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LITTLE RASCALS PRESCHOOL AND DAYCARE

FEASIBILITY STUDY

November 19, 2012

LITTLE RASCALS PRESCHOOL AND DAYCARE FEASIBILITY STUDY

November 19, 2012

Prepared for:

Little Rascals Preschool and Daycare 350 Whippoorwill Drive, P. O. Box 366, Baggs, WY 82321

(307) 383-6861

2012-13 Board of Directors Nikkole Maxson, President

Amy Feldman, Vice President Jessica Thomas, Treasurer

Tami Davis, Secretary

Christy Stocks, Member Traci Curtis, Member

Jenny Evans, Member Robyn Cozzens, Member Anna Waldron, Member

Kyla Otte, Director [email protected]

Study made possible with funding and assistance from the Wyoming Business Council

and the Carbon County Board of Commissioners

Prepared by:

Pedersen Planning Consultants 97 Forrest Drive, P. O. Box 2265

Granby, CO 80446 970-887-3759, 307-760-2922 [email protected] www.pedersenplanning.com

Vision Land Consultants, Inc. 135 E. Jasper, P. O. Box 679

Granby, CO 80446 970-887-2600

[email protected] www.visionlandconsultants.com

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LITTLE RASCALS PRESCHOOL AND DAYCARE FEASIBILITY STUDY

November 19, 2012

TABLE OF CONTENTS

Chapter No. Title Page No. ONE INTRODUCTION 1-1 1.1 BACKGROUND AND PURPOSE 1-1 1.2 SCOPE OF STUDY 1-1 1.3 REPORT ORGANIZATION 1-4 1.4 CONSULTATION 1-5 TWO DEMOGRAPHIC, CHARACTERISTICS AND TRENDS 2-1 2.1 INTRODUCTION 2-1 2.2 POPULATION 2-1 2.2.1 Population Size and Distribution 2-1 2.2.2 Population Growth Between 2000 and 2010 2-1 2.2.3 Age 2-3 2.2.4 Family and Household Characteristics 2-4 2.2.5 Housing 2-5 2.3 SIGNIFICANCE OF DEMOGRAPHIC TRENDS 2-6 THREE ECONOMIC TRENDS 3-1 3.1 INTRODUCTION 3-1 3.2 WORKFORCE TRENDS 3-1 3.2.1 Employed Workforce 3-1 3.2.2 Unemployment 3-1 3.2.3 Primary Sources of Employment in Carbon County 3-2 3.2.3.1 Government 3-2 3.2.3.2 Accommodation and Food Services 3-2 3.2.3.3 Retail Trade 3-4 3.2.3.4 Construction 3-4 3.2.3.5 Mining, Quarrying, and Gas Extraction 3-4 3.2.4 Employment in the Little Rascals Preschool and Daycare Service Area 3-5 3.2.4.1 Baggs Zip Code Tabulation Area 82321 3-5 3.2.4.2 Dixon Zip Code Tabulation Area 82323 3-5 3.2.4.3 Savery Zip Code Tabulation Area 82332 3-5 3.2 FUTURE INDUSTRY TRENDS 3-7 3.2.1 Government 3-7 3.2.2 Accommodation and Food Services 3-8 3.2.3 Retail Trade 3-8 3.2.4 Construction 3-9 3.2.4.1 Sierra Madre/Chokecherry Wind Farm Project 3-9 3.2.4.2 Electrical Transmission Projects 3-9

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Chapter No. Title Page No. 3.2.5 Mining, Quarrying, Oil & Gas Extraction 3-10 3.2.5.1 Oil and Gas Exploration and Production 3-10 3.2.5.2 Uranium Mining 3-14 FOUR CHILD CARE DEMAND 4-1 4.1 INTRODUCTION 4-1 4.2 METHODOLOGY 4-1 4.2.1 Low End of the Forecast Range 4-1 4.2.2 High End of the Forecast Range 4-1 4.2.3 Unmet Demand 4-2 4.3 ANTICIPATED POPULATION GROWTH 4-2 4.4 RECENT ENROLLMENT AT LITTLE RASCALS PRESCHOOL AND DAYCARE 4-3 4.5 CHILD CARE DEMAND FORECAST 4-4 4.5.1 General 4-4 4.5.2 Infant Care 4-4 4.5.3 Toddler Care 4-4 4.5.4 Preschool 4-4 4.5.5 School-Age 4-4 4.5.6 Unmet Demand 4-5 FIVE SITE CHARACTERISTICS 5-1 5.1 GENERAL 5-1 5.2 TOPOGRAPHY AND DRAINAGE 5-1 5.3 SOILS 5-5 5.4 EXISTING SITE ACCESS AND PARKING 5-5 5.5 EXISTING SITE UTILITIES 5-5 5.5.1 General 5-5 5.5.2 Waste Distribution 5-5 5.5.3 Wastewater Collection 5-5 5.5.4 Electrical Distribution 5-9 5.5.5 Natural Gas Distribution 5-9 5.5.6 Voice and Internet Communications 5-9 5.5.7 Solid Waste Collection and Disposal 5-9 5.6 ZONING REQUIREMENTS AND BUILDING REGULATIONS 5-9 5.7 EXISTING SITE IMPROVEMENTS 5-9 5.7.1 Little Rascals Preschool and Daycare 5-9 5.7.1.1 Facility Deficiencies 5-10 5.7.2 Carbon County Senior Center 5-10 5.8 ADJACENT LAND USES 5-11 5.8.1 Carbon County Higher Education Center 5-11 5.8.2 Cowboy Inn 5-11 SIX CONCEPTUAL SITE AND FACILITY DESIGN CRITERIA 6-1 6.1 INTRODUCTION 6-1

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Chapter No. Title Page No. 6.2 SITE CRITERIA 6-1 6.2.1 Location and Accessibility 6-1 6.2.2 Compatibility with Adjacent Land Uses 6-2 6.2.3 Connection to Supporting Utility Systems 6-2 6.2.3.1 Water Distribution and Wastewater Collection 6-2 6.2.3.2 Electrical Distribution 6-2 6.3 FACILITY CRITERIA 6-2 6.3.1 Introduction 6-2 6.3.2 Type of Child Care Facility 6-3 6.3.3 Building Entry, Security, and Exits 6-3 6.3.4 Administrative Area 6-4 6.3.4.1 General Administrative/Reception Area 6-4 6.3.4.2 Director’s Office 6-4 6.3.4.3 Teacher Preparation Area 6-4 6.3.4.4 Anticipated Net Floor Area Requirements 6-5 6.3.5 General Learning and Activity Area Requirements 6-5 6.3.5.1 Indoor Areas 6-5 6.3.5.2 Outdoor Play Areas 6-5 6.3.6 Infant Care 6-6 6.3.6.1 Enrollment and Staffing Assumptions 6-6 6.3.6.2 Room Layout and Activity Relationships 6-6 6.3.6.3 Furniture, Fixtures and Equipment 6-7 6.3.6.4 Interior Lighting 6-7 6.3.6.5 Floor Covering 6-8 6.3.6.6 Anticipated Net Floor Area Requirements 6-8 6.3.6.7 Outdoor Play Area 6-8 6.3.7 Toddler Care 6-8 6.3.7.1 Enrollment and Staffing Assumptions 6-8 6.3.7.2 Room Layout and Activity Relationships 6-9 6.3.7.3 Furniture, Fixtures and Equipment 6-10 6.3.7.4 Floor Covering 6-10 6.3.7.5 Interior Lighting 6-10 6.3.7.6 Anticipated Net Floor Area Requirements 6-11 6.3.7.7 Outdoor Play Area 6-11 6.3.8 Preschool Care 6-11 6.3.8.1 Enrollment and Staffing Assumptions 6-11 6.3.8.2 Room Layout and Activity Relationships 6-11 6.3.8.3 Furniture, Fixtures and Equipment 6-12 6.3.8.4 Floor Covering 6-12 6.3.8.5 Interior Lighting 6-12 6.3.8.6 Anticipated Net Floor Area Requirements 6-13 6.3.8.7 Outdoor Play Area 6-13 6.3.9 School-Age Care 6-13 6.3.9.1 Enrollment and Staffing Assumptions 6-13 6.3.9.2 Room Layout and Activity Relationships 6-14 6.3.9.3 Furniture, Fixtures and Equipment 6-14

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Chapter No. Title Page No. 6.3.9.4 Floor Covering 6-15 6.3.9.5 Interior Lighting 6-15 6.3.9.6 Anticipated Net Floor Area Requirements 6-15 6.3.9.7 Outdoor Play Area 6-15 6.3.10 Speech Therapy Area 6-15 6.3.10.1 General 6-15 6.3.10.2 Shared Use of School-Age Care Room 6-16 6.3.11 Kitchen and Dining Area 6-16 6.3.11.1 Room Layout and Relationships 6-16 6.3.11.2 Furniture, Fixtures and Equipment 6-17 6.3.11.3 Lighting 6-17 6.3.11.4 Anticipated Net Floor Area Requirements 6-17 6.3.12 Mechanical Systems 6-17 6.4 OVERALL INTERIOR AND OUTDOOR SPACE REQUIREMENTS 6-18 6.5 OPERATIONAL CRITERIA 6-19 6.5.1 Hours of Operation 6-19 6.5.2 Personnel 6-19 6.5.2.1 Administrative Personnel 6-19 6.5.2.2 Teaching/Child Care 6-20 6.5.2.3 Facility Maintenance 6-20 6.5.2.4 Kitchen/Dining Room 6-21 SEVEN CONCEPTUAL SITE AND FACILITY DESIGN 7-1 7.1 CONCEPTUAL DESIGN ALTERNATIVES 7-1 7.1.1 Introduction 7-1 7.1.2 Alternative 1: Use and Significantly Expand

The Existing LRPD Building 7-1 7.1.2.1 Scope of Improvements 7-1 7.1.2.2 Advantages 7-1 7.1.2.3 Disadvantages 7-5 7.1.3 Alternative 2: Build a New Childcare Facility in an

L-Shaped Building Configuration 7-5 7.1.3.1 Scope of Improvements 7-5 7.1.3.2 Advantages 7-9 7.1.3.3 Disadvantages 7-9 7.1.4 Alternative 3: Build a New Child Care Center in a Rectangular-Shaped Building Configuration 7-9 7.1.4.1 Scope of Improvements 7-9 7.1.4.2 Advantages 7-13 7.1.4.3 Disadvantages 7-13 7.2 PREFERENCES OF LITTLE RASCALS PRESCHOOL AND DAYCARE BOARD 7-13 7.2.1 Review Process 7-13 7.2.2 Rationale for Selection of Alternative 3 7-13

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Chapter No. Title Page No.

7.3 RECOMMENDED SITE AND DEVELOPMENT PLAN 7-14 7.3.1 General 7-14 7.3.2 Building Dimensions and Gross Floor Area 7-14 7.3.3 Floodplain and Groundwater Considerations 7-14 7.3.4 Building Types 7-14 7.3.5 Utility Installations 7-15

EIGHT FINANCIAL ANALYSES 8-1 8.1 INTRODUCTION 8-1 8.2 CAPITAL COSTS 8-1 8.2.1 General 8-1 8.2.2 Site Development 8-1 8.2.3 Facility Construction 8-2 8.2.4 Design and Construction Management Services 8-2 8.2.5 Furniture, Fixtures, and Equipment 8-3 8.3 COST OF OPERATIONS 8-8 8.3.1 General 8-8 8.3.2 Payroll Expenses 8-8 8.3.3 Professional Services 8-8 8.3.4 Utilities 8-8 8.3.5 Education 8-9 8.3.6 Insurance 8-9 8.3.7 Supplies 8-9 8.3.8 Building Maintenance 8-9 8.4 ANTICIPATED EXPENSES 8-9 8.4.1 General 8-9 8.4.2 Preschool and Daycare Enrollments 8-10 8.4.3 Wage Reimbursements 8-10 8.4.4 Milk Reimbursements 8-10 8.4.5 Grants from Public Agencies 8-10 8.4.6 Fundraisers and Contributions 8-11 8.5 CASH FLOW ANALYSES 8-11 8.5.1 General 8-11 8.5.2 Adequacy of Anticipated Revenues to Support Facility Operations 8-11 8.5.3 Adequacy of Cash Flow to Support Purchase of Furniture, Fixtures and Equipment 8-15 8.6 PROJECTED INCOME STATEMENT 8-15 8.6.1 Revenues 8-15 8.6.2 Expenses 8-15 8.6.3 Net Profit (Loss) 8-16

NINE AVAILABLE RESOURCES 9-1 9.1 INTRODUCTION 9-1 9.2 TECHNICAL CAPACITY OF THE LRPD BOARD 9-1 9.3 SCOPE OF SERVICES FROM

LOCAL CONSTRUCTION INDUSTRY 9-1 9.4 AVAILABLE FURNITURE AND EQUIPMENT 9-2

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Chapter No. Title Page No. 9.5 COMMITTED FINANCIAL AND TECHNICAL RESOURCES 9-2 TEN CONCLUSIONS AND RECOMMENDED STRATEGIES 10-1 10.1 INTRODUCTION 10-1 10.2 THE NEED FOR AN EXPANDED CHILD CARE CENTER 10-1 10.3 FLOOR SPACE REQUIREMENTS 10-2 10.4 DEVELOPMENT OF THE CHILD CARE CENTER ON CARBON COUNTY PROPERTY 10-2 10.5 ADEQUACY OF ANTICIPATED REVENUES TO

SUPPORT CHILD CARE CENTER OPERATIONS 10-3 10.6 ADEQUACY OF REVENUE STREAM TO SUPPORT THE ACQUISITION OF FURNITURE,

FIXTURES AND EQUIPMENT 10-3 10.7 CHILD CARE CENTER OWNERSHIP 10-3 10.8 POTENTIAL SOURCES OF FUNDS TO SUPPORT CAPITAL AND OPERATING COSTS 10-4 10.8.1 Wyoming Business Ready Community (BRC)

Grant and Loan Program 10-4 10.8.1.1 Program Goals and Objectives 10-4 10.8.1.2 Eligible Projects and Grant Recipients 10-4 10.8.1.3 Potential Size of Grant Awards 10-5 10.8.1.4 Recommended Action 10-5 10.8.1.5 Points-of-Contact 10-5 10.8.2 U. S. Department of Agriculture, Rural Development 10-5 10.8.2.1 Community Facility Grants 10-5 10.8.2.2 Community Facilities Direct and Guaranteed Loans 10-6 10.8.3 Private Foundations 10-7 10.8.3.1 Daniels Fund 10-7 10.8.3.2 Wyoming Community Foundation (WYCF) 10-7 10.8.4 Potential Sources of Private Donations 10-7 10.8.4.1 Devon Energy Corporation 10-7 10.8.4.2 Questar Gas Company 10-8 10.8.4.3 Summit National Bank 10-8 10.8.5 Potential Sources of Furniture, Fixtures and Equipment 10-8 10.8.5.1 TechSoup 10-8 10.8.5.2 U.S. General Services Administration (GSA) 10-8 10.8.6 Federal Government Reimbursements and Subsidies 10-9 10.8.6.1 U.S. Department of Health and Human Services (HHS) 10-9 10.8.6.2 U.S. Department of Agriculture (USDA) 10-9 REFERENCES

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LIST OF FIGURES

Figure No. Title Page No. 1-1 Location Map

Little Rascals Preschool and Daycare Service Area 1-2

1-2 Vicinity Map Little Rascals Preschool and Daycare 1-3

2-1 Zip Code Tabulation Areas and Population by Census Block 2-2

3-1 Carbon County Unemployment Trends January 2005 to December 2011 3-1

3-2 Primary Geologic Basins, Carbon County 3-11

3-3 Producing Gas and Oil Wells, August 2012 3-12

3-4 Applications for Permit to Drill in LRPD Service Area 3-13

5-1 Existing Site Plan, Little Rascals Preschool and Daycare 5-3

5-2 Existing Utilities, Little Rascals Preschool and Daycare 5-7

7-1 Alternative #1: Little Rascals Preschool and Daycare Facility 7-3



LIST OF TABLES

Table No. Title Page No. 2-1 Growth of Incorporated Communities Carbon County, Wyoming 2000 – 2010 2-3

2-2 Population by Age Group LRPD Service Area and Baggs, Dixon, and Savery, WY Zip Code Tabulation Areas (ZCTA), 2010 2-4

2-3 Selected Household and Family Characteristics Little Rascals Preschool and Daycare Service Area, 2010 2-5

2-4 Selected Household Characteristics Baggs, Dixon, and Savery Zip Code Tabulation Areas, 2010 2-5

3-1 Covered Average Monthly Employment in Carbon County By North American Industry Classification System (NAICS) 2002 through 2011 3-3

3-2 Accommodation and Food Service Sales Carbon County, Wyoming, 2004 to 2011 3-3

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Table No. Title Page No. 3-3 Retail Sales Trends Carbon County, Wyoming, 2004 to 2011 3-4

3-4 Type, Number and Size of Business Establishments in 2010 Baggs Zip Code Tabulation Area 82321 3-6

3-5 Type, Number and Size of Business Establishments in 2010 Dixon Zip Code Tabulation Area 82323 3-7

3-6 Type, Number and Size of Business Establishments in 2010 Savery Zip Code Tabulation Area 82332 3-7

4-1 Anticipated Low and Moderate Growth Resident Population, LRPD Service Area, 2010-2022 4-3

4-2 Recent Enrollment, LRPD, 2010-2012 4-4

4-3 Anticipated Demand for Child Care Number of Children LRPD Center, 2012 to 2022 4-5

6-1 Recommended Furniture, Fixtures and Equipment Administrative Area Including Reception Area, Director’s Office, Preparation and Storage Areas 6-4

6-2 Outdoor Play Area Requirements, Child Care Centers 6-5

6-3 Recommended Furniture, Fixtures and Equipment Infant Care Operation (Ages 0 to 12 Months) Serving 4 to 5 Infants with 1 to 2 Teachers 6-7

6-4 Recommended Furniture, Fixtures and Equipment Toddler Care Operation (Ages 1 to 3 Years) Serving 11 Toddlers and 2 Teachers 6-10

6-5 Recommended Furniture, Fixtures and Equipment Preschool Care Operation (Ages 3 to 5 Years) Serving 25 to 27 Preschoolers and 2 Teachers 6-13

6-6 Recommended Furniture, Fixtures and Equipment School-Age Care Operation (Ages 6 to 12) Serving 11-12 School-Age Children and 1 Teacher 6-14

6-7 Recommended Furniture, Fixtures and Equipment Kitchen and Dining Area 6-17

6-8 Overall Interior and Outdoor Play Area Requirements Little Rascals Preschool and Daycare Facility 6-18

6-9 Personnel Requirements Operation of New Little Rascals Preschool and Daycare 6-19



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Table No. Title Page No.


8-1 Engineer’s Opinion of Probable Costs Little Rascals Preschool and Daycare Facility Alternative 3 8-2

8-2 Estimated Furniture, Fixtures, and Equipment Costs Administrative Area 8-3

8-3 Estimated Furniture, Fixtures, and Equipment Costs Infant Care Operation (Ages 0 to 12 Months) Serving 4 to 5 Infants with 1 to 2 Teachers 8-4

8-4 Estimated Furniture, Fixtures, and Equipment Costs Toddler Care Operation (Ages 1 to 3 Years) Serving 11 Toddlers and 2 Teachers 8-5

8-5 Estimated Furniture, Fixtures, and Equipment Costs Preschool Care Operation (Ages 3 to 5 Years) Serving 25 to 27 Preschoolers and 2 Teachers 8-6

8-6 Estimated Furniture, Fixtures, and Equipment Costs School-Age Care Operation (Ages 6 to 12) Serving 11-12 School-Age Children and 1 Teacher 8-7

8-7 Estimated Furniture, Fixtures, and Equipment Costs Proposed Kitchen and Dining Area 8-7

8-8A Cash Flow Statement – Year 1 Proposed Little Rascals Preschool and Daycare New Facility 8-12

8-8B Cash Flow Statement – Year 2 Proposed Little Rascals Preschool and Daycare New Facility 8-13

8-8C Cash Flow Statement – Year 3 Proposed Little Rascals Preschool and Daycare New Facility 8-14

8-9 Projected Income Statement During First Three Years of Operation Little Rascals Preschool and Daycare 8-16

Little Rascals Preschool and Daycare Feasibility Study November 19, 2012 Page 1-1

CHAPTER ONE INTRODUCTION

1.1 BACKGROUND AND PURPOSE

Carbon County, Wyoming owns a 0.87-acre property in Baggs, Wyoming. This property contains a preschool and daycare facility operated by the Little Rascals Preschool and Daycare Board, as well as a county-owned senior center operated by Carbon County Senior Services.

Little Rascals Preschool and Daycare Board (LRPDB) initially established a preschool on the Carbon County property in 2003. Subsequently, some of their clients and other residents of the Little Snake River area encouraged the Little Rascals Preschool and Daycare Board to supplement its preschool services with the delivery of general childcare services. The addition of general childcare or daycare services became reality in 2007. The geographical area served by Little Rascals Preschool and Daycare encompasses a portion of the Little Snake River Basin, which is bisected by the Wyoming-Colorado border, and situated almost entirely in Carbon County, Wyoming (Figure 1-1).

Since 2007, the preschool and daycare facility at 350 Whippoorwill Drive in Baggs (Figure 1-2) has experienced a gradual increase in the demand for both preschool and general childcare services. The present facility, which contains roughly 1,904 square feet of gross floor area, has increasingly become inadequate to serve growing childcare demands of the Little Snake River area. At the time of this report, the Little Rascals Preschool and Daycare facility is the only licensed childcare facility in the Little Snake River area.

This report is intended to provide insights to the Little Rascals Preschool and Daycare Board based in Baggs, Wyoming, as well as the Board of Carbon County Commissioners in Carbon County, Wyoming, concerning the feasibility of developing a new preschool and daycare facility on the 0.87-acre property in Baggs, Wyoming.

1.2 SCOPE OF STUDY

The scope of this study encompasses consideration of several issues influencing project feasibility. These criteria include examination of feasibility in the context of:

Demographic and economic characteristics of the Little Snake River area.

Anticipated demands for childcare services during the coming decade.

Capacity and condition of the existing preschool and daycare facility.

Site characteristics and potential issues influencing future site and facility development.

Site, facility, and operational requirements needed to support an expanded preschool and childcare facility.

Order-of-magnitude costs associated with site and facility development, as well as future facility operations and maintenance.

Resources available in the Little Snake River area to develop, manage and operate the proposed facility.

Potential sources of private donations and/or public funds for site and facility development.


1.3 REPORT ORGANIZATION

The feasibility study is organized into several chapters.

Chapter One outlines the background, purposed and scope of the feasibility study, how the feasibility study is organized, as well as what individuals and organizations were consulted during preparation of the study.

Chapters Two and Three examine selected demographic and economic characteristics for the Little Rascals Preschool and Daycare service area. This analysis relies primarily upon selected data from the U.S. Census Bureau, the U.S. Bureau of Labor Statistics, Wyoming Department of Administration and Information, Economic Analysis Division, and the Wyoming Oil and Gas Conservation Commission.

Chapter Four analyzes potential childcare demands for the Little Rascals Preschool and Daycare service area. Pedersen Planning Consultants developed a childcare demand model and applied various assumptions to calculate potential childcare demands for the 2013-2022 period. Anticipated demands were segregated for infant, toddler, preschool and school-age services.

Chapter Five considers site characteristics and other issues that may influence future development of the Carbon County property. This analysis examines topography and drainage, general soil and groundwater characteristics, floodplain issues, municipal zoning requirements and building regulations, the proximity and capacity of supporting utilities, as well as compatibility of the proposed facility with existing land uses of the County-owned property and adjacent properties. Subsequently, the project team evaluates the condition and capacity of the existing school facility, playground area, and adjacent area used for vehicular access and parking.

Chapter Six outlines criteria needed for site and facility development, as well as eventual operation of the proposed preschool and daycare facility. The project team also identifies anticipated management and staffing requirements needed to manage, operate and maintain the proposed facility.

Based upon site and facility criteria, Chapter Seven presents and compares the advantages and disadvantages associated with three alternatives for development of a new childcare center on the Carbon County-owned property. The project team also describes the preferences of the Little Rascals Preschool and Daycare Board concerning these alternatives, as well as their recommended site and development plan.

Chapter Eight presents the anticipated cost of site and facility development of the preferred alternative, recommended furniture, fixtures and equipment, as well as the costs associated with the operation and maintenance of the new preschool and daycare facility during its first three years of operation.

Chapter Nine addresses resources that are available to support the future development and operation of the proposed preschool and daycare facility. The resources considered in this analysis examine:

the technical capacity of Little Rascals Preschool and Daycare Board; the scope of services available from local construction contractors; the type and amount of existing furniture and equipment that are available for incorporation into

the proposed new facility; and, financial resources that have been committed by public agencies, community organizations and

individuals for development of the proposed facility.

Chapter Ten initially provides its conclusions concerning overall project feasibility. Pedersen Planning Consultants subsequently provides recommendations associated with the pursuit of supporting funds for site and facility development, and the purchase of fixed furniture, fixtures and equipment.


1.4 CONSULTATION

During preparation of this feasibility study, Pedersen Planning Consultants and Vision Land Consultants relied, in part, upon the insights and experience of various residents of the Little Snake River area, representatives of several private sector companies, as well as representatives of various public agencies. The following persons were consulted through a combination of informal group discussions or individual interviews.

Little Rascals Preschool and Daycare, Baggs, Wyoming Robyn Cozzens, Member, Board of Directors Traci Curtis, Member, Board of Directors Tami Davis, Secretary, Board of Directors Jenny Evans, Member, Board of Directors Amy Feldman, Vice President, Board of Directors Nikkole Maxson, President, Board of Directors Christy Stocks, Member, Board of Directors Jessica Thomas, Treasurer, Board of Directors Anna Waldron, Member, Board of Directors Kyla Otte, Director

Public Agencies

Town of Baggs, Wyoming Kathy Staman, Mayor, Baggs, Wyoming Michelle Christopher, Director of Public Works, Baggs, Wyoming

Town of Dixon, Wyoming Matt Feldman, Mayor, Dixon, Wyoming

Little Snake River Rural Health District Board Linda Fleming, Baggs, Wyoming

Little Snake River Valley School Joel Thomas, Principal, Baggs, Wyoming

Carbon County, Wyoming Mary Piche, County Assessor, Rawlins, Wyoming Sid Fox, Director/County Planner, Department of Planning & Development, Rawlins, Wyoming

Jim Pedersen of Pedersen Planning Consultants and Tim Gagnon of Vision Land Consultants

discuss Feasibility Study with Little Rascals Preschool and Daycare

Director Kyla Otte.

IPCS Board of Directors meet with consultants to

discuss feasibility study


Thomas Powell, Planning/GIS Specialist, Department of Planning & Development, Rawlins, Wyoming Leroy Graham, Building and Grounds Manager, Rawlins, Wyoming

Carbon County Senior Services, Inc., Gary Gilbert, Executive Director, Rawlins, Wyoming Pat Moore, Assistant Coordinator, Rawlins, Wyoming Mary Smith, Manager, Baggs Senior Center, Baggs, Wyoming

Wyoming Department of Fire Protection and Electrical Safety Al Rood, Fire Compliance Inspector, Riverton, Wyoming Patricia Westerholm, Plan Review Section, Riverton, Wyoming U.S. Department of Agriculture, National Resources Conservation Service Jerome Daugherty, Soil Conservationist, Baggs, Wyoming Private Enterprise

Project Reach Pat Rosacker, Director, Rawlins, Wyoming

Devon Energy Corporation Bob Dunckley, Senior Production Foreman, Baggs, Wyoming

Yampa Valley Electric Russ Kopsa, P.E., Craig, Colorado Cynthia Reid, Right-of-Way Specialist, Steamboat Springs, Colorado

General Contractors Lester Montgomery, Baggs, Wyoming

Matt Feldman, Wyo-Con, Inc., Dixon, Wyoming

Site Development Contractor Bob Stocks, Dixon, Wyoming


CHAPTER TWO DEMOGRAPHIC CHARACTERISTICS AND TRENDS

2.1 INTRODUCTION

Chapter Two provides an overview of selected demographic characteristics of the geographical area that is served by the Little Rascals Preschool and Daycare (LRPD) facility in Baggs, Wyoming. Most of the clients served by the Little Rascals Preschool and Daycare facility reside within or adjacent to the Town of Baggs, Town of Dixon, and the unincorporated community of Savery, Wyoming.

Demographic data presented in Chapter Two uses available census block data for the entire LRPD service area, as well as aggregated census block data for zip code tabulation areas (ZCTAs) established by the U.S. Census Bureau for Baggs, Dixon and Savery (Figure 2-1). Zip Code Tabulation Areas are generalized representations of U.S. Postal Service Zip Code Areas. ZCTAs vary somewhat from U.S. Postal Service boundaries for each zip code area as the U.S. Census Bureau used its census block boundaries to establish each Zip Code Tabulation Area in the vicinity of established U.S. Postal Service Zip Code Areas.

The Zip Code Tabulation Areas for Baggs and Dixon also extend beyond the municipal boundaries of each of these communities. Consequently, the 2010 population for each Zip Code Tabulation Area is greater than the resident populations documented by the U.S. Census for the Town of Baggs and the Town of Dixon.

2.2 POPULATION

2.2.1 Population Size and Distribution

In April 2010, the resident population of the Little Rascals Preschool and Daycare (LRPD) service area included approximately 1,005 persons. This population represented roughly six percent of Carbon County’s total population of 15,885 persons.

About 717 persons, or 71 percent of the total LRPD service area population, resided in the Baggs Zip Code Tabulation Area in 2010. Another 186 residents (19 percent) lived in the Dixon ZCTA. The remaining 97 persons (10 percent) resided in the Savery ZCTA. Available U.S. Census data indicates that only five persons in the Little Rascals Preschool and Daycare service area resided in rural unincorporated areas that are located beyond the boundaries of the Baggs, Dixon, and Savery Zip Code Tabulation Areas (Figure 2-1).

2.2.2 Population Growth Between 2000 and 2010

The population of the LRPD service area experienced some nominal growth between 2000 and 2010. The overall service area included about 874 residents in April 2000 and increased to 1,005 residents by April 2010. This represents a 15 percent increase, or an average annual growth rate of about 1.5 percent per year during the previous decade.

The extent of growth within the Little Rascals Preschool and Service area during the previous decade is significant as the overall population in Carbon County grew only 1.6 percent between 2000 and 2010. Further, the only incorporated communities in Carbon County that experienced any substantive population growth were the Town of Baggs and Town of Dixon, both of which are located within the Little Rascals Preschool and Daycare service area (Table 2-1).


TABLE 2-1 GROWTH OF INCORPORATED COMMUNITIES

CARBON COUNTY, WYOMING 2000-2010

Population (persons)

Community

Year 2000 Year 2010

Growth (percent)

Baggs 348 440 26.4 Dixon 79 97 22.8 Elk Mountain 192 191 -0.5 Encampment 443 450 1.6 Hanna 873 841 -3.7 Medicine Bow 274 284 3.6 Rawlins 9,006 9,259 2.8 Riverside 59 52 -11.9 Saratoga 1,726 1,690 -2.1 Sinclair 423 433 2.4 Total: Carbon County 15,639 15,885 1.6 Source: U.S. Census Bureau, 2010.

The growth of population within the Little Rascals Preschool and Daycare service area can be attributed largely to expanded oil and gas exploration and production activities in the Great Divide and Washakie geologic basins, as well as various oil and gas fields in neighboring Sweetwater County. This activity led to Devon Energy Corporation’s establishment of a production field office in Baggs which sustained and expanded a permanent oil and gas workforce in the LRPD service area.

2.2.3 Age

The age characteristics of residents living within the Little Rascals Preschool and Daycare (LRPD) service area provide some preliminary insights concerning what proportion of the overall preschool and daycare market has recently been served by Little Rascals Preschool and Daycare. Particular attention is given to the age groups that receive preschool education and daycare services. These include:

Infants considered to be children from birth to one year of age; Toddlers ranging from one to three years of age; Preschool children ranging from three to five years of age; and, School-age children between six and 12 years of age.

In 2010, there were approximately 153 children, from birth to 12 years of age, who were living within the overall LRPD service area (Table 2-2). This age cohort represented about 15 percent of the total LRPD service area population.

The characteristics associated with other age cohorts provide additional insights concerning the resident population of the LRPD service area.

The LRPD service included approximately 99 children from 13 to 19 years of age. This age cohort, for the most part, represents almost 10 percent of the total service area population.

Young adults ranging between 20 to 24 years of age, who often leave their home communities for college education, travel or seeking employment opportunities, included only 53 persons, or approximately five percent of the total LRPD service area population. This is comparable to many rural communities in Wyoming.


Age Group

Population % of Total Population % of Total Population % of Total Population % of Total

Under 1 Year 15 1.48 12 1.67 1 0.54 2 2.061 to 2 Years 31 3.08 21 2.93 9 4.84 1 1.033 to 5 Years 35 3.48 23 3.21 7 3.76 5 5.156 to 12 Years 72 7.16 53 7.39 13 6.99 6 6.1913 to 19 Years 99 9.85 84 11.72 12 6.45 3 3.0920 to 24 years 53 5.27 36 5.02 12 6.45 5 5.1525 to 34 years 143 14.23 95 13.25 30 16.13 18 18.5635 to 44 years 111 11.04 79 11.02 19 10.22 13 13.4045 to 54 years 177 17.61 128 17.85 29 15.59 18 18.5655 to 64 years 146 14.53 98 13.67 27 14.52 18 18.5665 to 84 years 115 11.44 84 11.72 24 12.90 7 7.2285 years and over 8 0.80 4 0.56 3 1.61 1 1.03Total Population 1,005 100.00 717 100.00 186 100.00 97 100.00

Source: U.S. C ensus Bureau, Census 2000.

TABLE 2-2POPULATION BY AGE GROUP

LRPD SERVICE AREA AND BAGGS, DIXON, AND SAVERY, WYZIP CODE TABULATION AREAS (ZCTA)

2010

LRPD Service Area ZCTA

Baggs ZCTA

Dixon ZCTA

Savery ZCTA

The primary working age population, which includes persons 25 and 54 years of age, comprised 431 residents, or about 43 percent of the total population. The size of this age cohort is also similar to many rural communities in Wyoming.

Residents nearing or in their retirement years, who are between 55 years age or older, included 269 persons which represents almost 27 percent of the total LRPD service area population. The proportion of persons in the age cohort is considerably greater than many other rural Wyoming communities which more typically represents about 14 to 17 percent of the total resident population.

2.2.4 Family and Household Characteristics

The Little Rascals Preschool and Daycare (LRPD) service area includes 425 households (Table 2-3). Sixty-five percent of these households are family households. The U.S. Census Bureau defines family households as a household with two or more individuals who are related by birth, marriage or adoption (U.S. Census Bureau, 2012). Almost 43 percent of the family households include children under 18 years of age.

The average family size for the entire LRPD service area is approximately 2.85 persons. This is comparable to the size of families in the Baggs, Dixon and Savery Zip Code Tabulation Areas.


TABLE 2-3 SELECTED HOUSEHOLD AND FAMILY CHARACTERISTICS

LITTLE RASCALS PRESCHOOL AND DAYCARE SERVICE AREA 2010

Baggs ZCTA Dixon ZCTA Savery ZCTA Service Area

House-holds

% of Total

House-holds

% of Total

House-holds

% of Total

House-holds

% of Total

Total Households 303 100 81 100 38 100 425 100 Family Households 199 66 51 63 25 66 278 65 Family Households with Own Children under 18 years

89

29

21

26

9

24

119 28

Average Household Size (persons) 2.37 2.3 2.55 2.40 Average Family Size (persons) 2.89 2.88 2.80 2.85 Source: U.S. Census Bureau, 2010.

2.2.5 Housing

There were 530 housing units in the Little Rascals Preschool and Daycare service area in 2010. Almost 68 percent of these homes were located in the Baggs Zip Code Tabulation Area (ZCTA). As stated earlier, only three housing units were located outside of the three Zip Code Tabulation Areas.

The Baggs ZCTA housing stock included a greater proportion of homes that were occupied (85 percent) and occupied by homeowners (Table 2-4). In addition, fewer homes in this area are used on a seasonal basis.

Seventy-two percent of the homes in the Dixon ZCTA were occupied in 2010, but a greater proportion of homes were vacant or used on a seasonal basis (Table 2-4). The recreational use of various homes in this community is a well established, long-term trend. Roughly half of the homes in this area were occupied by homeowners.

The housing stock of the Savery Zip Code Tabulation Area is more comparable to the Dixon ZCTA. Approximately 67 percent of the homes in this area were occupied in 2010 (Table 2-4). Twenty-five percent of the homes were used on seasonal basis. Only 44 percent of the homes were owner-occupied.

TABLE 2-4 SELECTED HOUSEHOLD CHARACTERISTICS

BAGGS, DIXON AND SAVERY ZIP CODE TABULATION AREAS 2010

Baggs 82321 Dixon 82323 Savery 82332

Housing Units Number % of Total Number

% of Total Number

% of Total

Total 358 100 112 100 57 100 Occupied 303 85 81 72 38 67 Vacant 55 15 31 28 19 33 Seasonal, Recreational, or Occasional Use

10

3

17

15

14

25

Owner Occupied 219 61 57

51 25 44

Renter Occupied 84 24 24

21 13 23 Source: U.S. Census Bureau, 2010.


2.3 SIGNIFICANCE OF DEMOGRAPHIC TRENDS

During the fourth quarter of 2012, preschool and daycare enrollments at Little Rascals Preschool and Daycare included 53 children. This enrollment indicates that LRPD captured almost 72 percent of the potential early childhood education and childcare market.

Selected demographic characteristics of the Little Rascals Preschool and Daycare service area point to a growing region of Carbon County. Most of that growth has taken place in the vicinity of Baggs and Dixon.

The service area includes a higher proportion of persons who are nearing or in their retirement years. This suggests the probability of some population decline during the coming decade. But, economic trends presented in Chapter Three suggest that future growth will override any potential population losses given the prospects for future oil and gas exploration and production in the Great Divide and Washakie geologic basins, as well as mining opportunities west of Baggs.

The future client base will more predictably come from full-time residents of the service area who are also homeowners. These residents are more likely to remain in the service area because of their financial investment. This is not to say that parents who are renting homes are not an important part of Little Rascal Preschool and Daycare client base. They are. But, in the absence of a home mortgage, these clients have greater flexibility to relocate to another community.

There is greater seasonal use of homes in the Dixon and Savery ZCTAs. For this reason, some seasonal demands for child care may emerge during the summer and fall months. However, it is suspected that much of the seasonal home use is being made by older visitors who no longer have dependents living at home.


CHAPTER THREE ECONOMIC TRENDS

3.1 INTRODUCTION

Chapter Three presents an overview of selected economic characteristics and trends for Carbon County, the Little Rascals Preschool and Daycare service area, as well as the Baggs, Dixon and Savery Zip Code Tabulation Areas (Figure 2-1). The focus of this evaluation is to provide information and insights concerning the prospects for regional and local community growth and employment in the coming decade, as well as the type of services in the economy that may be available to support the development of a new preschool and daycare facility.

3.2 WORKFORCE TRENDS

3.2.1 Employed Workforce

In August 2012, the potential labor force of Carbon County included an estimated 8,036 residents who were 16 years of age or older. Approximately 7,616 persons in this potential labor force were employed within or outside of the Carbon County economy (Wyoming Department of Workforce Services, Research and Planning Section, 2012).

3.2.2 Unemployment

The rate of unemployment in the Carbon County economy has demonstrated significant swings in economic activity since 2005. Between 2006 and 2008, the economies of Carbon County and neighboring Sweetwater County were in the midst of significant natural gas exploration and production activity. This was reflected by average annual unemployment rates ranged between 2.9 and 4.0 percent (Figure 3-1). Most economists consider that “full employment” in a local, state or national economy occurs when unemployment rates stand at about three percent.

Figure 3-1 Carbon County Unemployment Trends

January 2005 to December 2011

0

2

4

6

8

10

Une

mpl

oym

ent

Rat

e (%

)

Jan 2005 Jan 2006 Jan 2007 Jan 2008 Jan 2009 Jan 2010 Jan 2011

Year

The gradual slowing of natural gas production in Carbon County and related support activities, combined with a growing national recession that emerged in 2008, quickly rippled through reductions in the overall Carbon County workforce. In January 2009, the unemployment rate stood at 6.3 percent and continued to slide upward throughout most of the year.

4.8 5.0

3.9 3.4

6.3

9.4

8.3


Growing unemployment spiraled upward to 9.4 percent in January 2010, but began to show signs of some improvement during the third and fourth quarters of 2010 when unemployment fell between 6.8 and 7.5 percent. Despite somewhat higher unemployment during the first two quarters of 2011, further signs of some economic recovery became evident during the final two quarters of 2011 when unemployment ranged between 5.5 and 6.0 percent. Despite a sluggish gradual recovery, unemployment rates in 2011 remained distant from the “full employment” levels that Carbon County experienced between 2006 and 2008.

3.2.3 Primary Sources of Employment in Carbon County

Available data from the U.S. Bureau of Labor Statistics indicates that the primary sources of employment in the Carbon County economy (Table 3-1) include:

Government; Accommodation and Food Services; Retail Trade; Construction; and, Mining, Quarrying, Oil & Gas Extraction

An examination of average monthly covered employment levels in these industries provides some insight to the influence of the industries upon the Carbon County economy.

It should be noted that approximately 92 percent of wage and salary jobs in Wyoming are covered by state unemployment insurance. Approximately 2.6 percent of jobs are covered by federal unemployment insurance and 0.9 percent are covered by unemployment insurance administered by the railroad retirement board. There are several categories of non-covered jobs; together, they account for approximately 5 percent of wage & salary jobs in the state.

3.2.3.1 Government

Government activities are concentrated primarily in the county seat of Rawlins where various federal, state, county and municipal public agencies are located. The larger governmental employers in Rawlins include Carbon County, the U.S. Bureau of Land Management, Wyoming Department of Transportation, and the City of Rawlins.

A U.S. Forest Service office, the Wyoming Department of Transportation, and the Town of Saratoga provide governmental employment in the vicinity of Saratoga, Wyoming. Municipal offices and infrastructure facilities are located in each of the remaining eight incorporated municipalities that include Baggs, Dixon, Elk Mountain, Encampment, Hanna, Medicine Bow, Riverside and Sinclair.

Government employers accounted for almost 32 percent of total covered employment in 2011. During the past decade, the size of the governmental workforce peaked in 2002 at 2,143 employees. Employment levels gradually dropped during the following four years, but returned to over 2,000 employees from 2007 through 2011. In 2011, employment levels rose slightly to 2,112 employees (Table 3-1), just short of the highest governmental employment level in 2002.

3.2.3.2 Accommodation and Food Services

A wide range of visitor accommodation and food services are scattered throughout all incorporated communities of Carbon County, as well as various locations in the unincorporated areas of the County. Fourteen percent of all covered employment in Carbon County was associated with accommodation and food services in 2011.


NAICS Code a

2002 AME

2003 AME

2004 AME

2005 AME

2006 AME

2007 AME

2008 AME

2009 AME

2010 AME

2011 AME

Total, Carbon County 6,343 6,227 6,332 6,533 7,109 7,695 7,697 6,849 6,735 6,650

Private Sector 11 - 99 4,200 4,149 4,323 4,569 5,161 5,648 5,666 4,715 4,641 4,538 Agriculture, Forestry, Fishing, & Hunting 11 216 204 218 204 ND ND ND ND ND 167 Mining 21 152 111 174 ND 221 250 455 290 281 260 Utilities 22 40 51 51 55 60 60 57 75 71 65

Construction 23 369 404 ND 547 932 1,265 1,102 533 550 NDManufacturing 31 - 33 502 411 ND ND ND ND ND ND ND ND

Wholesale Trade 42 115 112 136 177 209 236 73 62 48 48

Retail Trade 44 - 45 804 819 788 722 741 797 808 758 711 686

Transportation & Warehousing 48 - 49 122 158 163 182 232 255 262 234 240 256 Information 51 78 76 90 89 75 69 79 82 82 81 Finance & Insurance 52 138 142 133 132 137 148 148 149 147 140

Real Estate & Rental & Leasing 53 73 71 79 93 83 86 91 83 81 80 Professional & Technical Services 54 97 98 ND 109 122 108 162 135 109 128 Management of Companies & Enterprises 55 ND ND ND ND ND 18 18 17 19 20 Administrative & Waste Services 56 ND ND 94 ND ND 111 121 119 92 104

Educational Services 61 N/A N/A N/A N/A ND ND ND ND ND N/AHealth Care & Social Assistance 62 326 345 396 397 ND ND ND ND ND 438 Arts, Entertainment, & Recreation 71 89 93 99 99 109 91 78 79 89 88 Accommodation & Food Services 72 832 810 867 924 979 942 961 859 963 946

Other Services, except Public Administration 81 146 138 144 146 151 164 165 154 138 133

Total Government 2,143 2,078 2,009 1,964 1,948 2,047 2,031 2,134 2,094 2,112 Federal Government 228 222 212 212 217 227 230 244 245 225

State Government 617 613 565 514 465 485 492 541 543 543 Local Government 1,298 1,243 1,232 1,238 1,266 1,335 1,309 1,349 1,306 1,344

Notes:a Industry codes established by the North Amer ican Industry Classi fication System.

AME: Average Month ly Employment

ND: Not Disclosable, data do not meet Bureau of Labor Statistics or State agency disclosuresN/A: Not AvailableSource: Quarterly Census of Employment and Wages developed by Wyoming Department of Workforce Services, Research & Planning Section, and the U.S. Bureau of Labor Statist ics, 2012.

TABLE 3-1 COVERED AVERAGE MONTHLY EMPLOYMENT IN CARBON COUNTY BY NORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM (NAICS)

2002 through 2011

During the past decade, average monthly employment levels in accommodation and food services ranged from 810 to 867 jobs between 2002 and 2004. Subsequently, variable employment levels generally trended upward to 963 jobs in 2010. However, the generally upward trend in employment fell sharply to 859 employees in 2009. This substantive decline reflected the impact of the national recession and related slowdown in regional oil and gas exploration and production. In 2010, the number of jobs established a new peak in employment for the past decade and the number of jobs declined only slightly in 2011 (Table 3-1). Recent sales of accommodation and food services generally parallel with the rise in employment in (Table 3-2).

2004 2005 2006 2007 2008 2009 2010 2011

Lodging Services 3,859,516 3,367,132 3,984,152 25,024,950 28,372,250 27,747,650 21,648,125 22,496,875

Eating and Drinking Places 13,722,813 13,862,883 14,399,435 24,366,025 25,314,425 25,731,725 23,904,225 22,863,900Total Accommodations and

Food Services 17,582,329 17,230,015 18,383,587 49,390,975 53,686,675 53,479,375 45,552,350 45,360,775

Merchandise Group

Total Retail Sales (dollars)

Source: Wyoming Dept of Administration and Information, Division of Economic Analysis, 2012; Wyoming Dept of Revenue, 2012; Pedersen Planning Consultants, 2012.

TABLE 3-2ACCOMMODATION AND FOOD SERVICE SALES

CARBON COUNTY, WYOMING

2004 TO 2011


3.2.3.3 Retail Trade

Most retail trade outlets are situated in Rawlins and Saratoga. However, some retail establishments are present in all of Carbon County’s incorporated municipalities. In 2011, employment in retail trade comprised 10 percent of all covered employment in Carbon County.

The number of retail trade jobs in Carbon County has been highly variable during the past decade. Stronger numbers of retail jobs were evident in 2002 and 2003, but fell below 800 jobs during the following four years. In 2008, average monthly employment rose to 808 jobs. Since 2009, the number of retail jobs has steadily declined to 686 employees in 2011 (Table 3-1).

Reductions in retail trade employment tracked predictably with the significant reductions in retail sales in 2010 and 2011 (Table 3-3). Recent declines in employment and sales suggest that the retail trade industry was significantly impacted by the national recession that began in 2008, as well as related employment losses in other industries comprising Carbon County’s private sector.

3.2.3.4 Construction

Construction contractors are available in most of Carbon County’s 10 incorporated municipalities. In 2010, this workforce accounted for eight percent of all covered employment. No data was available for 2011.

During the past decade, employment in the construction industry has experienced significant highs and lows that were more variable than any other industry in the Carbon County economy. This workforce included only 369 jobs in 2002, but rose to 1,265 jobs in 2007 and dipped slightly to 1,102 jobs in 2008.

Since that time, the construction workforce has fallen sharply to 533 jobs in 2009 and 550 jobs in 2010 (Table 3-1). Higher variability in construction jobs in not uncommon as this industry is influenced by various dynamic economic factors. In the case of Carbon County, the significant decline in this workforce was largely due to the earlier loss of former surface and underground coal mining and timber industry operations, the out-migration of their workforces, as well as the more recent national recession.

3.2.3.5 Mining, Quarrying, and Oil and Gas Extraction

In 2011, almost four percent of all covered employment was associated with mining, quarrying and oil and gas extraction. Most of this employment involved oil and gas extraction.

2004 2005 2006 2007 2008 2009 2010 2011

Auto Dealers and Parts 8,292,820 8,642,581 11,753,134 11,979,875 12,346,350 11,655,400 10,750,800 10,398,400Gasoline Stations 8,537,166 9,558,746 11,916,782 23,785,750 25,128,925 28,090,300 18,522,575 20,178,125Home Furniture and Furnishings 2,704,104 2,823,469 3,956,214 2,576,800 2,503,750 2,436,025 2,340,375 2,355,175Electronic and Appliance Stores 2,773,349 3,278,998 4,916,232 3,649,150 4,068,200 3,762,275 2,579,325 2,833,075Building Material & Garden Supplies 24,631,495 26,227,771 30,983,322 28,124,975 39,890,150 45,505,625 25,851,375 28,862,200Grocery and Food Stores 23,684,691 22,729,302 24,496,055 8,695,775 9,744,550 9,313,750 9,921,325 9,132,225Liquor Stores 329,273 231,943 691,294 3,281,050 2,145,625 2,162,525 2,207,450 2,369,550Clothing and Shoe Stores 1,076,605 675,680 681,790 1,144,250 1,304,850 1,295,125 1,145,125 1,182,200Department Stores 4,785,782 4,907,332 5,099,286 7,495,875 7,243,550 3,502,150 3,165,200 2,952,550General Merchandise Stores 1,302,347 2,120,414 3,626,560 12,404,575 13,099,475 32,958,300 11,159,950 11,359,750Miscellaneous Retail 16,200,730 17,832,758 30,717,473 27,314,150 26,991,850 27,580,225 19,564,875 17,077,975

Total Retail Sales 94,318,362 99,028,994 128,838,142 130,452,225 144,467,275 168,261,700 107,208,375 108,701,225

Source: Wyoming Dept of Administration and Information, Division of Economic Analysis, 2012; Wyoming Dept of Revenue, 2012; Pedersen Planning Consultants, 2012.

TABLE 3-3

Merchandise Group

2004 TO 2011CARBON COUNTY, WYOMING

RETAIL SALES TRENDS

Total Retail Sales (dollars)


During the past decade, only 111 to 174 persons held jobs in this industry between 2002 and 2004. This reflected industry employment losses generated from the closure of former surface and underground coal mining operations through the late 1990’s and prior to 2002. But as natural gas exploration began to expand in the Great Divide and Washakie Basins, employment in the mining, quarrying and oil and gas extraction industry rose from 221 jobs in 2006 to 455 jobs in 2008. A combination of falling gas prices, the national recession, and increased governmental regulations reduced the motivation of natural gas companies to explore and drill new natural gas wells in Carbon County and other natural gas fields in southwest Wyoming. As a result, employment in this industry fell from 290 jobs in 2009 to 260 jobs in 2011 (Table 3-1)

3.2.4 Employment in the Little Rascals Preschool and Daycare Service Area

A more generalized picture of employment in the Little Rascals Preschool and Daycare service area is possible through a review of available economic data for the Baggs, Dixon and Savery Zip Code Tabulation Areas (ZCTA) in 2010. With the exception of family ranch operations located outside of these areas, most of the businesses in the LRPD service area are located within the three Zip Code Tabulation Areas.

Available data for these three Zip Code Tabulation Areas indicate that local employment is dependent upon oil and gas industry, agriculture, and, to a lesser extent, seasonal tourism and related recreational activities in the Little Snake River area. These economic activities generate workforce requirements for construction, meat processing, transportation, retail trade, accommodation and food services, and other community services.

3.2.4.1 Baggs Zip Code Tabulation Area 82321

Thirty-nine business establishments were located in the Baggs ZCTA in 2010. All were small businesses. One business, Devon Energy Corporation, employed between 50 and 99 employees. Eight businesses employed 10 to 19 workers; another eight business establishments were operated five to nine personnel. But over half (51 percent) of the businesses in the Baggs ZCTA employed one to four persons.

In 2010, the primary sources of employment in the Baggs Zip Code Tabulation Area were derived from economic activities associated with mining, construction, manufacturing, as well as transportation (Table 3-4). Other employment in the vicinity of Baggs reflected jobs in supporting services such as retail trade, health care and social assistance, accommodation and food services, professional, scientific and technical services, and information.

3.2.4.2 Dixon Zip Code Tabulation Area 82323

Nine business establishments were operating in the Dixon Zip Code Tabulation Area in 2010. Each of these small business enterprises employed one to four persons.

The primary sources of employment were associated with work performed by local building contractors. Other business establishments provided support services for the oil and gas industry, accommodation and food services, truck transportation, and other community services (Table 3-5).

3.2.4.3 Savery Zip Code Tabulation Area 82332

Four businesses were operating in the Savery Zip Code Tabulation Area in 2010. All four were small business enterprises that each employed one to four persons.

Three of the business establishments in 2010 were associated with construction. One business provided office administrative services (Table 3-6).


TABLE 3-4 TYPE, NUMBER AND SIZE OF BUSINESS ESTABLISHMENTS IN 2010

BAGGS ZIP CODE TABULATION AREA 82321 NAICS Code

Industry Type of Business Number of Businesses

Number of Employees

11 Mining, Quarrying, Oil & Gas Extraction

7

Oil/Natural Gas Extraction 2 One 5-9; One 50-99 Drilling Oil & Gas 1 1-4 Sand & Gravel Mining 1 5-9 Oil & Gas Support 3 Two 1-4; One 10-19

23 Construction 10 Site Preparation 5 Two 1-4; One 5-9;

Two 10-19 Residential Remodelers 1 1-4 O/G Pipeline Construction 2 One 5-9; One 10-19 Other Foundation, Structure & Bldg.

Exterior Contractors 2 One 1-4; Two 20-49

31-33 Manufacturing 2 Meat Processing from Carcasses 1 5-9 Concrete 1 1-4

44-45 Retail Trade 4 Supermarkets, Other Grocery 1 5-9 Liquor Stores 1 1-4 Gasoline Stations 2 One 1-4:One 10-19

48-49 Transportation & Warehousing

7

General Freight Trucking, Local 2 One 5-9; One 10-19 Specialized Freight Trucking 4 Two 1-4: One 10-19; One

20-49 Pipeline Transportation of Natural

Gas 1 1-4

51 Information 1 Newspaper 1 5-9

54 Professional, Scientific & Technical Services

1

Accounting 1 1-4 62 Health Care & Social

Assistance 5

Child Care 1 1-4 Community Food Services

1

1-4 Physician 1 10-19 Dentist 1 1-4 Other Outpatient Care 1 1-4

72 Accommodation & Food Services

2

Motels 1 1-4 Restaurants 1 1-4 TOTAL 39

Source: U.S. Bureau of the Census, 2012.



DIXON ZIP CODE TABULATION AREA 82323 NAICS Code


Number of Employees

11 Mining, Quarrying, Oil & Gas Extraction 1 Oil & Gas Support 1 1-4 23 Construction 4 New Single Family Construction 1 1-4 Residential Remodelers 1 1-4 Other Foundation, Structure & Bldg.

Exterior Contractors 1 1-4

Other Specialty Trade Contractors 1 1-4 48-49 Transportation & Warehousing 1 General Freight Trucking, Long Distance 1 1-4 62 Health Care & Social Assistance 1 Community Food Services 1 1-4 72 Accommodation & Food Services 1 Motels 1 1-4 81 Other Services 1 Religious Organizations 1 1-4 TOTAL 9 Source: U.S. Bureau of the Census, 2012.


SAVERY ZIP CODE TABULATION AREA 82332 NAICS Code


Number of Employees

23 Construction 3 New Single Family Construction 2 1-4 Other Foundation, Structure & Bldg.

Exterior Contractors 1 1-4

56 Administrative and Support and Waste Management and Remediation Services

1

Office Administrative Services 1 1-4 TOTAL 4 Source: U.S. Bureau of the Census, 2012.

3.2 FUTURE INDUSTRY TRENDS

3.2.1 Government

Even though Carbon County is a natural resource based economy, government activities continue to represent around one-third of all covered employment in Carbon County. Public sector employment in Carbon County exceeds the number of jobs generated by any industry in the private sector.

Governmental employment in Carbon County is expected to gradually expand in the coming decade since the primary impetus of any future growth appears to be continued oil and natural gas exploration and production in the Great Divide and Washakie geologic basins, planned wind energy development south of Rawlins, and potential uranium mining west of Baggs. The evaluation and eventual monitoring of various energy projects and the continued use of public lands for livestock grazing, will likely lead to a steady increase in the number of governmental jobs in Carbon County. The greatest growth in government


employment will probably take place in federal agencies such as the U.S. Bureau of Land Management in Rawlins and the U.S. Forest Service office in Saratoga. Modest increases in State and municipal agency employment are also anticipated, but not to the extent expected in federal agencies that are located in Carbon County.

Within the Little Rascals Preschool and Daycare service area, there are municipal offices and operations associated with the Town of Baggs and Town of Dixon, Little Snake River Valley School, and the Wyoming Department of Transportation. Consequently, the addition of 20 or less new government jobs is expected within the Little Rascals Preschool and Daycare service area during the coming decade.

3.2.2 Accommodation and Food Services

Accommodation and food service employment is typically derived from visitor stays during the summer months and fall hunting season, visitor traffic gained from vehicular travel along Interstate 80, as well as food service expenditures by both residents and visitors of Carbon County. But significant increases in accommodation and food service employment are occasionally gained through the short-term presence of oil and gas exploration crews, construction workforces, and other support service contractors. For example, construction of the planned Chokecherry Sierra Madre Wind Energy Project is expected to be developed over a four-year construction period.

During the next decade, planned wind energy projects and the anticipated expansion of oil and gas exploration and production activities, and potential uranium mining west of Baggs can be expected to occasionally generate substantive increases in accommodation and food service employment on a short-term basis.

The Little Rascals Preschool and Daycare service area is expected to see some occasional increases in accommodation and food services employment in light of the service area’s proximity to:

the Great Divide and Washakie geologic basins; other regional production areas in Sweetwater County supported by Devon Energy Corporation in

Baggs; and, proposed uranium mining sites west of Baggs.

Expanded employment in accommodation and food services will be highly variable and coincide with potential resource development activities in the preceding geographical areas.

3.2.3 Retail Trade

Future retail trade employment is not expected to increase significantly during the coming decade. There is a considerable amount of retail trade leakage that already occurs within the Carbon County economy as many residents make retail expenditures in Casper and Laramie, Wyoming, Craig, Colorado, and other locations outside of Carbon County.

The primary impetus for any significant growth in retail trade employment in Carbon County will require some substantive growth of the resident population. An expanded consumer market could lead to wider range of retail establishments in the incorporated communities of the County. The Wyoming Department of Administration, Economic Analysis Division, forecasts a resident population of 16,450 persons by 2022. This forecast suggests that the resident population of Carbon County will grow only 3.6 percent during the coming decade. This compares with a 1.6 percent growth rate that occurred between 2000 and 2010 (U.S. Bureau of the Census, 2010). If this forecast is anywhere close to resembling reality in 2022, this rate of growth will likely generate few new commercial investments in retail establishments.


A medium term increase in retail trade employment is anticipated for Rawlins, Sinclair and Saratoga during the construction of the Chokecherry and Sierra Madre Wind Energy Project is realized. A four-year construction period is envisioned for the development of this project (Power Company of Wyoming, 2012).

Similar short-term surges in retail trade will emerge in conjunction with the three electrical transmission projects that will pass through Carbon County (see section 3.2.4.2). Two of these projects, the proposed TransWest Express Transmission Project and Energy Gateway South Project, will likely pass through, or near, the Little Rascals Preschool and Daycare service area.

Expanded retail employment within the Little Rascals Preschool and Daycare service area could be realized with the potential expansion of oil and gas exploration and production activities of Devon Energy Corporation and other oil and gas companies that could establish similar production operations in Baggs. Sustained periods of oil and gas exploration and production could motivate potential investments in a several new retail establishments. Such expansion appears unlikely in the short term given lower prices of natural gas and federal policies associated with oil and gas exploration on public lands. However, potential changes in public policy and ever changing natural gas prices could quickly attract renewed natural gas exploration and production activities in the region.

3.2.4 Construction

Carbon County’s past loss of industrial operations associated with coal mining and timber processing, as well as more recent reductions in workforce supporting the oil and gas exploration and production, continue to erode the demand for new construction by local industries, small business enterprises, and local residents. These factors are exacerbated by tightening lending policies for commercial and residential construction loans, sluggish economic growth, and a general business climate that is not stimulating many investments involving new construction.

3.2.4.1 Sierra Madre/Chokecherry Wind Farm Project

At the same time, the planned development of the Sierra Madre/Chokecherry Wind Farm Project on public and private lands south of Rawlins holds promise for the influx of a sizeable construction workforce in Carbon County over a four-year construction period. Roughly 300 to 400 construction jobs are anticipated during the first two years of construction followed by a workforce of up to 1,200 jobs as wind turbines are installed (Power Company of Wyoming, 2012).

In October 2012, the U.S. Department of Interior approved the construction of the proposed 2,000-3,000 megawatt wind farm by Power Company of Wyoming, LLC. Preceding this decision, the Carbon County Board of Commissioners approved a conditional permit for the project in late September of 2012. Power Company of Wyoming is also seeking authorization from the Wyoming Industrial Siting Division (Power Company of Wyoming, 2012).

3.2.4.2 Electrical Transmission Projects

There are three proposed electrical transmission projects that would, in part, cross portions of Carbon County via new and existing corridors extending southwest and west of Wyoming. The U.S. Bureau of Land Management, U.S. Forest Service and other public agencies are completing environmental reviews of each of the following projects.

The proposed TransWest Express Transmission Project is a proposed 725-mile, 600 kV, direct current transmission line that would deliver renewable energy from high-capacity wind farms in Wyoming to urban areas of California, Nevada and Arizona. Proposed and alternate routes for the transmission line corridor would pass near Baggs, Wyoming. Developers of the project have tentatively scheduled construction to begin sometime in 2014. Peak construction workforce levels


during a three-year construction period would include an estimated 1,500 direct construction jobs (TransWest LLC, 2012).

Gateway West Transmission Line Project would consist of 10 transmission line segments that would extend 1,000 miles across southern Wyoming and southern Idaho. The transmission line corridor would not pass near the Little Snake River area in southwest Carbon County. The project is presently under environmental review by the U.S. Bureau of Land Management, the U.S. Forest Service, and other public agencies.

Energy Gateway South Project is a proposed single-circuit 500 kV transmission line that would extend from Wyoming to central Utah. PacifiCorp, the lead developer of the project, proposes to complete the project sometime between 2017 and 2019. One alternate route suggests that the transmission line could pass near Baggs, Wyoming.

It is uncertain whether any of the three transmission line projects would generate construction jobs in Carbon County or the Little Snake River area since larger contractors, based outside of Carbon County, would likely be contracted to complete each of the three regional transmission projects.

3.2.5 Mining, Quarrying, Oil & Gas Extraction

Carbon County contains a significant amount of mineral resources. For example, extensive coal deposits remain in the Hanna Basin. Sand and gravel deposits are scattered throughout various parts of the County. Limestone is present along the flanks of the Rawlins Uplift. Larger bentonite clay deposits are located north and southeast of Medicine Bow. Uranium resources are situated in the Shirley Basin, as well as in the Poison Basin west of Baggs. Significant oil and gas reserves are found in the Great Divide and Washakie geologic basins which are situated, in part, within and north of the Little Rascals Preschool and Daycare service area (Figure 3-2).

3.2.5.1 Oil and Gas Exploration and Production

An expansion of oil and gas exploration and production activities in the Washakie and Great Divide geologic basins is anticipated sometime during the next decade. In August 2012, about 23,928 natural gas and 341 oil wells were in production (Figure 3-3) in the Great Divide and Washakie geologic basins (Wyoming Oil and Gas Conservation Commission, 2012).

But, the potential for expanded oil and gas exploration and production in these areas is undeniable when consideration is given to the expressed interest of the oil and gas industry. In August 2012, there were 3,314 applications to the Wyoming Oil and Gas Commission for permits to drill new natural gas wells and another 4,704 pending gas well approvals for potential exploration opportunities in the Washakie and Great Divide geologic basins. In terms oil crude oil, there were six applications to the Wyoming Oil and Gas Commission for permits to drill new oil wells and another 30,798 oil well approvals pending for the same area (Figure 3-4).

The timing of any future expansion of oil and gas exploration and production in the Great Divide and Washakie geologic basins remains very uncertain and will be influenced largely by federal policies concerning oil and gas activities on public lands, as well as ever-changing oil and gas prices. The same holds true for other oil and gas exploration and production areas north of Wamsutter, south of Rock Springs, and portions of the Jonah Field that are supported, in part, by Devon Energy Corporation’s workforce that is based in Baggs.

At the time of this report, approximately 59 personnel are employed by Devon Energy Corporation in Baggs. During the coming decade, Devon expects that this workforce will increase to about 76 personnel. Given the ongoing exploration activities presently being pursued by other oil and gas companies, e.g., Shell Oil, just south and west of Baggs, it is also conceivable that other oil and gas companies may consider the establishment of a production field office in Baggs (Dunckley, 2012).


3.2.5.2 Uranium Mining

In July 2012, Crosshair Energy Corporation began the drilling of boreholes for a proposed Juniper Ridge Uranium project that is situated roughly seven miles west of Baggs. The Bureau of Land Management has already reviewed Crosshair Energy Corporation’s five-year plan of operations for the project. The U.S. Bureau of Land Management has initiated preparation of an environmental assessment of the project. Crosshair Energy envisions that the first phase of this would employ 35 individuals during exploration; another 15 persons would be retained for a subsequent operational phase (Crosshair Energy Corporation, 2012).


CHAPTER FOUR CHILD CARE DEMAND

4.1 INTRODUCTION

Chapter Four presents recent enrollment data and forecasts of anticipated demand for the Little Rascals Preschool and Daycare service area. Calculation of the anticipated enrollment for Little Rascals Preschool and Daycare is essential to help evaluate the need for a new facility, as well as the adequacy of enrollment to gain revenues necessary to support long-term operations and maintenance.

4.2 METHODOLOGY

Pedersen Planning Consultants initially evaluated selected demographic and economic characteristics of the Little Rascals Preschool and Daycare service area. The trends identified in this evaluation are described in Chapters Two and Three.

The calculation of future child care demands considered the potential growth in resident population, the size of the preschool/child care age group, as well as what proportion of each age cohort might be enrolled at Little Rascals Preschool and Daycare.

The population of the service area was estimated using available Census block information from the 2010 Census. Based upon demographic and economic trends identified in Chapters Two and Three, PPC developed low and moderate population growth scenarios for the 2013-2022 period (see section 4.3). Arbitrary rates of annual population growth assumptions were determined for each scenario and used to calculate two different population forecasts for the coming decade.

Available child care enrollment data for Little Rascals Preschool and Daycare were obtained from a representative of Child Care Finder, a former division of Child and Nutrition Services in Casper, Wyoming (Williams, 2012). Comparable data for 2011 and 2012 was were also provided by Little Rascals Preschool and Daycare staff (Otte, 2012).

Subsequently, Pedersen Planning Consultants organized and developed a statistical model for the calculation of future child care demands. The model was used to determine a forecast range for future child care demands that was calculated in the following manner.

4.2.1 Low End of the Forecast Range

PPC initially determined the size of the four childcare age cohorts through the use of population and age characteristics data that are available for 2010 Census blocks comprising the Little Rascals Preschool and Daycare service area. Available child care enrollment data for 2010 enabled PPC to determine what proportion of children in each age group were receiving preschool education and/or child care from Little Rascals Preschool and Daycare. Statistical proportions for each of the four child care age groups were applied to the low growth scenario forecast to determine the low end of the forecast range.

4.2.2 High End of the Forecast Range

The high end forecast used the population forecast tied to the moderate growth scenario. In addition, higher proportions of the birth to 12-year old age group were assumed to enroll at Little Rascals Preschool and Daycare. This second assumption takes into account two factors that could influence future child care demand.


Increased employment in the LRPD service area would likely encourage more parents, particularly younger mothers, to seek employment outside of the home.

A new improved preschool and daycare facility will likely attract more parents to enroll their children at Little Rascals Preschool and Daycare.

4.2.3 Unmet Demand

The forecast of unmet demands was determined by deducting actual 2012 enrollments from the anticipated enrollment range for each child care age group. Through this calculation, PPC also made the following underlying assumptions:

Little Rascals Preschool and Daycare’s existing facility cannot meet floor space requirements required to serve any children beyond its 2012 enrollment.

Little Rascals Preschool and Daycare will remain as the only licensed child care facility in its service area.

4.3 ANTICIPATED POPULATION GROWTH

The resident population of the Little Rascals Preschool and Daycare (LRPD) service area included 1,005 residents in 2010. As discussed in Chapter Two, the service area population grew about 15 percent between 2000 and 2010, or approximately 1.5 percent per year.

Future growth in the coming decade will likely be spurred by expanded oil and gas production in the Washakie and Great Divide geologic basins, Jonah Field in Sublette County, as well as other exploration and production areas in neighboring Sweetwater County that are supported by Devon Energy Corporation. Devon Energy Corporation anticipates adding about 17 personnel to its workforce during the coming decade (Dunckley, 2012). Other oil and gas exploration, production and support service companies could also establish small field offices in Baggs and bring more permanent jobs to the LRPD service area.

Further expansion of the resident population may be generated from Crosshair Energy Corporation’s operation of a Juniper Ridge Uranium mining project about seven miles west of Baggs, Wyoming. As stated earlier, Crosshair Energy Corporation began the drilling of boreholes for the project in July 2012. The initial exploration phase is expected to employ 35 individuals; another 15 persons may eventually be employed for a planned operational phase (Crosshair Energy Corporation, 2012). An environmental assessment of this project is being completed by the U.S. Bureau of Land Management at the time of this report.

The proposed TransWest Express Transmission Project and proposed Energy Gateway South Project would, if authorized, involve the construction of transmission lines in the vicinity of the LRPD service area. Since larger contractors would be used to develop these projects, these projects are not expected to generate new construction employment opportunities in the LRPD service area. However, new jobs associated with accommodation and food services, as well as retail trade, would be derived from short-term construction activity.


Given the uncertainty concerning various factors influencing future oil and gas exploration, uranium mining, and transmission line development, PPC established two potential population growth scenarios for the 2013-2022 period.

A low growth scenario assumes that the resident population of the Little Rascals Preschool and Daycare service area will rise to approximately 1,220 residents by the year 2022. Such growth would represent an average annual growth rate of 1.8 percent between 2010 and 2022 (Table 4-1).

A moderate growth scenario assumes that the resident population of the LRPD service area will increase to about 1,286 persons in 2022 (Table 4-1). The average annual rate of growth between 2010 and 2022 would be 2.3 percent.

TABLE 4-1 ANTICIPATED LOW AND MODERATE GROWTH

RESIDENT POPULATION LITTLE RASCALS PRESCHOOL AND DAYCARE SERVICE AREA

2010-2022 ANTICIPATED LOW GROWTH ANTICIPATED MODERATE GROWTH

Year

Estimated Population (persons)

Annual rate of Growth (percent)

Estimated Population (persons)

Annual rate of Growth (percent)

April 2010 Census 1,005 BASE YEAR 1,005 BASE YEAR 2011 1,020 1.50 1,020 1.50 2012 1,035 1.50 1,035 1.50 2013 1,051 1.50 1,051 1.50 2014 1,069 1.75 1,071 1.95 2015 1,089 1.80 1,096 2.25 2016 1,110 2.00 1,126 2.75 2017 1,133 2.00 1,157 2.75 2018 1,151 1.60 1,186 2.50 2019 1,168 1.50 1,212 2.25 2020 1,185 1.50 1,236 2.00 2021 1,203 1.45 1,261 2.00 2022 1,220 1.45 1,286 2.00

Source: Pedersen Planning Consultants, 2012.

4.4 RECENT ENROLLMENT AT LITTLE RASCALS PRESCHOOL AND DAYCARE Little Rascals Preschool and Daycare Board (LRPDB) initially established a preschool on the Carbon County property in 2003. But, these services were expanded to include general daycare services in 2007. For the purposes of this study, LRPD enrollment data was examined for the three most recent years of operation that included 2010, 2011, and 2012. Similar to other child care facilities in Wyoming, historical enrollment data for Little Rascals Preschool and Daycare were previously collected by Child Care Finder, a division of Children and Nutrition Services in Casper, Wyoming, during the second quarter of each year.

Available information from 2010 through 2012 indicates that the total enrollment of the Little Rascals Preschool and Daycare has ranged between 40 and 53 children Table 4-2).

Out of an estimated 15 infants (birth to one year of age) in the LRPD service area, there were no infants enrolled in 2012. Previously, LRPD provided care for up to three infants in 2011.


Toddlers, ranging from one to three years of age, included about 31 percent of all toddlers residing in the service area. Toddler enrollment tripled between 2010 and 2012.

Almost 92 percent of all preschool-aged children in the service area receive early childhood education and/or daycare at LRPD. Preschool education fell 23 percent between 2010 and 2012. This decline reflects the cancellation of an afternoon preschool session that was available in 2010, as well as insufficient floor space to accommodate a growing daycare enrollment (Stock, 2012).

And almost seven percent of all school-age children, ranging from six to twelve (12) years of age, received afterschool care in 2012. Afterschool care increased significantly from 2010, when no school-age children were provided care, compared to seven children in 2011 and nine children in 2012. 4.5 CHILD CARE DEMAND FORECAST

4.5.1 General

During the next decade, child care demands for the Little Rascals Preschool and Daycare service area are expected to include 66 to 74 children by the year 2022 (Table 4-3). The potential demands for each of the four child care age groups are discussed more fully in the following paragraphs.

4.5.2 Infant Care

Infant care demands are expected to rise from no demand in 2012 to 4 to 5 infants by 2022. Infants will likely represent the smallest proportion of future child care demands since many mothers prefer to care for their children in their earliest stage of development. This conclusion is supported, in part, by past infant enrollments at Little Rascals Preschool and Daycare in 2010 and 2011 (Table 4-2).

4.5.3 Toddler Care

It is anticipated that the demand for toddler care of toddlers, or children between one and three years of age, will expand to 14-16 children by 2022 (Table 4-3). The size of this age group is expected to grow gradually during the coming decade.

4.5.4 Preschool

Preschoolers, ranging from three to five years, will likely comprise the greatest proportion (almost 58 percent of future child care demand) in the LRPD service area. The number of preschoolers is expected to climb to 38 to 41 children by 2020 (Table 4-3).

4.5.5 School-Age

The demand for afterschool care is expected to modestly expand to between 11 and 12 children by 2020 (Table 4-4). A wide range of afterschool activities available at Little Snake River Valley School will continue to draw school-age children to various organized recreational activities. However, planned improvements to the Little Rascals Preschool and Daycare facility will help sustain and increase after the demand for afterschool care for children who choose not to participate in activities and programs at Little Snake River Valley School.

TABLE 4-2 RECENT ENROLLMENT

LITTLE RASCAL PRESCHOOL AND DAYCARE 2010-2012

Type of Care 2Q 2010 2Q 2011 4Q 2012

Infant 1 3 0 Toddler 4 5 12 Preschool 43 25 32 School-Age 0 7 9 Total 48 40 53 Sources: Otte, 2012; Williams, 2012; Pedersen Planning Consultants, 2012.


4.5.6 Unmet Demand

Since Little Rascals Preschool and Daycare is the only licensed facility in the LRPD service area, calculation of the potential demand can be derived by subtracting the authorized capacity of LRPD from the total childcare demands that are anticipated for the Little Rascals Preschool and Daycare service area in 2022. The authorized capacity for the existing LRPD facility is 32 children at any given time of the day. The deduction of this capacity from a total enrollment of 66 to 74 children in 2022 indicates that there would be an unmet demand of 34 to 42 children. Consequently, these demands need to be met through an expansion of Little Rascals Preschool and Daycare facility and/or the development of other licensed child care facilities.

Forecast Range Forecast Range Forecast Range Forecast Range Forecast Range a) 2012 0 12 32 9 53

2013 3-4 12-13 32-33 9-10 57-602014 3-4 12-13 33-34 9-10 58-622015 3-4 13-14 34-35 9-11 59-632016 3-4 13-14 34-36 10-11 60-642017 3-4 13-14 35-37 10-11 61-642018 3-4 13-14 36-38 10-11 62-682019 3-4 14-15 36-39 10-12 63-702020 4-5 14-15 37-39 10-12 64-712021 4-5 14-16 37-40 10-12 65-732022 4-5 14-16 38-41 11-12 66-74

Notes: a) Actual LRPD enrol lment as of 10/22/12.


School-Age (6 to 12 years)

Total Child Care Demand

TABLE 4-3ANTICIPATED DEMAND FOR CHILD CARE

NUMBER OF CHILDRENLITTLE RASCALS PRESCHOOL AND DAYCARE CENTER

2012 to 2022

YearInfant

(birth to 12 months)Toddler

(12 to 36 months)Preschool

(3 to 5 years)


CHAPTER FIVE SITE CHARACTERISTICS

5.1 GENERAL

Chapter Five provides an overview of several site characteristics and other considerations that influence the feasibility of developing a new child care center on the property.

The 0.87-acre project site in Baggs, Wyoming, which is under consideration for construction of a new and expanded child care center, is owned by Carbon County (Figure 5-1). This property contains a preschool and daycare facility operated by the Little Rascals Preschool and Daycare Board, an adjacent senior center that is operated by Carbon County Senior Services, and a vehicular parking area that serves both facilities. Both buildings on the property are also owned by Carbon County.

5.2 TOPOGRAPHY AND DRAINAGE

The topography of the site is generally flat. Ground elevations fall slightly from east to west. No topographic survey was completed for the feasibility study.

Onsite observations by Vision Land Consultants in October 2012 suggest that rainwater from a portion of nearby Wyoming State Highway 70 and Whippoorwill Drive, as well as drainage from onsite buildings and existing vehicular parking area, is all conveyed to the grassy area on the west side of the project site. During the winter months, snow from the vehicular parking area is plowed and stored west of the vehicular parking area (Smith, 2012).

A local general contractor reports that ground water in the vicinity of the project site is occasionally high, sometimes only two to four feet below the existing ground elevation (Montgomery, 2012). Higher ground water provides some insight concerning why various buildings in the vicinity of the project site appear to be built slightly above existing ground elevations.

Based on interpretation of the information contained within the U.S. Federal Emergency Management Agency (FEMA) Flood Insurance Study for the Town of Baggs, it appears that the project site is located in the floodplain of the Ledford Slough, with a 100-year peak discharge of approximately 900 cubic feet per second. The 100-year water surface elevation is predicted to be approximately two-feet above the existing Ledford Slough stream bed elevation and is estimated to be at an elevation of 6,247 feet (based on NGVD 29 datum reference) at the LRPS site. Most notably, information from FEMA’s Flood Insurance Rate Map delineates an A-E Zone, which clearly shows that the LRPS site is located in this zone, but also clearly shows that Wyoming State Highway 70 (directly north of the site) is not located in this zone. According to the FEMA Flood Insurance Study, there was a large amount of snowmelt and subsequent flooding of the Town of Baggs in May of 1984, which exceeded the predicted 100-year flood. If there is any knowledge of which existing buildings (adjacent to the LRPS site) were flooded during this storm, it could provide another good indication of a design flood elevation.

Little Rascal Preschool and Daycare building on left and Baggs Senior Center facility (gray building on right) off Whippoorwill Drive in Baggs


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Back side of Figure 5-1

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5.3 SOILS

The project team contacted the local U.S. Natural Resources Conservation Service (NRCS) representative in Baggs, Wyoming to obtain any available soils information for the project site. NRCS is in the midst of revising and expanding past soil surveys in various parts of Carbon County. However, no additional information was available for the project site at the time of this report (Daugherty, 2012). 5.4 EXISTING SITE ACCESS AND PARKING

Vehicular access to the site is available from Whippoorwill Drive via Wyoming State Highway 70.

The existing vehicular parking area has an asphalt surface, with no striping. It is currently shared by users of the pre-school and the senior center. Various representatives of the Little Rascals Preschool and Daycare Board and Carbon County Senior Center expressed a general concern with the safety of the current parking area configuration. Younger and older users of the vehicular parking area often inter-mix during mid-day lunchtime activities at the Senior Center. Concurrently, various parents pick up children at LRPD during the same time period.

Based upon current parking habits and the lack of striping, Vision Land Consultants estimates that the shared parking lot can probably accommodate about 16 to 18 parked vehicles. If the current parking lot were properly striped and signed, VLC estimates that the vehicular parking area could handle approximately 23 parked vehicles (21 standard + 2 handicap spots).

5.5 EXISTING SITE UTILITIES

5.5.1 General

Operation of a child care center requires the support of various supporting utilities such as water distribution, wastewater collection, solid waste collection and disposal, natural gas, electrical power, and telecommunications via voice and Internet. Connections to water, wastewater, electrical power and natural gas need to be situated in close proximity to a child care center. Otherwise, the cost of utility connections adds a significant cost to site and facility development.

5.5.2 Water Distribution

The Town of Baggs owns, operates and maintains the municipal water system that extends, in part, to Whippoorwill Drive.

The existing municipal water main that serves the project site is a 6-inch ductile iron pipe (DIP) or polyvinyl chloride (PVC) pipe that is buried five to seven feet below the surface elevation of Whippoorwill Drive (Figure 5-2). A ¾-inch copper water service line connects to the east side of the LRPD building. A water meter is located inside the LRPS building and water use is checked remotely.

5.5.3 Wastewater Collection

The Town of Baggs also owns, operates and maintains a municipal wastewater system that, in part, serves the project site. An 8-inch polyvinyl chloride (PVC) sewer main is buried approximately 4.5 feet below the surface of Whippoorwill Drive (Figure 5-2). A 4-inch PVC sewer service pipe enters from the east side of the building.

Parking area between LRPD and Senior Center. Building shown in back is portion of Cowboy Motel.


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Back side of Figure 5-2

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5.5.4 Electrical Distribution

Electrical service to the LRPD building is provided by Yampa Valley Electric. It is a standard 120/240 service that comes from a 50 kVA transformer located on a power pole on the southwest corner of the site (Figure 5-2).

There is a three-phase line on the existing overhead primary line on the west side of the property. Yampa Valley Electric representatives report that the primary overhead electric lines along the north and west boundaries of the site do not contain dedicated (recorded) utility easements, but rather have a prescriptive easement.

5.5.5 Natural Gas Distribution

Questar Gas Company operates and maintains a natural gas distribution system in Baggs, Wyoming. The distribution system extends, in part, along Whippoorwill Drive. Little Rascals Preschool and Daycare facility is connected to this system. Natural gas is the energy source used to heat the building.

5.5.6 Voice and Internet Communications

Within the Little Rascals Preschool and Daycare service area, Dubois Telephone Exchange (DTE) provide Voice and Internet communication services to the communities of Baggs, Dixon, and Savery. DTE’s broadband service, which transmits data and voice over existing telephone lines, offers variable Internet packages that range from 3.0 to 10.0 megabytes per second. LRPD obtains Voice and Internet services from Dubois Telephone Exchange.

5.5.7 Solid Waste Collection and Disposal

Solid waste collection can be achieved through the use of a private refuse collection company that can deliver solid waste material to the Baggs Solid Waste Disposal District’s transfer station and recycling facility situated north of Baggs. A second option is for Little Rascals Preschool and Daycare personnel to collect solid waste material and assign one of its staff to deliver solid wastes to the local transfer station and recycling facility.

5.6 ZONING REQUIREMENTS AND BUILDING REGULATIONS

The Town of Baggs does not have a specific building code and currently no building inspections are conducted within the Town. The only required approvals for building construction are from the State Electrical inspector and State Fire inspector.

The LRPD site is located in a Public Use District (Section 17.32 in Town Zoning Requirements). There are no defined building setbacks or parking requirements. The only requirement for this zoning is that a site application must be approved by the Baggs Town Council with the advice of the Planning Commission.

While there are no property setback requirements for this property from the Town of Baggs, the Wyoming Fire Marshall requires that buildings are constructed at least 10 feet from all adjacent property boundaries.

5.7 EXISTING SITE IMPROVEMENTS

5.7.1 Little Rascals Preschool and Daycare

The Little Rascals Preschool and Daycare facility is situated on the south end of the 0.87-acre project site. The facility includes a double-wide factory-built structure that was originally fabricated, formed, or assembled in a manufacturing facility. Linda Fleming, a long-time community leader in the Little Snake


River Valley, reported that the building presently used for the Little Rascals Preschool and Daycare was originally obtained by the community in the late 1960s or early 1970s from the Memorial Hospital in nearby Craig, Colorado. The building was originally used as a medical clinic in Moffat County, Colorado.

Following its relocation to Baggs, the Little Snake River Valley community used the building to house the first Noyes Medical Clinic in Baggs. After the Noyes Medical Clinic relocated to a new facility, the building was provided to the Little Rascals Preschool and Daycare Board in 2003 for its use as a child care facility (Fleming, 2012).

The existing child care facility is approximately 28 feet wide and 68 feet long and comprises roughly 1,904 square feet.

The east side of the Little Rascals Preschool and Daycare facility, which includes about one third of the building’s total floor area, is used to accommodate infants and young toddlers. This area includes a diaper station, sleep and play area, as well as a small office.

The west side of the building, comprising the remaining two-thirds of the total floor space, supports preschool and daycare services for older toddlers, preschool and school-age children. The main entry to the facility is accessed from the west side of the building. A small warming kitchen and restroom facility is also located on the building’s west side.

5.7.1.1 Facility Deficiencies

The current LRPD facility is authorized by the Wyoming Department of Family Services to serve a maximum of 32 children at any given time during normal facility operations. However, the lack of designated floor space that can be dedicated exclusively to toddlers, preschool, and school-age children requires LRPD to share floor space on the west end of its facility to serve these three child care age groups. Different furnishings and equipment are needed to provide effective early childhood education and child care for toddlers, preschoolers, and school age children.

The shared use of floor area in the western portion of the facility could continue if the demands for early childhood education and child care would remain the same or decline. But, the demands for preschool and daycare services in the LRPD service area continue to gradually rise. In 2011, for example, overall enrollment at LRPD declined to 40 children because LRPD was forced to close an afternoon preschool class due to a lack of floor space (Otte, 2012). Further, there are no other licensed preschool or child care facilities in the Little Snake River Valley. For this reason, greater floor space is urgently needed for Little Rascals Preschool and Daycare to:

effectively serve toddlers, preschool and school aged children; and, respond to growing preschool and child care demands by adding additional floor space and

gaining an increase in authorized capacity.

There is a very small office in the northeast corner of the existing LRPD building that probably contains only about 64 square feet. The office can barely accommodate one computer desk, chair, file cabinets, and the storage of other administrative materials. There is no space available in the office where parents, teachers or the LRPD director can meet. 5.7.2 Carbon County Senior Center

The Carbon County Senior Center building is located on the north end of the project site. The building is approximately 32 feet wide by 78 feet long and includes roughly 2,496 square feet. The facility primarily includes a spacious dining/multi-purpose room, a commercial kitchen, and restroom facilities.


5.8 ADJACENT LAND USES 5.8.1 Carbon County Higher Education Center

A satellite educational facility of the Carbon County Higher Education Center is situated adjacent to the southern boundary of the project site. This facility is frequented by many residents in the Little Snake River Valley who attend a variety of community education classes. Some residents working or attending classes at CCHEC may enroll their children at LRPD.

The educational activities that take place at CCHEC are believed to be compatible with child care operations at Little Rascals Preschool and Daycare.

Carbon County Higher Education Center is pictured on the left, with Little Rascals Preschool and Daycare building in the middle, and Baggs Senior Center on the right

5.8.2 Cowboy Inn

Cowboy Inn, or the former Drifters Inn, is located immediately west of the project site. The rear side of one building, comprising several attached motel rooms, faces the project site. Guests of the motel that occupy these motel rooms access the rooms from the west side of that building. Consequently, motel guests do not come in contact with children at LRPD. Further, a fence currently separates the motel complex from the LRPD’ s outdoor play area.

The rear of one of the Cowboy Inn buildings is shown on the left (west side) with the CCHEC building on the right. The new facility would be located in the vicinity of the playground area.

The Cowboy Inn (formerly Drifter’s Inn) fronting Wyoming State Highway 789 (east side)


CHAPTER SIX CONCEPTUAL SITE AND FACILITY DESIGN CRITERIA

6.1 INTRODUCTION

Chapter 6 outlines various criteria for site and facility development, as well as the eventual operation of a new Little Rascals Preschool and Daycare facility. Design criteria presented in Chapter 6 were derived from a review and evaluation of child care facility design and operational criteria that is available from:

Administrative rules and regulations of the Wyoming Department of Family Services that apply to the certification of licensed child care facilities and child care centers.

Early Childhood Program Standards and Accreditation Criteria adopted by the National Association for the Education of Young Children (NAEYC) in April 2005;

Frank Porter Graham Child Development Center, University of North Carolina at Chapel Hill;

Community Investment Collaborative for Kids in New York, New York; and,

the U.S. General Services Administration.

Available literature from these sources was supplemented with guidance and preferences obtained from discussions with members of the Little Rascals Preschool and Daycare Board, as well as Kayla Otte, Executive Director of the Little Rascals Preschool and Daycare facility. Other criteria were based upon the site and facility planning experience of Pedersen Planning Consultants and Vision Land Consultants. 6.2 SITE CRITERIA

6.2.1 Location and Accessibility

Child care centers are ideally located near or en route to primary places of employment in a community. When this is achieved, parents are able to deliver and pick up children on a timely basis, particularly when their child is sick or some type of emergency occurs. For example, the present location of Little Rascals Preschool and Daycare in Baggs, Wyoming is situated within one to two miles of two of the larger employers in the LRPD service area: Devon Energy Corporation’s production field office and the Little Snake River Valley School in Baggs.

It is also important that the child care center site is conveniently accessible for incoming and outgoing vehicular traffic, as well as emergency medical and other public safety vehicles. As vehicles arrive at a child center, it is also essential that adequate vehicular parking is available as parents need to deliver or pickup their children inside the child care center, document their arrival and departure from the facility, as well as interact with teachers and other daycare providers at the child care center. The size of the vehicular parking area and number of parking spaces should be tied to anticipated childcare enrollments and reasonable estimates of peak traffic during child delivery and pick-up time periods.

When situated near residential areas, it is desirable that safe pedestrian routes are available to parents and staff members who may choose to walk to and from the child care center. Bike racks should also be provided near the main entrance to the child care center to enable school-age children who may choose to use their bicycles to travel from Little Snake River Valley School to the child care center and subsequently travel home.

Vehicular parking at LRPD


6.2.2 Compatibility with Adjacent Land Uses

Safety of the child is the primary consideration associated with the location and operation of any child care facility. In the context of site location, adjacent land uses represent an important consideration. Adjacent land uses can generate undesirable child exposures to potential hazards such as noxious odors, elevated noise levels, contaminated solid waste material, vehicular traffic, or adverse behavior from occupants of neighboring properties.

6.2.3 Connection to Supporting Utility Systems

The evaluation of site characteristics in Chapter 5 indicates that supporting utility systems for water distribution, wastewater collection, electrical distribution, natural gas, and Voice and Internet communications are either already connected to the LRPD facility, or readily accessible for connection to available distribution systems along Whippoorwill Drive. In terms of future site development, it is important to understand some of the policies and procedures of utility providers, as well as the responsibilities and costs associated with the connection of any new facility on the project site to existing utilities.

6.2.3.1 Water Distribution and Wastewater Collection

It is standard practice for the Town of Baggs, Public Works Department, to tap the main lines and install the water and sewer services to the curb stop/property line. As a result, LRPS would be responsible for construction from the curb stop/property line to any new building.

If the existing building were to remain in use, the Town of Baggs, Public Works Department, prefers that new water and sewer services are installed for the new building as the Department of Public Works would discourage the use of the existing services for the new building. The Department of Public Works also recommends that new services are buried with, at least, 6 feet of cover. Further, a water shutoff for the water service line should be located inside of any new child care facility.

There is a $2,000 “access fee” for each water and sewer service. The Town has a “frost clause” which requires a 50 percent increase in tap fees if taps are constructed between December 1 and March 31. The current tap fee for a 4-inch standard sewer service is $700. The current water tap fees are $1,500 for a ¾ inch service, $1,900 for a 1-inch service, and $3,000 for 3-inch service. A 4-inch water service for a building sprinkler system is $15,000 and requires that the Client pay for the installation of the tap. It is possible that the tap fees could be negotiated with the Town of Baggs to reduce overall utility connection costs.

6.2.3.2 Electrical Distribution

New electrical connections are generally completed by Yampa Valley Electric at no charge to a property owner, so long as the overall voltage is not changed and it remains as a single-phase service. The minimum distance from any part of the building to a main overhead transmission line is 10 feet horizontally and 16 feet vertically. The building also needs to be separated, at least, 4 feet, in any direction, from an electric overhead service line because the service lines are insulated. 6.3 FACILITY CRITERIA

6.3.1 Introduction

A dominant theme found in available literature from reliable sources indicates that quality child care involves more than custodial care.

“Children learn something in every setting, whether we acknowledge it or not, and that learning has implications for future learning. Child care settings are always early education settings (and


provide the great majority of school readiness experience) but are often not adequately funded to provide quality education—or care, for that matter” (Greenman, 2005).

An all-day childcare environment should also be viewed differently from part-day preschool operations. Preschool operations typically emphasize early childhood education to help prepare children for their eventual entry into an education setting. While school readiness is an important objective, a well-designed living environment, within the all-day child care facility, can also enhance the emotional stability of a child.

Children are less cognitive and more visual beholders of the environment around them. They approach their world by hearing, touching, and seeing various aromas, sounds, colors, textures and light. Consequently, the quality of a childcare environment is significantly influenced by available windows and lighting, acoustics, furnishings, and other equipment in the child care facility (Greenman, 2005).

A child care center facility ideally provides a combination of infant, toddler, preschool, and afterschool care. A larger facility provides the provider of early childhood education and daycare with the opportunity to provide educational opportunities, as well as a living space that enhances the emotional stability of the child. A larger child care center also enables the childcare provider to serve a larger client base that is necessary to financially support the increased cost of day-to-day operations.

6.3.2 Type of Child Care Facility

In Wyoming, any licensed child care facility, which serves 16 or more children during part of any day, is defined as a child care center (Wyoming Department of Family Services, 2012). Little Rascals Preschool and Daycare presently operates as a licensed child care center that is certified by the Wyoming Department of Family Services.

The anticipated enrollment for LRPD during the coming decade indicates that the Little Rascals Preschool and Daycare will continue to operate as a licensed child care center. LRPD will continue to offer early childhood education opportunities, provide daycare to infants, toddlers and preschool age children, as well as provide afterschool care to school-age children between 6 and 12 years of age.

6.3.3 Building Entry, Security, and Exits

One main entry should be provided to the child care center. Multiple entries to a child care center reduce the ability of child center management and staff to monitor all persons entering the facility and pose a potential security risk to children.

A keyless entry system should be installed on the main door to provide greater security to children attending the child care center. Little Rascals Preschool and Daycare would provide unique ID numbers to LRPD teachers and daycare staff, administrative personnel, parents of enrolled children, and authorized visitors. Codes would be disabled by LRPD administrative staff to reflect changes in clients and staff to help provide a safe, secure environment for children and provide peace of mind for parents.

The main entry should include a small vestibule area or mudroom, approximately 8 x 8 feet, where people entering the building can remove dirt and snow from footwear before entering the administrative area of the child care center.

In terms of building exits, the International Building and Fire Code requires that the child care center building will need to include at least two building exits. However, Chapter 11 of the Administrative Rules for Certification of Child Care Facilities, which outline Fire Standards for Child Care Centers and Family Child Care Centers, also requires that all sleeping rooms contain have at least one exterior emergency escape and rescue opening that opens to the building exterior. The rescue opening may be a window or door (Wyoming Department of Family Services, 2012).


Area Item QuantityMain Entry wall bulletin/presentation board 1

visitor chairs and side table 1 setwall informational display table/case 1parent mail slots (one per family), set of 22 slots 3

Administration/ desks 3Reception office/secretarial chairs 3

desk-top computer w/monitor & keyboard 2laptop computers 2fax/scan/print/copy machine, networkable 1file cabinet 2

Executive executive desk 1Director's Office executive chair 1

work/computer desk 1desktop computer w/monitor and keyboard 1file cabinet 1small conference table and 2 chairs 1bookcase 1staff lockers (steel, double tier, 6 units) 2staff mailboxes 1laptop computers 2square layout table 2bookcase 2file cabinet, lockable (for confidential files) 2storage cabinet, lockable 2


TABLE 6-1 RECOMMENDED FURNITURE, FIXTURES AND EQUIPMENT

ADMINISTRATIVE AREAINCLUDING RECEPTION AREA, DIRECTOR'S OFFICE,

PREPARATION AND STORAGE AREAS

Teacher Preparation/Storage Area

6.3.4 Administrative Area

An important consideration in the design of the child care facility is the floor space that is devoted to personnel that operate the child care facility. It is also important that suitable area is provided to enable staff to effectively interact with parents who bring their children to the child care center.

An adult restroom, containing about 70 square feet, should be located near the administrative/reception area. This shared restroom would primarily be used by LRPD personnel and school-age children, as well as parents and visitors coming to the child care center.

6.3.4.1 General Administrative/Reception Area

A general administrative area is necessary to provide work space and office furniture, e.g., computer desks and chairs, for an assistant director, office manager, temporary contract labor and/or volunteers (Table 6-1). Anticipated enrollment at Little Rascals Preschool and Daycare suggest that the general administrative area will need to accommodate three computer desks and chairs for these personnel.

The general administrative area should contain, at least, 200 square feet, and be situated adjacent to the director’s office to facilitate efficient coordination between the director and the administrative staff.

An open counter fronting the general administrative area and related reception area is also desirable to provide a specific location where incoming parents may come to interact with administrative staff, document their delivery or removal of their child from the child care center, and check announcements distributed to their individual parent mailboxes. This counter/reception area should be conveniently located near the main entry to the child care center. The open counter will also enable administrative staff to visually see incoming and outgoing visitors to the preschool and daycare facility.

6.3.4.2 Director’s Office

The administrative affairs of the child care center require a small office for the director of the child care center. This space should include, at least, 120 square feet. The office will need to accommodate a standard office desk, a separate computer desk, and one or more file cabinets (Table 6-1). Additional space in the director’s office, e.g., 70 square feet, should also be provided to include a small round table, chairs and/or couch where informal conferences between the director, a parent, and a staff member can take place.

6.3.4.3 Teacher Preparation Area

Teachers and daycare providers typically work and interact with children in designated classrooms within the child care center. However, teachers and childcare providers need an area where they can prepare


and organize learning materials outside of the classroom. A teacher preparation area is recommended to meet these needs. The teacher preparation area would ideally be located adjacent to the administrative area so that office equipment and supplies could be accessible to and shared by teachers, daycare providers and administrative staff.

The teacher preparation area would desirably include a room containing about 320 square feet of floor area. This room would be used by teachers, daycare providers and administrative staff to organize and prepare instructional and administrative materials. One computer station and color laser printer would also be located in the teacher preparation area along with a layout table where learning materials could be laid out, collated and prepared for use (Table 6-1).

One computer station and color laser printer would also be located in the teacher preparation area along with a layout table where learning materials could be laid out, collated and prepared for use (Table 6-1). The incorporation of upper and lower cabinets and open counter space around the perimeter of this room would also enable convenient access to stored resource materials and equipment.

6.3.4.4 Anticipated Net Floor Area Requirements

The floor space required for the entire administrative area would encompass about 844 square feet of net floor area. This would include floor space for the director’s office, general administrative and reception area, teacher preparation area, and one adult restroom.

6.3.5 General Learning and Activity Area Requirements

6.3.5.1 Indoor Areas

The indoor floor area requirements of the Wyoming Department of Family Services stipulate that each child must have a minimum of thirty-five square feet of usable play space and that the space must be available to the children on a continual basis. When play and sleep space is combined, the Wyoming Department of Family Services requires that each infant and toddler must have 50 square feet of usable floor space.

Consequently, the net floor area requirements reflect a deduction of floor areas that are occupied or covered by diaper stations, cubby storage units, shelf units, and other permanently fixed furnishings, furniture, and play equipment.

6.3.5.2 Outdoor Play Areas

The outdoor play area requirements, which are outlined in Chapter 8 of the Wyoming Administrative Rules for the Certification of Child Care Facilities, require, in part, the availability of 75 square feet of play area for each child when the ages of children are combined. However, if play areas are provided for specific age groups, the amount of play area is variable (Table 6-2).

All playground equipment with a fall height of more than 24 inches must be installed over a resilient surface covering the appropriate use zones to meet the regulatory standards of the Wyoming Department of Family Services. Materials considered acceptable by WDFS for outdoor resilient surfacing include wood mulch, double-shredded bark mulch, uniform wood chips, fine sand, coarse sand, and pea gravel. The use of other materials may also be authorized if they have been certified by the manufacturer to be shock-absorbing resilient material in accordance with the American Society for Testing Materials Standard (Wyoming Department of Family Services, 2012). Little Rascals Preschool and Daycare presently uses a rubberized mulch material that is manufactured from shredded tires (Otte, 2012).

TABLE 6-2 OUTDOOR PLAY AREA REQUIREMENTS

CHILD CARE CENTERS Child Care Age Group

Play Area Requirement (square feet per child)

Birth to 18 months 35 18 to 24 months 50 Over 24 months 75 Combined Age Groups 75 Source: Wyoming Department of Family Services, 2012.


In terms of depth, six inches of uncompressed resilient surfacing (except sand) is required for a fall height of more than two feet but less than seven feet. Playground equipment having a fall height of seven to 10 feet will require nine inches of uncompressed resilient surface material. Sand is not to be used as a surfacing material when the fall height is greater than four feet (Wyoming Department of Family Services, 2012).

Specific perimeter fencing standards of the Wyoming Department of Family Services also require the installation of a 4-foot high fence. The bottom edge of the fence is to be more than 3.5-inches above the ground elevation of the fence.

6.3.6 Infant Care

6.3.6.1 Enrollment and Staffing Assumptions

Infants are children who are less than one year of age. Based upon anticipated infant enrollments for the coming decade, it was assumed that the child care center would serve a maximum of 4-5 infants at any given time during daytime hours. One daycare provider is required by the Wyoming Department of Family Services to monitor up to four infants and two daycare staff are required to care for up to eight infants. However, various exceptions and staffing options are outlined in Chapter 8, Section 1 of the Wyoming Department of Family Services Administrative Rules for Certification of Child Care Facilities (Wyoming Department of Family Services, 2012).

6.3.6.2 Room Layout and Activity Relationships

The infant care room will ideally not be partitioned except for one adult restroom. Open shelves, cribs, and cubby storage units can be used to effectively establish activity areas within the infant care room. An open room environment enhances the abilities of teachers to monitor and observe all children, increases the accessibility to each child in the infant care room, facilitates the introduction of natural light into the living space, and provides a more spacious atmosphere.

The entry to the infant care room should contain some type of presentation board to enable occasional communications between teachers and parents. A presentation board can concurrently be used to display pictures of parents and other family members of each child. A cubby box storage unit is necessary for the storage of outerwear and other belongings brought by parents for their children.

The feeding and eating area needs to be adjacent to a small refrigerator, sink, counter, microwave and cabinet area where food and drinks are stored and prepared for feeding. Teachers working with infants must respond to variable diet requirements that progress considerably during the first year of an infant’s life. The diet of an infant ranges from bottle feeding to soft and finger foods. Infants are typically held individually by teachers during periodic bottle feedings. Soft and finger foods are often introduced to infants at around five to six months of age. By nine months of age, infants begin to feed themselves and drink from cups (U.S. General Services Administration, 2003). Consequently, the feeding area needs to support a combination of individual bottle feeding for younger infants, as well as group feedings for older infants.

The use of a “toddler table”, which provides small, built-in seats within a child-scale table, can facilitate the feeding of several older infants and, at the same time, provide an opportunity for some interaction between older infants.

A designated sleeping area is required for younger infants that take more frequent naps and sleep at various times of the day. The use of a glide rocker, or other comfortable


Classroom Entry presentation board 1wall mounted cubbies w/hooks (5 per unit) 2low shelves 2

Care Giving Diapering changing table w/trays 1diaper wall storage w/o trays 1

Sleeping evacuation cribs (on wheels) 5adult-size rocking chair 1

Feeding counter with sink, cabinets 1high chair with or w/o tray on wheels 2toddler table seats 4 (5 mos to 2 yrs) 1refrigerator 1microwave 1

Activity and Play infant loft 1crawl through tunnel 1room divider/activity centers 1carpeted risers 1vinyl or fabric covered play pit 1air chair or infant seat 2browser box for books and toys 1area rug 6 X 9 feet 2soft furnishings 3

Storage low display shelf 2closed storage shelf 2locking 6 - foot high storage cabinet 1

Sources: Community Investment Collaborative for Kids, 2005; U.S. General Serv ices Administrat ion, 2003; Otte, 2012; Pedersen Planning Consultants, 2012.

TABLE 6-3RECOMMENDED

FURNITURE, FIXTURES AND EQUIPMENTINFANT CARE OPERATION (Ages 0 to 12 Months)SERVING 4 to 5 INFANTS WITH 1 to 2 TEACHERS

Room Area/Use Item Quantity

seating, is necessary to enable a teacher to effectively hold, feed and comfort children individually. Otherwise, five cribs should be situated along a rear wall and/or corner of the infant care room to establish an infant sleeping area. The Wyoming Department of Family Services administrative rules require that each crib must be, at least, three feet apart. At least two of the cribs should be evacuation cribs with rollers or casters. Evacuation cribs help expedite the transport of infants out of the infant care room during an emergency situation.

Active and cozy areas would be situated adjacent to windows and closer to the entry of the infant care room. A “snuggle nest” or other soft and safe equipment to rest non-mobile infants, as well as various soft toys and equipment, would desirably be located in these areas.

Chapter 9 of Wyoming Administrative Rules for Certification of Child Care Centers requires a diaper station area in the infant care area. The diaper station would desirably include a changing table with a smooth, non-absorbent, easily cleanable surface and related storage shelves for consumable supplies. A hand sink should be adjacent to the diaper changing area to enable teachers to quickly clean hands following their changing of diapers.

An adult restroom for teachers should be situated in the infant care room to eliminate the need for other staff to monitor children during the temporary absence of the regular teacher or childcare provider. The restroom should include, at least, a toilet, hand sink, mirror and soap dispenser.

6.3.6.3 Furniture, Fixtures and Equipment

The infant care area will need to include various types of furniture, fixtures and equipment that facilitate the delivery of quality infant care. Based upon a review of criteria from various reliable sources, and related discussions with the director of the Little Rascals Preschool and Daycare, the furniture, fixtures and equipment recom-mended for the infant care room are presented in Table 6-3.

6.3.6.4 Interior Lighting

Natural lighting via windows is an important natural asset that typically enhances the quality of the living space. Views from windows in the child care center also provide children with the opportunity to become more aware of the surrounding environment outside of the child center.

The design and installation of interior lighting should reflect consideration of designated sleeping areas and the diaper station. For example:


The sleeping area should be darker and quieter than other activity areas. Lighting in the sleeping area should be on a separate dimmer switch to enable the control of light during variable sleep periods.

The diaper station requires task lighting for changing infants during naptime periods. A dimmer switch is appropriate to vary the volume of light. It is also important that lighting made available at the diaper station does not shine directly into the eyes of infants (Community Investment Collaborative for Kids, 2005).

Chapter 9 of Wyoming Administrative Rules for Certification of Child Care Facilities related to Health and sanitation require that all rooms, where food or drink are prepared or utensils are washed and stored, must be uniformly lighted with a minimum of 20 foot candles of light at work level. In addition, lighting shall be from a permanently fixed artificial light.

6.3.6.5 Floor Covering

An indoor-outdoor carpet should be provided under cribs. A laminate floor material should be used to cover the remaining floor area. The use of a laminate floor material will facilitate daily maintenance of the infant care area (Otte, 2012).


Chapter 8, Section 15, of the Wyoming Department of Family Services Administrative Rules for the Certification of Child Care Facilities stipulates that combined sleep and play areas for infants requires at least 50 square feet per child. Assuming that LRPD will serve not more than five infants at any one time, net floor area requirements for the infant care area will require roughly 250 square feet.

6.3.6.7 Outdoor Play Area

A separate outdoor play area is recommended for the exclusive use by infants and younger toddlers up to 18 months of age. Consequently, this play area would need to accommodate approximately five infants and five younger toddlers.

As stated earlier, Chapter 8 of Wyoming Administrative Rules for Certification of Child Care Facilities requires that 35 square feet of play area be provided for infants and toddlers up to 18 months of age and 50 square feet per child for toddlers up to two years of age. It is assumed that a combined play area for infants and toddlers would require 50 square feet of play area per child, or about 500 square feet of play area.

The outdoor play area would ideally be directly accessible from the infant care room via an exit door. If the building is above ground elevation, a ramp from the exit door to the outdoor play area is also required to enable teachers to move infants in evacuation cribs outside of the building.

It is recommended that the infant/young toddler outdoor play area incorporate a series of crawling spaces with slight inclines or undulations, pull-up bars, low platforms and/or slides. Some of the surface area should also be suitable and devoted to the use of wheeled and push toys (U.S. General Services Administration, 2003).

6.3.7 Toddler Care


Toddlers generally include children from one to three years of age. Anticipated enrollments for LRPD during the next decade suggest that the child care center will eventually serve up to 14 to 16 toddlers. About one-third of toddlers will remain only during morning hours, but two-thirds of the toddlers will remain for the entire day. Consequently, the toddler area will likely not serve more than 11 toddlers at any one


time of the day. Recognizing that there are variable staff:child ratios for younger and older toddlers, it was assumed that 11 toddlers will be supervised by two teachers.


The toddler care room will generally include defined areas for classroom entry, activity and play, sleeping, feeding and eating, and diapering. Similar to infants, the establishment of these areas for toddler care does not require any partitioning of the toddler care room except for an age appropriate restroom for toddlers and an adjoining adult restroom. Open shelves, cribs, and cubby storage units can be used to effectively establish activity areas within the toddler care room. The open nature of the room environment enhances the teachers’ ability to monitor and observe all children, as well as increase the accessibility to each child when necessary.

The entry to the toddler care room should contain, at least, a bulletin board to enable occasional communications between teachers and parents. A cubby box storage unit with hooks is necessary for the storage of outerwear and other supplies brought by parents for their children.

The activity and play area will desirably provide stimulating opportunities for climbing in and out of play equipment, active crawling, pushing wheeled toys, as well as walking and climbing up and down stairs. It is also important that the activity area contains sufficient floor space to enable children to view and select activity options (U.S. General Services Administration, 2003). Open shelves, within or along the perimeter of the activity and play area, can be used to store a variety of toys that children can select as they meander through and explore the activity and play area.

Toddlers need a learning center for quiet reading, building, as well as arts and crafts. Wide gradual pathways with no sharp corners should be provided where lofts are used to encourage selected activities, e.g., reading, (U.S. General Services Administration, 2003). Sand and water play tables, or a combination sand and water table, is also desirable to stimulate child interactions with these resources.

The incorporation of a dramatic play area is desirable to enable older toddlers to act out their lifestyles at home. These areas include miniature kitchens or dress-up areas where children can pretend to be parents or other siblings.

The toddler care area should include a bathroom that contains a child-size toilet and sink, as well as a mirror. Chapter 9 of the Wyoming Administrative Rules for Certification of Child Care Facilities relating to health and sanitation state that, at least, one “potty chair” must be provided for every four children who are being “potty trained”. LRPD accepts children under age 3 who are not potty trained.

A shared adult restroom would ideally be located between the toddler and preschool care rooms. The adult restroom should include one toilet, one lavatory, mirror and soap dispenser.

Toddlers will use cots on the floor of the room during daytime nap periods. One or two cribs are desirable to have in the sleeping area to support the more frequent sleeping requirements of younger toddlers. A glide rocker, or another type of comfortable seating, is also needed for the teacher to hold, feed and comfort children individually.

A food preparation and feeding area should be limited to providing milk and serving prepared foods to younger toddlers. Consequently, the eating and feeding area needs only to comprise a kitchen sink, refrigerator, counter, cabinets, and one or two individual feeding tables for younger toddlers. It is envisioned that older toddlers will be served at a central dining area in the child care center that will provide service to toddlers, as well as preschoolers and the child care center staff.


Classroom Entry bulletin/presentation board 1cubbies or lockers 1low shelves 2

Care Giving Diapering changing table w/ storage 1wall storage unit for diapers, related supplies 1

Naps compact adjustable cribs 2evacuation frame for crib 2toddler cots 11linen storage 1adult glider chair 1

Feeding counter w/sink, cabinets 1mini refrigerator 1microwave 1

Activity and Play toddler climbing structure 1slide/crawling tunnel 1room divider/activity centers 2carpeted risers/loft 1low storage box for blocks and props 2child-size table 16 to 18 inches high 2child-size chair 8 to 10 inches high 5area rug, 6 X 9 feet 2soft stackers 2easel 1drying rack 1book display shelf 1

Dramatic Play kitchen set (sink, refrigerator, cupboard, etc) 1dramatic play set 1soft furnishings 3

Sand and Water toddler sand table or texture table 1toddler water table 1

Storage low display shelf 2locking 6 - foot high storage cabinet 1

Child’s Restroom potty-training toilet 1child’s step stool 1

Outdoor Play appropriately-sized equipment variousSource: Community Investment Collaborative for Kids, 2005; U .S. General Services Administration, 2003; Otte, 2012. Pedersen Planning Consultants, 2012.

TABLE 6-4RECOMMENDED

FURNITURE, FIXTURES AND EQUIPMENT TODDLER CARE OPERATION (Ages 1 to 3 Years)

SERVING 11 TODDLERS AND 2 TEACHERS

Room Area Item Quantity

A portable diaper station that includes a changing table and related storage shelves is needed within the toddler area. Unanticipated situations require teachers to occasionally change the diapers of some younger toddlers.


In contrast to infants, the toddler care room should offer a greater range of opportunities for exploring and developing large motor skills (U.S. General Services Administration, 2003). At the same time, some of the same furniture, fixtures and equipment used in infant care are also needed for toddlers in light of the variable progression in child maturity. Furniture, fixtures and equipment that would desirably be included in the toddler care room are presented in Table 6-4.


The use of a laminate floor material is recommended for the entire toddler area. The use of this floor covering will enable toddlers to safely crawl within the toddler care room, as well as facilitate the cleaning of the floor area in the vicinity of the diaper station, feeding areas, tables or easels supporting arts and craft activities, as well as sand and water play tables (Community Invest-ment Collaborative for Kids, 2005).


Natural lighting via windows is an important natural asset that typically enhances the quality of the living space. As younger children mature, they also become more stimulated from a visual connection to the environment outside of the child care center facility.

The design and installation of interior lighting should reflect consideration of designated sleeping areas and the diaper station. For example, lighting that is incorporated into the toddler care room should incorporate separate light and dimmer switches for designated sleeping areas and the diaper station.

The diaper station requires task lighting for changing younger toddlers during naptime periods. It is important that lighting made available at the diaper station does not shine directly into the eyes of younger toddlers (Community Investment Collaborative for Kids, 2005).



The minimum usable floor area requirement is 50 square feet of floor area for each toddler. Eleven toddlers would require approximately 550 square feet of net floor area for both play and sleep. A food preparation area, roughly 8 x 2.5 feet in size, would require an additional 20 square feet. Approximately 80 square feet would be needed to accommodate a child sized restroom that meets American Disability Act (ADA) standards. One-half of a shared adult restroom would consume an additional 40 square feet of floor space. Consequently, the toddler care area would require a total net floor area of about 700 square feet.


The outdoor play area should be directly accessible from the toddler care room via a separate exit door. Toddler outdoor play areas should provide area for, at least, walking, jumping, climbing, running, group play, and exploring. The incorporation of semi-enclosed spaces, e.g., small play houses, climb-through tunnels and slides, are recommended to facilitate some of these activities (U.S. General Services Administration, 2003).

It is recommended that younger toddlers between 13 and 18 months share use of the same outdoor play area with infants. This would help eliminate potential conflicts between younger infants and toddlers with older toddlers and preschool-aged children. If five younger toddlers share an outdoor play area with five infants, the play area would, as stated earlier, require a minimum of 500 square feet of play area.

6.3.8 Preschool Care


Preschool children include children that generally range from three through five years of age. During the coming decade, the anticipated enrollment for preschool-aged children is eventually expected to range from 38 to 41 children. However, similar to toddlers, only about two-thirds of this enrollment will be attending preschool at any one time. Consequently, the preschool area should be capable of serving up 25 to 27 children at any one time. These children would typically be supervised by two teachers.


The preschool care room will generally include defined areas for classroom entry, activity and play, and learning. The definition of these areas within the preschool care room does not require any partitioning except for the restroom facility. Open shelves and cubby storage units can be used to effectively establish activity areas within the preschool care room. The open nature of the room environment enhances the teachers’ ability to monitor and observe all children, as well as increase the accessibility to each child when necessary.

The entry to the preschool care room should contain, at least, some type of presentation board to enable effective communications between teachers and parents. A cubby box storage unit with hooks is necessary for the storage of outerwear and other supplies brought by parents for their children.

A second option is to locate hooks and cubby storage units outside of the preschool room, immediately adjacent to the preschool room entry. This option helps reduce the amount of snow and dirt brought inside the classroom area and, at the same time, minimize deductions to net floor requirements (Otte, 2012).

A sizeable amount of unrestricted space will need to be made available to support activity and play by preschool children. Children in this age group can be expected to be exploring their environment, exercising large muscle skills by running, jumping, galloping, riding wheeled toys, and playing various ball games (U.S. General Services Administration, 2003). Consequently, the availability of a climbing structure, slide, and other related equipment are appropriate in the activity and play area.


Similar to toddlers, the availability of a dramatic play area is recommended to enable preschool children to act out their lifestyles at home. This area would include items such as miniature kitchens or dress-up areas where children can pretend to be parents or other siblings (West, 2006).

Because most preschool children are becoming more independent, they tend to initiate their own activities by accessing available materials and displaying their own work. For this reason, the inclusion of opportunities associated with music, painting, puzzles, block play and storytelling, elementary math, problem solving, science, are recommended to enhance a variety of individual skills (U.S. General Services Administration, 2003).

Preschool children will also need a learning center for quiet reading, building, as well as arts and crafts (West, 2006). Sand and water play tables, or a combination sand and water table, is also desirable to stimulate child interactions with these resources.

LRPD also envisions the incorporation of a computer center in the preschool area where computers can be used as both a teaching and learning tool. At the same time, preschoolers gain confidence with their use of computers (Otte, 2012).

The preschool care area requires a bathroom that contains a child-size toilet and sink, as well as a mirror. A shared adult restroom would ideally be located between the toddler and preschool care rooms. The adult restroom should include one toilet, one lavatory, mirror and soap dispenser.

No refrigeration or other kitchen facilities are envisioned for the preschool area. It is envisioned that meals for preschoolers will be prepared in a central kitchen within the child care center. Food would be served to children in an adjoining dining area.


The preschool care room will also need to offer a wide range of opportunities for learning, play and social interaction. Preschool children are expanding their vocabulary, developing language and cognitive social skills, and improving small and larger muscle coordination (U.S. General Services Administration, 2003).

Furniture, fixtures and equipment that are recommended to support preschool care are presented in Table 6-5.


A laminate floor covering is recommended for the preschool area. This type of floor covering will facilitate the cleanup of spills around furniture and equipment such as easels, tables, chairs, and sand and water play tables. Cushioned rugs or mats should be placed over the laminate flooring in the vicinity of selected learning and play areas.


Natural lighting via windows is an important natural asset that typically enhances the quality of the living space. A visual connection to the environment outside of the child care center facility is also a valuable learning experience to preschool children who can gain from their exposure to natural resources, adjoining land uses and other nearby human activity. The design and installation of interior lighting should incorporate the use of dimmer switches to enable teachers to vary lighting within the preschool care room.

Preschool dramatic play area


Room Area Item Quantity

Entry/ Miscellaneous bulletin/presentation board 1cubbies or storage lockers (5-6 per unit) 5low shelves 6divided shelves 2

Care Giving Napping cots/mats 27cot storage rack/hanger 1linen storage 1adult-size rocking and/or glider chair 2

Activity and Play room divider/activity centers 4carpeted risers 2low storage box for blocks and props 2child-size table 16 to 18 inches high 6child-size chair 8 to 10 inches high 36area rugs 6 X 9 feet 5easel 1white board 2drying rack 1

Dramatic Play kitchen play set 2dramatic play set 2balance beam 1

Sand and Water toddler sand table or texture table 1toddler water table 1

Technology Center desk for computer/printer 1computer 1printer 1Smartboard 1

Book Corner/Library soft furnishings 6book caddie/display shelf 2bright pillows, set of 6 1


Children Restroom child’s step stool 1Outdoor Play appropriately-sized equipment various

Source: Community Investment Collaborative for Kids, 2005; U .S. General Services Administration, 2003; Otte, 2012; Pedersen Planning Consultants, 2012

TABLE 6-5RECOMMENDED FURNITURE, FIXTURES AND EQUIPMENT

PRESCHOOL CARE OPERATION (Ages 3 to 5 Years)SERVING 25 to 27 PRESCHOOLERS AND 2 TEACHERS


The minimum usable floor area requirements for child play will require, at least, 50 square feet per child, or approximately 1,350 square feet in the preschool room. It is also assumed that another 80 square feet of floor space will be required to accommodate a child-sized restroom that meets ADA standards. An additional 40 square feet will be needed for one-half of the recommended adult restroom that would be shared with the adjacent toddler care area. Assuming nominal floor space allowances for the room entry, approximately 1,480 square feet of total net floor area is required for the preschool room.


It is recommended that older toddlers and preschool children share a common outdoor play area. If shared with six older toddlers and 27 preschoolers, the play area will require 2,475 square feet of usable play area. Preschool children should be able to access the outdoor play area from an exit door in the preschool care room. The outdoor play area should support dramatic and constructive creative play, active and quiet play, as well as sand and water play. When feasible, potential opportunities to explore surrounding natural resources should also be incorporated.

“A larger open-ended play superstructure offering many activities should be provided, but be designed to lend itself to dramatic play. There should be elements such as play-houses, stages, and props that encourage dramatic play. These elements should be positioned within the play area to allow the dramatic play to spill out and flow into other spaces” (U.S. General Services Administration, 2003).

Tire swings are recommended for preschool children. The use of traditional swings presents potential safety issues in a group setting.

6.3.9 School-Age Care


School-age children generally range from 6 through 12 years of age. It is envisioned that the Little Rascals Preschool and Daycare (LRPD) will provide school-age care four days per week throughout the year (less 10 holidays). Anticipated school-age enrollment at LRPD is expected to include 11 to 12 children by 2020. It is envisioned that Little Snake River Valley School will continue to provide bus transportation service from


Area Item Quantity Classroom Entry bulletin/presentation board 1

cubbies or lockers, wall-mount w/coat hangers 2 Activity and Play child-size table, square 2

child-size chair 8adult-size table, square 2adult-size chair 8benches 2foosball set 1table tennis set 1area rugs, 6x9 2

Technology computer w/monitor and keyboard 2printer 1computer desk and chair 2printer table 1

Book corner- Library book display shelf with storage 1miscellaneous cube-style and bean bag chairs 4lounge couch 1


TABLE 6-6RECOMMENDED FURNITURE, FIXTURES AND EQUIPMENT

SCHOOL-AGE CARE OPERATION (Ages 6 to 12)SERVING 11-12 SCHOOL AGE CHILDREN AND ONE TEACHER

Sources: Otte, 2012; Pedersen Planning Consultants, 2012.

Little Snake River Valley School to the child care center. However, some students may choose to use bicycles for transportation from home. It is envisioned that school-age children would be supervised by one childcare provider.


The school-age care room will be less structured as school-age children are expected to use the facility for only one two to three hours in the afternoon. They will more likely be interested in just “hanging out” with each other, studying or completing some of their homework, playing a board game, or spending time on a computer. In order to accommodate a diverse range of activities, it is recommended that the school-age care area resemble something more comparable to a student lounge area that contains comfortable sitting areas, an area conducive for completing homework, a mini-tech center, as well as some indoor recreational play area.

Smaller and full-sized adult furniture would be used to help segregate 1st and 2nd grade children from older children 9 to 12 years of age. This segregation will help reduce potential conflicts within the school-age group as younger children are generally more timid than older children.


The school-age care room will need to offer a wide range of oppor-tunities for learning, indoor recreation, and social interaction. Furniture, fixtures and equipment that are recommended to support school-age child care are presented in Table 6-6.

As children enter the school-age room, a set of 12 small lockers would be provided where children could place coats, books and other materials brought from school.

Older school-age children will require approximately two small tables and 8 chairs for those seeking to complete homework or enjoy reading for pleasure. Two additional tables and 8 chairs should be sized for younger children in first or second grade.

The availability of couches, cube-style chairs, bean bag chairs, and a few benches also provide opportunities for children to “hang out” and interact with each other. Furniture with vinyl covering is recommended to facilitate maintenance of furniture in the afterschool lounge area.

The recommended mini-tech center would include a small counter area where two or three personal computers would be provided. Internet connections, with appropriate restrictions, would be available. This would allow students to complete homework, as well as offer opportunities for additional learning activities.


The availability of a table tennis table and foosball table would provide opportunities for some active indoor recreation. A supply of a few board games and decks of cards could also be maintained by the child care center. It is envisioned that children would check out available board games, as well as table tennis supplies, from the school-age care supervisor.


The use of indoor-outdoor carpet is recommended for the homework/ study area, general seating area, and mini-tech center. A laminate floor covering is recommended in the entry to the afterschool area, as well as the floor area underneath table tennis and foosball tables.


A separate dimmer switch should be installed for lighting above designated areas established for the homework/ study area, the mini-tech center, as well as the table tennis and foosball play areas. All other areas of the school-age care room would contain general overhead lighting.


Chapter 8 of the Wyoming Department of Family Services Administrative Rules for the Certification of Child Care Facilities stipulate that indoor play space for children over two years of age require 75 square feet of floor space per child. Use of the school-age play area by up to 12 children would require approximately 900 square feet of usable floor area. Another 500 square feet of floor space is anticipated for recommended furniture. The total net floor area is expected to include about 1,400 square feet.


No outdoor play area is recommended for children coming to the child care center for afterschool care. School-age children will be coming from Little Snake River Valley School where significant outdoor recreational opportunities are available. Further, their stay at the child center will be for a limited period of time. During the school year, outdoor conditions in Baggs will often not encourage outdoor recreation. For this reason, the focus of recreational activities should be indoor recreational opportunities.

6.3.10 Speech Therapy Area

6.3.10.1 General

A few of the preschool children enrolled at Little Rascals Preschool and Daycare receive early intervention and special education services from Project Reach, an independent non-profit agency based in Rawlins, Wyoming.

Project Reach is a Region 8 Developmental Preschool participant under contract with the Wyoming Department of Health to provide early intervention and special education services, from birth through Grade 5, for all families within Carbon County School District 1. Infants and toddlers (under age 3) are provided in-home support and services. At 3-years or older, three staff members from Project Reach travel to various locations in Carbon county to provide onsite services. Project Reach has been providing both in-home and onsite services in the Little Snake River Valley area since the early 1980’s (Rosacker, 2012).

One of the play areas at Little Snake River Valley School


Project Read periodically provides Child Find screenings to identify children who may need services offered by Project Outreach. Project Reach screenings are provided free of charge and open to any School District 1 family. In addition, Project Reach financially assists families with preschool tuition if an informal review determines that the family will have difficulty making those payments. By law, Project Reach must provide services at no cost to families (Rosacker, 2012).

Historically, there are between two to four preschool children in the Little Snake River Valley that receive Project Reach services. In 2012, Project Reach screened 33 children in Baggs. Four of the 33 children were referred. Two of these children received services from Project Reach while attending Little Rascals Preschool (Rosacker, 2012).

6.3.10.2 Shared Use of School-Age Care Room

Little Rascals Preschool and Daycare envisions Project Reach personnel using the school-age care room for the delivery of its speech therapy services. Project Reach personnel typically visit Little Rascals Preschool and Daycare about two to four days per month. Visits occur for two to three hours during the morning (Rosacker, 2012; Stock, 2012; Otte, 2012). LRPD only provides afterschool care for school-age children. Consequently, shared use of the school-age care room would be feasible.

6.3.11 Kitchen and Dining Area

A kitchen and adjacent small dining area will be necessary for the child care center to support food preparation and the delivery of meals to older toddlers and preschool aged children. Secondarily, the same kitchen will be used by administrative staff for the preparation of lunches, as well as the storage of food and beverages brought from home.

It is important to note that the kitchen should not be used to regularly prepare greasy foods, e.g. French fries, that otherwise would generate Wyoming Department of Agriculture requirements for an Ansell Fire Suppression Hood System above a gas cooking range (Krouch, 2012). LRPD desires to provide healthy meals to the children it serves. Consequently, no hood system would be necessary for the collection of grease derived from food preparation.

6.3.11.1 Room Layout and Relationships

It is recommended that the efficiency kitchen be a U-shaped, galley-style kitchen that is approximately 16 feet long and 12 feet wide. An open counter would be situated along one length of the kitchen between the kitchen and adjoining dining area.

The interior end of the kitchen would contain a three compartment sink for the manual washing, rinsing, and sanitation of all kitchen equipment and utensils. An optional electric dishwasher unit, capable of delivering higher water temperatures and internal sanitation capability, would also be available for the same purpose.

A gas range/oven would be located along the wall opposite of the open service counter. A refrigerator-freezer would also be installed along the same wall as the gas stove, but some distance away from the gas stove. A small microwave oven would be located on available counter space.

Away from food preparation areas, a service sink with floor drain will be provided for the cleaning of mops or other wet floor cleaning tools, as well as the disposal of mop water. An adult restroom with a toilet, hand basin and soap dispenser will also be located in the kitchen area.

The adjoining dining area would consist of about six adjustable tables that are suitable for use by older toddlers and preschool age children, as well as one additional table for adult teachers and daycare providers.



All child care centers in Wyoming are required to comply with the latest edition of standards outlined in the Wyoming Food Safety Rule which is administered by the Wyoming Department of Agriculture. While all regulations outlined in the Wyoming Food Rule have relevance to the management, operation and maintenance of a kitchen within the child center, particular attention should be given to Chapters 6 and 7 which concerns the type of equipment and utensils that are to be used in the kitchen, as well as the type of equipment necessary for the cleaning, sanitization and storage of equipment and utensils.

Based upon Wyoming health and sanitation requirements and the scope of food service envisioned for the child care center, it is recommended that the kitchen will include, at least, the kitchen and dining equipment presented in Table 6-7.

TABLE 6-7 RECOMMENDED FURNITURE, FIXTURES AND EQUIPMENT

KITCHEN AND DINING AREA Type of Equipment Item Quantity

Kitchen Stainless steel, three-compartment sink with two drainboards 1 Commercial high-temp under counter dishwasher 1 Hand washing sink 1 Microwave oven 1 Gas range (six burner)/oven and ventilation hood 1 Refrigerator-freezer (residential style) 1 Floor drain 1 Maintenance (mop) sink with accessories 1 Dining Mobile convertible table/bench unit 1 Sturdy leg adjustable tables 6 Preschool size chairs 32 Source: Wyoming Department of Agriculture, Consumer Health Services, 2012; Pedersen Planning Consultants, 2012.

6.3.11.3 Lighting

Chapter 9, Section 16 of the Wyoming Food Rule stipulates various light intensity standards for various parts of the kitchen facility. Those standards of particular relevance to the planned kitchen include the following:

where food is provided for consumer self-service, e.g., buffet and salad bars, is to be, at least, 20 foot candles.

At least fifty (50) foot candles of light at a surface where a food employee is working with food or working with utensils or equipment, such as knives or slicers, where employee safety is a factor.


The kitchen area would require approximately 200 square feet of net floor area. An additional area 100 square feet would be needed to accommodate a service sink and adult restroom.

The adjoining dining area would require about 400 square feet for the six school lunch tables and chairs.

6.3.12 Mechanical Systems

The primary mechanical system supporting the operation of a new and expanded child care center would be a gas furnace. A thermostatic control and related distribution system would distribute heat throughout the child care center.


Administrative AreaVestibule 64Reception Area 80

General Administrative 200Director's Office 190Teachers Preparation Area 390

Subtotal 924

General Learning and Activity AreaInfant Care 270Toddler Care 700Preschool 1,480

School Age 1,400Subtotal 3,850

Kitchen and Dining AreaKitchen 300

Dining Area 400Subtotal 700

Maintenance AreaMechanical Room/Janitor's Closet

Subtotal 150TOTAL NET INTERIOR FLOOR AREA 5,624

OUTDOOR PLAY AREAInfant/Young Toddler Playground 500

Older Toddler/Preschool Playground 2,475TOTAL OUTDOOR PLAY AREA 2,975

Sources: Wyoming Department of Family Services, 2012; Pedersen Planning Consultants, 2012.

TABLE 6-8OVERALL INTERIOR AND OUTDOOR

PLAY AREA REQUIREMENTSLITTLE RASCALS PRESCHOOL AND DAYCARE FACILITY

Net Floor Area (square feet) INTERIOR

Chapter 11 of the Wyoming Department of Family Service Administrative Rules for Certification of Child Care Facilities, which outlines Fire Standards for Child Care Centers and Family Child Care Centers, requires, in part, that daycare facilities with more than 30 occupants install a manual fire alarm system. Chapter 11 also indicates that sprinkler systems are required for facilities that comprise 20,000 square feet of floor area. However, State Fire Marshall representatives report that the International Building Code requires a sprinkler system for buildings containing 12,000 or more square feet of floor area. The cumulative floor area requirements indicate that no sprinkler system would be necessary for an expanded LRPD facility.

Smoke detectors are required to be installed on the ceiling or walls of each room used for sleeping purposes, e.g., infant and toddler care rooms. The smoke detectors are to be connected to the fire alarm system, energized by the primary electrical power supply serving the building, and equipped with a battery backup. The detectors are to emit an audible signal when batteries are low. Since more than one smoke detector will need to be installed, the smoke detectors are required to be interconnected in a manner that the activation of one alarm will activate all of the alarms in the child care center (Wyoming Department of Family Services, 2012).

The gas furnace and fire alarm system would desirably be located within a central mechanical room that will require about 150 square feet of net floor area. The mechanical room would also house electrical panel(s), water shut-off valve and, possibly, a wastewater service connection. 6.4 OVERALL INTERIOR AND OUTDOOR SPACE REQUIREMENTS

The cumulative floor area requirements for a new LRPD child care center interior include approximately 5,624 of net floor space (Table 6-8). This generally includes floor space for:

an administrative area; separate classrooms and daycare

areas for infants, toddlers, preschoolers and school-age care; and, a kitchen and dining area.

Two separate outdoor play areas would require about 500 square feet of play area for infants and young toddlers. A second outdoor play area for older toddlers and preschoolers would need roughly 2,475 square feet.


6.5 OPERATIONAL CRITERIA

6.5.1 Hours of Operation

Little Rascals Preschool and Daycare presently operates Monday through Friday each week of the year. The facility is generally open for business at 7:30 am and closes at 5:30 pm. During the coming decade, it is assumed that LRPD would continue to operate under its present schedule and provide services only during daytime hours. 6.5.2 Personnel

During the coming decade, the overall labor requirements that are envisioned to operate a new and expanded Little Rascals Preschool and Daycare facility would eventually include a combination of administrative, teachers and daycare providers, kitchen, and facility maintenance personnel (Table 6-9). These personnel would occasionally be supported by services contracted from a few local contractors that could provide electrical, mechanical and plumbing services.

During the first three years of operation, however, LRPD does not envision hiring a part-time office manager, facility maintenance person, or kitchen helper. The responsibilities associated with these job positions would be completed by other employees or volunteer board members until child enrollment warranted the hiring of additional staff members.

TABLE 6-9 PERSONNEL REQUIREMENTS

OPERATION OF NEW LITTLE RASCALS PRESCHOOL AND DAYCARE Operational

Area

Job Classification Number of Personnel

Typical Work Shift Days of Week/Time of Day

Hours per Week

Administration Director/Preschool Teacher 1 M-F 8:00 am-5:00 pm 40 Assistant Director 1 M-F 12:30 pm-5:30 pm 25 Office Manager/ Bookkeeper 1 M-F 7:30 am-11:30 am 20 Facility Maintenance

Facility Maintenance 1 M-F 5:00-7:00 pm 10

Kitchen Head Cook 1 M-F 9:00 am- 1:00 pm 20 Kitchen Helper 1 M-F 10:00 am-2:00 pm 20 Teaching/ Child Care

Infant Teacher 1 M-F 8:00 am-5:00 pm 40

Toddler Teacher 1 1 M-F 7:30 am-3:30 pm 40 Toddler Teacher 2 1 M-F 8:30 am-5:30 pm 40 Preschool Teacher 1 M-F 7:30 am-12:30 pm 20

Preschool Assistant / Daycare Provider

1 M-F 8:30 am-5:30 pm 40

School-Age Daycare Provider 1 M-F 2:30 pm-5:30 pm 15 Source: Otte, 2012; Pedersen Planning Consultants, 2012.

6.5.2.1 Administrative Personnel

The administrative staff would include a director, assistant director and part-time office manager. The assistant director would work during daytime hours that would somewhat overlap the time period when the director is present, but would also extend to latter or earlier times of the day when the director would not be present in the facility.

A combination of academic, training, and experience is required by the State of Wyoming for the director of a child care center. More specifically, the director shall:


Be, at least, 21 years of age; Possess a high school diploma or GED certificate; Have one year full-time equivalent experience in licensed or legally exempt child care; Have one-year full-time equivalent experience working with young children in a group under

qualified supervision; Have completed, at least, 10 college credit hours in early childhood education, child development,

nursing, or other child-related field; or, completed 100 approved clock hours with a minimum of 4 clock hours in each of the areas of early care and education.

A combination of experience and training may be submitted to the Wyoming Department of Family Services for individual consideration of director qualifications. An exception to the educational requirement may be granted by the Wyoming Department of Family Services if the applicant can provide proof of completion of a professional credential recognized by the Wyoming Department of Family Services.

Chapter 8 of the Administrative Rules for Certification of Child Care Facilities that relates specifically to child care centers require that the director be on site and available for, at least, 50 percent of the operating week of the child care center. Whenever the director is absent from the facility, an assistant director must be on duty.

State of Wyoming requirements for an assistant director of a child care center are significantly less than the requirements for the director. These requirements include the following:

Be, at least, 21 years of age; Possess a high school diploma or GED certificate; Has one year of experience in licensed child care, or 15 hours of approved training, including

orientation; Has sufficient knowledge and training in the operation of the facility and the decision-making

authority to assume the duties of director during his or her absence

It is assumed that the planned office manager will also have bookkeeping skills to combine these administrative functions. A second option is to retain a private contractor to carry out bookkeeping on part-time basis. The responsibilities for bookkeeping are presently being carried out by a member of the Little Rascals Preschool and Daycare Board on a voluntary basis.

6.5.2.2 Teaching/Child Care

Seven teachers and daycare personnel will be needed to supplement the management and teaching tasks that will be performed by the director and assistant director.

6.5.2.3 Facility Maintenance

The maintenance of the child care center facility would eventually become the responsibility of one part-time facility maintenance person. It is envisioned that the maintenance person would carry out janitorial work near and following the end of every day of operation. This work would include the maintenance of the building interior and outdoor play areas. One or more private contractors would be hired for the collection and disposal of solid wastes generated by the facility, as well as snow removal from the vehicular parking area during the winter season.

The facility maintenance supervisor would be responsible for the day-to-day operation and maintenance of supporting utility systems supporting the child care center. When repairs to these systems require the use of a licensed contractor, the facility maintenance supervisor will direct the work of selected mechanical, plumbing, and electrical contractors.


6.5.2.4 Kitchen/Dining Room

The kitchen would be operated and maintained by a part-time cook that would supervise all aspects of the kitchen. Menu planning for meals and snacks provided to preschoolers would be made by the head cook. The cook would eventually be assisted by a part-time kitchen helper who would support the distribution of meals to preschoolers, clean and sanitize kitchen equipment and utensils, and maintain the kitchen and dining area.


CHAPTER SEVEN CONCEPTUAL SITE AND FACILITY DESIGN

7.1 CONCEPTUAL DESIGN ALTERNATIVES

7.1.1 Introduction

The preceding evaluations of childcare demand (Chapter 4), site characteristics (Chapter 5), as well as recommended site and facility criteria (Chapter 6), led Pedersen Planning Consultants and Vision Land Consultants to the preparation of three conceptual alternatives for the development of a new child care center on the Carbon County owned property in Baggs, Wyoming. The benefits and disadvantages associated with each alternate approach to site and facility development are discussed in the following paragraphs.

The project team discussed each of these concepts with the Little Rascals Preschool and Daycare Board in early November 2012 to refine site and facility criteria outlined in Chapter 6, identify and discuss the pros and cons associated with each alternative, and determine the alternative that is preferred by the Little Rascals Preschool and Daycare Board.

7.1.2 Alternative 1: Use and Significantly Expand the Existing LRPD Building

7.1.2.1 Scope of Improvements

Alternative 1 would construct a new child care facility to accommodate infant, toddler and preschool care, and child care center administration. The new building would include approximately 3,782 square feet of net floor area (Figure 7-1). Similar to Alternatives 2 and 3, two adjoining, but separate outdoor play areas would be established for infants and young toddlers, as well as older toddlers and preschool children. The new child care facility would use the site and facility design criteria outlined in Chapter Six. One exception would be those criteria associated with the proposed kitchen and dining area.

The existing LRPD building, which comprises about 1,904 square feet, would be connected to the new child care facility via construction of a new fire wall. The existing building would be used to accommodate afterschool care, as well as provide some storage. No new kitchen or dining area would be incorporated into the existing building because the costs of modifying the existing building are not believed to be a wise investment in light of the limited “facility life” of the building.

A paved vehicular parking area would be developed and striped to provide 17 vehicular parking stalls adjacent to LRPD and 13 parking stalls adjacent to the Senior Center. Vehicular access and circulation in the parking area would continue to be shared with seniors coming to the adjacent Carbon County Senior Center.

7.1.2.2 Advantages

The existing facility could be used during construction of the new child care facility.

A smaller new child care building would be conducive to factory built or stick-built construction that may generate some savings in construction costs.

Reduced square footage for new construction would reduce overall construction costs and be less than new construction costs for Alternatives 2 or 3.


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7.1.2.3 Disadvantages

a. Existing building has been on the project site for, at least, 35 years, is not energy efficient, and is expensive to maintain. Given the age of this structure, the need for significant building repairs can be expected during the coming decade.

b. Existing building will likely require, at least, new windows to provide reasonable energy efficiency. c. Some new partitioning of the existing facility may be required to meet administrative rules for child

care facilities. d. LRPD would be unable to provide more nutritious meals for older toddlers and preschool children

without provisions for a new kitchen and dining area. The construction of a new kitchen and dining area in the existing building does not appear to be a prudent investment in light of the age and condition of the existing building.

e. School-age care in the existing building would be less attractive than school-age care room included in Alternatives 2 or 3.

f. Fewer vehicular parking stalls can be accommodated on the project site with continued use of the existing building.

g. Occasional conflicts with vehicles parked adjacent to the Carbon County Senior Center may continue to occur.

7.1.3 Alternative 2: Build an New Child Care Center in an L-Shaped Building Configuration


Alternative 2 includes a conceptual site and facility design for a new child care center that incorporates all of the recommended building interior floor area and outdoor play area requirements that are presented in Chapter 6 (Figure 7-2). The new child care center would provide designated floor space for exclusive infant, toddler, preschool, and school-age care, an administrative area, a kitchen and small dining area, and mechanical room. Infant, toddler and preschool rooms would be situated on the north end of the building while an administrative area, the school-age care room, and kitchen and dining area would be located on the south end of the building. One central corridor would provide access to all rooms in the building.

The new child care center building would include almost 5,332 square feet of net floor area. On the north side of the new child care center building, two adjoining, but separated outdoor play areas would be developed. The play area for infants and young toddlers (up to 18 months of age) would comprise approximately 500 square feet. The play area for older toddlers and preschoolers would include about 2,475 square feet of outdoor play area.

A paved vehicular parking and circulation area would be developed to provide vehicular parking for parents, teachers and daycare providers, kitchen personnel and administrative staff. The proposed parking lot striping would include ten standard parking spaces and two American Disability Act (ADA) parking spaces in front of the Senior Center entry, along with 19 parking spaces and one ADA parking space for the LRPD. During the early mornings, when children are dropped off at the child care center, the standard parking spots adjacent to the Senior Center could be utilized by the LRPD parents. Assuming approximately eight parking spaces for the LRPD staff, the proposed parking striping would offer a total of approximately 21 parking spaces for early morning child drop-offs, when the maximum parking demand for the site is anticipated to occur.

The vehicular parking area would be separated from vehicular parking provided for the adjoining Carbon County Senior Center by a 4-foot median. This median could be an at-grade sidewalk, a raised walk with curb and gutter, or a planted landscape area. However, a raised walk with curb and gutter could be problematic for snow removal operations.


7.1.3.2 Advantages

a. The existing facility could be used during construction of the new child care facility. b. A kitchen and dining area would be included which would enable LRPD to provide more nutritious

snacks and meals to older toddlers and preschool-aged children. c. With demolition of the existing LRPD building, a few more vehicular parking stalls would be able to

be established in the vehicular parking area for both LRPD and the adjacent Carbon County Senior Center.

d. Provide separated vehicular parking areas for both the Carbon County Senior Center and Little Rascals Preschool and Daycare which would minimize potential vehicular conflicts between users of both facilities.

e. New child care facility would be more energy efficient than current facility.


Construction of Alternative 2 improvements will cost considerably more than Alternative 1 and somewhat more than Alternative 3.

7.1.4 Alternative 3: Build a New Child Care Center in a Rectangular-Shaped Building Configuration


Alternative 3 includes a conceptual site and facility design for a new child care center that incorporates all of the recommended building interior floor area and outdoor play area requirements that are presented in Chapter 6 (Figure 7-3). Similar to Alternative 2, the new child care center would provide designated floor space for exclusive infant, toddler, preschool, and school-age care, an administrative area, a kitchen and small dining area, and mechanical room. Infant, toddler and preschool rooms, as well as teacher preparation area, would be located on the north end of the building. The administrative area, school-age care room, kitchen and dining area would be situated on the south end of the building.

Under this alternative, the new child care center building would include roughly 5,725 square feet of net floor area in a rectangular-shaped building. On the north side of the new child care center building, two adjoining, but separated outdoor play areas would be developed. The play area for infants and young toddlers (up to 18 months of age) would comprise approximately 500 square feet. The play area for older toddlers and preschoolers would include about 2,475 square feet of outdoor play area.

A paved vehicular parking and circulation area would be developed to provide vehicular parking for parents, teachers and daycare providers, kitchen personnel and administrative staff. The proposed parking lot striping would include nine standard parking spaces and two American Disability Act (ADA) parking spaces in front of the Senior Center entry, along with 20 parking spaces and one ADA parking space for the LRPD. Similar to Alternative 2, the standard parking spots adjacent to the Senior Center could be utilized by the LRPD parents when children are dropped off at the LRPD during early morning hours. Assuming approximately eight parking spaces for the LRPD staff, the proposed parking striping would offer a total of approximately 21 parking spaces for early morning child drop-offs, when the maximum parking demand for the site is anticipated to occur.

Similar to Alternative 2, the vehicular parking area would be separated from vehicular parking provided for the adjoining Carbon County Senior Center by a 4-foot median. This median could be an at-grade sidewalk, a raised walk with curb and gutter, or a planted landscape area. However, a raised walk with curb and gutter could be problematic for snow removal operations.


7.1.4.2 Advantages

a. The existing facility could be used during construction of the new child care facility. b. This facility would provide almost 400 square feet more of net floor space compared to Alternative

2. c. Provide separated vehicular parking areas for both the Carbon County Senior Center and Little

Rascals Preschool and Daycare which would minimize potential vehicular conflicts between users of both facilities.

d. New child care facility would be more energy efficient than current facility.


Construction of Alternative 3 improvements will cost more than Alternative 1, but somewhat less than Alternative 2.

7.2 PREFERENCES OF LITTLE RASCALS PRESCHOOL AND DAYCARE BOARD

7.2.1 Review Process

Pedersen Planning Consultants and Vision Land Consultants met with the Little Rascals Preschool and Daycare Board on November 6, 2012 to discuss anticipated childcare demands, recommended site and facility criteria, and two alternate approaches to the expansion of the existing LRPD facility. Following a substantive discussion of these issues, the LRPD Board prepared a sketch of a preferred third alternative that was subsequently refined and drawn to scale by Vision Land Consultants.

7.2.2 Rationale for Selection of Alternative 3

Since 2003, the LRPD Board has worked tirelessly to “work with what it has” and maintain its present facility to deliver quality early childhood education and child care. LRPD has, to the extent possible, made repairs and improvements to the facility even though the present facility is not energy efficient and generates increased operating costs. Shared floor space for preschool, toddler and school-age care impairs the ability of LRPD to further improve the quality of its learning and play areas. In the face of rising enrollments, floor space limitations in the existing building forced LRPD to close an afternoon preschool class in 2011. Further, these limitations continue to diminish the ability of LRPD to accommodate increased childcare demands.

In this context, LRPD sees no practical advantage in attempting to continue use of its existing building (Alternative 1). The age and condition of the building will likely bring a greater number of costly repairs during the coming decade. Further, the cost associated with potential facility repairs will likely offset a significant proportion of new construction costs that would be completed for a comparable amount of floor space.

Alternative 2 provides anticipated floor space requirements within an entirely new facility that also can be accommodated on the project site. Further, this option allows LRPD to continue use of the existing facility until the new child care center can be built. However, the L-shaped configuration of the building will likely require the use of stick-built construction and generate added construction costs that can be avoided by the construction of a simple rectangular building configuration. Alternative 2 probably represents the most costly site and facility development option.

Alternative 3 would provide almost 400 square feet more of net floor space compared to Alternative 2. This building will likely require stick-built construction or the use of prefabricated steel building. The rectangular building configuration will enable the construction of a more simple roof design that will likely translate into somewhat lower construction costs compared to Alternative 2.


7.3 RECOMMENDED SITE AND DEVELOPMENT PLAN 7.3.1 General

Pedersen Planning Consultants and Vision Land Consultants support the conclusions of the Little Rascals Preschool and Daycare Board in its selection of Alternative 3. Additional floor space is clearly needed to accommodate future demands for early childhood education and child care. The quality of LRPD services hinges largely upon the establishment of separate learning, play and sleep areas for each childcare age group served by LRPD.

The following paragraphs provide further site and facility development recommendations relating to construction of a new child care center. 7.3.2 Building Dimensions and Gross Floor Area

Recommended Alternative 3 would, as stated earlier, be a rectangular shaped building approximately 116 feet long and 54 feet wide. The building would contain roughly 6,264 square feet of gross floor area. 7.3.3 Floodplain and Groundwater Considerations

For the purposes of developing preliminary building and site costs, it is assumed that the building footings would be buried approximately one-foot with 3 to 4-foot foundation stem walls. This would leave the finished floor elevation approximately two to three feet above existing ground elevation. This improvement will require a significant amount of site grading to raise the adjacent ground, along with the installation of access stairs and ramps. However, these improvements will enhance site drainage around the building and, hopefully, keep the crawl space underneath the building above ground water.

The U.S. Federal Management Agency (FEMA) recommends that all finished floors be installed at least, one foot above the estimated 100-year floodplain elevation. Therefore, the recommended finished floor elevation for the new building should be constructed approximately three to four feet above the existing Ledford Slough stream bed elevation, or at the same elevation of Wyoming State Highway 70, directly north of the proposed building site location. Both of these elevations would appear to be approximately three feet above the existing ground elevation. Regardless of these preliminary estimates, it would be prudent to discuss the final foundation and finished floor elevations, in more detail, with local building designers and contractors. 7.3.4 Building Types

Based upon discussions with local contractors, it appears that they have experience with the construction of numerous types of building materials, and that the majority of the building and site construction could be completed by the local workforce. As a part of our discussions, three different building types were initially investigated.

After further research and the preparation of a preliminary building layout, the use of a prefabricated manufactured building is not considered a feasible type of building due the maximum width of a standard manufactured building, i.e., 32 feet, which will not accommodate the overall floor space requirements of the proposed building. Stick-built or steel frame construction both appear to be feasible options for facility development. Both building types can be constructed by local building contractors, and have approximately the same total per square foot building costs.


7.3.5 Utility Installations

Based on the potential for frost to be pushed deeper in snow plowed areas, it is recommended that the water and sewer service lines to the new building be buried as deep as possible, e.g., greater than six feet, and not be constructed under the plowed areas, e.g., vehicular parking area. Because of this, it would appear that the most logical location for these services would be along the south property line where there is, at least, a sanitary sewer service line to the neighboring Cowboy Inn.


CHAPTER EIGHT FINANCIAL ANALYSIS

8.1 INTRODUCTION

Chapter Eight presents a financial analysis that examines the financial feasibility of developing and operating a new and expanded Little Rascals Preschool and Daycare facility in Baggs, Wyoming. Chapter Eight initially outlines the assumptions related to anticipated capital costs, operational costs, and future revenues for the first three years of operation. Subsequently, these assumptions were incorporated into cash flow statements and a project income statement that Pedersen Planning Consultants prepared for the same period. These analyses were essential to determine and evaluate start-up capital requirements for initial site and facility development, the potential availability of capital for the purchase of furniture, fixtures and equipment, revenue levels needed to support child center operations, and the overall financial feasibility of developing and operating a new and expanded child care center. 8.2 CAPITAL COSTS

8.2.1 General

Capital costs associated with the development of a new child care center typically include the acquisition of land, construction of a building, installation of utility service connections, and purchase of furniture, fixtures and equipment needed to establish operations. In the case of Little Rascals Preschool and Daycare, the purchase of land is not anticipated because LRPD proposes to expand its facilities on the 0.87-acre site owned by Carbon County in Baggs, Wyoming.

Anticipated capital costs estimated for site and facility development, as well as the purchase of furniture, fixtures and equipment, are based upon:

site and facility criteria outlined in Chapter Six; an inventory of available furniture and equipment owned by LRPD; research of retail prices for recommended furniture, fixtures and equipment recommended that

are summarized in Tables 8-2 through 8-7; insights gained from discussions with local construction contractors; discussions with representatives of prefabricated steel buildings; and, the experience of the project team.

8.2.2 Site Development

The development of the selected conceptual site and facility alternative presented in Chapter 7 will generally require some site preparation work, e.g., site grading and fill, as well as the connection of the new child care center to nearby water distribution, wastewater collection, natural gas distribution, electrical distribution systems. The existing preschool and daycare facility will also need to be removed in order that a new vehicular parking area can be constructed. Since Carbon County is the owner of this facility, Carbon County would need to assume responsibility for this aspect of site development. The costs associated with connections to municipal water distribution and wastewater collection systems may be waived by the Town of Baggs, Wyoming, but no requests or commitments have been made by LRPD or the Town of Baggs at the time of this report. It is estimated that the completion of site development work will cost approximately $70,825 (Table 8-1).


Quantity Unit Unit Cost Subtotal

SITE DEVELOPMENT

Demo/Removal Existing Building 1 LS 15,000 15,000

Backfill - Site Grading 200 CY 16 3,200

Water and Sewer Tap Fees 2 EA 3,000 6,000

Water and Sewer Services 2 EA 6,000 12,000

Electric/Gas/Voice & Internet Service 1 LS 5,000 5,000

Asphalt Parking Lot - Prep/Paving/Striping 7475 SF 3 22,425

Concrete Sidewalk 1440 SF 5 7,200

Subtotal $70,825

FACILITY DEVELOPMENT

Building Construction 6,264 SF $130 $814,320

Gas Furnace, Hot Water Heater 1 LS $10,000 $10,000

Playground Area: Fencing and Surfacing 1 LS $8,000 $8,000

Ramps/Stairs/Overhangs 4 EA $2,500 $10,000

Fire Alarm and Smoke Detection System 1 LS $5,000 $5,000

Security/Camera/Keyless Entry System 1 LS $8,000 $8,000

Subtotal $855,320

DESIGN AND CONSTRUCTION MANAGEMENT

Design, Bid Procurement, Professional Services Fire and Electrical Approval)

1 LS $15,000 $15,000

Subtotal $15,000

TOTAL $941,145

20% Contingency $188,229

ESTIMATED GRAND TOTAL $1,129,374Source: Vision Land Consultants, 2012.

Item

TABLE 8-1ENGINEER'S OPINION OF PROBABLE COSTS

LITTLE RASCALS PRESCHOOL AND DAYCARE FACILITYALTERNATIVE 3

8.2.3 Facility Construction

Facility construction costs would generally include construction of the building foundation, roof, exterior, interior partitions and doors, ceiling, windows, finish work and painting, as well as the installation of supporting water, wastewater, electrical, and natural gas distribution systems. Discussions with local building contractors in the LRPD service area suggest that the selected development alternative could be constructed for between $125 and $150 per square foot. For the purposes of this report, it was assumed that the facility would be constructed for roughly $130 per square foot. The proposed child care center would include a gross floor area of about 6,264 square feet. Consequently, construction of the facility is expected to cost roughly $855,320 (Table 8-1).

8.2.4 Design and Construction Management Services Wyoming Statutes 35-9-108 requires, in part, that the State Fire Marshal reviews and approves new building construction plans for child care center that serve more than ten children, as well as any buildings for public access that exceed 5,000 square feet of total floor area, or exceed one story in height. Plans are to be submitted to the Wyoming Department of Fire Prevention and Electrical Safety in Riverton, Wyoming. The Town of Baggs will also require a more general plan review of the proposed site and facility plan.


Unit Cost

Extension ($)

Main Entry wall bulletin/presentation board 1 60 60visitor chairs and side table 1 set 700 700wall informational display table/case 1 1 0parent mail slots (one per family), set of 22 slots 3 sets 33 99

Administration/ desks 3 1 350 700Reception office/secretarial chairs 3 1 80 160

desk-top computer w/monitor & keyboard 2 400 800laptop computers 2 500 1000fax/scan/print/copy machine, networkable 1 500 500file cabinet 2 200 400

Executive executive desk 1 280 280Director's Office executive chair 1 100 100

work/computer desk 1 150 150desktop computer w/monitor and keyboard 1 400 400file cabinet 1 200 200small conference table and 2 chairs 1 600 600bookcase 1 150 150

Teacher staff lockers (steel, double tier, 6 units) 2 800 1600Preparation/ mailboxes/cubbies (15 slots) 1 35 35Storage Area laptop computers 2 500 1000

square layout table 2 200 400bookcase 2 150 300file cabinet, lockable (for confidential files) 2 200 400storage cabinet, lockable 2 350 700

TOTAL $10,734Note: 1) FFE costs are based on regular, non-sale price for items and includes estimated shipping cost.

Source: Pedersen Planning Consultants, 2012

New FFE Cost ($)

TABLE 8-2ESTIMATED FURNITURE, FIXTURES AND EQUIPMENT COSTS

ADMINISTRATIVE AREA

Area Item QuantityAlready Owned

by LRPD

Should Little Rascals Preschool and Daycare acquire funds for construction of a new facility, it is expected that some funds will be required for a detailed design of the facility, as well as the processing of plans for a plan review by the State Department of Fire Protection and Electrical Safety in Riverton, Wyoming, as well as the Town of Baggs.

8.2.5 Furniture, Fixtures, and Equipment

During the coming decade, furniture, fixtures and equipment will be needed to support the operation of the administrative area (Table 8-2); infant care room (Table 8-3); toddler care room (Table 8-4), preschool room (Table 8-5), school-age care room (Table 8-6); and, the planned kitchen and dining area (Table 8-7). Estimated costs associated with the purchase of recommended furniture, fixtures and equipment are based upon retail prices (including shipping costs) that PPC identified through its review of selected supplier catalogues and websites.


Unit Cost

Extension ($)

Classroom Entry presentation board 1 60 60wall mounted cubbies with hooks (5 per unit) 2 2 0low shelves 2 160 320

Care Giving Diapering changing table w/trays 1 340 340diaper wall storage w/o trays 1 220 220

Sleeping evacuation cribs (on wheels) 5 400 2000adult-size rocking chair 1 1 0

Feeding high chair with or w/o tray on wheels 2 2 0toddler table seats 4 (5 mos to 2 yrs) 1 1 0refrigerator 1 1 0microwave 1 50 50

Activity and Play infant loft 1 4019 4019crawl through tunnel 1 440 440room divider/activity centers 1 542 542carpeted risers 1 310 310vinyl or fabric covered play pit 1 383 383air chair or infant seat 2 150 300browser box for books and toys 1 428 428area rug 6 X 9 feet 2 1 180 180soft furnishings 3 1 35 70

Storage low display shelf 2 1 150 150closed storage shelf 2 1 410 410locking storage cabinet 1 1 150 150

TOTAL $10,372

Sources: Community Investment Collaborative for Kids, 2005; U.S. General Serv ices Administration, 2003; Otte, 2012; Pedersen Planning Consultants, 2012.

Note: FFE costs are based on regular, non-sale prices for items and includes estimated shipp ing costs.


INFANT CARE OPERATION (Ages 0 to 12 Months)SERVING 4 to 5 INFANTS WITH 1 to 2 TEACHERS

New FFE CostRoom Area/Use Item Quantity

AlreadyOwned by

LRPD


Unit Cost

Extension ($)

Classroom Entry bulletin/presentation board 1 60 60cubbies or lockers 1 1 0low shelves 2 2 0

Care Giving Diapering changing table w/ storage 1 1 0wall storage unit for diapers, related supplies 1 272 272

Naps compact adjustable cribs 2 2 0evacuation frame for crib 2 115 239toddler cots 11 10 30 30linen storage 1 150 150adult glider chair 1 1 0

Feeding mini refrigerator 1 554 554microwave 1 1 0

Activity and Play toddler climbing structure 1 314 314slide/crawling tunnel 1 571 571room divider/activity centers 2 250 500carpeted risers/loft 1 3666 3666low storage box for blocks and props 2 2 0child-size table 16 to 18 inches high 2 1 253 253child-size chair 8 to 10 inches high 5 2 30 90area rug, 6 X 9 feet 2 300 600soft stackers 2 55 110easel 1 116 116drying rack 1 1 0book display shelf 1 141 141

Dramatic Play kitchen set (sink, refrigerator, cupboard, etc) 1 243 243dramatic play set 1 459 459soft furnishings 3 2 317 317

Sand and Water toddler sand table or texture table 1 1 0toddler water table 1 250 250

Storage low display shelf 2 188 376locking 6 - foot high storage cabinet 1 150 150

Child’s Restroom potty-training toilet 1 40 40child’s step stool 1 1 0

Outdoor Play miscellaneous appropriately-sized equipment various 0

TOTAL $9,501

Source: Community Investment Collaborative for Kids, 2005; U .S. General Services Administration, 2003; Otte, 2012. Pedersen Planning Consultants, 2012.

Note: FFE costs are based on regular, non-sale prices for items and includes estimated shipp ing cost.

TABLE 8-4 ESTIMATED FURNITURE, FIXTURES AND EQUIPMENT COSTS

TODDLER CARE OPERATION (Ages 1 to 3 Years)SERVING 11 TODDLERS AND 2 TEACHERS

New FFE cost

Room Area Item QuantityAlready

Owned by LRPD


Unit Cost Extension

$

Entry/ Miscellaneous bulletin/presentation board 1 60 60cubbies or storage lockers (5-6 per unit) 5 461 2766low shelves 6 196 1176divided shelves 2 229 458

Care Giving Napping cots/mats 27 18 486cot storage rack/hanger 1 180 180linen storage 1 150 150adult-size rocking and/or glider chair 2 400 800

Feeding refrigerator 1 554 554microwave 1 50 50

Activity and Play room divider/activity centers 4 2 215 430carpeted risers 2 417 834low storage box for blocks and props 2 2 0child-size table 16 to 18 inches high 6 3 131 393child-size chair 8 to 10 inches high 28 22 30 180area rugs 6 X 9 feet 5 1 180 720easel 1 1 0white board 2 1 0drying rack 1 1 0

Dramatic Play kitchen play set 2 471 942dramatic play set 2 267 534balance beam 1 135 135

Sand and Water toddler sand table or texture table 1 1 0toddler water table 1 170 170

Technology Center desk for computer/printer 1 310 310computer 1 1 0printer 1 1 0Smartboard 1 1 0

Book Corner/Library soft furnishings 6 set 971book caddie/display shelf 2 355 710bright pillows, set of 6 1 154 154

Storage low display shelf 4 188 752closed storage shelf 4 410 1640locking 6 - foot high storage cabinet 2 150 300

Children Restroom child’s step stool 1 1 0Outdoor Play miscellaneous appropriately-sized equipment various 0

TOTAL $15,855


PRESCHOOL CARE OPERATION (Ages 3 to 5 Years)SERVING 25 to 27 PRESCHOOLERS AND 2 TEACHERS

Room Area Item QuantityAlready

Owned by LRPD

New FFE Costs

Note: FFE Costs are based on regular, non-sale prices for items and includes estimated shipping costs.

Source: Community Investment Collaborative for Kids, 2005; U .S. General Services Administration, 2003; Otte, 2012; Pedersen Planning Consultants, 2012


Unit Cost ($)

Extension ($)

Classroom Entry bulletin/presentation board 1 60 60cubbies or lockers, wall-mount w/coat hangers 2 280 560

Activity and Play child-size table, square 2 131 262child-size chair 8 30 240adult-size table, square 2 200 400adult-size chair 8 30 240benches 2 120 240foosball set 1 650 650table tennis set 1 400 400area rugs, 6x9 2 180 360

Technology computer w/monitor and keyboard 2 400 800printer 1 200 200computer desk and chair 2 177 354printer table 1 180 180

Book corner- Library book display shelf with storage 1 350 350miscellaneous cube-style and bean bag chairs 4 63 252lounge couch 1 0

Storage low display shelf 2 188 376closed storage shelf 2 410 820locking 6 - foot high storage cabinet 1 150 150

TOTAL $6,894


SCHOOL-AGE CARE OPERATION (Ages 6 to 12)SERVING 11-12 SCHOOL AGE CHILDREN AND ONE TEACHER

Note: FFE Costs are based on regular, non-sale prices for items and includes estimated shipp ing costs.

Sources: Otte, 2012; Pedersen Planning Consultants, 2012.

New FFE Cost

Area Item QuantityAlready Owned

by LRPD

Quantity

1) Estimated Cost

KitchenCommercial 36-inch (six-burner) gas range/oven with ventilation hood 1 1,700Refrigerator/Freezer (residential style) 1 3,500Three compartment sink with two drainboards 1 515Commercial high-temperature under counter electric dishwasher 1 3,200Maintenance (mop) sink with accessories 1 425Microwave oven 1 13815-inch wall mounted hand sink 1 107

Subtotal $9,585Dining Area

Mobile convertible table/bench unit 1 700Sturdy Leg Adjustable Tables @$211/table 6 1,266Preschool size chairs @$37/Chair 32 1,184

Subtotal $3,150TOTAL $12,735

Source: Restaurant Equippers Warehouse Stores, 2012; Food Service Warehouse, 2012.


PROPOSED KITCHEN AND DINING AREA

Item

Note: 1) Estimated Cost includes shipping


New furniture, fixtures and equipment that gradually will be needed to supplement LRPD’s existing inventory will ultimately require a cumulative expenditure of approximately $53,356. However, as noted in each of the preceding tables, LRPD already owns a considerable amount of furniture and equipment (FFE) that can be relocated from its existing facility to the infant, toddler and preschool rooms in the new child care center. As the new child care facility opens, supplemental furniture, fixtures and equipment will initially need to be added to each of the four child care rooms. Some of the recommended furniture, fixtures and equipment for the administrative area will also need to be installed to establish efficient administrative functions; remaining furniture for the administrative area can be purchased at a later date. The kitchen and dining area should be furnished last. 8.3 COST OF OPERATIONS

8.3.1 General

The cost of operating the new child care center will largely encompass payroll expenses, recurring utility expenditures, building maintenance and repair costs, insurance, food and supplies. The estimated cost of operations is based upon:

personnel assumptions outlined in Chapter Six which were developed through discussions with the current director of Little Rascals Preschool and Daycare, Kyla Otte;

a review of actual expenditures made by LRPD in fiscal years 2010, 2011, 2012 and the first quarter of FY 2013; and,

insights gained from Jessica Thomas, LRPD board member and treasurer.

During the first three years of future operation, annual operational costs are expected to range from about $179,033 to $190,281.

8.3.2 Payroll Expenses

The primary operational cost will continue to be payroll expenses required to operate the child care center. These expenditures will likely represent over 80 percent of the total cost of operations.

Personnel and labor expenditures envisioned by LRPD for the new child care center are outlined in Chapter 7. In order to estimate future labor and payroll expenses, PPC applied actual labor rates in 2012 to the anticipated amount of hours that will be expended by each management and staff position. It was further assumed that labor rates for each position would increase three percent per annum. Based upon current payroll deductions, fringe benefits are expected to represent almost 22 percent of gross wages.

8.3.3 Professional Services

Little Rascals Preschool and Daycare presently uses the services of an accountant to prepare tax statements and other financial statements for the non-profit corporation. The LRPD Treasurer presently performs bookkeeping and manages accounts payable on a volunteer basis. These arrangements are expected to continue during the first three years of operation. As enrollments expand further in the coming decade, it is anticipated that LRPD will hire a part-time office manager to carry out these functions.

8.3.4 Utilities

LRPD currently pays monthly invoices for water and sewer, electric, natural gas, voice and Internet communications, solid waste disposal services. In FY 2012, LRPD expended roughly $4,500 for these services. The construction of the new child care center will generate additional costs for water and natural gas needed to support a new gas furnace and kitchen operations, as well as an increased connected load


associated with a new electrical distribution system. Other costs associated with communications and solid waste disposal are expected to closely resemble current expenditure levels.

8.3.5 Education

Wyoming Department of Family Services requires periodic training for personnel who manage and carry out preschool and daycare services. Many of these courses require little or no tuition or registration fees as many of the training courses are offered on-line via the Internet. However, a few of the training sessions may require some staff travel. 8.3.5 Insurance

LRPD presently carries general commercial liability and commercial property coverage. In FY 2012, LRPD expended about $1,565 to maintain their general commercial liability and commercial property policies. The cost associated with these types of insurance will likely increase with the operation of an expanded child care center facility.

8.3.6 Supplies

LRPD regularly purchases kitchen supplies and foods to provide snacks for infants, toddlers, and preschool aged children. These will increase with the preparation of more nutritious meals for older toddlers and preschoolers in the planned kitchen. Classroom instruction and learning supplies are regularly bought to support LRPD’s preschool program and other early childhood educational activities. Significant expenditures are also made for supplies that support various fundraising activities. Expenditures for these types of supplies can be expected to increase slightly during the first three years of operation. The cost of these supplies will gradually grow in response to inflation and growing costs of production experienced by suppliers.

8.3.7 Building Maintenance

LRPD occasionally purchases janitorial supplies and equipment, and some building materials to keep the child care center is good condition. Some building supplies are also acquired to make occasional repairs to the existing building.

A new child care center will initially reduce the amount of supplies for building repairs. But expenditures for janitorial supplies will rise as the size of the new child care center facility expands. Surface materials will occasionally need to be replaced to adequately maintain the condition of both outdoor playground areas. 8.4 ANTICIPATED REVENUES

8.4.1 General

Little Rascals Preschool and Daycare (LRPD) provided Pedersen Planning Consultants with its estimate of anticipated revenues for FY 2013, 2014, and 2015 that would be derived from annual registration fees, as well as preschool and daycare service fees. Anticipated childcare enrollments for each childcare age group (see Chapter Four) were applied to existing preschool and daycare rates to calculate anticipated revenues. The estimates also include a modest rise in monthly and daily service rates in FY 2014, as well as a nominal increase in registration fees in FY 2015.


The review of recent profit-loss statements from FY 2010, 2011, and 2012 for LRPD provided Pedersen Planning Consultants with additional insight concerning the amount of revenue that Little Rascals Preschool and Daycare annually receives via wage and milk reimbursements, fundraisers, direct public grants, and other financial support.

8.4.2 Preschool and Daycare Enrollments

LRPD expects that preschool and daycare enrollment will generate increased revenues that will steadily rise from $190,227 in FY 2013 to $217,950 in FY 2014, and $276,399 by FY 2015. These revenues are expected to represent almost half of all revenues that will be received by LRPD between FY 2013 and FY 2015. A combination of increased registration fees, planned adjustments to preschool and daycare service fees, and a gradual rise in enrollments for each of the four childcare age groups, are the primary factors that will influence the receipt of higher revenues from preschool and daycare enrollments.

8.4.3 Wage Reimbursements

Little Rascals Preschool and Daycare (LRPD) occasionally receives some wage reimbursements from Project Reach in Rawlins, Wyoming for staff time that LRPD provides to children with special educational needs. These revenues are based on pre-established hourly wage rates and the actual number of hours expended by LRPD staff. Wage reimbursements are variable, however, as they depend upon how many children Project Reach determines need one-on-one, early intervention services. LRPD received about $5,800 in wage reimbursements In FY 2011 and almost $4,700 in FY 2012, but no reimbursements were received in FY 2010. Project Reach director, Pat Rosacker, reported to PPC that it is reasonable to assume that about one child, every four to five years, will require some form of early intervention services.

8.4.4 Milk Reimbursements

LRPD participates in a federally subsidized Special Milk Program which assists school and other agencies, e.g., child care centers, in providing milk to children at reasonable prices. The national program is administered by the U.S. Department of Agriculture. The Wyoming Special Milk Program is administered by the Wyoming Department of Education. Under this program, LRPD is reimbursed for milk that it provides to children enrolled at the child care center. Since milk is regularly served to children enrolled at LRPD, the Special Milk Program represents a regular source of income to the child care center. Since the revenue received from this program is based largely upon the number of half-pints of milk provided by LRPD, the growth of future milk reimbursements can be expected to correspond closely with the annual rate of growth in child enrollment.

8.4.5 Grants from Public Agencies

Little Rascals Preschool and Daycare typically applies for grant funds from Carbon County School District #1 Recreation Board and Health Care District Grants on an annual basis. In FY 2012, LRPD received $18,000 from the Little Snake River Rural Health District and almost $8,500 from Carbon County School District #1 Recreation Board.

Grants from Carbon County School District #1 Recreation Board can generally be used to reimburse expenditures for capital facilities, facility improvements, recreational equipment, or recreational events. However, Recreation Board grant funds cannot be used to reimburse labor costs.

Grants from the Little Snake River Rural Health District typically provide funds that can be used for the reimbursement of health-related expenses. As part of its grant applications, LRPD submits proposed budgets to the Little Snake River Rural Health District for various types of health-related supplies. The


budgets are reviewed by the Little Snake River Rural Health District; when approved, LRPD receives a grant for a portion, or all, of its proposed budget request (Thomas, 2012).

It is anticipated that LRPD will continue to seek grant funds from these public agencies given the objectives of these funding sources.

8.4.6 Fundraisers and Contributions

Little Rascals Preschool and Daycare carries out several fundraiser activities to help increase revenues for the non-profit organization. LRPD sells T-shirts, food, Christmas wreaths and other items to encourage contributions from residents of its service area. In FY 2012, LRPD received $10,600 from individuals, small businesses and corporations that were based in the Little Snake River Valley.

During FY 2011-2012, LRPD also distributed a letter to corporations, small businesses, and selected individuals in the Little Snake River area. The letter reported to potential contributors that LRPD was applying for a new building grant and needed financial help to help provide matching funds for the grant. While LRPD later decided to pursue a grant for a feasibility study instead of a building grant, LRPD learned that the preparation and distribution of materials that outlined specific financial needs was an effective means to communicate and solicit support from residents of their service area (Thomas, 2012). 8.5 CASH FLOW ANALYSES

8.5.1 General

The preceding estimation of capital costs, operational costs and revenues enabled Pedersen Planning Consultants prepared a cash flow analysis for the planned child care facility. This analysis presents anticipated cash receipts and outgoing expenditures during the first three years of the expanded child care center operation (Tables 8-8A, 8-8B, and 8-8C). The cash flow statements for each year help determine the extent of operating capital that will be needed to support eventual childcare operations, as well as the adequacy of anticipated revenues to support an expanded child care facility operation.

It is important to note that no capital expenses, e.g., construction loan amortization, are included in the cash flow analyses. Little Rascals Preschool and Daycare (LRPD) plans to lease space on the existing 0.87-acre site owned by Carbon County and seek private donations and public grant funds for the construction of a new child care facility.

A review of recent profit-loss statements for FY 2010 through FY 2012, quickly indicate that Little Rascals Preschool and Daycare could not financially support construction of a new child care center facility. While its existing operation has annually produced a positive net income of roughly $10,000 to almost $17,500 between FY 2010 and FY 2012, LRPD has no available cash reserves to support new site and facility development. Consequently, it is prudent for LRPD’s to seek private donations and public grant funds for site and facility development.

8.5.2 Adequacy of Anticipated Revenues to Support Facility Operations

The cash flow analyses prepared for the first three years of operation indicate that Little Rascals Preschool has more than sufficient revenues to support an expanded preschool and daycare operation. Over 80 percent of the anticipated revenues during the first three years of operation are expected to be derived from an effective revenue stream comprising student registration fees, preschool fees, as well as full and part-time daycare service fees for infants, toddlers, preschoolers, and school-age children.

While LRPD does not maintain any capital reserve accounts, its revenues are regularly bolstered by a significant influx of grant funds from Carbon County School District #1 Recreation Board and the Little

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Snake River Rural Health District. These funds, milk reimbursements, and less frequent wage reimbursements, offset a significant amount of capital that would otherwise be needed for the purchase of furniture, fixtures, equipment and supplies. The revenue base of LRPD is also supported by regular corporate, small business, and individual donations and contributions that are, in part, gained through LRPD fundraisers.

8.5.3 Adequacy of Cash flow to Support Purchase of Furniture, Fixtures and Equipment

As stated earlier, upon opening of the new child care center, some of the new furniture, fixtures and equipment (FFE) would desirably be installed in each of the four childcare rooms, as well as the planned administrative area. PPC estimates that initial FFE purchases for the four care rooms and administrative area would require, at least, $42,000.

The cash flow statement for Year 1 of operations indicates that there is insufficient cash flow to support these initial FFE purchases until probably the latter part of the fiscal year. From an operational standpoint, the gradual installation of these furniture, fixtures and equipment would not negate the ability of LRPD to begin its operation in a newly expanded facility as LRPD has the ability to gradually transition from its existing facility.

The remaining furniture, fixtures and equipment for each of the childcare rooms, the administrative area, as well as kitchen and dining area, can be incorporated into the new facility as grant funds are obtained from the Carbon County School District #1 Recreation Board and the Little Snake River Rural Health District, and other donations and contributions are received from the community. These conclusions can realistically be made since the existing LRPD operation:

has an established clientele; and, has a successful track record of obtaining supplemental grant funds from selected public entities;

and, regularly receives donations and contributions from corporate sponsors, small businesses and

individuals.

8.6 PROJECTED INCOME STATEMENT

The financial feasibility of the project was also evaluated through the preparation of a projected income (pro forma profit and loss) statement that summarizes anticipated revenues and expenses for the first three years of operation (Table 8-9). The projected income statement also reflects the potential expenditure of capital for furniture, fixtures and equipment during the same time period.

8.6.1 Revenues

A substantive stream of revenues during the first three years of operations will provide a strong financial base for the continued operation of Little Rascals Preschool and Daycare within a new, expanded facility in Baggs, Wyoming. The strength of anticipated revenues is based upon the fact that over 80 percent of its revenues will come from the services LRPD provides to its clients. Additional grant funds, reimbursements, donations and contributions enable LRPD to purchase furnishings and supplies that help add quality to its operations without disturbing the organization’s monthly cash position.

8.6.2 Expenses

Similar to other child care centers, the primary expense of operating LRPD will be for the people that manage and provide early childhood education and daycare services. While costly, the stable revenue base enables LRPD to meet its payroll and operating expenses without maintaining an operating line-of-credit. This conclusion applies to the entire first three years of operation even though the earlier cost analysis assumed price escalations for payroll, operating and facility maintenance expenses.


1 2 3

REVENUESInfant Care 21,792 23,232 30,984Toddler Care 67,980 72,780 116,376Preschool Care 89,760 106,092 111,624School-Age Care 10,692 15,840 17,424Wage Reimbursement 0 0 0Milk Reimbursement 1,800 1,860 1,884Fundraisers 12,000 12,000 12,000Public Grants 30,500 30,500 30,500Privagte Contributions 5,453 5,453 5,453

Total Revenue 239,977 267,757 326,245EXPENSES

Payroll 146,964 151,380 155,916Operating Expenses 29,169 30,320 31,163

Site/Facility Maintenance 2,900 3,081 3,202

Total Expenses 179,033 184,781 190,281

NET PROFIT (LOSS) BEFORE TAXES 60,944 82,976 135,964

TABLE 8-9PROJECTED INCOME STATEMENT

DURING FIRST THREE YEARS OF OPERATIONLITTLE RASCALS PRESCHOOL AND DAYCARE

Year

Sources: Thomas, 2012; Otte, 2012; Pedersen Planning Consultants, 2012. 8.6.3 Net Profit (Loss)

As a non-profit corporation, Little Rascals Preschool does not seek to become highly profitable. But, when profits are taken through effective management and efficient operation, profits can be used to acquire assets that improve the quality of its early childhood education and daycare services.

Anticipated profits during the first three years of operation appear substantive enough to enable LRPD, on a cash basis, to gradually purchase all of the furniture, fixtures and equipment that are recommended for each of the four childcare rooms, the administrative area, as well as the kitchen and dining area. As stated earlier, the cash flow analysis suggests that purchases of new equipment would not be prudent until the latter part of the first year of operations in order to maintain an adequate cash position.


CHAPTER NINE AVAILABLE RESOURCES

9.1 INTRODUCTION

Another consideration related to overall project feasibility is the identification of technical and financial resources that are available to support development of a new child care facility by the Little Rascals Preschool and Daycare Board. Because the child care center has been in operation since 2003, it is also important to consider the type and amount of furniture and equipment that can be incorporated into a new child care facility.

9.2 TECHNICAL CAPACITY OF THE LRPD BOARD

Little Rascals Preschool and Daycare (LRPD) is a non-profit 501(c)(3) organization that is managed by a nine person board of directors. The board of directors comprises parents from the Little Snake River Valley who have a diverse range of professional and technical experience. Some of the board members have also volunteered to carry out ongoing administrative functions, e.g., bookkeeping, for the organization. Other board members, with the support of other parents and community residents, have participated in the completion of occasional facility repairs, maintenance and facility improvements.

Since 2003, the demonstrated commitment of the board of directors has contributed significantly to the success of the child care center. The continued commitment and experience of the LRPD Board represents a valuable asset that is essential to completion of a new child care facility.

9.3 SCOPE OF SERVICES FROM LOCAL CONSTRUCTION INDUSTRY

The potential availability of local contractors to complete construction of a new child care center represents an important consideration. The availability of capable construction contractors in close proximity to the project site would likely generate somewhat lower construction cost bids.

As stated earlier, local business establishments in the LRPD service area include various small companies associated with the construction industry (see section 3.2.4). These generally include contractors that provide site preparation services, build foundations, construct single family residential homes, and offer other specialty trades.

Four local contractors were interviewed during the course of the feasibility study to, in part, determine more specific information concerning the type of construction services and technical skills that are available from the local construction industry. The contractors interviewed suggest that:

There are general contractors in the LRPD service area that are more than capable of managing and completing construction of a new child care center.

Local contractors appear to have adequate experience and technical skills for site preparation, foundation work, stick-built facility construction, and installation of factory-built, e.g., manufactured or modular, structures. However, electrical work and installation of gas furnace may need to be accomplished by contractors in Craig, Colorado, Rawlins, Wyoming or other nearby communities.

Local contractors have adequate experience to obtain bonding that might be required by LRPD Board. However, they would have little interest in pursuing project that required Davis-Bacon Act wage determinations and related reporting requirements.


The potential use of local contractors for site preparation and foundation work is further enhanced by the presence of a small concrete plant operation in Baggs, as well as nearby sources of gravel and other fill material.

9.4 AVAILABLE FURNITURE AND EQUIPMENT

During the past nine years of operation, the Little Rascals Preschool and Daycare Board has obtained an extensive inventory of equipment, furniture and supplies that are needed for child sleep and play areas. The furniture, fixtures and equipment needed to support infant, toddler, preschool and school aged child care at the new child care center are presented in Chapter 6. These requirements are accompanied by the identification of furniture, fixtures and equipment that are already owned by LRPD. The inventory of available furniture and equipment will help reduce the amount of expenditures needed for the procurement of these resources.

9.5 COMMITTED FINANCIAL AND TECHNICAL RESOURCES

At the time of this report, Little Rascals Preschool Board has received no financial commitments toward the construction of a new child care center from any public agency, private company, or community organization. However, the Carbon County Economic Development Corporation has offered to help prepare a child care grant application to the Wyoming Business Council, Business Ready Community Grant and Loan Program.

Although no formal commitment has yet been made, the Town of Baggs, in an appearance by LRPD before the Town Council, indicated their intent to commit $5000 for LRPD’s use toward a new facility.


CHAPTER TEN CONCLUSIONS AND RECOMMENDED STRATEGIES

10.1 INTRODUCTION

Chapter 10 highlights overall conclusions concerning the feasibility of Little Rascals Preschool and Daycare ( LRPD) development of a new and expanded child care facility in Baggs, Wyoming. Previous chapters in this report have examined the feasibility of developing a new child care center in the context of several important questions.

Is there sufficient demand to justify development of a new child care center? How much floor space is needed to accommodate anticipated demands and, at the same time,

meet regulatory requirements of the State of Wyoming? Can LRPD develop a new child care center on the 0.87-acre site where LRPD’s existing facility is

located along with the Carbon County Senior Center? Can anticipated demands and other revenue sources support the operation of an expanded child

care center? Can the anticipated revenue stream of LRPD also support the acquisition of furniture, fixtures and

equipment? What entity should own the new child care center? Where might LRPD seek funds for the development of a new and expanded child care center?

More detailed answers to these questions can be found through a more detailed review of earlier chapters in this feasibility study. One exception is the final question concerning the acquisition of funds for the construction of a child care center. This issue is addressed entirely in Chapter 10. 10.2 THE NEED FOR AN EXPANDED CHILD CARE CENTER

Little Rascals Preschool and Daycare is the only licensed preschool and child care facility in the service area of LRPD which essentially comprises the Little Snake River Valley. This part of Carbon County is probably more likely to experience continued growth in resident population during the coming decade. Such growth will be derived from expanded oil and gas exploration and production, as well as potential uranium production. Anticipated economic trends and related employment opportunities are discussed more fully in Chapter Three.


Chapter Four presents anticipated demands for the Little Rascals Preschool and Daycare service area for the next ten years. By 2022, it is anticipated that there will be a demand to provide early childhood education and daycare services to between 66 and 74 children. Over half of that demand is expected to be preschool-aged children. But, there are also demands for toddlers, schooI-age children, and infants.

The existing LRPD facility can only serve up to 32 children at any given time. Consequently, the existing facility cannot support anticipated demands. 10.3 FLOOR SPACE REQUIREMENTS

Chapter Six outlines site and facility criteria for the planned child care center expansion and provides an estimate of the net floor area needed to accommodate an administrative area; infant, toddler, preschool and school-age care rooms; kitchen and dining area; and mechanical room. Pedersen Planning Consultants concludes that 5,624 of net floor space (see Table 6-8) is needed inside a new child care center facility.

Adjacent to the building exterior, two separate outdoor play areas would require about 500 square feet of play area for infants and young toddlers, as well as 2,475 square feet for a second outdoor play area for older toddlers and preschoolers. No outdoor play area is needed for school-age care. 10.4 DEVELOPMENT OF THE CHILD CARE CENTER ON CARBON COUNTY PROPERTY

The Carbon County-owned project site is conveniently accessible from Wyoming State Highway 70 and Whippoorwill Drive in Baggs, Wyoming. This location is close to the primary employers of the LRPD service area, as well as vehicular travel routes for workers commuting to jobs outside of the Little Snake River Valley.

Pedersen Planning Consultants and Vision Land Consultants prepared three conceptual site and facility plans in Chapter Seven. These plans demonstrate that a new child care center facility can be constructed on the property without conflicting with ongoing uses of the adjacent Carbon County Senior Center.

A recommended Alternative 3 includes a rectangular-shaped building that would be approximately 116 feet long and 54 feet wide. The building would contain roughly 6,264 square feet of gross floor area.

The project site is situated within a 100-year floodplain that has been identified by the U.S. Federal Emergency Management Agency (FEMA). FEMA recommends that all finished floors be installed at least, one foot above the estimated 100-year floodplain elevation. Therefore, the recommended finished floor elevation for the new building should be constructed approximately three to four feet above the existing stream bed elevation, or at the same elevation of Wyoming State Highway 70, directly north of the proposed building site location. Both of these elevations would appear to be approximately three feet above the existing ground elevation of the project site.

The existing vehicular parking area would be reconstructed to provide ample parking to serve both the Carbon County Senior Center and the new Little Rascals Preschool and


Daycare facility. The proposed parking lot striping would include nine standard parking spaces and two American Disability Act (ADA) parking spaces in front of the Senior Center entry, along with 20 parking spaces and one ADA parking space for the LRPD (Figure 7-3). The parking areas would be separated by a raised or at-grade walkway to minimize vehicular conflicts from vehicles backing out and leaving each parking area.

Water distribution, wastewater collection, electrical distribution, and natural gas distribution lines are located along Whippoorwill Drive, as well as the south and west boundaries of the County-owned property. Consequently, the new facility can cost-effectively be connected to supporting utility systems. 10.5 ADEQUACY OF ANTICIPATED REVENUES TO SUPPORT CHILD CARE CENTER OPERATIONS

The cash flow analyses prepared for the first three years of operation indicate that Little Rascals Preschool has more than sufficient revenues to support an expanded preschool and daycare operation. Over 80 percent of the anticipated revenues during the first three years of operation are expected to be derived from an effective revenue stream comprising student registration fees, preschool fees, as well as full and part-time daycare service fees for infants, toddlers, preschoolers, and school-age children.

While LRPD does not maintain any capital reserve accounts, its revenues are regularly bolstered by a significant influx of grant funds from Carbon County School District #1 Recreation Board and the Little Snake River Rural Health District. These funds, milk reimbursements, and less frequent wage reimbursements, offset a significant amount of capital that would otherwise be needed for the purchase of furniture, fixtures, equipment and supplies. The revenue base of LRPD is also supported by regular corporate, small business, and individual donations and contributions that are, in part, gained through LRPD fundraisers. 10.6 ADEQUACY OF REVENUE STREAM TO SUPPORT THE ACQUISITION OF FURNITURE, FIXTURES AND EQUIPMENT

Anticipated profits during the first three years of operation appear substantive enough to enable LRPD to gradually purchase all of the furniture, fixtures and equipment that are recommended for each of the four childcare rooms, the administrative area, as well as the kitchen and dining area. As stated earlier, the cash flow analysis suggests that purchases of new equipment would not be prudent until the latter part of the first year of operations in order to maintain an adequate cash position. FFE would desirably be purchased on a cash basis. 10.7 CHILD CARE CENTER OWNERSHIP

Little Rascals Preschool and Daycare is a 501(C)(3) non-profit corporation that is managed by a nine-person board of directors. An executive director oversees day-to-day management and operation of the child care center.

LRPD leases its existing facility from Carbon County, Wyoming. The present two-year lease expires on December 31, 2013 (Board of Carbon County Commissioners, 2012).

Since the purchase of property in Baggs would require an additional capital expenditure, LRPD is seeking grant funds for the construction of a new child care center on the 0.87-acre County-owned property. If construction grant funds are secured for the child care center project, LRPD envisions that Carbon County would own the new facility building and LRPD would lease the new building from Carbon County for an extended period of time.


10.8 POTENTIAL SOURCES OF FUNDS TO SUPPORT CAPITAL AND OPERATING COSTS

Pedersen Planning Consultants (PPC) conducted a search of eligible grants and other funding sources in Wyoming and nationwide that Little Rascals Preschool and Daycare could pursue for the purpose of obtaining funds needed to support site and facility development, as well as the acquisition of furniture, fixtures and equipment. This search focused upon identifying public grant and loan programs that provide funds for construction projects and related capital expenditures, local companies that may provide monetary charitable donations that can be applied to grant matching requirements and the purchase of furniture, fixtures and equipment, agencies that donate used furniture, fixtures, and equipment, and various cost reimbursement programs. Through discussions with various members of the LRPD Board in October and November 2012, it is clear that LRPD is already familiar with some of the grant programs that hold promise for some future funding.

The following paragraphs provide an overview of these programs, as well as specific points-of-contact concerning applications, eligibility, and other issues.

10.8.1 Wyoming Business Ready Community (BRC) Grant and Loan Program

10.8.1.1 Program Goals and Objectives

The Business Ready Community Grant and Loan Program, administered by the Wyoming Business Council (WBC), represents the best possible source of funding for the development of a new LRPD facility. The scope of the LRPD child care center expansion clearly matches with the overall goals and objectives of this program, as well as the type of projects WBC desires to consider funding.

The cover page of the WBC Child Care/Senior Care Grant and Loan Application states that the goal of the Wyoming Business Council is to promote “….economic development at the local level in order to create additional economic health and a stronger state economy.” The following objectives of the program aptly describe logical outcomes of the LRPD child care center expansion.

1) Support to Wyoming’s communities which are diverse in size, resources, and economies. 2) Focus resources on projects that are likely to produce benefits that endure beyond the funding program. 3) Support projects which will help people, families, and communities thrive. 4) Increase the capacity of community and economic development partnerships and cooperative efforts

between the private and public sectors. 5) Support and encourage communities that develop innovative responses to their economic challenges

(Wyoming Business Council, Business Ready Community Grant and Loan Program, 2012).

10.8.1.2 Eligible Projects and Grant Recipients

In its preamble to the grant application for child care and senior care projects, WBC also outlines the type of child care and senior care project that it desires to fund.

“The primary intent of this project type is to provide funds to build infrastructure in a community in which a specific business has committed to relocate or expand”.

The proposed expansion of Little Rascals Preschool and Daycare matches the type of project that WBC desires to support.

These grants can be obtained by Wyoming counties, incorporated cities and towns, and joint powers boards. Even though the proposed project is in the Town of Baggs, LRPD should request the Board of Carbon County Commissioners to be the grant applicant because it is the owner of the project site. If the grant is approved, Carbon County could renew and extend its lease to LRPD for a portion of the 0.87-acre site.


10.8.1.3 Potential Size of Grant Awards

Under this program, a maximum of $1.0 million could be awarded for the construction of a new facility. The program requires a 15 percent match. The cost of site and facility development for the recommended Alternative 3 is $941,145. But, with a recommended contingency of 20 percent, the total project cost is $1,129,374 (see Chapter Eight).

In order to bring total costs below 1.0 million, LRPD would have to assume lower cost contingency to, seek potential reductions in site development costs, e.g., Town of Baggs. With the anticipated cost of about $1 million for the preferred and recommended Alternative 3, the required grant match amount would be approximately $150,000. However, in addition to cash, in-kind contributions such as infrastructure, labor, materials, and real estate can be included in the match. For example, since Carbon County owns the project site, a land appraisal for a portion of the County-owned property could probably be used. A second potential in-kind contribution could be Carbon County assuming responsibility for the cost of removing the existing LRPD building.

10.8.1.4 Recommended Action

The Little Rascals Preschool and Daycare Board is well aware of this potential source of funds and plans to submit a grant application. As stated earlier, LRPD has already received a commitment from the Carbon County Economic Development Corporation to prepare the grant application if the project appears feasible. Since the feasibility study confirms that the proposed child care center expansion is feasible, these efforts can go forward.

Several deadlines for this grant/loan application are offered during the calendar year. The remaining application postmark deadlines have been identified for the current fiscal year: December 1, 2012; March 1, 2013; June 1, 2013; and September 1, 2013.

10.8.1.5 Points-of-Contact

The BRC Child Care/Senior Care Grant and Loan information and application and can be accessed at www.wyomingbusiness.org.

WBC’s South Central Region Regional Director is Pat Robbins who is located in Rock Springs, Wyoming. Voice: 307-382-3163 E-Mail: [email protected].

WBC’s Business Ready Communities/Community Facilities Program Manager is Dave Simonsen, who is located in Cheyenne, Wyoming. Voice: 307-777-2813; E-Mail: [email protected].

10.8.2 U.S. Department of Agriculture, Rural Development

The U.S. Department of Agriculture offers Community Facility Grants or Community Facilities Direct and Guaranteed Loans via its Rural Development Program.

10.8.2.1 Community Facility Grants

The U.S. Department of Agriculture, Rural Development Housing and Community Facilities Program provides grants to non-profits or local governments for the development of essential community facilities in rural areas and towns of up to 20,000 people. Grant funds of up to 75 percent of project cost can be used for construction, or for the purchase of equipment required for facility operation. Rural Development grants may also supplement other financial assistance received by the applicant, such as loans, contributions or loans and grants from other sources.

Projects that receive the highest priority for funding meet these guidelines:


a) community with a population of 5,000 or less, b) community with a median household income below the higher of the poverty line, or 60 percent of

the State non-metropolitan household income. c) a project that provides healthcare, public safety, or public and community services.

Unfortunately, the amount of grant funds available in Wyoming is extremely limited. In the past fiscal year, USDA allocated roughly $100,000. Most of the awarded Community Facility Grants in Wyoming do not exceed $20,000. Further, grant funds cannot be used for most types of furniture, fixtures and equipment that are needed for the expanded child care center (Werner, 2012). Consequently, the pursuit of a Community Facility Grant is not recommended.

10.8.2.2 Community Facilities Direct and Guaranteed Loans

Considerably more promising, however, are the Community Facilities Direct and Guaranteed Loans. Loans and guarantees are available to local governments, as well as non-profits for the development of essential community facilities in towns of 20,000 people or less. Loan funds may be used for the construction or improvement of community facilities used for health care, public safety, and public services. In addition, loan funds may be used for the acquisition of land, payment of professional fees, and the purchase of equipment. Applicants must have the legal authority to borrow and repay loans, to pledge security for loans, and to construct, operate, and maintain the facilities. They must be financially sound and able to organize and manage the facility effectively.

“Repayment of the loan must be based on tax assessments, revenues, fees, or other sources of money sufficient for operation and maintenance, reserves, and debt retirement. Feasibility studies are normally required when loans are for start-up facilities or existing facilities when the project will significantly change the borrower’s financial operations. The feasibility study should be prepared by an independent consultant with recognized expertise in the type of facility being financed.” (U.S. Department of Agriculture, SDA Rural Development, 2012).

For the direct loan program, three levels of fixed interest rates (poverty, intermediate, and market) are available based on the median household income of the area being served and the type of project. Interest rates for the guaranteed loan program may be fixed or variable and are determined by the lender and borrower, subject to HCFP review and approval. Loan repayment terms are subject to the applicant’s authority under State law, the useful life of the facility, or a maximum of 40 years. All loans are subject to security requirements.

Informal discussions with USDA Service Center representatives in Torrington, Wyoming suggest that the $150,000 match requirement needed for a WBC Business Ready Community Grant could be obtained by LRPD through either of these loan programs. A $150,000 loan, for example, would require an annual loan amortization payment of approximately $8,200 or about $683 per month. Based upon the cash flow analyses presented in Chapter Eight, the pursuit of a direct loan from USDA Rural Development represents a very feasible option for meeting the matching requirements associated with a WBC Business Ready Community Grant.

The USDA Service Center in Torrington, Wyoming would review any loan application for projects in Carbon County. Lorraine Werner is the Area Director for USDA Rural Development at this office which is located at 1441 East "M" Street, Suite A, Torrington, WY 82240-3521. E-mail: [email protected]. Voice: 307-532-4880 ext. 4.


10.8.3 Private Foundations

10.8.3.1 Daniels Fund

The Daniels Fund Grants Program supports nonprofit organizations in Colorado, New Mexico, and Utah, as well as in Wyoming. One of its program goals is to “improve the quality of the early childhood education system to ensure school readiness”. Capital construction and improvement is an allowable area of funding. For early childhood education centers, the Daniels Fund does not provide grants to cover operating expenses. It typically only supplements a portion of the funding of a project and encourages applicants to pursue various sources of funding. The Daniels Fund could possibly provide additional supplemental funding toward LRPD’s new facility, either as a match to the WBC Business Ready Community Grant, or to cover a portion of capital expenditures.

Grant proposals are accepted at any time. It will acknowledge receipt of a proposal in about ten days and provide a written response to grant requests in approximately 120 days after receiving a complete proposal. Grant application guidelines and information are available online at [email protected]. Sparky Turner is the Senior Program Grants Officer handling grant proposals for Wyoming projects. He can be contacted at 720-941-4482 or [email protected].

10.8.3.2 Wyoming Community Foundation (WYCF)

The mission of the Wyoming Community Foundation is “to connect people who care with causes that matter to build a better Wyoming.” The 700 community foundations in the United States make it possible for participating donors to provide funds through grants to charitable nonprofit organizations.

WYCF provides grants in the areas of education and health and human services and gives priority to projects or organizations that promote the theme of community building. Competitive Grants offered by WYCF provide grant awards between $500 and $5,000, although amounts greater or less may be considered.

WYCF accepts applications several times in a calendar year. Application deadlines are March 1, July 1 and November 1, with notification dates by June 15, September 15, and March 15. Grant application and information can be obtained from www.wycf.org. Representatives of WYCF can also be reached in Laramie, Wyoming at 307-721-8300.

Should LRPD decide to pursue a grant from WYCF, it will likely need to devise its application proposal to promote aspects of LRPD that will enhance the “charitable” aspect of its services, e.g. assistance provided to low income families.

10.8.4 Potential Sources of Private Donations

10.8.4.1 Devon Energy Corporation

On its corporate website, www.devonenergy.com, Devon Energy reports that it strives to be an integral part of the communities where it operates and encourages its employees to be involved in their communities. Therefore, it has become a natural aspect of their culture to support charitable and civic causes through monetary donations, in-kind support and fundraising efforts. In addition, they encourage their employees to be community volunteers that help promote local initiatives and community projects that enhance the quality of life in the community. Being a good neighbor is one of their core values.

Because the company is a “good neighbor” and continues to give in many ways to the Little Snake River Valley community, Devon Energy should be pursued for a donation that could be applied to a grant match for the WBC Business Ready Community Grant and/or the purchase of needed furniture, fixtures and equipment. Representatives of the LRPD Board should not hesitate to approach local management at


Devon Energy to layout LRPD’s plans for the new facility and ask whether they would be able to set aside funds for these purposes. The expanded child care center provides a needed service that provides support to current and future employees who sometimes need childcare services in order to maintain their jobs.

Bob Dunckley, production manager at Devon Energy Corporation in Baggs, Wyoming, can be contacted at 307-383-3000.

10.8.4.2 Questar Gas Company

As stated earlier, Little Rascals Preschool and Daycare is a customer of Questar Gas Company, the owner and operator of the natural gas system serving the Town of Baggs. Questar and its employees, are known for their generosity to the communities they serve, giving almost $1 million in employee and shareholder donations to the United Way in 2010.

Questar concentrates financial and volunteer support on projects and organizations that promote healthy cities and neighborhoods and improves the quality of life of others, especially families and children. Their primary areas of focus are: Education, Health and human services, and Culture and the arts.

The donation guidelines, i.e., Giving Policy and Guidelines, of the company can be reviewed on Questar Gas Company’s website, www.questargas.com, The company requests that applicants submit a one-page cover letter along with a two-to-four page grant proposal. Responses to proposals will be made in six to eight weeks. Requests are to be directed to Debra Hoyt, Corporate Giving Division, Questar Corporation, P. O. Box 45433, Salt Lake City, Utah 84145-0433, or e-mailed to [email protected]. Questar’s Community Relations Liason, Susan Davis can also be reached at 801-324-2977.

10.8.4.3 Summit National Bank

Summit National Bank may be amenable to providing a contribution to LRPD toward its new facility. Summit National Bank serves the Little Snake River Valley and other communities in the Rocky Mountain West. Because of its work in smaller communities, Summit Bank should have a clear understanding of the importance of Little Rascals Preschool and Daycare to the employed workforce of the Little Rascals Preschool and Daycare service area.

Representatives of the LRPD Board should meet with the local bank manager to seek a potential donation that could be used part of the grant match for the WBC Business Ready Community Grant, or the purchase of furniture, fixtures and equipment. Contact information: www.summitnb.com; Voice: (307) 383-2025.

10.8.5 Potential Sources of Furniture, Fixtures and Equipment

10.8.5.1 TechSoup

Under Techsoup, qualifying organizations may request technology-related products such as smartphones, refurbished printers or computers, and program software. The non-profit organization must be registered and qualified with TechSoup before a donation can be requested. LRPD can register with Techsoup and obtain further information about the program through a visit to www.techsoup.org.

The recommended furniture, fixtures, and equipment for the expanded child care center include computers, laptops, and printers for administrative staff, as well as for use by preschool and school-age children. The cost for these new equipment items total almost $5,000. Obtaining free or less costly items through TechSoup could help offset the cost of purchasing new technology products.

10.8.5.2 U.S. General Services Administration (GSA)

The U.S. General Services Administration (GSA) allows surplus federal personal property to be donated to state and local public agencies and qualifying non-profit organizations, including child care centers. These


items include furniture and hardware. While items are free of charge, recipients pay shipping and related costs. In addition, eligible donees can obtain other new or unused items at substantial savings.

As a non-profit child care center, LRPD is eligible to participate in this program. Further information can be reviewed on the GSA website, www.gsa.gov. It is recommended that LRPD also contact Wyoming’s State Agency for Surplus Property (SASP) to receive authorization and begin obtaining some free items.

Locking storage cabinets, file cabinets, office desks, chairs, and computer desks are some of the items listed in the FFE lists that could be obtained free, or with only the cost of shipping from GSA’s Wyoming Surplus Property. This could result in a cost savings of more than $2,000 for furniture, fixtures and equipment.

Gayleen Wyant is the Manager for Wyoming Surplus Property, Department of Administration and Information, at 2405 Westland Road in Cheyenne. She can be reached at 307-777-7901 or [email protected].

10.8.6 Federal Government Reimbursements and Subsidies

10.8.6.1 U.S. Department of Health and Human Services

U.S. Health and Human Services (HHS) programs include the Temporary Assistance to Needy Families (TANF) and the Child Care and Development Fund (CCDF). Both programs provides financial assistance to eligible low-income working families by providing access to affordable early care and afterschool programs. In Wyoming, Region 8, these programs are coordinated by the State Department of Family Services. Eligible families, who may or currently enroll their children at LRPD, can have their tuition paid through these programs.

10.8.6.2 U. S. Department of Agriculture (USDA)

The USDA provides the Federal Food and Nutrition Program with reimbursements and subsidies to afterschool and child care providers of low income families through programs such as “Supplemental Nutrition Assistance”, “Women, Infants and Children”, “Afternoon Snacks”, “Child and Adults Care Food Program”, “Summer Food Service Program”, and “School Breakfast Program”. In Wyoming, these programs are administered through the Wyoming Department of Education.

LRPD already receives reimbursements from a federally subsidized Special Milk Program which assists school and other agencies, e.g., child care centers, in providing milk to children at reasonable prices. With the addition of a planned kitchen and dining area in the new child care facility, LRPD should also consider participating in the Wyoming Department of Education’s Child and Adult Care Food Program. This program provides reimburse-ment for nutritious meals and snacks served to eligible children in child care centers, family daycare homes, as well as to eligible adults in adult care centers (Wyoming Department of Education, 2012).

Little Rascals Preschool and Daycare Feasibility Study November 19, 2012 Ref-1

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Wyoming Department of Agriculture. December 7, 2009. Wyoming Food Safety Rule, Chapter 1, Cleaning, Sanitization And Storage of Equipment and Utensils. Cheyenne, Wyoming.

Wyoming Department of Agriculture. November 14, 2006. Wyoming Food Safety Rule, Chapter 6, Equipment and Utensils. Cheyenne, Wyoming.

Wyoming Department of Agriculture. November 14, 2006. Wyoming Food Safety Rule, Chapter 7, Cleaning, Sanitization and Storage of Equipment and Utensils. Cheyenne, Wyoming.

Wyoming Department of Agriculture. November 14, 2006. Wyoming Food Safety Rule, Chapter 9, Construction and Maintenance of Physical Facilities. Cheyenne, Wyoming.


Wyoming Department of Education. 2012. Special Milk Program: “What is the Special Milk Program?”. http://edu.wyoming.gov/programs/nutrition/special_milk_program.aspx. Cheyenne, Wyoming.

Wyoming Department of Education. 2012. The Adult Care Food Program. http://edu.wyoming.gov/programs/nutrition/child_and_adult_care_food_program.aspx. Cheyenne, Wyoming.

Wyoming Department of Employment, Research and Planning Division. 2005. Wyoming Labor Force Trends: August 2005. State of Wyoming. Cheyenne, Wyoming.

Wyoming Department of Family Services. April 16, 2012. Chapter 8, Administrative Rules for Certification of Child Care Facilities, Rules Relating Specifically to Child Care Centers. Cheyenne, Wyoming.

Wyoming Department of Family Services. April 16, 2012. Chapter 11 Administrative Rules for Certification of Child Care Facilities, Fire Standards for Child Care Centers and Family Child Care Centers Educational Classification (Group E). Cheyenne, Wyoming.

Wyoming Fire Marshall. November 2012. Plan Review Information. Wyoming Department of Fire Protection and Electrical Safety. Riverton, Wyoming.

Wyoming Department of Workforce Services, Research and Planning Section, 2012. Wyoming Jobless Rate Falls to 5.4% in September 2012. Cheyenne, Wyoming.

Wyoming Department of Workforce Services, Research and Planning Section; U.S. Bureau of Labor Statistics. 2012. Quarterly Census of Employment data for Carbon County, Wyoming. Cheyenne, Wyoming.

Wyoming Department of Workforce Services, Research and Planning Section, 2012. Labor Force and Employment Data for Carbon County. Cheyenne, Wyoming.

Wyoming Oil and Gas Conservation Commission. October 2012. Natural Gas and Oil Production Data for August 2012 for Great Divide and Washakie geologic basins. Cheyenne, Wyoming.

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