|
CITY OF VANCOUVER ADMINISTRATIVE REPORT |
Date: |
October 12, 2004 | |
Author: |
Carol Ann Young | |
Phone No.: |
871-6042 | |
RTS No.: |
4544 | |
CC File No.: |
2402 | |
Meeting Date: |
November 2, 2004 |
TO: |
Vancouver City Council |
FROM: |
Directors of Social Planning, Real Estate and Facilities Design and Management |
SUBJECT: |
Funding for Replacement of Learning Tree Day Care and Playhouse Child Development Centre |
RECOMMENDATION
A. THAT Council indicate its support for the development of a City-owned, 69-space childcare development hub at 4103/4121 Brant Street at an estimated cost of $2.9 million with City funding of $1.0 million to be provided as follows:
_ $405,000 from the City-owned Social and Cultural Facility allocation in the 2003-2005 Capital Plan toward replacement of the City-owned Playhouse Child Development Centre operated by the Developmental Disabilities Association and located on City-owned land at 4121 Brant Street;
_ $595,000 from City-wide Development Cost Levies (Childcare Allocation) as the City contribution to additional capacity in the new centre;
City funding to be contingent on commitment of:
_ $1.5 million from the Provincial Government (BCBC) for replacement and enlargement of the provincially-owned Learning Tree Daycare operated by Brant Villa Society and located on City-owned land at 4103 Brant Street; and
_ $500,000 from a fundraising campaign by the two childcare operators as set out in APPENDIX A.
B. THAT the new purpose-built child development hub be owned by the City and be retained as a capital asset and that the site be leased to the new joint operating partnership at nominal cost;
Recommendation B includes a grant to the joint operating partnership and requires eight affirmative votes of Council.
C. THAT Council authorize an expenditure of $200,000 for conceptual design work in advance of securing the total funding for the project, source of funding to be City-wide DCL Childcare allocation;.
D. THAT once total funding commitments are in place, staff be authorized to call tenders for the construction of a 69-space childcare development hub on these sites for report back to Council.
GENERAL MANAGER'S COMMENTS
The General Manager of Community Services RECOMMEDNS approval of A, B, C and D.
COUNCIL POLICY
In 2004, Council approved the "Child Care Protocol - A Commitment from Local Government" which set out to maintain and expand licensed childcare spaces in the City by 5% in the next two years, while recognizing the essential role senior government has in terms of operating, funding and support.
In 2002, Council approved the strategic plan for childcare "Moving Forward - Childcare: A Cornerstone of Childhood Development", which sets out a vision of child development hubs throughout the city.
In 1990, Council approved the Civic Child Care Strategy which sets out to:
· support the viability, accessibility and quality of existing childcare services;
· assist childcare initiatives in high need areas;
· encourage and support efficient, co-ordinated administrative services required for a childcare system in Vancouver city to lever other sources of childcare funding whenever possible.
SUMMARY
This report sets out recommendations for funding and use of City land to replace two existing childcare portable programs, one-City owned and one owned by the provincial government, with a permanent City owned licensed 69-space childcare and child development hub, in one of the city neighbourhoods where there is a significant shortfall of licensed childcare spaces.
The two existing programs are jointly licensed for 49 childcare spaces; however, due to space limitations, only serve 45 children. Given this is an area of the city with a high population of children and a limited number of childcare spaces, such a development would meet two of the childcare protocol objectives, namely: i) to equalize access across the city to a full continuum of care and, ii) to increase licensed childcare spaces in the city by 5% in the next two years.
PURPOSE
The purpose of this report is to seek Council approval for Capital and City wide Development Cost Levy funding, to partner fund the redevelopment of two childcare portable programs in the Kensington-Cedar Cottage neighbourhood. It is also to seek Council approval on the use of two City lots, currently housing one City-owned portable and one provincially owned portable, for the replacement and expansion of these services into a permanent child development hub. Finally, this report seeks Council's approval to take ownership of the new childcare facility and be retained as a capital asset.
BACKGROUND
In the early 70's, the provincial government entered into a land lease agreement with the City, for the location of a portable childcare centre at 4103 Brant Street (and 24th Avenue). The portable was built, owned and maintained by the provincial government, while the childcare program was operated by a non-profit society, known as Brant Villa Day Care Society - Learning Tree Day Care. This program is licensed for 25 children ages 30 months to school age.
In the spring of 2004, the provincial government entered into an agreement with the Brant Villa Day Care Society for capital funding to either replace the existing portable with a modular unit or capital funds to contribute to the building of a permanent facility. The province agreed to provide capital funding in an amount up to an aggregate of $415,000, with a proviso to commence the project no later than March 31, 2005. The contract appendix indicates that the province will pay 100% of the costs for removal of the old portable and site servicing of the new building, playground refit and landscaping costs once the new building is in place, relocation costs of the daycare to a temporary location while the new building is being erected and 100% of additional insurance costs.
On the second City lot adjacent to Learning Tree, 4107 Brant Street, the City built a portable childcare centre, and entered into a lease agreement with Developmental Disabilities Association to deliver inclusive infant and toddler childcare, known as Playhouse Child Development Centre. This program is licensed for 24 children; however, only serves 20 due to space constraints. The City has maintained this portable over the past 15 years.
Over the past five years, the City has had to make a number of repairs to the portable and has concerns about the longevity of the portable building. City staff have suggested that a portable replacement strategy for all six City-owned portables be considered.
Brant Villa Day Care Society and Developmental Disabilities Association boards have expressed interest in partnering with the City to raise funds to build a permanent child development hub, which would replace the two existing portables, co-locate the two programs and expand service to 24 infant/toddler, 25-space program for children ages 30 months to school age and 20 preschool and/or family space programs. Once complete, the City would enter into a lease agreement similar to the Britannia and East Side Family Place agreements with the City of Vancouver
DISCUSSION
The new childcare program borders the Kensington-Cedar Cottage and Renfrew - Collingwood neighbourhoods. These are two areas of the city with a high population of children and a limited supply of childcare programs. Currently, there are 388 licensed preschool spaces, 346 group care spaces and 512 out-of-school spaces serving these two neighbourhoods. Infant and toddler care is almost non-existent for these communities.
The proposal is to consolidate the two existing childcare centres into a single permanent facility with 69 spaces. Through the new child development hub, other early childhood supports, such as family place, parent/child and caregiver drop-in programs in the evenings and weekends, will be offered. The two non-profit societies, currently operating the programs in the portables, will enter into a joint operating agreement with the City to work collaboratively in providing the best services possible for the surrounding neighbourhoods.
A Program Advisory Committee will be established with representatives from both the agencies and family members. Community participants will also be recruited to the Advisory Committee to help ensure a responsive service is delivered. The City Child Development Coordinator will assist with the start-up of the Advisory Committee.
FINANCIAL IMPLICATIONS
A preliminary assessment of the site and costing for a 69-space hub estimates the capital costs of this project to be $2.9 million in 2004 dollars.
The provincial government has committed $415,000 to date and indicated to both programs that they would each be eligible for $250,000 capital grant for expanded spaces. Staff are in discussion with the provincial government to determine how a stronger partnership for this project can be secured. Our goal would be for the province to contribute $1.0 million - $1.5 million, given federal interest and funding to increase licensed childcare spaces.
Developmental Disabilities Association, a non-profit, charitable organization, has a long-standing capacity to raise funds from the private and public sector. It has committed to a fundraising campaign to secure the additional capital required for this project, along with Brant Villa Daycare Society. APPENDIX A provides an outline of the fundraising plan and potential funding sources.
The City funding would assist the non-profit societies in leveraging capital funds from other sources and would demonstrate to the federal and provincial government, once again, the City's commitment to childcare. In addition to the $1.0 million in City funding proposed, the value of the land required for this project is approximately $1.4 million. The table below provides a summary of proposed funding sources.
Funding Source |
Proposed |
Secured |
Provincial - BCBC Replacement/Capital Grant/Federal Partnership/Gaming |
Up to $1.5Million |
$415,000. + some relocation and site costs |
City of Vancouver
|
$1 M + land lease of $1.4Million |
|
Fundraising Campaign - Foundations/Corporate/Private |
$500,000 |
Ongoing annual maintenance costs for the facility, once complete, would be added to Building Services operating budget. Currently, the annual operating maintenance budget for Dorothy Lam Children's Centre, which is a 69-space child development hub, is $12,500 plus $3,400 for insurance.
SOCIAL IMPLICATIONS
Research demonstrates that for every $1 spent of quality licensed childcare, there is a $2 to $7 benefit. Moreover, early years opportunities in quality childcare is a determinant of population health. Currently, in Vancouver, the existing supply of licensed childcare serves approximately 15% of the potential demand for such service.
IMPLEMENTATION PLAN
Over the next two years, the two non-profit societies and the City will work toward completing a full funding strategy for the capital costs of new construction. Developmental Disabilities Association, in cooperation with Brant Villa Society- Learning Tree Day Care, has prepared a fundraising plan (APPENDIX B) to seek the remaining funding necessary for this project.
The Child Development Coordinator has begun preliminary dialogue with the provincial government to seek additional provincial funds, beyond those allocated to Brant Villa for the portable replacement. Initial discussion has been positive and the province has commitment to further dialogue on this project.
During this period, initial design work on the project will proceed; however, staff will not tender the project until the project funding is fully committed. Final award of construction contracts and approval of a lease agreement will be reported to Council prior to award.
CONCLUSION
Social Planning recommends Council's approval for $405,000 capital funding from the 2003-2005 Capital Budget and $595,000 City wide Childcare Development Cost Levy funding, to partner funds up to $1.0 million for the redevelopment of two childcare portable programs in the Kensington-Cedar Cottage neighbourhoods, into a permanent licensed 69-space child development hub. It also recommends Council's approval on the use of two City lots valued at approximately $1.4 million, currently housing one City owned portable and one provincially owned portable, for the replacement and expansion of these services into a permanent child development hub. Finally, this report recommends Council's approval to take ownership of the new childcare facility as a capital asset.
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