
construction fee waiver, etc..
$-$$ CDNS
16 SUSTAINABLE COMMUNITY DEVELOPMENT: EARLY CHILDHOOD CARE AND EDUCATION