HomeMy WebLinkAbout1991-04-02; City Council; 11097; FINDINGS AND RECOMMENDATIONS ON THE CHILD CARE NEEDS ASSESSMENTn -
.. z 0 E 4
2 0 z 3 8
OF CAHLSDAU - AUtNw BILL *L
AB# ~~~~9'/" TITLE: DEPT.
MTG. 4-2-91 CITY E FINDINGS & RECOMMENDATIONS ON THE
DEPT. RES CHILD CARE NEEDS ASSESSMENT CITY n
RECOMMENDED ACTION:
1. Review, consider and accept the "Carlsbad Child Care Needs Assessment 4
Report" recommendations for the development of affordable, accessible, quality cI
the City.
Adopt the International Child Resource Institute's (ICRI) - Phase Two lmplemen
Schedule as an addendum to City Council Resolution 90-58 to implement the Recom
of the Child Care Commission.
2.
ITEM EXPLANATION:
On June 27,1989 the City Council approved the inclusion of $62,500 for Child Care Consuli
to the City. The Child Care Consultant was charged with providing staff support to the
Commission and professional staff service to the City; developing and completing a needs
in each of the City's four quadrants; presenting the findings of the needs asse3
recommendations to the Child Care Commission; and, based on these findings,
recommendations to the City Council for action.
The City's Child Care Consultant (International Child Resource Institute) has completed the
and forwarded its findings contained in two reports to the Child Care Commission for consic
approval.
The Consultant reviewed demographic trends and future development plans in Carlsbad, i
input from community groups and individual citizens on the current child care situation in
was found that the current supply is not adequate to meet the need for child care during
years, or when the City reaches buildout. The supply of infant and toddler care in particular
low for a city the size of Carlsbad. The Consultant states that in the next five years, the m,
spaces needed will be for infanthoddler care. The expansion of year-round school-age F
summer child care, is also needed. Child care development in the Northeast, Southwest an
quadrants should focus on both center care and family day care sites to accompany the E
existing child care programs in the Northwest Quadrant. The Consultant also found a I
development of child care in the industrial park area.
The Child Care Commission is recommending that the City Council approve the "Carlsba
Needs Assessment and Recommendation Summary Report," dated January 1991 as thc
Program for the City of Carlsbad. The Summary Report contains eight specific recon
including timeline and activity steps.
Briefly, the eight recommendations are:
1. The City should encourage the expansion of the current child care programs (existii
providers can provide another 380 spaces).
The City should review and adopt procedures, fees and development standard
development and implementation of child care programs.
2.
I
s a *
PAGE 2 OF AGENDA BILL NO. /t,c 77
3. The City should further develop a refined child care information system to be
prospective child care providers and users.
The Child Care Commission should develop a plan for expansion of critical child
mildly-ill and infantltoddler care.
The City should encourage implementation of the quadrant-specific recommendatic
on area needs.
The City should encourage special year-round certified school-age child care oppc
The City should develop and promote a series of uniform child care policies to be a in appropriate City departments.
The City should consider, explore, or encourage the establishment of a child care ti
donation fund, where individuals, corporations, businesses, foundations, or other dc
be able to contribute to the fund for child care service improvements in Carlsbad.
4.
5.
6.
7.
8.
The consultant has prepared a Phase Two Implementation Work Schedule basec
recommendations, which staff is recommending that you adopt as an addendum to the C
contract with International Child Resource Institute, originally adopted by the City Council o
1990.
FISCAL IMPACT:
No additional funds are being requested over the $62,500 in account number 001-820
approved by City Council on March 13, 1990.
If additional funds are needed beyond current estimates, we will return to the City Council
additional appropriations.
EXH IBlTS :
1.
2.
3.
Carlsbad Child Care Needs Assessment and Recommendations Summary Report.
Child Care Consultant Phase Two Implementation Work Schedule.
City Council Resolution 90-58 approving an agreement for Child Care Consultant S.
Note: The "Child Care Needs Assessment and Recommendations Technical Information A
available for review at the Carlsbad Library, the South Carlsbad Library, the City Clerk's Offi
Research Office.
tXHlt5l I 1 0 0
Carlsbad Child Care Needs Assessment and Recommendations
Summary Report
Prepared for
the
City of Carlsbad
BY
International Child Resource Institute
Berkeley, California
January 1991
0 0
CITY OFFICIALS Claude A. "Bud" Lewis, Mayo
Ann J. Kulchin, Mayor Pro Ten
Eric Larson, Council Membe
Julianne Nygaard, Council Membe
Margaret Stanton, Council Membe
Raymond R. Patchett, City Manage
CHILD CARE COMMISSION Julie Baker, Chairperso
Dennis Cutler, Vice-Cha
Linda Gilk, Commissionc
Merry L'Esperance, Commissionc
Barbara Mead, Commission(
Mark Schwei, Commissionc
RESEARCH OFFICE James C. Hagaman, Research Manag
Joni Wiltgen, Management Analy
Pa u I i ne Ki I I i ngswort h, Secreta
INTERNATIONAL CHILD RESOUCE INSTITUTE Kenneth Jaffe, Executive Direcl
Nadine Abbott, Consulta
Doris Lipska, Consultz
Helena Hyman, Consult?
Susan Gordon, Administral
0 0
TABLE OF CONTENTS
INTRODUCTION ................................ 1
FINDINGS BASED UPON ASSESSMENT ................ 2
RECOMMENDATIONS ............................ 5
I .
I1 .
I11 .
IV .
Expansion of Current Child Care Programs ............ 5
Changes in City Planning Ordinances ................ 6
Development of a Refined Child Care
Information System .......................... 10
Development of Plan for Expansion
of Critical Child Care ........................ 11
VI . Special School-Age Programs ................... 15
VI1 . Other City Child Care Policies ................... 16
VI11 . Funding Approaches ......................... 17
V . Quadrant Specific Recommendations ............... 12
CONSULTANT FOLLOW-UP PHASE I1 ................. 18
0 e
Cityof GuikbdchildGueNeed\.AssessmentSupnmmyRepo~
INTRODUCTION
The International Child Resource Institute of Berkeley, California (ICRI) was contracted t
provide assessment and consultation services, give guidance to the City Child Care Commissio
and implement recommended policies adopted by the City Council and the Child C~I
Commission.
In the report which follows, the consultants reviewed, analyzed and assessed the following are
of information in order to create an accurate picture of child care needs in Carlsbad:
a)
b)
c)
d)
e)
f)
g)
h)
i)
A survey conducted in 1988 through distribution to local elementary schoc
parents.
A follow-up survey conducted in 1990 distributed to a random sampling (
community members both directly and through focus groups.
Extensive demographic information provided by SANDAG and the City (
Carlsbad.
Focus group review sessions with six groups of Carlsbad citizens.
Interviews with 24 key community members.
Special investigation conducted by the consultants on each quadrant sf the Citj
Special investigation conducted by the consultants on the Hispanic community.
Special investigation conducted by the consultants on child care supply in Carlsbac
Special investigation conducted by the consultants on school-age child care j
Carlsbad .
Based upon the above assessed information, ICRI formulated eight recommendations to meet tl
gaps in current service, and to assure the development of a comprehensive child care progra
which will allow for the best opportunity to develop high quality, age appropriate, well locatec
affordable child care for Carlsbad residents. The report is presented as two documents: th
Summary Report and the Technical Information Appendix.
1
0
Cityof Car~b~childCareNeedsAssessmentSwnmcuyR~~
m
FINDINGS BASED UPON ASSESSMENT
The following findings were identified from the information gathered:
1) Child Care SURR~V - The current supply of child care in the City of Carlsbad is no
adequate to meet the need for child care during the next ten years or when the City reache:
full buildout. The supply of infant and toddler care is unusually low for a city the size 0:
Carlsbad. The current child care supply is heavily concentrated in one of the four quadrant:
of the City (Northwest). Growth rate projections estimated by SANDAG indicate that thc
population from birth to age 13 will increase by approximately 129% over current number:
for the Carlsbad area by buildout.
Child Care Needs - Based upon all information assessed, the following child care need
are noted:
a)
2)
The total increased need for child care spaces (over the current supply of 997 license
and exempt spaces and approximately 350 unlicensed recreational spaces) is projecte
at approximately 1,500 at buildout. The average annual expansion rate would thus b
75 spaces per year for the next 20 years.
Extensive expansion of both center and family day care based infant and toddler car
is needed. Within the next 5 years, the majority of the 400 spaces needed will be fc
in fan t/ toddler care.
Expansion of school-age programs to a year round basis or development of a series (
"summer child care locales" is needed.
Development of both center care and family day care sites in the Northeast, Southwe
and Southeast Quadrants of the City is needed.
Expansion of existing child care programs in the Northwest Quadrant is needed.
Development of child care options to meet the needs of those industrial park worke
who desire to bring their children with them to the business park area is needed.
b)
c)
d)
e)
f)
3) Effectiveness of Citv in Dealinq with Child Care Needs -
a) While the departments who have been primarily responsible for dealing with the pub1
on child care issues in Carlsbad (namely Planning and Zoning) have attempted to :
helpful to those seeking information, the lack of a full and adequate information syste
and a structure for ease of child care planning has hampered the development of nc
child care supply.
Current City regulations regarding planning and zoning, while not intended to ham1
the development of child care supply within the City have, in fact, made it difficult ;
many child care providers wishing to expand to large family day care homes, or
start centers to cost effectively increase the supply of available child care in Carlsbi
The impact is that confusion is created as to the level of fees, the intricacy of f
planning procedure and the lack of funds available to pursue expansion to
conclusion.
b)
2
e
Cityof Car~bad~ld~eNeedsAssessmentSummaryRepo~
This is particularly evident in the multi-page fee structure document available at thc
Community Development counter where it is unclear which fees will be charged to i
potential child care provider. While an excellent child care folder is available at thc
City Planning Department, it does little to help a child care provider with limiter
planning experience to understand the full parameters of the fees they will pay, o
prepare them for the development of sophisticated planning, design and architectura
documents which must be presented.
Proposed child care centers which have been included in city growth management plan
by developers, have generally not come to fruition. This is caused by the very higl
cost of the land, location of the property set aside and no timeline for provision of a
operational child care program.
m
4) Impact of Demoaraphic Trends on Child Care SUDD~V and Demand - Based upon
review of demographic trends within the City, the industrial park buildout plans and curren
child care supply, it is apparent that extensive child care development will be necessary i
the Northeast, Southwest and Southeast Quadrants of the City. The Northwest Quadrar
child care expansion can take place primarily through the increase in license capacity i
existing child care programs.
Special Conditions for Carlsbad Parents - Based upon demographic review, communit
information gathering and results of the surveys, the following special conditions apply t
Carlsbad parents:
a)
5)
An unusually large number of Carlsbad parents would prefer child care close to hom
rather than close to work. This indicates a need to encourage child care options i
each quadrant of the City, close to the areas of residence of parents.
There are currently no licensed available spaces for the care of mildly ill children i
child care programs in Carlsbad. This need was indicated in the 1990 child car
survey by 50% of all parents as a major problem. It appears from the survey that thj
is an area which will grow in importance as a higher and higher percentage of tw
wage earner parents, or single parents who cannot miss work days, have greater nee
for the outside care of recovering children.
Currently the majority of school-age child care programs in Carlsbad are not license
by the California Care Licensing Division. They are either exempt as a result of the;
location on school grounds and operated by school districts, or are considere
"recreation" programs and thus not required to obtain licenses. While a license doc
not automatically indicate the quality of a child care program, it establishes certai
basic health, safety, adult-to-child ratios and overall curriculum standards. It woul
appear that the establishment of certain licensing or certification guidelines would assi
in maintaining the highest level of care possible.
The Hispanic community, making up over 15% of the Carlsbad community, is in nee
of expanded child care subsidy programs, culturally relevant services and personal]
directed information on the availability of child care. A large number of Hispani
children are being cared for by older siblings, many of whom are not yet teenager5
b)
c)
d)
3
0
Cityof Gukbd~ldGueN~Assa~S~Repor
A large number of parents indicate a need to find child care which more adequatel!
fits their work schedules. e)
6) Quadrant SDecific Findings -
Northwest Ouadrant - The currently existing child care supply in this quadrant is 53:
licensed spaces and approximately 300 unlicensed recreational spaces. The Northwes
Quadrant encompasses nearly all of the child care centers and a substantial number of thl
family day care homes. The quadrant also encompasses the largest Hispanic populatioi
located near the downtown area. The need for child care subsidies is greatest in thl
Northwest Quadrant, as is the need for bi-lingual information on child care. It is projectec
that, to buildout, approximately 250 additional spaces in child care will be needed to mee
expansion needs, Hispanic community needs, and the needs of the growing industria
section.
Northeast Ouadrant - The currently existing child care supply in this quadrant is 99 license
spaces and approximately 50 unlicensed recreational spaces. The Northeast Quadrant ha
a moderate residential growth rate, indicating the need for increased child care spaces. Twi
new public schools are planned for this quadrant. It is projected that the number a
additional child care spaces needed at buildout will be approximately 300.
Southwest Ouadrant - The currently existing child care supply in this quadrant is 36 license
spaces. The Southwest Quadrant has experienced a moderate growth rate coupled with th
lowest amount of current buildout (24%). This quadrant also contains that portion of th
industrial zone which may be most conducive to the development of at/or near worksit
child care. The projected approximate number of additional spaces needed is 550. Th
Southwest Quadrant also has the fewest current licensed child care spaces (36).
Southeast Ouadrant - The currently existing child care supply in this quadrant is 330 license
or license exempt spaces. The Southeast Quadrant has the second highest total amount c
child care spaces (330). The continuing steady growth rate and residential developmer
indicates a high level of need for future child care arrangements. It is projected that a
additional 400 child care spaces will be needed at buildout.
4
e
Cityof ~~bbadchildCareNeedsAssessmentSwnmmyRepor a
"
RECOMMENDATIONS
1.
II.
111.
IV.
V. Quadrant Specific Recommendations
VI. Special School-Age Programs
VII. Other City Child Care Policies
VIII. Funding Approaches
Expansion of Current Child Care Programs
Changes in City Planning Ordinances
Development of a Refined Child Care Information System
Development of Plan for Expansion of Critical Child Care
Explanation - Current Carlsbad child care providers have stated to the program consultants tha
they can increase the overall supply of child care spaces in the City of Carlsbad by 380 space
in existing centers and family day care homes.
This approach would require the refurbishment of current buildings at the same site
building of new facilities at the same site, or expansion into contiguous space. In each of thesc
cases, the role of the City in providing use permits and assessing fees will be a critical one. Thc
ability of current providers to rapidly and effectively expand their child care programs can be a
essential part of an overall system for the expansion of child care opportunities for Carlsbac
citizens .
The process of expansion of current programs could be accomplished by designatinj
current providers as being in either a "special" or "exempt" category. The consultants coulc
meet with each of the current providers of child care to assist them in the process of expandin]
their programs and acting as liaison with the City in this endeavor. Note: The Hispanic
Community, located in the Northwest Quadrant, should receive special attention from local chilc
care providers or other agencies desiring to expand child care services.
5
m
Cityof ~~b~child(=areNeedrAssessmentSummaryR~r 0
Timeline and Activitv Steps
Month 1: Develop matrix of need for child care expansion by age group.
Month 1: Establish meetings with each current provider of care.
Months 2-4: Determine ability to expand current program without need for:
1) Zoning changes
2) Financial assistance
3) Outside assistance
Months 2-3: Attempt to group providers who wish to expand child care programs intc
support groups.
Months 3-4: Provide training and share design information for expansion of curren
facilities.
Months 3-4: Provide training on fund procurement, loans, grants, etc.
Months 4-12: Assist prospective providers who are able to expand programs with Cit!
approvals and project initiation.
Months 6- 12: Conduct follow-up with individual providers to encourage their attainmen
of expansion goals.
Costs Implementation of Phase I1 of consultant agreement.
Explanation - It has become increasingly clear that many potential child care providers havc
decided not to pursue the establishment of child care programs in the City of Carlsbad as a resul
Of: + Cost of City fees. + Lack of clarity as to which fees and planning documents will be required. + Lack of sophistication of providers in the development of documents necessary for thc
planning process. + Lack of expertise and funds for the hiring of architects, designers, etc. in order tc
make the proper documents available to the Planning Department.
Implementation - The following guidelines can be implemented by the Planning Departmen
without a change of fee structure or general approach:
6
e
Cityof GuLvbadchild~eNeedAssasmentSrmuMIyRepor e
A) Any and all potential fees for child care related buildings can be listed separately in i
brief guide to be developed by the child care consultant.
Timeline and Activity Steps
Months 1-3: Development of guide to City fees for child care. Included in this guidc
will be:
1) Review of all City fees which may be charged for the developmen
of a child care program.
2) A series of scenarios regarding fees for new buildings
refurbishments, facilities requiring conditional use permits, facilitie
requiring change in community or general plans, etc.
Development of a matrix for potential fees to be charged (with
minimum to maximum range) on each type of project.
Refinement of the above information into a succinct, clear, readabll
document.
Costs a) Implementation of Phase I1 of consultant agreement.
b) New printing costs incurred for separate fee structure guide.
3)
4)
B) A streamlined one page flow chart showing all the steps from initial planning review t
the opening of a child care center approved by the City can be depicted in a clear an
concise fashion.
Timeline and Activity Steps
Months 1-3: Development of a one page flow chart for all steps in the planning an
implementation process for a child care program. Included in this on
page flow chart will be:
1)
2)
3)
4)
Delineation of each agency and approval level within the citj
county and state structure.
Development of a graphically appealing format for the flow charl
"Field testing" of a draft flow chart with a potential child car
provider to discern gaps or misunderstandings within the system
Printing and publication of refined flow chart.
Costs a) Implementation of Phase I1 consultant agreement.
b) New printing costs incurred for publication of flow chart.
7
e
Ciiyof GukbadchiIdGn-eNeedsAssessmentSununaryRepor
C) Each planning official can be trained to assist child care providers in understanding th(
City's newly refined approach to child care planning.
Note: It has been made clear by those wishing to receive planning assistance tha
Planning Department staflhas been helpfil given the limitations of the City child can
planning system.
Timeline and Activity Steps
Months 2/6: Training of planning officials. The training will include the following:
1)
2)
3)
4)
5)
Development of simple overview of child care from national, stat1
and local perspectives.
Discussion of the importance of child care to the City of Carlsbad
including its long and short range implications.
Review of proposed separated fee schedule for child care plannini
fees.
Review of special needs of potential child care providers for extr,
support and problem solving assistance.
Understanding of the relationship of other certification processe
(including State licensing and fire clearances) in the child car
planning realm.
6) Review of uniform protocols for the implementation of child car
and the role of Planning Department staff.
7) Reviewing of local resources available for child car
implementation.
Costs Implementation of Phase I1 consultant agreement.
D) A separately established lowered fee structure should be considered whereby child car
providers may fall under an exempt category when attempting to provide child care i
areas which have been designated as "high priority." The consultants and the Child Car
Commission wiU recommend specific areas whereby the Planning Department wi
exempt potential child care providers from certain fees.
Timeline and Activity Steps
Months 1-3: Review by consultants and Child Care Commission of specific high priorit
child care areas. This process will include:
1)
2)
Reviewing quadrant specific child care need information.
Reviewing demographic patterns and trends toward full buildout c
each quadrant.
8
0
Cityof Gu~badchildGueNeedrAssessmentSummmyRepo~
3) Reviewing impact of establishment of a lowered fee for large famil
day care homes in keeping with the State philosophy of encouragin;
family care.
Determining optimal areas for child care development based up01
quadrant buildout plans, including Hispanic community.
Meeting with Planning staff to determine appropriate method fo
initiating high priority child care areas.
Refining incentives available to child care providers initiatin;
programs in designated child care areas (Le. lower fees, grate
capacity, fast track expediting through C.U.P process or anothe
form of fee structure).
Developing ordinance language and include designated child car
Submitting ordinance to City Council for approval.
4)
5)
6)
7)
8)
areas.
Costs Implementation of Phase I1 consultant agreement.
E) Consideration should be given to the development of child care as a component in eac
Master Plan to be submitted by those wishing to develop building projects within th
City. The Master Plan could call for specifically established areas within the project an
require that the developer assist in expediting the establishment of the child care facilit
using a wide variety of options within a reasonable period of time.
Note: 2itzis does not mean that the developer would be assessed separate child care fee3
but rather be called upon to make child care a higher priority within the project. The Cit
Child Care Commission may wish to recommend periodic adjustments in the "big>
priority child care areas."
Timeline and Activity Steps
Month 1: Meet with City Planning staff to determine parameters for establishmer
of child care within Master Plans.
Month 1: Determine if current City Council and Planning Department policies ar
being carried out effectively.
Month 1 : Develop appropriate language to strengthen and clarify these policies.
Months 2-3: Gain approvals from Planning Department, Planning Commission, andk
City Council.
Costs Implementation of Phase I1 consultant agreement.
9
0
Cityof GukbadchildGueNeedsAss~smentSumnuuyRepoi
m
Explanation - The following components can be made part of a comprehensive coordinate
information system for the City:
+
+
+
A section of the main library devoted to starting child care or choosing child care
(Already being undertaken by the consultants.)
Courses available to child care staff for professional growth and developmeni
Calendars of training opportunities will be procured from local resource agencies.
A refined information packet developed by the consultants and made available t
anyone wishing to initiate child care programs in Carlsbad. The information pack€
should include:
- The refined City child care fee structure for use permit and planning fees (a
outlined in Recommendation #2).
- A simplified flow chart of the planning process for child care including steF
by-step outline of all parts of the process from initial conception to fu
operation of a child care program.
- A list of resource people with phone numbers. - A guide to the library system available on child care.
Development of an internal information packet made available to all City departmeni
on protocol for assisting with inquiries related to child care.
Provision of training to each department on the above protocols and information.
+
+
Timeline and Activity Steps
Accomplished :
Underway :
Month 1:
Months 1-3:
Determine all components of a comprehensive information systex
Continue to meet with Library staff and choose publications an
materials on starting child care and choosing child care.
Write draft changes in child care information packet and includ
new fee information as outlined in Recommendation #2.
Write all other draft information for inclusion in information pack(
including:
1) Step-by-step flow chart of the planning process for
child care from conception to full operation.
2) List of resource people with phone numbers.
3) Guide to the library system on child care.
Development of draft internal information packet for all City Months 3-4:
10
0
Cityof CmlsbadchiIdCareNeedsAssessment SummmyRepo~
departments providing protocol for treating inquiries relating tc
child care.
Secure agreements on draft language and prepare final text fo
printing.
Print new materials for inclusion in information system.
Develop a master list of most accessible locations for materials.
a
Months 3-5:
Months 4-5:
Months 4-5:
Costs a) Implementation of Phase I1 consultant agreement.
b) Printing costs for new materials.
Explanation - In the categories designated by parents as being in short supply or unavailable, j
is incumbent upon the Child Care Commission and the City to establish plans for promoting thi
development of care in these areas. This can be accomplished by promoting a publicit:
campaign through local newspapers, television, etc. as well as having City recognition of th
need to develop child care in certain categories. The Child Care Commission and th
consultants can refine and develop a simple publicity and public relations plan to raise the profil
of child care issues in Carlsbad.
Timeline and Activity Steps
Month 1:
Month 1:
Meet with the Child Care Commission to outline priorities for expansion a
critical care areas.
Child Care Commission and consultants develop a plan to promoti
expansion of infant care, mildly-ill care, year round school-age care, cart
for the Hispanic community, and care which more closely fits worl
schedules.
Month 2: Separate outreach plans approved for highlighting and publicizing the neec
for care in the above areas.
Month 2: Publicity packet developed to highlight child care needs.
Months 3-6: Awareness campaign carried out on child care needs in Carlsbad
Campaign includes: newspaper coverage, television coverage, potentia
community forum (meeting, seminar or Carlsbad Children's Day) and othe
activities as planned by Commission.
Costs a) Implementation of Phase I1 consultant agreement.
b) Printing of information packet, development of media materials.
11
0
Cityof CiaLsbadchildCareNeedrAsseSsmentSummaryRepoi
Northwest Ouadrant - All efforts should be made (through implementing other recommendation
set forth herein) to assist in facilitating the increase in the supply of available child care in thi
quadrant by 250 spaces by buildout. This can be accomplished primarily through the expansioi
of existing centers and family day care homes in this quadrant. The Child Care Commissioi
and the consultants can assist in designating areas within the Northwest Quadrant industrial are
which would be optimal for the development of future work related child care programs.
A separate effort should be made to establish more child care subsidy opportunities fo
the entire Northwest Quadrant but particularly the Hispanic section. As income levels withi
the Hispanic area are substantially lower than the average salary of Carlsbad residents, an effoi
should be made to procure available subsidies so that fewer Hispanic children are left in the car
of older siblings who are not yet teenagers. This could be accomplished through new Federz
monies to be made available to local areas.
Northeast Ouadrant - All efforts should be made (through implementing other recommendation
set forth herein) to assist in facilitating the increase in the supply of available child care in thi
quadrant by 300 spaces by buildout. This must be accomplished through the development a
new (rather than expansion) child care centers and family day care homes. The Child Car
Commission and the consultants can make recommendations for areas within this quadrant whic
would be most effectively developed for child care centers and family day care homes. Becaus
of the current level of residential development in this area and the number of new and younge
families residing here, every effort should be made to develop at least 40% of the spaces in thi
quadrant as infantkoddler spaces.
Southwest Ouadrant - All efforts should be made (through implementing other recommendation
set forth herein) to assist in facilitating the increase in the supply of available child care in thj
quadrant by 550 spaces by buildout. This includes the development of a supply of work relate
child care (up to approximately 200 spaces) contiguous to the part of the industrial zon
extending into the Southwest Quadrant. This must be accomplished solely through th
development of new child care centers and family day care homes as approximately 36 space
are currently available in this quadrant. The Southwest Quadrant requires the largest number c
spaces because it will experience nearly 75% growth by buildout. This, coupled with the nee
for work related child care placements, causes an unusually high burden of the need to fa
within this quadrant.
Southeast Ouadrant - All efforts should be made (through implementing other recommendation
set forth herein) to assist in facilitating the increase in the supply of available child care in thi
quadrant by 400 spaces by buildout. This would include the development of child care in th
shopping zones which are accessible to a large portion of the City. As the Southeast Quadrar:
is projected to grow by approximately 60% at buildout, this area may eventually have the large:
12
0
Cityof CarrsbadChildCareNeedsAssessmentS~R~~
e
number of children from birth through 13. An effort should be made to develop an adequat
supply of infant care and school-age child care in this quadrant.
Fixplanation - These quadrant specific recommendations are based upon projections mad
through the use of current SANDAG statistics, City of Carlsbad related survey information
focus groups, individual interviews, growth trends in similar communities and exper
information gathered by the consultants on child care needs relevant to Carlsbad.
Note: In each of the quadrants carefll consideration should be given $0 newly established trans
stations and commercial transit systems and their impact on the work patterns and locations L
Carlsbad residents and those coming into Carlsbad to work.
Timeline and Activity Steps
Month 1: Conduct quadrant by quadrant review to determine optimal child car
development areas in each quadrant (with Research staff and Plannin
Department).
Work with Planning staff to expedite the development of quadrant chil
care supply by implementing recommendations #1, #2, #5, and #8.
Publicize need for quadrant child care at buildout to prospective provide1
of child care in San Diego County and beyond.
Circulate "Request for Information" (RFI) to potential providers of chil
care, indicating high child care priority zones and encouraging providers t
select Carlsbad as a site for child care program development.
Month 4: Child Care Commission and consultants review responses to RFI an
determine plan for further attracting providers to Carlsbad.
Months 4-6: Consultants meet with prospective providers of appropriate child car
services to Carlsbad to assist them in expediting the conditional use permii
planning, and licensing processes.
Month 2:
Month 2:
Month 3:
Costs Implementation of Phase I1 consultant agreement.
13
m Cityof Gu~bad~ldGueN~Ass~smentSummaryRepo, m
MATRIX OF CHILD CARE NEEDS BY YEAR AND REGION
Additional Need for
Child Care by Quadrant: Current Child Care Provided
Licensed Unlicensed/Recreational Child Care
Northwest - 250 532 300
Northeast - 300 99 50
Southwest - 550 36 0
Southeast - 400 330 0
Current approximate gap between supply and demand:
InfantlToddler - 100 Preschool - 50
School-age - 100
Note: New center in Southeast Quadrant will substantially assist in making up part of deficit
in toddler and preschool care.
Child Care Expansion Needs 1990 - 2010
14
e
Cityof CarlsbadChildGzreNeedsAssessmentSummaryRepo~ e
&planation - Currently the substantial majority of school-age child care programs servicin
Carlsbad youth are unlicensed (or exempt from licensing) and do not operate during th
summer. Substantial information received indicated a need for reliable child care arrangemenf
operating on a year round basis. The concept of licensing or an accreditation program woul
assure that the child care provider is taking the necessary responsibilities and assuring thz
liability concerns are met. Unlicensed or exempt sites operating within the City school distric
facilities could be requested to maintain certain standards in regard to adult-to-child ratios, stai
training and certification, and curriculum design.
Note: Every efsort should be made to coordinate this efsort with existing community group.!
School Board, Parks and Recreation, Library, business organizations, etc. Careflu1 coordinatio
should be pursued between the School District, the Parks and Recreation Department, and th
Child Care Commission in this area.
Note: Other school-age issues which have arisen are the establishment of programs fo
teenagers, and the development of child care programs for teen parents. These will necessita1
firther discussion by the Commission.
* School-age is defined as K-12.
Timeline and Activity Steps
Underway: Meet with key School District officials, Parks and Recreation Departmeni
Boys and Girls Club, and Girls Club to encourage the development c
standards for Carlsbad school-age child care programs.
Month 1: Meet with current school-age child care providers to determine interest i
establishing a certification process.
Month 2: Assist in development of certification standards for school-age programs
Months 3-6: Assist in exploration of the development of further year-round options fc
Carlsbad school-age child care.
Costs Implementation of Phase I1 consultant agreement.
15
a
Cityof CarhbadchildCare Neea3AssamnentSwnmmyRepoi e
&planation - As several divisions of the City deal with child care issues (especially Planning
Zoning, Parks and Recreation, Fire Department, etc.) a series of succinct standards should b
adopted by the City Council and promulgated to all City departments. Such standards coul
contain the following:
+ An objective recognizing the need to increase child care by 1500 spaces by the tim
City buildout is reached. + Recognition by each City department of the need to assist and facilitate in this efforl + Specific guidelines for the City Planning Department, stating separate parameters
separate fee structure, and separate requirements for submission of plans. + Encouragement to the Parks and Recreation Department, Boys and Girls Club, an
Girls Club to continue to facilitate the growth of recreational support services withi
the City park system.
Timeline and Activity Steps
Underway: Review any currently proposed child care ordinance language.
Month 1: Propose language which reflects a coordinated approach to th
development of quality child care through the efforts of all Cit
departments.
Recommend changes or modifications in current approaches by Parks an
Recreation, Planning, Fire Department, etc. toward the development of
more unified child care planning and approval system at the City level.
Months 2-3: Assist in the development of a comprehensive child care ordinance whic
reflects the recommendations adopted by the Child Care Commission.
Months 3-4: Present the language of a coordinated child care ordinance to Cit
Council.
Month 2:
Costs Implementation of Phase I1 consultant agreement.
16
rn Cityof Clzrkbd~ildCareNeedrAssessmentSununaryRepoi
W
Explanation - In order to promote the full development and expansion of child care spaces an
quality in Carlsbad, a fund can be established which could go toward grants for site expansion
program development, curriculum development, supplies, staff training, or other uses. Such
fund could be administered through the Child Care Commission or other appropriate entity
Non-profit groups (or for-profits applying for loans) could apply to this fund in order to expant
the quantity or quality of their programs. Awards could be made semi-annually or annually. I
this manner, the City would not be involved in the child care business, but still be in a positio
to encourage the growth of child care services.
Note: Every efort should be made to coordinate this efsort with existing community group5
School Board, Parks and Recreation, Library, business organizations, etc.
Timeline and Activity Steps
Month 1: Present alternative approaches on the establishment of a child car
fund to Child Care Commission.
Month 2: Child Care Commission, City Manager's Office and consultants decid
on recommended approach to the establishment of a child care fund.
Month 2; Refine working program and parameters for implementation of chi1
care fund.
Month 2: Decide on membership configuration of advisory body to Child Car
Fund (or whether Child Care Commission should administer fund).
Month 3: Recommendation presented to City Council for approval.
Month 4: Membership in advisory body is established, non-profit entity j
established (if necessary) and protocols for funding are finalized.
Month 5: Fund raising commences.
Month 9: First RFP (Request for Proposals) is mailed to potential providers.
Months 12-15: First grants are awarded.
17
0 Cigof Guhbad Child Gue Need Assasment SummcuyRepoi
e
Costs a) Implementation of Phase I1 consultant agreement.
b) Costs incurred for printing of materials development for Child Care Fund.
CONSULTANT FOLLOW-UP PHASE II
The consultants would perform the following functions during Phase I1 in implementation of th
child care plan:
1) Liaison with existing child care providers in expansion effort.
2) Develop guide to planning fees in child care with City Planning Department.
3) Conduct training of City staff on child care issues and concerns. Provide simple chil,
care summary sheet to City staff.
4) Develop quarterly guide to child care courses, seminars and presentation5
Consultants develop procedures to compile quarterly listing made available t
community child care providers and interested parties.
Develop high child care priority areas with City Planning Department.
Develop City child care assistance protocols for all City departments to be approve
by Child Care Commission.
Training with all departments on protocol, including Community Developmenl
Planning Department, Parks and Recreation, etc.
Development of standards for child care inclusion in growth management zone:
potentially restructuring child care zoning and planning standards. Assure land us
and community development process review for child care policies.
Assist Child Care Commission, Carlsbad School Board, and child care providers i
establishing quality criteria for school-age child care. (Necessitated by concerns fror
parent surveys on quality issues of school-age care.)
Train and assist staff in developing a child care resource library and expert pool t
provide at one site all information and resources needed for state and local buildin
and zoning regulations regarding construction and rehabilitation of child car
facilities.
Act as liaison with business community, Chamber of Commerce, industrial park, et(
in order to communicate needs for child care expansion and promote business relate
child care.
5)
6)
7)
8)
9)
10)
11)
18
- - - . . - - - . - e 0
ICRI - CITY OF CAlRLxBAD
PHASE LI - IMPLEMENTATION OF WORK SCHEDmE
Consultants: Doris Lipska, Nadine Abott
1)
2)
Establish meetings with each current provider of care interested i expanding their program. (Month I)
Determine ability to expand current program without need fo
(Months 2-4) a) Zoning changes
b) Financial assistance
c) Outside assistance
Attempt to group providers who wish to expand child care progran
into support groups. (Months 2-3)
Provide training and share design information for expansion ( current facilities. (Months 3-4)
Provide training on fund procurement, loans, grants, etc, (Monti
3-4) Assist prospective providers who are able to expand programs wii
City approvals and project initiation. (Months 4-12)
Conduct follow-up with individual providers to encourage the
attainment of expansion gods. (Months 6-12)
3)
4)
5)
6)
7)
-mendation 2 Chan- ’ Ordinanceg
Consultants: Ken Jaffe, Lynn Laszczynski, Shira Rosenblatt
A) Development of guide to City fees for child care. Included in th
guide will be: (Months 1-3)
1)
2)
Review all City fees which may be charged for tl
development of a child care program. (Month 1)
A series of scenarios regarding fees for new building refurbishments, facilities requiring conditional use permil
facilities requiring change in community or general plan
etc. (Month 1)
Development of a matrix for potential fees to be chargc
(with a minimum to maximum range on each. type
project). (Months 1-3)
Refinement of the guide to City fees into a succinct, cia
readable document. (Month 3)
3)
4)
1
e 0
B) Development of a one page flow chart for all steps in the phnin
and implementation process for a child care program. Included i
this one page flow chart will be: (Months 1-3)
1)
2)
3)
Delineation of each agency and approval level within th
city, county and stab structure. (Month 1)
Development of a graphically appealing format for the floi
chart. (Month 2)
"Fjeld testing" of a draft flow chart with a potential chi1
care provider to discern gaps or misunderstandings withi the planning and implementation system, (Month 2)
Review findings from "field testing" of draft flow char (Month 3)
Printing and publication of refined flow chart for tl
planning and implementation process of child care. (Monl
3)
4)
5)
C) Training of planning officials. The training will include tt
following: (Months 2/6)
1)
2)
3)
Development of simple overview of child care from nations state and local perspectives. (Month 2)
Review of spechi needs of potential child care providers f
extra support and problem solving assistance. (Month 2)
Understandhg the relationship of other certification process
(including State licensing and Are clwanw) in the chj
care planning realm, (Month 2)
Discussion of the importance of child care to the City
Carlsbad, including its long and short range implidor (Month 3)
5) Review of proposed separated fee schedule for child Q
planning fees. (Month 3)
6) Review of uniform protocols for the implementation of ch
care and the role of Planning Department staff. (Month
7) Review of locat reesources available for child ci
implementation. (Months 4-5)
8) Second training of City staff. (Month 6)
4)
2
e 0
D) Review by consultants and Child Care Commission of specific hit
priority child care areas. This process will include: (Months 1-:
1) Reviewing impact of establishment of a lowered fee for lari
family day care homes in keeping with the State philosopl of encouraging family care. (Month 1)
Determining optimal areas for child care development bw upon quadrant buildout plans, including Hispanic cornmunit
(Month 2)
Meeting with Planning Department staff to determil
appropriate method for initiating high priority child ca
areas. (Month 2)
Ref'i'ig incentives available to child care providers initiatii
programs in designated child care weas (Le, lower fee
greater capacity, fasttrackexpediting through C.U.Pprace
or another form of fee structure). (Month 3)
Developing ordinance language, if found to be nwssar
and include designated child care areas. (Month 3)
Submitting ordinance to the City Council for approval f
high priority child care areas. (Month 4)
2)
3)
4)
5)
6)
E) Consideration should be given to the development of child care
8 component in each Master Plan to be submitted by those wishi
to develop building projects within the City. (Months 1-3)
1) Meet with Planning Department staff to determine parame&
for establishment of child care within Master Plana.
(Month 1)
2) Determine if current City Council and Planning Departmc policies are being carried out effectively. (Month 2)
3) Develop appropriate language: to strengthen and clarify the policies. (Month 1)
4) Gain approvals from Planning Department, Planni
Commission, and/or City Council for development &Mas
Plan. (Months 2-3)
3
m 0
nendahon 1 De vela-t o f a Refi ned Child Care Info rmatmn Svste m Recom Consultants: Helena Hymw, Shira Rosenbiatt
1)
2)
Continue to meet with Library staff and choose publications an
materials on starting chid care and choosing child care. (Month f
Write all other draft information for inclusion in information pack
including: (Months 1-3)
a) Step-by-step flow chart of the planning process for child MI
from conception to full operation.
b) List of resource people with phone numbers.
c) Guide to the library system on child care.
Write draft changes in child care information packet and include ne
fee information as outlined in Recommendation In. (Month 1)
Development of draft internal information packet for all Ci
departments providing protocol for treating inquiries relating to chi
care. (Months 3-4) Secure agreements on draft language and pepare final text fi
printing. (Months 3-5)
Print new materials for inclusion in information system, (Mont
4-5)
Develop a master list of most accessible lacations for material
3)
4)
5)
6)
7) (Months 4-5)
Rme ndation 4 I)eveloDmm f o r Ex pa nsion of Cn 'tical Child Carg
Consultants: Ken Jaffe, Stacy Merritt, Susan Stark
1)
2)
Meet with the Child Care Commission to outline priorities i
expansion of critical care areas. (Month 1)
Child Care Commission and consultants develop a plan to prom
expansion of infant care, mildly411 care, year round school-age CB:
care for the Hispanic community, and care which more closely j
work schedules. (Month 1)
Separate outreach plans approved for highlighting and publicizi the need for care in the above areas. (Month 2)
Publicity packet developed to highlight child care needs. (Month
Launch into awmness campaign on child care needs in Carlsbi
Campaign includes: newspaper coverage, television cover#
potential community forum (meting, seminar or Carlst
Children's Day) and other activities as planned by the Child C
Commission. ("Months 3-6)
3)
4) 5)
4
m m
PecQ-ndatia @%d rant Spec ific Reco mmendationa
Consultants: Ken Jaffe, Susan Stark, Stacy Merritt
1) Conduct quadrant by quadrant review to determine optimal chi&
care development areas in each quadrant (with Research staff an
Work with Planning Department staff t~ expedite the developmer
of quadrant child care supply by implementing recoinmendations #1
Publicize need for quadrant child care at buildout, (Month 2)
Circulate "'Request for Information" (RFI) to pobntial providers c
child care, indicating high child care priority zones and encouragin
providers to select Carlsbad as a site for child care progm
development. (Month 3) Child Care Commission and consultants review responses to Rf
and determine plan for further attracting providers to Carlsba
(Month 4)
Consultants meet with prospective providers of appropriate chi'
care services to Carlsbad to assist them in expediting the condition
use permit, planning, and licensing processes. (Months 4-6)
Planning Ikparnmt). (Month 1)
2)
#2, #5, ad #8. (Months 2-3)
3)
4)
5)
6)
endat ion.4 $mix id School-&e Prom
Consultants: Ken Jaffe, Susan Stark
1) Meet with key School District officials, Parks and Recreati Department, Boys and Girls Club, and Girls Club to encourage t
development of standards for Carlsbad school-age child c%
programs. (Underway)
Meet with current school-age child care providers tc, determi
interest in establishing a certification process. (Month 1)
Assist in development of certification standards for school-a
programs. (Month 2)
Assist in exploration of the development of further year rou
options for Carhbad school-age child care. (Months 3-6)
2)
3)
4)
~ammenda~ Qt her Citv Child Care Polich
Consultants: Ken Jaffe, Shim Rosenblatt, Susan Stark
1)
2)
Continue to review any currently propod child care ordinru
language. (Month I)
Propose language which reflects a coordinated approach to
development of quality child care through the efforts of all C
departments. (Month 1)
5
a m
3) Recommend changes or modifications in current approaches by
Parks and Recreation, Planning and Fire Departments, etc. toward
the development of a more unified child care planning and approval
system at the City level. (Month 2) Assist in the development of a comprehensive child care ordinma
which reflects the recommendations adopted by the Child Cart
Commission. (Months 2-3)
Present the language of a coordinated child care ordinance to tht
City Council. (Months 3-4)
4)
5)
. &cmnin&tio n8 Fu ndingJmmac ha
Consultant: Ken Jaffe
1)
2)
Present alternative approaches on the establishment of a chifd ca~
fund to the Child Care Commission. (Month 1)
Child Care Commission, City Manager’s Office and consultan
decide on recommended approach to the establishment of a chil
care fund, (Month 2)
Refine working program and parameters for implementation t
child care fund. (Months 2-4)
Decide on membership configuration of advisory body to the chi1
care fund (or whether the Child Care Commission should administ
fund). (Months 2-3)
Recommendation presented to the City Council for approvr
(Months 3-4)
Membership in advisory body is established, non-profit entity
established (if necessary) and pmtocols for funding are finalize
(Month 4)
Fund raising commences, (Month 5)
First Request for Proposals (RFP) is mailed to potential provide
for child care fund. (Month 9)
First grants are awarded. (klonths 12-15)
3)
4)
5)
6)
7)
8)
9)
6
I I
1 I
2
3
4
5
6
7
a
___...-. ~ 0 W
RESOLUTION NO. 90-58
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAO, CALIFORNIA, APPROVING AN AGREEMENT FOR CHILD CARE CONSULTING SERVICES.
WHEREAS, the City Council has determined that it is desirable
necessary to retain the services of a Child Care Consultant.
NOW, THEREFORE, BE IT HEREBY RESOLVED by the City Council of
City of Carlsbad, California, as follows:
1. That the above recitations are true and correct.
m e
AGREEMENT
THIS AGREEMENT, made and entered into as of the day of
, 1990, by and between the CITY OF CARLSBAD, a municipal
corporation, hereinafter referred to as "City", and
hereinafter referred to as "Consultant".
?
RECITALS
City requires the services of a Child Care Consultant to provide the
necessary professional staff services forthe City and its Child Care Commission;
and
Consultant possesses the necessary skills and qualifications to provide
the services required by the City;
NOW, THEREFORE, in consideration of these recitals and the mutual covenants
contained herein, City and Consultant agree as follows:
1. CONSULTANT'S OBLIGATIONS
The duties of the Child Care Consultant include, but are not limited to,
the following:
A. Provide staff support for the Child Care Commission by attending
regular meetings of the Commission, preparing agendas and staff reports, and
providing expert guidance to the Child Care Commission.
6. Provide guidance and assistance to the Child Care Commission in
implementing the goals and objectives set forth in the adopted Child Care
Policies.
m w
2
C. Assist the Child Care Commission in providing reports to the City
Council on its progress in implementing Council directives.
D. Work under the direction of the City Manager’s Office and with Citl
staff in providing professional child care services to the City.
E. Under the direction of the City Manager’s Office, conduct ;
comprehensive needs assessment for child care in each of the city’s foul
quadrants. If needs are shown, provide information to the Child Care Commissioi
to consider the economic feasibility of alternative means of addressing thesl
needs.
F. Assist City departments, child care providers, developers and othe
parties interested in the expansion of child care services in Carlsbad.
G. Help focus and coordinate the City’s ongoing and future child car
activities by exploring the potential range of options available to the City i
facilitating the delivery of child care services and funding.
H. Develop and maintain a comprehensive facilities check list to assis
developers and providers of child care services in complying with local, State
building, safety and planning regulations.
I. Provide training and assistance to City staff in integrating at or
location expertise in local and State building, safety, zoning, fire, parkins
handicapped requirements and regulations applicable to the construction ar
rehabilitation of facilities designed for child care.
J. Review State 1 icensing requirements and legislation regarding chi
care and suggest amendments and changes thereto.
K. Provide those services outlined in the Timeline and Cost Summar
incorporated by reference hereto.
3
0 0
* 2. CITY OBLIGATIONS
A. The City will make payment to the Consultant as provided for in this
agreement.
6. The City will make available to the Consultant any documents, studies
or other information in its possession related to the proposed project.
3. PROGRESS AND COMPLETION
The work under this Contract will begin within ten (10) days after receipt
of notification to proceed by the City and continue for a period of one (1) year
from that date. Renewal of this agreement on an annual basis, not to exceed
four (4) years, will be considered based on the product and performance of the
Consultant in meeting his obligations and agreed to in writing by the City
Manager.
4. FEES TO BE PAID TO CONSULTANT
Payment of fees shall be within thirty (30) days after receipt by the City
of a monthly invoice by the Consultant. Each invoice shall contain the name of
each individual who worked, the position, the hourly rate, date, number of hours,
and item worked on or type of work done. Invoices are subject to approval by
the City Manager. No other compensation for services will be allowed except for
those items covered by supplemental agreements per Paragraph 5, "Changes in
Work. "
Fees to be paid to Consultant for work enumerated in the Timeline and Cost
Summary of the ICRI Consul tation Proposal, incorporated by reference hereto, and
in Paragraph 1 of this agreement, "Consultant's Obligations", are not to exceed
532,000 for consultation assessment and program policy development.
0 m
If, after the enumerated phases within this agreement have been complete
the City decides to enact policy recommendations requiring further time a
resource commitment, a new Contract will be negotiated.
5. CHANGES IN WORK
If, in the course of the Contract, changes seem merited by the Consult;
or the City, and informal consultations with the other party indicate that
change in the conditions of the Contract is warranted, the Consultant or the C-
may request a change in Contract. Such changes shall be processed by the Ci
in the following manner: A letter outlining the required changes shall
forwarded to the City Manager’s Office by the Consultant to inform the City
the proposed changes along with a statement of estimated changes in charges
time schedule. After reaching mutual agreement on the proposal, a supplemenl
agreement shall be prepared by the City and approved by the City Council. Si
supplemental agreement shall not render ineffective or invalidate unaffeci
portions of the agreement. Changes requiring immediate action by the Consult(
or City shall be ordered by the City Manager who will inform a principal of.
Consultant’s firm of the necessity of such action and follow up with
supplemental agreement covering such work.
6. COVENANTS AGAINST CONTINGENT FEES
The Consultant warrants that their firm has not employed or retained ,
company or person, other than a bona fide employee working for the Consulta
to solicit or secure this agreement, and that Consultant has not paid or agr
e m
5
to pay any company or person, other than a bona fide employee, any fee,
commission, percentage, brokerage fee, gift, or any other consideration
contingent upon, or resulting from, the award or making of this agreement. For
breach or violation of this warranty, the City shall have the right to annul this
agreement without liability, or, in its discretion, to deduct from the agreement
price or consideration, or otherwise recover, the full amount of such fee,
commission, percentage, brokerage fee, gift, or contingent fee.
7. NONDISCRIMINATION CLAUSE
The’Consul tant shall comply with the State and Federal Ordinances regarding
nondiscrimination.
8. TERMINATION OF CONTRACT
In the event of the Consultant’s failure to prosecute, deliver or perform
the work as provided for in the Contract, the City may terminate this Contract
for nonperformance by notifying the Consultant by certified mail of the
termination of the Contract. The Consultant, thereupon, has five (5) working
days to deliver said documents owned by the City and all work in progress to the
City Manager. The City Manager shall make a determination of fact based upon
the documents delivered to the City of the percentage of work which the
Consultant has performed which is usable and of worth to the City in having the
Contract completed. Based upon that finding as reported to the City Council,
the Council shall determine the final payment of the Contract.
e I)
9. DISPUTES
If a dispute should arise regarding the performance of work under th
agreement, the following procedure shall be used to resolve any question of fa
or interpretation not otherwise settled by agreement between parties. SUC
questions, if they become identified as a part of a dispute among persol
operating under the provisions of this Contract, shall be reduced to writing I
the principal of the Consultant or the City Manager. A copy of such document
dispute shall be forwarded to both parties involved along with recommend
methods of resolution which would be of benefit to both parties. The Ci:
Manager or principal receiving the letter shall reply to the letter along wi
a recommended method of resolution within ten (10) days. If the resolution thi
obtained is unsatisfactory to the aggrieved party, a letter outlining the dispu
shall be forwarded to the City Council for their resolution. The City Counc
may then opt to consider the directed solution to the problem. In such case
the action of the City Council shall be binding upon the parties involvec
although nothing in this procedure shall prohibit the parties seeking remedil
available to them at law.
10. RESPONSIBILITY OF THE CONSULTANT
The Consultant is hired to render professional services for Child Care ai
for those obligations outlined in the Request for Proposal. Consultant sha
indicate responsible individuals for fulfilling these obligations and may n
change these responsibilities and/or individuals without City approval. A
payments made to Consultant are compensation solely for such services.
m II)
11. SUSPENSION OR TERMINATION OF SERVICES
This agreement may be terminated by either party upon tendering thirty (3
days written notice to the other party.
termination, upon request of the City, the Consultant shall assemble the wo1
product and put same in order for proper filing and closing and deliver sa
product to City. In the event of termination, the Consultant shall be paid f(
work performed to the termination date; however, the total shall not exceed ti,
guaranteed total maximum. The City shall make the final determination as to th
portions of tasks completed and the compensation to be made. Compensation i
to be made in compliance with the Code of Federal Regulations.
In the event of such suspension
12. STATUS OF THE CONSULTANT
The Consultant shall perform the services provided for herein ii
Consultant’s own way as an independent Contractor and in pursuit of Consultant’:
independent calling. Consultant shall be under control of the City as to thc
result to be accomplished and the personnel assigned to the project, and shall
consult with the City as provided for in the proposal.
The Consultant is an independent contractor of the City. The payment made
to the Consultant pursuant to this contract shall be the full and complete
compensation to which the Consultant is entitled. The City shall not make any
Federal or State tax withholdings on behalf of the Consultant. The City shall
not be required to pay any workers’ compensation insurance on behalf of the
Consultant. The Consultant agrees to indemnify the City for any tax, retirement
contribution, social security, overtime payment, or workers’ compensation which
the City may be required to make on behalf of the Consultant or any employee of
the Consultant for work done under this agreement.
0
W
The Consultant shall be aware of the requirements of the Immigration Ref0
and Control Act of 1986 and shall comply with those requirements, including, b
not limited to, verifying the eligibility for employment of all agent
employees, subcontractors and consultants that are included in this agreemen
13. OWNERSHIP OF DOCUMENTS
All studies, drawings and reports as herein required are the property
the City, whether the work for which they are made is to be executed or no
In the event this Contract is terminated, all documents, drawings, reports a
studies shall be delivered forthwith to the City. Consultant shall have t
right to make one (1) copy of the documents for his/her records.
14. HOLD HARMLESS AGREEMENT
The City, its officers, and employees shall not be liable for any claim
liabilities, penalties, fines or any damage to goods, properties, or effects
any person whatever, not for personal injuries or death caused by, or claim
to have been caused by, or resulting from, any intentional or negligent act
errors, or omission of Consultant or Consultant’s agents, employees,
representatives. Consultant agrees to defend, indemnify, and save free a
harmless the City and its officers and employees against any of the foregoi
liabilities or claims of any kind and any cost and expense that is incurred
the City on account of any of the foregoing liabilities, including liabiliti
or claims by reason of alleged defects in any plans and specifications.
e W
9
15. ASSIGNMENT OF CONTRACT
The Consultant shall not assign this Contract or any part thereof or any
monies due thereunder without the prior written consent of the City.
16. SUBCONTRACTING
If the Consultant shall subcontract any of the work to be performed under
this Contract by the Consultant, Consultant shall be fully responsible to the
City for the acts and omissions of Consultant’s subcontractor and ofthe persons
either directly or indirectly employed by the subcontractor, as Consultant is
for the acts and omissions of persons directly employed by Consultant. Nothing
contained in this Contract shall create any contractual re1 ationship between any
subcontractor of Consultant and the City. The Consultant shall bind every
subcontractor and every subcontractor of a subcontractor by the terms of this
Contract applicable to Consultant’s work unless specifically noted to the
contrary in the subcontract in question approved in writing by the City.
17. PROHIBITED INTEREST
No official of the City who is authorized in such capacity on behalf of
the City to negotiate, make, accept, or approve, or take part in negotiating,
making, accepting, or approving of any architectural , engineering, inspection,
construction or material supply contractor, or any subcontractor in connection
with the execution of this Contract, shall become directly or indirectly
interested personally in this Contract or in any part thereof. No officer,
employee, architect, attorney, engineer, or inspector of or for the City who is
authorized in such capacity and on behalf of the City to exercise any executive,
supervisory, or other similar functions in connection with the performance of
e W
this Contract shall become directly or indirectly interested personally in ti
Contract or any part thereof.
18. VERBAL AGREEMENT OR CONVERSATION
No verbal agreement or conversation with any officer, agent, or emplo;
of the City, either before, during, or after the execution of this Contrac
shall affect or modify any of the terms or obligations herein contained nor SI
verbal agreement or conversation entitles the Consultant to any additioi
payment whatsoever under the terms of this Contract.
19. SUCCESSORS OR ASSIGNS
Subject to the provisions of Paragraph 14, "Hold Harmless Agreement", t
terms, conditions, and provisions hereof shall insure to and shall bind each
the parties hereto, and each of their respective heirs, executo
administrators, successors, and assigns.
20. EFFECTIVE DATE
This agreement shall be effective on and from the day and year first abc
written.
21. CONFLICT OF INTEREST
The Consultant shall file, on assuming office, leaving office and,
appropriate, annually, a Conflict of Interest Statement with the City Clerk
the City of Carlsbad for Consultants in Categories A, B, C and D in accordai
with the requirements of the City of Carlsbad Conflict of Interest Code.
e e
.)
*
22. INSURANCE
The Consultant shall maintain general liability insurance, includi
personal injury 1 i abil i ty, blanket contractual 1 iabil i ty, and broadform proper
damage liability. The combined single limit for bodily injury and proper‘
damage shall not be less than $300,000.
The Consultant shall also maintain automobile bodily injury and propert
damage liability insurance covering owned, non-owned, rented, and hire
automobiles. The combined single limit for bodily injury and property damag,
shall not be less than 5500,000.
IN WITNESS WHEREOF, we have hereunto set our hands and seals.
(CONSULTANT’S NAME) CITY OF CARLSBAD:
BY Mayor
APPROVED AS TO FORM: ATTESTED :
Assistant City Attorney City Clerk
.. v *
B - INTERNATIONAL CHILD RESOURCE INSTITUTE
TIMELINE AND COST SUMMARY
These services would be immediately available to the City of Carlsbad at tl following timeline and rates.
1) Identification of major child care issues: Month 1
- Initial meetings with Child Care Commission, etc. to refir
parameters.
2) Consultation to Commission and City on all phases of development ai
3)
implementation of Carlsbad Child Care plan:
Survey and Assessment of families in Carlsbad:
Months 2-12
Early Month 2-4
- Develop assessment tool s. - Meet with designated Carlsbad groups, businesses and individuals focus groups conducted by ICRI staff/consultants. Administer surveys and/or conduct assessments. Collect data from agreed locations. Analyze data and assessment of information.
recommendations.
- - - - Computerize all data received for ease of comparison ai
4) Review of Child Care Supply: Early Month 2-4
- Research into local services and conditions. - Compile provider input. - Analyze 1 oca1 trends. - Project future child care needs, including policy development. - Develop and present child care services matrix.
COST: Consultation, Information Review, Assessment and Computerization of Dai
400 Hours at average fee of $50.00/hour:
5) Identify Carlsbad’s existing process for the provision of child care ai suggest alternatives: Middle Month 3
6) Presentation of program models: Months 2,5
$20,000
- Included in presentation: Models of municipal child care policie
state/national/international child care programs, and models ( financially successful child care funding plans.
w w
7) Funding strategy: Early Month 4
- Identify public and private support and include broad community
support.
COST: Resource identification, presentation of program models and funding st r at egy
100 Hours at. average fee of $50.00/hour: $5,000
8) Carlsbad Report: Early Month 5
- Development of detai 1 ed Carl sbad child care plan. Development and production of comprehensive draft report. - - Development and production of final report after draft submission.
COST: Preparation of Final Report
100 Hours at average fee of $50.00/hour: $5,000
Total Costs of consultation, assessment, analysis and reports on all phases :
This includes production and secretarial costs, and is exclusive of up to
$30,000
$2,000 in transportation costs.
a 0 ah
'I 6 '* 4
REPORT
- to
CITY OF CARLSBAD
CHILD CARE NEEDS ASSESSMENT AND RECOMM[ENDATIONS
Technical Information Appendix
Prepared by
INTERNATIONAL CHILD RESOURCE INSTITVIE
Berkeley, California
February 1991
w W
"ICAL INFORMATION APPENDIX
CITY QUADRANT REVIEW ...................................... 1
NorthwestQuadrant ....................................... 1
Hispanic Community ..................................... (
NortheastQuadrant ....................................... 8
Southwest Quadrant ....................................... 11
SoutheastQuadrant ....................................... 14
. CITYWIDE AND QUADRANT DEMOGRAPHICS ....................... 1E
CITYWIDE CHILD CARE SUPPLY ................................ 2C
STANDARDS FOR THE DETERMINATION C)F CHILD CARE NEED .......... 24
SCHOOL-AGE CHILD CARE IN CARLSBAD .......................... 2E
TARGETED SURVEY REVIEW OF COMMUNITY MEMBERS ............... 25
RESULTS OF 1988 CHILD CARE SURVEY REVIEW ..................... 3C
RESULTS OF 1990 FOLLOW-UP SURVEY ............................ 4E
QUADRANTMAPS ........................................... 65
QUALITYOFCARE .......................................... 7C
SICK CHILD CARE ISSUES ..................................... 72
BENEFITS OF EMPLOYER SPONSORED CHILD CARE SERVICES ........... 75
FUNDINGALTERNATIVES ..................................... 78
TAXADVANTAGES .......................................... 83
LIABILITYISSUES ........................................... 85
MATRIX OF QUALITY AND RISK MANAGEMENT INDICATORS
FORDAYCARE ........................................ 86
CHILD CARE REGULATORY ISSUES .............................. 9C
DISCUSSION OF MODEL APPROACHES ............................ 92
r ai e 0
AGENCIES AND ORGANIZATIONS CONTACTED ...................... 9:
SUMMARYOFFOCUSGROUPS .................................. 9:
Family Day Care Providers .................................. 9:
Center Directors ......................................... 91
La Costa Heights P.T.A. Board ................................ 9'
Pediatric Group . Tri City Hospital ............................. 9
Hughes Aircraft and Daniels Cablevision .......................... 9
FOCUSGROUP ............................................. 9
PreschoolKenter Directors ................................... 9
The Daniels Cablevision Company . Management Group ............... 10
Family Day Care Providers ................................. 10
Hughes Aircraft Company Employee Group
La Costa Heights P.T.A. Board ...............................
Community Pediatric Group at Tri City Hospital .................... 10
....................... 10
10
NOTES ON CARLSBAD CHILD CARE COMMISSION SURVEY PROVIDER
COMMENTS .......................................... 11
TARGETSURVEYS .......................................... 11
NEWSRELEASES ........................................... 14
W W
CITY QUADRANT REVIEW
NORTHWEST QUADRANT
Land Use Summary
The Northwest Quadrant of Carlsbad is bounded by Buena Vista Lagoon and Highway 78 on the
North, El Camino Real on the east, Palomar Airport Road on the south and the Pacific Ocean
on the west.
The northern half of this quadrant comprises the older and originally developed area of Carlsbad.
Only a minimal amount of land which can be developed yet remains vacant in the zone, and
portions of that are currently in the process of being developed or redeveloped. The Carlsbad
City Council voted, in August 1990, to study the Hispanic community in the downtown area, one
of the City's oldest neighborhoods, as a possible redevelopment area. It appears that this option
is well supported by leaders in the Hispanic community.
A variety of areas are within the northern portion of the Northwest Quadrant: the Redevelopment
Zone, downtown, City Hall, the main City Library, Plaza Camino Real Shopping Center, the
beach area, Hosp Grove, and two lagoons. The dominant land use is residential, but scattered
throughout the area are commercial, school, tourist, office and recreational areas. Future
development will include a few residential projiects on vacant land and in-fill development
throughout the interior areas.
The southern half of the Northwest Quadrant includes several distinct areas: coastal, agricultural,
industrial and, to a lesser degree, residential. The coastal portion begins just south of Agua
Hedionda Lagoon and runs south along both sidles of Interstate 5, to Palomar Airport Road.
Some residential development exists in the area, but it is predominantly zoned Commercial, Open
Space and Public Utility. San Diego Gas and Electric Company's Regional Power Plant is here.
The Ecke Agricultural Preserve extends east from 1-5, halfway across the quadrant. It meets the
industrial area on the south, and an area designated mostly as open space on the north, where
residential development is planned in two Master Plan areas.
Located in the southernmost comer of the quadrant is approximately two-thirds of the 2,361-
acre industrial zone. While there are no residentially zoned properties in this area, near11
20,000 persons are currently employed here. According to Dean Greenberg of Centrt
Development Corporation, the major developer of the area, an estimated 55,000 persons will bt
employed in the area at buildout.
1
r i e e
Northwest Quadrar
Population
The 1988 SANDAG Population Estimates by Quadrant show the Northwest Quadrant populatio
at 23,886, with 2.38 persons per household, representing a 5.6% growth between 1986 an
1988. According to a January 1990 report prepared by the Carlsbad City Parks and Recreatio
Department, buildout population estimated for this quadrant is 37, 979. This report indicates th
quadrant to be at 62% of buildout in 1988.
Estimated city wide population by age from the 1988 SANDAG report shows 0-4 years - 7.4%
5-13 years - 8.9%, and ages 14-17 - 3.2%. Applying this formula to the quadrant populatior
the Northwest Quadrant child population estimates are:
&e 1988 Buil dou t
0- 4 1,768 2,810
5-13 2,126 3,380
14-17 764 1.215
Total: 4,658 7,405
Housing
The total number of housing units in the Northwest Quadrant in 1988 was estimated at 10,24:
with 9,919 units occupied, (SANDAG 1988). This shows a 9.2% growth in occupied housir
units over a 2-year period.
Income
The City of Carlsbad Research Office reports a city wide median household income of $35,96:
The 1988 SANDAG income report by census tract shows that the two lowest tracts ($18,535 a
$18,785) of the city are in this quadrant.
Schools
The Northwest Quadrant is entirely within the Carlsbad Unified School District boundaries a
contains most of the existing schools within the District:
School Enrollment 6/2 1/90
Buena Vista Elementary 644
2
w w
Northwest Quadran
School Enrollment 6/2 1/90
Jefferson (K-3) and Pre-school 627
(Magnet Program: Bilingual Ed.)
Kelly Elementary 528
Magnolia Elementary 745
(Special Ed. : Deaf and Hearing impaired:)
Pine (grades 4-6) 352
(Magnet Program: science, math, technology)
Outreach 28
Valley Junior High 918
Carlsbad High 1,634
La Palma High 78
Total: 5,554
A 3% growth increase is projected throughout thle School District for the 1990 academic year
The completion of Aviara Oaks (K-8) will now allow some students to attend school within theii
Southwest Quadrant. An additional elementary school and eV?ansion of the Junior and Senioi
High Schools, will provide facilities for projected student population at buildout, according to tht
School District Facilities Planning Office.
Private schools in the Northwest Quadrant include one Montessori K-3 school with an enrollmen
of 25; two parochial elementary schools with a combined enrollment of 308 (6/90); and on€
junior/senior parochial high school with 46 students (5/90). The Army and Navy Academy, i
residential military school, serves approximately 270 males per year, grades 7 through 12. Ter
to twenty boys are day students from Carlsbad.
3
v i 0 a
Northwest Quadran
An indication of family income is available through the Federally funded school nutritior
program. The following graph shows a significant contrast in numbers of children eligible fo
free or reduced priced meals at schools within this quadrant.
School Free - % Reduced - %
Buena Vista 144 22 % 56 9%
Jefferson 6-3) 323 52 % 51 8%
Kelly 23 4% 6 1%
Magnolia 60 8% 25 3%
Pine (4,5,6) 160 45 % 34 10%
Valley 165 18% 38 4%
High Schools - 200 - 12% 44 2%
Enrollment: 5526* 1,075 19% 254 5%
Meals Meals
Total
* 28 outreach children do not receive meals
Child Care Community Profile
Seven preschool/child care centers in the Northwest Quadrant have a total licensed capacity
serve 426 children. This includes 73 spaces for school age children and 11 spaces for childrc
under 2.
There are 16 licensed family day care homes with 106 available spaces for ages infant throul
school age. At any given time actual spaces may vary, because although some family day ca
home providers maintain child care service for many years, the business is by nature quite flui
Providers move in and out of the profession due to a variety of circumstances. Licensl
providers say they are aware of unlicensed homes which are providing child care in their am
4
w W
Northwest Quadrant
The Boys and Girls Club recreational Scampers program reports the following average
enrollment:
School A.M, Kdrm. P.M.
Buena Vista 7 27 58
Jefferson 5 21 57
Kelly 6 22 93 (K,1 program and 2-6
Magnolia 10 35 51 program)
These enrollment figures may have some duplication as children may be enrolled in more than
one designated (a.m., kdgn., p.m.) program. The on school site program is not in operation
during school vacation schedules.
Subsidized child care spaces are limited to those: families who participate in the State funded
Alternative Payment Program, or the GAIN ProgIm. These programs are administered through
San Diego County's YMCA Childcare Resource Service, the state funded Resource and Referrd
Agency. Individuals may receive child care benefits through their employer.
Services Related to Children and Families
Three parks, Magee, Holiday and Laguna Riviem, are located within this quadrant . The City
Parks and Recreation Department provides recreaional programs in their main facilities. Parent
participation classes for parents and their infants, toddlers or preschoolers are offered at the
Kruger House in Holiday Park. There are also 37 acres of special use areas which include such
facilities as athletic fields, the swim complex, small comer picnic areas and other designated open
spaces.
The main City Library, the Cultural Arts Center and the State Park Beaches are within the
Northwest Quadrant. The Buena Vista Ecologicall Reserve and Agua Hedionda Lagoon are also
in this area. The YMCA offers boating and camping facilities on the west end of Agua Hedionda
Lagoon and a privately owned aquatic park opera.tes on the east end.
Agencies providing direct services to children and families include the Parks and Recreation
Department, the Girls Club, and the Boys and Girls Club. The YMCA's Project Oz provides
adolescent crisis service.
5
* f 0 0
Northwest Quadrarj
Hispanic community
Land Use Summarv
The majority of the Hispanic population of Carlsbad is concentrated in the Northwest Quadran
of the city (SANDAG, Population Estimates by Ethnicity, 1988), and shares common concerns
culture, and language.
Community data is derived from "SANDAG Info"(Jan.-Feb. 1990), 1988 population projections
Carlsbad City Library Partnership For Change Community Survey (prepared by SANDAG) an
target interviews of key people knowledgeable about the community.
Overview
From 1980 to 1988, the Hispanic population grew 90.8%, from 4,790 to 9,137. This represente
15.5% of the Carlsbad population in 1988. The traditional extended family, with grandparen
as a part of the household is uncommon in the Hispanic community in the downtown area. "Sin(
amnesty there is an explosion of families. Men went home and brought their families back,
Data suggests families are doubling up, and single adults are rooming with families (when nc
sharing quarters with other adults). Eighty-six percent of the survey population is under 40 yea
of age. Fifty-eight percent of the survey respondents have from one to more than ten childrc
under 13 years of age in their household.
Income Der Household in the Hispanic Communitv:
Below $ 10,000 45 %
$ 10,000 - $ 19,999 31 %
$20,000 - $29,99 16%
$30,000- above 7%
Child Care Issues
Seventy percent of parents work outside the home during the day. Sixty-two percent
respondents identified "finding affordable child care" as a problem for them and their familit
For 34.7%, it is a major problem and for 27.3% it is a minor problem. It has been suggest
6
w w
Northwest Quadrant
that these percentages are low. "There is absolutely a need for child care." In the Hispanic
community the eldest child is seen as being responsible for all the children in the family. Families
rely on children who are 12 - 14 years old. One isolated case was reported where a second
grade child had been the baby sitter ever since his younger sibling was born. Child self-care, or
parents working split shifts, are alternatives that families use to meet their child care needs.
Families have been placed under extreme stress as a result of these conditions. They need to
work and often choose the best of poor alternatives due to:
- Low wages for parents that make most child care unaffordable.
- The absence of a comfort level. Parents want, at least, a bilingual/bicultural setting in
which to leave their children. Seventy-six percent of those surveyed spoke only Spanish.
- Lack of transportation to the child care site.
The Hispanic community identified crime, drugs and gang activities as concerns. Another vieM
expressed, "There needs to be something in the Hispanic community in the downtown area. Kid!
need identification with a group. Gangs are something to belong to. Rather than threatening, we
need things for kids grades 4 through 6: soccer, extra curricular boxing, murals, things thz
would appeal to these kids culturally."
7
+ < 0 0
Northeast Quadrai
NORTHEAST QUADRANT
Land Use Summary
The Northeast Quadrant is bordered by Highway 78 on the north, the City of Oceanside on th
northeast, El Camino Real on the west, by Palomar Airport Road on the south and the City c
Vista on the southeast. Land is zoned primarily residential, with the northern portion considere
an in-fill because much of it has been built, or is in the process of development. Commerck
development dominates the extreme northwest corner of the quadrant, with Carlsbad Plaz
directly across from Plaza Camino Real Shopping Center inthe Northwest Quadrant. All othe
land in the northern portion of the quadrant is designated for various residential uses or ope
space.
The extreme southern portion of the quadrant is an extension of the 2000+ acre industrial zor
described in the Northwest Quadrant profile. Land uses include some office designation alor
El Camino Real, with the remainder in manufacturing and industrial, extending along Palomi
Airport Road, under the approach to the airport.
Population
Estimates from SANDAG's 1988 population report show the Northeast Quadrant population
10,264. With 2.57 persons per household, the Northeast Quadrant has the highest persons p
household in the City. The report shows a 40.7% growth rate from 1986 to 1988. The Carlsbi
Local Facilities Management Plan estimates buildout population for this quadrant to be 22,34:
In 1988 the Quadrant was at 46% of buildout according to the Carlsbad Parks and Recreatic
Department report submitted to City Council in January 1990.
Applying the SANDAG city wide percentage of age group population to this quadrant providc
the following child population estimates:
As - 1988 Buildout
0- 4 760 1,653
5-13 914 1,989
14-17 328 715
Total: 2,002 4,357
8
w W
Northeast Quadrant
Housing
SANDAG 1988 reports housing units in the Northeast Quadrant at 4,008, with 3,893 units
occupied, indicating a 44.7% growth in occupied housing units over the 2-year period from
1986 to 1988.
Income
A city wide median household income of $35,965 is estimated by the City of Carlsbad Research
Office. SANDAG 1988 shows income by census tract at $30,779 median income per household.
The census tract which includes this quadrant continues beyond the Carlsbad city boundary into
the neighboring community.
Schools
The Northeast Quadrant is completely within the boundaries of Carlsbad Unified School District.
Hope Elementary School, with an enrollment of 607 (6/21/90), is the only public school within
the quadrant. A 3% growth in student population is projected by the School District for the 1990
academic year which will be accommodated in the existing facilities. One more elementary
school and two additional K-8 schools are needed to serve all students in the quadrant at buildout.
The School District Director of Food Services Olffice reported 18 children (2.9%) eligible foi
free meals. Ten children (1.6%) were eligible for reduced priced meals at Hope Elementaq
School.
There are no private schools within this quadrant.
Child Care Community Profile
In April 1990, there were 15 licensed family day care homes, with a total capacity of 99 spaces
for children from infancy through school age. The 99 spaces reported represent a fluid numbeI
as research indicates that many licensed providers enter and exit the business frequently for a
variety of reasons. Some child care is being provided in unlicensed homes according to the
licensed providers.
No licensed child care centers are located within this quadrant. Scampers, the Boys and Girls
Club recreational program, operates at Hope Elementary during regular school session (no on site
vacation time program).
9
* .1 0 e
Northeat Quadran
Scampers serves an average of 5 children in the a.m., 23 in the kindergarten session and 5:
children in the p.m. session. Children are often enrolled in more than one session per day whic:
would provide some duplication in the preceding numbers.
Only those parents eligible for California's Alternative Payment Program, or the GAIN program
would have subsidized child care available. The YMCA's Childcare Resource Service, a Stat
funded Resource and Referral Agency administers both these programs throughout the County
Individuals may receive child care benefits through their employment.
Services Related to Children and Families
Calavera Hills Park and four acres of special use areas are administered by the City Parks an
Recreation Department within this quadrant. Parents with infants, toddlers or preschoolers ma
attend parent participation classes at Calavera Hills Park. An experimental 'old fashioned' arl
and crafts program for elementary school age children was offered one day a week at CalaveI
Hills during both Spring and Fall 1990. An average of 60 children attended each session. Th
Parks and Recreation Department is considering the expansion of this service.
The Carlsbad Safety Center, the administrative offices of the City Police and Fire Department!
is also located in the Northeast Quadrant.
10
w w
Southwest Quadrant
SOUTHWEST QUADRANT
Land Use Summary
The Southwest Quadrant is bounded by Palomar 14irport Road on the north, the Pacific Ocean
on the west, El Camino Real on the east and the City of Encinitas on the south.
Land use designations in the quadrant vary widely, as does development. Along the entire
northern strip from 1-5 to El Camino Real, use is designated industrial as a portion of the
Industrial Zone surrounding Palomar Airport.
Many of the City's employers are located in the: Southwest Quadrant, including the largest,
Hughes Aircraft, with over 1,200 employees.
The north coastal portion of the Southwest Quadrant, west of 1-5, includes tourist and commercial
zones, open space and small pockets of residentid zones, including several mobile home park
areas. The south coastal and interior portions of the quadrant are designated entirely for
residential use.
Projections indicate future growth for the Southwest Quadrant, showing 1988 population at only
24% of buildout.
Population
Southwest Quadrant estimates (SANDAG 1988) show a total population of 7,678, a 64.1%
growth for the two year period from 1986-1988. The same report dm shows 2.08 persons per
household, the lowest of the four quadrants. This , .adrant's buildout population is estimated at
31,775 in the Citywide Facilities and Improvements Plan.
Using city wide percentages for age groups from the SANDAG 1988 report, the Southwest
Quadrant child population is estimated as:
Lk - 1988 Buildout
0-4 568 2,351
5-13 683 2,829
14-17 246 I .017
Total: 1,497 6,197
11
* 4 0 e
Southwest Quadrar
Housing
Total housing units in the Southwest Quadrant was estimated to be 3,631 in the 1988 SANDA(
report, with 3,510 occupied units. This indicates a 67% growth in occupied housing units ove
the 2-year period from 1986 to 1988.
Median household income by census tract shows the Southwest Quadrant at $30,298 (SANDA(
1988). The City of Carlsbad Research Office reports a city wide median household income c
$35,965.
Schools
The entire Southwest Quadrant is within the boundaries of the Carlsbad Unified School Distric
One new K-8 school, Aviara Oaks, is opened for the 1990/91 academic year. Elementary scha
students also attend Jefferson or Pine Elementary Schools, Valley Junior High, and Carlsbad (
La Palma High Schools.
Buildout projections show a need for 3 new elementary schools, a Junior High and a Senior Hi@
School within the quadrant. The State of California has determined, however, that planne
locations were not within safe environments (airport, industrial area) for children. The Distri
Facilities Planning Office has implemented the expansion of Valley Junior High and Carlsbz
Senior High Schools and plans one additional K-8 school to accommodate projected studa
enrollment at buildout.
According to the School District Facilities Planning Office, Aviara Oaks currently has 3:
children enrolled with a growth capacity of up to 600 students. With the expansion of the Junic
and Senior High Schools, this will serve the expected 3% District wide growth of 1990/91.
Child Care Community Profile
A survey in April 1990 reported a total of 5 licensed family day care homes with a combin1
capacity for 36 children from infancy through school age within the Southwest Quadrant. At &
given time, available spaces may differ because statistics show there is a high turnover
licensed family day care providers. Many providers do stay in business for several years.
No licensed child care centers are available within the Southwest Quadrant. The Boys and Gi
Club currently provides an a.m./p.m. and kindergarten recreational program on site at Avia
Oaks.
Subsidized child care is available only for those parents eligible for the State funded Alternati
12
W w
Southwest Quadrant
Payment Program, or the GAIN program. Both programs are administered through YMCA
Childcare Resource Service, the County wide child care Resource and Referral Agency.
Individual parents may receive child care benefits from employers.
13
c t a 0
*&hQUa&@
SOUTHEAST QUADRANT
Land Use Summary
The Southeast Quadrant is bounded by Palomar Airport Road on the north, El Camino Real o
the west and the City of Encinitas on the south. The eastern and southeastern boundaries adjoi
the cities of San Marcos and Encinitas, respectively.
Land uses in the quadrant are predominately designated residential, with the southern portic
generally described as the La Costa community. A small portion of land is designated f(
commercial use along El Camino Real. Directly adjacent to the commercial zone is the La Cos1
Hotel and Resort, one of the city's major employers. The resort employs approximately 1,OC
persons.
The northern and south eastern portions of the quadrant are expected to undergo future grow
as the current population shows less than half of its expected potential.
Population
The SANDAG (1988) population estimates of 17,049 (with 2.51 persons per household) represe
a 17.6% growth from 1986 to 1988. The Citywide Facilities and Improvements Plan projects
buildout population total of 42,817, showing the quadrant at 40% of buildout in 1988.
Applying the city wide population percentage by age from the SANDAG 1988 report, tl
following child population estimates can be made:
& 1988 Buildout
0- 4 1,262 3,168
5-13 1,517 3,811
14-17 546 1.370
Total: 3,325 8,349
Housing
In the SANDAG 1988 report the Southeast Quadrant was estimated to have 7,493 housing uni
with 6,765 units occupied. For the 1986 to 1988 period this shows a 21.3% growth rate
occupied housing units.
14
w w
so#heast~ant
Income
A city wide median household income of $35,965 has been reported by the City of Carlsbad
Research Office. The 1988 Income by Census Tiract Report from SANDAG shows a median
household income of $37,180. The census tract which includes this quadrant continues beyond
the Carlsbad city boundary into an adjoining community.
Schools
The Southeast Quadrant is served by Carlsbad Unified School District, San Marcos Unified
School District, Encinitas Union School District 0(;-6), and the San Dieguito Union High School
District (grades 7-12). The Encinitas Union School District currently has two elementary school
facilities, La Costa Heights and Mission Estancia, serving Carlsbad children. The San Marcos
Unified School District has La Costa Meadows Elementary School within this quadrant.
School Enrollment Carlsbad Children - 6/90
La Costa Meadows 600
La Costa Heights 668
Mission Estancia 464
Diegueno Jr. Hi. 63
Oak Crest Jr. Hi. 32 1
San Dieguito Sr. Hi. 328
Total: 2,444
The Carlsbad Unified School District experienced a 2.5% growth in student population for the
1990/91 year. One elementary school is planned in the Carlsbad School District for this
quadrant. Two additional elementary schools, one junior high and one high school, have been
proposed for this area within the adjoining school districts.
15
i 3 e a
SourheasQUudra.
The Federally funded school nutrition program provides some indication of the level of famil
income within a school boundary:
School &g - % Reduced - %
Meals Meals
La Costa Meadows 30 5% 12 2%
La Costa Heights 10 1% 1 -
Mission Estancia 26 5% 10 2%
Jr/Sr. Highs not available
Total Enrollment - 1732 66 3% 23 1%
Child Care Community Profile
One church related nursery school/child care center with a licensed capacity of 56 children, agc
2.5 through 5, is in the Southeast Quadrant. This center has a waiting list of over 200 childrc
and usually requires a 2 year waiting period.
Encinitas Union School District provides a Migrant Child Care Center at Capri Elemenm
School. Approximately 10 Carlsbad preschoolers are served at this site.
Fifteen licensed family day care homes have spaces to provide child care for 108 children fro
infancy through school age. At any given time, actual available spaces may vary. Some fami
day care providers stay in business for many years, while many providers move in and out of tl
profession very quickly for a variety of reasons. Licensed providers within the city report th
child care is being provided in unlicensed homes.
School age child care is provided at each elementary school site:
School Administrator Licend Enrollment
La Costa Meadows Sch. District Exempt 45-50/day
La Costa Heights YMCA Yes 35-60/day
Mission Estancia Sch. District Exempt 56 averagelday
16
W W
southeaslQuaa!ra?ll
The YMCA program at La Costa Heights offers financial assistance to some parents.
California's Alternative Payment Program and the GAIN program are the other sources of
subsidized child care. These programs are administered through the YMCA Childcare Resource
Service, a State funded, county wide resource arid referral agency. The Migrant Child Care
Center is funded through the State of California Child Development Department and is free to
participating families.
Some employers offer child care benefits of varying degrees to their employees.
Services Related to Children and Families
Stagecoach and La Costa Canyon Parks ar ocated within the Southeast Quadrant. The City
Parks and Recreation Department offers -sreational activities at Stagecoach Park. Parent
participation classes for parents with infants, toddlers or preschoolers are also available. Ball
fields, multi-purpose fields and picnic areas are available in the 15.7 acres of designated special
use areas.
The Boys and Girls Club has a temporary building facility in the La Costa area.
The Branch Library is in this quadrant.
Privately owned golf courses, tennis courts and the La Costa Hotel and Resort are also available.
17
4 1 0 m
CITYWIDE AND QUADRANT DEMOGRAPHICS
The following is a summary of Carlsbad child care supply statistics and City demographics 01
children's population and quadrant buildout.
- WNE- sw - SE Total
Total Licensed Spaces 532 99 36 330 997
Family Day Care Homes 106 99 36 108 349
Centers 426 0 0 56 482
School Age On-site Licensed or License Exempt 0 0 0 166 166
School-Age On-site * Recreational a. m. 28 5 ** 0 33
kdgn. 105 23 ** 0 128
p.m. 259 55 ** 0 314
Licensed Center Space by Age
InfanVToddler 11 0 0 0 11
Preschool 342 0 0 56 398
School Age 73 0 0 0 73
Family Day Care Homes
Space by Age
Num. of Children ('88 est) 4.658 2.062 1.497 3.326 11.543
Ages 0- 4 1,768 760 568 1,262 4,358
5-13 2,126 914 683 1,518 5,241
14-17 764 388 246 546 1,944
Total Child Population At Buildout 7405 4.357 6.197 8.349 26.308
Ages 0-4 2810 1,653 2,351 3,168 9,982
5- 13 3380 1,989 2,829 3,811 12,009
14-17 1215 715 1,017 1,370 4,317
*** *** *** ***
1988 Population 23,886 10,264 7,678 17,049 58,877
Percentage of Buildout Population 62 % 46% 24 % 40 % 43 %
18
I w
- Nw -- NE sw SE Total
Total Population
at Buildout 37,979 22,343 31,775 42,817 134,914
Persons per Household 2.38 2.57 2.08 2.51
Average household income Citywide - $35,965
Adult Age Breakdown - 1988
18-24 8.1%
25-34 22.3%
35-59 30.3%
60-64 5.8%
65-74 10.2%
Over75 3.8%
Median Age - 35
* The total number of familiedchildren being served in Scampers programs may shotl
duplication due to children being enrolled in more than one session per day.
** Open 9/90
*** Openings in family day care homes are not age specific because providers can accepl
children from infant through school-age.
19
J T e e
CITYWIDE Cl3IJ-D CARE SUPPLY
CARLSBAD CHILD CARE SUPPLY SURVEY
SUMMARY AND ANALYSIS OF SURVEY DATA
April 10, 1990
There are 8 licensed child care centers in the city of Carlsbad:
Available spaces: infants (under 2). . 11
pre-school.. ...... .398
school-age ......... 73
Available openings: infants ............ 2
school-age ......... 0
pre-school ......... 14
Vacancy rate: 3%
One center is, by director's statement,"strictly a school program, although 65% of the parent
are working while their children are in attendance."
There are 106 licensed family day care homes in the City of Carlsbad:
51 family day care homes were identified as active
Available spaces all ages.. ........ .349
Available openings all ages ........... 28
Vacancy rate 8%
Openings in family day care homes are not age specific because homes can accept children fro1
infant through school age. It is important to note that 9 of the 28 openings are in homes that Dl
NOT accept infants. Seven of the 28 openings are for part-time only.
20
w w
YMCA Childcare Resource Service received the following calls for child care referrals between
Feb. 1, 1990 and Apr. 12, 1990:
Zip Zip 92008 92009
Infants 20 22
18 mos.-3 years 18 9
Pe-school 20 15
Kdgn. 3 0
School age s - 11
Total: 69 57
Data prior to Feb. 1, 1990 is not available.
School-age child care is provided on site at 9 elementary schools in Carlsbad serving Carlsbad
children.
Licensed or Exempt Programs
School Site Sponsor Enrollment
La Costa Heights YMCA 35-60/day
La Costa Meadows San Marms School ]District 45-50/day
Mission Estancia Encinitas School District 56/average/day
Unlicensed Recreation Promms
Jefferson Boys and Girls Club Total* 487 children
Magnolia I1
Buena Vista
Kelly It
Aviara Oaks
*Some children may be enrolled in more than li program - total number of familiedchildren
W
n It
It
It Hope n
W W
being sewed was not available.
The program at La Costa Heights is licensed and the number of children served is limited by
available program space. There is a waiting list at La Costa Meadows and no room for
expansion. Mission Estancia has been given direction to serve all applicants, with the expectation
that space and staff will be provided as needed. Carlsbad Boys and Girls Club provides the
Scampers program on 6 school sites serving children in grades K - 6, (usually 5th graders are
the oldest enrolled). Enrollment in Scampers for February, 1990:
21
< T e a
Enrollment
a.m.program
Kdgn. program
p.m. program
84 children enrolled - 7:OO a.m.
103 children enrolled - 12:30 - 2:45 p.m.
300 children enrolled - 2:45 - 6:OO p.m.
Time of Opening for Child Care Centers
Centers FDCH School Age
Hours of Operation: Open Open ODen
5:30 0 1 0
6:OO 0 0 2
6: 15 1 0 0
6: 30 2 8 1
7:OO 1 19 6
7: 15 2 0 0
7: 30 1 14 1
8:OO 0 8 8
8:45 1 0 0
12:30 open 0 0 6
3:OO open 0 0 2
Time of Closing for Child Care Centers
Centers FDH School Age
Close Close Close
2:45 1 0 0
4:OO 0 1 0
4:30 0 2 0
5:OO 0 11 0
5: 15 0 1 0
5:30 3 22 0
6:OO 3 12 9
6: 15 1 0 0
Evenings: One with one center closing and then having evening care.
One family day care home, only serving school-age children, is open from 7:00-8:30 a.m. a~
2:W5:OO p.m.
Every center and family day care home would be willing to contract with an employer
purchase spaces.
22
w w
Seven centers could expand, given financial assistance, by a total of 262 spaces - a possible 54%
increase.
Seventeen homes could expand, given financial assistance, by a total of 118 spaces - a possible
34% increase.
Note on Unlicensed Child Care
In every community in the United States there exists a body of care provided primarily through
family day care which remains unlicensed. Certain forms of child me require no license. These
include the care of one non-related family member in the home of another, school-age care on
school district sites operated by the school district (license exempt) recreation programs (not
legally child care) and nannies. While there is no1 method for gaining an accurate picture of the
amount of unlicensed care in a community, this (care is said to constitute between 20 and 50%
additional child care supply. Since some group forms of unlicensed care may constitute a dangei
to the child because of the lack of adequate health and safety standards and supervisoq
responsibilities (not the case with nanny care or single child care), they are not encouraged a5
part of a buildout plan for community child care. Unlicensed care is, however, taken intc
account when computing child care supply and demand.
23
f * 0 0
STANDARDS FOR THE DEXEXMINATION OF CHILD CARE NEED
While no precise standards have been established for the measurement of child care need acros
periods of time, reasonable estimates can be made by assessing a large group of variables withi
a given community in order to determine the most accurate depiction of child care supply. Thes
variables include the following factors:
a) That approximately 10% of the child population of a community will make use of all type
of licensed child care within that community at any one time.
b) The child population needing care will be driven upward or downward from the 10% figur
by a review of the following items:
1)
2)
3)
4)
Age of child population. (Children under 8 use child care most often.)
Currently existing child care supply. (Current child care supply does not meet demanc
based upon information from the Resource and Referral agency and surveys.)
Age breakdown of currently existing child care supply. (Carlsbad has an unusual1
low number of infant spaces in the licensed child care supply.)
Number of single vs. dual parents in a mmmunity. (Single parents tend to use centei
and family day care homes more often than dual parents. Carlsbad has an average t
low number of single parents.)
5) Populaticm at buildout of community. (Carlsbad will more than double its populatic
at buildout.)
6) Age of parents. (Carlsbad parents' median age appears average to high. Howeve
this is offset by the late age baby boom.)
7) Business and industrial development. (Over 40,000 employees will work in tl
business park area of Carlsbad with many coming from other locales. This grol
would be more likely to use work-related or work-site child care.)
Income levels of community. (Carlsbad's relatively high median income allows mo
residents to shop for non-subsidized child care.)
Total child care picture in the region. (According to a recent County of San Diel
needs study, 22,708 children are in immediate need of child care in all age groups
Potential unlicensed care supply. (While this figure is extremely difficult to determin
it appears that Carlsbad has an average to low unlicensed supply. There is more nan1
care and care for one child, but potentially less group unlicensed care because of
relatively sophisticated parent population and good resource and referral informatic
on choosing licensed child care.)
Results of surveys. (Results of Carlsbad child care surveys show strong demand 1
interest in certain forms of care which are not fully available in the community i.
care close to home, infant care, care of mildly-ill, etc.)
8)
9)
10)
11)
24
w w
12) Results of area specific reviews. (Careful review was made of quadrant buildout
information showing moderate growth in child population in each area of the City.)
All these factors condition the initial 10% factor to assist in determining child care need. It was
found that analysis of the majority of the these categories produced a figure of child care need
of between 12 to 15% of the projected child population.
25
4 * e 0
SCHOOL-AGE CHILD CARE IN CARLSBAD
There are nine elementary schools in Carlsbad with on site school age child care programs. Fot
providers offer these programs:
- The Boys and Girls Club "Scampers", a recreation program, at Jefferson, Magnolia, Buen
Vista, Kelly, Hope and Aviara Oaks Elementary Schools
- The YMCA state licensed program at La Costa Heights Elementary School
- The San Marcos School District license exempt program at La Costa Meadows Elemenm
School
-The Encinitas School District license exempt program at Mission Estancia Elemenku
School
Program director interviews and site visits, where possible, provided the following information
School schedules, parent needs and sponsor capabilities determine program delivery. Ekfo
school (a.m.) care begins at all sites between 6:00 and 7:00 a.m. All programs end care for tl
day at 6:00 p.m. Only one site, La Costa Meadows, provides summer care. There is I
summer vacation or off-track care offered at other school sites. The Boys and Girls Club, tl
YMCA and other groups offer off-site recreation camp programs at their facilities. Progra
sponsors do not offer transportation except during the off-track summer vacation from La Cos
Heights to the YMCA.
Cost
Costs range from $28.00 weekly (average $12l/monthly) to $160 monthly for a.m./p.m. car
Each program sponsor has its own fee plan. The YMCA's La Costa Heights program offe
financial assistance but no sibling discounts. Mission Estancia is considering such assistance a~
offers sibling discounts. Other sponsors have sibling discounts, or do not offer direct financj
assistance, but do work with Greater Avenues of Independence (GAIN) clients, as does tl
YMCA.
26
W W
Ratios and Group Size
Ratios of adults to children range from 1:lO to 1~15. Group size ranges from 35 to no limit.
A lower ratio of children to adults is considered desirable because it allows for greater individual
attention. Research has indicated that children benefit from being in smaller sized groups.
Licensed vs. Unlicensed Programs
Child care programs must be licensed by the State Department of Social Services. Programs
operated by a school district are "school exempt" from licensing. Licensing is an effort, by the
State, to regulate minimum health and safety standards that protect children in child care
programs. Minimum indoor/outdoor space, staff requirements, accountability for children,
building, health and safety standards and other elements related to the safety and health of
children are addressed during the licensing and litmse renewal process.
Recreation programs do not require a license. These programs are considered drop-in, and
sponsors do not assume legal responsibility for the coming and going of children. Recreation
programs, while not licensed, have a variety of policies to address staff requirements and
accountability for children. Staff requirements range from CPWFirst Aid in-service, with age
and experience requirements, to more stringent fin,gerprint criminal record checks, TB test, good
health certificate and educatiodexperience requirements. Recreation programs assume no legal
responsibilities for children coming and going, but do have roll calls. All other programs require
a daily parent-authorized person to sign a child in and out of the program, and release (of child)
authorization form on file. One program requires a photo I.D. for the first 2 weeks until staff
can identify parents by sight.
Activities
Arts and crafts, board games, puzzles, and outdaor games/sports are common activities in all
programs. Each program has special activities. One program, with somewhat higher fees and
exclusive program space, has an interesting, well planned and equipped environment for children.
This program has the great advantage of a cunrent home for its program, where the basic
environment is always set up for child care. The space "belongs" to the children. Their art and
projects decorate the walls. However, there is a long waiting list and no room for expansion.
Issues of Concern
Space - Program space for school age child care is a major concern of directors due to its
relevance to program quality. Issues related to space include:
27
* 0 0
a) Shared space that is allocated for the child care program has another major use by schoo
during the day. The program material/equipment is set up, removed and stored daily. 1
addition, children's work can not be displayed. No school material/equipment in tE
classroom can be handled by the children, even children who may have been in the sarr
classroom during the day. Space has a major impact on programming and is difficult 1
implement for both the school and the extended day programs.
b) Insufficient space for expansion, storage, separation of age groups, special projects, etc
A program may have a long waiting list but no room for expansion. When a prograi
must restructure the environment daily, limited storage space sets a parameter for prograi
activities.
Recruitment and Retention of Personnel - Programs have difficulty recruiting leaders. Or
program found it especially difficult finding staff for a.m. programs and staff turn over was higl
Finding adequate substitutes for staff is also a major difficulty.
Transportation during Vacation (traditional and off-track) and Holidays - When child care th;
is offered on school sites is not available during vacation periods, some families have difficull
arranging transportation to alternate programs.
Accountability for Children - Community input indicates concern for accountability of childre
in some programs.
Lack of Available Child Care During Holidays and Vacations
Acceptance of on-site child care programs as an integral part of the school services is vita
Schools are not always pleased to have these extended school services. One program directc
explains, "If you care about children during their regular school day, why not care for these sarr
children in their extended day? These after hours are important. These programs can be a
asset. Children can have a one-to-one relationship that, in turn, helps them with their scha
day. "
Conclusions
Through the survey and extensive anecdotal data there exists a perception that school-age chil
care does not fully meet the needs of some parents and children for secure, low adult to chil
ratio, year round care. This perception could be changed if school-age programs, especially tho:
which are currently unlicensed, were to institute a certification or licensure process to assure th,
basic standards are maintained.
o
28
W W
TARGEED SURVEY REVIEW OF COMMUNITY MEMBERS
The surveys targeted to community leaders were conducted through in-person and telephone
interviews. The following are findings which appear to be consistent across the interviews with
business, community, school and service provider representatives.
Child Care Need
Almost all the individuals contacted in the target survey indicate that the child care need in
Carlsbad is increasing.
Ouality Issues
The vast majority of those interviewed indicated that quality of catre is a critical aspect in the
development of child care programs for Carlsbad.
Trends in Need
A large number of respondents indicated a trend toward the need for expanded after-school
programs and expanded information sharing systems on child care. Other respondents indicated
the need for care of mildly-ill children, infant are and care which more effectively covers the
hours of employment of Carlsbad residents.
What Citv Can Do
Respondents indicated that the City can become more aware of the need for child care. The]
should also become more aware of need in the Hispanic community, particularly for informatior
and resource services in Spanish. The City can act as a more pro-active force in tackling thc
dilemma of the lack of adequate, affordable, child1 me. The City can facilitate the developmen
of a higher profile for child care in the community.
29
1 iI 0 e
RESULTS OF 1988 CHILD CARE SURVEY REVIEW
The International Child Resource Institute (ICRI) reviewed the results of the 1988 City 0:
Carlsbad Child Care Survey and performed further computer analyses to reach the followini
findings.
This report tabulates and analyzes responses to the 1988 Child Care questionnaire that was sen
to parents with children enrolled in Carlsbad schools. In considering the results of the survey
one should not forget certain limitations that evolve from the way in which it was distributed.
The population it applies to are parents who have school age children. Families who have onl;
preschool children would never have received the survey. Such families may have very differen
needs. They would, for instance, be generally younger and probably have lower incomes, so tha
they would find the bite of child care costs more painful than older families with more resource
at their disposal.
One other preliminary note: As inevitably occurs in self-administered questionnaires, beaus
of misunderstanding, haste, or a simple unwillingness to answer, respondents sometimes skippe
questions they should have filled out. Percentages throughout this report, unless otherwis
indicated, are taken over only the respondents who answered a particular question.
Characteristics of Respondent Families
Nine hundred fifty-one parents responded to the questionnaire. Of these, almost half (46%
n=435) belonged to two parent families with both parents employed, 33% (n=3 15) were in tw
parent families with one employed, and 19% (n= 181) were single parent families. The averag
family had 2.2 children, and the median number of children per family was almost exactly 2
Twenty-four percent of the respondents did not use child care but expected to do so within th
next two years.
Table 1 on page 37 shows the age distribution of the children. Of the 1,995 children in the 0 t
18 year age range, 22% are preschoolers 0 to 5 years old, 5 1 % are school age children 6 to 1
years old, and 27% are teenagers 13 to 18 years old. This differs noticeably from expect<
percentages (27% preschoolers, 34% school age, and 33% teenagers) if the children we:
distributed evenly across all the age groups. Although there could be some natural variation
age distribution, the magnitude of the differences indicates that this is fallout from the way tl
questionnaire was distributed.
30
w W
Twes of Care Respondents Currentlv Use
Tables 2 through 6 show how children in five age groups are distributed among various types of
child care. Looking at the 'Current' column across tables, the evolution of child care as the child
ages becomes apparent. "Spouse" care is cited less than half as often for teenagers as for 0-5
year olds, and the "Child cares for self" and "No care needed" categories increase almost steadily
as the child grows up. "Licensed family day care" and "Child care centers'' are used almost
exclusively for 0-5 year olds. Predictably, the use of "Baby sitters" is highest for youngest
children (15% for 0-3 year olds) and nonexistent ffor teenagers.
Two types of care, however, show something other than straight line behavior. "Structured
after-school program" rises from no usage for 0-3 year olds to 7% for 4-5 year olds, reaches a
sharp peak of 15% for 6-9 year olds, and then drops off to 3% and 1% for 10-12 and 13-18 year
olds, respectively. Similarly, "Older sibling" rises from 2% for 0-3 year olds to 11 % for 10-12
year olds but drops away to 2% for 13-18 year olds.
Twes of Child Care Respondents Prefer
The middle column of Tables 2 through 6 indicates the respondents' preferred method of child
care. Percentages are not included in this column because a significant number of respondents
who answered the 'current care' question skipped this one -- perhaps because they were satisfied
with their current child care and did not think the question applied to them. (The number of
children for whom responses were given is at the base of the column.) Percentages, therefore,
might be more misleading than useful since they could not be compared directly with those in the
'current' column. Also, since fewer children are covered, a modest drop in the number for a
particular type of child care may not mean very much. An increase, however, is worth noting,
as well as, perhaps, a large decrease.
With these cautions in mind, considering first the 0-3 year olds, it appears that parents may not
feel comfortable with baby sitters (dropping from 33 current children to 21 preferred) and
licensed family day care providers (dropping from 37 to 24). They do seem to like "Unrelated
person in respondent's home" (4 to 14) and child care centers (1 1 to 18), as well as (whatever
it means in the context of such young children) structured after-school programs. Also, they may
not always really mean that no care is needed (23 to 9) when they check this category under
'current child care. '
Parents of 4-5 year olds also do not seem to like baby sitters as much as they use them (dropping
from 17 to 12). They too would shift toward more use of unrelated persons. But here,
child-care centers do not fare as well (27 to 18) while licensed family day care providers would
increase their number of children slightly (15 to 17). Parents do not at all like to have older
siblings care for children in this age group (10 to 0), an inclination that seems to be quite strong
in regard to older children too (for 6-9 year olds, dropping from 62 to 14, 10-12 year olds, from
31
r 0 e
34 to 6, and for 13-18 year olds, from 10 to 3). Also noteworthy as the beginning of a trend
there is a preference for structured after-school programs (13 to 27).
For 6-9 year olds, again parents would use fewer baby sitters (58 to 29) and more unrelate
persons (15 to 20). They do not seem to want to let the child care for self (20 to 1) or trul:
mean that no care is needed (1 10 to 33). They do like licensed family day-care (8 to 24) an1
child care centers (14 to 36). Their desire for structured after-school programs becomes quit
strong for this age group (103 to 170).
Parents of 10-12 year olds still do not like to let the child care for self (74 to 21) or really fa
that no care is needed (58-17). Again, they show a very strong desire for structured after-schoc
programs (9 to 72). Except for the trend away from older sibling, the other care categorie
remain relatively stable.
Almost everything said about parent preferences for 10-12 year olds applies equally to 13-18 ye;
old teenagers: child cares for self drops from 149 to 44, no care needed from 256 to 105, ar
again structured after-school program rises from 3 to 41. The tendency to like unrelated persc
in respondent's home also reasserts itself (3 to 9).
Looking in summary across all age groups, parents are currently using certain types of child ca~
that are clearly their second choices. They would like to shift away from care by older sibling
child cares for self, and no care needed. Their liking for unrelated person might seem puzzlinl
but for the fact that this category was characterized as "live-in" in the questionnaire, and whc
later asked what location they preferred for child-care, parents overwhelmingly wanted care 1
be "at or near home."
Clearly, the most conspicuous unsatisfied desire of parents of school age children is for structurc
after-school programs. This tendency first appears among parents of 4-5 year olds and is qui
evident among parents of school age children, especially 6-12, but even 13-18 year olds. Th
desire is further evidenced by the kinds of dissatisfactions expressed by parents in regard I
current child care arrangements (Question 6). Of all 167 complaints, 6% were about the "net
for before- and after-school care" and 7 % about "uneasiness about a latch-key child. " Some 29'
also expressed a general desire for "structured care," and while these may not speci
"after-school" care explicitly, some proportion might well be satisfied by such programs. T
only other complaint categories achieving 5 % or higher ranking concerned the need for "cheap
care" (14%) and transportation problems (5%). Also, among the general comments elicited 1
Question 16 (350 comments in all), following a call for "low cost quality care" at 19% of :
comments, 10% wanted "before/after-school, and summer programs. " (Other commc
comments were "parent is best care," 8%, and "need low cost summer program," 5%.)
Furthermore, when asked in question 15 about the need for after-school supervision of teenage1
of those with teenage children, 43% said 'yes.' Of those who specified a particular form of
32
w W
supervision, 47% wanted structured sports and recreation, 29% wanted a supervised teen center,
and 20% wanted some other kind of program.
Clearly, there is significant desire among these respondents for structured after-school programs
for all school age children.
Summer Child Care
The last column of Tables 2-6 shows the number of children in various types of child care during
the summer, if that care is different from current care. Because this question was asked only of
parents who changed care during the summer, it is generally difficult to know if children are
merely traded evenly among several types of child we or if there is a real shift toward particular
child care arrangements during the summer. Still, some inferences are possible.
For 0-3 and 4-5 year olds, there appears to be some shifting around, but no one child 5-7 care
category is used noticeably more often during the summer, except perhaps baby sitter. For 6-9
year olds, the story is quite different since 294 od these (44% of those for whom the 'current
care' question was answered) are cared for differently during the summer. Forty nine of these
are cared for by baby sitters, 39 by a relative, 37 by spouse, and 33 by a child care center.
Also, 54 children have summer care of the mysterious "Other" kind.
Among 10-12 year olds, shifts to other types of 'care follow a pattern generally similar to 6-9
year olds. One hundred twenty-four (39% of 'current care' children) shift to spouse care (22),
relative (13), baby sitter (9), and so on. But in contrast to younger school age children, few of
10-12 year olds transfer to child care centers (3) and a large number (30) either need no care or
care for self.
Only 22% (117) of 'current care' 13-18 year olds, have different child care during the summer,
and of these 57 care for self or need no care.
Rate of Satisfaction with Current Child Care
The section on "Types of Child Care Respondents Prefer" has already discussed parents' specific
likes and preferences, but Table 7 adds a little more information, particularly on rates of
satisfactioddissatisfaction with current child care. Parents Seem most satisfied with very young
(0-3 years: 87% satisfied) and teenager (13-18 years: 88% satisfied) child care. Dissatisfaction
with child care for children 4 to 12 years old is higher, hovering around 19-20%.
Of course, in considering these rates of satisfaction/dissatisfaction for 0-5 year olds, the caval
of the opening paragraph should be born in mind:: parents with only preschool children are no1
included in this survey, and their levels of satisfaction could be quite different.
33
1. 0 0
Costs of Child Care
Trustworthy estimates of child care costs are very difficult to obtain from surveys because of ti
massive non-response to questions about costs over specific intervals. In this survey, responden
reported child care costs "necessitated by work" for only 438 of the 1995 children. The averaE
per week cost for these 438 was $69. Broken down by age, the mean weekly cost for 0-3 ye;
olds (59 children) was $80; for 4-5 year olds (59), $90; for 6-9 year olds (229), $65; for 10-1
year olds (a), $64; for 13-18 year olds (31), $52.
Preferred Loca tion of Child Car e
Table 8 shows where parents would like child care to be located. The table probably needs litt
comment. Parents overwhelmingly want child care to be "at or near home," especially fc
younger children (70% for 0-3 year olds). Although significant percentages of school ai
children have parents who prefer care "at or near school" -- 37% for 6-9 year olds, 30% fc
10-12 year olds -- still, 52% and 57%, respectively, want care for these children to be at or ne
home.
Time When Parents Need Child Care
Most respondents (48%) need child care during the day (7:30 am to 5:30 pm), but 25% net
evening (530 pm to 11:30 pm), 12% need early morning (5:30 am to 7:30 am), and 2% net
night (11:30 pm to 5:30 am) care.
Factors Respondents Consider Important When Seeking Child Care
Table 9 shows how respondents weigh various factors when selecting child care. "Dependabili
of child care arrangement" and "Safety and cleanliness of child care environment" rank highei
with both factors important to 93% of respondents. Less valued but still significant a
"convenience and location," which 41 % consider important, 55% somewhat important; "cost
which 47% consider important, 45% somewhat important; and "flexible hours," 48% importar
41 % somewhat important. "Child enrichment activities" are also highly rated, 62% importar
31% somewhat important. "Hot lunches," however, were not valued highly by the
respondents, 53% considering them not important, 30% somewhat important, and only 16
important. (The 89% who consider "other" factors important may Seem puzzling at first, but tl
represents only 99 out of the 111 respondents to this question.
34
W w
Time Lost from Work Because of I11 Child
Only 385 respondents answered the question about how much time they had lost from work due
to an ill child during the previous six months. The mean number of hours lost was 28.5, the
median was 24 hours or three days, and the mode 16. These 385 respondents lost a total of
10,969 hours during the six month interval, which is equal to 274 weeks or 5.3 man years.
The Other Survey -- Industrial Park
A considerably abbreviated survey was also conducted in the industrial park area of Carlsbad.
It lacks the more in-depth questions on preferences and satisfaction/dissatisfaction and did not ask
for respondent comments.
Five hundred one respondents returned the questionmaire. They showed some marked differences
from participants in the school survey. Sixty-eight percent (n=317) indicated they belonged to
two parent households with both parents employed, 15 % (68) to two parent households with one
employed, 11 % (53) to single parent households. This compares with 46%, 33%, and 19%,
respectively, for the households in the school survey. Although the industrial park respondents
who have children have the same median number of children (2 per family), they have a lower
mean (1.8 vs 2.2).
Forty-one percent of them do not currently use child care but expect to within the next two years
-- a high number, which suggests that a large proportion were prospective rather than current
parents. Ninety-five percent indicated that they were full-time employees, 5 % part-time.
Respondents provided ages for 603 children in th,e 0 to 18 year range. These were generally
quite young, with younger age groups being considerably larger than would be expected if
children were distributed evenly across the age range. Thirty-two percent (vs 17% expected)
were 0-3 years old; 15 % (vs 1 1 % expected) were 4-5 years; 25 % (vs 22 % expected), 6-9 years;
10% (vs 17% expected), 10-12 years; 18% (vs 33% expected), 13-18 years. This differs greatly
from the children in the school survey where the 6-12 year olds seemed to be over represented.
Estimates of child-care costs for this group are based on very small numbers of children. The
average weekly cost for 0-3 year olds (n = 1 13) was $89; for 4-5 year olds (n =52), $90; for 6-9
year olds (n=86), $58; for 10-12 year olds (n==24), $78; for 13-18 year olds (n=6), $87.
Average weekly cost for all 281 children was $78#. This is $9 more than for the school survey
children, but because of the small number of children for whom costs were provided, especially
in the older age groups, comparisons are suspect.
35
. 0 0
Fifty-five percent of respondents need child care during the day (7:30 am to 5:30 pm), 275
during the early morning (5:30 am to 7:30 am), 13% during the evening (5:30 pm to 11:30 pm)
and 1 % during the night (1 1:30 pm to 5:30 am). This differs from the school survey respondeni
in that only 12% of that group needed early morning care, but 25% needed evening care.
For the 226 who answered the question about the time lost from work due to an ill child durin
the past six months, the mean number of hours was 26, the median 16, and the mode 1t
Corresponding numbers for the school survey were 28.5 mean, 24 median, and 16 mode. Thes
226 respondents lost a total of 6,091 hours, or 2.9 man-years during this period due to an i
child.
In regard to questions which were not on the school survey, 47% (n=216) said they would u5
a child-care center for ages 0-5 if it was located within five minutes of work. Another 25!
(1 14) said they might use such a facility. Also, 13% (58) said they needed child-care only durin
the summer, 14% (62) that they might be able to get by with only summer care, and 74% (33'
indicated that summer care alone was inadequate.
36
W W
Table 1. Distribution of Children into Different ,4ge Groups.
Age of Child Number (%)
12 !% Birth to 3 years
4 to 5 years 10%
6 to 9 years 34 %
10 to 12 years 17'%
13 to 18 years 27 %
TOTAL NUMBER OF CHILDREN, 0- 18 YEARS 1,995
37
1 0 e
Table 2. Percent of Children 0 to 3 Years Old for Whom Parents Currently Use Various Type
of Child Care; Number for Whom They Prefer Various Types of Care and for Whom They Us
Different Care during the Summer
Type of Care Current Prefer Summer
% n n
spouse 36 % 70 10
Older sibling 2% 2 2
Relative 10% 22 8
Unrelated person in relative's 2% 14 0
home
Child cares for self 0% 0 0
Baby sitter 15 % 21 12
Licensed family day care 17% 24 10
provider
Child care center 5% 18 2
Structured after-school 0% 4 0
program
No care needed 10% 9 11
4 5 Other 3% - -
TOTAL NUMBER
OF CHILDREN: 220 189 59
Note:
rounding. The "n" is the actual number of children in that cell of the table.
Percentages are column wise, over types of care. They may not add to 100% due
38
W W
Table 3. Percent of Children 4 to 5 Years Old for Whom Parents Currently Use Various Types
of Child Care; Number for Whom They Prefer Vauisus Types of Care and for Whom They Use
Different Care during the Summer
Type of Care Current Prefer Summer
% n n
spouse 39% (71) 61 12
Older sibling 6% (15) 0 1
Relative 4% (3 8 4
Unrelated person in relative's 2% (3) 9 0
home
Child cares for self 0% (0) 0 0
Baby sitter 9% (17) 12 16
Licensed family
day care provider 8% (15) 17 5
Child care center 15% (27) 18 10
Structured after-school 7% (13) 27 2
program
No care needed 6% (10) 9 8
Other 4% (7) - 3 10
TOTAL NUMBER
OF CHILDREN: 180 164 68
Note:
rounding. The "n" is the actual number of children in that cell of the table.
Percentages are column wise, over types, of care. They may not add to 100% due tc
39
1 0 m
Table 4. Percent of Children 6 to 9 Years Old for Whom Parents Currently Use Various Type!
of Child-Care; Number for Whom They Prefer Various Types of Care and for Whom They Us(
Different Care during the Summer
Tvpe of Care Current Prefer Summer
n n % (n)
spouse 28% (184) 159 37
Older sibling 9% (62) 14 11
Relative 9% (57) 52 39
Unrelated person in relative's 2 % (15) 20 3
home
Child cares for self 3% (20) 1 5
Baby sitter 9% (58) 29 49
Licensed family day care 1% (8) 24 12
provider
Child care center 2% (14) 36 33
Structured after-school 15% (103) 170 27
program
No care needed 16% (110) 33 24
-
Other 5% 136) - 25 - 54
TOTAL NUMBER
OF CHILDREN: 667 563 294
Note:
rounding. The "n" is the actual number of children in that cell of the table.
Percentages are column wise, over types of care. They may not add to 100% due 1
40
W w
Table 5. Percent of Children 10 to 12 Years Old for Whom Parents Currently Use Various
Types of Child Care; Number for Whom They Prefer Various Types of Care and for Whom
They Use Different Care during the Summer
T-ype of Care Current Prefer Summer
% (n) n n
spouse 25% (78) 72 22
Older sibling 11% (34) 6 4
Relative 7% (21) 19 13
Unrelated person in relative's 4% (12) 11 3
home
Child cares for self 23% (74) 21 12
Baby sitter 4% (14) 13 9
Licensed family day care 1% (2) 2 3
provider
Child care center 1% (2) 3 3
Structured after-school 3% (9) 72 9
program
No care needed 18% (58) 17 18
Other 4% (13) - 14 - 28
TOTAL NUMBER
OF CHILDREN: 3 17 250 124
Note:
rounding. The "n" is the actual number of children in that cell of the table.
Percentages are column wise, over types of care. They may not add to 100% due to
41
0 0
Table 6. Percent of Children 13 to 18 Years Old for Whom Parents Currently Use Variou
Types of Child Care; Number for Whom They Prefer Various Types of Care and for Won
They Use Different Care during the Summer
Type of Care Current Prefer Summer
n n 0 -
spouse 16% (84) 85 20
Older sibling 2%( 10) 3 1
Relative 3% (14) 15 14
Unrelated person in relative's 1 % (3) 9 1
Child cares for self 28% (149) 44 19
Baby sitter 0% (1) 2 1
Licensed family day care 0% (0) 3 2
Child care center 0% (1) 1 0
Structured after-school 1% (3) 41 2
program
No care needed 48% (256) 1 05 38
Other 2% (8) - 17 - 19
TOTAL NUMBER
OF CHILDREN: 529 325 117
home
provider
Note:
rounding. The "n" is the actual number of children in that cell of the table.
Percentages are column wise, over types of care. They may not add to 100% due
42
w w
Table 7. Percent of Children in Various Age Groups for Whom Parents Indicate Satisfaction
or Dissatisfaction with Current Child Care
Ape of Child Satisfied Dissatisfied
% - %
Birth to 3 years 87 % 13 %
4 to 5 years 81 % 19%
6 to 9 years 80 % 20 %
10 to 12 years 81 % 19%
13 to 18 years 88% 12%
TOTAL: 83 % 17%
43
e m
Table 8. Parents' Preferences for Location of Child Care by Age of Child
Location Age (%)
0-3 - 4-5 6-9 10-12 13-18
On the way to 7% 6% 3% 6% 3%
work
At or near 11% 6% 4% 3% 3%
work
At or near 70 % 63 % 52 % 57 % 60%
home
At or near 8% 22 % 37 % 30% 17%
school
Other 2% 0% 1% 1% 2%
No preference 1% 2% 2% 4% 15 %
Note: Percentages are column wise. They may not add to 100% due to rounding.
44
w W
Table 9.
Important, and Not Important When Selecting Child Care
Percent of Respondents Who Rega.rd Various Factors as Important, Somewhat
Somewhat
Factor ImDortant Important Not Important
Dependability of 93 % 4% 2%
child care arrange-
ment (n=720)
Safety and cleanli- 93 % 4% 4%
ness of child care
environment (n =717)
Convenience and 41 % 55 % 5%
location (n = 708)
Cost (n=709) 47 % 45 % 8%
Child enrichment 62 % 31 % 7%
activities (n=710)
Flexible hours 48 % 41 % 12%
(n = 69 8)
Hot lunches (n=691) 16% 30 % 53 %
Other (n = 1 11) 89 % 4'% 7%
Note:
respondents who answered the question represented by that row of the table.
Percentages may not add to 100% due to rounding. The "n" is the actual number of
45
1 0 0
RESULTS OF 1990 FOLLOW-UP SURVEY
This report tabulates and analyzes results of a survey conducted in August and September of 199
by ICRI. It looks at the respondents' child care needs, the kinds of child care related problem
they have experienced, and their preferences and values with regard to selecting and evaluatin
care for their children.
A major purpose of the survey was to discover differences in child care arrangements and neec
among the four quadrants of the Carlsbad area. Although 491 respondents returned tk
questionnaire, 142 of these did not specify in which quadrant they lived.
Percentages throughout this report, unless otherwise indicated, are taken over only tf
respondents who answered a particular question.
Characteristics of Respondent Families
The survey began with a series of questions investigating respondent demographics and famil
characteristics:
* Fifty-seven percent of the sample (275) are currently parents of children under 18. Tk
rates are somewhat different among the quadrants: 45% of the Northwest 0, 66% (
the Northeast (NE), 67% of the Southwest (SW), and 78% of the Southeast (SE) a]
parents of children under 18.
* Most respondents have their children living with them full-time: 88% of the total samplc
76% of the NW, 88% of the NE, 96% of the SW, and 97% of the SE.
* Roughly a third, 34% of the total sample, 33% of the NW, 46% of the NE, 36% of tl
SW, 24% of the SE indicated they expect to become parents within 3 years.
* Respondents are distributed among the quadrants as follows: - 28% in the Northwest, - 29% in the Northeast,
- 21% in the Southwest, and - 22% in the Southeast.
One hundred forty two respondents did not specify a quadrant. Some of these indicated th
they did not live in the City.
* Most respondents are employed: 95 % of the total sample, 96% of the NW, 95 % of tl
46
W W
NE, 97% of the SW, and 87% of the SE.. A large portion also have a spouse who is
employed full-time: 74% of the total sample, 64% of the NW, 79% of the NE, 74% of
the SW, and 87% of the SE. They overwhelmingly work day shifts (although it might
be noted that a good number of respondents checked multiple shifts on this question):
90% of the total sample, 94% of the NW, 89% of the NE, 90% of the SW, 90% of the
SE. Most have relatively short commutes to work. The mean for the total sample is 20
minutes (median = 15); for the NW, 12 minutes (median = 10); for the NE, 17 minutes
(median = 15); for the SW, 23 minutes (median = 20); and for the SE, 21 minutes
(median = 15).
* Most are married: 75% of the total sample, 73 % of the NW, 85 % of the NE, 71 % of
the SW, 83% of the SE.
* They are a relatively mature group of people, with a mean age for the total sample of 37
(median = 36), for the NW of 38 (median = 38), for the NE of 36 (median = 33, for
the SW of 34 (median = 34), and for the SE of 37 (median = 36). Seventy-three
percent of the total sample are age 30 to 50.
* The sample as a whole is relatively evenly balanced among men and women, with 47%
male and 53% female. Notable differences appear, however, among the quadrant
populations: While only 46% (44) of the NW and 52% of the NE are female, women
form strong majorities of both the SW, 64% and the SE, 66% samples. The cause for
this difference is not immediately apparent. It does not seem to mean that the SW and
SE quadrants have more spouseless mothers, since the marital status of North and South
respondents are similar. It could, of course, be due simply to chance differences among
the quadrant samples.
* Table 1 suggests that these respondents are fairly well offf financially -- as might be
expected from their age distribution. Eighty seven percent have incomes of $30,000 or
higher; 54% have incomes over $50,000. Only 4% have incomes less than $20,000.
Respondents in all of the quadrants also seem to have relatively high incomes, and
although some differences appear in certaiin income categories, these do not change the
general pattern significantly. The extensive non-response on the income question should
be noted: 41 % respondents did not answer this question.
Ages of Respondents' Children
Table 2 shows the distribution of children among different age groups for the total sample anc
the four quadrants. For the total sample, 24% are birth to 3 years; 16%, 4 to 5 years; 26%
6 to 9 years; 15% 10 to 12 years; and 18% 13 to 18 years old. This is a younger group ol
children than would be expected if they were distributed evenly among all age groups.
Percentages in that case would be: birth to 3, 17%; 4 to 5, 11%; 6 to 9, 22%; 10 to 12, 17%;
47
e 0
and 13 to 18, 33%. We would expect these respondents to have child care needs tuned t
younger children who are preschool and elementary school age.
This overall pattern prevails generally in the quadrants except that the SE respondents hav
lower proportions of preschoolers and more 6 to 9 year olds, and the NW respondents hav
more teenagers. Although there are insufficient respondents for us to even guess whether thes
patterns mirror true differences among the quadrants, we would certainly expect the varying ag
distributions of their children to affect the answers given by quadrant respondents to othc
questions.
Current Child Care
Table 3 describes how children are distributed among various types of child care. In the tot;
sample, the largest proportion are cared for by "relative in your home or theirs," 36%; followe
by "unrelated person in their home (Family Day Care)," 20%; "center based care includin
preschool, Headstart, co-op," 18%; "unrelated person = in your home," 16%; and "recreatio
program, Brownies, Scouts, Boys and Girls Club, etc." and "other type of care," both at 5%
There are some deviations from this pattern among the quadrants, but it remains impossible 1
know whether or not these are due to accidents of sampling variability. We would expect tk
above mentioned age differences of the children to cause some variation here.
Respondents in the total sample changed child care arrangements an average of 2 times (media
= 2) during the past 3 years; those in the NW quadrant, 3 times (median = 3); in the NE,
times (median = 2); in the SW, 2 times (median = 2); and in the SE, 2 times (median = 2)
Cost of Child Care
Because of non-response, accurate estimates of child care costs are difficult to obtain fro
surveys. For 140 respondents in the total sample, mean cost per child per month was $24
(median = $228); for 22 respondents in the NW sample, $286 (median = $275); for f
respondents in the NE sample, $230 (median = $198); for 32 respondents in the SW simp11
$236 (median = $255); for 27 respondents in the SE sample, $270 (median = $238).
48
w W
Child Care Problems
Table 4 indicates child care difficulties respondents, have felt to be moderate or major problems.
Most significant is cost, felt by 58% of respondents; followed by finding care for a sick child,
50%; care to match work schedule, 46%; emergency care, 42%; finding infant care, 38%;
finding information on child care, 35 % ; and finding child care close to the work site, 34%. The
high ranking of cost and finding care for a sick child are not surprising. They are dominant
complaints in other ICRI surveys, where they may be cited by 70% or more of respondents.
The high ranking of “child care to match work schedule” is somewhat unusual and may be worth
noting: 23% respondents found this a major probllem and 23%, a moderate problem.
The table shows some sharp differences among the different quadrants, but their meaning is
uncertain. Seventy-two percent of the SW sample complains about costs, but only 43% of the
NW sample. Is this meaningful considering that only 37 NW and 39 SW respondents answered
this question? Considering the small number of responses, the survey data alone cannot provide
strong evidence that any of these differences are valid, but they may be useful in conjunction
with some corroborating external knowledge. For instance, information about the distribution
of schools among the quadrants may indicate whether the difference between the NW quadrant’s
29% school related transportation problems and the SE quadrant’s 11 % measure real differences
between the quadrants. (The direction of this difference is somewhat surprising since the SE
sample has the most children in the 6 to 12 year age group -- see Table 2.)
When Respondents Need Child Care
Table 5 shows when respondents need child care. Most need care from 7:30 a.m. to 5:30
p.m.(83% of the total sample), but a significant proportion also need care before 7:30 a.m.
(45%) and after 5:30 p.m.(36%). There Seems to be significant n& among these respondents
for care that does not match the normal 8-5 working day: 22% need weekend care; 24% need
care at different hours on rotating shifts; 38% need care on a schedule where the days vary; and
44% need holiday care. This deviation from the normal work schedule probably explains why
so many respondents cited ”child care to match work schedule” as a moderate or major problem.
The quadrants generally follow this same pattern, except that the SW respondents show much les!
need for off-hour care than the other quadrants: 16% need care on weekends; 14%, at differeni
hours on rotating shifts; 26%, on a schedule where the days vary; and 25 % , during holidays.
There are, however, only 31 to 37 SW respondents answering these questions.
49
a 0
Preferred Location for Child Care
As can be seen from Table 6, respondents generally prefer child care close to home (a%), o
close to work, (23% of the total sample, with 223 answering the question). None of thl
quadrants give evidence of deviating significantly from this pattern. (During data entry we dic
notice that many respondents checked both close to home and close to work.)
How Respondents Define Ouality Child Care
In the survey respondents were asked to rank a number of aspects of child care according to hok
important they were in defining "quality child care." The rankings were to be from 1 as rnoz
important to 10 as least important (during data entry, it appeared that a few respondents reversa
this ordering). Table 7 shows the proportion of respondents who gave each item a rating of 1-f
Respondents in the total sample most value reliability (69%); followed by quality of learnin
environment, 60 % ; personality of the director (55 %); cleanliness (50%); and teacherkhild rati
(48%). The NW, NE, and SW respondents, with some deviation in the proportions favorin
each item, all valued these same five qualities in exactly this order. Although the S
respondents reordered item popularity somewhat, they selected the same five as the mo
important. For all quadrants, reliability was most highly valued: 60% in the NW, 70% in tk
NE, 79% in the SW, and 75% in the SE.
Loss of Work Time
Table 8 shows the percent of respondents who missed work for periods of varying lengtl
because of child care difficulties during the past year. Assuming the mean length for each perio
is those missing 4-6 days, only 10% lost over 14 days. Two hundred twenty eight responden
in the total sample lost 506 days, or roughly 1.5 person years from work due to child ca~
difficulties. Similarly, from Table 9, 224 respondents in the total sample lost 710 days, or aboi
2 person years from work because of a sick child.
Sources of Child Car e Information
Table 10 shows how respondents learned about the child care they currently use or have used
the past. Among 210 respondents in the total sample, 30% found out about care from the
neighbors, 17% from a resource and referral agency, 11 % from school, and 8% from eith
newspapers or work. A significant 25% used some "other" source. Posters are virtual
irrelevant, since only 1 % discovered their child care from these. The quadrants do not seem
stray significantly from this pattern. Somewhat less than half of respondents get child ca
information either from neighbors or from a resource/referral agency.
50
W W
Tv~es of Child Care Respondents Would Use
Respondents were asked what type of child care they would use if it were offered in the Carlsbad
area at competitive rates. The distribution of their responses is shown in Table 11. For younger
children, 236 respondents in the total sample would use an infant/toddler center (37%) and a
preschool center (45%). They prefer these over infant/toddler family day care (28%) and
preschool family day care (21%). A large proportion (41%) would like summer and holiday
care. Before and after school care at the school site is also popular (39%). Twenty-seven percent
would use care for a mildly-ill child and the same proportion would like after school programs
for 4th-8th graders. As for the lack of interest in ;.x teen center (14%), it should be remembered
that these respondents have relatively few teenage children. There age some deviations from this
pattern among the quadrants, but, again, their significance is difficult to know.
Respondent Comments
These respondents made very few comments, only 30. The biggest portion of these (7) were
about the need for flexible hours. (The unusualKy high proportion of respondents indicating
problems finding care to match work schedule axid having child care needs outside of normal
working hours has been mentioned earlier.) The only other category of comments including
more than two respondents were complaints about costs (4).
Note on the 1988 Carlsbad Survey
In 1988 a questionnaire on child care issues was distributed to parents of school age children in
Carlsbad. Respondents at that time showed a far greater desire for after school care than appears
in the current survey. This difference is almost certainly because children covered by the 1988
Child Care Survey were much more likely to be school age, 5-12, and teenagers, 13-18 (see
Table 12), while children in this survey were more often pre-school age, 5 or younger (see Table
2). The scarcity of teenage children has already been mentioned as one of the reasons so few
parents in the current survey expressed interest in a teen center (see Table 11).
Two areas that provide opportunities for comparison are location and quality of care. In one
case, both questionnaires asked respondents where: they preferred child care to be located. The
strong preference among both sets of respondents was "at or near home." In the earlier survey,
which had sufficient respondents to provide breakdowns of preference by age of child, this
tendency was strongest with regard to the youngest children (70% for 0-3 year olds). On the
other hand, for children in the 6-12 year age range, roughly a third of respondents preferred care
"at or near school." Respondents to the current suirvey, however, generally showed little interest
in child care close to school (only 10% of the total sample see Table 6). But this difference may
51
a 0
be largely an artifact of the different age distributions of the children covered by the two surve:
(see again Tables 2 and 12).
Where comparisons are possible, respondents in both surveys seem to be in strong agreement ;
to what constitutes "quality child care. " Those in the current survey value most highly reliabilit
quality of learning environment, personality of director, cleanliness, and teacherkhild ratio,
that order. When asked what factors they considered important when selecting child care, 93
of the 1988 respondents ranked dependability of child care arrangement as important, 939
safety and cleanliness, and 62%, child enrichment activities. In comparing the two survey
"dependability" and "reliability " are essentially synonyms; "safety and cleanliness" received
higher rating than "cleanliness" does in the current survey, probably because of the word "safe?
and "child enrichment activities" are very close in meaning to "quality of the learnii
environment." The 1988 respondents were not asked about items comparable to "personality
the director" or "teachedchild ratio. "
Also worthy of mention in regard to the question about "important factors, I' 48 % of responder
in the 1988 questionnaire considered "flexible hours" to be important and 41% somewh
important. The concern of participants in the current survey about "care to match wo
schedule," and their need for "flexible hours" has also been noticed several times.
Thus, comparable items in the two surveys generally seem to yield similar responses, and t
differences that do appear are easily understood in the context of the very different a<
distributions of respondents' children.
52
W W
Table 1. Income Distributions for the Total Sample and the Four Quadrants.
Total Nw NE sw - SE --- Income
<$15,000 1% 2% 2% 0% 0%
$15,000 to 3% 3% 0% 10% 6%
$19,999
$20,000 to 5% 10% 2% 4% 6%
$24,999
$25,000 to 5% 3% 3% 4!% 6%
$29,999
$30,000 to 15 % 16% 11% 6% 11%
$40,000 to 18% 13% 24% 18% 11%
$39,999
$49,999
$50,000 to 32 % 22% 37% 45% 26%
$75,000
> $75,000 22 % 32% 22% 13% 34 %
53
0 0
Table 2. Distribution of Children into Different Age Groups for the Total Sample and the Fol
Quadrants.
Age of Child Total pnJ - NE sw - SE
Birth to 3 yrs 116 (24%) 16 (21%) 38 (32%) 25 (27%) 16 (14%)
4 to 5 years 81 (16%) 10 (13%) 20 (17%) 21 (23%) 20 (17%)
6 to 9 years 128 (26%) 15 (20%) 30 (25%) 27 (30%) 41 (36%)
10 to 12 years 76 (15%) 14 (18%) 16 (13%) 7 (8%) 25 (22%)
13 to 18 years 91 (18%) 21 (28%) 15 (13%) 11 (12%) 13 (11%)
TOTAL NUMBER
OF CHILDREN: 492 76 119 91 115
54
W w
Table 3. Distribution of Children into Different Types of Care for the Total Sample and for the
Four Quadrants.
T-ype of Care - Total - NV - NE - sw - SE
Relative in your 144 (36%) 44 % 24 % 38 % 38 %
home or theirs
Non-relative in 63 (16%) 14 % 18% 8% 22 %
your home
Non-relative in 81 (20%) 19 % 26 % 16% 14 %
their home
Center based care 74 (18%) 19% 21 % 24 % 19%
Recreational 19 (5%) 3% 9% 9% 1%
Program
Other type of 21 (5%) @& - 2% - 6% 6%
care
TOTAL NUMBER
OF CHILDREN: 402
55
e 0 Table 4. Percent of Respondents in the Total Sample and the Four Quadrants Who Felt Vario~
Child Care Problems to be Major or Moderate Problems.
Problem Total - Nw - NE - SW - SE
Finding info on 35 % 33 % 33 % 5% 35 % child care
cost 58 % 43 % 58 % 72 % 58%
Matching work 46 % 47 % 48 % 58% 32 %
schedule
Infant care 38 % 35 % 38 % 43 % 37 %
Preschool care 20 % 28 % 12% 27 % 16%
(ages 2.5 to 5
Years)
Before school 25 % 26 % 24 % 36 % 14%
care
After school care 31 % 35 % 29 % 41 % 19 %
Sick child care 50 % 49 % 54 % 40 % 50 %
Emergency care 42 % 39 % 39 % 43 % 42 %
Holiday care 36 % 36 % 33 % 43 % 26 %
Summer care 28 % 30 % 31% 24 % 20%
Night, early a.m., 30% 28 % 27 % 39 % 25 %
weekend care
Child with spe- 9% 21 % 7% 3% 11%
cial needs
Care within 26% 28 % 11% 45 % 21 %
school district
Transportation to 23 % 29 % 25 % 19% 11%
and from school
Care close to 34% 31 % 34 % 40% 32 %
work site
Note: Percentages are over the number of respondents who answered the question.
56
W I
Table 5. When Respondents Usually Need Child Care, by Total Sample and Four Quadrants.
Time - Total - WCT - NE - sw - SE
Before 7:30 am 45 % 55 % 36 % 41 % 46 %
7:30 am - 5:30 pm 83 % 81 % 88 % 81% 73 %
5:30 pm - 11:30 pm 36% 46 % 40% 29 % 45 %
After 11 :30 pm 9% 14 % 8% 7% 10%
Weekends 22 % 10% 32 % 16% 30 %
Different hours, 24 % 26 % 28 % 14% 31 %
rotating shifts
Schedule where 3a% 41 % 47% 26 % 54 %
days vary
During holidays 44% 44 % 43 % 25 % 52 %
During summer 60% 61'% 64% 44 % 54 %
Note: Percentages are over the number of respondents who answered the question.
57
0 0
Table 4. Percent of Respondents in the Total Sample and the Four Quadrants Who Usual1
Prefer Child Care in Various Locations.
Location Total - Nw - NE - sw - SE
Close to home 60% 70 % 60% 56 % 67%
Close to work 23 % 17% 24 % 29 % 21 %
Close to school 10% 8% 11% 9% 4%
No preference 7% 6% 6% 7% 7%
Note: Percentages may not add to 100% due to rounding. The "total number of respondent:
is the number who answered this question. There are more respondents in the total sample &
in the quadrants because 141 respondents did not indicate where they lived.
58
W W
Table 7. Percent of Respondents in the Total Sample and the Four Quadrants Who Rank Various
Aspects of the Child Care Arrangement as Very Important Measures of Child Care Quality.
Total - Nw - NE - sw - SE
Reliability 69 % 60% 70 % 79 % 75 %
Hours of operation 40% 33 % 39 !% 42 % 35 %
Teacherkhild 48 % 46 % 46 % 44 % 49 %
ratio
Quality of learning 60% 58% 52'k 72 % 50%
environment
Personality of 55 % 53 % 48 % 53 % 60%
director
Provider's 30% 34 % 28 % 24 % 33 %
education
Number of toys 17% 21 % 25 I% 6% 11%
Convenience of 34 % 24 % 36 % 32 % 31%
location
Cleanliness 50 % 51 % 49 % 46 % 48 %
Quality of meals 34 % 38 % 31 % 32 % 29 %
Fees 34 % 36% 26 % 41 % 28 %
Other 39 % 50 % 50 % 29 % 50 %
Note: "Very important measures of child care quality" means that this percent of respondent;
gave these measures a ranking of 1-3 on Question 17. Percentages are over the number o
respondents who provided ratings for the particular item.
59
a 0
Table 8. Percent of Respondents in the Total Sample and the Four Quadrants Who Missed WOT
During the Past Year Because of Child Care Difficulties.
Number of Days
Missed Total% NW% NE% SW% SE %
0 days 43 % 41 % 47 % 36 % 39 %
1 to 3 days 33 % 38 % 29 % 36 % 30 %
4 to 6 days 18% 16% 12% 27 % 24 %
7 to 14 days 5% 3% 10 % 0% 7%
Over 14 days 2% 3% 2% 2% 0%
Note: Percentages may not add to 100% due to rounding.
60
W w
Table 9. Percent of Respondents in the Total Sample and the Four Quadrants Who Missed Work
During the Past Year Because of a Sick Child.
Number of Days Missed Total% NW% NE% SW% SE %
0 days 21 % 24 % 27 % 12 % 16%
1 to 3 days 44 % 58 % 30 % 50 % 43 %
4 to 6 days 22 % 13% 27 % 24 % 25 %
7 to 14 days 12% 5% 13% 4% 16%
Over 14 days 1% 0% 4% 0% 0%
Note: The IN' is the number of respondents who answered the question. Percentages may not
add to 100% due to rounding.
61
e 0
Table 10. How Respondents in the Total Sample and the Four Quadrants Learned about the Chi'
Care They Use Now or in the Past-Percent Who Learned from Various Sources.
Source Total% NW% NE% SW% SE%
Newspaper 8% 3% 11% 7% 14 %
Resource 17% 22 % 13% 24 % 14%
and referral
Neighbor 30 % 32 % 30% 24 % 30 %
Posters 1% 0% 0% 2% 0%
School 11% 14% 13 % 5% 11%
Work 8% 5% 11% 12% 5%
Other 25 % 24 % 23 % 26 % 27 %
Note: The 'N' is the number of respondents who answered the question. Percentages may n
add to 100% due to rounding.
62
w - Table 11. Percent of Respondents in the Total Sample and the Four Quadrants Who Would Use
Various Types of Child Care If Offered at Competitive Rates.
Type of Care Total % (N=2361NW % -- NE%SW% SE %
Infantltoddler 37% 46% 39% 38% 23 %
center
Infantltoddler 28% 26% 35% 26% 21 %
family day care
Preschool center 45% 38% 51% 45% 47%
Preschool family 21% 26% 28% 13% 15 %
day care
Care for mildly 27% 28% 33% 26% 23 %
ill child
Be fore/after 39% 48% 33% 42% 38%
school care at
school site
Summer and 41% 38% 42% 45% 34 %
holiday care
After school 27% 34% 25% 23% 26 %
programs for 4th-
8th graders
Teen center 14% 14% 12% 15% 6%
Note: The 'N' is the number of respondents who answered the question. Percentages do no1
add because respondents could check multiple types of care.
63
0 m
QUADRANT
MAPS
65
a N~THWEST QUAD
I
4- Jr./Sr. High School I - Elem. School with on-sik
a- Licensed pre-schoolkhild care pi $ - Large License Family Day Care
0- Family Day Care Home (up to 6
program
7
(7-12 children)
a- Park 66
,.v..ll.=.Vl YV.--.. w
CA L A V E R A
4- JrJSr. High School
U - Elem. Schoai with on-site
1)- Licensed pre-school/child care prog 8- Large License Family Day Care Ho
0 - Family Day Care Home (up to 6 ch
program
(7-12 children)
I- pa*k 67
SmTHWEST QUAI: 0
4 - Jr./Sr. High School
M - Elem. School with on-site
@- Licensed pre-school/child care p 8- Large License Family Day Care
0- Family Day Care Home (up to t
program
(7-12 children)
I- Park
68
4- Jr./Sr. High School
I - Eiem. School with on-site
e- Licensed pre-school/child care prograr 8- Large License Family Day Care Homc
0- Family Day Care Home (up to 6 child
program
(7-12 children)
a- Park
69
0 0
QUALITY OF CARE
The need for child care is the "other side of the coin" of quality characteristics of care. Pareni
not only want and need child care services, but they desire and demand services that promote tb
healthy development of their children. Custodial care is an unacceptable solution. Quality ca
is in high demand.
A quality child care program actively assists in the development of each child's social, emotiona
physical, and intellectual potential. This is achieved through provision of a stable, safe, health!
and educationally enriching program. The following beliefs about children provide a basis fc
a program of this kind:
1. Children grow and develop in a predictable, sequential manner, and at their own pace.
2. Children are curious and actively initiate their own learning; the teacher becomes facilitatc
to create and guide developmentally appropriate learning opportunities.
3. Children learn by observing and interacting with objects and people in their environmen
play within a structured setting provides many choices for the child's exploration.
4. Children learn best in a variety of settings; self-initiated activities are balanced wil
teacher-guided activities.
5. A child's self-esteem and ability to make decisions is rooted in hidher appreciation (
individual cultural heritage and uniqueness.
The National Association of Education of Young Children (NAEYC) provides one of the mo
well-defined sets of criteria for a quality child care program:
a. There is ample indoor and outdoor space.
b. Safe, sanitary, and healthy conditions must be maintained.
c. The child's health is protected and promoted.
d. A good center helps children develop wholesome attitudes toward their own bodies ar
bodily functions.
e. The importance of continuity in the lives of young children is recognized without ove
stressing routine or rigid programming.
f. A good center provides appropriate and sufficient equipment and play materials and mak
them readily available for each child's enjoyment and development.
70
- V
g. Children are encouraged to use materials to gradually increase their skills for constructive
and creative processes.
h. Children are helped to increase their use of language and to expand their concepts.
i. Opportunities for the child's social and emotional development are provided.
j. Because young children are so closely linked to their fathers and mothers, a good center
considers the needs of both parents and children.
k. Consideration is given to the entire family's; varying needs, along with special recognition
for the growth and protection of the child enrolled.
1. There are enough adults to work with the group and to care for the needs of individual
children.
m. A good center does more than meet the minimum standards or licensing set by the State
and/or Federal regulating agency.
n. Staff members have a positive outlook on life. They recognize that human feelings are
most important.
0. The adults in a good center enjoy and understand children and the process by which they
lC2UXl.
p. Because the entire staff has a direct or indirect influence on each child, all members try
to work with one another.
q. In a goat center, staff are alert to observing and recording each child's progress and
development.
r. The good center uses all available community resources and participates in joint
community efforts.
Thus, a quality child care program will reflect a sensitivity to the nds and growth of children,
parents, staff, and the community.
71
0 0
SICK CHlLD CARE ISSUES
The growing need for child care described earlier in this report is compounded when the chi
is ill. The scenario quoted below, from a study issued by the Greater Minneapolis Day Ca
Association, is all too familiar to the working mother:
"It's not how the day starts but how the night never ends. I know by three a.m. th
tomorrow you're going to be too sick to go to day care. I still hang on to a little hope th
maybe this is just a nightmare that's keeping you awake. But as the night wears on
becomes more difficult to believe. "
"My mind runs through tomorrow's schedule: The work I need to get done in the mornin
the meeting with four other people at 1:30 p.m. Who could stay with you tomorrow? I st2
to think of the few options I have. What I wouldn't give for a grandmother who could con
when you're ill. Whom do you need tomorrow? Will someone besides me be able
comfort you? What if you get sicker? You look so miserable. Can I leave you when yc
need my reassurance and help the most?"
"I'm angry because you're ill again. I'm frustrated because I don't have a grandma wl
can come. I'm worried about getting my job done. I'm tired.. . "
The Needs of Parents
Even though the responsibility for the care of a sick child usually falls to the mother, having
sick child can precipitate a crisis for the whole family. In two parent families, fathers iil
mothers are having to juggle their schedules to care for sick children. Single parents usual
have no alternative but to stay home with the child, risking the loss of their jobs, or to pi
someone to care for the child (if possible), out of an already strained budget.
The cost of sick child care is an especially critical issue because most child care centers a~
homes require parents to pay for day care even when the child is absent. So, if parents can n
stay home, and must pay for the care of their child, they are actually paying for such care twict
This need for sick child care has further been heightened by the increasing percentage (39.25
of women with children as young as six weeks who remain in, or enter, the workforce. Ma
must work for economic reasons; others to maintain career mobility, as do many with prescha
and school age children. And children, especially infants and toddlers, are often ill.
* According to the book, Taking Care of Your Child: A Parent's Guide to Medical Ca
"In careful studies conducted at several university medical centers, infants and you1
children have been found to develop between six and nine viral infections per year. T
older the child, the fewer the number of infections, but even first graders average abc
six viral episodes a year. " Typically, these viral infections last from three to seven day
72
W U
* In another study conducted at the Albany Children's Center, Albany, California, by Dr.
Alber! Chang, et al, 46.2 % of preschool children studied were ill ten or more days during
the year.
* In a study conducted by the Learning Tree Day Care Centers in the Minneapolis area, 422
parents with a total of 592 children (ages 6 weeks to 13 years) reported that their children
were ill for 3,030 days in the previous year, or five days per year per child. These same
parents, 83% of whom were women, used 2,447 of their sick days caring for their
children, losing their wages for 983 of those days. A number of surveys conducted by
companies and hospitals in the past three years have supported these findings:
* In a Mt. Sinai Hospital survey, fifty people reported that they missed work, were late or
needed to leave early 231 times during the past year because of child care problems, 41
of these people cited sick children as the c;wative factor.
* In an employee survey conducted by First Bank Minneapolis in 1980, 83% of the
respondents said that illness of a child was more often the cause of lost work time than
other child care problems.
* In a lengthy child care survey done by Honeywell's Women's Task Force, respondents
revealed "that concern for their child's welfare caused undue stress and anxiety on the
job.'' Further, the Honeywell survey found that 26% of the respondents attributed 736
days of absence, or 61% of total absences, to child related problems - usually sick
children. for warmth, love and security; for
emotional constancy, and for appropriate activities to stimulate growth and learning.
All children have three basic needs:
Because young children, as well as adults, are imore vulnerable when ill, these basic needs
become even more significant. The importance of these needs also varies, depending on the
developmental age of the child, as follows:
0 to six months: a child needs to be held, feel secure and be cared for by a competent adult.
At this age, it can adjust fairly easily from one caregiver to another, as long as hidher needs
are being met.
6 to 18 months: the child is able to identif!! changes in the environment, observe some
causality, mark the disappearance of familiar faces. Because all children of this age evidence
some separation protest, leaving it with a stranger or in a new environment may be more
traumatic, but this is not necessarily damaging.
18 months to 4 vearg: the child's major fear is that he/she will lose love or experience
permanent damage to hidher body. (Thus the need for lots of Band-Aids on a small cu' )
73
0 0
This age group has less difficulty adjusting to a new caregiver, but needs reassurance tha
the alternate is safe, and that mother and dad will return at night.
School Age: children in this group fear loss of control of themselves or thej
body-functions. They like to know the rules: when mother and dad will be home; if the
can be reached by telephone; what to expect from an illness, and from the caregiver.
74
W W
BEMFI'IS OF E%PLOYER SPONSORED CHILD CARE SERVICES
According to the recently published Union Bank Study, for every $3 expended. $4 was saved
by making child care available to bank employees. The vast majority of the employers involved
in the establishment of child care services for their employees have reported positive experiences.
The benefits reported by these employers are summarized below. Statistics provided are from the
study done by Sandra L. Burud, Employer-Supprted Child Care: Investing in Human
Resources, Boston: Auburn House.
EMPLOYER BENEFITS
Imuroved Recruitment
Employers have consistently stated that they gained a substantial recruitment advantage through
establishing child care programs, enabling them to1 attract the best and the brightest applicants.
In this era of critical nursing shortages, the provnsion of child care services can significantly
impact the competitive position of hospital employers. Of the corporations surveyed, 73%
reported that child care was a more effective recruitment tool than any other incentive. 38% of
their employees indicated that child care assistance was a significant factor in their accepting a
position and 69% remained on the job because of it.
Increased EmpPovee Retention
Employers report that turnover rates, and thus training costs, have been reduced by providing
work-related child care. Reductions range from 10% to 65%, depending on the nature of the
business and the industry wide turnover rates. Child care benefits are instrumental in employee
retention due to increased company loyalty, a greater relation between work and family concerns,
and a heightened awareness that the company is contributing significantly to the well being of the
employee-parent. If an employee receives work-related child care assistance, any decision to
change positions carries with it the question of whether a new employer will also provide child
care benefits. The cost of recruitment and training of new staff may be higher on an annual basis
than the cost of subsidizing the start-up and initial operation of child care. Hospitals have
consistently stated that child care has been a majoir factor in employee retention.
Reduced Absenteeism
Employers have found a reduction in the absentee rate of employees whose children have been
enrolled in child care services that are employer assisted. Control Data Corporation reported
that provision of child care assistance diminished its absenteeism rate by 50%. In other recent
surveys, employees have stated that the lack of adequate, quality child care has caused them to
miss an average of six work days per year. Costs are twice as high when substitutes must be
hired to fulfill the work of absent, salaried emp1o:yees.
75
0 0
Increased Productivitv
Studies of the productivity of workers receiving child care assistance have been limited, and i
is difficult to establish standards for the measurement of productivity. Recent research ha
addressed these issues. Suma Associates surveyed employees of Union Bank of Souther
California establishing a link between employer-provided child care and improved worke
productivity. One of the more obvious indicators is the number of calls to child care provider
or "latchkey" children made by employees feeling uneasy about their children. Such calls hav
been greatly reduced when at or near site employer-assisted child care is provided. Additionally
41 % of employees receiving child care benefits in the study report increased work effort.
ImDroved Public Relations
Some companies have received extensive and positive newspaper, radio and television coverag
of their participation in employer sponsored child care. Both the Campbell Soup Company an
American Savings and ban reaped national attention for their on site programs. The CEOs c
both companies have given speeches to national audiences on the benefits providing child car
for their workers and, as a result, have received substantial community recognition an
supportive press coverage. Several corporations report receiving annual publicity worth a
average of $13,000 as a result of their child care programs.
There are tangible, documented benefits that can be translated into dollars saved for corporat
employers by establishing child care services for employee dependents.
One of the more effective public relations benefits of the establishment of work related day car
has been the increase in the credibility and sensitivity of management to the needs of workers an
to the community.
Effective Joint Venturing
Aside from all the other benefits available to the employer in providing child care services, th
City in this case will have an ideal opportunity to enter into a cooperative association to me
the needs of their residents with a dynamic, well-coordinated effort which can bring tremendou
community and employee goodwill, morale improvement and long-term loyalty to the City.
EMPLOYEE BENEFITS
Employees will benefit in many of the same manners as their employers. For example, the
keep their jobs for longer periods, feel more productive in their work and less stressed ab01
their child care arrangements. Aside from those benefits which assist both employers an
employees, the following are also of particular importance to employees:
Reliabilitv of Care
Many parents interviewed have asserted that if their employer is involved in some manner wit
their child care arrangements, they feel a greater sense of security and safety with tho5
76
- - arrangements. Further, if the employer provides on or near-site child care, employees have
consistently stated that having their child near their work place has given them a great sense of
personal well-being.
Morale
The impact on the parent of their employer's involvement in child care has consistently promoted
an increased sense of employees' loyalty, and improved overall morale among employees in the
company or municipality. Parents take a personal proprietary interest in the child care center in
which their child attends. If that center is directly related to their workplace, parents have
expressed the view that their employer cares abut them and their family. This promotes a
greater sense of teamwork and employee involvement in the workplace.
Educational and Job Performance Oppo rtunities
Many parents have reported that they have been able to improve their education and job related
training because they have secure child care arrangements. They are able to take noon seminars,
or coordinate after work training with the on or near-site workplace child care provider. Some
employees have attributed their increased perfonnance level to their ability to gain training
opportunities by having children available during the hours of greatest need.
Increased Satisfaction with Family
As an ancillary benefit of work related day care, employees have pointed to a greater sense of
enjoyment and well being with their children as the result of quality, reliable child care which
meets their work schedule needs. This care facilitates a reduction in stress, which in turn
actualizes improved job performance and overall work and personal satisfaction.
77
a 0
mTNDLNGALTERNATIVES
In the event that the City of Carlsbad makes the decision to proceed with the development of (
child care fund, the following funding alternatives should be considered as means of developmen
of the fund:
Types of Funding
1. Foundation Funding
2. Food and Commodity Programs
3. Support of Local Organizations
4. Federal Funding
5. State Funding
Fund Mechanisms
1. Establishment of Foundation
2. Establishment of Non-Profit Tax Exempt Community Organization
3. Establishment of Coordinated Funding Mechanism
Types of Funding
Foundation Funding
A number of foundations in California, and throughout the United States, have indicated tha
child care is among their current preferred funding objectives. The following foundations ma:
be able to provide assistance to Carlsbad area child care programs:
1) Imine Foundation of Los Angeles, California
2) L.M. and Mary C. Skaggs Foundation, Oakland, California
3) Public Welfare Foundation, Washington, D.C.
4) Ellis Philips Foundations, New Hampshire
5) Schumann Foundation, New Jersey
6) Ganett Foundation, New York
7) William and Mary Greve Foundation, New York
8) Gulf-Western Foundation, New York
9) Proctor and Gamble Fund, Ohio
10) Alma Foundation, Pennsylvania
Several national foundations have also indicated an increased interest in child care funding. Th
latest guidelines of the Ford Foundation indicate a desire to fund projects in the area of earl
childhood education. The Carnegie Foundation has recently established a record of funding o
innovative programs in early child development and education. A number of other nationa
foundations have also expressed an interest in funding in this area, to include research an1
analysis of innovative new approaches in the field.
78
w w
Food and Commodity Programs
Non-profit child we programs and family day care homes may be eligible for food subsidies
in the form of monetary reimbursement from the California State Department of Education,
Office of Child Nutrition Services. The intent of this statewide nutrition program is to subsidize
the service of breakfast, lunch and snacks to childlren enrolled from low and moderate income
families. Depending on the income level of the employees using this child care program, the
available subsidy could reach as high as $20,0010 per year. While the paperwork for this
program is time consuming, the financial benefits to the center may far outweigh the burden of
monthly reporting as required by the state. In addition, the federal government continues to
provide some level of surplus commodities which can be made available to child care centers and
family day care homes. While recent discussions have indicated that this commodity program
may be terminated, no such comprehensive actiaa has yet taken place. The state also offers
commodities and, in some cases, subsidies for the purchase of kitchen equipment. Application
must be made and there is a substantial waiting period.
Finally, local food pantries, specializing in the colleclion of surplus goods from local restaurants
and stores, have often included child care programs on their list of donors. A good program
director should be able to avail their center of such assistance as well as arrange for the
procurement of further goods and services from local businesses thus further reducing the
expense of providing food services.
SuDmrt of Local Organizations
Child care programs have proven to be a great source of community interest and involvement.
An effective, well organized program will provide an excellent focal point for monetary, goods,
and service contributions:
* Many service clubs have "adopted" child me programs as the recipients of both cash
and service. These clubs have sponsored events such as charity golf tournaments,
bicycle and running races, and other specid events to raise monetary contributions for
child care programs.
* Locally stationed military groups have dedicated time and person power to the
construction, rehabilitation, and/or maintenance of child care facilities as a means of
supporting these programs.
* The Junior League and other service groups have been noted for their assistance tc
child we programs as combined with volunteer training programs.
* Arrangements with local volunteer centers have brought the assistance of numerou!
individuals wishing to contribute time and energy to the establishment and ongoing
operation of child care programs.
79
0 0
These alternatives for availing a child care fund of additional funding will, when successfullq
implemented, subsequently serve to offset or recoup start up costs, reduce potential operating
deficit, and provide a means through which the center can operate at a break even point aftei
full enrollment is reached.
Along with these sources of outside funding, there is also the potential to consider the designatior
of unrestricted funds held by the City of Carlsbad as "seed money" for a child care program
Underwriting part or all of the program in this way would enable it to go forward without having
to rely on grants themselves, which are unpredictable and often have a long gestation period
It would also place less of a burden on the program having to recoup start-up expenses.
Carlsbad has the option of focusing fundraising activity on the child care program by designatinh
it as "where the need is greatest" for annual contributions from individuals, corporations an(
foundations.
Federal Funding
Recently, the federal legislature has begun to take increased interest in child care as a nationa
issue. While major legislation has been introduced during the last twenty years (in 1972 thc
Mondale Bill for $2.5-billion in increased child care funding made it all the way to ex-Presiden
Nixon's desk before it was vetoed), it is only during the last few congressional sessions tha
major, well coordinated efforts have begun. The Child Care and Development Block Gran
provides $2.5-billion over three years of new federal child care block grant funds. California if
slated to receive $229.3-million over the three years. States must use 75% of this money to hell
families pay for child care or for activities to increase the supply or improve the quality of chilc
care. The balance or 25% is reserved for quality improvements (such as resource and referra
services, training and technical assistance and improvements of salaries for child care providers
and for early childhood education and latchkey programs.
State Funding
The majority of funds available in subsidized child care in California are supplied through thc
State Department of Education, Child Development Division. The emphasis of these funds i
on low income working families. A parent may enter a state subsidized child care progran
earning up to 84% of the State's median income. Once in the program they may increase thei
earnings to up to 1 15 % of the State's median income before they are no longer eligible for chilc
care subsidies on a sliding scale basis. During the 1970s, the pool of child care funds wa
increased to nearly the full $300-million which is currently available. However, during thc
1980s, very little new legislation was passed to increase subsidized child care funds or to allov
new applicants to apply for funds. Unless new funds are made available through state legislation
80
W - or federal legislation, providing money to the Department of Education for child care purposes,
there will be very little new opportunity for state funds in the foreseeable future. Several new
pieces of legislation to increase child care funding have been and will be introduced in the recent
and coming sessions of the legislature. The present governor has vetoed a number of attempts
to increase current child care levels.
Start-UD Versus OnPoin? Funding
There is a greater likelihood that foundations will fund start-up, capital development, and one
time only fund requests, while the state and federal government, and the individual and business
donor would fund ongoing program and operation costs. Many child care centers have
established scholarship funds to procure donations to assist in defraying child care fees for the
lowest income employees. It is recommended that a comprehensive child care fundraising plan
be established targeting the roles of the City, the employee community, and the child care
advisory committees in carrying out annual fundraising efforts. The plan should indicate
specialized approaches to start-up, capital, ongoing programs, and scholarship funds as part of
the complete fundraising strategy.
Funding Mahau~isms
Establishment of Foundation
The City could support creation of a child care foundation which would become a separate legal
agent with an independent policy board and corporate charter. This has the potential of capturing
funds from a variety of private sources unable to participate in trust funds.
If the purpose of the mechanism is to raise and distribute funds, foundation status is a viable
option. However, if the mechanism is to operate programs directly of any type, support systems
or direct service delivery, the foundation model is not the answer. Also, there are restrictions
on one foundation funding another. Within guidelines this can be done, but there are limitations.
One foundation can not be over 50% of another foundation's source of income.
A foundation would have high value for a variety of fundraising options. Developing long range
funding capacity is one of those. It is the simplest type of structure to manage the receipt and
distribution of funds. Many cities and counties throughout California have such a foundation.
An existing foundation, such as a local foundation, could be used instead of creating a new
foundation. This would lack the positive promotional aspects of a foundation for the specific
purpose of child care support. Policy would be controlled by a board with broader interests
and commitments. But, this presents an immediately available, "ready-made" alternative.
81
m 0
Non-Profit Tax Exempt Community Organization
This type of structure might take the form of an "alliance", or a fund or a developmenl
corporation. This is a traditional 501 (C)(3) tax exempt structure with options to receive fund:
from public and private sources, distribute funds through scholarship, contract or grant processes.
This type of structure can also operate programs. It is the most flexible of mechanism options
but is not necessarily the best one for all potential funding options.
Coordinated Funding Mechanisms
Service to parents can come in segmented pieces. A welfare parent could be helped with fund!
from GAIN, Transitional Child Care, Income Disregard or a Child Development Divisior
contracted program. Since the administering agency varies there is little assurance that child cart
services will smoothly serve the parent and child. Switches in providers or breaks in service d(
occur.
Because the major source of low income subsidy from the Child Development Division ir
controlled by Sacramento, there has been little incentive to consider a coordinated local fundini
mechanism. The addition of a major new public funding source, like the anticipated ABC Bill
may be sufficient to force an examination of this issue.
One of the most successful coordinating agencies is in Orlando, Florida, the local child car(
agency, Community Coordinated Child Care (4C) of Central Florida. This agency expends al
the Federal Title XX funds through vouchers to private centers and family day care homes
Clients are referred by the local welfare department and a single waiting list is used. Othe
indirect services such as training, nutrition and social services are in the same agency.
The unique aspect of this agency is the extent to which it has captured private funds which i
administers through the same mechanism. This allows a parent who may use up eligibility unde
one program, like the three months of GAIN, to be switched to another funding source withou
a disruption in services.
United Way and local governments have been part of the funding pool of this particular progran
from its conception. After significant success in encouraging fourteen business corporations tc
contribute money for their employees' child care, 4C of Central Florida has formed a separat~
educational foundation which will have as its sole purpose the raising of child care funds fron
private sources. This model of raising funds from employers to be spent for employees' chilc
care could be implemented through the San Diego Child Care Resource Service as thc
administrating agency or by creating a new organization for this function.
82
w I
TAX ADVANTAGES
While it is anticipated that all building and start-up costs, as well as all operating subsidies, will
be deductible under the Internal Revenue Code, participating employers providing child care
benefits should consult with their own tax advisers to arrive at a tax plan appropriate to their own
circumstances.
If a child care center is established as a bonaficle California corporation, the following tax
advantages may be available to employers providing funding for child care services for their
employees:
Building and Start-up Costs
These costs are deductible by participating employers under section 419 (c)(3)(C) of the Internal
Revenue Code of 1986, as amended. The deduction mz, be taken under a straight line
depreciation schedule for a period of 60 months beginning w- Ai the month in which the facility
is placed in service (under rules similar to those provided under Income Tax Regulation Section
1.188-l(a) for Section 188 property).
Direct Costs
The costs to cover the initial vacancy factor and operating expense shortfalls of the child care
center born by employers are deductible under Section 419(a) of the Internal Revenue Code if:
(i) they would have been allowed as a deduction had the benefits been provided directly by the
employer to the employee, and (ii) the employer used the cash receipts and disbursements
methods of accounting. Qualified direct costs will be paid to a "welfare benefit fund" established
and maintained by the center for the benefit of employees. Many corporations have been able to
deduct ongoing payments for child care as an ordinary and necessary business expense when it
could be shown (according to a variety of revenue rulings) that the care provided afforded the
employee the opportunity to increase productivity, reduce absenteeism or increase training
opportunity (Section 162).
VEBA Section 501(cM9
A voluntary employees beneficiary association may be created as a separate tax-exempt entiti
to provide child care benefits as outlined in 501(c)(9) of the Intend Revenue Code. If thox
benefits include a child care center, the facility can be amortized for capital expenditures ovei
a sixty month period. One drawback to this approach is that if a consortium center is planned,
each member must create its own VEBA in order to qualify for benefits.
83
0 e
Tax Advantages to Both Emplover and Emdoyee
Any corporation, regardless of whether or not it is involved in the establishment of a separat
child care center, will be able to assist its employees in reducing tax liability and at the sam
time receive a substantial reduction in its own employer tax costs.
Hart Bill - 802
A 30% tax credit can be taken to cover start-up and/or expansion of a center by employers. 1
30% tax credit can also be taken by employers to cover contributions to operate child car
resource and referral services for their employees. These deductions may not total more tha
up to $50,000/year for their overall state taxes if they develop on site child care for employee5
Also, a 50% tax credit can be subtracted from employer contributions to child care. The amour
which is deductible cannot exceed more than $6OO/year per child.
Section 170
General charitable contribution will allow 10% to be deducted from the gross taxable incom
of the program. General charitable contribution can only be taken if slots are made availabl
to the community. This deduction cannot be taken as a business expense.
84
w - LIABILITY ISSUES
Child care services are subject to all the legal and liability issues of any other small business
and/or human service delivery program. Charges of child abuse in day care centers over the past
few years have heightened concern regarding liability. Recently, the level of concern has begun
to subside with a greater understanding that abusive situations in child care are extremely rare.
The issue of liability now appears to be reaching a point, even for centers established and funded
by employers, where insurance is readily available and costs are stabilizing. Clearly, a high-
quality program in itself, is the best protection against liability. To date, high-quality programs
have continued to maintain excellent safety records. Long-standing insurers of child care have
found such programs to constitute a very low exposure area.
As related to government based child care, a number of cities have found that insurance for
child care, when added to their existing policies, constitutes only a small increase in expenditure.
Several legislators at the state level have continued to work to develop laws which are more
favorable to child care centers through the establishment of Pooled Insurance Trusts and other
mechanisms for keeping costs of child care insurance low.
The areas of insurance coverage which are necessatry for the protection of a standard child care
program are property damage and liability coverage as well as a small child medical coverage
policy for minor accidents in the child care center. Insurers have stated that this small medical
coverage policy (in many cases up to $2,000) have kept parents from making any claims above
that amount. One other very helpful coverage is tlhe inclusion of a "going and coming" clause,
also known as a non-owned auto coverage. This provides protection to the center and to staff
members when they are using their own cars for field trips and activities within the course and
scope of their duties within the child care progrann. The policy protects them over and above
their standard auto insurance policy limits.
85
0 a
MATRIX OF QUAJXN AND RISK MANAGEMENT
INDICATORS FOR DAY CARE
Overview
The following is provided as a set of guidelines and a check list to be used by the City (
Carlsbad in determining that a quality child care program can be established at a certain facilit
or location.
Facilitv Measurements
* Is there a minimum of 35 square feet of unencumbered indoor play space per child fc
infantltoddler and preschool (exclusive of bathrooms, kitchen, staff areas, hallways an
areas occupied by large equipment including cribs)?
Is there a minimum of 35 square feet of indoor play space per child for the school at
program (exclusive of the above mentioned areas)?
Is there 75 square feet of outdoor space per child for pre-school and school age childrer
Is there 55 square feet of outdoor space per child for infantltoddlers?
Are windows low enough for children to see outside when seated or standing?
*
* * *
Building Security
* Are all major entry doors security controlled by either having an outside fence with ga
surrounding the entrance area or an interior screening point wherein an adult is presei
at the sign-idsign-out area?
Is good visual supervision throughout separate rooms of the building possible? (This ci
be accomplished through the use of glass panels or windows in interior walls so that tl
line of sight from one area to another can be maintained.)
Liabilitv Issues - Corporation. Insurance. Hold Harmless Clause
*
*
*
*
*
*
*
Does the child care provider operate through a viable entity, whether non-profit or fc
profit corporation with a duly constituted Board of Directors?
Does the child care program possess sufficient property damage and liability insurance
including non-owned auto coverage?
Does the developer of the site have property damage and liability insurance on the chi
care facility and site?
Does the parent or leasing corporation possess sufficient insurance related to the chi
care center?
Do the center, developer, and all other parties to the contract list the City as addition
insured on their insurance policy?
Does the center agree by contract to indemnify developer?
86
W w
* * Does the developer agree by contract to indemnify the City?
Does the insurance agreement procured by the child care provider or developer include
a "hold harmless" clause naming the City of Carlsbad as "held harmless" from recovery
in the event of legal action?
AduWChild Ratio
*
*
* *
Staffing
* *
Is the infantltoddler ratio a maximum of 1 adult to 4 children (infadtoddler generally
includes children from birth through 2 1/2 years)?
Is the pre-school ratio a maximum of 1 adult to 10 children @re-school generally includes
children from 2 1/2 through 5 years)?
Is the 6-9 year school age ratio a maximum of 1 adult to 14 children?
Is the 9-12 year school age ratio a maximum of 1 adult to 20 children?
Are adult to child ratios (as indicated above) maintained at dl times?
Do program operators have a thorough knowledge of the development of staffing plans
wherein teachers and aides are scheduled to meet the attendance levels reached during
peak hours of operation and always maintaining compliance with any local requirements?
Overall Group Size
* *
Note: A key factor in the maintenance of quality standards in child care is the combination
of low adult to child ratio with low overall group size. In mainUaining a pre-school ratio of
one adult to eight children, the quality of program would be seriously impacted if there were
100 children being served in one large room or area. For example, Program A has an adult
to child ratio of 1 to 9 but only 25 children in each room. According to national child care
quality studies, Program B would have the better opportunity to maintain high quality
standards. As related to the development of child care programs, this overall group size
consideration would indicate that it is necessary to construct a building allowing for a series
of "mini-centers" with 25-30 children in each separate section of a larger building.
Is the group size no more than 25 infant/taddlers in each grouping (room or area)?
Is the pre-school group size no more than 45 children in each group?
SDecial Local Conditions - Zoninp. Licensinq
*
*
Does the facility and program meet or exceed each standard amrding to the Department
of Social Services, Community Care Licensing Division, guidelines or regulations?
Will the program require conditional use permits, variances, waivers, etc, from the local
planning agency?
87
e 0
Cumculum
*
* * * *
Does the program have an established approach to the education and development c
young children?
Is the curriculum based on well founded educational theory, i.e. Montessori, Piaget?
Has a curriculum planning format been established by the child care provider?
Are staff required to submit monthly and/or weekly lesson plans?
Are morning and afternoon group times scheduled for each child and does the sam
teacher have responsibility for a particular group at each session?
Health Issues
*
* *
*
*
Does the program have a regular admissions policy precluding ill children from enterin
the program?
Have staff been trained in health screening?
Is there a formalized communication system to alert parents to any particular healt
hazards or issues which have taken place at the center?
Is a policy established to keep all records of immunization, health information and suppo
information on the health of each child in the program?
Is there a separate unit of the program designated for the care of the ill or recoverin
children (sick child care)?
Social Service
*
*
*
Does the program provide support services to families to assist them in coping with the
role as working parents, i.e. psychologists, speech therapists, social worker referrals?
Are there regular opportunities for communication between key staff involved with tl
child and hidher parents?
If a for profit program, is some dispensation provided for a community scholarship fui
or some opportunity to reduce fees for parents under extreme hardship? Note: Fun(
may be procured through the establishment of a separate community non profit or throuj
the proposed City Child Care Trust Fund.
Nutrition
*
*
*
Does the program provide breakfast, lunch and two snacks per day for children on
regular basis?
Is a menu planned in advance which meets children's nutritional needs?
Does the program have access to a nutritionist or menu planning expert in order to assu
that foods provided are healthful and appropriate to the child's age and developmen!
level?
88
w W
Staff Development
*
* *
Is the staff afforded the opportunity to puirsue continuing education both at the center
and in locaI institutions?
Is there a plan for staff advancement through continuing education?
Are staff informed of conferences and events related to their professional advancement?
Parent Involvement
* * *
*
Are regular parent meetings held?
Is a parent advisory committee established?
Is a parent handbook available to parents, stating program rules and regulations and
admissions and payment procedures?
Are parents informed of all administrative decisions in a timely manner?
ReDutation and Past Performance
*
*
Has an investigation been conducted into the previous "track record" of the organization
proposing to provide child care services?
Has the organization proposing to provide child care been sued and found liable for
negligence in the operation or supervision of mother child care facility?
89
e e
CHILD CARE REGULATORY ISSUES
RELATED TO CARLSBAD
The following information is often provided by cities to those seeking to operate local child ca~
centers within their cities.
Licensing
Child care, historically, has been regulated by local, state, and, to a limited extent,the federi
government. All these authorities have developed specific standards and enforcement procedurt
as a safeguard for the children and families who use day care services. The intent is to protec
the child. Compliance with standards is mandatory. Every step of the planning process shoul
be coordinated with the proper authority to assure compliance, as necessary to secure a
operational license. Once operational, standards must be maintained in order to keep the licen:
current.
The following are the highlights of regulatory issues. Once a decision is made to proceed wil
a program, the planning staff and/or consultants can meet with the appropriate representatives (
the State, City, and County to initiate the licensing process.
State Reyulations
The primary regulatory responsibility for child care is at the State level. Regional offices a]
staffed to provide assistance and to process the licensing applications, as well as to monitc
programs once they are licensed. This process is complex.
Virtually every aspect of the facility, staffing, and program is regulated. One of the major tasl
of the planning period will be the processing of licensing. It is extremely important to begin th
process as soon as a decision to develop a program is made.
Local Requirements
In addition to the State regulations, programs must also meet local requirements.
clearance and a use permit must be secured as part of the licensing process.
The purpose of zoning restrictions and use permits is to provide a means through which tl community expresses the power to determine where business and residence will occur. Eac
city requires a permit for a new child care center, as well as for expansion of existing facilitie
A building permit is required for any major renovation of the structure of the building. A u
permit essentially authorizes an agency to conduct business in a specific location.
A fi
90
Ir I
As with the fire inspection, regulations may vary with each city. However, the procedure for
obtaining the permit is essentially the same. An application fee is charged, ranging from $50
to $1,500. Preliminary meetings, whether individuially or in groups, will be helpful in educating
neighbors about intentions. Hopefully, these contacts will prove fruitful at required public
hearings. Steps include:
1. Contact the City Planning Department, fill out an application, and submit any additional
required material. The filing fee is paid at this time.
After the application is filed, neighbors within a defined radius will be notified of the
intent by mail, public notice, and/or posted announcements. A public hearing date will
be scheduled.
The City Planning Department then makes recommendations for, or against, the
application to the appropriate board. In most cities, the Planning Commission presides
at the public hearing. In some instances, the City Council or another special board will
be involved in the hearing.
A public hearing is held in which the applicant, notified neighbors, and interested parties
may give written or verbal response to the application. Following the hearing, the board
will either approve or deny the permit. It might be approved on the condition that
changes will be made to the property or certain restrictions will be followed. And, if
denied, an appeal can be made.
2.
3.
4.
91
e m
DISCUSSION OF MODEL, APPROACHES
Below are a brief summary of notable approaches:
City of Toronto, Ontario Canada - The City of Toronto makes use of an extensive network o
child care support services established through the City Child Care Coordinator's office. Thc
placement of the coordinator's office in the city's planning department has made a particularl:
effective alliance in developing child care ordinances and policies. Such policies include a cip
developer fund and a child care employee income stabilization program (wherein all child car(
workers in designated programs are guaranteed salary).
City of Palo Alto, Palo Alto, California - Palo Alto has established and operated a group of u]
to nine child care centers developed and funded by a combination of city funds and parent fees
This system has worked successfully for over ten years.
City of Davis, Davis, California - The Davis child care coordinator's role is that of a publi
spokesperson for the encouragement and the development of child care quantity and quality
Davis has had a child care specialist within the City offices for nearly a decade.
City of Irvine, Irvine, California - Irvine's Child Care Coordinator comes under the huma
resources division of the City but has broad role in policy research and development, promotio
on new child care facilities, and procurement of contracts with outside providers of care. Th
role is made smoother by the strong Irvine City Council support and recognition for th
coordinator's role and responsibilities.
City of Seattle, Seattle, Washington - The City of Seattle has been known for its unusuz
approach to community involvement in planning for children's services. By implementing a cit
wide survey of what parents and children wanted in their city and from their city services an
developing a plan which comported with those desires, Seattle has gained great support from it
citizenry for new child oriented programs.
Sweden - Each of 278 municipalities has control of local child care planning and implementatior
Clear five year working plans are established with goals, objectives and activities for eac
assessed need. Funds are provided by municipalities and the national government and parent fee
to enact broadly available child care alternatives for working families.
Australia - Australia has begun to implement city and regional family day care planning activitic
by empowering family day care provider network in cities or regions to make decisions about th
direction of their care. Input is solicited from parents and government officials as well as fro1
the government at large. All the information gathered is synthesized into working plans whic
are presented to local governments for further action.
92
I W
AGENCIES AND ORGANIZATIONS CONTACTED
Army and Navy Academy
Beautiful Savior Lutheran Church School
Caldwell Banker
Carlsbad Boys and Girls Club
Carlsbad Chamber of Commerce
Carlsbad Realtors Association
Carlsbad Unified School District
Carlsbad Child Care Providers
Centre Development
Childcare Resource Service
City of Carlsbad
Daniels Cablevision
Dyna Corp
Encinitas Union School District
Hughes Aircraft
Jazzercise
Lola's Market
North County Parents' Guide
North Coast P.T.A. Council
Pilgrim Congregational Church
Potential Provider
93
0 0
San Dieguito Union High School District
San Marcos Unified School District
St. Patrick' s Catholic School
Tri-City Hospital Staff
Victory Christian High School
YMCA, Marguerita Ecke Branch
94
w W
SUMMARY OF FCIEUS GROUPS
Familv Dav Care Providers
Family day care home providers from throughout the city were invited to attend this focus group.
The attendees included three large licensed providers, one school-age only provider and the
North County Referral Director for the San Diego Family Day Care Association, who is a
provider in the Oceanside area.
The testimony of the group was:
It is important to educate the community on the rexilities of a family day care home.
- Family day care homes offer a beneficial service to the community.
- There is not a negative impact to the neighborhood. - Children in care are being supervised and nurtured.
- A family day care home provides many services that a center based program can not
provide, such as:
a)
b)
c)
flexible hours (extended hours, weekend/evening and rotating shift care)
infant care (too expensive for most centers)
care for mildly ill children (not enough room in most centers)
The City Planning staff needs education regarding State regulations for child care in general.
The City Planning Department should have a standardized plan that facilitates the conditional
use permit (C.U.P.) process for large license homes. Individuals within the department have
been supportive and helpful to individual providers seeking to expand to a larger license.
However, the Planning Department in general has a very negative attitude toward family day
care homes and is difficult to work with.
The C.U.P. process for large licensed family day care homes could be eliminated.
The Department of Social Services social worker lhas indicated to providers an awareness of the
difficulties of obtaining a large license within the City of Carlsbad.
Eighty percent of all calls received by the Family Day Care Association North County Referral
Director are regarding care for children under age 2. Infant care in Carlsbad is perceived as
very costly and limited. Often Carlsbad parents are referred to Oceanside providers.
Providers would welcome recognition by the City regarding the value of family day care homes
to the community.
95
0 0
center Ixrectom
Attendees at the Center Directors' focus group included 6 pre-schoolkhild development centei
directors. Five of the six centers have been in operation for more than 5 years. All center:
represented serve pre-school age children, one center provides care for kindergartners, and on<
center provides infant care.
The center directors questioned the absence of anyone with a direct knowledge of child care or
the Commission. The question was also raised regarding the City's motives in addressing tht
issue of child care in general.
The City Staff and Planning Department should facilitate the building of centers through: - provision of a grid map indicating acceptable site locations. - being more flexible with zoning requirements.
- having a knowledge and acceptance of licensing requirements as established by the Stat
- donation of a building or a site for a center.
(City sometimes imposes more stringent requirements).
Directors receive many calls for infant care, weekend/evening care, and rotating shift hour
which they are unable to accommodate.
The general public should be educated regarding the misconceptions that child care is ver
profitable. Providers are in the business because they care about children. They are providin
employment for themselves and others and are providing a valuable community service
Research has indicated the many positive benefits of quality child care development programs
Individual directors would welcome the opportunity to educate community leaders (Le. Chi1
Care Commissioners, City Council, Mayor, City Manager) with tours of centers and informatio
about their services.
Concern was voiced regarding the lack of licensed child care for school age children. Becaus
of the strong support the Boys and Girls Club receives from the City and Chamber sf Commerce
Scampers, a recreation program, has been promoted as an acceptable alternative for license
care.
Specific concerns were: - Large numbers of children at the Boys and Girls Club with minimal adult supervisic
- Freedom of children to come and go without accountability to program supervisor.
- Children frequenting the nearby market and/or walking to the Plaza Camino Real whi
- The possibility of traffic accidents involving unsupervised children. - The lack of continuum of quality care once children leave pre-schools.
during vacation times.
'at the downtown club'.
96
W w
- Parents not having the option of seeking/finding quality licensed care for school age
children.
The community will suffer from the years of unsupervised care. Parents are willing to pay for
quality, responsible, reliable child care.
La Costa Heights P.T.A. €bard
High income areas with young families need child care services. Many need two incomes to
support high mortgage payments and cost of living. - In one class, 71 % of parents were working.
- The P.T.A. Board, who considered themselves not representative of their school parents
in terms of child care needs, had 25% (2) parents who were employed.
Trends: The need for child care services in high income areas with young families will continue.
Often the cost of living requires two incomes.
Pediatric G~OUD - Tn Cily Hospital
As child care issues are perceived important, larger segments of the community have greater
involvement. For instance, community pediatricians request child care referral information for
their patients.
In general, satisfactory planning for sick child care has failed. Sick child care will be included
in the delivery of a comprehensive, flexible community child care system.
Hughes Aimaft and DanieIs Cablevision
Trends in Business/Industry :
Companies are more aware of the impact of child cafe on their day-to-day operations and their
"bottom line. " They articulate problems with child cardwork relationships as: - Loss of good employees due to child care problems,
- Absenteeism and child illness, - Tardiness and child care travel time.
As more industries understand this cause and effect, motivation to take action increases, for
example:
- Assessment of employee child care needs - Provision of child care subsidies
- Attracting or starting child care programs.
97
0 0
Companies, especially companies with a large, young, female population, can experience
sudden explosion of births which bring employee child care issues to the forefront.
companies seek quick action.
Management in young companies, both sexes, parents and non-parents, have growin
understanding of child care as related to business. They are open to varied child care solution:
when company leadership is favorable and responsive.
Parents' child care needs are complex due to travel, work and provider schedules, cost, qualit
and parents' desires for type of care.
The trend is to use a greater variety of child care arrangements to arrive at the best individu;
solutions. 'The trend has been "piece together" arrangements for the individual "fit". (Flexibilit
in child care options is necessary!)
Increasingly, companies want to assist employees with child care in some way. When they a~
ready to act, they become frustrated by barriers. They perceive the system (to build, g(
licensed, etc.) as one that deters rather than promotes slrccessful child care solutions.
Trend: Cities are hiring child care coordinators to facilitate the process.
Th
98
W W
Focus Group Surveys
8/20/90
FOCUS GROUP
PRESCHOOLKENTER DIRECTORS
Why wasn't someone with direct knowledge of child care appointed to the Commission? The
Commission needs to be made up of persons with some political power.
Present providers are getting mixed signals: City is asking questions of providers but providers
do not know what the city's agenda is.
The reason so many Centers are located in the Northwest Quadrant is because of zoning.
Providers are not interested in subsidies.
Let's start doing something about the basics: City staff sees a need for child care; Planning
Commission is not amenable, although there have 'been some changes since the Child Care Task
Force.
Child care issues are perceived to be 'way down his list' as far as the City Manager is concerned.
The City should be more flexible with zoning requirements.
People are driven underground (unlicensed providers) in order to provide the child care service
and not have to hassle with the City.
When does the Fire Marshal retire? He is on record as saying that the industrial park is not an
appropriate place for a child care center as long as he is in office. He has unreasonable rationale - does not offer alternatives.
City could provide a grid map - indicating areas where centers could be built which would help
the potential provider save time, energy and money.
Providers have calls for outrageous hours (590 a.m. to 7:OO p.m.) to accommodate migrant
workers. Need for Saturday and Sunday care is evident.
99
0 0
Focus Group Survej
Some parents have rotating shifts (nurses, police) and/or have extended hours (Mall employees
Concern for: children staying home alone; children staying home from school with sibling
children going to work with parents, grandparents, neighbors; children being shuffled arour
a lot; Girls Club, Boys and Girls Club (minimal supervision-children can come and go), Mar
children hang around adjacent Circle K Market, children leave, walk to Mall, and then retun
Parents are willing to accept a poor quality "recreation program" because "there is nothing else!
Biggest issue is the marriage of the City of Carlsbad and the Chamber of Commerce to the Bo!
and Girls Club Scampers. The downtown Club and the La Costa Temporary Facility are the on
options for school age care.
There is no continuum of quality care once the children leave the preschools.
Parents should demand cleanliness and quality of care.
Parents are willing to pay for quality, responsible, reliable child care.
The community will suffer from the years of unsupervised child care.
Providers have had personal reports of children involved in drugs and shop lifting while 'at' tl
Boys and Girls Club. District has imposed some conditions and the school site Scampe
programs have improved some.
Provider information on their weekly cost of full time care in Carlsbad ranges from:
Infants: $125.00
Twos: $87.50 - $110
Pre-K' s: $80.00 - $100
20% - 60% of families come from outside Carlsbad to have child care near their place
employment. Largest center (108 children) has almost all residents.
Regarding Child Care:
Most centers are full - no interest in marketing to parents (false advertising). Interested in
day for educating people in power - more than willing to spend time with community lead€
and parents. Would welcome the opportunity to talk about individual programs, e.g. provi
tours of centers to officials.
100
w w
Focus Group Surveys
Educate public (community leaders and parents) regarding the misconception that child care is
very profitable. Providers are in the business because they care about children. They are
providing a community service. They are providnng employment for themselves and others.
If Carlsbad wishes to do it, it's "do-able." Regarding subsidy; open it up (restrictions); donate
a building; provide training. "A child care persoin could do it right!"
101
0 0
Focus Group Survey
9/ 14/90
THE DANIELS CABLEVISION COMPANY- MANAGEMENT GROW
Contact: V. PJGeneral Manager
The company has a young labor force and is currently experiencing a baby boom. At a recer
picnic for associates, 117 employees had:
20 children under 4
20 children between 5 - 16 years of age
Some were pregnant.
Only 20% of the associates live in the service area with boundaries at Del Mar (SW), Cam
Pendleton (NW), and Fallbrook (NE).
Employees want child care close to work.
Military spouses have problems. They use inexpensive base care, They can't drop off chi1
before 7:OO a.m. and are due at work at 8:OO a.m., frequently causing tardiness. An
replacement care near work would need to be low cost.
The company subsidizes 10% of employees' child care costs. They will support space in
program that offers quality at a low cost.
Cablevision would be receptive to a consortium. One manager perceives that there is too muc
red tape involved in opening a child care center. He suggests that all the red tape is a hindranc
to serving the needs of children and families. The manager feels that large chains may have
chance to operate in Carlsbad, however small, independent operators are blocked by the systen
He referred to the Montessori school in the Northwest Quadrant which closed. (Has be
purchased, licensed and is in operation - now has infant spaces also.)
102
w w
Focus Group Surveys
8/ 15/90
FAMILY DAY CARE PROVIDERS
Contact: List from Community Care Licensing
One Center Director and Assistant Director
General discussion:
Provider has just moved from Carlsbad to Oceanside and took all her Carlsbad families with
her. Families feel it is hard to find a good care giver and a hassle to look for one.
Had a negative experience with the City of Carlsbad when told that she would need to get a
business license if serving 6 or more children. (Business license required for 7 or more children.)
She had no direct contact within the City to call; talked with 10 different people and no one had
the right answer. This scared her away. Provider works with infants, likes babies! Goes
through Child Care Resource Service (CRS) for referrals. Most of her calls are for infant care
- as many as 8 calls per week. Family day care homes are charging $100.00 - $125.00/per
week.
This provider tries to be flexible with hours, pick-up time, overnight care, evening care, etc.
Has parents who are employed in the police department and nurses from Tri-City Hospital.
Family day care providers can provide many services that center-based care cannot. The
environment is more like that of an extended family. Feels that a lot of parents want a family
situation for their children.
Northeast Quadrant
Provider prefers to be at home when her children are home. Provides only a.m./p.m. care for
grades 1-5. On minimum day school schedule is open from 6:30 - 5:30. Cares for children on
school holidays but not on legal holidays when their parents are not working. $55.00 -
$65.OO/wk. or $2.50/hr.
Southeast Quadrant
Principal helped her decide to have a family day care home by informing her of the need. Name
is listed at La Costa Meadows School. Is active in Parent Teacher Organization at children's
school, and feels she is well known to children and teachers. Is also very active within the
1 03
0 0
Focus Group Survej
community. Provides care for some a.m., and some Kdgn., however, most of clients are aft6
school children. Has had license for 12 since September.
Colleen Wch, from Fire Department was "wonderful" - very helpful. On October 25, 199(
applied for Business License.
Ray Garrison and Mike Grimm of Planning Department were very helpful and kind.
City required site plan, letters of notification, etc. that would be required of a developer.
On December 1990 provider was granted extension to get paper work in and gather letters (
support. One hundred dollar fee required to submit C.U.P.
Letters of Notification went out to neighbors without her knowledge that they were being sen
Had one complaining neighbor, according to Mike Grimm.
Was told that Planning was trying to keep C.U.P. out of Public Hearing - also told that @lanne
was trying to explain to people that 'the city really doesn't have jurisdiction, if you meet Sta
requirements we have to give you a C.U.P.'
As of August 1990 no word had been received from the City. Is afraid to call. Department t
Social Services worker advised her not to contact the City regarding license. Is not sure wb
to do. Does not want hassle of a public hearing due to negative publicity of another providc
who struggled to get a large licensed home approved within the City. She hopes for closc
arbitration, with Planning, her complaining neighbor and 'Margo' for the Department of Socj
Services.
Planning Department in general has a very negative attitude, has poor attitude and is diffici
to work with.
Neighbor notification should be omitted. People have a negative perception of the impact
family day care in their neighborhood, e.g. traffic, noise level, lowering of property value.
Eighty of calls are for children under 2. Part time infant care is very difficult for a parent
find. Infant care in Carlsbad is perceived as very high cost and scarce. Carlsbad parents a
referred to Oceanside providers.
104
w w
Focus Group Surveys
Recommendations:
Educate Planning Department personnel about State's granted rights to providers.
Conditions for conditional use permit were very stringent at the first house, where program was
operating in a converted garage (regulated carpet, age of children, hours of operation, etc.)
Was asked to leave that house because property owner was tired of hassle. Encinitas allows
converted garage for FDCH program.
Eliminate/waive zoning restrictions for large license. HUD funding for centers is available to
City upon request of Mayor. Mayor, Council and City Attorney were extremely helpful during
personal fight for large license.
Hold parent/provider workshops to educate community: home is not a center, not full of noise,
does not impact traffic or property value, and does provide a good community service.
Personally, her whole street does not want her in business, has ostracized her child within
neighborhood.
Educate Commission/City that Family Day Care Association has lo00 members. There are
monthly, regional support group meetings - an alxmknce of training opportunities available.
Could have a training conference. Would like City support to start FDCH accreditation project
as in San Marcos. Would like City support and recognition for activities such as Week Of the
Young Child.
105
0 0
Focus Group Survel
HUGHES AIRCRAFI' COMPANY EMPLOYEE GROUP
Contact: Senior Personnel Representative
(contact through San Diego Child Care Coalition)
Discussion of employee options:
"I heard that the Carlsbad School District is taking over the Boys and Girls Club Scampe
program." (Note: The School Board voted to continue its contract with the Boys and Gir
Club.)
"What alternate options does a parent have? You will say 'Yes, you are satisfied,' if it is tl
best of your options."
"I have lost 1 employee in the last 2 months because of child care problems. I almost lo
another, but we were able to work something out." (Note: possibly flexible scheduling)
"I speak for the women in my department. They have uncooperative husbands. There is a hig
absentee rate because of caring for sick children. Sick child care is needed."
"In regard to the survey phrase, 'wish to work', if you want to raise children, you must work
One parent expressed concern for 11 year old daughter who doesn't need a sitter, but needs i
adult around. The parent is concerned with the whereabouts of the child when there is no 01
there for her. Cannot afford high cost of care - $ 85.00/month for a person who would watc
her and cook for her.
There was a discussion regarding problems in locating a child care center in the industrial art
due to chemicals and the airport flight path.
There was a discussion relating to interdistrict transfers to school near workplace rather th;
near home. Parent needs a child care affidavit to transfer from "home" school.
Transfer will be accepted if there is space in the "work" school. There was some interest
how this could be accomplished.
106
w W
Focus Group Surveys
Regarding a discussion about the Boys and Girls Club Scampers program:
"Scampers is not licensed."
"My child is only 6, I'm not sending her to Scampers, where no one is responsible for her."
"The staff is watchful. "
Discussion on use of grandparents as child care providers "My parents (children's grandparents)
sometimes sit for my ill children in an emergency."
"They burn out real fast."
Hughes is looking for a consortium. We can't get a license in this area due to hazardous
materials production and the airport flight pattern..
Other comments: There are 55 Child Care Coordinators throughout the state.
There are 16 subsidized child care programs in the County.
107
e 0
Focus Group Surve:
81 16/90
LA COSTA HEIGHTS P.T.A. BOARD
This group felt that they did not represent the parent population of La Costa Heights Elementa
School. Out of a group of 8 parents, only 2 were employed and one of those worked out of h
home.
One parent commented that out of her child's class of 28, only 8 parents were available f
any day time volunteer work because of day time employment outside the home.
The first general meeting of the P.T.A. is too late for survey input.
108
- w
Focus Group Surveys
9/04/90
COMMUNITY PEDIATRIC GROUP AT TRI CITY HOSPITAL
Attended by approximately 18-20 physicians
Regarding supply:
"There is not enough child care. Families move into the area and can't get child care."
Perceived as an inadequate supply.
Regarding referral information:
"A list of facilities circulated to pediatricians would be helpful."
"Or, at least, a phone number or two."
"Most of us know about Childcare Resource Service, but that is not always
enough. "
Regarding employee sponsorship:
"Businesses need to establish on-site child care."
"Co-ops are a good idea."
"Tn City Hospital is in the process of investigating a need for child care for
employees. I' (Note - Recent development: Hospital and Mira Costa College moving toward
agreement for opening a center, soon.)
Regarding child care for mildly ill children:
"Parents often complain about missing work because of an ill child." (This
comment had the greatest amount of expressed agreement.)
Without care for ill children, there is a failure of child care services.
"Care for ill children is essential for full service clhild care."
Mention of provider of child care for mildly ill children in Encinitas.
Additional problems:
"Even with licensing, there are existing sub-standard family day care homes."
109
m 0
NOTES ON CARLSBAD CHlLD CARE COMMISSION SURVEY PROVIDER COMMENi
Q: Do you have anything you would like the consultant andlor the commission to kno
regarding child care in the city of Carlsbad?
Q: From talking with your clients, prospective clients, family, friends, neighbors, do you ha1
any sense of particular needs regarding child care in the city of Carlsbad?
RESPONSES :
CENTER DIRECTOR: Personally prefers that child care for the pre-school age child rema
in the private sector - not be legislated to the public school system.
CENTER DIRECTOR: Would like some recognition for existing providers and the service givt
to the community; interested in quality programs for the school age child; feels that unlicenst
programs do not provide quality needed; indicated that Kruger House (Parks and Recreatioi
may be expanding to include school-age care.
CENTER DIRECTOR: Planning Commission seems to be the biggest stumbling block to chi
care providers; Ray Patchett, City Manager, needs education, is not helpful to prospecti1
providers.
CENTER DIRECTOR: Affordable, reasonable, quality care for a.m./p.m. school age car
need for a private kindergarten with extended hours - to meet needs of working parents a
needs of young children not yet ready for large enrollment classes. Suggests calling Ru
Letterman from licensing regarding needs and trends in Carlsbad.
CENTER DIRECTOR: Need more school age a.m./p.m. quality programs; has heard lots 1
complaints regarding existing school site program; need transportation from schools to site
next year will only be serving neighboring Roman Catholic school children because will not 1
providing transportation due to higher insurance costs - currently share van with Victo
Christian High School which shares site. However, child care use of van comes after Hil
School needs which creates scheduling problems.
CENTER DIRECTOR: Should be more usable information available to potential provider
C.U.P. (she's zoned R-3), Planning Commission is like a 'box of quagmire'; tough to wo
with, could use streamlining; cost her almost $1200; has private school in Vista - th
municipality was easier to work with; Carlsbad needs more private sector child care, but n
the big chains; area needs more affordable, non religious elementary schools; Scampers progra
is pretty good, but not well supervised.
CENTER DIRECTOR: Biggest need (gets 20 calls/week) is for affordable infantltoddler ca.~
110
w V
she charges $75.00/wk., while infant care is reportedly $100 to $135/wk.
CENTER DIRECTOR: NORTH COAST YMCA - LOOKING TO EXPAND INTO THE
CARLSBAD AREA - Encinitas has opened 3 school sites and may be taking over all sites in
that district; sees need for more school age spaces - licensed; need for transportation.
CENTER DIRECTOR: NEWLY RENOVATED AND OPENED SCHOOL - Worked with Dee
Landers with City; discrepancies between City requirements and State licensing difficult - such
as fencing and additional 600 sq.ft. for playground beyond 75 sq.ft. per child; can only serve
49 because of fire alarm system - could serve licensed capacity of 60 if could afford to upgrade
fire alarm system; would like to see open zoning requirements for pre- schools and open zoning
in R-1 (no C.U.P.) for infantsltoddlers who belong in R-1 areas; has a problem with the Boys
and Girls Club program - poorly supervised; is on the Education Committee for the Chamber
of Commerce; is serving infants, as a service to the community, not making any $$ at $125/wk.;
need education to improve general public attitude regarding child care; public relations to
community.
FAMILY DAY CARE PROVIDERS:
Thinking about quitting - only has two moms now, expecting own child; parents having trouble
finding replacement provider; referred to Family Day Care Assn. and to CRS but no luck so far.
Mostly takes care of her grandchildren; public needs to be educated about home day care,
specifically about 'traffic' which is really not a problem; need many more providers, especially
for infants.
Had question about needing a business license from city??; feels over-regulated with answering
both to city and to state licensing requirements and now having to give 'everyone' her SS#; has
lots of calls for infant care - 10-20/wk.
Has had absolutely no problems; lots of need for infant care.
Educate public regarding quality family home day care and the service provided for the
community; liability insurance too hard to get; educate providers on their importance; gets 5-t
calls/wk. regarding infant-toddler care - costs reportedly $100-$15Q/wk.; need more FDCH all
ages;
Refers parents to child care community referral service which is run by volunteers without charge
to parents.
Hard to find full time kids; sees large requirement for part-time care; gets lots of calls for infanl
care, rarely any calls for school agers.
111
a m
LARGE LICENSE PROVIDER: C.U.P. process was a VERY rigorous process; City Plannin
Dept. did not make the process easy; the Fire Marshal was very, very conservative; questio
regarding City statement that planned communities do not allow large child care within sai
community - isn't there California legislation which prohibits that? No trends - lots of calls fc
infants.
LARGE LICENSE PROVIDER: Had NO problems getting large license; had small FDCl
first; got large license 2-1/2 yrs. ago. Renew C.U.P. every 3 years, is not sure about th
process - thinks it may just be a matter of filing renewal; home day care is absolute necessit
for young children - they should not be institutionalized in large centers; has lots of calls for 1-
year olds, not many calls for newborns; just doing 'pretty well!!'
LARGE LICENSE PROVIDER: Took a month to get her C.U.P. that allows no school ag
children; employee cannot park in front of house.
Wants to see mandatory requirement for CPR; &;;lake preparation; need for measlt
vaccination.
Cannot write off expenses of caring for own children. Considered having a large license, bi
was told by licensing 'not to bother in Carlsbad.'
Scampers program should refer children to providers; schools should refer to providers; or
of the causes of provider turn over is complaining neighbors.
Turn over in FDCH is bad. On site centers would provide more stability for parents.
Currently subsidizing cost of care for low to moderate income families at $ 65.OO/wk.
Is phasing out of the business; FDCH needs to be recognized as a legitimate business ar
important to the community.
112
- V
Target Surveys
TARGEI' SURVEYS
Date: 7/6/90
City Parks and Recreation Program
Currently involved in work with children through City pre-school/parent participation program;
programs at Holiday Park, Calavera Hills, and Stagecoach Park. Last semester had after school
program, 1 day/wk with pre Prop 13 kinds of things - arts, crafts, games, etc. -- averaged about
60 kids per day. Would like to expand this type of activity to the Hispanic community in the
downtown area (use Senior Center or Pine Avenue School??) Hopes to be able to make an effort
to work closer together with coaches from junior and senior high schools to make athletic
program stronger for both boys and girls. Form City teams, involve 3rd, 4th and 5th grades.
Wants to triple the scope of the present program. Currently, is personally actively involved in
youth organizations. Is aware of a need for more c;are/activities for 3-6 graders. Is also aware of
need to make children's services more available for the lower income families, especially in the
Northwest Quadrant. Will get back to us regarding report done by Jeanne Keefe, college
student, regarding services/activities available for the junior and senior high age students.
113
a a
Target Survel
Date: 7/ 1 1/90
Company/Affiliation: Carlsbad Public Library
Position/Title: Children's Librarian
1. What is your current involvement with child care? { ) my own family use { 1 supervi!
a program { 1 program is at my site { 1 other. Comments: Expecting first child. Expa
to be more involved soon. We do have some children who are left at the library occasional1
during the school year. Left for 2 -3 hours, usually have older sibling here keeping track (
younger children. Children Seem to be around grades 2 - 6. Usually quiet, wait here unt
4:30 or so and then start home together. One or two families at the most.
2. How do you obtain information about child care?
neighbors { 1 spouse { ) other. Comments:
3. Are you aware of major needs for child care in Carlsbad? { ] infants { 1 pre-scha
{ 1 elementary age { 1 junior high. Comments: Not aware of any major needs. Ha\
heard about the Commission.
4. In the next five years, do you see the need for child care {X) increasing { ) decreasir
{ ] unchanged /what ages or what particular needs? Increasing because both parents na
to work in order to be able to afford to live here. We are also experiencing an increase
single parent families. Have been to meetings within county where other libraries a
encountering latch key children left at the library instead of at child care. We do have latc
key policy posted. Children under 6 must have a parent physically present in the san
department as the child.
5. What can the City do to promote quality, affordable, accessible child care? Net
facilities in the Northeast Quadrant. City employees need to have child care as part of t1
benefit package.
6. Can you share a summary statement of your impression of the child care need
Carlsbad? Child care is definitely important. Single parents and the overall econom
situation impact the need for child care. Val Remmer School District - Health Tech
Jefferson Elementary Assistant in Parks and Recreation Department. Has worked wi
migrant families in area for 6 years. Summer at Pine (July) Instructional Aide K throul
Junior High - all E.S.L., all bi-lingual. During the upcoming school year the pre-school
Jefferson, run by the School District will change priorities (used to be for Spanish speakii
children primarily). Next school year, priority will be: 1. All Carlsbad families
Jefferson families 3. Not as strong an emphasis on the Spanish spealung child 4. S&
classified personnel ( not credentialed)?? Yes, a high definite yes, the Hispanic communi
114
{ ) R & R { 1 media { 1 friend
Does not get information.
w W
Target Surveys
does need childcare. As health tech had to make phone calls regarding absences and sick
children. Has had a 12 year old, from Mexico, who is not enrolled in school, come to pick
up a sick K - 3 child. Jefferson is 65% Hispanic - school is losing 95 Anglos to Aviara Oaks,
not counting K entrants. School District did advertise for a Child Care Coordinator - position
did not even have a requirement for First Aid or CPR. (Position on hold now.) Started
Scampers program - went through computer cads and found which families had working
parents by checking for 2 phone numbers for each parent.
115
e II)
Target Survey
Date: 7/9/90
CornpanylAffiliation: Company Executive
1. What is your current involvement with child care? ( ) my own family use ( ) supervis
a program ( ) program is at my site (X ) other. Comments: None. Have 'sitter' for
hour while clients attend classes, but doesn't consider that child care. Have many employee
who do use child care. Has "voucher" program for employees which seems quite popuk
- child care fees are deducted from pay before taxes. Employee pays 100% of child ca~
fee.
2. How do you obtain information about child care?
friendsheighbors ( ) spouse ( ) other. Comments: Does not obtain information. Woul
be wonderful if the Director of Human Resources got information on a regular basis
3. Are you aware of major needs for child care in Carlsbad? ( ) infants ( ) pre-scha
( 1 elementary age ( 1 junior high. Comments: Only from employees. Has 115 employa
and a lot of pregnancies. Most of the people have families who provide child care. Som
employees come from as far away as San Diego.
4. In the next five years, do you see the need for child care (X) increasing (
decreasing ( ) unchanged /what ages or what particular needs? Need is across the boar(
babies now will be older children later, and there will be more babies.
5. What can the City do to promote quality, affordable, accessible child care? City k
been active by establishing the Commission. Needs to entertain the possibility of child ca.~
in airport area. Employees to have something close to place of employment. Would certain1
like to see use of schools encouraged as child care facilities. Children are in school a sho
period of time and facility is not utilized otherwise. The buildings and grounds are alread
there, and could be used.
6. Can you share a summary statement of your impression of the child care need 1
Carlsbad? The City is going in the right direction. Child care is critical to the busine
community and individually. Need to be certain that there are facilities in the Village are
the mall area, the airport area and the La Costa area - places where there is possibility t
high employment.
( ] R & R ( ) media (
116
w W
Target Surveys
Date: 7/18/90
Affiliation: Church
PositionjTitle: Pastor
1. What is your current involvement with child care? ( ) my own family use { ) supervise
a program (X) program is at my site ( 1 other. Comments: Church owns and operates
Pilgrim Children's Center, which serves 80 yre-k and kdgn. Walks children to and from
Magnolia Elementary School. Was started with the intent of providing low cost child
care/pre-school for enrichment and "profit". In the process of doing some long range
planning; looking at quality and cost effectiveness. Program may not continue. The idea of
a teen drop-in is in beginning stages. The part time youth director may try one afternoon a
week. Possibly go toward doing their own program. Need lots of "support-people" support.
2. How do you obtain information about child care? { ) R & R ( ] media ( )
friendsheighbors { ] spouse ( ] other. Comments: From all sources and from Center
director. We do not live in Carlsbad.
3. Are you aware of major needs for child atre in Carlsbad? ( ) infants { ) pre-school
( ) elementary age (X) junior high. Comments: Mainly concerned for after school time.
This group is too old for the Boys and Girls club, but it is not productive for them to stay at
home. From own experience, the Girls Club is small and struggling; the Boys and Girls Club
serves a rowdy contingent with a big clustering sf kids. Two years ago at HOPE Elem - all
Scampers did was show videos.
4. In the next five years, do you see the need for child care (X) increasing ( ] decreasing
( ) unchanged /what ages or what particular needs? As the population increases, the need
increases. As children grow older - the age nteed increases also.
5. What can the City do to promote quality, affordable, accessible child care? 1 don't know
the answer. The private sector can't do it arid afford to pay decent wages. Parents with
multiple children especially have problems with child care fees. Somehow we need grants
to subsidize child care or employers, land concessions.. . . . Somehow deal with the high cost
of planning, If the City is really serious, waive some of the fees. The school system just
has to do more.
6. Can YOU share a summary statement of your impression of the child care need ir
Carlsbad? Not really. Another area that needs more emphasis is under twos. There is sc
little out there for them. From a National aplmach, support the Children's Defense Fund.
117
e e
Target Survey
Date: 7/ 1 1 /90
Company/Affiliation: Carlsbad School Principal
1. What is your current involvement with child care? {X ) my own family use { ) supervis
a program (X) program is at my site { ) other. Comments: As principal, I have
Scampers program at my site. The District also has a preschool program, both a.m. an
p.m. sessions - and educational program modeled after Head Start.
2. How do you obtain information about child care? { ) R & R { ) media {X
friendslneighbors { )spouse { ) other. Comments:
3. Are you aware of major needs for child care in Carlsbad? { ) infants { ) pre-school {X
elementary age { ]junior high. Comments: K - 6. Grades 4, 5, 6. In general, parents see1
to find a way to get children to school. P.M. is a big problem - working parents have troub
finding someone to pick up children and get them to child care. Transportation is an issue
4. In the next five years, do you see the need for child care (X) increasing { 1 decreasir
{ ] unchanged /what ages or what particular needs? Same ages. Transportation is a kc
- it is most helpful to parents if child care is on site or there is bus pick-up,such as Boys ar
Girls Club provides. Pilgrim Congregational does walk kindergartners to and fro
Magnolia.
5. What can the City do to promote quality, affordable, accessible child care? G
information out as to what is available. Look at City facilities and resources, includir
transportation that might be available. How could they be utilizedl - at low or no cost to Ci
or could be leased out to bring in revenue.
6. Can you share a summary statement of your impression of the child care need
Carlsbad? Focus on quality. Needs to address developmental stages of children. My visic
is an a.m./p.m. program at my site where the arts are a basis along with a tutorial progra
and time for play.
118
w W
Target Surveys
Date: 7/2/90
Affiliation: Chamber of Commerce
1. What is your current involvement with child care? ( ] my own family use ( > supervise
a program ( ] program is at my site { ] other. Comments: "Gratefully none, because my
children are grown! " Actually, involved in business needs for Carlsbad companies wanting
to have child care on site or in close proximity; hear concerns from public asking what's
available? Give them names of members. Public is concerned with reasonably priced child
care as well as availability. Hear from public regarding concerns that a neighbor is doing
FDCH - concern with traffic. From business standpoint, there is frustration regarding desire
to do child care and having obstacles such as zoning and ordinances. Has worked with
church to provide child care for church members - p.m. school age program.
2. How do you obtain information about child care? (x> IR & R ( ] frienddneighbors { ] spouse (x) other. Comments: Through members who are providers.
3. Are you aware of major needs for child we in Carlsbad? { 1 infants ( > pre-school
( ] elementary age { ] junior high. Comments: People Seem to find what they need, whether
it be in-home, friends, relatives or ... Seems to be a special problem finding care for sick
children. After school is a concern. Programs are not open to everyone.
4. In the next five years, do you see the need for child care (x> increasing ( 1 decreasing
{ > unchanged/what ages or what particular needs? We have to be concerned with after
school care because of the increasing latch key problem. Really need social care for the 7
-15 year old after school programs, games, skills, crafts. Has seen this done successfully
with adult supervisor and teen-agers (paid) to help with the tutoring, teaching etc. to make
program so kids didn't feel 'dumb' attending.
5. What can the City do to promote quality, &Fordable, accessible child care? Really against
City going into child care. Could expand Parks and Recreation programs with more summer
involvement. Have all schools have playground programs. Teen supervise; day trips;
tournaments; chess; checkers; monopoly. Sort of a summer camp type recreation program.
Work to make free enterprise of day care easier - remove road blocks (zoning/ordinances).
Find ways to make it cost effective for providers so the savings can be passed on to the
parents.
6. Can you share a summary statement of your impression of the child care need in
Carlsbad? Not an isolated issue. Related to dual income need to support life style of North
County residents. Need is only going to grow as dual income families increase. Also related
to traffic - need -3 be close to home/work site so people do not have to drive long distances.
( > media
119
0 w
Target Survel
Date: 6/29/90
Company/Affiliation: Carlsbad School
PositiodTitle: Principal
1. What is your current involvement with child care? ( ) my own family use ( ] supervi:
a program (X) program is at my site { ) other. Comments: Scampers program is on si1
- it is going very well for us. It is very effective this year, with good leaders. Summr
school program is at Jefferson. During school year - they have a little room off tk
multi-purpose room with a sink, etc. - use multi-purpose room when other activities are nc
scheduled there.
2. How do you obtain information about child care? { ) IR & R ( ) media (
friendsheighbors ( ) spouse (X) other. Comments: Does not seek out informatior
Receives it second hand through agencies or providers who are picking up children.
3. Are you aware of major needs for child care in Carlsbad? ( 1 infants ( 1 pre-schoole
(X) elementary age ( ) junior highers. Comments: Current great and increasing need fi
quality child care grades K - 4 (ages 5-10) There is some after school recreation activiti
through Parks and Recreation using school facilities. A number of kids may be takii
advantage of this (basketball, etc.) Some teachers volunteer for a regular after scho
enrichment, extension or re-enforcement program. Is this like 'being kept after school
"Yes". Could see need for a special tutorial program program offering special trips
events in San Diego i.e. arts, plays, museum, etc.
4. In the next five years, do you see the need for child care (X) increasing ( ] decreasii
( ) unchanged. What ages or what particular needs? Comments: Sees more and mo
younger children with split families - changes demands on parent and child. Child nee
some consistency and constancy with nurturing child care provider.
5. What can the City do to promote quality, affordable, accessible child me? The schoc
are looking at taking on adpm program - should be coming up to the board within t'
month. The idea is to have the child care dollars go to the district rather than to the Boys a
Girls Club. It will need to be a free-standing program with little involvement from t
principal - since the hours of child care are the times that administrative work gets dor
Makes it a point of telling Scampers leaders that they are an extension of the school progn
and should do nothing detrimental to that image. There needs to be a continuity of progn
for the sake of the children - there can not be two sets of rules within the same environmer:
120
w w
Target Surveys
6. Can you share a summary statement of your impression of the child care need in
Carlsbad? The key is that it needs to be high quality - not just youngsters hired to babysit.
Parents need to be fully assured that the program is run well with opportunities for children
to grow in relationships. Have tutoring available, have enrichment and recreational activities.
The challenge is very difficult. Certainly the City can't take it on. The businesses that have
established child care within their site have certainly gone the distance. A consortia that pays
the rent and partially subsidizes the child care costs would benefit employers/employees.
Perhaps there could be an agreement between public and private industry tied into curricula
at more accessible site for parents. (Poor connection, but I think he was talking about school
and child care at the work site for primary age children - N.A.)
121
0 m
Target Survey
Date: 6/26/90
Company/Affiliation: Carlsbad School
Position/Title: Principal
1. What is your current involvement with child care? { ) my own family use ( ) supervis
a program (X) program is at my site ( ) other. Comments:
2. How do you obtain information about child care? (X) M & R { ) media (X
frienddneighbors { ] spouse ( ) other. Comments: Used to give referral number, but nc
sure it's still there. We use names of programs we know exist, but cannot refer to privai
individual programs because of what happened in L.A. (McMartin). Always refer 1
Scampers because it is on our site.
3. Are you aware of major needs for child care in Carlsbad? ( ] infants ( ) pre-scha
(X) elementary age { ] junior high. Comments: Nearly every new family (20-30 per yea
asks the school for help in finding child care. We are not aware of other ages.
4. In the next five years, do you see the need for child care ( ) increasing ( ] decreasin
( ) unchanged /what ages or what particular needs? I'm not sure. I do know that u
need to make sure that the need which exists is met. The City and all of us need to be awa
of what the actual need is.
5. What can the City do to promote quality, affordable, accessible child care? City nea
to be aware of what the need actually is and then make sure that programs are made availab - and there needs to be a concern for the quality of programs. City should pursue the issl
until the programs are successfully developed.
6. Can you share a summary statement of your impression of the child care need *
Carlsbad? We need to make sure we have affordable, available child care for all who na
it. We need to make sure it's really a quality program. Mentioned the School Board agenc
of July will be dealing with the possibility of District operating its own program at eve1
site, rather than the Scampers program.
122
W w
Target Surveys
Date: 7/ 10190
Affiliation: Chamber of Commerce
PositiodTitle: Manager, San Diego Trust and Savings Bank, Corporate Office
1. What is your current involvement with child care? ( 1 my own family use { ) supervise
a program { )program is at my site { ) other. Comments: None. I am aware of the work
done by the C.E.E.C. Committee, especially Dave Kulchin and Joni Odum with Dean
Greenberg.
2. How do you obtain information about child care?
friendsheighbors { ] spouse ( ] other.
3. Are you aware of major needs for child care in Carlsbad? ( 1 infants ( ] pre-school
{ 1 elementary age ( ] junior high. Comments: At buildout, the commercial/industrial zone
will have over 40,000 employees and some child care is definitely needed.
4. In the next five years, do you see the need for child care (X] increasing ( ] decreasing
( ) unchanged. What ages or what particular needs?
5. What can the City do to promote quality, affordable, accessible child care? Changing
zoning, allowing child care in the commercial zones and industrial park. Recently (in the past
6 months) a center was turned down in a comnnercial project adjacent to San Diego Trust on
El Camino Real.
6. Can you share a summary statement of your impression of the child care need in
Carlsbad? Child care is very important to employees and is a tremendous perc.
{ 1 R & R ( 1 media { 1
123
0 0
Target Sum?
Date: 7/12/90
Company: City
Parks and Recreation Department
Called to define a special project and to be sure that the Commission and Park and Recreatic
were not duplicating services. Following a citizen's report to City Council regarding a proje
in Oceanside aimed at offering young people something to do, Parks and Recreation is offerii
a free directory of children's activities about who is doing what for Carlsbad kids. In Oceansid
the object is to help free the community of gangs. Resource Directory for who's doing what.. 1
What Can Kids Do In Carlsbad. Sent out postcards to all people offering services and activiti
for youth - all recreational opportunities Le. horseback riding; lifeguard classes; Scouf
Bouncing Bears gymnastics, etc. Directory will be easily understood so children can use
independently. Directions will include finding where you live (color coded), looking for symb
of interest, (blank circle will indicate activity). Jeanne Keefe is Special Events Sections f
school year Melissa Hill will have parent participation classes at Kruger House in the Fall. The
will also be programs at Calavera Hill and Stagecoach Park.
124
w W
Target Surveys
Date: 7/2/90
Company/Affiliation: Carlsbad School
PositionlTitle: Principal
1. What is your current involvement with child care? (X) my own family use ( 1 supervise
a program ( 1 program is at my site ( ) other. Comments: Son was in Scampers. High
school had child development program for Hyome-Economics trains students in parenting
skills; considering R.O.P. Class; Daughter has worked for Y.M.C.A. child care program
and other schools and is majoring in Liberal A,rts/Child Development in college.
2. How do you obtain information about child care? R & R (X) media { )
friendsheighbors ( ) spouse (X) other. Comments: Professional literature. Child care
at site is an important aspect for Scampers prcjgram, but parents need to be aware that it is
recreational and not a child care program.
3. Are you aware of major needs for child care in Carlsbad? { ) infants { ) pre-school
(X) elementary age { ] junior high. Comments: Need quality programs, especially in
summer. Parent involvement programs needled for high school students (not child care).
District is looking at providing program for en parents. Quality: learning and developing
skills as opposed to recreational programs especially for children who do not get a chance to
participate in extra curricular activities.
4. In the next five years, do you see the need for child care (X) increasing ( ) decreasing
( ) unchanged /what ages or what particular needs? Growth in Carlsbad -Need for
inter-agency cooperation - combined resources to provide child me eliminate duplication of
services. Child care should be part of the total array of services offered to families.
5. What can the City do to promote quality, affordable, accessible child care? Not sure.
I'd have to think about that.
6. Can you share a summary statement of your impression of the child care need in
Carlsbad? Many children during the week are: not getting the quality time with parents that
they need and as parents would like. Providing quality child care programs would help to
give children the enrichment activities they need.
125
0 e
Taxget Survej
Date: 7/2/90
Affiliation: Carlsbad Unified School District
Position/Title: Administration
1. What is your current involvement with child care? { > my own family use { > supervi:
a program ( )program is at my site (X) other. Comments: School District is supportir
Boys and Girls Club at 6 facilities - making child care possible. It is more of a recreation(
program, examining whether or not District can provide services directly without an outsic
agency.
2. How do you obtain information about child care? ( ) R & R
frienddneighbors ( > spouse (X> other. Comments: Boys and Girls Club provides 1
with information via newsletter, and asks for assistance as needed.
3. Are you aware of major needs for child care in Carlsbad? { > infants { ] pre-schoc
{ > elementary age { > junior high. Comments: Pretty major needs at each site - varic
from 30 to 100 individual children depending on the site. Probably many more wh
need/get child care from outside agencies.
4. In the next five years, do you see the need for child care (X) increasing :[ ] decreasin
( ] unchanged /what ages or what particular needs? Middle school age child - 6th - 81
grade have particular needs - recreational programs that address interests - sports, soci,
activities, arts, clubs, dancing ... rather than the Mall.
5. What can the City do to promote quality, affordable, accessible child care? We are doin
more than most districts by having child care on campuses. City can help centers to becorr
established. The Boys and Girls Club has programs, but the safety factor isn't addressa
particularly relative to sign-idsign-out.
6. Can you share a summary statement of your impression of the child care need i
Carlsbad? We have many double income families. More average and higher than averag
income homes where children are being neglected and not getting the attention from the
parents. These children are as much at risk as the lower socioeconomic children. We mu
attend to all children no matter what the income. They're in jeopardy if a family is despera
for child care and we're not meeting their needs. We have to keep working on it.
( ] media (
126
W w
Target Surveys
Date: 8/3/90
Company/Affiliation: Encinitas School
Position/Title: Principal
1. What is your current involvement with child care? { ] my own family use { ] supervise
a program {X)program is at my site { ] other. Comments: Have had previous experience
in former school district (Sonoma County).
2. How do you obtain information about child care? { ) R & R { ] fnendsheighbors { 1 spouse { ] other. Comments: Director of on-site program keeps me
informed. New for-profit center down the street (Krysko - Early Explorations). Director
came and spoke with me about their program. Parents who provide FDCH service drop into
the office. Noon duty supervisor provides before/after care and keeps office informed.
School secretary picks up names of FDCH/Providers through word of mouth.
3. Are you aware of major needs for child care in Carlsbad? { ] infants { ] pre-school
{ ] elementary age { ] junior high. Comments: Nothing in particular asked about here at
school. Personally, teachers on staff and my own sister-in-law express a lot of anxiety for
young working mothers if there is no relative available for child care. There Seem to be a
limited number of spaces available.
4. In the next five years, do you see the need for child care (X) increasing { ] decreasing
{ ] unchanged /what ages or what particuliar needs? No question that it is increasing,
simply because the ability to have Mom stay home is decreasing. Scouting activities and the
like are done after the dinner hour. The need is between 3-5 or 3-6 p.m. The problem is
a Catch 22 situation - there is a lack of training on the part of child care providers which is
tied to the low salaries they receive. We need people who are qualified recreational leaders.
5. What can the City do to promote quality, affordable, accessible child care? Be
pro-active. Support the Child Care Commission. Perhaps hold an annual luncheon for al'
local principals; either lunch or coffee with a speaker to talk on the subject and horn
elementary school can promote quality chilld care. One can always get administrator:
together for a lunch!!
6. Can you share a summary statement of your impression of the child care need ir;
Carlsbad? I suspect it will grow and will be citical to set up a fail-safe system, with check-
and balances. There is a need for qualified child care providers/necreational leaders. Perhap
the school media center could be open for enrichment for the school curriculum. It migh
be time for child care to become pro-active, for the powers to be to develop a pilot with thc
Community College and the School District to develop a school age provider trainin)
program while it is in the embryo stage. Would be interested in pursuing that providing thc
{ ] media
127
0 0
Target Surve!
child care director for the District was excited about the project and the Superintendent ar
School Board gave approval.
128
w m
Target Surveys
Date: 7/20/90
Affiliation: Carlsbad Unified School District
Posi tion/Title: Administrator
1. What is your current involvement with child care? ( ] my own family use { ) supervise
a program ( } program is at my site ( ) other. Comments: None. Recommend that
migrants go to Capri school in Encinitas. Not much child care for the Hispanic population.
2. How do you obtain information about child care? ( ] R & R { ] media ( ]
friendsheighbors { ] spouse { ) other. Comments: I don't. (Sed R & W information.)
There are a lot of parents eligible for amnesty and for alternative payment program child
care.
3. Are you aware of major needs for child care in Carlsbad? {X) infants {X) pre-school
(X) elementary age ( ) junior high. Comments: There is absolutely a need for child care.
In the Hispanic community, the eldest is supposed to be responsible for all children in the
family. Families rely on kids who are 12, 13, 14, 15 or an aunt. We had one isolated case
when a 2nd grader had been the baby sitter ever since the second child had been born. Focus
should be on drop out prevention. In Migrant Education we keep watch on whether there is
a problem in attendance. School secretaries watch for a pattern of absenteeism in families to
see if siblings are sharing child care responsibilities. Needs to be something in the Hispanic
community in the downtown area. Kids need identification with a group - gangs are
something to belong to, rather than threatening. I worked hard to get them to learn. The
kids are still respectful when they are with me. We need things for kids grades 4-6: soccer,
extra curricular boxing, murals - things that would appeal to these kids culturally.
4. In the next five years, do you see the neeti for child care { ) increasing { )decreasing
(X) unchanged /what ages or what particular needs? It will still be the same. We need
to go out there and get parents to raise their aspirations. When the Hispanic kids are all
together they are like a close knit family - can give self-esteem to one another, positive
self-esteem. (Migrant kids learn English as a second Language.) Often times they have many
womes as they move into other curriculum programs such as: Can I get a B? Can I talk tc
teachers or will I have to find a Spanish spealcing aide? What kind of status do I have now?
There are 50 migrants at Valley and 100 new arrivals because of amnesty. Hispanic kids
need help getting along among themselves: there was a dramatic change last year - increase
in kids and several groups trying to get along: - recent arrivals and Znd, 3rd, and 4th
generation Hispanics with no Spanish language and those in between with limited English.
Concern for Pine & Jefferson being known as "That MEXICAN School!"
129
0 0
Tanget Survej
5. What can the City do to promote quality, affordable, accessible child axe? Havin
information accessible to parents: what constitutes quality; exposing kids to middle clai
values. Get input from people in the trenches. Parent education.
6. Can you share a summary statement of your impression of the child care need i
Carlsbad? Included in above.
130
w W
Target Surveys
Date: 7/5/90
Affiliation: Commercial Developer
-Has spent 50K trying to put together a child care plan for the industrial
quadrant, 1 1/2 years ago.
-Through Chamber had formed a Child Care Commission -Dave Kulchin, Sherry Greenburg
-Pam Crisman worked with the committee
-selected sites and property was ready to be donated - temporary
-operations were ready to be set up (3 years temp)
-need is still there, greater than ever
-nothing done for over a year, sites are gone away now
-number of private entrepreneurs are looking at sites now will probably
see first one beginning to develop in next 6 months
-Jewish Community Center is looking for a site in the area
-Kindercare has options on land
-Centre Development brought the Kids on Campus program Safety Pals to the
schools within the Carlsbad District
-Specific plans in the industrial park do not have to go through planning
department, but must process C.U.P.
-the Fire Marshal has decided that it is not safe to have anything near
the airport
-18,000 people work in the quadrant (Zone 5;) - 3000 acre
-57,000 working in zone at 1997-1999 build out - office is really
taking off - 10 M sq/ft. of office space.
-Promenade area - fire marshal says "no"
-Business community couldn't get any response from anyone when tried to
become involved in the Child Care Commission
-120 businesses in City of Carlsbad make up the Carlsbad Economic
Enhancement Council (C.E.E.C.)
-It would be possible to involve business community again, but it would
take an effort because they put a lot of time and money into the issue
only to be left out of the Commission. Sunrey should be done through
C. E. E. C
SUMMARY STATEMENT
Purely from the business perspective, child care is
essentially a private sector problem that cannot. be solved by government, especially local
government. Yes, we need government involvement, but government cannot do it alone. There
131
It is something we've got to do.
. 0 0
Tauget Survey
is no question that underwriting is essential by private and public sector. Institute prograr
through C.E.E.C. - get each business to contribute to Center at its own level of need ani
capability.
132
W w
Target Surveys
Date: 4/20/90
Affiliation: Carlsbad Owner - For Profit Center
1. What is your current involvement with child care? ( > my own family use ( > supervise
a program ( ) program is at my site ( > other. Comments: Owner/Director private center
for children from infants to age 6. I serve infants as a service to the community, because I
cannot make a profit from infant care, even at $¶25.00/wk for full time care.
2. How do you obtain information about child care? (X) R & R (X) media (X)
frienddneighbors (X> spouse ( ) other. Comments: Generate interestlinformation myself
as active childcare advocate. Serves on the Education Committee for the Chamber of
Commerce.
3. Are you aware of major needs for child care in Carlsbad? (X) infants (X) pre-school
(X) elementary age ( ) junior high. Commerits: Receives many calls per week regarding
infants. With a location near the Boys and Girls Club, I have great concern for children
there with the lack of supervision. I am afraid that some child is going to be hurt in a traffic
accident at the location. Children spend a lot of time at the Circle K market nearby, rather
than in the Club facility. The Club can have as many as 300 children there during the
summer.
4. In the next five years, do you see the needl for child care (X) increasing ( 1 decreasing
( ) unchanged/what ages or what particular needs? All ages will need to be served. There
is a planned growth for the community. Families moving here will probably be double
income families and their children will need care.
5. What can the City do to promote quality, affordable, accessible child care? I would like
to see open zoning requirement for pre- schools and open zoning in R-1 (no C.U.P.) for
infants/toddlers who truly belong in residential areas. Work with planning, and zoning
requirements so there are no discrepancies between City requirements and State licensing
requirements. The City is too stringent on things such as additional play space per child,
heights of fencing. They do not offer options or alternatives.
6. Can you share a summary statement of your impression of the child care need in
Carlsbad? We need some education to improve the general attitude of the public regarding
child care. The child care community needs to be able to improve its public relations with
the community. I would like to see a child care center provider/child development person
on the Child Care Commission.
133
v 0 e
Target Survel
Date: 7/10/90
Affiliation: Carlsbad City Library
1. What is your current involvement with child care? ( ) my own family use { ) supervi!
a program ( ) program is at my site ( ) other. Comments: None. Interestingly enougl
we don't have a group of latch key children who come here - only one junior high stude
at this time. We are not getting kids to come to the special programs, partly lbecause mar
children are in Encinitas School District which is year round (draw from Enchitas as we
as Carlsbad); partly because children have a long school day and want to get home ar
eatlrest; partly because lots of children are involved in many lessons of all types. We (
have a good circulation of children's material. The children just are not staying here f
spending a lot of time here.
2. How do you obtain information about child care? ( ) W & R ( ) media {
frienddneighbors ( ) spouse ( ) other. Comments: Do not really obtain any informatioi
3. Are you aware of major needs for child care in Carlsbad? (X) infants (X) pre-scho
(X) elementary age (X) junior high. Comments: There is a major need at all age level
4. In the next five years, do you see the need for child care (X) increasing %[ 1 decreasir
( 1 unchanged/what ages or what particular needs? The need will increase as we are sei1
more and more single parents and dual income families. Child care programs need to ha!
activities - need to be quality programs.
5. What can the City do to promote quality, affordable, accessible child care? The Ci
should provide child care support for its employees, either through a facility or through tl
voucher system.. .the City should help.
6. Can you share a summary statement of your impression of the child care need
Carlsbad? There is a strong need for child care for all ages. I'm not aware of how to fui
this, but I know the need definitely exists and will increase. The City needs programs
quality. Had a great deal of difficulty with the Scampers two years ago, was not pleased wi
supervision, or kinds of materials children were given to use, and the lack of quality. Son
one has to pick up the costs, if the parents can't. We have to help make these ki
responsible adults.
134
- W
Target Surveys
Date: 7/26/90
Affiliation: Carlsbad City Library
1. What is your current involvement with child care? { ] my own family use { ] supervise
a program { ] program is at my site { ).other. Comments: No direct involvement. Do
have results of a survey recently completed of 423 Hispanic adults living in downtown area.
Fifty percent of the respondents responded that they were parents (I think it meant with
children here) 15 possible problem areas identified on the survey. Some related directly to
child care. 34% of all respondents said finding affordable child care a major problem, 23%
said it was a minor problem. Orally, the surveyor found that a large number of families have
a work pattern where parents split shifts and share the child care. This is not good for the
family structure.
2. How do you obtain information about child care? { ] R & R
frienddneighbors { ] spouse { ] other. Comments: I don't.
3. Are you aware of major needs for child care in Carlsbad? { ] infants { ] pre-school { ]
elementary age { ] junior high. Comments: Over half the respondents had only 6 years of
education. Clearly affordability and accessibility are two major needs.
4. In the next five years, do you see the need for child care { ] increasing { ) decreasing
{ 1 unchanged
5. What can the City do to promote quality, affordable, accessible child care? Well, they
can't just send home a flyer or survey and expect to get a response. For Hispanics, contacl
has to be personal: for best results it should be someone known and trusted in the community.
Best contact is face to face; next, someone known phoning; last, a very personal cover letter
addressing the cause specifically to the community and signed by someone who is known and
trusted. Our surveyor was originally from Mexico, he was trusted and went from yard tc
yard.
6. Can you share a summary statement of' your impression of the child care need in
Carlsbad? I have concerns about the original SANDAG study - it was not broken down by
school. Was it printed in Spanish? Responses could be skewed. Affordable child care is tied
to getting ahead, regarding kids making it and breaking out of the mold. We even havr
problems regarding child care and getting people to come to the literacy program. Migran
parents clearly have an enormous concern about safety of kids. They ask teachers to watcl
and see who kids leave with. There is a gang presence across from Pine, and parents art
afraid of that for their children.
{ ] media { ] (Send CRS information.)
/what ages or what particular needs? no response
135;
Y e 0
Target Survey
Our surveyor was surprised at - the # of single women with babies - the small numbers of grandmothers
- 86% were under 40 years of age
- no man in the home - a breakdown of family - mostly nuclear families not tradition2
- since amnesty there has been an explosion of families - men went home and brought thej
extended families
families back here.
Surrogate grandma and aunt for the community:
Connie Trejo and Ofie Embedo - they run a local store in downtown Carlsbad - Lola's o
the comer of Roosevelt and Walnut. They try to keep kids in line if they see them wanderin
toward trouble. Had concern for kids stopping in for junk food on way to schocd - develope
the $1 breakfast bumto which became very popular with the kids in the neighborhooc
Often talk with kids and parents about potential problems, drugs, school, etc.
I see some correlation with the young Marine families in apartments. They are young, hav
no money, no trust of neighbors and have a real sense of isolation.
136
w w
Target Surveys
Potential Child Care Provider
How to get Child Care Commission to move letting child care into the City of Carlsbad.
Very interested in the Center Development area. Has investors. The costs are high, but
has worked out deals that were mutually beneficial before.
Sees the City as two faced, giving lip service to wanting child care and yet not being
willing/able to work with potential developers. Three years ago as part of the Children's
World group, we couldn't even get passed City staff and get to the Planning Commission.
We had three potential sites- Chestnut and Elm; El Camino and Tamarack and on Chestnut
about a mile off El Camino and we couldn't get passed the staff. How come the staff is
controlling the City? It seems like the tail is wagging the dog! It is not as though I haven't
done this sort of thing before. I've been doin,g it for 18 years. I established 13 sites within
San Diego County and yet I couldn't get passed Carlsbad's staff.
Two or three years of red tape is too much. It seems that the fire marshal should be
obligated to the community to specify reasons and be critiqued by others. He has too much
power and he should realize that he is part of the community! Safety can be a problem and
could be used to prohibit child care anywhere. There should be some practical wisdom
applied. It is not reasonable that something can be voted down because there is not a proven
need - you start a business and you take your chances. There is precedent for child care
centers in business parks - one in Kearney Mesa and one being developed by Educational
Enrichment Systems in Mira Mesa Park.
I'm interested in the Carlsbad area because I see a real need for child care within the area.
Perhaps I'll get in touch with the big developer in the Ponderosa area. He is putting some
land aside for a center.
I just want someone to realize my frustration.
135'
0 e
Target Swej
Date: 7/9/90
Affiliation: Carlsbad Police Department
Position/Title: Juvenile Justice
1. What is your current involvement with child care? (X] my own family use { ] supervis
a program { ] program is at my site { ] other. Comments: Have 3 1/2 year old in chi1
care and I'm paying an arm and a leg for it, so I have hands-on experience: for parent!
feelings. 9 112 year old in Boys and Girls Club and use mother-in-law 1 day/week. 1'1
lucky - have supportive husband, my income is supplemental. I'm professiondly involve
with single parents and single teen moms.
2. How do you obtain information about child care? { ] R & R
frienddneighbors ( ) spouse {X) other. Comments: Other = school
3. Are you aware of major needs for child care in Carlsbad? (X) infants { ] pre-scha
( ] elementary age ( ] junior high. Comments: Low income, split shifts; night carc
transportation is a problem especially if parent is a bus rider. Has lots of friends with infant
Junior High students are 'non-needy' for what we perceive as child care - they ne
on-campus recreation, arts, crafts, gymnastics, etc. Hispanic children are often cared for b
relatives or older child who no longer attends classes. Documented workers work in field
nurseries, restaurants, and for Don Jay in the industrial area. Moms do stay home wil
newborns.
4. In the next five years, do you see the need for child care {X] increasing {: ] decreasir
{ ] unchanged. What ages or what particular needs? Seeing more young mothers (has on
worked with 4 in her system in past year). Two 13 year olds; one who kept baby and resen
it. Other aborted, without counseling, and is in deep depression. Has worked in past wi
one girl who had 7 abortions; child who had baby at 13 and is pregnant again at 14. Optioi
fewer if there is not child care available for these clients. Sees need for teen parent progra
and for preventative education.
5. What can the City do to promote quality, affordable, accessible child care? No idea
Just that there is a need - someone else would have to find ways to fill the need. Wou
like to sit and brainstorm with others regarding this. Has a friend in a Montessori progra
who pays something like $320/month for 2 or 3 full days/wk.
6. Can you share a summary statement of your impression of the child care need
Carlsbad? Need is vast. Supply is low. Many things are inter-related. For example, wi
the Mall so available, many juveniles go to the mall, get involved in shoplifting multip
times. When they are finally caught, parent often states he/she thought the child was at tl
Boys Club or.. .wherever. Lack of adequate care/programs contributes to juvenile crime
( ] media (X
138
w W
Target Surveys
Date: 6/29/90
CompanylAffiliation: Carlsbad School
Position/Title: Principal
1. What is your current involvement with child care? { ) my own family use { ) supervise
a program { ] program is at my site { ] other. Comments: None - nothing formal.
2. How do you obtain information about child care? { ) R & R { 1 media { ]
friendsheighbors ( ) spouse { ) other ( ) other. Comments 1 don't. Aware of Scampers
Program. Give general information to parents. There are a variety of programs within the
district - refer to the phone book.
3. Are you aware of major needs for child care in Carlsbad? (X) infants ( X) pre-schoolers
{ X) elementary age { ) junior high. Comments: With the increase of working parents,
we have more than our share of latch key kids. The is some supervised care and activities
for Junior High . . . extensive inter-collegiate, inter mural sports, involves perhaps one third
of the school. Co-curricular activities, such as chorus, Show Stoppers involve those
participants for 1 hour after school per week. Major missing, non-athletic, recreational
alternative activities for ages 12 to 16.. Club sort of thing. Aware that the Boys and Girls
Club and Parks and Recreation are doing 'something' in Calavera Hills. Bulk of Junior High
kids are latch-key kids.
4. In the next five years, do you see the need for child care { X) increasing { ) decreasing
{ ) unchanged. What ages or what particular needs? With the population increase in the
City and the apparent small baby boom, and increased number of working parents.
5. What can the City do to promote quality, affordable, accessible child care? No ideas.
I lack a basic perception of what is or is not quality, affordable and accesssible child care.
We do have something on campus - informally operated, which I refer to as the breakfast
club. There are usually several kids at the site by 6:30 am., when I arrive. As won as staff
is there, between 6:30 and 7:OO, we open the library and kids can study, use the computer,
etc. These are nice kids - they study, do their hiomework and are within earshot of the adults.
Usually about 100 kids there between 7:OO and 7:30.. School starts at 7:45. Once got there
at 6:00 and there was a student being dropped off at the school.
6. Can you share a summary statement of your impression of the child care need in
Carlsbad? It seems self-evident. There are rids - quite extensive for younger kids. If 1
were to hipshoot, one thing that concerns me about the Junior High is what are those kid5
getting for breakfast? Lots of kids are coming to school hungry or having had Twinkies 01
pop for breakfast. Junior High serves a brunch and does a brisk business. The needs arc
primarily a.m.
139
' f e e
Target Survey
Date: 8/6/90
Affiliation: Encinitas Unified School District
Position/Title: Administration
1. What is your current involvement with child care? ( ) my own family use { 1 supervis
a program ( 1 program is at my site { ) other. Comments: Refore and aftea school ca~
at Mission Estancia Agreement with YMCA at one site (La Costa Heights).
2. How do you obtain information about child care? { 1 R & R
frienddneighbors { ] spouse { 1 other. Comments: Parent demand and active school boar
members got the Encinitas District involved by raising our awareness. There was also a gre;
deal of pressure from teachers concerned about children going home with NO care.
3. Are you aware of major needs for child care in Carlsbad? { ] infants { ] pre-school (X
elementary age { ] junior high. Comments: Yes, we are planning ahead to meet the need
4. In the next five years, do you see the need for child care (X) increasing { ] decreasin
{ 1 unchanged. What ages or what particular needs? The child care prograrn will pay ii
own way by parent fees, but is subsidized with in-kind rent, janitorial services, utilities, et(
Target is for every school in the District to have before and after school care 'by 1993.
5. What can the City do to promote quality, affordable, accessible child care?
thought about it. Provide information to citizens through community report to residents.
6. Can you share a summary statement of your impression of the child care need i
Carlsbad? There is no question that child care is a needed service so that children are take
care of safely and with programs that develop self-esteem. Interaction with positive carin
adults is very important.
{ 1 media {
Haven
140
w w
Target Surveys
Date: 9/26/90
Company/Affiliation: North County Parents' Guide
1. What is your current involvement with child care? { 1 -my own family use { 1 supervise
a program { 1 program is at my site { ] other. Comments: None, other than talking about
it in the newsletter.
2. How do you obtain information about child care? ( ] R & R ( ] media ( ]
frienddneighbors { ] spouse { ] other. Comments: Ask for responses in newsletter.
Coverage in newspaper. Got a few responses, lots of networking to find out information.
3. Are you aware of major needs for child wre in Carlsbad? { ] infants { ] pre-school (X]
elementary age ( } junior high. Comments: Off track; summertime; after school;
specialized - e.g. sick child care (do have some concern for cross contamination); part time.
Trying to flush out pple who do offer service - they don't Seem to need to spread their
name.
4. In the next five years, do you see the need for child care? { ] increasing { ] decreasing
{ ] unchanged. What ages or what particular needs? No response.
5. What can the City do to promote quality, affordable, accessible child care? Everybody
has a different problem. I think it is wonderful that the schools provide something on theii
campuses. I'm not interested in having 18 FDCH on my block. Perhaps a solution would
be some inter-agency agreements with churches using Sunday School facilities.
6. Can you share a summary statement of your impression of the child care need in
Carlsbad?
14 1
. V m w
Target Survey
Date: 7/6/90
Company: Company Executive
1. What is your current involvement with child care? (X) my own family use ( ) supervis
a program ( ] program is at my site ( ] other. Comments: Has 2 children in child can
Company employs 117. Reimburses staff 10% of childcare. 20% of employees live i
Carlsbad.
2. How do you obtain information about child care? ( ) R & R { ) media (X
friendsfneighbors ( ) spouse ( 1 other. Comments: Staff discussions of nieed for chil
care. Young staff - most have young children. Many employees are young wives (
Marines. Absentee and tardiness due to child care is a big problem.
3. Are you aware of major needs for child care in Carlsbad? (X) infants (X) pre-scha
{ ] elementary age ( ) junior high. Comments: Cost - most families cannot idford qualit
programs. Location - no facility available in the commercial quadrant. Transportation to an
from child care adds to extra time needed for travel which results in pollution, traffic, an
stress on families. Time - hours of centers are not flexible enough.
4. In the next five years, do you see the need for child care (X) increasing { ) decreasin
( ] unchanged /what ages or what particular needs? Especially for very young childrer
We are having a population explosion among my employees.
5. What can the City do to promote quality, affordable, accessible child care? The Cil
should encourage development instead of putting obstacles in front of developers of chil
care. Need a review of city policies to make starting a child care facility attractive instea
of discouraging.
6. Can you share a summary statement of your impression of the child care need 1
Carlsbad? The industrial area needs to have child care developed for the benefit of busines
residents and the community.
142
v - NEWS ItELEASEs
CARLSBAD LAUNCHES NEW CHILD CARE INITIATIVE
The City of Carlsbad Child Care Commission is off and running! The City has hired expert
consultants to work with the Commission to establish a direction and approach to increasing the
accessibility and assuring the affordability and availability of child care in Carlsbad for many
years to come.
Among the first duties of the International Child Resource Institute, the City's child care
consultants, was the establishment of a work plan including goals and objectives for the
assessment and development of child care in 63arlsbad. Three goals were agreed upon;
assessment of current and future child care need, establishment of a more effective
communication and assistance plan informing parents and potential child care providers in their
ability to receive or provide child care services in the City, and policy development whereby all
Carlsbad policies related to the establishment andl development of child care will be reviewed
and/or generated. The consultants are producing si report on assessed needs for child care in the
City of Carlsbad and recommendations on policy development and program implementation by
the end of September. After adoption of the proposed recornmendations in the Fall, the
Commission and consultants will attempt to implement as many of the recommendations as
possible.
The Commission generally meets on the fourth Thursday of each month at 6:30 pm in the City
Council Chambers at 1200 Carlsbad Village Drive. All public input and comment is welcome.
Please contact ICIU consultants Doris Lipska or Nadine Abbott #619/744-0615 for more
information.
143
4 * e (c,
CHILD CARE - CARLSBAD MAKES IS HAPPEN
Carlsbad, through its City Child Care Commission, City Manager's Office and Research Offu
have taken the bull by the horns when it comes to child care. With the selection of the Ci
Child Care Commission and the hiring of the International Child Resource Institute, an expe
child care consulting team (located in Berkeley, California), a comprehensive assessment and pk
for meeting the child care challenge is in full swing. By the early fall, the Child Ca
Commission will have an assessment of the child care supply, demand, parent rteed, busine
need, community planning, policy development, site development, quality control, licensing, ar
funding parameters established for the City. Through the office of Jim Hagaman, {City Resear(
Manager, the International Child Resource Institute is able to bring its worldwide expertise (
development and implementation of child care to Carlsbad. ICRI has worked with numeroi
cities, counties, foundations, national governments, and businesses on planning, development ar
implementation of complete child care plans. After the assessment phase is completed in the fal
the Commission and the consultants will undertake the task of implementing a variety (
recommendations which will place Carlsbad on the cutting edge of child care in the Unit<
States. Present plans call for the development of a city child care resource section of the pub1
library, simplified planning and streamline access for those who wish to develop child ca
programs in the City and a diversity of approaches to the facilitating public: and priva
cooperation in meeting Carlsbad's needs.
For further information about Carlsbad's child care plans, you can contact ICRI's loc
consultants, Doris Lipska or Nadine Abbott at 619/744-0615.
144
v I.
PRESS RELEASE ON FOILLOW-UP SURVEY
As part of the citywide child care assessment efforts currently being conducted by the Carlsbad
Child Care Commission through the International Child Resource Institute a follow-up Child Care
Needs Survey is now available at City offices, Carlsbad Library and other locations throughout
the city. The survey is part of an effort to gain a clear picture of the needs of Carlsbad families
for child care and related services. It is also an effort to gain a better understanding of what
problems and issues arise for parents in seeking appropriate child care for their children.
The survey information will be used as a follow-up to a survey conducted on child care need in
1988. Any differences or major changes from information received two years ago will be
included as part of the assessment effort in order to make a clear, comprehensive plan for the
City of Carlsbad.
Part of the work of the International Child Resource Institute, consultatnts to the Child Care
Commission, is to provide a report and recornendations in the early fall from which a child care
plan can be implemented. The recommendations 'will focus on all aspects of the City's potentid
involvement in the promotion of quality, affordable, accessible child care for Carlsbad residents
and workers.
This follow-up survey is your opportunity to provide updated information on your child care
situtation to the Carlsbad Child Care Commission. It will assist them greatly in theiI
deliberations. For further information, or to find out where you can receive or return a survey,
please contact Doris Lipska or Nadine Abbott at 619/744-0615.
245