Childcare and Family Resources Executive Report 2013
Office of Childcare and Family Resources
Snell Hall 151
The Childcare and Family Resources budget, which funds the Childcare and Family Resources office, is
administered by the Student/Parent Advisory Board; our current membership is as follows:
LeeAnn Baker - Professional Faculty; Honors College Academic Advisor. Member since 2009.
Arielle Goranson – Graduate Student and former ASOSU Non-Traditional Affairs Task Force Director.
Member since 2012.
Jehan Jabareen - Graduate Student; Applied Economics. Member since 2013.
Terese Jones – Board Chair, Graduate Student; Human Development and Family Sciences.
Member since 2013.
Trent Lesire - Community Member and OSU Alumnus. Member since 2013.
Michelle Marie - Graduate Student; Design and Human Environment. Member since 2006.
Brock McLeod- Professional Faculty, Biology. Member since 2013.
Megan Pratt - Graduate Student; Human Development and Family Sciences. Member since 2010.
Lani Sherman- Undergraduate Student, Nutrition. Member since 2013.
Stephanie Smith - Classified Staff; Fiscal Coordinator, Business Affairs. Member since 2009.
Karinda Woodward- Undergraduate Student, Women’s Studies. Member since 2013.
Page 1 of 13
Executive Report
Child Care and Family Resources
FINANCIAL SUMMARY
2012-2013
08/02/13
APPROVED
ACTUAL
BUDGET
ACTUAL
2011-2012
2012-2013
2012-2013
INCOME
Incidental Fees
228,705.00
Administration/Childcare Centers
Total Income
264,798.00
-
Administration
264,798.00
1,800.00
41,523.98
3,000.00
5,258.87
270,228.98
267,798.00
271,856.87
EXPENSES
0.00
0.00
23,642.33
158,535.15
185,303.00
227,345.74
64,061.83
82,537.00
79,329.55
Total Disbursements
222,596.98
267,840.00
330,317.62
INCOME - EXPENSES
47,632.00
(42.00)
(58,460.75)
Administration
Administration/Childcare Centers
Subsidies
APPROVED
Student Fees
Fall, Winter, Spring
ACTUAL
BUDGET
ACTUAL
2011-2012
2012-2013
2012-2013
228,705.00
264,798.00
264,798.00
228,705.00
264,798.00
264,798.00
57,900
57,900
62,600
3.95
3.95
4.23
Summer
Enrollment
Fall, Winter, Spring
Summer
Cost Per Student Per Term
Fall, Winter, Spring
Summer
Page 2 of 13
Childcare and Family Resources
Administration
Statement of Operations
APPROVED
ACTUAL
BUDGET
ACTUAL
2011-2012
2012-2013
2012-2013
Administration
Income
Interest Income
1,800.00
Transfers In
Total Income
-
-
1,800.00
Salaries - Wages
Staff Unclassified
Staff Classified
Student Pay
5,378.18
Work Study
Sub Total:
0.00
0.00
5,378.18
OPE
Other Payroll Expenses
253.97
Sub Total:
0.00
0.00
253.97
Other Expenses
Operating Supplies
135.83
Minor Equipment
Computer & Other IT Related
Peripherals
160.00
Communications Network Access Chrg
175.41
54.50
Building Maintenance & Repairs
8,938.15
Custodial - Contract
190.00
Miscellaneous Rentals
30.00
Duplicating /Copying & Publ/Printing
167.71
Miscellaneous Fees & Services
10.00
Conference registration fees
460.00
Refreshments/Hosting/Public Relations
383.59
Miscellaneous Services & Supplies
3,462.50
Travel
3,842.49
Sub Total:
Total Expenses
INCOME - EXPENSES
0.00
18,010.18
0.00
0.00
-
-
Page 3 of 13
23,642.33
(21,842.33)
Childcare and Family Resources
Administration/Our Little Village sites
Statement of Operations
APPROVED
ACTUAL
BUDGET
ACTUAL
2011-2012
2012-2013
2012-2013
Administration
Income
Interest Income
3,869.58
3,000.00
5,258.87
41,523.98
3,000.00
5,258.87
Staff Unclassified
45,690.30
46,000.00
40,500.00
Staff Classified
26,086.04
32,000.00
31,753.00
Student Pay
26,683.91
36,590.00
49,045.19
114,590.00
121,823.19
Transfers In
37,654.40
Total Income
Salaries - Wages
Work Study
600.00
525.00
Sub Total:
99,060.25
41,435.90
51,317.00
50,718.66
Sub Total:
41,435.90
51,317.00
50,718.66
1,389.61
1,847.00
8,750.96
OPE
Other Payroll Expenses
Other Expenses
Operating Supplies
Awards
120.00
71.33
17.58
6,291.40
Minor Equipment
Computer & Other IT Related Peripherals
129.07
1,000.00
Office Equipment
89.99
229.98
Telecom
1,475.83
1,747.00
1,629.36
Communications Network Access Chrg
2,274.00
2,872.00
2,208.00
81.89
55.00
55.73
Postage
Recycling Expense
2.70
Building Maintenance & Repairs
Custodial - Contract
80.00
Miscellaneous Rentals
30.00
Other Professional Services
1,498.43
Advertising
1,898.50
Shared Expense Reimb - Auxiliary
22,069.50
140.00
62.00
1,800.00
1,100.00
2,137.79
25.00
227.45
Secretary of State Audit
Central Government Service Charge
100.00
660.00
Duplicating /Copying & Publ/Printing
Miscellaneous Fees & Services
0.45
550.00
263.00
79.12
50.00
66.00
832.08
320.00
766.08
Emerging Small Business
1.85
BOLI Prevailing Wage Rate
500.00
Page 4 of 13
Tort Liability Assessment
379.00
Chancellor's Office Assess/Emerg Sm Bus
10.98
21.13
Rm General Liability Pool Assessment
240.00
348.92
4,651.60
4,400.00
4,568.48
Conference registration fees
360.00
800.00
605.00
Refreshments/Hosting/Public Relations
449.83
Insurance
253.02
Dues & Memberships - Program Related
150.00
General Admin Overhead Charge
Travel
150.00
988.31
4,000.00
1,079.30
19,396.00
54,803.89
158,535.15
185,303.00
227,345.74
INCOME - EXPENSES
Childcare and Family Resources
Child Care Subsidies
Statement of Operations
APPROVED
ACTUAL
BUDGET
ACTUAL
2011-2012
2012-2013
2012-2013
Other Expenses
Other Student Aid
Total Expenses
64,061.83
64,061.83
190.00
18,039.00
Sub Total:
Total Expenses
997.64
82,537.00
82,537.00
Page 5 of 13
79,329.55
79,329.55
Reconciliation of Changes in Fund Balance, Fund 110117
Beginning Fund Balance 6/30/12
395,514.99
Income
271,856.87
Expenditures
(330,317.62)
Ending Fund Balance 06/30/13
337,054.24
Fund Balance per Banner 06/30/13
337,054.24
Amount to reconcile
0.00
Reconciliation of Financial Summary
Net Income Less Expenses - Cover
(58,460.75)
Net Income per Banner
(58,460.75)
Page 6 of 13
Our Little Village / Child Care Balance Sheet 110117
As of July 1, 2013
Current ratio
Cash ratio
20.42
Quick ratio
20.42
Working capital
Assets
Liabilities
Current assets
Current liabilities
Cash and cash equivalents
354,412
Short-term investments
Accounts receivable
Inventories
Loans payable and current
portion long-term debt
Accounts payable and
accrued expenses
Compensated Absence
Liability
Accrued retirement and
profit-sharing
contributions
20.42
$
337,054
8,932
8,426
Deferred income taxes
Prepaid expenses and other current assets
Total current assets
$
354,412
Total current liabilities
Other assets
Other liabilities
Property, plant, and equipment at cost
Long-term debt
Less accumulated depreciation
Accrued retirement costs
Land Improvements (non-depreciable)
-
Long-term cash investments
$
17,358
Deferred income taxes
Deferred credits and other
liabilities
Equity investments
Deferred income taxes
Other assets ~ Construction in Progress
-
Total other assets
$
-
Total assets
$
354,412
Fund Balance
$
337,054.24
Page 7 of 13
Total other liabilities
Total liabilities
$
$
17,358
ASOSU Child Care - 110117
as of 6/30/13 for FY14
2 months working capital calculation based on Fund Cross
Tab Report
$
Salaries
127,201
$
OPE
50,973
$
S & S Expense
152,144
Total CASH Expenses for FY13
$
330,318
x
.1667
2
months
=
$
55,053
Minimum Cash Balance for Memorial Union on
July 1.
Use higher of:
per OUS IMD
recommendation
fy14 working capital based on FY13 total
55,053
Working Capital Fund
110117 on 6/30/13
actual working
capital
recommended per OUS IMD
excess working
capital
512%
additional amount: up to 5%
amount over/(under) 5%
max
507%
$
337,054
$
55,053
$
282,001
$
2,753
$
279,248
Over by
507%
Strategic Plan
The following five-year plan, to be executed by the office of Childcare and Family Resources, was adopted by the
Student/Parent Advisory Board in October 2013.

Maintain/expand current services and practices:
o Lactation spaces - Proactively create lactation rooms in new buildings, maintain current spaces, and
create new lactation rooms in existing buildings as needed
o OLV/Library
o OLV/Dixon – Pilot a program for student parents to be able to leave the facility
o Improve website services to link parents with community resources
o Maintain and expand social media presence
o Student parent child care subsidy administration
o Faculty/Staff child care subsidy administration
o Parenting support and education groups
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o
o
Maintain and expand social events
Visibility at campus, local, state and national levels
 Table/booth at OSU events (START sessions for transfer/international students, Beaver
Community Fair, etc.)
 Presentations at OSU events (i.e., ASOSU leadership class)
 Participation in state and national associations (NCCCC, CUFWA, NASPA, SPSS, etc.)
 Attend/present at state and national conferences
 Develop relationships with city/county resources to reduce barriers to potential student
parents’ applications for public assistance programs and increase knowledge of available
resources.

Ongoing/recurring activities
o Evaluate bylaws annually
o Administer the Family-Friendly Faculty Award annually
o Maintain full, active, and diverse membership of Student/Parent Advisory Board
o Maintain the integrity of student fee funds as funds that are specifically dedicated to meeting student
needs
o Conduct brief surveys on OSU student parent needs
o Conduct research on use of our services
o Evaluate Care.com annually
o Email the Board with information about opportunities to participate in promotion and networking with
student parents (tabling at events, etc.)

Short-term goals/projects (achieve within one to two years)
o Allocate the MEACFR fund balance in a manner consistent with SIFC rules, SPAB decisions, and historical
Our Little Village/CFR precedents and intentions.
o Promote the creation of a family friendly technology application
o Work with OSU administration to establish university wide lactation room standards that exceed
minimum requirements
o Complete the development of on-line subsidy application
o Continue working toward SR3
o Develop faculty/staff education around student parent needs – i.e., syllabus language and
availability/hours of OLV sites
o Admissions website: Add CFR to the list of information request checkboxes
o Arrange for affordable affiliate cards for students’ children
o Arrange for affordable child care for student parents on no-school days, perhaps via existing
opportunities at KidSpirit or the Boys and Girls Club
o Arrange for affordable athletic event tickets for students’ children
o Provide affordable child care for transfer/international START sessions
o Men’s development/academic dads group
o Work to better understand and meet the needs of international student parents
o Expand presentations to include department orientations to promote CFR services to students
o Put together business plan to create and implement a customer service database
o Update subsidy guidelines for improved equitable distribution of subsidy funds
o Complete a feasibility evaluation on implementing a play structure on campus
o Work with academic departments on campus to promote quarterly learning activities for young
children, i.e., science lab day, etc.

Medium-term goals/projects (achieve within three years)
o Implement child care at sporting events, lectures, evening/weekend events, etc. toward ultimate goal of
available child care at every OSU event.
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o
o
o
o
o
o

Perform a comprehensive evaluation of student parent needs
Perform a comprehensive evaluation of user satisfaction with our services
Fund a scholarship program to assist in participation of activities such as KidSpirit for low-income
student families
Implement new customer service database
Secure stable funding source for creating and maintaining campus lactation rooms
Secure more stable funding for campus wide events such as “Bring Your Kids to Campus Day”
Long-term goals/projects (achieve within five years)
o Increase the total child care subsidy amount each year until it reaches a level at which student parents
pay no more than 10% of their available resources for child care
o Obtain G&E funds to increase the Childcare and Family Resources office to more comprehensively serve
all parents on campus: faculty/staff and visitors in addition to students
o Obtain G&E funds to enable OLV drop-off child care services to be available to faculty, staff, and visitors
o Replace the OSU-focused regular child care spaces lost when Growing Oaks moved off-campus
o Arrange for a GTA position to assist CFR/SPAB
o Install a play structure in a prominently visible campus location
SWOT Analysis
Strengths:


















Program Support position hired in February
SR3 funded Graphic design/Media position hired in September
Growing collaborations across campus (UHDS, HR, Institutional Research, Academic Affairs, PCOSW) and in the
community with child care providers
Continued momentum with SR3, including hiring of new student position (reference above) and research around
potential facility
Increased collaboration with International Programs and INTO re: supports and programming for International
students with children
Updated all CFR publications to be in line with OSU marketing standards, created new marketing materials
Funded comprehensive building assessment at the Child Care Center
Funded SR3 Feasibility Study
Funded and are in process of a comprehensive, campus wide child care needs assessment
Moved to Snell Hall –more space and increased ability to serve student parents
Working capital funds sufficient to contribute to a child care facility on campus; plans to use them for the SR3
building.
The Family Friendly Faculty Award.
Child care subsidies that we intend to increase to relieve student parents’ child care burden to the level
indicated by the state of Oregon.
Actively sought additional funding opportunities for grants – submitted federal Department of Ed grant
Invested time and E&G money in campus Child Care Center
Two free drop-off child care centers for student parents (OLV|Library and OLV|Dixon). Were able to be
responsive to student parent needs around leaving one of the child care sites (Dixon).
Care.com continues to be funded by the University.
Ongoing advocacy for a variety of student parent needs (family housing, etc.)
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Weaknesses:







One child care center on campus with very limited spaces; more infant and toddler spaces are sorely needed.
Lack of early care and education financial support for International families with a stay at home parent
Lack of infrastructure/data base to track and support students with children as well as faculty and staff
Child care subsidies are not yet meeting student parent needs at the level recommended by the state of Oregon.
Invisibility of the student parent population means that we are constantly working to identify our target
population to assess needs and provide services.
No licensed drop-off child care or sick child care.
Student parents’ access to events and opportunities on campus is limited because of the lack of child care.
Opportunities:










Child care is becoming a recognized need throughout the university.
Research and continue to apply for grants to assist student parents with child care costs.
Social networking opportunities for student parents can be developed.
Building connections with local family child care providers would create an additional resource for student
parents.
Opportunities for revenue through opening OLV Dixon to faculty and staff
The hiring of a new Work/Life Balance Coordinator, through Academic Affairs, offers additional potential to
collaborate towards increasing childcare opportunities on campus for all University families.
Create a building reserve plan to address ongoing maintenance needs of Child Care Center
Finish the MU Family Friendly lounge and promote it to students, faculty, and staff
Emerging relationship with Coalition of Graduate Employees to address needs of graduate student parents.
Explore creative opportunities to address child care funding for International student families regarding early
child care and education.
Threats:






Continued lack of awareness and visibility of CFR services.
Student parents remain a difficult-to-identify population with unknown/unmet needs.
Lack of G&E funding will inhibit CFR growth into a truly comprehensive service office for all parents on campus,
i.e…contributions toward director’s salary, operations budget, funding lactation rooms, etc…
Incomplete understanding of successful retention/graduation rates / patterns among student parents
Classification of OLV Site Coordinator position description needs to shift from classified staff to professional
faculty in order to facilitate effective management and service delivery.
Lack of database compromises accurate representation of services requested and rendered.
Labor Needs
CFR is currently staffed by:
1.0 FTE director
1.0 FTE OLV site coordinator
.5 FTE program assistant (student)
.2 FTE web/graphic/media support (student)
15 OLV caregivers (students) working on average 10-13 hours/week
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Last year’s funding of the .5 FTE program assistant position (Decision Package 1 in FY14 budget submission) was
inadvertently left out of our budget when our budget format was modified by AABC and put into the format requested
by SIFC. This was an accidental omission and we will be covering the costs of this position for FY14 out of our working
capital. However, this position will be “re- included” in a decision package in our forthcoming FY15 budget submission.
In addition, we have jointly hired, in collaboration with HSRC and Veterans Resources, a Graphic design /media support
position. For FY14 this position will be paid out of our working capital and for FY15 this position will be included in a
decision package. Although the addition of these two program support positions has been tremendously helpful, CFR
continues to grow at such a rate, both in population being served and in the nature and type of work /programming
/service, that we continue to have need for additional FTE.
Long-term impacts of budget fluctuation
Increases to the OLV budget will allow the CFR office, OLV sites, and the child care subsidy to continue to provide a high
level and breadth of services to student parents.
An increase in our operating budget is necessary to sustain the new .5 FTE program assistant position; the new .2FTE
graphic design/media position beyond FY 2013-14; and maintain the current levels of service provided by the CFR office
and the OLV sites.
In order for student parents to successfully attend OSU, affordable child care is absolutely necessary. While our child
care subsidy is a much needed and appreciated benefit to student parents, the amount that we are able to award to
each family is often inadequate to significantly offset the cost of child care. Care for an infant at a Corvallis child care
center can cost anywhere from $800 to $1000/month, but our average subsidy award is $165/month. The state
guideline for affordable child care is that families should spend no more than 10% of their income on child care. One of
our short term goals for CFR is to revisit the child care subsidy guidelines and re-calculate projected subsidy needs
toward meeting that long-term goal of student parents spending no more than 10% of their annual income on the costs
of child care. Based on the information provided by student parents’ subsidy applications in 2011-2012, our calculations
last year indicated that increasing the child care subsidy total by $17,537 each year until 2016-2017 would be sufficient.
Maintaining or decreasing the current level of funding will restrict our ability to continue to provide services, particularly
if the two new positions are not maintained beyond FY 2012-2013, and will prevent future growth. Without increases in
the child care subsidy, we will not be able to meet our goal of providing truly affordable child care for student parents by
FY 2016-2017.
Potential Impacts of Child Care Center “ownership”
In 1991 the campus Child Care Center, Beaver Beginnings, was built with Student Building Fee (SBF) dollars. During the
1989-1991 Biennium, records show that the Child Care Center was funded through the SBF funding pool. However, for
an undetermined reason, the building was not added onto the student building inventory and over the years was not
maintained as a student fee funded building. Maintenance and upkeep happened on the G&E side. This past year, it
was determined that the child care center is student building inventory and, to better understand the maintenance
needs as well as an amount needed to initiate a building reserve, we contracted for a building assessment through Mc
Bride Architecture up in Portland. This assessment is being paid for out of CFR working capital. We are in the final stages
of that assessment process and should, in the coming weeks, have a final report containing the needs/areas to be
addressed, prioritization of those needs and estimated costs of addressing the needs. This new development will have a
direct impact on our budget since, historically, we have had no need to include in our budget line items addressing
building reserve, maintenance, etc. Regarding this impending shift with the care facility, University Facilities, MU
Facilities, AABC and CFR are working together to ascertain the next steps; SIFC will be kept abreast of any developments.
Page 12 of 13
Facilities and Space Needs
CFR moved into Snell 151 and 156 offices last month and we now have the office space to comfortably house our
employees as well as better serve our students and families. In terms of additional space, the most pressing need on
campus continues to be focused on more infant and toddler care slots. Student parents continue to have difficulty
finding high quality, affordable child care on or near campus. We continue working with the Human Services Resource
Center and Veterans Resources to design a new student resource center (our three offices and the proposed building
are informally referred to as SR3), which will include CFR office space and approximately 900 sq.ft. of licensed, drop off
child care. In addition to last Fall’s student focus group work (toward identifying SR3 facility needs and conceptualizing a
building design), CFR funded this past Spring, via working capital, a feasibility study around possible co-location with
Dixon Recreation Center. Although this location may not ultimately be feasible, SR3 is actively pursuing other campus
location/building possibilities. Regarding SR3 funding, in the 2011-2013 Biennium, $6.6 million in SBF dollars was set
aside for this purpose of an SR3 facility. In addition, a portion of the CFR working capital has been allocated by the
Student/Parent Advisory Board and consistently approved by the SIFC for design, pre-construction costs and FFE
associated with creating expanded child care for students with children.
Page 13 of 13