Recommendation 19: Complete necessary policy and/or code revisions to allow greater focus of review on the scope of work for the project in question.… If violations are discovered during plan review, correcting them should become an enforcement case, not part of the discretionary review or ministerial permit approval….
Proposed Ordinance Amendments
If approved, the proposed amendments to Municipal Code Sections 1.25.050,
30.205.050, 30.205.160, and 30.280.030 would achieve three main goals related to Recommendation 19 of the Novak Report:
1. It provides the owner/applicant with the ability to choose from several options to abate pre-existing violations;
2. If the owner/applicant chooses to defer abatement of violations, it does not delay the processing of an application that is unrelated to the violations; and
3. It provides staff with the ability to give individual attention when determining the remedy for pre-existing violations.
Planning Commission Meetings
The Planning Commission reviewed these amendments on February 3, 2021, April 8, 2021, and December 2, 2021 (Attachment 1 – Planning Commission Staff Report).
Additionally, a working group of three Commissioners further discussed the proposed code revisions with Community Development and City Attorney staff on February 12, 2021, February 26, 2021, September 10, 2021, and November 5, 2021.
During the first hearing, some Planning Commissioners expressed concern that the proposed ordinance amendments did not adequately address the Novak Report recommendation and, as a result, the Commission continued the matter and appointed a working group to discuss the issue further with Community Development and City Attorney staff.
On April 8, 2021, the item returned to the Planning Commission with five options.
Proposed ordinance amendments were provided for four of the five options presented.
Staff did not provide proposed ordinance language for Option 5, which left the timing of abatement of violations at either the owner’s discretion or with enforcement action only upon receipt of a complaint. Staff was concerned that this option would remove from the Municipal Code the express authority to condition development on the correction of existing violations and would restrict staff enforcement of land use regulations to complaint-based violations. The item was sent back to staff and the working group with consideration of Commissioners’ comments made that day.
The working group and staff met two additional times to discuss how to provide more flexibility for applicants and streamline the application process by handling unrelated issues separately, while also maintaining the City’s obligations as a regulatory agency.
Council Agenda Report
Introduction of Ordinance Amending The Municipal Code Relating To Review Of Development Projects For Pre-Existing Code Violations
April 26, 2022
The working group also wanted to ensure that the amendments addressed Recommendation No. 19 of the Novak Report.
On December 2, 2021, the Planning Commission reviewed the proposed amendments recommended by both the working group and staff, to further streamline the City’s development review process while providing options to resolve unrelated pre-existing code violations. After some discussion to verify that the text changes reflected the intent of the proposed amendments, the Planning Commission unanimously forwarded a recommendation to City Council to adopt amendments to Sections 1.25.050, 30.205.050,
30.205.160, and 30.280.030 of the Municipal Code (Attachment 2 – Planning Commission Meeting Minutes).
Ordinance Committee Review
On March 29, 2022, Ordinance Committee reviewed the proposed amendments and discussed how the new process would be applied. The Committee wanted to ensure that the flexibility to abate existing violations is limited to zoning violations and does not include immediate health and safety issues or other building code compliance. The Ordinance Committee also confirmed the amendments had the full support of the City Attorney's office and would not impede the City's efforts to enforce its own regulations. The staff recommendation was forwarded to Council with a unanimous vote from Ordinance Committee.
Conclusion
The proposed amendments to Chapters 1.25, 30.205, and 30.280 are consistent with other efforts to streamline the permitting process and avoid conflict with case law. The proposed amendments also outline the City’s enforcement policy and priorities, clearly identifying the various options for abatement both with the current development application and outside of the development application process. Additionally, the amendments grant the Community Development Director the authority to determine the standards for abatement of outstanding violations when minimal information is available.
The recommended amendments will result in more clarity and certainty in the development application review process without compromising the City’s ability to resolve outstanding violations on a site. The proposed changes do not affect other methods to address code violations, including administrative citation, civil abatement, or criminal prosecution. The proposed ordinance amendments do not affect any zoning or development standards or change any zoning designation or boundary.
ENVIRONMENTAL REVIEW:
The proposed ordinance amendments are not a project subject to the California Environmental Quality Act (CEQA), pursuant to CEQA Guidelines Section 15060.
Council Agenda Report
Introduction of Ordinance Amending The Municipal Code Relating To Review Of Development Projects For Pre-Existing Code Violations
April 26, 2022
BUDGET/FINANCIAL INFORMATION:
There is no anticipated budgetary or financial impact associated with the proposed recommendation.
ATTACHMENT(S): 1. Planning Commission Staff Report, December 2, 2021
2. Planning Commission Meeting Minutes, December 2, 2021 PREPARED BY: Marisela Salinas, Zoning Supervisor
SUBMITTED BY: Elias Isaacson, Community Development Director APPROVED BY: City Administrator's Office
ATTACHMENT 1
Planning Commission Minutes December 2, 2021 Page 4 of 5 The ten calendar day appeal period was announced.
V. CONTINUED ITEM FROM APRIL 8, 2021
ACTUAL TIME: 2:07 P.M.
ORDINANCE AMENDING SECTIONS 1.25.050, 30.205.050, 30.205.160 AND 30.280.030 OF
THE SANTA BARBARA MUNICIPAL CODE RELATING TO REVIEW OF DEVELOPMENT
PROJECTS FOR PRE-EXISTING CODE VIOLATIONS
The City of Santa Barbara Community Development Department proposes amendments to the Santa Barbara Municipal Code related to review of development projects with pre-existing code violations. The proposal is intended to streamline the City’s development review process while providing options to resolve unrelated pre-existing code violations. Specifically, this includes amending Section 1.25.050 to clarify that correction of existing code violations may be required as a condition of permit issuance; amending Section 30.205.050 to allow an application to be deemed complete even if violations exist on the project site; amending Section 30.205.160 to allow the Community Development Director to make a determination on pre-existing unpermitted structures and apply the codes in effect when it was constructed, and identify the City’s policy on addressing outstanding violations; and amending Section 30.280.030 to be consistent with the amendments to Sections 1.25.050 and 30.205.050.
Marisela Salinas, Senior Planner I gave the Staff presentation. Dan Hentschke, Assistant City Attorney and Brenda Beltz, Project Planner and were available to answer questions.
Public comment opened at 2:16 p.m., and the following individual spoke:
1. Brian Johnson
Public comment closed at 2:18 p.m.
MOTION: Bonderson / Wiscomb
Recommend that City Council adopt amendments to Sections 1.25.050, 30.205.050,
30.250.160, and 30.280.030 of the Municipal Code.
The motion carried by the following vote:
Ayes: 7 Noes: 0 Abstain: 0 Absent: 0
ATTACHMENT 2
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1 ORDINANCE NO. _____
AN ORDINANCE OF THE COUNCIL OF THE CITY OF
SANTA BARBARA AMENDING THE MUNICIPAL CODE
BY AMENDING SECTIONS 1.25.050, 30.205.050,
30.205.160, AND 30.280.030, RELATING TO REVIEW
OF DEVELOPMENT PROJECTS FOR PRE-EXISTING
CODE VIOLATIONS
THE CITY COUNCIL OF THE CITY OF SANTA BARBARA DOES ORDAIN AS FOLLOWS:
SECTION 1. Section 1.25.050 of Chapter 1.25 of Title 1 of the Santa Barbara Municipal Code is amended to read as follows:
1.25.050 Abatement of Unlawful Conditions - Notice.
A. INSPECTIONS AND RIGHT OF ENTRY. The officials responsible for enforcement of the Santa Barbara Municipal Code or their duly authorized representatives may enter on any site or into any structure open to the public for the purpose of investigation provided they shall do so in a reasonable manner whenever they have cause to suspect a violation of any provision of this CodeOrdinance or whenever necessary to the investigation of violations to the conditions of approval, operational standards, or performance standards prescribed in these regulations. If an owner, occupant or agent refuses permission to enter, inspect or investigate, premises which are not open to the public, the officials or their representatives may seek an inspection warrant under the provisions of California Code of Civil Procedure Section 1822. 50 et seq. All such inspections shall be conducted in compliance with the Fourth Amendment to the United States Constitution. Whenever the Director has inspected a property and finds that conditions constituting a violation of this municipal code Code exist thereon, the Director
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2 may use the procedures set forth in this chapter to enforce the provisions of this Code the municipal code as authorized by law.
B. NOTICE OF ADMINISTRATIVE CITATION ISSUANCE. The Director may issue a Notice of Administrative Citation for a violation to any person or persons whom the Director deems appropriate if the Director has determined, through investigation, that a violation exists. A person to whom a Notice of Administrative Citation is issued shall be liable for and shall pay to the City the administrative fine or fines described in the Notice of Administrative Citation when due pursuant to the provision of this Chapter.
C. DEVELOPMENT REVIEW CONDITIONS. Every person who applies for and receives a permit, license, or any type of land use approval (such as, but not limited to, a development reviewplan approval, a coastal development permit, a subdivision map approval, a conditional use or special useperformance standard permit, a zoning requirement modification, a variance, or other discretionary approval under Title 22, Title 27, or Title 28, or Title 30 of thethis Code) shall comply with all mandatory approval conditions imposed upon the issuance of the permit, license, or other such approval. If a person violates any condition of such permit, license, or similar land use approval, that person may be issued a Notice of Administrative Citation and may be held responsible for administrative fines under the provisions of this Chapter.
D. CONTINUING VIOLATIONS. Each day a violation of this Code exists shall be a separate and distinct violation and may be subject to a separate administrative fine. A Notice of Administrative Citation may charge a violation for one or more days on which a violation exists and for violation of one or more applicable Code sections.
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3 E. PRIORCORRECTION OF VIOLATIONS AT TIME OF NEW OR
ADDITIONAL DEVELOPMENT. The City may require take into consideration the fact that a person has been previously issued a Notice of Administrative Citation when the City is determining whether to accept and application or to grant any to correct or otherwise resolve violations of this Code existing on a parcel as a condition of issuance or approval of a discretionary permit, license, or any similar type of land use approval for use or development of the parcel. that person, and such Notice of Administrative Citation may be used as evidence that the person has committed acts that are not compatible with the health, safety, and general welfare of other persons and businesses within the City.
F. CONTENTS OF NOTICE. The Administrative Guidelines as approved by the City Council pursuant to Section 1.25.010 hereof shall, among other things, identify those items of information which must be contained in the Notice of Administrative Citation issued to persons and allege a violation of the Municipal this Code.
G. SERVICE OF NOTICE. The Notice of Administrative Citation and any amended Notice of Administrative Citation shall be served by mail, personal service, or posting in the manner provided for in the approved Administrative Guidelines.
H. PROOF OF SERVICE. Proof of personal service of the Notice of Administrative Citation shall be documented as provided for in the approved Administrative Guidelines.
SECTION 2. Section 30.205.050 of Chapter 30.205 of Title 30 of the Santa Barbara Municipal Code is amended to read as follows:
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4 30.205.050 Review of Discretionary Applications.
A. Review Process. The Community Development Director shall determine whether an a discretionary application is complete within 30 days of the date the application is filed with the required fee, pursuant to Government Code Section 65943.
B. Concurrent Processing. With the exception of General Plan and Zoning Amendments, Local Coastal Program Amendments, and Specific Plans, if an application requires more than one discretionary land use approval under this Title, all applications shall be submitted, reviewed, heard, and acted upon concurrently by the highest applicable Review Authority.
C. Incomplete Application. If ana discretionary application is incomplete, the Community Development Director shall provide written notification to the applicant listing the applications for permit(s), forms, material, information or additional fees that are necessary to complete the application.
1. Zoning Ordinance Violations. An application shall not be found complete if conditions exist on the site in violation of this Title or any permit or other approval granted in compliance with this Title, unless the proposed project includes the correction of the violations.
1. Discovery of Potential Unlawful Conditions. If the City discovers unpermitted or unauthorized site development, uses, or structures during application review, the City will notify the applicant of the alleged violation.
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5 a. Voluntary Compliance. If the applicant and the City agree on the nature and extent of the violation and the proposed correction, the violation will be corrected using one of the following methods as determined by the applicant:
i. inclusion as part of the proposed project application; ii. inclusion on a separate, concurrent application;
iii. inclusion as a condition of project approval, which may specify a phasing program.
b. Referral to Enforcement. If the applicant and the City do not agree on the nature and extent of the violation or the proposed correction, or if the violation is not corrected as provided in paragraph (a), the violation will be subject to formal enforcement action.
c. A discretionary application may be determined complete without a requirement for abatement of the violation; provided, however, that any approvals shall not constitute authorization for continuation of the violation, or waiver of or estoppel against any future enforcement action.
2. Appeal of Determination. Determinations of discretionary application incompleteness are subject to the provisions of Section 30.205.150, Appeals.
3. Submittal of Additional Information. The applicant shall provide the additional information within 30 days or as specified by the Community Development Director. The Community Development Director may, for good cause, grant extensions of any time limit for review of applications imposed by this Title.
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6 4. Expiration of Application. If an applicant fails to correct the specified application deficiencies within the specified time limit, the application shall expire and be deemed withdrawn. After the expiration of an application, project review shall require the submittal of a new, complete application, along with all required fees.
D. Complete Application. When a discretionary application is determined to be complete, the Community Development Director shall make a record of that date. The Director may require submittal of additional information for review of the project in compliance with the California Environmental Quality Act (CEQA).
E. Review and Consideration.
1. Review Authority. Once a discretionary application is deemed determined to be complete, and CEQAenvironmental review is completed, the application shall be considered and acted upon by the Review Authority as outlined in this Chapter.
1. Prior Violations Considered. The City may take into consideration the fact that a property owner has been previously issued a Notice of Violation relevant to the application when the City is determining whether to grant any permit, and such Notice of Violation may be used as evidence that the use and development will be adverse to the public health, safety, or general welfare of the community.
2. Findings. Findings, when required by State law or this Title, shall be based upon consideration of the application, plans, testimony, reports, and other materials that constitute the administrative record and shall be stated in writing in the Record of Decision. The inability to make one or more of the required findings supported by substantial evidence in the record is grounds for denial of an application.
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7 a. Denial of Affordable Housing Projects. When a proposed housing development project complies with the applicable General Plan, Zoning and development policies in effect at the time that the housing development project’s application is determined to be complete, but the local agency proposes to disapprove the project or to approve it upon the condition that the project be developed at a lower density, the local agency shall base its decision regarding the proposed housing development project upon written findings supported by substantial evidence in the record that both of the following conditions exist:
i. The housing development project would have a specific, adverse impact upon the public health or safety unless the project is disapproved or approved upon the condition that the project be developed at a lower density; and ii. There is no feasible method to satisfactorily mitigate or avoid the adverse impact identified pursuant to Paragraph 1i, other than the disapproval of the housing development project or the approval of the project upon the condition that it be developed at a lower density.
SECTION 3. Section 30.205.160 of Chapter 30.205 of Title 30 the Santa Barbara Municipal Code is amended to read as follows:
30.205.160 Enforcement and Penalty.
A. Purpose. This Section establishes the responsibilities of various departments, officials and public employees of the City to enforce the requirements of this Title and establishes uniform procedures the City will use to identify, abate, remove, and enjoin uses, buildings, or structures that are deemed to be in violation of this Title.
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8 B. Duties. All departments, officials, and public employees of the City who are vested with the duty or authority to issue permits or licenses shall conform to the provisions of this Title, and shall issue no permit or license, except licenses issued for revenue purposes only, for uses, buildings, structures, or purposes in conflict with the provisions of this Title, and any such permit or license issued in conflict with the provisions of this Title shall be null and void.
1. Community Development Director.
a. It shall be the duty of the Community Development Director, with respect to new development and uses, to enforce this Title by withholding, suspending, or revoking permits, approvals, Final Inspections, or Certificates of Occupancy where plan checks or field inspections reveal that completion of the project will result in a violation of this Title.
b. When a record of a prior permit or approval does not exist, the Community Development Director may make a determination of when a site development, use, or structure was originally established or constructed and then apply the codes and other specified rules and regulations in effect when the structure was determined to be constructed for purposes of issuing a permit or approval. The determination will be made on a case-by-case basis when so doing would be consistent with the purposes of this Title, and in consultation with the Building Official to approve an alternative material or method, if the design is satisfactory and equivalent to the Building Code.
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9 b.c. A Certificate of Occupancy shall not be issued or a Final Inspection shall not be approved on any City permit until all work required by the permit and all other conditions imposed by any board, commission or other authority have been completed or satisfactorily met by bonding or other appropriate method. c.d. With respect to existing development and uses, and all other sources of violations, it shall be the duty of the Community Development Director to enforce this Title. It is the policy of the Community Development Department to work in cooperation with a property owner to obtain voluntary compliance unless immediate enforcement action is required because of an imminent threat to health or safety caused by the violation. An enforcement priority for the Community Development Department is to educate and to work in partnership with property owners and businesses, and to allow the level of enforcement that best fits the type and circumstances of the code violation.
2. City Attorney. The provisions of this Title shall be interpreted by the City Attorney.
C. Enforcement.
1. Any structure erected or maintained or any use of property contrary to the provisions of this Title shall be, and the same is hereby declared to be, unlawful and a public nuisance and the City Attorney shall have the authority to commence actions and proceedings for the abatement, removal or enjoinment thereof in the manner provided by law and by Santa Barbara Municipal Code Chapter 1.25, Administrative Code Enforcement Procedures; and shall have the authority to take such other steps and shall apply to any court as may have jurisdiction to grant such reliefs as will abate or remove
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10 such building, structure or use and restrain and enjoin any person, firm or corporations from erecting or maintaining such structure or using any property contrary to the provisions of this Title.
2. This Title may also be enforced by injunction issued out of the Superior Court upon the suit of the City or the owner or occupant of any real property affected by such violation or prospective violation. This method of enforcement shall be cumulative and in no way affect the penal provisions hereof.
D. Penalty. Any person, firm or corporation, whether as owner, principal, agent, employee or otherwise, violating any provision of this Title shall be deemed guilty of a misdemeanor but may be cited or charged, at the election of the enforcing officer or City Attorney, as an infraction. Upon conviction, such person shall be punished as set forth in Chapter 1.28, Penalty of the Santa Barbara Municipal Code. Each day that violation of this Title continues shall be considered a separate offense.
SECTION 4. Section 30.280.030 of Chapter 30.280 of Title 30 of the Santa Barbara Municipal Code is amended to read as follows:
30.280.030 Review and Decision.
A. General Requirement. Before the City may issue any permit or approval for which a Zoning Clearance is required by this Chapter, the Community Development Director shall review the application to determine whether the proposed structures, site development, or use complies with all provisions of this Title, and substantially conforms to any the discretionary approvals for the proposed structures, site development, or use,
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11 and that all conditions of such permits and the discretionary approvals have been satisfied.
BA. Application. Applications and fees for a Zoning Clearance shall be submitted in accordance with the provisions set forth in Section 30.205.020, Application Forms and Fees. The Director may request that the Zoning Clearance application be accompanied by a written narrative, plans or other related materials necessary to show that the proposed structure, site development, or use of the site complies with all provisions of this Title and the requirements and conditions of any applicable discretionary approval.
CB. Determination. If the Director determines that the proposed structure, site development or use conforms to all applicable requirements of this Title, the Director shall issue a Zoning Clearance in the form of a physical stamp on submitted plans, an electronic signature or approval, a written memo, or other approved method. Attachments of other written or graphic information, including, but not limited to, statements, numeric data, site plans, floor plans and building elevations and sections may be required, as a record of the proposal’s conformity with the applicable regulations of this Title.
DC. Exceptions. A Zoning Clearance shall not be required for the continuation of previously approved or permitted uses and structures, or uses and structures that are not subject to building or zoning regulations.
ED. Violation of Law Not Permitted. A Zoning Clearance issued pursuant to this Chapter shall not constitute authorization to violate any provision of this Title or law, regardless of whether the Zoning Clearance purports to authorize such violation or not. A
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12 Zoning Clearance presuming to give authority to violate or cancel the provisions of this Title shall not be valid. The issuance of a Zoning Clearance based on construction documents and other data shall not prevent the Director from requiring the correction of errors in the construction documents or other data. The Director is also authorized to prevent occupancy or use of a structure where in violation of this Title.
CITY OF SANTA BARBARA
COUNCIL AGENDA REPORT
AGENDA DATE: April 26, 2022
TO: Mayor and Councilmembers
FROM: Human Resources Department
SUBJECT: United Way Presentation Of Regional Child Care Assessment RECOMMENDATION:
That Council Receive a Report of the Child Care Assessment Conducted by United Way of Santa Barbara County.
BACKGROUND:
The need for affordable, high-quality childcare for children from the ages of birth to five years has long been a challenge for working parents throughout the country. On a local scale, the issues that affect working parents nationwide are often amplified in the Santa Barbara area.
In response to this challenge, and the demonstrated economic impact, the Cities of Goleta and Santa Barbara commissioned the United Way of Santa Barbara County (UWSBC) to administer a childcare assessment to understand the needs of working parents and the availability, needs and cost of childcare providers. In collaboration with a local consultant, Maria Chesley, PhD, UWSBC leveraged its robust network of community partners, educators, and childcare providers to assess parent and licensed provider needs. The City of Santa Barbara contributed $17,500, in partnership with the City of Goleta, to complete this study.
The scope of work for this effort included the following:
1. Work with local leaders and experts in the Early Care and Education (ECE) field, and other sources of information/data as necessary, to show:
a. The childcare needs of local families from a variety of income levels. b. Our communities’ existing capacities, programs, and strategies to provide childcare and identify gaps in those systems.
2. Create an inventory of existing funding sources supporting childcare and identify where funding gaps are most significant.
3. Research best practices for creating childcare spaces both locally and in other communities.
Agenda Item No. 9
File Code No. 150.04
Council Agenda Report
United Way Presentation Of Regional Child Care Assessment April 26, 2022
4. Engage City of Santa Barbara and City of Goleta in the assessment and planning process and provide advice and support to City leaders about policy changes that would help create additional spaces and increase parent access.
5. Engage local employers, including municipal governments, in the assessment and planning process and identify solutions that benefit employers or that might be supported and implemented by them.
6. Identify specific strategies and solutions that should be prioritized in our communities’ efforts to expand parent access and increase the number of childcare spaces.
7. With input from stakeholders, experts, funders, and partners, develop a proposed multi-year Child Care Collaborative Action Plan to implement those strategies and solutions.
8. Engage local experts in the ECE field in all stages of the assessment and planning process.
The United Way of Santa Barbara County has completed its study and submitted the attached report for the City’s consideration. City representatives have invited The United Way of Santa Barbara County to present its findings to Council.
DISCUSSION:
The study invited perspectives from parents, employers, and childcare providers through online surveys, interviews, and focus groups. Parents of children zero to five years who live or work in the region were surveyed about their experience with finding and maintaining childcare in the region. A total of 492 parents responded to the survey. Information was also collected from 72 local childcare providers, professionals who support parents or providers, and several major employers in the region, including government agencies and not-for-profit service providers.
In summary, the survey results focused on three major barriers for parents and providers described below:
1. Cost of Childcare: Surveyed local childcare providers report that the average monthly cost for full-time care for an infant is $1,481 and a preschooler is $1,194. For a family of four, with a preschooler and an infant in full time care, earning the median household income in Santa Barbara County, households can be expected to spend an average of 37% of their monthly income on childcare costs alone. Parents who are not eligible for free or low-cost public programs, especially those with incomes just above those that qualify, face significant financial hardship.
2. Demand for Space: There is a significant gap between the needs for care and capacity in the County, with an estimated deficit of 9,371 spaces for children ages zero to five in licensed care facilities. Surveyed providers reported that over 2000 parents are on waitlists for spaces.
Council Agenda Report
United Way Presentation Of Regional Child Care Assessment April 26, 2022
3. Staffing and Employment: The largest reported obstacle reported by surveyed providers is the ability to maintain qualified staff. Providers highlighted inadequate pay and a limited pipeline of workers entering the field, which is on trend with national data in recruitment and staffing across all industries.
The recommendations assessed in response to feedback from interviewees, focus group participants, and survey respondents are listed in brief below. Appoint a coalition of stakeholder groups and community leaders who will adopt and pursue a childcare collaborative action plan.
Hire a childcare coordinator to manage the adoption and implementation of the collaborative action plan.
Elements of a comprehensive collaborative action plan should include concrete actions to address identified needs within the sector and should be informed with robust data and an extensive network of community partners/stakeholders.
Please see full report included as an attachment.
FINANCIAL/BUDGET INFORMATION:
This action does not have a budget/financial impact on the City.
ATTACHMENT: Report of the Child Care Assessment conducted by United Way of Santa Barbara County
PREPARED BY: Graciela Reynoso, Human Resources Manager
SUBMITTED BY: Wendy Levy, Human Resources Director
APPROVED BY: City Administrator’s Office
MARCH 2022
Child Care Assessment
FOR THE CITIES OF SANTA BARBARA & GOLETA
Research and report by Maria Chesley Consulting
Attachment
CHILD CARE ASSESSMENT | MARCH 2022
United Way of Santa Barbara County | 2
Contents
EXECUTIVE SUMMARY ..................................................................................................................................3 FINDINGS...................................................................................................................................................6 Cost of Childcare:..................................................................................................................................6 Demand for Spaces: ..............................................................................................................................6 Staffing & Employment for Providers:..................................................................................................7 RECOMMENDATIONS ...............................................................................................................................7 ASSESSMENT OVERVIEW ..............................................................................................................................8 ASSESSMENT METHODOLOGY......................................................................................................................9 ASSESSMENT FINDINGS ..............................................................................................................................11 CHALLENGES IN CHILD CARE.......................................................................................................................12 Cost of Childcare .................................................................................................................................12 Demand for Childcare Spaces.............................................................................................................13 Childcare Staffing Concerns................................................................................................................14 RECOMMENDATIONS .................................................................................................................................16 GUIDING PRINCIPLES ..............................................................................................................................17 RECOMMENDATIONS .............................................................................................................................17 Recommendations..............................................................................................................................18 ACKNOWLEDGEMENTS...............................................................................................................................22 About United Way of Santa Barbara County ......................................................................................22 About Maria Chesley Consulting.........................................................................................................22 Study Team: ........................................................................................................................................22 Acknowledgements:............................................................................................................................22 REFERENCES................................................................................................................................................23 CHILD CARE ASSESSMENT | MARCH 2022
United Way of Santa Barbara County | 3
EXECUTIVE SUMMARY
For decades, the need for affordable, high-quality childcare for children from ages zero to five years has been a challenge for working parents throughout the country. Households from a variety of income levels are constantly battling both the lack of available spaces and high costs for quality care for their children. For many families, the benefits of having both parents working are often outweighed by the cost of childcare itself. For the average dual-income household with two children ages 0-5 in a licensed childcare facility here in Santa Barbara County, they can be expected to spend an estimated 37% of their monthly income on childcare costs alone. Taking into consideration rising costs for other necessities like food and housing, the barriers are often unsurmountable, leaving many families behind. The impact of affordability and access to quality childcare extends beyond individual households. Whether working parents leave the workforce to care for children at home or struggle to afford high monthly childcare fees, local economies are suffering the consequences of a broken childcare system.
According to the 2020 Census results for the cities of Santa Barbara and Goleta, median gross rent was estimated at $1,893. For a family of four with one infant and one preschooler in childcare, an average of $2,675 per month, yearly costs for rent and childcare alone will total over $56,000, 12% more than the annual salary for two full time jobs at the minimum wage here in Santa Barbara County.
These economic repercussions have already been measured on a national scale.
In a recent report, the U.S. Chamber of Commerce Foundation concluded that childcare is essential to supporting the current workforce and building a healthy economy. They found “tremendous untapped economic potential” in five states if problems of childcare affordability, access, flexibility, and quality were solved.
Texas, a state with 75% the population of California, “loses an estimated $9.39 billion annually from its economy due to breakdowns in childcare” (Center for Education and Workforce, 2021).
CHILD CARE ASSESSMENT | MARCH 2022
United Way of Santa Barbara County | 4
The Bipartisan Policy Center (BPC) estimates the economic impact of accessibility in the childcare space by calculating three components:
▪ Household Impacts
Income losses parents incur from having to reduce their work hours or leave the labor force entirely, as well as future lost earnings from delayed opportunities for promotions, reduced work experience, and reentering the workforce at a lower station. ▪ Business Impacts
Direct productivity losses such as hours of foregone worker productivity and continual pay and benefits paid to employees when they are not working, as well as future lost earnings from turnover costs and the delayed ability to capitalize on growth opportunities. ▪ Tax Revenue Impacts
The proportion of lost household and business income that would have contributed to government revenues, as well as future lost tax revenues from future lost household and business earnings.*
* (Bipartisan Policy Center, 2021)
Using public data sources reviewed by the state representatives, the BPC estimates that the cumulative impact on households, businesses, and tax revenues of the undersupply of childcare spaces in California are approximately $48.4 billion dollars annually. In Santa Barbara County, economic impact is estimated to total $306 million annually, a number that is set to increase as deficits incurred in the one-year period compound. (Bipartisan Policy Center, 2021).
The onset of the COVID-19 pandemic exposed and amplified the concerns about childcare for working parents. Many childcare providers shut down in March 2020, narrowing the already slim availability for parents who needed care in order to return to work. Some providers were able to reopen but required a “pod” of fewer children in each classroom. Combined with the transition to hybrid or virtual learning for older students in public schools, many families struggled to balance caring for young children and facilitating virtual instruction for school-aged children. Even with the option to work from home, without access to childcare, many working parents were left with little to no support. A significant number of families made the difficult decision for one of the parents to leave their job to stay at home full time with their children. According to research, women were statistically more likely to leave the workforce to care for their children, hindering decades of progress in female representation in the workforce.
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The consequences of the COVID-19 pandemic for working parents brought the issue of childcare front and center for employers, many of whom were concerned about the effects on their ability to recruit and maintain staff both onsite and remotely. Locally, many of the County’s largest employers developed solutions and workarounds to support struggling parents. For example, within the Goleta Unified School District, childcare was provided for children of district staff during school hours in large part so teachers could Zoom with their students without interruption. Some employers allowed parents to work evenings or otherwise flex their time so they could work when their children were asleep or otherwise cared for.
The pandemic both revealed and widened the obvious gaps in the childcare system and solidified public perception of quality, affordable childcare as essential infrastructure that is vital to the health of the economy. Social impact investing, public funding, and hybrid models that include philanthropic investment and/or employer subsidies for childcare spaces are all options for supporting a restructuring of childcare systems. Several proven funding models are being used to address childcare needs in other municipalities, such as property taxes in San Francisco and fees paid by commercial developers in Palm Desert (Byron, 2005). Some efforts are led by city government employees, while others are regional. In other instances, funding models operate through non-profit organizations funded by government sources. Locally, models have also been developed to support families in the “missing middle” on a scholarship basis. The Santa Barbara Foundation’s William & Lottie Daniel Fund Child Care scholarships gives a number of providers the opportunity to help a small number of families. Scholarship programs that are income-based have been suggested as models to help working parents afford childcare providers that meet state quality initiatives, like California’s Quality Rating and Improvement System, administered locally by the Santa Barbara County Education Office.
On a local scale, the issues that affect working parents nationwide are often amplified here in Santa Barbara County. Coupled with the high cost of living, availability for licensed childcare has plagued working parents throughout the County for years. In response to this need and the demonstrated economic impact, the Cities of Goleta and Santa Barbara commissioned United Way of Santa Barbara County (UWSBC) to administer a childcare assessment to better understand the needs of working parents and childcare providers. In collaboration with a local consultant, UWSBC leveraged its robust network of community partners, educators, and childcare providers to assess parent and licensed provider needs. This study sought to understand the childcare system serving children from zero to five years of age within the cities of Santa Barbara and Goleta. The survey sought the perspectives of parents, employers, and childcare providers through online surveys, interviews, and focus groups.
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FINDINGS
Findings indicate that the childcare system in the cities of Santa Barbara and Goleta inadequately serves both parents looking for childcare and care providers. 70% of parents with children under five say their experience finding care was difficult or very difficult, and 54% are dissatisfied with local options for childcare or early education before kindergarten. Though this data is in line with national trends, the unique local environment creates an even wider gap and larger impact on families when essential infrastructure like childcare is not accessible or affordable. Accelerated by the effects of the pandemic, economic instability for households with young children in need of childcare continues to grow. Data from the survey points to an unsustainable environment for both working parents and childcare providers. Survey results focused on three major barriers for parents and providers: Cost of Childcare, Demand for Spaces, and Staffing and Employment Challenges.
Cost of Childcare:
Surveyed providers report that the average monthly cost for a full-time infant is $1,481 and a preschooler is $1,194. For a family of four, with a preschooler and an infant in full time care, earning the median household income in Santa Barbara County, households can be expected to spend an average of 37% of their monthly income on childcare costs alone. Though some families qualify for government programs like Head Start, services don’t always meet the needs of parents, with some programs only offering halfday care or less. Parents who are not eligible for free or low-cost public programs, especially those with incomes just above those that qualify, face significant financial hardship.
Demand for Spaces:
The Santa Barbara County Child Care Planning Council report released in 2020 estimates a significant gap between the need for care and capacity in the County, with an estimated deficit of 9,371 spaces for children ages 0-5 in licensed care facilities. (CCPC, 2021) Surveyed providers in the cities of Goleta and Santa Barbara report that over 1,000 parents are on waitlists for infant and toddler spaces and another 1,100 are on waitlists for children from three to four years of age. Availability decreases even more for providers who offer full time (20-30 hours) or weekend care, with only 4% of licensed care providers offering both.
The demand for care has also increased year over year in the reported area. When surveyed about recent trends in enrollment, 55% of providers reported longer waitlists and higher demand for infant care. Though the early days of the pandemic may have stalled enrollment as parents balanced working from home with caring for their children, waitlists have continued to grow as local businesses reopen.
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Staffing & Employment for Providers:
The largest reported obstacle for surveyed childcare providers is maintaining qualified staff. Providers point to inadequate pay and a limited pipeline of workers entering the field, which is on trend for national data in recruitment and staffing for all industries. The COVID-19 pandemic had a significant impact on small businesses and their ability to maintain qualified, reliable staff, a challenge magnified for local childcare providers, competing with school districts, private clients, and other well-funded agencies. Due to the nature of childcare, staff must maintain certain qualifications and training for interactions with children, another barrier to maintaining employees in licensed care facilities. More than two-thirds of the providers said they would consider increasing the number of spaces they offer if funding were available.
This study provides data that has not often, if ever, been collected in our region and supports this group of recommendations. That said, it also makes clear that precise data about the availability and need for childcare matched with program eligibility requirements is missing, not just in Southern Santa Barbara County but nationwide.
RECOMMENDATIONS
Given the financial strain childcare creates for parents/guardians and the consequential economic setbacks, we recommend concrete actions that address several interrelated problem areas for a number of years. To support and guide the implementation of these recommendations, a coalition of stakeholder groups and community leaders should be appointed to adopt and pursue a childcare collaborative action plan. Engagement from a childcare coordinator to manage the adoption and implementation of the plan should also be considered. Developed solutions should take into consideration the impact of universal preschool in California beginning in 2025.
Elements of a comprehensive plan, which could be implemented in stages, should include:
• access to precise, actionable data about the availability of care, need for care, & childcare workforce pipeline
• a coordinated mechanism for connecting parents with program openings • strategies to increase the supply of high-quality, licensed childcare spaces • approaches to strengthen the pipeline of qualified early care and education workers • supplemental support for pay of workers in the sector • policies and programs to help childcare providers open and maintain profitable businesses • facilitation of employers’ support of employees around childcare needs • scholarships for middle-income parents who do not qualify for government subsidized programs but cannot easily afford childcare
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ASSESSMENT OVERVIEW __________________________________________________________________ Children’s first years set the stage for all health, educational, and life outcomes. There are long-term consequences of inaction during early childhood. Developmental studies clearly connect experiences in early childhood, especially from birth to three years old, to later achievement at school and work, lifelong health, and responsible citizenship.
The scientific evidence—ranging from behavioral genetics and neuroscience to policy analysis and intervention research—on the significant developmental impacts of early experiences, caregiving relationships, and environmental threats is incontrovertible. Virtually every aspect of early human development from the brain’s evolving circuitry to the child’s capacity for empathy is affected by the environments and experiences that are encountered in a cumulative fashion, beginning early in the prenatal period and extending throughout the early childhood years”
Institute of Medicine and National Research Council, 2000 Research indicates that it is critically important that children’s early experiences are safe, supportive, and nurturing. Many argue that there is high economic return on investment in quality education of very young children, particularly those without strong support at home. Research shows that “high quality early childhood programs can yield a $4 to $9 return per $1 invested” (The Center for High Impact Philanthropy, 2015). Nobel Prize-winning economist James Heckman finds an even higher rate of return of 13% for early childhood programs that start at birth for children from low-resource communities.
The high return on investment reflects the life-long cost of inattention to the basic care of children that can lead to poorer outcomes in education, health, and employment. For example, in 2018 Santa Barbara County had 423 verified victims of child abuse with an estimated cumulative financial impact of almost $115 million over time. In 2018, Santa Barbara Child Welfare Services received a report of abuse every two hours, a total of 5,211 for the year. High-quality childcare can reduce child maltreatment, perhaps by allowing parents to work and thereby reduce stress around household finances. Better access to subsidized childcare is associated with decreased child maltreatment rates (Klevens, Barnett, Florence, & Moore, 2015) (Yang, 2019). When children do not get a healthy start on life, too often societal costs like increased health care, welfare, or prison follow.2
Children deserve access to high-quality early care and education regardless of their family situation. Equity in the childcare space is an essential piece of building a more inclusive and resilient community, supporting children in the most impactful time of their development. A focus on creating opportunities for families of all income levels to find and afford quality care represents an investment in the future workforce, economy, and health and wellbeing of children and families.
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ASSESSMENT METHODOLOGY ____________________________________________________________ This study was designed to understand the childcare system serving children before they enter kindergarten, or transitional kindergarten if eligible, in the cities of Santa Barbara and Goleta (zip codes 93101 through 93118). These parameters encompass the City of Santa Barbara, Montecito, the City of Goleta, and the unincorporated area between the two cities.
This report includes the perspectives of three stakeholder groups: parents, employers, and childcare providers. Parents of children zero to five years who live or work in the region were surveyed about their experience with finding and maintaining childcare in the region. Information was also collected from 72 local childcare providers, professionals who support parents or providers, and several major employers in the region, including government agencies and not-for-profit service providers.
The study tools used and basic information about the participants in each is provided below.
PARENTS
Online survey: 492 parents responded to our survey about their experience with local childcare; they qualified by having a child aged zero to five years and living and/or working in the region themselves or having a partner who does. An additional 131 parents started the survey but were disqualified because of the age of their child or living and working outside the region. Twenty-seven of the qualified respondents completed the survey in Spanish.
Eighty-eight percent of the parents who completed the survey are employed, most of them full-time. Ninetyone percent of the parents surveyed work locally in the cities of Santa Barbara or Goleta. Seventy-eight percent of parents surveyed have a parenting partner, and they both work at least part time. Sixty-three percent of respondents have a household income between $53,000 and $212,000; they might be considered middle income in this region. The vast majority are paying for childcare themselves and, based on reported household income, are not eligible for subsidized childcare. • 492 parents of children ages 0-5 responded to the survey • 88% of parents surveyed are employed, most full time
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CHILDCARE PROVIDERS
Online survey: Seventy-two people who own or manage state-licensed childcare facilities in Santa Barbara and Goleta responded to our survey about their capacity, costs, and challenges. Five of the respondents completed the survey in Spanish, and others completed it over the telephone in Spanish or English. There are approximately 86 facilities serving children before they enter kindergarten or transitional kindergarten, meaning approximately
84% of providers in the region responded to the survey. The respondents are licensed to serve about 4,500 children at any one time and employ 1,261 people.
Interviews: Eleven leaders in the Early Care and Education sector and several who work closely with providers or parents were invited and spoke with the lead author for about an hour about the challenges in the sector, their ideas for improvement, and their predictions for the sector. • 72 state-licensed childcare facilities responded to the survey • 84% of providers were surveyed in the Santa Barbara – Goleta region • Respondents employ 1,261 childcare staff
EMPLOYERS
Focus groups and questionnaire: Twelve people who work for 10 organizations in the region were invited and attended one of four focus groups and/or provided information via email about their employees’ childcare needs, how they support their employees around childcare, and their ideas for improving the childcare system in the region. Together, they represent almost 11,000 employees in our region. A number of for-profit organizations were also invited but did not participate. • 10 local organizations participated in the survey
• 4 focus groups were hosted to collect feedback
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ASSESSMENT FINDINGS ___________________________________________________________________ Parents are dissatisfied with the local childcare system.
Survey results show that most local parents of young children are dissatisfied with the childcare system. 492 parents responded over a two-week period, representing households with children ages zero to five and lived or worked in zip codes 93101 through 93118. Parents report limited availability of spaces, high cost, and a lack of information about providers as major barriers to their success in finding quality care that fits their needs. Seventy percent of parents say their experience finding care was difficult to very difficult (see Table 1), and 54% said they are dissatisfied with local options for childcare or early education before kindergarten. Parents at the top and bottom of the income range are less likely to be dissatisfied with childcare options than those whose incomes fall in the middle range (Table 6).
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CHALLENGES IN CHILD CARE _______________________________________________________________ Cost of Childcare
The cost of childcare varies by the child's age. The providers who responded to our survey offer private preschool and/or government-subsidized care for which parents pay on a sliding scale depending on their income. They report that the average monthly cost for a full-time infant is $1,481, a toddler is $1,346, and a preschooler is $1,194. The least expensive care reported was $500 per month for a preschooler and the most expensive was $2560 per month for an infant. The survey found the average cost of in-home care to be slightly less than center-based care.
Low-income qualified families are often eligible for Head Start, State Preschool, or a publicly funded voucher that is accepted in some private childcare programs. Head Start and Early Head Start are esteemed federal programs that aim to ensure children are ready for kindergarten. Lorraine Neenan, Program Director of Children’s Services for CommUnify, leads these programs in Santa Barbara County and shared, “The federal poverty guidelines are so low that we’ve had a hard time finding anybody who qualifies. The poverty line is the same for Mississippi as it is for Santa Barbara County.” Historically, public investment in childcare has focused primarily on serving children from low-income families, but access to that segment of the childcare system is partially hamstrung in the cities of Santa Barbara and Goleta. To be eligible for Head Start, a family of four must have an annual household income (before taxes) below $26,500. The State Preschool eligibility ceiling is 85% of the state median income; a family of four with an annual household income of just over $89,000 before taxes and a few who just exceed that may be eligible depending on availability of spaces.
United Ways of California produces an annual report entitled The Real Cost Measure, which dictates a more holistic approach to identifying standards of poverty in California. The Real Cost Measure (RCM) is a benchmark that accounts for factors that expose the “missing middle,” or families whose income leaves them ineligible for programs designed for those who fall under standard levels such as the Federal Poverty Level, but who remain severely impacted by factors that prevent mobility and impactful change in their financial situation. Though these households are making enough to meet basic needs as defined by traditional measures, hidden or underestimated costs, such as childcare and variable cost of living in different regions continue to keep these families in a constant state of financial stress. One of the major factors considered in the RCM is the cost of childcare, a particularly heavy burden for families with children between the ages of 0-5. In the most recent report, for families living in California, CHILD CARE ASSESSMENT | MARCH 2022
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“54% of households with children under six years of age fall below the Real Cost Measure, and that rate jumps to 75% for single mothers with children under six. Over half of households with young children live below the Real Cost Measure.”
The Real Cost Measure, United Ways of California, 2021
The report demonstrates a significant deficit in an average budget for basic expenses for a household of two working parents, with children ages two and four. Childcare costs estimated in the budget are below average based on reported costs from local providers, and still the annual after-tax household income needed to support this family in Santa Barbara County is over $100,000. According to ZipRecruiter, the average annual pay for a retail job in California is $45,143 a year. (2021) At an hourly rate of approximately $21.70, a retail position like this earns well above the minimum wage of $15 an hour. With both parents earning a combined $90,000 a year and spending according to the underestimated budget outlined in the report, these families are already short almost $1,000 per month.
State-funded preschool programs have somewhat higher income limits, but classes can be as short as three hours a day. Many middle-income parents who are not eligible for these government-subsidized programs are often constrained in their options for childcare due to high monthly costs. Considering the reported costs of care in this survey, dual income households with two children in childcare in Santa Barbara County can be expected to spend up to 37% of their monthly income to cover that expense. This does not account for parents of children with special needs who are often offered limited hours each week of childcare services and receive no structured support in securing additional care to meet their needs.
Demand for Childcare Spaces
The surveys make it clear that demand for childcare vastly outweighs the supply of spaces. Childcare providers in the reported sample, representing an estimated 84% of providers in the area (93101 – 93118), report that just over 1,000 parents are on waitlists for infant and toddler spaces. Even as children age out of infant and toddler programs, supply still doesn’t meet the demand for preschool aged children, despite the increase in spaces available for this age group. Providers reported waitlists of 1,100 for preschool classrooms. One parent who responded to our survey wrote, “Most home daycares are word of mouth and are impossible to find online for reviews or ratings. Any child care centers require multi-month waitlists with fees and requirements to “check-in” on the waitlist or your family is removed from the list entirely. Feels like the hunger games in order to find any care at all.” Parent Survey Respondent
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The national Bipartisan Policy Center (BPC) utilized national data sets to estimate the potential need for childcare across the county. Compared to state databases of licensed spaces, a significant deficit was reported. According to the BCP report, in Santa Barbara County there is a potential need for 7,760 additional licensed spaces for children ages 0-5.Results from this report closely align with data from the 2020 census.
Concerns about children and families on long waitlists was identified as a challenge by almost half the providers surveyed. In an open-ended question about trends observed over the years, over a third of those who responded noted longer waitlists, and a similar number noted the increased need for more infant and toddler care.
Childcare providers, like parents, feel the pressure of inadequate capacity and affordability for parents who do not qualify for government-provided or -subsidized care. Several stressed that a mix of providers is needed to meet the needs. One wrote,
“There is a huge silent middle, our teachers, ER doctors, county workers who need care for their kids and the Head Starts and State Preschools do not serve this population, the private centers do! The large businesses in the area who bring in lots of workers from outside the area need to support the childcare infrastructure that their workers are using. [They] need to step up and contribute to this resource that their businesses are benefiting from. Their profits are on the backs of all the underpaid childcare workers who make it possible for their employees to work!” Another respondent said our community needs "support for community fee-based programs that offer full day programs so that parents can work. [We need to support] the missing middle of parents who often pay 20-30% of their income in childcare but do not qualify for State Preschool or Head Start." Childcare Staffing Concerns
When providers were asked about the largest challenges they face, 50% reported that they lack enough qualified staff. When asked for additional feedback about childcare in the region, more providers cited challenges around staffing (e.g., hiring, training, paying) than any other concern. In-home family childcare providers and teachers do not have coursework requirements, but those who serve children in center-based licensed facilities do. Teaching in government-provided programs generally require state childcare permits as well. Substitute teachers and those who have program directors permits and courses that allow them to teach infants and toddlers are in particularly short supply.
The data collected in the survey also suggests that the region is not attracting enough new childcare business owners. In the reported sample, there were no new centers or family childcare facilities that had opened in the past two years. A large majority - 83% - of the providers surveyed had been in business more than 10 years. Leaders reported that even if a provider wanted to expand, finding and opening new facilities was a challenge. The City of Goleta’s efforts to encourage new facilities – model zoning requirements, CHILD CARE ASSESSMENT | MARCH 2022
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incentives for developers for constructing and operating facilities, and the elimination of business licenses and development impact fees for in-home family childcare providers—were positive steps according to those surveyed. However, concerns about the informal nature of the strategy for supporting builders who might include childcare facilities were also reported.
With the anticipated expansion of Pre-K programs in California in 2025, the need for school districts to hire qualified staff for new classrooms will undoubtedly increase. With the promise of higher pay and benefits associated with district employment, local childcare centers and in-home facilities can expect increased challenges in retaining qualified teachers and staff. The California Commission on Teacher Credentialing has developed a plan that would allow public school districts to hire preschool teachers with bachelor’s degrees to teach their new preschool classes.
In addition to the competing offers from districts, some providers point to the pay in other sectors and note that positions in retail have the potential to pay the same, if not more, while also offering a lighter workload and emotional toll. One leader said,
“I ran my own preschool for essentially high-income families for 17 years. In the childcare business, you cannot make money without compromising quality. Essentially, in the last 40 years I have been subsidizing childcare with my low wages. [Since I went to work as a leader in a large non-profit], the last five years I'm finally making a living wage. You know, that's not right. Because it's the most important job there is.” Increased external support and subsidization programs for providers to maintain competitive salaries for staff and keep tuition affordable can be an essential step in addressing these challenges. The Orfalea Children’s Center at Cottage Health has the ability to subsidize overhead costs for the center, such as food, cleaning, groundskeeping, maintenance and facilities, keeping parents’ tuition costs low. However, the challenges of maintaining quality care while keeping up with demand still exist. Ron Lafrican, Director of Compensation and Benefits at Cottage Health noted difficulty controlling staffing costs given required adult-child ratios.
“We have a ratio of one to eight for the preschool, but when we have nine children, we need a second teacher for one additional child, and that’s a cost to the organization.” Without competitive salaries or support in facilitating training and other requirements, childcare providers will continue to suffer, leading to higher monthly costs for parents and even lower numbers of available spaces.
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RECOMMENDATIONS ________________________________________________________________________ Responding to the needs of the childcare sector and families This study makes clear that the local childcare system is stressed and fails to meet the needs of both childcare providers and working parents seeking safe, quality care for their children.
The Santa Barbara-Goleta region is experiencing
• an inadequate number of people interested in serving as childcare directors, teachers, and staff • inadequate pay for a significant number of people currently working in the childcare sector • long waitlists for childcare and limited options, especially for infant and toddler care • employers struggling with recruitment and retention due to working parents unable to find or afford childcare
• a changing landscape for childcare with the anticipation of state-provided universal preschool • limited data about the availability/affordability of childcare and the childcare workforce This study provided local evidence of a national problem that has been recognized for years. In the 2015 report, Transforming the Workforce for Children Birth Through Age 8, the National Research Council concluded,
“The early care and education workforce is at risk financially, emotionally, and physically, subject to a vicious cycle of inadequate resources, low qualification expectations, low education levels, and low wages that is difficult to break.
The early childhood workforce in settings outside of elementary schools is particularly affected by a quality/cost mismatch in the care and education market. Childcare costs are highly driven by personnel and worker turnover is high. Federal subsides often are inadequate to pay for the high quality of care they are intended to promote, and most families are unable to pay for the quality of care they desire.” National Research Council, 2015
As the cost of living is higher in Santa Barbara County compared to other regions, the childcare shortage has more significant consequences. Difficulty securing affordable childcare has kept families from moving here and has also played a part in why many families of young children have had to leave.
Creating a more connected and comprehensive childcare system can allow more parents to work, better positioning the cities of Santa Barbara and Goleta as preferred locations for child-rearing and employment.
Increased support for families and childcare providers has the potential to build a more resilient local economy and better prepare the future generations for success.
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What follows are guiding principles and recommendations that may be part of a solution to the childcare crisis in our region. The recommendations assessed in response to feedback from interviewees, focus group participants, and survey respondents are listed in brief below. The recommendations are interrelated; for example, providers responded that increasing the supply of childcare spaces without addressing the already inadequate number of workers in the sector.
GUIDING PRINCIPLES
• Support high-quality care to promote healthy development and prevent downstream societal costs • Support working parents in finding and affording quality childcare • Sustain a long-term effort to achieve a childcare system that works for parents and providers
RECOMMENDATIONS
• Appoint a coalition of stakeholder groups and community leaders who will adopt and pursue a childcare collaborative action plan.
• Hire a childcare coordinator to manage the adoption and implementation of the collaborative action plan.
• Elements of a comprehensive collaborative action plan should include concrete actions to o design and implement data collection strategies to guide future efforts o build a better mechanism for connecting parents seeking care with program openings they are eligible for and can afford
o provide scholarships for parents in the “missing middle” who make too much for government subsidized programs but too little to afford the average cost of care* o increase the supply of childcare spaces
o strengthen the pipeline of qualified early care and education workers o supplemental support for pay of workers in the sector o help childcare providers open and maintain profitable businesses o facilitate employers’ engagement in assisting employees with childcare needs *In response to the data collected in the survey, United Way of Santa Barbara County presented a childcare program proposal to support working parents in the “missing middle” with annual scholarships to licensed childcare facilities in the cities of Santa Barbara and Goleta. The full proposal is included with this report.
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Recommendations
Appoint a coalition of stakeholder groups and community leaders who will adopt and pursue a childcare collaborative action plan. A coalition of stakeholder groups including a socioeconomically and linguistically diverse group of families, employers, local government, and community leaders should adopt a plan that to address the recommended strategies outlined in this report. Challenges within the childcare sector are complex and interrelated, involving multiple stakeholders and various financial and logistical hurdles. A collaborative approach to address accessibility, staffing and compensation, and affordability will be key in identifying lasting and impactful solutions for employers, providers, parents and their children.
Several municipalities provide examples of collaborative initiatives: Dayton, Ohio (Preschool Promise); San Antonio, Texas (PreK 4 SA); and Aspen, Colorado (Kids First). Multi-faceted funding models and sources have also been tested, including property taxes (San Francisco, 2021) or commercial development fees (Palm Desert, 2005). Leadership within these initiatives has included philanthropic and nonprofit organizations, municipalities and public entities (FEPP, Seattle), and a blend of the two sectors (Square One, Virginia, Early Milestones, Colorado).
Hire a Childcare Coordinator to steward adoption and implementation. A formal position should be maintained to direct the implementation of the childcare collaborative action plan. The coordinator should advise city councils, staff, and the coalition during each phase of plan development. This position would lead efforts to secure funding from government and philanthropic sources in response to identified needs during plan implementation and would be responsible for administration of grant funding and reporting.
Comprehensive Collaborative Action Plan: The action plan to address identified needs within the sector should be informed with robust data and an extensive network of community partners and stakeholders.
The scope of the plan should extend past the initial phase of data acquisition and should be designed in a way that results in is dissolution as the collaborative absorbs tasks and frameworks for a more sustainable system. Elements of the Collaborative Action Plan should include:
Design and implement a data collection effort to improve the effectiveness of any efforts pursued This study provides data that has not often, if ever, been collected in our region and supports this group of recommendations. That said, it also makes clear that precise data about the availability and need for childcare matched with program eligibility requirements is missing, not just in Southern Santa Barbara County but nationwide. Local, comprehensive data from providers and parents is a necessary component to inform effective solutions. Data acquisition strategies should also be developed to combat irregularities, such as eligibility for programs like Head Start, parents on multiple waitlists, and availability from unlicensed providers or parents relying on family care. Information should also be considered, such as neonatal data and trends from local hospitals or collaborative partnerships with pediatricians for a more CHILD CARE ASSESSMENT | MARCH 2022
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comprehensive perspective into the environment for all children and their care network. This data collection effort should be supplementary to the report by the Child Care Planning Council, written every three years, that utilizes data from census and similar data sources.
Build a better mechanism for connecting parents seeking care with program openings they are eligible for and can afford Of the feedback received in this assessment, access to a current list of providers, with openings, eligibility requirements, and costs was noted to be the most important need for working parents. Incentivizing childcare providers to both share and maintain their center’s information would be an invaluable resource both for parents and initiatives within the sector. Development of an effective, interactive list would fill the needs of current parents but would also satisfy the needs of prospective parents as well. As part of the newborn care experience at Cottage Hospital, visiting nurses from the Maternal Child Adolescent Health program of the Public Health Department and Welcome Every Baby-Family Connects conduct visits with new parents about childcare and returning to work. Access to a maintained list of providers would help new parents gain a more accurate perspective of the future of their childcare needs.
Provide scholarships for parents in the “missing middle” who make too much for government subsidized programs but too little to afford the average cost of care
For working parents with young children, a return or continuation of their participation in the workforce is heavily influenced by the cost and availability of childcare. For many households, the cost of childcare almost negates the benefit of earning an additional income. The federal limits on income for traditional assistance programs leave out a significant group of families who are above the qualifying line, but still struggle to afford quality care for young children. This group, often referred to as the “missing middle,” remain in dire need of support on their path to financial stability. Partnering with local, licensed childcare facilities throughout Santa Barbara County, establishing a network of providers and connecting them with funding to support families with children in their care can have a lasting and immediate impact for families struggling with the current state of the childcare system.
Increase the supply of childcare spaces
Based on data obtained in this assessment, the supply and demand for childcare spaces varies across income and age levels. Building a targeted response based on data like this will encourage a more effective distribution of funding and support to address areas where supply is lowest. In line with the recommendations listed in this report, this data should also be used to inform support for new licensed care providers in opening and maintaining new centers.
Any solution devised to address availability of spaces should consider the upcoming provision from the state of California of subsidized preschool for all four-year-olds. Termed Universal Transitional CHILD CARE ASSESSMENT | MARCH 2022
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Kindergarten (UTK), the program will serve all eligible children by 2025. In the past, the TK day has often been shorter than regular elementary school day hours and licensing requirements can make it difficult for elementary schools to serve children under five in afterschool programs. Subsidized early education like UTK can impact a significant number of parents of all income levels in their ability to afford quality, licensed care. Consideration of this upcoming program in the development of marketing materials, scholarship programs, and other elements of the Collaborative Action Plan will ensure that future philanthropic and government funding and support meets parents and providers where they need it most.
Supporting providers in opening and maintaining new childcare centers, providing financial support to existing providers for staffing and recruitment, and taking advantage of new opportunities in childcare like microcenters (Tinycare, San Francisco) and provider management software (Wonderschool) represents the level of comprehensive solutions needed to increase availability.
Strengthen the pipeline of qualified early care and education workers Employment in licensed childcare spaces, both in-home and center-based, comes with a long list of requirements and certifications for providers and center staff. From college courses to yearly certifications and trainings, the sector is often inaccessible or unattractive to individuals interested in childcare. With intense competition in compensation and benefits packages from local school districts, early childcare providers have trouble retaining even the most dedicated staff. Strengthening the pipeline from start to finish, from education and development to hiring and retention, is key to maintaining a healthy, qualified workforce. Options exist for incentivizing positions within the sector, including scholarships for study with the intent to begin a career in early care and education. Existing resources can be marketed to local students considering a course of study in early childhood education, including Discover Early Childhood EDU, offering information for future teachers and a current list of scholarship programs (DEC, 2021).
Programs like “Teach Santa Barbara’s Littles” encourage people to enter the career field by providing a stipend after successfully completing the first years of work at a facility. Connecting qualified, motivated professionals to enter and remain in the early childcare workforce is an essential element that will dictate the success of any other initiative to increase availability or accessibility for working parents.
Supplemental support for pay of workers in the sector
Some states and communities have found ways to supplement wages for childcare workers. Focused on professional development and incentives to stay in the field, Dayton, Ohio’s Teacher Promise stipend rewards lead and assistant teachers who stay in their jobs, complete professional development assignments, and promote reading with children and families (Teacher Promise, Dayton OH).
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Virginia provides another example of a teacher recognition program that includes financial incentives along with recognition of the importance of teachers to the quality of young learners’ experience (Teacher Recognition, VA).
Help childcare providers open and maintain profitable businesses Many local initiatives have already begun to address the barriers to opening and maintaining profitable, licensed childcare spaces. The City of Goleta has adopted model zoning requirements for childcare facilities including priority process of applications, incentives for developers for constructing and operating facilities. Additional recommended steps include:
• Advocate to have income levels raised for subsidized childcare to reflect the cost of living in Santa Barbara and Goleta
• Address barriers for starting childcare facilities by examining ways city land use policies, fees waivers, and other methods can encourage childcare development • Build childcare into all appropriate planning and funding opportunities, policy decisions, and processes as has been done with Santa Barbara County’s American Rescue Plan Act funds Shared Service Alliances (SSAs) to strengthen small childcare businesses and the quality of care they provide. SSAs can provide business support and automation tools and bring economies of scale and efficiencies that are impossible for small businesses alone. For example, SSAs can:
• Centralize enrollment, tuition payments, payroll, and bookkeeping • Centralize staff recruitment, onboarding, professional development, and substitute teachers
• Access health and business insurance, bulk purchasing, and food, janitorial, technology, and legal services
Facilitate employers’ engagement around helping employees with childcare needs In response to this assessment, local employers in government, school districts, and nonprofit organizations expressed interest in working with others to improve their support working parents with childcare needs. Workplace leadership hosting internal conversations to share information about the state of the childcare system and consider ways public and private employers can be a part of solutions. Existing collaborative strategies are already in practice, including Monterey County, who, in partnership with their Chambers of Commerce, certifies employers as family friendly and advertise them on their website (Bright Beginnings, Monterey County)
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ACKNOWLEDGEMENTS ____________________________________________________________ About United Way of Santa Barbara County
Since 1923, United Way has served the Santa Barbara County community through funding, partnership development, volunteer services, and by creating, managing, and leading its own unique programs and initiatives that involved dozens of local nonprofit, business, and public sector organizations. United way’s mission is driven by a focus on school readiness and academic achievement, financial empowerment, and crisis response and recovery. Their vision is strong local communities where committed networks of leaders and organizations are united to provide children and families the education, financial skills, and resources necessary to be successful today and resilient in times of community crisis.
About Maria Chesley Consulting
Maria Chesley Consulting leads and contributes to organizations and collaborative efforts that promote the education, health, and wellbeing of children, families, and communities. They bring research and evidenceinformed practices to bear on the collective development and improvement of cross-sector service delivery systems. Maria Chesley, PhD, long ago adopted Santa Barbara as home and raised two boys, now men, here. For almost eight years, Maria led the Carpinteria Children’s Project which offers both state-funded preschool and private early care and education paid for by families directly and by families’ government subsidies.
Study Team:
Maria Chesley, PhD, Author
James E. Taylor, Survey Design and Analysis
Sherese Van Mieghem, Analyst
United Way of Santa Barbara County:
Steve Ortiz, President & CEO, United Way Lead
Melinda Cabrera, Vice President, Strategic Partnership
Acknowledgements:
Thank you to the 623 parents and 72 childcare providers who responded to surveys that are central to this report. Thank you to the many leaders in our region’s early care and education sector and visiting nurses who provided in-depth interviews and information. Finally, thank you to local employers who joined focus groups and/or shared information for this report. Your insights, suggestions, and commitment to children and families are invaluable.
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