salida annexation feasibility study · this feasibility study regards population, programmatic, and...

Salida Annexation

Feasibility Study

March 2019

2 | ANNEXATION FEASIBILITY STUDY

Salida Annexation Feasibility Study

TABLE OFCONTENTS Summary of Recommendations ............................................................... 3 Section 1: Financials ............................................................................ 8

Salida Assessment and CMC Projected Revenue (Table 1) ...................................... 8 Historical and Projected Valuation and Tax Revenue (Table 2) .................................. 8 Estimated Operating Budget (Table 3)… ......................................................... 9 Funding Formula Example for Implementation Fiscal Year 23/24 (Table 4) …………..10 Projected Student Enrollment (Table 5) .............................................................. 11 Projected Revenue and Projected Budget (Table 6) .............................................. 11

Section 2: Academics ............................................................................. 12 Academic Programs Planning (Table 1) .............................................................. 12 Start-up & Ongoing Costs (Table 2) ................................................................... 13 Academic Programs Implementation Timeline (Table 3) ......................................... 14 Assumptions for Operational and Academic Start-up ............................................ 15 Accreditation | Higher Learning Commission .................................................... 15 Academic Programming Space ................................................................... 15

Section 3: Community Demographics ................................................... 16 Salida School District Demographics Summary ............................................... 16 Population .................................................................................................. 17 Race and Ethnicity ...................................................................................... 20 Age Distribution ......................................................................................... 22 Educational Attainment .................................................................................. 26 Household Income ..................................................................................... 29 Housing Projections .................................................................................... 33 Employment ........................................................................................................... 35

Section 4: Political and Community Support ....................................... 38 Letters of Support .................................................................................. 39


SUMMARY RECOMMENDATION

Pursuant to the requirements of CMC Board of Trustee procedures, the purpose of this report is to provide the Colorado Mountain College Board of Trustees with a comprehensive examination and recommendation regarding the feasibility of the Salida School District’s annexation into the Colorado Mountain College tax district. This report was prepared by Dr. Rachel Pokrandt, Vice President and Campus Dean of the Leadville Campus with input from Mary Boyd, Vice President of Fiscal Affairs; Dr. Matt Gianneschi, Chief Operating Officer; Amy Dennis, Site Coordinator, Chaffee County Campus and Mollie Sorenson, Executive Assistant, Leadville Campus. David Blackburn, Superintendent of the Salida School District, also assisted CMC staff in gathering evidence of political support in the greater Salida community.

Overall Recommendation

While it is not possible to forecast future economic and population changes with precision, management believes that the Salida School District (“Salida”) is a viable community for annexation into the CMC tax district. Consequently, management recommends continuing discussions with Salida, including preparing potential ballot language for use in upcoming elections.

Management’s opinion is predicated on several aspects of the community, all of which are explicated below and corroborated with data found in the enclosed report. In summary, however, Salida is a fast- growing mountain community that shares many characteristics with towns that comprise the CMC district. Revenues from the community appear to be sufficient to operate desired educational programs locally. And, the community has demonstrated the political willingness needed to engage residents in the Salida district and carry a tax measure forward.

This feasibility study regards population, programmatic, and operational aspects of annexation only and does not attempt to ascertain the likelihood of success in an election.

Assumptions

The findings in this feasibility study are predicated on several assumptions. First, it is assumed that the CMC campus located in Buena Vista will continue to be used by and under the full control of the Buena Vista School District. As such, it is assumed that CMC administrative and instructional functions would shift to Salida if a tax measure passed or an alternative location in the region if a tax measure failed. Much as the major administrative functions of the Chaffee County campus have been led from the Leadville Campus up until this point.

Second, though we expect that property taxes will increase in ways that correspond with projected population growth in the region, for purposes of establishing the feasibility of delivering instructional services in Salida, management used 2018 property tax estimates throughout this document. This was also done as CMC management expects a recessionary period to begin on or around 2020; an economic slowdown of this kind would likely stunt property tax growth in the short term. Third, it is assumed that administrative and instructional services in Salida would be coordinated with those already present in Leadville. So, support functions such as finance/accounting, maintenance, academic planning and supervision, and student services (enrollment, financial aid, and the like) would not need to be added in Salida in the near term. Finally, management did not include information regarding capital facilities in its estimates. Management expects that CMC would have physical presence in Salida, though the form this would take would necessarily follow the outcome of an annexation election.


Salida Overview

Community Profile: The Salida School District includes the City of Salida and the Town of Poncha Springs (hereafter referred to as “Salida” for improved readability). Salida is an outdoor-oriented community that is fast attracting families with children and retirees alike. Overall, the birth rate in Salida is growing faster than the death rate, suggesting that the community is becoming younger and attracting younger professionals with children. The community is also growing faster than the state as a whole. The overall educational attainment in Salida is generally stronger than Colorado overall, an attribute that also parallels most CMC towns. Importantly, the only age group with negative growth is that for 18-20 year olds, suggesting that high school graduates generally leave the community for college outside of the region.

Salida and Poncha Springs’ combined population, approximately 7,000, is similar in size to Carbondale or Aspen. The community is more than double the size of Leadville and, according to the Colorado Department of Local Affairs, is growing faster than the state (2.7% annually compared to .9% expected for Colorado overall). In recent years, Salida has become a destination site for Front Range residents seeking access to small mountain towns without the high property costs found in many other resort communities. Importantly, unlike most other mountain towns, Salida has land to grow and thus should expect to experience sustained growth in the coming decades.

Overall, the population in Chaffee County is currently approximately 20,000 (2017, US Census), which is roughly equal to the combined populations of Silt, Rifle, and Parachute. (For comparative purposes, the CMC-Rifle campus is used throughout this analysis as a benchmark for a campus at scale in Salida.)

Culturally, the Salida community resembles Glenwood Springs and Carbondale. It is a business and government center for the Arkansas River Valley and has been designated as a Certified Creative District by Colorado Creative Industries, or CCI, a division of the State’s Office of Economic Development and International Trade (there are now seven Certified Creative Districts in the state, four of which are in CMC’s service area: Breckenridge, Steamboat, Grand Lake, and Carbondale). Most of the businesses in Salida are locally owned and support the community’s expanding tourism and hospitality industry, particularly in outdoor activities. The town is home to more than 30 art galleries and a film production studio.

The Salida School District tax boundary includes Monarch Mountain, a small but acclaimed ski destination, and numerous outdoor outfitters that satisfy the needs of thousands of anglers and boaters who frequent the Arkansas River.

Enrollment Projections: Currently, the CMC campus in Chaffee County serves approximately 60 full- time equivalent students per year, which is about half as many students as are served at the Carbondale campus and about 1/5th the enrollments at CMC’s Aspen campus. As a starting point, management estimates, conservatively, that an operation in Salida would draw 60 FTE in the first full year of operation (2020-21), 94 in the second (2021-22), and 120 in the third (2022-23), or approximately the size of the CMC-Carbondale campus. Additionally, in the long-term, with Rifle as a comparable campus, management believes that a district-funded campus in Salida would likely eventually reach a total student population of approximately 350 FTE, or more than 1,000 students (headcount) per year.

Financial Analysis: Overall, the net contribution of local revenues to the CMC tax district from the Salida School District would be approximately $900k. This amount, when combined with existing revenues from the State of Colorado, would yield a total operating budget of approximately $1.2M (note: current legislation, HB 19-1153, would require the Colorado Commission on Higher Education to re- evaluate CMC’s funding in the event of a successful annexation. The bill passed the House unanimously and will have its first hearing in the Senate on Thursday, March 14).


Projected revenues would be sufficient to cover operating expenses for the first 5-10 years, especially in light of the fact that the campus’ operations would be combined with those in place at the Leadville

Campus. In fact, if enrollments grow in accordance with expectations, the Salida campus would have approximately $500k in revenues above expenses for the first 3-4 years in existence. These funds could be reserved or used to support capital equipment or buildings. (Note: If used for capital financing, $500k would approximately equal the annual payment on an $8-9M investment.)

It is possible that the Salida campus would require additional revenues—state, local, or tuition—to maintain services if anticipated population growth stalls, but the difference between projected revenues and operating costs is not particularly large. Nonetheless, if we assume that Salida’s population and property values will continue to grow according to recent trends and forecasts, overall tax revenues from the community will likely increase by 15-20% in the coming decade as the community’s population grows toward 10,000, resulting in revenues sufficient to cover projected operating costs (excluding capital financing).

Operational Analysis: The enclosed report uses CMC’s existing funding formula to estimate operating needs and costs in 2023-24, the first year of operations at scale. According to this formula, which includes projected inflation of 3% per year, total operations in Salida would be $1.55M. This operating budget would be approximately comparable to that at the CMC-Dillon campus, which serves approximately 215 FTE, or about 645 students. This scale is manageable within existing operating revenues and in line with projected revenues from Salida property taxes and student tuition.

Eventually, if the Salida community grows as expected and the resultant effect on enrollment growth at the campus parallels that currently seen at the CMC-Rifle campus, FTE could reach 350 or about 1,000 students. At this size, the operating budget in Salida would reach $3.4M or more, which could require some subsidization from the CMC district. However, it would likely take a decade or more to reach this level of enrollment, and many changes in populations, operational technologies, instructional delivery, and state revenues could significantly affect operating decisions in this longer-term period. In other words, in the near term, operating revenues would be at or above those needed to deliver the programs desired for the enrollments projected. In the long run, the Salida community could grow dramatically, and with it, the size of the campus. If this occurred, management would have the time to see changes in the community and adjust college-wide operations accordingly. Such changes would not be a surprise.

Programmatic Analysis: The most dramatic change in Salida that would result from a successful annexation vote would be a significant expansion of instructional programs to support academic options at Salida High School, non-credit programs for community members, including adult basic skills and senior programming, and those designed to meet the needs of local employers. In general, the academic programs desired in Salida align closely with programs in place throughout Colorado Mountain College.

According to the Colorado Department of Local Affairs, the Salida/Chaffee County workforce is growing very rapidly. Between 2010 and 2017, the number of firms operating in Chaffee County grew from approximately 850 to nearly 1,000. Similarly, the number of jobs grew from about 9,000 to 11,000.

Like most mountain communities, the largest employers in the region include government (state and federal), hospitality and tourism, construction, arts, and healthcare. The fastest growing sector, in terms of jobs created, is healthcare.


To meet these realities, management assumes that the following programs will be added to or expanded upon those already in place:

• Construction Technology (in place at Salida High School) • Automotive (in place at Salida High School) • Early Childhood Education (2020 start) • Transitional Education (GED/HSE and ESL; 2020 start)) • Non-credit Programming (art, gardening, computer literacy, exercise, CPR, WFR, etc.) • Outdoor Education (in collaboration with programs in place in Leadville; 2020 start) • Hospitality and Resort Management (2020 start) • Digital Media Production (2020 start) • Education (K-12 Licensure in collaboration with programs in place in Leadville; 2020 start) • Nursing (AAS & BSN; 2021-22 start)

Additionally, other programs specifically tailored to the Salida community will be explored:

• Brewing/Distilling Science (TBD) • Fabrication Engineering (manufacturing, robotics, design, engineering; TBD)

Faculty and staff needed to deliver the programs above have been included in the operating estimates presented herein.

Importantly, though management can recommend and budget for new academic programs, many programs require authorization from institutional accreditors or state agencies. Petitioning these agencies is a fairly transparent process, but can take time. Thus, several of the proposed implementation timetables above are illustrative only and could be subject to considerable changes by agencies external to the college.

Physical Presence: Management assumes that if an annexation vote is successful, the college will be physically present in Salida. The ultimate form this presence would take is not known at this time, but the college is in discussions with the Salida School District to explore options. Importantly, the Salida School District is actively considering options to expand its physical infrastructure in order to support its growing student population, and, based on conversations throughout the community, it appears clear that the addition of a CMC campus—either as a stand-alone facility or co-located with other entities, such as the school district—would have a very favorable impression on the Salida electorate. Capital options for the district include building a new facility in the community, possibly one collaboratively designed for the school district and other local government agencies, including Colorado Mountain College. Though CMC cannot provide a commitment to a longer-term facility until after the outcome of an annexation election is known, the college expects that, if an election is successful, the college should become an active partner in planning a new facility in the Salida community, likely in 2020. Importantly, though CMC would expect to have a physical campus space in Salida, management is not exploring options for student housing in the region.

Political Support: The enclosed report includes letters of support from members of the Salida community. It is clear from these that there is substantial political support for Salida’s annexation into the CMC tax district. Letters of support were provided from elected leaders, including mayors of both towns and the Chaffee County Board of Commissioners; the school district and former school board members; business associations, including the Economic Development Corporation of Chaffee County; community associations, including local Rotaries; and major employers, including the Heart of the Rockies Regional Medical Center. A letter from Mr. Charlie Forster, former chairman of the CMC Foundation, also appears


in the report. Additionally, members of the Buena Vista business community offered their support to Salida, though their own annexation election is expected to be postponed until 2021.

One cannot conjecture that this impressive and comprehensive show of community support will translate into a certain elective outcome, but it suggests that the community is well educated on the opportunity to join CMC and has the necessary political energy and wherewithal to engage in a comprehensive campaign. In short, the community appears well positioned and sufficiently engaged to begin the process of educating the Salida electorate.

In discussions with Salida leadership, it is likely that the district will petition the CMC Board of Trustees to seek representation on that board. Current law permits the Board of Trustees to add up to two seats if a district successfully annexes itself into an existing local college district. Trustees should expect to field a question about this in the coming months.

Following decades of CMC’s being physically present in Chaffee County but often misunderstood or undervalued, the impressive show of support from a vast array of community members and leaders presented herein suggests that a striking transition has occurred. The community has taken a notable, restorative step toward reconciling its ambitions with its actions and is now thoughtfully and deliberately preparing to invest in a future that wasn’t possible only a few years ago.


Section 1: Financials

Section 1: FINANCIALS

The following section includes projected assessment and mill levy revenues, projected operational budget and a plan for inclusion in the college-wide funding formula by the 23/24 academic year. In addition, an analysis of the potential student enrollment based on the section three academic implementation plan.

Section 1: Financials | Table 1 Salida Assessment Projections and CMC Projected Revenue

2018 Assessed Value Projected CMC Revenue

Salida Taxing Revenue $ 224,243,930 $ 896,303 Existing Campus Revenue (DOC, State FTE funding, Tuition)

$ 285,000

$ 1,181,303

Based on 2018 Chaffee County Abstract Summary Report.

Section 1: Financials | Table 2 Historical and Projected Valuation and Tax Revenue

Valuation and tax revenue historical and projected VALUATION: 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 R-32-J Salida 199,390,125 204,749,450 191,155,232 191,155,232 189,183,734 189,818,163 201,959,458 207,388,693 222,598,900 224,243,930 248,910,762 248,910,762 248,910,762 248,910,762 236,465,224 236,465,224 236,465,224 236,465,224 248,288,485 248,288,485

11% 0% 0% 0% -5% 0% 0% 0% 5% 0%

11% 0% 0% 0% -5% 0% 0% 0% 5% 0%

Current DOLA Impact of Expected Recesssion Recovery from Recession

DOLA Prelim: 464,244,051 REVENUE: R-32-J Salida $ 796,962 $ 818,384 $ 764,047 $ 764,047 $ 756,167 $ 758,703 $ 807,232 $ 828,933 $ 889,728 $ 896,303 $ 994,896 $ 994,896 $ 994,896 $ 994,896 $ 945,152 $ 945,152 $ 945,152 $ 945,152 $ 992,409 $ 992,409


Section 1: Financials | Table 3 Salida Estimated Operating Budget


Table 3 outlines the projected budget revenues and expenses with the assumption that a portion of initial tax revenues will be set aside in reserve for infrastructure and programmatic expenses. In addition, year 10 reflects the projected size of the campus based on the current operations of the Rifle Campus of CMC which is most like the current demographics tax revenues and size of the Salida and Poncha Springs community.

Year 0 - 19/20 Year 1 - 20/21 Year 2 - 21/22 Year 3 - 22/23 Year 10 - 29/30

Estimated Res Mix

FTE Estimate - Regular 20 40 65 85 160 ID 90%

FTE Estimate - CEPA 20 20 25 30 90 IS 8% Non Credit/Community Education 1 3 4 5 35 OS 2% Combined FTE 41 63 94 120 285 Property Tax 580,356 994,896 994,896 994,896 992,409 FTE State Appropriations 57,300 114,600 186,225 243,525 458,400 In District Tuition 43,200 89,640 150,930 204,255 475,200 In State Tuition 8,640 17,760 29,640 39,780 88,320 Out State Tuition 5,436 11,208 18,759 25,245 58,464 Non-Credit Class Fees 4,000 6,000 9,600 12,000 12,000 DOC revenue 38,000 0 0 0 0 Revenue Total 736,932 1,234,104 1,390,050 1,519,701 2,084,793 FT Admin Salaries 66,511 190,000 195,700 201,571 743,721 FT Non-Exempt Staff 0 55,000 56,650 58,350 215,288 FT Faculty 0 85,000 87,550 90,177 332,717 FT Benefits 25,244 152,600 163,177 174,023 642,080 Part-Time Wages 40,475 50,000 51,500 53,045 195,716 Adjunct Faculty Salaries 77,131 100,000 170,000 200,000 491,950 PT/Supplemental Benefits 25,309 33,000 50,945 60,731 171,916 Personnel Total 234,670 665,600 775,522 837,896 2,793,387 Building Repair and Maintenance 0 5,000 7,500 10,609 20,000 Inflation: 3% Office Equip R & M 0 2,500 4,500 5,305 10,000 Grounds R & M 0 1,500 2,500 3,077 5,000 Copying Supplies 0 3,000 3,090 3,183 5,000 Custodial Supplies 0 3,000 3,090 3,183 5,000 Educational Supplies 1,000 3,000 3,090 3,183 5,000 Equipment Non-Capital 1,950 4,000 4,120 4,244 5,000 Office Supplies 1,000 3,000 3,090 3,183 4,000 Postage 1,740 1,000 1,030 1,061 1,500 Repair Supplies 0 4,000 4,120 4,244 5,000 Electricity 1,000 1,100 5,000 13,367 16,440 Gas 1,000 1,100 5,000 8,275 10,177 Insurance Expense 0 1,100 5,000 3,713 4,567 Life Safety Services 0 1,100 5,000 3,952 4,860 Security 0 10,000 15,000 23,791 29,260 Trash 500 1,000 1,500 1,910 2,349 Water 500 750 1,000 1,061 1,305 Rent 10,000 11,000 12,000 0 0 Faculty In Service 200 2,000 3,500 4,774 17,614 Professional Development 0 1,000 1,030 1,061 3,915 Lodging 400 1,000 1,030 1,061 3,915 Meals 500 1,000 1,030 1,061 3,915 Mileage-In-District - Pers Vehicle 1,458 2,000 2,060 2,122 7,829 Overnight Field Trip Pay 0 1,500 1,545 1,591 5,870 Operating Total 21,248 65,650 95,825 109,011 177,516 Infrastructure/One-Time/Reserves 481,014 502,854 518,703 572,794 0 Net Total 0 0 0 0 -886,110


Section 1: Financials | Table 4 Funding Formula Example for Implementation Fiscal Year 23/24


This chart outlines the predicted campus budget that will come into effect during year 4 when the campus moves from the start-up phase into becoming a fully-fledged campus under the college wide funding formula.

Direct Instruction & Support

Student Affairs Student Commuter All Site Base:

2018-19 Rate

Hrs per week

Units

Amount

2018-19 Rate

Hrs per week

Units

Amount

Instructional Supervision 114,000 80 2 228,000 0 - Administrative Technician 76,500 80 2 153,000 Student Affairs oversight 130,000 20 0.5 65,000 Continuing Ed 92,700 20 0.5 46,350 Counseling, Advising, Career Services 102,470 40 1 102,470 Workforce Development 92,700 10 0.25 23,175 Financial Aid - CS Budget 79,200 0 0 - CEPA Coordination 83,000 10 0.25 20,750 Disabilities & Special Pops Services 92,000 20 0.5 46,000 Science Lab Support 83,000 10 0.25 20,750 Recruitment & Outreach 83,000 4 0.1 8,300 Literacy Instruction 83,000 10 0.25 20,750 Admissions & Registration 77,170 60 1.5 115,755 Internship Coordination 83,000 4 0.1 8,300 Tutoring 66,950 20 0.5 33,475 Grant Coordination 83,000 4 0.1 8,300 Testing - Site, CW and Aux Budget

Student Life Support - Aux Budget 66,950 10 0.25 16,738

Miscellaneous Operations 100,000 1 100,000 70,300 0 0 - Total 5.7 629,375.0 - Total 4.4 387,737.5

Facilities Community Service/Administration

Facilities Commuter/ Additional Administrative 2018-19

Rate Hrs per

week Units

Amount

2018-19 Rate

Hrs per week

Units

Amount

Physical Plant Management 97,250 0 0 - Campus Leadership 161,140 40 1 161,140 Maintenance Management 85,000 40 1 85,000 Accounts Management 83,300 40 1 83,300 Mechanical 73,000 10 0.25 18,250 Administrative Assistance to VP/Dean 77,316 40 1 77,316 Groundskeeping/Custodial 58,700 30 0.75 44,025 Miscellaneous Operations 30,900 1 30,900 Total 2.0 147,275.0 Salary Savings Pool 30,000 1 30,000

Total 3.0 382,656

Combined Totals Total Commuter Bases 1,547,044.00


Section 1: Financials | Table 5 Salida Campus Projected Student Enrollment

Section 1: Financials | Table 6 Salida Campus Projected Revenue & Campus Budget


3,500,000.00 3,000,000.00 2,500,000.00 2,000,000.00 1,500,000.00 1,000,000.00

19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30


Section 2: ACADEMICS Section 2: Academics

The following chart outlines the programs identified as areas of need by the stakeholders who gave input to the feasibility process.

Section 2: Academics | Table 1 Academic Programs Planning

Academic Programs Feasibility Planning - Salida

Program (in order of implementation)

Academic Level

Physical Space

Teaching Faculty Teaching credentials

required (minimum)

Equipment

Time to Launch Additional

Information

*Student Projections/year (first three years)

General transfer Associate of Arts (AA), Associate of Science (AS) Business, Science, Math, English, Humanities, Social Science

Transfer Courses 100/200 Level

Classrooms/labs

PT/FT

Masters degree with 18 credits in the discipline

Lab equipment - WebEx

enabled classrooms

Immediate - in progress

50 headcount | 30 FTE

Emergency Medical Technician (EMT) Certificate – already in existence in Salida Classrooms PT Certified paramedic In place Immediate - in progress 12 FTE

Certified Nurse Assistant (CNA)

Certificate – already in existence in Salida Lab classroom -

already in place

PT

RN or higher

In place Immediate -

in progess

4 FTE

Construction Technology Automotive

Certificate - CEPA only Salida High School

(SHS)

PT

CTE credential

In place at SHS Immediate -

in progress

5 FTE

Early Childhood Education (ECE)

Certficate/AA

Classrooms

PT Associates degree or

higher in ECE

N/A

Summer 2020

All courses currently available from CMC

online

5 FTE

Transitional Education

GED, Developmental Education and ESL

Classrooms

PT Bachelor's degree or

higher in English or Math

Computers

Summer 2020

10 FTE

Non-Credit | Community Education (Art, gardening, computer literacy, senior programming, speaker series, exercise classes, CPR, WFR)

Non-credit

Classrooms

PT

Experience in the field

Various consumables

Summer 2020

5 FTE

Outdoor Education

Certificates

Classroom - gear room/storage

PT

Various

Depending on certificates offered

Fall 2020

Equipment would be shared with the

Leadville campus until capacity is built

out

15 FTE

Hospitality Management /Resort Management

AAS/Certificate

IVS/WebEx enabled classrooms

PT (shared online)

Various

Various

Fall 2020

All courses currently available from CMC

online plus additional courses

offered F2F in Salida

10 FTE

Digital Media Production

AA

Classrooms

PT

Appropriate experience in the discipline and

academic background as appropriate for each

course

Computer lab/design

suite/Mac and Windows enabled

Fall 2020

5 FTE

Education

BA/AA

Classrooms

PT

Masters degree in education

N/A

Fall 2020

Launch program

with shared courses with Lake County

Cohort

5 FTE

Nursing

RN - AS

2 x FT 1/2 time administrative

suppport

Ph.D in Nursing

Clinical lab

1 1/2 years

Contracts for clinical

placements and partnership

commitment from local medical facility

18 FTE

**Fabrication Engineering Manufacturing, Robotics, Design, Engineering, Fabrication

AAS – with stackable CTE certificates

Fab Lab - Bay classrooms - industrial

space

FT

TBD

TBD

2 years - includes

program development Requires program

development

N/A

**Brewery / Distillery Science AAS/Certificate Lab classroom - hybrid model FT TBD TBD 3 years - includes

program development Requires program

development N/A

*Projections are based on enrollments in similar programs at other CMC locations and Salida demographics information **Programs that require development - not currently in the CMC system. 119

Section 2: ACADEMICS Section 2: Academics | Table 2 Start-up Costs of Academic Programs


Academic Programs Feasibility Planning Startup & Ongoing Costs

*Excluding personnel costs outlined in the estimated budget section under staff, faculty and adjuncts.

Program Start-up Annual ongoing General Transfer

$0 $4,000

(educational supplies, professional development, lab supplies etc.)

Emergency Medical Technician $0

(Already in place - program has run in Salida for 4 years)

$1,200 (educational supplies, professional development,

lab supplies etc.)

Certified Nurse Assistant $0

(Already in place - program has run in Salida for 1 year)


lab supplies etc.)

Construction Technology Automotive

$0

(Already in place - program has run in Salida for 1 year)

$0

CEPA program in partnership with Salida High School

Early Childhood Education

$0 $1,200

(educational supplies, professional development)


$0 $1,200

(educational supplies, professional development)

Non-Credit | Community Education

$0 $0

(auxillary - covered by tuition revenues)

Outdoor Education $5,000

(Safety equipment)


trip and gear supplies etc)

Hospitality Management /Resort Management

$0

$0

Digital Media Production

$15,000 (software licenses and various

technology equipment)

$10,000 (Software licenses and replacement/upgraded

technology) Education

$0


lab supplies etc)

Nursing

$550,000 (accreditation, travel, simluators

and equipment)


lab supplies etc)

Fabrication Engineering N/A N/A Brewery / Distillery Science

N/A

N/A


Section 2: ACADEMICS Section 2: Academics | Table 3 Academic Programs — Implementation Timeline

Academic Programs Implementation Timeline

Program Time to Launch

General Transfer Immediate -

in progress

Emergency Medical Technician (EMT)


Certified Nurse Assistant (CNA)

Immediate - in progess

Construction Technology (CEPA) Automotive (CEPA)


Early Childhood Education (ECE)

Summer 2020


Summer 2020

Non-Credit | Community Education

Summer 2020

Outdoor Education

Fall 2020

Hospitality Management / Resort Management

Fall 2020

Digital Mediam Production

Fall 2020

Education

Fall 2020

Nursing

Fall 2021

**Fabrication Engineering Manufacturing, Robotics, Design, engineering, fabrication

Fall 2022

**Brewery / Distillery Science

Fall 2023

**Programs that require development. Not currently in CMC system.


Section 2: ACADEMICS ASSUMPTIONS FOR OPERATIONAL AND ACADEMIC START-UP

• Operations will be supported by current Chaffee County Campus staff and Leadville Campus staff in the first 3 years to include:

o Executive administration o Some student support (disabilities services, financial aid and academic advising) o Facilities support as needed

• Academic programs will be added as capacity is built and in response to student and workforce demand.

• Salida School District (SSD) will share space as mutually agreed upon by SSD and CMC to facilitate the delivery of college courses until such time as a physical CMC dedicated space is identified.

• All new academic programs will rely on strong industry and community support for clinical placements, co-op and internship opportunities and participation in academic advisory committees.

ACCREDITATION | HIGHER LEARNING COMMISSION (HLC)

CMC is required to comply with policies and procedures of the Higher Learning Commission (HLC). The following steps would be necessary in order to secure HLC accreditation for the site in Salida:

December 2019 – Complete an address change request to the HLC for the current Chaffee County Campus to move to the Kesner Building in Salida. (This is the administration building of the Salida School District in which CMC currently rents classroom and office space). This will allow for CMC staff to immediately begin operations. CMC anticipates a collaboration with Salida School District on this space as well as classroom space in Salida High School in the evenings as needed.

January 2020 – Complete an application for ‘substantive change’ of the CMC HLC accreditation to include a new branch campus in Salida.

• Includes application, review and official HLC visit. This is a 4-6 month process.

ACADEMIC PROGRAMMING SPACE

The Salida and Poncha Springs communities feel strongly that a physical presence on the part of the college will be the key to the success of both the ballot initiative and the efforts of the college moving forward. The school district is willing to make mutually agreed upon land available and is interested in creating shared space with community partnerships to include, but not limited to, the school district administrative offices, alternative schools, childcare providers and city recreation.

In the process of master planning, the Salida School District is working to determine how to add school district space in order to accommodate community growth models for the next 30 years. In addition, the school district is interested in exploring a fully integrated concurrent enrollment and academic programming model for K-12 students in partnership with CMC. There is strong potential for a shared high school in the early college model where all high school juniors and seniors are enrolled in at least 9 college credits per semester and spend a significant amount of their time at the CMC shared campus facility as well as placed in internships and apprenticeships coordinated by CMC throughout the community.


Section 3: Community Demographics

SALIDA SCHOOL DISTRICT DEMOGRAPHICS SUMMARY

Section 3: COMMUNITY DEMOGRAPHICS

The Salida School District includes the City of Salida and the Town of Poncha Springs.

• Population in the Salida School District taxing area is predicted to grow both in the short and long term.

• Within 10-15 years population growth of younger members of the community will outstrip the death rate creating net growth in excess of the state population growth model.

• Significant numbers of college-educated retirees in the community indicates that non-credit community education classes would see strong enrollment.

• The City of Salida and Town of Poncha Springs expect at least 350 housing units to be built in the next 3-5 years based on the number of existing permits yet to be built out.

• Significant numbers of college-educated retirees in the community indicates a strong adjunct faculty pool.

• The Hispanic immigrant population in Salida and Poncha Springs is growing steadily and significantly. This sector of the population is highly engaged with the college at other campuses across the district in degree programs, transitional education and in CEPA. The expected growth in this population indicates strong potential enrollment across programs.

• Projected growth in Salida School District enrollments (most notably from Poncha Springs) indicates growth in CEPA programming and traditional age college student enrollments.

• The Heart of the Rockies Regional Medical Center (HRRMC) is currently undergoing a $19 million dollar expansion. This indicates a growth in the number of clinical placements for the proposed nursing program as well as opportunities for increased medical careers focused programs in the future. Please see letter of commitment from HRRMC in section 4.

• The disparity between median household income and median house value is noted in several community surveys. The need for higher education will be critical to community members seeking positions with an income that supports a family in the area.


Section 3: COMMUNITY DEMOGRAPHICS | Population

Population

Section 3: Community Demographics | Population | Figure 1 Salida School District Population

Year Total Population Salida Poncha Springs

2005

5855

5211

644

2010 5970 5233 737 2015 6260 5487 773 2016 6406 5622 784 2017 6708 5741 967

Source: Colorado Department of Local Affairs State Demography Office https://gis.dola.colorado.gov/apps/ProfileDashboard2/

Population forecast data was only available on the county level. Please refer to the Chaffee County data later in the document.

Section 3: Community Demographics | Population | Figure 2 Chaffee County Population

Year Total Population

Growth Rate

2005 17022 .9% 2010 17797 .9% 2015 18578 .9% 2016 19077 2.7% 2017 19623

Source: Colorado Department of Local Affairs State Demography Office



Section 3: Community Demographics | Population | Figure 3 Chaffee County Population 2000 to 2016

Section 3: Community Demographics | Population | Figure 4 Chaffee County Population Forecast

Year Total Population

Growth Rate

2020 20289 1.3%

2040 24044 .7%


Section 3: Community Demographics | Population | Figure 5 Salida Population Forecast 2000 to 2017



Section 3: Community Demographics | Population | Figure 5 Chaffee County Population Forecast 2000 to 2050

Section 3: Community Demographics | Population | Figure 6 Chaffee County Births, Deaths, and Net Migration


Section 3: COMMUNITY DEMOGRAPHICS | Race and Ethnicity

Race and Ethnicity

Section 3: Community Demographics | Race and Ethnicity | Figure 1 Salida School District Race and Ethnicity by Percent

(NH = Non-Hispanic)

Designation Year Salida Poncha Springs

2000 10.8 6.2 Hispanic 2010 11 8.1

2016 13.8 19.1 2000 86.4 89.9 NH White 2010 86.4 87.7

2016 84.2 80.6 2000 .1 0 NH Black 2010 .2 .5

2016 .3 0 2000 .4 1.5 NH Asian 2010 .4 .5

2016 .6 0 2000 1.1 .6 NH Native American/Alaska Native 2010 .6 1.1

2016 .1 .3 2000 0 0 NH Native Hawaiian/Pacific Islander 2010 0 .4

2016 0 0 2000 .1 .9 NH Other 2010 .1 0

2016 0 0 2000 1.2 .9 NH Two Races 2010 1.3 1.6

2016 .9 0


https://gis.dola.colorado.gov/apps/ProfileDashboard2/


Section 3: COMMUNITY DEMOGRAPHICS | Race and Ethnicity

Section 3: Community Demographics | Race and Ethnicity | Figure 2 Chaffee County Race and Ethnicity by Percent

(NH = Non-Hispanic)

Designation Year Chaffee County Hispanic 2000 8.6

2010 9.4 2016 10.1 NH White 2000 87.3

2010 86.6 2016 87.3 NH Black 2000 1.6

2010 1.5 2016 1.3 NH Asian 2000 .4

2010 .6 2016 .4 NH Native American/Alaska Native 2000 .9

2010 .8 2016 .3 NH Native Hawaiian/Pacific Islander 2000 0

2010 0 2016 0 NH Other 2000 .1

2010 .1 2016 0 NH Two Races 2000 1.1

2010 1.0 2016 .6 Source: Colorado Department of Local Affairs State Demography Office




Section 3: COMMUNITY DEMOGRAPHICS | Age Demographics

Age Distribution

Section 3: Community Demographics | Age Distribution | Figure 1 Salida School District Taxing Area — Age Distribution

2016 Salida Poncha Springs County Forecast 2010->2015

0-9 10% 11% 1625 -> 1875 11% 10-19 7% 13% 1750 -> 2125 10% 20-29 11% 22% 1875 -> 2625 12% 30-39 12% 13% 2000 -> 2500 12% 40-49 12% 8% 2500 -> 2750 13% 50-59 16% 12% 3125 -> 2375 11% 60-69 14% 10% 2750 -> 2875 14% 70-79 8% 9% 1500 -> 2750 13% 80-84 4% 4% 750 -> 112 55%

85+ 5% 1% 125 -> 250 1% Source: Colorado Department of Local Affairs State Demography

Office https://gis.dola.colorado.gov/apps/ProfileDashboard2/

All percentages are approximate based on Figures 3 and 4 below.

Section 3: Community Demographics | Age Distribution | Figure 2 Chaffee County Age Distribution

2016 Chaffee County County Forecast 2010- >2015

0-9 8% 1625 -> 1875 11% 10-19 10% 1750 -> 2125 10% 20-29 11% 1875 -> 2625 12% 30-39 12% 2000 -> 2500 12% 40-49 12% 2500 -> 2750 13% 50-59 14% 3125 -> 2375 11% 60-69 17% 2750 -> 2875 14% 70-79 10% 1500 -> 2750 13% 80-89 5% 750 -> 112 5%

90+ 1% 125 -> 250 1% Source: Colorado Department of Local Affairs State Demography Office


All percentages are approximate based on Figure 5 below.


Section 3: COMMUNITY DEMOGRAPHICS | Age Distribution

Section 3: Community Demographics | Age Distribution | Figure 3 Salida Population Distribution by Age

Section 3: Community Demographics | Age Distribution | Figure 4 Poncha Springs Population Distribution by Age



Section 3: Community Demographics | Age Distribution | Figure 5 Chaffee County Population Distribution by Age 2016

Section 3: Community Demographics | Age Distribution | Figure 6 Chaffee County Net Migration by Age 2000-2010



Section 3: Community Demographics | Age Distribution | Figure 7 Chaffee County Age Forecast


Section 3: COMMUNITY DEMOGRAPHICS | Educational Attainment

Educational Attainment

Section 3: Community Demographics | Educational Attainment | Figure 1

Salida School District Taxing Area — Educational Attainment

Salida Poncha Springs

Less than High School 12% 15%

High School Graduate/GED 21% 20%

Some College or Associate’s Degree 30.5% 35%

Bachelor’s Degree 22.5% 18% Graduate or Professional Degree 13.5% 10.5%

Source: Colorado Department of Local Affairs State Demography Office

2016 https://gis.dola.colorado.gov/apps/ProfileDashboard2/

All percentages are approximate based on Figures 3 and 4 below.

Section 3: Community Demographics | Educational Attainment | Figure 2 Chaffee County Educational Attainment

Chaffee County Less than High School 8%

High School Graduate/GED

26%

Some College or Associate’s Degree 31%

Bachelor’s Degree 21%

Graduate or Professional Degree 13%

Source: Colorado Department of Local Affairs State Demography Office 2016 https://gis.dola.colorado.gov/apps/ProfileDashboard2/

All percentages are approximate based on the charts on Figure 5 below.



Section 3: Community Demographics | Educational Attainment | Figure 3 Salida Educational Attainment Age 25+

Section 3: Community Demographics | Educational Attainment | Figure 4 Poncha Springs Educational Attainment 25+



Section 3: Community Demographics | Educational Attainment | Figure 5 Chaffee County Educational Attainment 25+


Section 3: COMMUNITY DEMOGRAPHICS | Household Income

Household Income

Section 3: Community Demographics | Household Income | Figure 1

Salida School District Taxing Area, Median Household Income/Median House Value 2016


Median Household Income $ 39,706 $ 39,405 Median House Value $ 252,900 $ 193,000

Source: Colorado DepartmentofLocal Affairs State Demography Office 2016 https://gis.dola.colorado.gov/apps/ProfileDashboard2/

*The median single-family home price in the county increased 65% from 2011 to 2017

(from $210,000 to $345,000). Source: Central Colorado Conservancy/Envision Chaffee County, Envision Chaffee County Community Vision Report Card page17, January 2018. http://centralcoloradoconservancy.org/land/wp-content/uploads/Envision-Chaffee-County-Community-Visions-Status-Report-Final- 1.15.18.pdf

Section 3: Community Demographics | Household Income | Figure 2 Chaffee County Median Household Income/Median House Value 2016

Chaffee County Median Household Income

$ 50,993

Median House Value $ 289,900


The median single-family home price in the county increased 65% from 2011 to 2017 (from $210,000 to $345,000).

Source: Central Colorado Conservancy/Envision Chaffee County, Envision Chaffee County Community Vision Report Card page 17, January 2018. http://centralcoloradoconservancy.org/land/wp-content/uploads/Envision-Chaffee-County-Community-Visions-Status-Report-Final- 1.15.18.pdf

http://centralcoloradoconservancy.org/land/wp-content/uploads/Envision-Chaffee-County-Community-Visions-Status-Report-Final-1.15.18.pdf








Section 3: Community Demographics | Household Income | Figure 3 Salida School District Household Income Distribution 2016


Household Income Distribution


Less than $10,000 7% 4% $10,000-$19,999 10.5% 17% $20,000-$29,999 22% 20% $30,000-$39,999 12% 10% $40,000-$49,999 8.5% 10.5% $50,000-$59,999 4% 7% $60,000-$74,999 12.5% 15.5% $75,000-$99,999 8% 10% $100,000-$124,999 5.5% 3% $125,000-$149,999 2.5% 1.5% $150,000-$199,999 3.5% .5% $200,000 or more 2% 1%


All percentages are approximate based on the charts on Figures 5 & 6 below.

Section 3: Community Demographics | Household Income | Figure 4 Chaffee County Household Income Distribution2016

Household Income Distribution

Chaffee County

Less than $10,000

5%

$10,000-$19,999 8% $20,000-$29,999 14.5% $30,000-$39,999 9% $40,000-$49,999 11% $50,000-$59,999 6.5% $60,000-$74,999 14% $75,000-$99,999 14% $100,000-$124,999 6% $125,000-$149,999 3.5% $150,000-$199,999 3% $200,000 or more 2%


All percentages are approximate based on the charts on Figure 7 below.


Section 3: Community Demographics | Household Income | Figure 5 Salida Household Income Distribution 2016


Section 3: Community Demographics | Household Income | Figure 6 Poncha Springs Household Income Distribution 2016



Section 3: Community Demographics | Household Income | Figure 7 Chaffee County Household Income Distribution


Section 3: COMMUNITY DEMOGRAPHICS | Housing Projections

Housing Projections

Section 3: Community Demographics | Housing Projections | Figure 1

Housing Units by Place 2014

Source: Economic and Planning Systems, Inc., Chaffee County Housing Needs Assessment and Strategy, page 24, August 2016. http://chaffeecounty.org/EndUserFiles/55417.pdf

Section 3: Community Demographics | Housing Projections | Figure 2 Chaffee County Total Household Projections 2010-2050

http://chaffeecounty.org/EndUserFiles/55417.pdf


Section 3: COMMUNITY DEMOGRAPHICS | Housing Projections

Section 3: Community Demographics | Housing Projections | Figure 3

Permits Pulled Salida and Poncha Springs 2014-2018

Salida and Poncha Springs Building Permit Summary Salida Poncha Springs Dwelling Type 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 Accesory dwelling units 4 2 Condo 6 1 Duplex 4 8 2 1 Mobile/Modular 1 6 6 1 1 1 2 Single Family 30 42 57 61 58 7 16 36 39 11 Townhouse 3 7 17 2 10 7 Triplex 3 Total 47 67 83 61 63 8 27 44 41 11


Section 3: COMMUNITY DEMOGRAPHICS | Employment

Employment

Section 3: Community Demographics | Employment | Figure 1 Chaffee County Employment Projections by Wage Level 2015-2025

Source: Economic and Planning Systems, Inc., Chaffee County Housing Needs Assessmentand Strategy, page 20, August2016. http://chaffeecounty.org/EndUserFiles/55417.pdf

http://chaffeecounty.org/EndUserFiles/55417.pdf


Section 3: Community Demographics | Employment | Figure 2 Chaffee County Job Growth and Net Migration1985-2017


Section 3: Community Demographics | Employment | Figure 3 Chaffee County Job Growth and Net Migration 1985-2017


Section 4: Political and Community Support

Section 4: POLITICAL AND COMMUNITY SUPPORT

The following community groups and individuals have committed support for annexation through the attached letters:

Heart of the Rockies Regional Medical Center

Y & K Excavation

Salida Chamber of Commerce

Salida High School Accountability Committee

Lezlie Burkley

Schwartz and Young Accountants

Pinon Real Estate

Lowry Contracting

Charles Forster

City of Salida

Town of Poncha Springs

Chaffee County Economic Development Corporation

Chaffee County Commissioners

High Country Bank

Altamont Landscaping

Chaffee County Public Health

Articipate

Natural Habitats

Sunrise and Noon Rotary Clubs

Arkansas River Outfitters Association

Jodi DeMoss, Salida High School Teacher

Peak Solar Designs

Ralph “Terry” Scanga

Deb O’Brien, Crest Academy Teacher


Section 4: POLITICAL ANDCOMMUNITY SUPPORT | Letters of Support

Letters of Support

salida annexation feasibility study · this feasibility study regards population, programmatic, and...

Documents