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HomeMy WebLinkAboutagenda.council.joint.20110201 MEETING AGENDA February 1, 2011 4 PM Council Chambers JOINT WORK SESSION OF CITY COUNCIL & BOCC 4:00 Library Expansion Plans 4:45 Child Care Funding 6:00 Adjourn AGENDA ITEM SUMMARY JOINT SESSION DATE: February 1, 2011 AGENDA ITEM TITLE: Galena Plaza — Conceptualization Update and Conceptual Plans for the Proposed Library Expansion STAFF RESPONSIBLE: Kathleen Chandler, County Librarian ISSUE STATEMENT: Following an update about progress on the Galena Plaza/parking garage roof repair, members of the library's design team will present conceptual plans for the proposed expansion of the library. BACKGROUND: In the past two years the Library Board has worked with a library consultant to consider the future needs of the Pitkin County Library. A series of community focus groups were convened, and a strategic plan was accepted that included a recommendation that the library engage the services of an architect to assess options for reconfiguring the current building as well as assessing the potential to expand the library. Last spring the Library Board selected a team of architects who will present the results of their work to date to the joint meeting of the City Council and the Board of County Commissioners. LINK TO STRATEGIC PLAN: This project is tied to four of the strategic issues in Pitkin County's Strategic Plan. Those issues and the specific goals are— SAFE AND HEALTHY COMMUNITY • People have access to services they value to lead a safe and healthy life. • People have access to information to lead rich and productive lives COMMUNITY INVOLVEMENT • Pitkin County will build awareness of county -wide issues and programs through the web, radio and television broadcasting, and regular productions resulting in informed involvement of citizens. ORGANIZATIONAL EXCELLENCE [Category: County Facilities] • Design and build centralized facilities that will allow the County to provide high -level customer service with operational efficiency, promote innovation and team building across County Departments, provide functional public meeting space, and allow the County to meet the needs of expanding customer service requirements. • Ensure facilities are renovated and constructed as environmentally responsible as practical. FISCAL SUSTAINABILITY • Develop revenue and partner with other entities to fund achievement of the Strategic Plan's goals. KEY DISCUSSION ITEMS: The goal of this joint session presentation is to familiarize the members of City Council and the Commissioners with the recommendations made by Library Consultant Susan Kent to modernize the facility, with the work done by the architects to meet the goals set forth in the strategic plan, and with the joint efforts underway between the library design team and the City Galena Plaza team. BUDGETARY IMPACT: The library currently has $5.3 million in its endowment fund (from bequests received in 1997 from the estates of Alice Price and Doris Denker), roughly half the estimated costs for the project. Staff are still investigating the operational costs a larger facility will generate. RECOMMENDED ACTION: Staff recommends that the elected officials direct the library design team to continue working in concert with the Galena Plaza design team. ATTACHMENTS: ✓ Pitkin County Library Proposed Facility Reconfiguration and Expansion ✓ Library Powerpoint Presentation to the Joint Session Pitkin County Library Proposed Facility Reconfiguration and Expansion Introduction: As one librarian said, "Most people love the library the way it is right now, but we could be so much more!" The Pitkin County Library's building is 20 years old, and libraries are changing. One need only go as far as Basalt to experience the way architects and librarians are redesigning library spaces to be friendlier, less imposing and more spacious, welcoming places than they were in the past. Libraries are no longer just warehouses for books. At our recent community focus groups, people said they want this library to be the cultural center of the community. Technology is important, but so is the way the public interacts with the collection. People want to be able to serve themselves, not rely on staff for help. They enjoy coming to a library in search of one item, but leaving with many they would never have thought of borrowing, because they have been enticed by the face -out display of the book jackets. To encourage people to read, libraries need to have room to market their collections much as a bookstore does its stock. Study Background: In 2009, the Board of Trustees of the Pitkin County Library selected Susan Kent, an experienced library consultant, to assist them in developing a multi -year strategic plan that would establish priorities for the library, its services, collections, technology and facility. Kent worked with library staff and Trustees and conducted a participative and collaborative process that involved the community of Aspen and Pitkin County. Kent also assessed the collection, reviewed the current building for functionality, organization and layout. The Need: Kent's report identified a number of problems with the way the present facility functions: "On the lower level, in the children's area and the music room, some of the space is crowded, unattractive, and poorly laid out." The children's room needs substantial improvements, which will require additional space for new programming needs as well as additional computer space for children of varying ages. "The building currently has three entrances, an unusual configuration with inherent security issues. The entrance in the children's room means that critical floor space is used as a diagonal path through the room by many adults who use that entrance as the closest area to the circulation desk for the media collections, creating both an intrusion in the layout of the space and a potential security issue of having adults in a space that is used primarily by children." There is also a security concern with the isolated and remote area that contains the media and music collection. Kent also noted that there are limited comfortable seating and reading areas in the building, the windows are high and placed so that it is difficult to see outside the building, the book stacks are high and close together (which limits accessibility and presents challenges in complying with ADA requirements), the young adult area is cramped, the service desks are large and poorly positioned, and there are no small group meeting spaces which are "much in demand" as reflected by the numbers of people who brought up this issue in the focus groups and community meetings. The report recommends that those parts of the collection that generate the most use should be housed on the main floor of the library. Media, children's materials, and fiction are the most heavily used components of the collection but they are housed in a maze of rooms on the lower level and on the mezzanine. In the series of focus group meetings that discussed the future of the library, the public requested more comfortable reading and work areas, more flexible meeting spaces for small groups, the availability of coffee and tea in the library, a young adult's (ages 12 -18) section for the library, a meeting room that could be available to the public outside of library hours, and indoor and outdoor spaces that take advantage of the beautiful mountain views. They also requested enhanced community partnerships and more library programming. Following the weeklong series of public focus groups with about 100 people in attendance, the Library Board worked through a strategic planning process to establish what roles the library should strive to fill in the community. The four roles are: • Satisfy Curiosity; Lifelong Learning • Create Young Readers; Early Literacy • Stimulate Imagination; Reading, Viewing, and Listening for Pleasure • Visit a Comfortable Place; Physical and Virtual Spaces In working with an architectural team, the Board has kept these roles in mind while looking at ways the structure might be reconfigured to meet our needs. Architectural Study: In 2010, the Pitkin County Library Board of Trustees engaged the services of Willis Pember Architects and Humphries Poli Architects to assess the current library facility and to address options for renovation/reconfiguration and/or expansion. The architects and Kent worked on several design scenarios that were then presented to the Trustees. After studying the several design scenarios presented by the library's architects, the library has selected an option to expand with two floors onto the top of the parking garage. This would add 9,400 square feet to the current building along with a renovation of the existing 31,900 square feet. This option comes closest to meeting the library's need for approximately 10,000 square feet of additional space to meet current and future requirements. The cost estimated to construct the project at this time is in the range of $10,000,000. Objectives met by the design selected by the Library Board: Evelyn R. Flug Children's Room —Circulation of children's materials makes up 30% of the use of the library collection. Relocating the Children's Room to the main floor would position this highly used resource in a prime spot as is recommended by Kent's report. Other benefits would include the creation of more space to house a small story hour room within the children's area, the addition of space for an early literacy activity center for preschool children including amenities like a small puppet stage, fun seating for kids to really get comfortable and read, and room for more computers designated for various age groups. Moving the Children's Room from the present Mill Street entrance would eliminate the risk of small children wandering unattended out of the room and into traffic; and, for security purposes, not having the children's room be an entry point for adults coming into the library. Also as the room is now situated, much of its space is used as a hallway into the music library, and much of the Children's Librarian's time is spent checking out media to adults instead of helping children and parents use the collection. Lower Level —As Kent pointed out in her report, the lower level of the library is poorly laid out and is confusing to users. It houses two of the library's most highly used collections (children's - 30% and media -40 %) that should be located on the building's main level. The way the space is broken up presents security issues for the public and staff. Locating more of the staff work areas in the lower level creates more staff traffic to increase supervision of the area while opening up for public use more of the upper level windowed areas, currently occupied by staff workrooms. The new plans totally open up the lower level to the adult non - fiction collection. This new space would allow the entire collection to run sequentially without the breaks from one side of the main floor to the other that now cause library users to often need help when looking for a book. Meeting Rooms —One idea that was repeatedly brought forward by attendees at the community meetings was the need for a meeting room that could be entered and exited separately from the rest of the library so that it could be used outside the regular hours of library operation. Many people attending the library's focus groups asked for a meeting room with windows. Placing a new meeting room on the public square that it is hoped will be created on the roof of the parking garage will add to the vitality of that area. Small meeting rooms throughout the building would also be welcome and much - needed additions. The library is a popular place for volunteers to work with people learning English as a second language, for tutors to work with students, and for students to work collaboratively on projects, and there is no good space for any of this to happen at present. Music Room —The new plans for the library would make it possible to either retain a special area on the main floor for the music books and CDs, or, if desired, for the circulating music books to be shelved with the rest of the non - fiction books, and the circulating music CDs to be shelved with the rest of the media. In either case, the valuable, archival materials could be placed in closed stacks and retrieved on demand, a demand that occurs most usually in the summer when the music faculty and students are in town. This reconfiguration will free up library staff. Instead of staffing a separate music room, library staff can then be reassigned to a new, expanded young adult area and other areas of the building to meet growing needs for assistance to the public. Young Adult Area —The library's young adult collection has grown rapidly in the past few years, as has its usage. Formerly housed in the Children's Library, this collection was moved to the mezzanine a few years ago, expanded earlier this year, and continues to need more room to grow as well as its own small group meeting rooms so that students can work collaboratively on school projects. Check In /Check Out —The trend in libraries is to have small public service stations rather than large desks. Relocating the circulation desk would give staff better views of the library entrances and would allow people entering the building to immediately see the place to go for help. In many libraries as much as 90% of materials are checked out by the public on self -check stations. A redesign of the library would result in one centralized location for materials to be checked out. Better situated self -check units would result in freeing up more staff time for developing the collection and on -line resources, for planning programs, and for working with the public in their use of the collection and technology. Exterior Spaces — Suzanne Richman from Design Workshop has been working with the architectural team to identify changes that would enhance the library's setting. The City plans to realign the alley on the south side of the building that is used by the shuttle and the City may vacate the alley leading to the parking garage on the library's north side. These changes may make other improvements possible such as a wide walkway leading to the park on the roof of the parking garage. Suzanne has suggested better outdoor signage and simple changes to the front yard of the library that will make the building more visible to people not familiar with the library's location. At the library focus groups, many people requested outdoor reading areas. These are included in the new plans. There is also the potential for an improved interface between the library and Galena Plaza, enhancing views out from the library and creating activity on the plaza. Relation to the City Parking Garage and to the Park on Top of the Parking Garage —It has long been the plan for the library to construct the support necessary to hold the library expansion at the time the City embarks on repairing the roof of the parking garage. Engineering reports show that the needed support can be located along the interior wall of the parking garage that is 60' from the library, and the City has expressed a willingness to be flexible in the library's use of its 44' easement if such flexibility will benefit both agencies. By stepping the proposed expansion out further in some spots, pulling it back in others, the architects have proposed an expansion that results in the same area, but that takes advantage of the setting and adds to the interest of the top of the parking garage. The library has been meeting with representatives from the City's Parks Department and the Parking Department to make this a collaborative project. The library is very interested in helping to make this plaza a pleasant space that will entice visitors and help move pedestrian traffic across Main Street to the library, as it is located just on the fringe of the downtown area. A library expansion onto the top of the garage at the time the City is repairing the leaks will save the City from having to reseal and re- vegetate that portion of the roof upon which the library will build. It may be easier, too, for residents of the neighborhood to have all of the construction done at one time. History: The present library opened on September 22, 1991, with an easement to expand to the east 44 feet onto the roof of the City owned parking garage. The Library Board has been monitoring the plans to repair leaks in the roof of the parking garage since 1999. The County Librarian has attended meetings of the Civic Area Master Plan Committee and then meetings of the ZG Master Plan Committee that have taken place over a ten year span of time. Conclusion: The Board of Trustees and staff of the Pitkin County Library have focused on the future of the Library as a forward- looking center for culture and education and a place to nurture the love of reading and community. The people of Aspen and Pitkin County were involved with the development of the ideas and goals for the future of the public library and clearly expressed their commitment to the institution and its need to grow and innovate. The design option for expansion and reconfiguration selected by the Board of Trustees best meets the needs expressed by the people who participated in the broad community engagement process. It also reflects the latest in contemporary public library design and environmental goals. Numbers Library Journal designates 258 of the 7,207 public libraries in the United States as "Star Libraries." The Pitkin County Library achieved "star" status with these use statistics from 2009: • 191,117 items checked out • 261,651 visits to the library web page • 18,542 registered borrowers • 7,161 people attending library • 295,383 visits to the library programs • 83,898 appointments on the public • 488 students participating in the computers summer reading program 1 1 ii .. , 1 . L H � � it. I s • r . 7+ T Z > s u u L < 0 N = � = uu L f L L O j -I t .. __ / Z + . i • L n/ G 11 s C • I— L = E E ' a Z w W U �_ CO = r , , D L1l LL a) , Iv\ . ,,ito , 0 : c . � \ V .r Z I j: . s Co) 1 .. • f � r ''. . • I, .. A • ill .• lb 14, N I � . o_ Z ' s L1J ._� r N. Q , • '` f '• V . 4 i boo' r , r `' t om 1' O N CO \ F'.. . J F H . -64# , 44 A „ I it I V 0 t . .1 ikf; . '. . 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O E J Q u 4••+ N • 0A ++ V Q U co U 13 cu 'ci N a C 0 ` Ce Q CD CI. • • • 1 THE CITY OF ASPEN MEMORANDUM TO: Mayor and City Council / Board of County Commissioners FROM: John Laatsch — Project Manager THRU: Randy Ready — Assistant City Manager and Scott Miller — Capital Asset Director DATE OF MEMO: January 26, 2011 MEETING DATE: February 1, 2011 RE: Galena Plaza - Conceptualization Update REQUEST OF COUNCIL: Staff is seeking to update City Council and the Board of County Commissioners of progress on the Galena Plaza/parking garage roof repair project and adjacent proposed Pitkin County Library expansion. Staff is further seeking to obtain concurrence to proceed with the project. PREVIOUS COUNCIL ACTION: City of Aspen Asset Department staff obtained Council approval authorizing the funds and staff time to provide primary design services for the comprehensive design of the roof restoration to the City's Parking Garage, revisions to North Galena Street, Library Alley and a plaza/roof expansion over the open second level of the garage. BACKGROUND: In April, 1998 Walker Parking Consultants were retained to review and report on the condition of the garage to protect the investment and to maximize the useful life of the parking structure in a cost effective and efficient manner. Short and long term repair recommendations were made both for the rooftop Plaza and the parking structure. Drainage issues for the plaza and the structure were noted in this report titled, "Condition Review." The 2005 Walker Parking Consultants report titled, "Plaza Level Walk Through Assessment," recommended complete removal of the existing plaza wear surface, sod, concrete and sidewalk pavers associated with the plaza to the limits of the foundation wall of the facility. The recommendations then included the installation of a new waterproofing system and concrete wear surface to the garage roof and a new plaza design surface. This work would extend the service life of the facility with a protective and sound waterproofing system. This recommendation was repeated again in the 2007 Walker Parking Consultants report, a supplement to the "Plaza Level Walk- Through Assessment." The 2007 report included an Opinion of Probable Repair Cost of $1,920,000. In September of 2008 staff obtained proposals from three firms to complete design services associated with this contract. Following interviews and evaluation of the proposals Carl Walker, Inc. was selected as the preferred consultant. Page 1 of 2 THE CITY OF ASPEN The design team, including staff from the Asset and Parks Departments, held a Community Open House at the Rio Grande building on May 20, 2010 with a 12:00 pm and a 5:30 pm session. The open house presented significant information in four areas: • Project Need: existing conditions of the garage and the garage roof waterproof membrane; • Value of the garage to the community and the monetary value of the garage; • Activity of the Pitkin County Library, including the report, "Library Use and Space Analysis" and considerations for possible plaza/roof expansion over the open second level of the garage; • Development of "sketch" concepts and identification of opportunities and constraints from numerous preceding meetings with agency and utility stakeholders. Utilizing the information that has been collected and direction from City Council, staff will develop various options /scenarios for a comprehensive design of the project. As part of this work staff will consider the constructability, cost and fulfillment of the project objectives. While the design options are being developed, staff will revisit with the stakeholders to solicit additional input and recommendations to the design options. Staff is proposing a schedule to complete this phase of work in late August 2011. City staff slowed the work effort to permit the Pitkin County Library to proceed with the "Library Use and Space Analysis" study and engage an Architectural Design Team. On July 12, 2010 the selected Library Architectural Design Team was introduced to city staff and staff introduced the Library Architectural Design Team to the work effort that had been completed to date for the Galena Plaza. City staff and the Library Architectural Design Team have been coordinating a linked design effort since July and will continue to do so as the library expansion and parking garage roof waterproofing/Galena Plaza projects proceed. RECOMMENDED ACTION: Staff recommends that City Council direct the design team to continue the design process thru Criteria Design Phase. CITY MANAGER COMMENTS: ATTACHMENTS: Attachment A — 22 image Powerpoint presentation: City project scope Page 2 of 2 „, •• ,J r s , W W ` s , P 111111 1 .. CI) 1 519 P 41111!!.1 . 1 11MID CD o Q i il PO a illi i7nH---' . 1 \\':.' N +a ''' ' ' ' i• „ :,,Iti„;--- ,, \\\,, i * , ' ' T - '..-e,4,,,. \ ' \ .• ..,.....„ l � Z 3 / 11�� --111 IIIT1114 ---4 il a ..�. I 0 ; . , { ” :. is •ti 4. • a _, 4 t—i cf) 1--t 1-ci L-11 0--, 8 .., n 0 n CD n v • H CD c am - P X t CD C E CD O CD o d. CD PhD n AD t- up CD CD --:'-'1 4", o \ . Ca CD Q , P c-r- f .�v►' It / /..1. -r; //t,, . p . .f ' A \ ''; / 1 ,_ 1 1 rc ,' -"? t.4 /311 \ 11..A =. ti N � W H w z W o H --4 � W H � g O p4z za x a 0 WW �W W W a H Q z =<1 � C3 E H o z ° P 0 Z z o z F_ z 41 H a cn PLi <4 cn 0 P4 H 1 H (� H Z W W I U H H E-� P4 H U .. 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M. , 4 ■.. : - , c.o, ,., ....., ,., l, t , k ,.. 'ire I! `' `•_ =,. a 1 i. c l � � � 1 Q ` \V r \*)1 C7 1 ..- ft .1 , 4* 1 ilitilf.4' -,..\ 1,: rit, ill'a ___ __ ‘.., ,, f - i i 4,14:vo.;,. I / 1 144//,/ - - i ' % 1 0 y 4 7 A , 1, il 4 , '"" ' .S L, ,„ ._ . '''' 1111'.. \\_.) \ •-:. .--,\; ) \ ,t.., ,,,, ..___ ... ________ AGENDA ITEM SUMMARY JOINT CITY /COUNTY WORKSESSION DATE: February 1, 2011 AGENDA ITEM TITLE: Child Care Assistance in Pitkin County STAFF RESPONSIBLE: Nan Sundeen, Shirley Ritter ISSUE STATEMENT: Increased client demand for the Colorado Child Care Assistance Program (CCCAP) has resulted in a projected deficit for Pitkin County Human Services in 2011. The State allocation of $81,476 will be insufficient to meet client child care payments and cover operating expenses. The Board of County Commissioners (BOCC) has requested a conversation with the City of Aspen Council (Council) to explain their decision to mitigate future County shortfalls by reducing the income eligibility level and capping the number of families that receive CCCAP benefits. In addition, the BOCC expressed a desire to talk further about how this decision will impact the Kid's First tuition assiistance program, how it will impact low income families in Pitkin County, and if there is an opportunity to work collaboratively to ensure that Pitkin families get the support they need for child care tuition. BACKGROUND CCCAP (Managed by Pitkin County Health and Human Services): CCCAP is a State mandated program that provides low- income families, with children under 13 years of age, a financial benefit that covers a portion of the family's child care expenses while the parent(s) is working, looking for work, attending GED or high school, or attending secondary education programs. CCCAP is funded by a mix of Federal, State and County dollars. In addition, parents pay 7 -14% of their household income toward the cost of care. Demand for CCCAP services increased by approximately 25% between the `09 and `10 State fiscal years -- from an average of 7 cases to 9 cases per month. Since July 2010, child care applications have doubled to the current caseload of 19 families per month and client payrolls (amount paid to child care vendors for direct service) increased an average of 224 %. It was estimated that client benefit payments would exceed the allocation within the next two months. Pitkin County expects to cover a $79,000+ shortfall in CCCAP this year with funds from the County general fund or fund balance. Counties have some flexibility in setting policy for CCCAP. On January 17, 2011 the BOCC considered the three primary options and made the following decisions. 1. Set an eligibility level ranging from 130% of federal poverty guidelines (FPG) to 85% of the state median income (approximately 295% of FPG). Pitkin County was serving families at 225% FPG and reduced the income eligibility to 185% FPG. All families currently in the pipeline that have an income higher than 185% FPG have been given a six month notice of this change. As of January 10, 2011, families applying for CCCAP who are over 185% FPG are being referred to Kids First. 2. Set a cap on the number of families served. Pitkin currently serves 19 families receiving CCCAP benefits. Pitkin County did not have a cap but the BOCC chose to implement a cap immediately at 13 families and a waitlist has been implemented. All families at or below 130% FPG and any teen parents must be supported regardless of any cap set by the BOCC. 3. Set child care provider reimbursement rates that do not fall below State mandated levels. Pitkin County continues to pay provider reimbursement rates that are well over the State mandated levels due to the cost of doing business in our community. The BOCC chose not to lower these rates. BACKGROUND FOR KIDS FIRST FINANCIAL AID Kids First offers financial aid to qualifying families to help pay the cost of childcare in Pitkin County. We pick up at the maximum income to qualify for CCCAP, now 185% of Federal Poverty Guidelines 1 • ( FPG). Staff has prepared a comparison between CCCAP and Kid's First Tuition assistance (See Attachment A: Comparison of CCCAP and Kids First Financial Aid qualifications.) Since 2009, the City's Kids First Fund has used reserves to balance its annual budget. This was done during the downturn in order to cushion program funding and in deference to the economy. While this was prudent during the downturn, the continued use of reserves would, over time, bring the fund balances below that required in the City's financial policies. So, Council instruction was to begin reducing the difference between current revenues and current expenditures so as to end the reliance on reserves to balance the budget. Beginning with budget planning in July 2010 we have had to make some reductions to the financial aid program and other contributions to childcare programs. In 2010 our financial aid budget for contributions to families was $321,000. This does not include staff or other department costs — total program revenues in 2010 were $1,276,727 and expenditures were $1,637,214. We added carry forward savings and savings from other budget lines in the amount of $127,000 in order to meet the contributions need; with a total paid out in 2010 of $448,000. This represents 54 families and 66 children and is nearly a 70% increase over 2009 financial aid funding of $309,855. Aspen City Council directed Kids First to reduce overall department spending in order to reduce the deficit spending experienced in 2009 and 2010 and projected in the out years. For 2011 Kids First has budgeted $338,000. At this amount we still show more overall expenditures than revenues in 2011, but are closing the gap as identified in our long -range plan approved by City Council. See attachment D. How was this done? The Kids First Advisory Board approved the following changes to the Financial Aid program in order to stay within 2011 budget. • Income cap of $90,000 or 400% of Federal Poverty Level (FPG) for a family of 4, would be applied to all applicants, whichever is lower. Previously we had been able to fund families up to 560% of FPG on a sliding scale • Kids First has increased the percentage that we estimate families are able to pay by 1 %. • Effective December 1, 2010, for new applicants and June 1, 2011, for current families. Kids First estimates these changes will save about $100,000 annually - however that will not be realized until 2012 since it does not go into effect for most families until June 2011. These changes will mean a reduction of 29 children of families in the higher income levels from August 2010. • Additionally Kids First has reduced funding levels to childcare programs in grants for quality improvement and incentives to staff for education and retention. Other operating costs, including Kids First staff wages and benefits have also been frozen or reduced since 2009. Impact of County reductions in CCCAP Clearly the BOCCs decisions to reduce the maximum income to qualify for CCCAP and cap the number of families receiving CCCAP will result in a financial impact to Kids First financial aid program. For example, if Kids First added 4 children between 185% and 225% FPG it would increase our cost by approximately S59,056 a year. If Kids First added 8 children at this lower income level, it would increase our cost by approximately $118,113. This BOCC CCCAP decision has forced Kids First to re- consider further adjustments, perhaps lowering the maximum income beyond what we have just lowered, in effect eliminating up to as many as 30 more families. Families at the lower income levels receive a much higher amount of financial aid than those at higher income levels, so we would have to drop more families at the higher income level to compensate for the increased cost for lower income families. Other possible budget reductions could include changes to the % parents are expected to pay, limiting Kids First Financial Aid to families who live or work in the city of Aspen, or capping the number of families served and creating a wait list. 2 Kids First Advisory Board and staff are committed to helping the neediest families, those who would otherwise be dropped from CCCAP, losing childcare funding as soon as they go over the maximum income, known as the "cliff effect." The current average daily cost to Kids First is $29.36 a day per child. This amount paid per child ranges from $5 a day up to $53 a day. Families at the lowest income level receive substantially higher Financial Aid based on their ability to pay. This high example is a family with a single parent, 2 children in childcare, making $41,208, who live in Aspen. The low example is a family with 2 working parents, 1 child in childcare, making $90,000, who live in Aspen. As you can see, Kids First would have to eliminate Financial Aid for several higher income families just to be able to support one family at the lowest income. The average daily rate for families in the 185 -225% FPG is $44.88. Using the average cost at this income level, Kids First would be able to serve only 30 families, effectively cutting the number of families served by Kids First in half. DISCUSSION Neither the BOCC, nor City Council made these decisions to reduce eligibility lightly. However, the BOCC desires an open discussion about how these decisions were made, how Pitkin County families will be impacted and whether there is interest in future strategic planning to reduce the impact of any benefit reductions to working Pitkin County families using licensed childcare programs and insure that all decisions fit into the larger picture of social service delivery in Aspen and Pitkin County. LINK TO STRATEGIC PLAN: Safe and Healthy Community- Goal 3 Pov erty and other barriers to individual and community life satisfaction will be diminished KEY DISCUSSION ITEMS: 1. Ensure that elected officials are clear about how CCCAP and Kids First tuition assistance are different, but work together as a safety net for families 2. Determine if there is agreement that City and County want to continue to support families with young children - working families and low income families with local tax funding -who's responsibility is it to serve what population, and how will these services be funded— now and in the future. 3. Determine if there is agreement to work together to create a strategic solution that maximizes support to families who need help paying for childcare and identify how childcare fits into the larger social service funding arena. 4. Agree to a timeline for these changes to be effective. BUDGETARY IMPACT: To be determined. RECOMMENDED BOCC ACTION: Identify common interests with City Council and identify a joint intention for comprehensive strategic planning regarding how we address the burgeoning demand for child care tuition assistance in Pitkin County. Attachments: A. Qualifications to receive childcare assistance - comparison Kids First and CCCAP B. Federal Poverty Levels with monthly and annual income to qualify C. Kid's First Data Summary D. Kids First department long range plan approved by Aspen City Council 3 Attachment A Qualifications to receive childcare assistance - comparison Kids First and CCCAP CCCAP (In Pitkin County) Kids First Financial Aid Families must live in Pitkin County Families must live or work in Pitkin County Families may be working, students or looking for Both parents must be working, and must work on work the days Financial Aid is awarded Families may use licensed or exempt childcare Families must use licensed childcare in Pitkin County regardless of county Counties can determine income eligibility for Families must qualify financially at an income CCCAP between 0 and 295% FPG. In Pitkin County between the maximum for CCCAP and 400% FPG families must qualify at an income below 185% FPG Currently capped at 13 families at which point a Currently no cap on the number of families who wait list is established. To cover children 13 or may receive Financial Aid. younger. Families must provide a competed application Families must provide a completed application including income verification, immunization including previous year's 1040, employer issued w -2 confirmation, client responsibility agreement, or 1099, current pay stubs, affidavit showing legal proof of child's residency residence in Colorado, and employer verification form. Families are required to submit paperwork to be New applications are reviewed by a Financial Aid re- determined every six months committee quarterly; all families are required to re- apply each year by May 1 with new information including 1040 forms. Families making 130% of poverty or less and teen Kids First Financial Aid committee will add applicant parents must be served by CCCAP if they meet all interviews in 2011, in addition to staff intake other eligibility criteria. questions. CCCAP is funded by a combination of Federal, Calculates the families ability to pay, then pays the State and County dollars. 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E 73 0 O > as o W O (� L L (Q Q) (tS R N C C (� U U J (0 ( U 'a p er- � E� E� c Z (U O O CU O C 3 = 3— 73 RS ›- LL EA (& EA 6c} EA z LL 64 64 EA EA EA c Z 0 Z V U) w = N M Cr (f) (D __I N M Tt (n CO N (�') V• Ln (n co (O N CO d U) 1.41 QD CO 0 E CD as Z N (n 2 * U. Q *t LL Q * LL *A LL i Kids First data summary January 2011 Attachment C Cities where families receiving Kids First financial aid live, showing the average annual income and the average amount of childcare cost paid by Kids First for those families. Average Average of 2010 *For example - The average income of Where families lively of % Aid annual Income # families families (30) living in Aspen is Aspen 47% $60,451 30 $60,451, and for those families served Basalt 48% $60,551 6 Kids First pays an average of 47% of Carbondale 53% $68,826 13 their childcare cost. El Jebel 79% $41,208 2 Glenwood Springs 60% $63,132 1 New Castle 63% $34,560 1 Snowmass 28% $51,700 3 Snowmass Village 51% $60,367 7 Woody Creek 22% $75,132 1 Grand Total 49% $61,008 64 Amount of childcare paid by families and by Kids First based on 185 -225% income range for a family of 4, assuming $60 tuition. $70 $60 $50 $40 $30 $20 $10 $0 , to to to t 2 t 2 C R r t h ■ Kids First pay • Parent pay t nra E. s a r a g a r e 4 t ma »o a s g a =:? 01 a 9 T '-i R a 3 " '4« I S E C • r:i e ii a E 3 8 m E 6 a 6 F4 E$ ^ai m! g a8rt ai S i N N 2: . '51 9 " ri i " a e a 8 "' "' n i a P itn 4 " a " „ i S 2,14 B S F " a • §§ 4 8 g E, m a a a a a„5 s - w , n. ' " s a e a " a ' ag. 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