HomeMy WebLinkAboutAgenda - Economic Development Committee - 04/11/2023South Burlington Economic Development Committee
Room #301 at 180 Market St
South Burlington, VT 05403
AGENDA
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committee04-11-2023
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Tuesday April 11, 2023 5:30 PM
1.Welcome, agenda review and approval
2.Public comments on items not on the agenda
3. ***Approve minutes from January 4, 2023 EDC Meeting
4.*** Prepare for April Childcare ARPA funding discussion with Woodstock EDC
5.Update on data collection/economic dashboard efforts
6.Involvement with Climate Action recommendations
7.Ways to increase engagement with the business community
8.Adjourn (approx. 7:00 pm)
***Attachments included
SOUTH BURLINGTON ECONOMIC DEVELOPMENT COMMITTEE
JANUARY 4, 2023 DRAFT MINUTES
Members present: John Burton, Ken Linge, Sriram Srinivasan, and Charles Johnston
Members absent: Tom Bailey, Linda Norris, Michael Biama
Others in attendance: Jessie Baker, City Manager & Ilona Blanchard, City Development Director.
John Burton welcomed all and called the meeting to order at 5:30 PM.
1. Welcome, agenda review and approval
2. Public Comments on items not on the agenda: There were no public comments.
3. Approval of minutes of December 13, 2022 meeting: Ken Linge moved to approve the minutes
of the December 13, 2022 meeting. Sriram Srinivasan seconded the motion which was approved
unanimously.
4. City Center TIF District & Bond Vote Presentation by Ilona Blanchard: Ilona presented the details
about the upcoming bond vote and based on the evidence presented the committee found that
the TIF District funding is a useful economic tool to revitalize and reinvest in the community.
5. Housing in Commercial and/or Industrial Areas (Request for Feedback from the Planning
Commission): John provided a list of notes from previous working meeting. Reviewed
Chittenden County: Commercial & Industrial Properties Overview by GBIC. Discussed limited
availability within existing zoned Industrial Land. The committee was in favor of recommending
that the Planning Commission discuss these potential changes with existing industrial and
commercial businesses to get feedback on possible ramifications of the changes. John requested
any additional comments be sent to him before the next meeting.
6. City Plan 2024: Discussion of upcoming 2024 City Plan Community Conversation: Jobs, Business,
& the Economy meeting. There will be a public facilitator at the meeting and a posted agenda.
Members are encouraged to attend to listen and provide feedback. Community survey to be
posted. Discussed current goals and objectives in 2016 Comprehensive Plan. Committee
members were asked to evaluate the Economic Development section of the old 2016 plan and
send John thoughts on the best Economic Development goals for the new plan by next meeting.
7. Scheduling Next Meeting; Adjournment: 2024 City Plan Community Conversation: Jobs,
Business, & the Economy will take place during the next Scheduled Meeting on February 7th,
2023 at 7 pm. Ken moved to adjourn the meeting and Charles seconded. The meeting adjourned
at 7:10 PM.
Town of Woodstock
Select Board Meeting
January 17, 2023
6:00 pm
Town Hall & Zoom
Agenda
A.Call to order
B.Citizen Comments
C.Additions to & deletions from posted agenda
D.Manager’s Report
1.General Report
2.Financial Report (pp 3-5)
E.New Business
1.Town Report Discussion
a.Cover
b.Dedication
2.Town Meeting Discussion
3.EDC Funding Proposal for Child Care (pp 6-59)
4.Consider Replacing Listers with Appointed Accessors
5.Manager’s Goals & Objectives (p 60)
F.Other Business
G.Board of Sewer Commissioners
1.Sewer Abatement Request – Sollinger – 20 River
Street (pp 61-64)
H.Approval of minutes
1.1/3/23 minutes (pp 65-66)
2.1/10/23 minutes (p 67)
I.Adjournment
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EXPANDING CHILD CARE CAPACITY
FOR
WOODSTOCK RESIDENTS AND EMPLOYEES
Report of the EDC Working Group
December 15, 2022
6
WOODSTOCK ECONOMIC DEVELPOPMENT COMMISSION
REPORT OF CHILD CARE WORKING GROUP
12.7.2022
On December 15, 2022 the EDC will hold the final in a series of public meetings to discuss the
grant applications of the Rainbow Play School; Woodstock Christian Child Care; The Community
Campus; and Bridgewater Child Care, the purpose of which is to expand childcare capacity for
Woodstock residents and employees.
Background and Process: Our Working Group was established this past spring after the
Woodstock Economic Development Commission identified the availability of Child Care as one
of its five priorities for major initiatives. We initially met to determine a plan of action which
included documenting the extent of unmet demand, investigating the current supply of child
care spaces, and then deciding if we could assist the current providers, or any other interested
parties, devise solutions.
We initially met with representatives of Let’s Grow Kids (https://letsgrowkids.org) who have
done a superb job of documenting the problems and spearheading state -wide initiatives
(mainly through work with the Legislature). We met with Brenda Metzler and Lucia Campriello
by Zoom, and in person, several times, and they provided great background information,
guidance and help. It was clear from these meetings that the lack of child care availability is a
crisis state wide.
We reached out to the public throughout the summer and fall, and held three well publicized
Zoom meetings which gave us significant input from parents, child care professionals and
providers. We got a great deal of first-hand information about the difficulties parents who lived
or worked in Woodstock were having getting adequate child care, and became aware of the
total absence of after school programs for pre-k children. We even found that a number of
young parents were considering moving out of the Woodstock area due to the child care
problem.
One major finding that came from this phase of our work was that the focus of child care need
was for the age 6 weeks to 3-year category, and that the crucial need for the kids in the public
school pre-k programs (age 3-5) is for after school programs. Unfortunately, our local public
schools have cancelled all their after-school programing this year due to lack of staffing.
As part of our information gathering efforts, we conducted two well publicized surveys, the first
in mid-summer was only for Woodstock residents and it showed us that at least 43 local kids
were unable to get childcare due to lack of availability. Also, 48 (out of a total of 104
respondents) said that one or both parents was either partially or totally out of the work force
so that they could take care of their kids at home.
7
The second survey was conducted this November and included parents who either resided or
worked in Woodstock (we feel non-resident Woodstock workers are an important group to
include when we examine economic impact). There were fewer respondents but similar results,
with a total demand for 45 additional childcare spaces for kids under age three, and 23
additional spaces needed for after school programs. And due to the relatively small number of
respondents, we suspect that even these significant numbers are substantially understated.
We also investigated the size of local providers’ waiting lists, and found that each one had
sizable numbers (one provider had 80 kids on their list). There is some issue of duplication
when comparing all four waiting lists together, and some lists contain names of kids not yet
eligible, but the fact of very sizable waiting lists was consistent with all providers.
Key to our efforts was meeting in person (often several times) with representatives of all the
local providers who expressed interest in expanding their child care spaces: Lauren Matz (Chair)
and Kelly Barger of Rainbow Play School; Ruth Brisson (Director), Keri Bristow (Chair) and
Brenda Metzler at Woodstock Christian Child Care; Elizabeth Reeves (Chair), Logan Radde
(Director), Tesha Buss and Marlene McNamee of The Community Campus; and Krisitiana
Birmingham (Director) of Bridgewater Child Care.
Further, so as to investigate the possibility of having the local schools provide after school
programming as they had in the past, we met with Sherry Souza the Superintendent of Windsor
Central Supervisory District, and Maggie Mills, principal of the Woodstock Elementary School.
Unfortunately, there appears to be no immediate solution involving the public schools, so we
decided to continue with our efforts to assist the after school programming proposals offered
by our local providers.
Our Working Group came away from all these many meetings with a huge appreciation of the
excellent work all these organizations already do under difficult economic circumstances. And
as we worked with each of them to craft complete and compelling grant applications, we
became convinced that if the EDC and Selectboard approve their requests, there will result a
very significant documented increase in the availability of child care in the 6 weeks to three-
year -old age group, as well as a sizable set of viable after school options for the pre-k (and up)
age group. And it is extremely important to note, as you will see from each grant proposal, that
we have asked each provider to show us with detailed financial projections that, with the
requested one-time infusion of funds, their operations will be financially self-sustaining going
forward.
Finally, we had a well-publicized meeting on November 21, at which time each grant applicant
introduced their request in detail and answered questions from the EDC and the public.
Our Working Group would like to emphasize the very significant impact of this potential
investment on the economic health of Woodstock. It will take a burden off of parents, free up a
large number of people who would prefer to join the local workforce, and provide incentive for
young families to stay here. And, since the demand and need we have documented for child
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care comes from parents who already live here, the urgent issue of housing should not affect
our analysis.
Last, we want to point out the perhaps obvious fact that this investment is not just for the
children currently in need of child care. The investments we recommend funding will build
permanent new capacity to help meet the needs for childcare in Woodstock for many years to
come.
In summary, our Child Care Working Group has tried to do a thorough job of documenting
demand, investigating the current supply, working with interested providers to come up with
viable proposals, and being open and inviting to all public input.
Todd Ulman (Chair)
Mica Seely
Larry Niles
Jon Spector
9
Child Care Proposal Summary
Organization Segment
New
Spaces Funding Funding for Available
Rainbow
Playschool
Under 3 17 -21 $140,000 Operating losses due to training time,
ramp-up time for teachers and
registrations
Feb 2024*
WCCC After school
(pre-K to
Grade 2
20 $60,000 Expand to adjoining room, furniture,
indoor play materials, outdoor
playground equipment
Jan 2023
The
Community
Campus
After school
(age 5 to 12)
14 $30,000 Financial cushion to cover month-to-
month volatility given year-long
employment and short-term program
registrations
Jun, 2024*
Bridgewater
Childcare
Under 3 24 $100,000 Construction and equipping of a new
classroom facility, and training new
faculty
Dec 2023
Total 75 –79 $330,000
* First additional spaces available several months after funding; gradual ramp to full availability10
Child Care Proposal Summary
Organization Segment
New
Spaces Funding Funding for Available
Rainbow
Playschool
Under 3 17 -21 $140,000 Operating losses due to training time,
ramp-up time for teachers and
registrations
Feb 2024*
WCCC After school
(pre-K to
Grade 2
20 $60,000 Expand to adjoining room, furniture,
indoor play materials, outdoor
playground equipment
Jan 2023
The
Community
Campus
After school
(age 5 to 12)
14 $30,000 Financial cushion to cover month-to-
month volatility given year-long
employment and short-term program
registrations
Jun, 2024*
Bridgewater
Childcare
Under 3 24 $100,000 Construction and equipping of a new
classroom facility, and training new
faculty
Dec 2023
Total 75 –79 $330,000
* First additional spaces available several months after funding; gradual ramp to full availability11
EXPANDING CHILD CARE CAPACITY
FOR
WOODSTOCK RESIDENTS AND EMPLOYEES
Proposals for EDC Funding
December 15, 2022
12
BRIDGEWATER CHILD CARE
13
To: Woodstock Economic Development Commission
Attn: Childcare Working Group
Grant Proposal
November 18, 2022
Dear Woodstock Economic Development Commission,
The Bridgewater Area Community Foundation’s vision for a resilient community is not possible without an
affordable, high quality learning and caring environment for young children. Our goal is to care for the wellbeing of
the whole child and family in a comprehensive, practical system, including the ongoing development of staff and
program. The Bridgewater Community Childcare Expansion project aims to expand high quality licensed care and
affordability to local families in need by expanding our current licensed center and thus creating twenty-two new
infant and toddlers spots.
In 2018 the Bridgewater Area Community Foundation, Inc. a local 501(c)(3) non-profit was formed to preserve,
rescue and enhance the former Bridgewater Village School. A cultural and historical landmark located in the
Ottauquechee Valley. The foundation planned three phases to convert the old village schoolhouse into the
Bridgewater Area Community Center. Phase One included renovations and opening of the Bridgewater Community
Childcare’s first classroom. Phase Two, which we are currently underway with, includes updating the historic 1914
portion of the building, expanding Bridgwater Community Childcare and opening an after school program and
finally Phase Three includes landscaping and outfitting the community center rooms.
To understand and meet our town and community’s need for a thriving child care center, we must address critical
issues impacting our State including increasing numbers of children dealing with trauma, symptoms of ADD/
ADHD, stress at home, housing insecurity, and food insecurity. These challenges are systematic; to solve them we
have aligned with partners in our region who are currently addressing root cause challenges for children and
families, communities and implementing successful, holistic approaches. These challenges not only affect the
children and families in our communities, but they also affect early childhood educators. Access cannot be created
without qualified early childhood educators.
The Bridgewater Community Childcare is currently seeking $100,000 in funds to help meet this goal. Funds
will cover the costs associated with expanding our center. Allowing for a secondary classroom and thus creating
twenty-four (24) additional spots for infants and toddlers ages six (6) weeks to thirty-six (36) months within
Windsor county. This includes eight (8) additional infant spots and sixteen (16) additional toddler spots, increasing
our total capacity by 67%. By opening a secondary classroom Bridgewater Community Childcare will also be
employing an additional six (6) staff members. Currently Bridgewater Community Childcare serves an average of
90% Woodstock residents and employees since opening in June 2021. Based on our current waitlist with 50%
Woodstock residents, we expect this percentage to stay steady, or even increase, depending on the family's
employment location.
Phase Two construction on the historical 1914 section of the building started about a year ago utilizing local
contracting services. We recently signed with Jaynes and Berge Inc. as the general construction manager to complete
the construction needed. Phase Two construction in BCC’s second classroom includes updating the sprinkler system,
energy efficiency and heating/air-exchange systems, upgrading electrical work, and revitalizing the classroom
adding sinks and kitchenette to meet licensing regulations. Part of Phase Two construction also includes the
multipurpose room on the ground floor where our after school program will function serving children kindergarten
14
through sixth grade from the Windsor Central Unified School District. This includes minor instruction and updates
to the room, as well as updating the commercial kitchen. The after school program, falling under the same license as
Bridgewater Community Childcare, would serve twenty-five (25) to thirty-five (35) students daily, as well as
employing an additional three (3) staff members. Phase Two construction and opening is currently set to December
2023.
The total classroom expansion project is budgeted at $201,669 including start-up salaries for six weeks, benefits for
those six weeks, training for new staff, administrative costs, project management, equipment, and construction/
renovations. Requested funding from the Woodstock Economic Development Commission would be applied to the
three following areas, training, equipment and construction/renovations to the classroom totaling $100,000.
Construction and renovations (total requested $67,500) costs including but not limited to contract fees, kitchenette,
refrigerator, dishwasher, microwave, new ceiling, lights, updating electoral and plumbing totaling $97,309 based on
estimates form our contractors, architect and project manager. The total for all construction and renovations is
estimated to be $97,309. We are requesting 69% of costs in this grant and we will cover the remaining 31% with
cash match and/or additional grants.
Equipment (total requested $30,000) includes educational materials (toys and books) $10,000 based on prior
experience outfitting Bridgwater Community Childcare’s first classroom for fourteen (14) students. Furniture
including cribs, cubbies, chairs, tables, book shelves, and more from Community Playthings who also furnished our
previous classroom totaling $31,600. The total for all equipment including educational materials and future equals
$41,600. We are requesting 72% of costs in this grant and will cover the remaining 28% with cash match and/or
additional grants.
Training (total requested $2,450) to ensure all staff meet the same program training requirement, each incoming staff
member will partake in Creative Live’s Foundations 1 - Ellen Add’s Framework for Wise Education course upon
hire at $490 per student. As the first childcare center to partner with Creative Lives, Bridgewater Community
Childcare serves as the lab site for infant and toddler curriculum. All current staff are currently enrolled in this
coursework and will continue onto Foundations 2 in the coming year. This program serves as a thorough baseline
self-study assessment of strengths, and identifies opportunities for growth across seven framework categories
toward meeting the desired outcomes stated for self, student, and the program as a whole. Bridgewater Community
Childcare’s Program Director also participates in field practice, curriculum writing and mentoring one-on-one with
Creative Live’s founder.
Challenges to childcare not only affect the children and families in our communities, but they also affect early
childhood educators. Access cannot be created without qualified early childhood educators. According to the 2020
Let’s Grow Kids Access: The Need for More Early Childhood Educators found that Vermont needs over 2,000
additional early childhood educators to meet the demand. Data shows that this gap has only increased through the
Covid-19 pandemic leaving the ECE field in greater need for qualified educators. In collaboration with Creative
Lives, we prioritize the quality of care and benefits of continuing support for professional development,
administrative support, participation in reflective practice, and participating in a growing collaboration of early
childhood care and leading educators using a whole system approach.
Financial sustainability is always a hard objective for childcare centers while ensuring prices are fair for families, as
well as paying staff livable wages. These are two areas extremely important to Bridgewater Community Childcare as
we build the center. BCC participates in the State of Vermont’s childcare financial assistance program (CCFAP) to
help qualifying families afford a quality care experience. Our organization seeks every opportunity to reduce costs to
15
families by building on existing best administrative practices in the state and offering Bridgewater Area Community
Foundation scholarships. Additionally, our organization has worked collaboratively with other local non-profits to
create a pay scale that supports all of our staff, their livelihood and their professional development. While there are
always fluctuations in childcare as children age out of one program and move to the next phase, Bridgewater
Community Childcare’s expansion revenue plan shows the center will be able to maintain sustainability while also
providing scholarships, investing in enrichment and maintaining livable wages for all employees.
Attached, please find details on Percentage Breakdown: Woodstock Residents & Employees, Project Timeline,
Project Budget, Project Budget Narrative, Current & Projected Revenue. Additionally, included, is a one page
breakdown of BCC’s After School Program Proposal, as we are currently seeking grant funding for this project as
well.
Thank you for your time and support on this important project that will help meet the goal of Early Childhood
Education expansion in our local community.
Sincerely,
Kristiana Birmingham, BCC Program Director &
BACF Childcare Committee
16
Percentage Breakdown: Woodstock Residents & Employees
As of November 30, 2022
Waitlist: 50% Woodstock residents
Percentage breakdown by month (fluctuating enrollment as staff is hired & as children age out of our care):
*Our community partners are so important in providing support, programming, and learning to our center. ArtisTree Community
Arts Center, Sustainable Woodstock, The Thompson Center, Woodstock Community Food Shelf, The Norman Williams Public
Library, Pentangle Arts, Ottauquechee Health Foundation, Creative Lives, BarnArts Center for the Arts, and JAG.
June July August September October November
Woodstock
Residents
50% 50%63%60%67%69%
Employed in
Woodstock
38%38%25%30%25%23%
Total %
benefiting
Woodstock
Residents
88%88%88%90%92%92%
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Expansion Project Timeline
December 2022 Sign contract with contracting company
Acquire any permits required
Finalize architectural plans
Winter 2022-2023 Construction begins
Order kitchenette furnishings and appliances
Electrical and plumbing work
Spring 2023 Construction continued
Order furniture
Window restoration
Paint
Fall 2023 Assemble furniture
Purchase soft goods
Setup classroom
Licensing visit
Family Contracts sent out and signed
Hire staff
December 30, 2023 Open Classroom 2
18
Expansion Project Budget
Funds Requested Cash Match
BUDGETED
Total Project Cost
Salary (no more than 4-6
weeks)$0.00 $44,160.00 $44,160.00
Benefits $0.00 $500.00 $500.00
Training $2,450.00 $2,450.00 $4,900.00
Administrative Costs $0.00 $7,200.00 $7,200.00
Project Management $0.00 $6,000.00 $6,000.00
SUBTOTAL $13,610.00 $13,610.00 $62,760.00
Equipment $30,000.00 $11,600.00 $41,600.00
Construction/ Renovation $67,550.00 $29,759.00 $97,309.00
TOTAL $100,000.00 $95,669.00 $201,669.00
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Expansion Project Budget Narrative
1.Training (Total requested $2,450)
To ensure all staff meet the same program training requirements for our program, each incoming staff
member will partake in Creative Lives’s Foundations 1- Ellen Tadd’s Framework for Wise Education
course at $490 per student.
●Foundations 1 course at $490 for 5 employees totaling $2,450.00
2.Equipment (Total requested $30,000)
●Educational materials (toys and books) $10,000.00. Based on prior experience outfitting
Bridgwater Community Childcare’s first classroom for 14 students.
●Furniture including but not limited to cribs, cubbies, chairs, table, book shelves and more from
Community Playthings who also furnished our previous classroom totaling $31,600.00.
The total for all equipment including educational materials and furniture equals $41,600.00. We are
requesting 72% of costs in this grant and will cover the remaining 28% with cash match and/or additional
grants.
3.Construction/Renovations (Total requested $67,500)
●Construction and renovations costs including but not limited to contractor fees, kitchenette,
refrigerator, dishwasher, microwave, new ceiling, lights, updating electrical and plumbing totaling
$97,309.00 based on estimates from our contractors, architect and project manager.
The Total for all construction and renovations is estimated to be $97,309.00. We are requesting 69% of
costs in this grant and will cover the remaining 31% with cash match and/or additional grants.
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Current & Projected Revenue
*Non-profit by definition must have a zero balance with revenue and expenses. Any “profit” is rerouted back into
the organization through scholarships, enrichment.
Current Revenue
(Month)Expanded Revenue (Month)
# of spots total 12 # of spots total 36
Infant Tuition/Subsidy (6)$ 7,800.00 Infant Tuition/Subsidy (14)$ 18,200.00
Toddler Tuition/Subsidy
(8)$ 7,800.00 Toddler Tuition/Subsidy (22)$ 28,600.00
Total Revenue $ 15,600.00 Total Revenue $ 46,800.00
Expenses Expenses
Rent & Utilities $ 860.00 Rent & Utilities $ 1,720.00
Supplies $ 200.00 Supplies $ 400.00
Office Supplies $ 100.00 Office Supplies $ 200.00
Payroll $ 12,640.00 Payroll $ 34,240.00
Professional Development $ 150.00 Professional Development $ 300.00
Health Benefits $ 250.00 Enrichment $ 3,190.00
Scholarships/Enrichment $1,400.00 Scholarship $ 6,500.00
Health Benefits $ 250.00
Total Expenses $15,600.00 Total Expenses $ 46,800.00
Net Surplus (Deficit) $0.00 Net Surplus (Deficit) $0.00
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After School Program
In addition to expanding our licensed childcare center, the Bridgewater Area Community Foundation is also in the
process of construction and fundraising to expand the community center’s multipurpose room for use as an after
school program to serve children kindergarten through sixth grade from the Windsor central unified district. This
project includes minor construction and updates to the multipurpose room, updating the kitchen and furnishings. The
space is 2,370 square feet and would be licensed for 25-35 children in addition to employing 3 after school staff
members. Currently the project is estimated at $86,480.
Reliable and accredited after school care is lacking in our area. The construction, equipment and supplies needed to
bring the multipurpose room up to code is essential in making this immediate need a reality for families in our area.
Our building is already on the current school bus route, so servicing programming from Windsor Central schools
should be seamless. A timeline for this project can be available upon request.
The Community Campus is the only organization presently offering after school care in Woodstock. We have the
space and a program director ready to offer additional services to Woodstock, Bridgewater, and beyond. Our
projected wages are competitive. There is a critical need to serve our youngest so that our local workforce can
thrive. Let’s work together to attract and keep families local. We are asking for $86,480.00 in funding to meet this
goal.
Budget Estimates Budget Narrative
Construction $40,000.00 Fees associated with bringing the site up to code.
Equipment $25,000.00 Outfitting new kitchen appliances and after school space.
Supplies &
Startup $15,000.00 Educational materials, pantry items,
Salary (no more
than 4-6 weeks)$6,480.00
Salary for 3 employees at $18/hr /20 hrs for six weeks to cover
cash flow as tuition starts to come in.
SUBTOTAL $86.480.00
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Submitted by: Kristiana Birmingham, BCC Program Director & the BACF Childcare Committee
Contact: Bridgewater Community Childcare
Attn: Kristiana Birmingham
PO Box 163 Bridgewater, VT 05034
kbirminghambccenter@gmail.com
(802) 396-0081
Signature:
Date: 11/18/22
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WOODSTOCK CHRISTIAN CHILD CARE
24
1
FUNDING PROPOSAL: AFTER SCHOOL PROGRAM
(ASP: PRE-K TO 2)
Updated: December 12, 2022
OVERVIEW
1. Project Background and Description
WCCC staff became aware that Woodstock Elementary School (WES) was having a difficult time establishing after school
programming this year because some of the families have siblings in the public pre-K classes or their child is now enrolled
at WCCC and WES part-time, or they recently transitioned from WCCC to kindergarten. Ruth Brisson, WCCC Executive
Director, has already been involved in other discussions with the WCSU Superintendent, Sherry Sousa, about early
education in the area. So, Ruth reached out to see if the information was correct, and if there was anything WCCC could
do to help the families in our community who are significantly impacted by the lack of an after school option. Sherry
connected Ruth with Maggie Mills, the principal of WES, and a meeting with WCCC and WES was held. Maggie and Erin,
the Extended Learning Coordinator for WES, and Ruth discussed possible ways that WCCC could assist in meeting this
need in our town. During this meeting, Erin shared that they already had 36 families on the list for after school, with
approximately 20 families of pre-K children.
Children who are in kindergarten or higher are eligible to be transported by bus, and they are currently being offered to
enroll at the Community Campus located on the Rainbow Playschool property, and ride the bus there each day. Some
families who have younger siblings enrolled at WCCC would like their children in pre-K to grade 2 to enroll in the after
school groups. Unfortunately, Pre-k children cannot enroll at Community Campus or ride busses. In the meeting, Ruth
made it clear that enrolling kids for after school could only happen at WCCC, if WES has staff to walk the children to the
center each day, that all WCCC policies would apply, including health and illness exclusion policies. WCCC would partner
with WES to offer this option community families with children enrolled in school pre-K through grade 2. WES would
provide information to their families to inform them that after school enrollment is available at WCCC, WES has
paraeducators available to walk the children to the center, and WCCC does not become legally responsible for the
children until they pass health check and are signed into our system. The WCCC staff would like to meet this need in the
community, and we have been fortunate to staff to hire recently to allow this to be possible.
WCCC has been informed by our licensor that we can expand our licensed capacity to 39 from 30, with the space in our
current classrooms, and although we only asked our current families initially if they would be interested in enrolling in after
school groups, 10 children on the went on our waitlist interest list, so the first group would be filled. WES asked about
interest from their families, and 16 more children not currently affiliated with WCCC were added to the waitlist in two days.
WES asked if we could accommodate a second group for after school, which would increase or licensed capacity to 50
children, with 20 in the after school groups. As of 10/19/22 there are 26 children on the waitlist, so 20 children will be able
to enroll and 6 will be on the waitlist for future openings. WCCC will plan to have at least 9 children in an additional full-
day summer group, with the potential to add a second summer group, should additional staff become available to hire. To
accommodate outdoor play and activities for the after school groups, we will also need to request funding to purchase
outdoor play/activity items and to make improvements to the existing outdoor spaces (for example, new fencing, etc.)
25
2
2. Project Scope
WCCC is requesting funding support to purchase equipment and materials to have a new room included in our licensed
spaces that would be the classroom used for the after school groups. We will require equipment that is portable, so the
room can be outfitted as a classroom for two groups of children from pre-K to grade 2 for after school activities that
include, snack, group learning, music, art and play activities, etc. We also need to request funding to be able improve the
outdoor spaces to provide adequate spaces for play and activities for 20 additional children. A high-quality after school
program needs to have engaging options for play and learning inside and outside.
3. High-Level Requirements
The funding for following items are requested:
• $20,000 for furniture for portable classroom (tables, chairs, cubbies, teacher workstation, art center, storage/shelving,
reading nook/couch, light table, etc.)
• $3,000 for a variety of play, learning, art items/materials (sourced from various vendors)
• $5,000 for purchase of sound absorbing room panels on wheels to set up in corners of room to reduce echo noise, to help
reduce noise from after school groups to not disturb children in other classes during nap time, reduce issues with
auditory overstimulation
• $2000 for additional purchases yet to be determined (mat for floor, supplies/materials/toys initial phase, excluding mat/rug
for floor)
• Outdoor activity and storage items (estimate $30,000 for items that can be used all year; critical for there to be activities
for learning and play outside)
o Stumps to create outdoor classroom
o Nature-inspired playhouse
o Sandbox
o Hollow block building station
o Music and art walls
o Storage benches
o Activity mound/tunnel
o See invoice from Arbor Scape, Inc
• Total Funding Request is $60,000
4. Deliverables
The after school programming will allow for the following:
• Meeting a critical need in our community
• Prioritize enrollment of children who live and attend school in Woodstock (Update as of 12/12/22)
o 19 children/families enrolled or held
o 2 FT slots available for children who move into the area or families who become in need of care
o one slot being held for a family who lives in Woodstock
o one additional family lives and works in Taftsville
o 16 of 19 families lives or works in Woodstock (84%)
26
3
o Given the high percentage of children enrolled who have families that live or work in Woodstock, it is likely
that most or all of the remaining slots would be filled by families who live or work in Woodstock.
• Deepening our relationships with young families in the community
• Providing families with the ability to live and work in Woodstock
• Strengthening connections for collaboration with WES, The Woodstock Economic Development Commission (WEDC),
and Let’s Grow Kids (LGK)
• Supporting the early childhood workforce development by hiring trainees from Woodstock High School facilitated by WES
leadership
• Contribution to the economic vitality and stability of families and the town of Woodstock
• Likely increase in Summer Session enrollment of pre-K to grade 2 children of at least 10 slots, and possibly a second
group of 10 slots, depending on staffing availability
5. Affected Parties
• Families with children enrolled at WES (26 children on the waitlist, 14 from Woodstock residences, 54%)
o Update as of 12/12/22: 84% of enrolled/held slots are children/families who live/work in Woodstock
• Employers in the town of Woodstock and surrounding areas
• WES paraeducators
• WES Teachers (at least two have children enrolled)
• WCCC staff, including the Executive Director (one WCCC staff member has a child on the list)
• WCCC Financial Advisor
6. Affected Business Processes or Systems
The church would need to inform the Executive Director well in advance of any events that would require the use of the
Billings Room during the after school operation hours, so families could be notified that after school would not be available
that day. When the elementary school is closed, the after school groups would not attend WCCC. The center already uses
the space for Music, Spanish, and gross motor play, especially when weather does not permit children to go outside, so
on those days the groups/classes might switch spaces or have free play in their typical spaces/classrooms. Staffing is key
to successfully providing after school enrollment, so continual recruitment of trainees and more qualified staff is required.
One new Teacher started on 12/5/22.
7. Specific Exclusions from Scope
The after school groups would not operate on days the church requires the use of the Billings Room, or would remove all
items for evening events. Room unavailability has only occurred approximately two times in the past 5 years. The after
school group/s would also be cancelled, if required staffing ratios could not be met that day.
8. Risk Assessment
The external risks for ASP at WCCC include reduced enrollment if other centers, community organizations, or the public
schools decide to offer after school programming. Our focus on Pre-K children and their families helps to mitigate that risk,
as most programs for afterschool are for children in K-5. The licensing is different for children in Pre-K, and they cannot
ride buses. Less organizations are within walking distance, and are prepared to meet licensing requirements for pre-K age
children, which reduces the risk to our program.
27
4
The largest risk, which is true for most ECE and afterschool providers, is availability of qualified staff to operate the
program with little disruption to services. We are fortunate to have hired a teacher for our ASP program, and we have
another teacher who is focusing on leading the new ASP. We have built in some redundancy in staffing over the course of
this year, and we are working on connecting with the high school to bring in trainees to work in ASP, gain experience, and
hopefully encourage them to consider careers in ECE. While no initiative can prevent all risk to a program/project, having
a stable staff with redundancy and very little turnover enables us to expand to create the ASP at this time. There is no way
to know if something could occur with our staffing levels that might impact our ability to continue, but we have confidence
that we will do all we can to avoid disruption to the children and families of our community.
9. Implementation Plan
• Meeting with WCCC Board on 9/22/2022 to present project and progress
• Liability coverage increased for 50 children
• Meetings to discuss communication and process coordination between school and WCCC have happened
• Survey of interest from current or recent WCCC families has been completed
• Enrollment roll out coordinated with Erin Bucher at WES
• Updated approvals for wastewater, sewer, water, are completed, and Fire Marshall approval is in process (Completed)
• Meeting with WCCC, WEDC, and LGK to discuss funding sources held on 9/7/2022
• Proposal to WEDC to request funding for equipment/materials for indoor needs and outdoor needs is in process (see
attached FINANCIAL IMPACT OF CAPACITY EXPANSION document)
• Application for $50,000 or more from LGK Make Way for Kids Grant (capacity grant) is in process (Brenda Metzler is our
LGK grant advisor). This is the last year for these grants, and they are only open to new programs or existing programs
who are increasing licensed capacity.
• Approval by WCCC Board to purchase initial classroom equipment, materials, and supplies to be presented at upcoming
board meeting on 9/22/2022, with requested reimbursement from WEDC included in proposal to the board
• Orders being placed for initial equipment, materials, and supplies
• Billing set up in SmartCare for after school classes in process (Completed)
• WCCC Parent Handbook to be revised to include After School Program (Completed)
• Landing page on WCCC website to be developed
10. High-Level Timeline/Schedule
Target date for WES was initially 9/12/22. Inspections and agencies approval letters are in progress. Purchases need to
be made and received to prepare, receive, and install equipment and materials for technical visit by CDD licensor. WCCC
hopes to have Fire Marshall approval by end of October 2022 for a targeted start date for attendance in early November
2022. Update: License expanded to 55 children. ASP began on 12/5/2022.
11. Attachments
Please see attached estimates and invoices for purchasing and design information.
o Community Playthings design plan and invoice for ASP/Summer classroom
o Financial Impact of Capacity Expansion (updated 12/12/22)
28
FINANCIAL IMPACT OF CAPACITY EXPANSION
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2022 2022 2022 2022 2023 2023 2023 2023 2023 2023 2023 2023
Current (steady state) scenario
Children enrolled 27 27 27 27 28 29 29 29 29 29 29 29
Staffing (FTEs)8.45 8.45 8.5 9.28 9.28 9.28 9.28 9.28 9.28 9.28 9.28 9.28
Average compensation per FTE*17.75 17.75 17.77 17.77 17.77 17.77 17.77 17.77 17.77 17.77 17.77 17.77
Average cost of health care/FTE -
Impact of Expansion
Additional children enrolled
(20 for after school; 9 summer full day)- - - 14 16 17 18 20 20 9 9 9
Additional staff hired - - 1 2 2 2 2 2 2 3 3 3
Additional monthly revenue per child added - - 200 667 667 667 667 667 667 1,300 1,300 1,300
Additional revenue generated from new children - - - 9,333 10,667 11,333 12,000 13,333 13,333 11,700 11,700 11,700
Additional revenue generated from price increases - - - - - - - - - - - -
Total additional revenue generated - - - 9,333 10,667 11,333 12,000 13,333 13,333 11,700 11,700 11,700
Cost of increased compensation for existing staff - - - 1,455 1,455 1,455 1,455 1,455 1,455 1,455 1,455 1,455
Cost of health care for existing staff - - - - - - - - - - - -
Cost of new staff (compensation and health care) - - 2,240 4,480 4,167 4,167 4,167 4,167 4,167 6,250 6,250 6,250
Total additional cost incurred - - 2,240 5,935 5,621 5,621 5,621 5,621 5,621 7,705 7,705 7,705
Net financial impact - - (2,240) 3,399 5,045 5,712 6,379 7,712 7,712 3,995 3,995 3,995
Cumulative net financial impact - - (2,240) 1,159 6,204 11,916 18,295 26,007 33,719 37,714 41,710 45,705
Revenue 30,345 30,345 40,705 40,705 43,108 43,108 43,108 43,108 43,108 43,108 43,108 43,108
Expense 29,718 29,718 39,118 39,118 38,287 38,287 38,287 38,287 38,287 38,287 38,287 38,287
Net Income 627 627 1,587 1,587 4,821 4,821 4,821 4,821 4,821 4,821 4,821 4,821
* Includes payroll taxes, excludes benefits
29
F642 Adj Shelf 4'x32"F642 Adj Shelf 4'x32"A264 Comp Presch 6A264 Comp Presch 6H560 Drying RackH558 Help Yourself TrolleyF153 Intro Set w/Cart
H870 MyPlaceH559 Peg Tree
A959 Medium 30 x 30
A959 Medium 30 x 30 A959 Medium 30 x 30A959 Medium 30 x 30A959 Medium 30 x 30
F588 Tote 5' x 32"A919 Medium Trapezoid
A919 Medium Trapezoid A959 Medium 30 x 30J714 14"J714 14"A959 Medium 30 x 30J714 14"J714 14"F652 Shelf w/Rest MatsF652 Shelf w/Rest MatsC363 RefrigeratorC364 CupboardJ640 Armchair (Neutral)J640 Armchair (Neutral)F776 Library ShelfF876 Display UnitC700 Drama CenterB552 Hollow BlocksA451 Hollow Block CartJ712 12"J712 12"
J712 12"J712 12"A952 High 30x44J712 12"J712 12"
J712 12"J712 12"A952 High 30x44J712 12"J712 12"J712 12"J712 12"
A952 High 30x44
J712 12"J712 12"J712 12"J712 12"
A952 High 30x44 J712 12"J712 12"
J712 12"J712 12"A952 High 30x44H832 Bulletin Board
Closet Kitchen Entry
EntryToiletRest MatsBlock Center
Dramatic Play
Manipulatives
Literacy
Mealtime/Art
Nature/
Science
Computer
Teacher Sign-in/
Storage
Cubbies
11/7/2022
Woodstock Christian
Afterschool Program
20 Children 3-8yrs
30
11/7/2022
Woodstock Christian
Afterschool Program
20 Children 3-8yrs
31
Sold to:
Quote #:Quote date:05641Customer no:
Customer PO number:
Printed on:
Payment Terms:
11/28/20221944811
Quote from Room Design
11/28/2022FOB DestinationPrepayWoodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Woodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Ultimate destination:
Qtyordered Itemno.Description Tax Unitprice Extendedprice
Terms of Sale:
7 A959 Medium 30" x 30" MultiTable n 268.00 1,876.00Tables
5 A952 High 30" x 44" MultiTable n 343.00 1,715.00Tables
2 A919 Medium Trapezoidal MultiTable n 279.00 558.00Tables
20 J712 Woodcrest Chair 12"n 123.00 2,460.00Chairs
4 J714 Woodcrest Chair 14"n 135.00 540.00Chairs
1 A451 Hollow Block Cart n 550.00 550.00Block Center
1 B552 Preschool Set Hollow Blocks n 1,815.00 1,815.00Block Center
1 F153 Intro Set With Block Cart n 485.00 485.00Block Center
Page of1 4
QuoteCustomer ServicePhone:Fax:800-777-4244800-336-5948
This quote good until 12/30/2022
32
Sold to:
Quote #:Quote date:05641Customer no:
Customer PO number:
Printed on:
Payment Terms:
11/28/20221944811
Quote from Room Design
11/28/2022FOB DestinationPrepayWoodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Woodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Ultimate destination:
Qtyordered Itemno.Description Tax Unitprice Extendedprice
Terms of Sale:
1 H832 Bulletin Board 32" x 48"n 250.00 250.00Block Center
2 F642 Adjustable Shelf 4' x 32"n 620.00 1,240.00Shelves
1 F588 Tote Shelf 32" x 60"n 1,115.00 1,115.00Shelves
Clear Deep Totes
1 F876 Display Unit 4' w/ Totes or Baskets n 1,050.00 1,050.00Nature Science Display
Clear Deep TotesClear Shallow Totes
1 F776 Library Shelf n 485.00 485.00Literacy
2 J640 Child's Armchair, Tan n 410.00 820.00Literacy
1 H560 Drying Rack n 675.00 675.00Art
1 H558 Help Yourself Trolley w/ totes or baskets n 725.00 725.00Art
Clear Deep Totes
1 C364 Cupboard n 385.00 385.00Dramatic Play
1 C363 Refrigerator n 450.00 450.00Dramatic Play
Page of2 4
QuoteCustomer ServicePhone:Fax:800-777-4244800-336-5948
This quote good until 12/30/2022
33
Sold to:
Quote #:Quote date:05641Customer no:
Customer PO number:
Printed on:
Payment Terms:
11/28/20221944811
Quote from Room Design
11/28/2022FOB DestinationPrepayWoodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Woodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Ultimate destination:
Qtyordered Itemno.Description Tax Unitprice Extendedprice
Terms of Sale:
1 C700 Drama Center n 840.00 840.00Dramatic Play
1 H559 Peg Tree n 140.00 140.00Dramatic Play
1 H870 MyPlace n 1,025.00 1,025.00Teacher Sign-in/Storage
2 A264 Compact Preschool Cubby 6 w/ Compact Totes/Basket n 1,010.00 2,020.00Cubbies
A292 Compact Tote
2 F652 Fixed Shelf 5' x 32"n 795.00 1,590.00Rest Mats
20 M65 Rest Mat n 60.00 1,200.00Rest Mats
Page of3 4
QuoteCustomer ServicePhone:Fax:800-777-4244800-336-5948
This quote good until 12/30/2022
34
Sold to:
Quote #:Quote date:05641Customer no:
Customer PO number:
Printed on:
Payment Terms:
11/28/20221944811
Quote from Room Design
11/28/2022FOB DestinationPrepayWoodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Woodstock Christian Child Care36 Elm StreetWoodstock VT 05091
Ultimate destination:
Qtyordered Itemno.Description Tax Unitprice Extendedprice
Terms of Sale:
0.00
Subtotal:Freight:24,009.000.00
24,009.00
24,009.00
Total:Paid:0.00Quote total:
Sales tax:
$
Page of4 4
QuoteCustomer ServicePhone:Fax:800-777-4244800-336-5948
This quote good until 12/30/2022
35
THE RAINBOW SCHOOL
36
Rainbow Playschool
EDC Proposal
37
Overview
Capacity Staffing Challenges Rainbow Solutions Staffing + Associated Cost Health Benefits Financials
38
Capacity
Rainbow Playschool started the Fall 2022 school year with 7 full time
staff, including both the Director and Assistant Director, who were in
the classrooms teaching the majority of the time. Additionally, we
have one part time staff member.
In order to operate at our fully licensed capacity, we need a minimum
of 12 full time employees. We are working to hire a lead infant teacher,
a lead 1-2 room teacher, two assistant teachers, and a full time float
immediately. This will allow us to expand enrollment by 17-21.
Licensed Capacity: 46 children
Currently serving: 24 children (as of September 2022)
39
STAFFING
CHALLENGES
Low pay
Lack of health benefits
Specific educational requirements that are
challenging to find out of state. Additional
educational requirements for those to meet who are
new to the field (or from out of state).
Lack of substitutes
40
RAINBOW
SOLUTIONS
Stage 1 - Provide higher hourly wages. Invest in
educated professionals who do not meet standard
Vermont CCD qualifications. Provide scheduled time
during the school day for them to meet these
educational requirements.
Stage 2 - Support healthcare benefits
41
Increase in staff
An increase in our full time staff will allow for
an increase in enrollment numbers.
It will also immediately cut back on our OT
pay, create the opportunity for our staff to
use their well deserved time off and provide
us with built in substitutes when staff are out
sick.
Additionally it will allow us to support our
staff who are willing to continue their
education to become lead teacher qualified
by allotting them time during the school day
to accomplish their coursework.
Lastly, it puts us in a position to create a plan
to extend our hours back to 8 am- 5 pm (We
are currently 830-430 pm).
Serve more
children
Less OT pay
Decrease
staff burn out
Staffing
Less closures
due to illness42
Staff to Child Enrollment Increase
Below is an outline of additional staff hires that need to be
made and the corresponding number of enrollment slots that
we estimate will be added with each hire.
Phase 1 - Increase by 12-14 slots
Asst. infant teacher --> 3 infant children (filled in Nov)
Lead infant teacher --> 3 children (filled 2 in Nov, currently working on
filling 1 more infant slot)
Lead 1-2 teacher --> 3-4 children
Asst 1-2 teacher --> 4-5 children
Phase 2 - Additional 6-7 enrollment slots
This would be hiring an additional lead infant/1-2 staff member, which
would increase capacity beyond what we have had since opening this
building in the Fall of 2019.
43
Current Progress
As of today, we have 29 children enrolled. Since September, we have been
able to hire an assistant teacher and a lead infant teacher who will start with
us in January.
We were also able to hire an addiditonal lead teacher staff member to be
with us October until our winter break. She unfortunately will be moving to
Santa Fe in the New Year. However, she has been wonderful and has relieved
us of the last minute scramble when staff are out sick, as well as allowed our
Assistant Director and Director, who have been in the classrooms, to
alternate time in the office during the day.
We have several staff members enrolling in additional classes to further
their education and become lead teachers. Our goal is to ensure all staff
are making a minimum of $21/hr before the end of our year.
As we are based in Woodstock, the majority of our families reside and/or
work in Woodstock. This is true of our waitlist as well as new children
currently enrolled this fall. 44
2021/22 vs. 2022/23
Payroll Increase
Our total payroll for the 2021/22 school year projected out based on 12 full
time staff was $461,265 with wages beginning at $13/hr.
For the Fall 2022/23 year we are looking at $565,591 with wages beginning at
$21/hr by the end of the year.
This is almost a 23% difference in wages that cannot be covered by our current
school year tuition rates.
45
STAGE 2:
Health
Benefits
46
Staffing & Health Benefits
Over the course of the last 12 months, we have lost several candidates to jobs
outside of the childcare sector based on their ability to receive full healthcare
benefits from other companies, in addition to not needing additional coursework
to experience upward mobility in their career.
Our solution to ensure applicants are not declining opportunities in childcare
based on healthcare, is to offer an equivalent full time healthcare benefit.
All of our staff will qualify for state assistance under Vermont Health Connect
with the new income tables for 2023. As such, we will be offsetting the uncovered
costs of our staff's health plans with a monthly health + wellness stipend, so our
staff are not paying out of pocket for their healthcare.
This will roughly cost Rainbow $60-90k with 12 full time employees for 2023.
47
Creating a
sustainable
business
model
48
Financials
Staggered increase in staff: It has been taking us roughly 2-3 months between new
hires.
Delayed child enrollment: Once a staff member starts, there is a delay before we can
enroll new children as they have 2 weeks of orientation. The process of enrolling new
students from the waitlist also takes a couple weeks between outreach and when the
child starts. Both of these elements have been taken into consideration on these
projections.
Healthcare stipend offset for staff beginning Jan 2023
Higher wages not supported by our current tuition rates
We are asking the EDC for funds to help offset costs during this expansion.
These funds will offset losses due to the following:
49
Sustainable Business Model
As you will see from the financial projections, we are estimating cumulative
losses of 128k as we work to hire more staff and increase enrollment.
Within 15 months we will reach a financially sustainable business model.
Our tuition from both expanded enrollment and an annual tuition raise
(beginning Summer 2023), will cover our expenses; including a larger team of
staff members, higher wages for all employees and healthcare costs for all full
time employees.
We have built risk factors into our projections in order to mitigate unforeseen
losses. Our projections are conservative estimates and take into consideration a
long enrollment lag between new hires and onboaridng new students.
50
Grant Request
We are seeking $140,000 from the EDC to cover costs to hire 5 additional staff,
increase enrollment by 17-21 children ages 6 weeks to 3 years old, as well as
support higher wages and offset healthcare costs for our staff.
This amount covers the 128k losses we are currently projecting along with a 10%
contingency. Should it take a month longer to hire a staff member or a couple
weeks longer than anticipated to fill enrollment slots, the 10% contingency
would help offset some of those losses.
This capital investment from the EDC will allow Rainbow to be a self-sustaining
childcare program that not only continues to support the need of our
community, but also supports our staff with wages and benefits that are
commensurate with their work, responsibility and their importance to our
community.
51
Thank
you for
your
support.
52
FINANCIAL IMPACT OF CAPACITY EXPANSION
Rainbow Childcare
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
2022 2022 2022 2022 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023
Current (steady state) scenario
Children enrolled 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24
Staffing (FTEs)7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Average compensation per FTE* 45,500
Average cost of health care/FTE -
Revenue 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400 31,400
Expense (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000) (37,000)
Net Income (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600) (5,600)
Impact of Expansion (hire 5 people)
Additional children enrolled - 1 3 4 7 8 10 11 11 12 14 15 15 17 19 21
Additional staff hired - 1 1 1 2 2 3 3 3 4 4 4 5 5 5 5
Additional monthly revenue per child added 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400
Additional revenue generated from new children - 1,400 4,200 5,600 9,800 11,200 14,000 15,400 15,400 16,800 19,600 21,000 21,000 23,800 26,600 29,400
Additional revenue generated from price increases - - - - - - - - - 4,800 5,067 5,200 5,200 5,467 5,733 6,000
Total additional revenue generated - 1,400 4,200 5,600 9,800 11,200 14,000 15,400 15,400 21,600 24,667 26,200 26,200 29,267 32,333 35,400
Cost of increased compensation for existing staff 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500
Cost of health care for existing staff 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000
Cost of new staff (compensation and health care) - 4,208 4,208 4,208 8,417 8,417 12,625 12,625 12,625 16,833 16,833 16,833 21,042 21,042 21,042 21,042
Total additional cost incurred - 8,708 8,708 8,708 16,917 16,917 21,125 21,125 21,125 25,333 25,333 25,333 29,542 29,542 29,542 29,542
Net financial impact - (12,908) (10,108) (8,708) (12,717) (11,317) (12,725) (11,325) (11,325) (9,333) (6,267) (4,733) (8,942) (5,875) (2,808) 258
Cumulative net financial impact - (12,908) (23,017) (31,725) (44,442) (55,758) (68,483) (79,808) (91,133) (100,467) (106,733) (111,467) (120,408) (126,283) (129,092) (128,833)
* Includes payroll taxes, excludes benefits
153
THE COMMUNITY CAMPUS
54
The Community Campus Dec. 2022
EDC Request for Funding
Background
At TCC our unique value proposition is to offer families flexible, accessible, child-care options
and a core curriculum based on the principals of building connection across age groups, brain
development through play-based movement, and social emotional learning.
TCC provides the following child-care services to kids age 5-12. 100% of after school care
current enrollment in TCC are children from Woodstock Elementary School. 85% of respondents
to a recent survey of TCC families said that they live or work in Woodstock.
After-school care:
• 5, 8-week sessions where parents enroll a month in advance for only those days that
they need care.
Teacher in-service and school vacation weeks:
• February break
• April break
• 1 Wednesday morning per month to accommodate delayed start in-service days
• Town Meeting Day
Summer camp:
• 4, 2-week sessions of summer camp offered during the summer months not covered by
Summer SOAK.
Request
A one-time grant of $30,000 will enable TCC to expand our program from an average of 18
children daily to an average of 32 children daily. We will do this by hiring 3 new staff over the
next 18 months, retaining our current full-time staff by extending health care options, and
improving our program services with increased supplies to meet expanded enrollment needs.
Increased enrollment is dependent on hiring and retaining excellent staff. We need to be able
to retain our full-time employee by offering health care benefits and guarantee part-time after
school care employees a minimum number of hours at a competitive wage. We are confident
that we can expand enrollment over time with new staff and can project a positive annual
return for TCC based on increased tuition revenue.
January 2023-August 2024 projections:
Costs of new staff and health care
Costs of program services
Total costs
Projected income
Net financial impact:
55
The Community Campus Dec. 2022
EDC Request for Funding
Key risks
TCC is currently operating without a cash reserve which makes it risky for us to expand when
we expect to see months of negative cash flow as enrollment fluctuates during our growth
period.
In many programs, families are required to enroll for an entire year in-order to secure a spot for
their child. At TCC we offer a flexible model to accommodate changing schedules, requiring
parents to sign up only for the days they need, based on seasonality.
As a result of this model, our enrollment fluctuates through-out the year. While we are break-
even at the end of the year, we do not have a cash reserve that helps to balance negative
months with positive months.
If enrollment drops below these thresholds we are unable to break even.
At 1 new hire: 24 kids
At 2 new hire: 19 kids
At 3 new hire: 31 kids
An EDC grant is a one-time request that will help us manage cash flow and take on the short-
term risks associated with any lag time between increasing operating costs and scaling
enrollment.
56
FINANCIAL IMPACT OF CAPACITY EXPANSION
Template Overlap May to June and August to September
Summer Section 1 (40 days)Section 2 (33 Days)Section 3 (34 Days)Section 4 (33 Days)Section 5 (34 Days)
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2022 2022 2022 2022 2022 2023 2023 2023 2023 2023 2023
Current (steady state) scenario
Children enrolled average per day 13 18 18 18 18 18 18 18 18 18 18
Staffing (FTEs)2 2 2 2 2 2 2 2 2 2 2
Average compensation per FTE*7,700 5,600 5,600 5,600 5,600 5,600 5,600 5,600 5,600 5,600 7,700
Average cost of health care/FTE -- ---------
Programming 14,375 - 13,137 1,125 12,850 550 15,110 1,580 15,470 350 15,500
Other Revenue 1,814 16,814 1,814 2,935 1,814 1,814 - -
- - -
- -
Revenue 16,189 16,814 14,951 4,060 14,664 2,364 15,110 1,580 15,470 350 15,500
Expense (13,279) (11,168) (10,539) (11,168) (10,539) (8,322) (8,778) (10,350) (8,271) (7,964) (12,214)
Net Income 2,910 5,646 4,412 (7,108) 4,125 (5,958) 6,332 (8,770) 7,199 (7,614) 3,286
Impact of Expansion (hire 3 people)
Additional children enrolled - - - - 1 2 5 5 7 9 9
Additional staff hired - - - - - -1 1 1 1 1
-
Additional monthly revenue per child added - - - - 380 380 380 380 380 380 380
Additional revenue generated from new children - - - - 760 1,900 1,900 2,660 3,420 3,420
Additional revenue generated from price increases - - - - - - - - - - -
Total additional revenue generated - - - - - 760 1,900 1,900 2,660 3,420 3,420
Cost of Increased supplies
Cost of increased compensation for existing staff - - - - - - - - - - -
Cost of health care for existing staff - - - - - 1,200 1,200 1,200 1,200 1,200 1,200
Cost of new staff (compensation and health care)- - - - - - 1,380 1,380 1,380 1,380 1,380
Total additional cost incurred - - - - - 1,200 2,580 2,580 2,580 2,580 2,580
Net financial impact - - - - - (440) (680) (680) 80 840 840
Cumulative net financial impact - - - - - (440) (1,120) (1,800) (1,720) (880) (40)
* May to June for Summer Camp/Same for AFS for August to September
* Includes payroll taxes, excludes benefits
57
FINANCIAL IMPACT OF CAPACITY EXPANSION
Template
Current (steady state) scenario
Children enrolled average per day
Staffing (FTEs)
Average compensation per FTE*
Average cost of health care/FTE
Programming
Other Revenue
Revenue
Expense
Net Income
Impact of Expansion (hire 3 people)
Additional children enrolled
Additional staff hired
Additional monthly revenue per child added
Additional revenue generated from new children
Additional revenue generated from price increases
Total additional revenue generated
Cost of Increased supplies
Cost of increased compensation for existing staff
Cost of health care for existing staff
Cost of new staff (compensation and health care)
Total additional cost incurred
Net financial impact
Cumulative net financial impact
* May to June for Summer Camp/Same for AFS for August to September
* Includes payroll taxes, excludes benefits
Overlap May to June and August to September
Summer Section (40 days)Section 1 (40 days)Section 2 (33 Days)Section 3 (34 Days)
Jul Aug Sep Oct Nov Dec Jan Feb
2023 2023 2023 2023 2023 2023 2024 2024
13 13 18 18 18 18 18 18
2 2 2 2 2 2 2 2
7,700 7,700 5,600 5,600 5,600 5,600 5,600 5,600
--- -----
17,500 14,400 - 13,137 1,125 12,850 550 15,110
- - - 1,121 - -
- - -
- -
17,500 14,400 - 13,137 2,246 12,850 550 15,110
(11,332) (13,279) (11,168) (10,539) (11,168) (10,539) (8,322) (8,778)
6,168 1,121 (11,168) 2,598 (8,922) 2,311 (7,772) 6,332
10 10 13 13 15 15 15 15
2 2 3 3 3 3 3 3
1,100 1,100 380 380 380 380 380 380
11,000 11,000 4,940 4,940 5,700 5,700 5,700 5,700
- - - - - - - -
11,000 11,000 4,940 4,940 5,700 5,700 5,700 5,700
300 300 300 300 300 300 300 300
- - - - - - 538 538
1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,320
4,600 4,600 3,450 3,450 3,450 3,450 3,450 3,450
6,100 6,100 4,950 4,950 4,950 4,950 5,488 5,608
4,900 4,900 (10) (10) 750 750 212 92
4,860 9,760 9,750 9,740 10,490 11,240 11,452 11,544
58
FINANCIAL IMPACT OF CAPACITY EXPANSION
Template
Current (steady state) scenario
Children enrolled average per day
Staffing (FTEs)
Average compensation per FTE*
Average cost of health care/FTE
Programming
Other Revenue
Revenue
Expense
Net Income
Impact of Expansion (hire 3 people)
Additional children enrolled
Additional staff hired
Additional monthly revenue per child added
Additional revenue generated from new children
Additional revenue generated from price increases
Total additional revenue generated
Cost of Increased supplies
Cost of increased compensation for existing staff
Cost of health care for existing staff
Cost of new staff (compensation and health care)
Total additional cost incurred
Net financial impact
Cumulative net financial impact
* May to June for Summer Camp/Same for AFS for August to September
* Includes payroll taxes, excludes benefits
Section 4 (33 Days)Section 5 (34 Days)Summer Section (40 days)
Mar Apr May Jun Jul Aug
2024 2024 2024 2024 2024 2024
18 18 18 13 13 12
2 2 2 2 2 2
5,600 5,600 5,600 7,700 7,700 7,700
------
1,580 15,470 350 15,500 17,100 14,400
- - - -
- -
1,580 15,470 350 15,500 17,100 14,400
(10,350) (8,271) (7,964) (12,214) (11,332) (13,279)
(8,770) 7,199 (7,614) 3,286 5,768 1,121 -3,882
15 15 15 15 20 20
4 4 4 4 4 4
380 380 380 380 1,100 1,100
5,700 5,700 5,700 5,700 22,000 22,000
- - - - - -
5,700 5,700 5,700 5,700 22,000 22,000
300 300 300 300 400 400 Burn Rate 6 month
538 538 538 630 630 630 572.5 3435
1,320 1,320 1,320 1,320 1,320 1,320 1242 7452
4,140 4,140 4,140 4,140 9,200 9,200 3588 21528
6,298 6,298 6,298 6,390 11,550 11,550
(598) (598) (598) (690) 10,450 10,450
10,946 10,348 9,750 9,060 19,510 29,960
59