Anchorage Child Care Board Meeting - December 10, 2025

The Anchorage Child Care Board convened to review operational updates, discuss the 2026 budget proposal involving the Mayor's Office, and present a draft strategic plan for public and board feedback. The meeting focused on the Executive Director search status, the reallocation of $2 million in Alcohol Tax funds to the Anchorage School District (ASD) due to municipal budget constraints, and the development of a three-year strategic plan.

Consent Calendar

• Unanimously approved the minutes from the September 4th and 5th strategic planning session and the August 7th board meeting.
• Added approval of the August 7th minutes to the agenda mid-meeting following a Board Member request.

Public Comments & Testimony

• No members of the public provided testimony during the open comment period.

Discussion Items

• Executive Director Search:

  • Staff reported 30 applicants met minimum requirements as of the October 30th closing. An interview committee (Chair, Jesse, Khalil, and administration members) is reviewing applications using a weighted matrix. The timeline targets top 10 candidates by end of October, top 2-3 for second interviews, and a final hire by mid-December.
  • Board members confirmed compliance with open meeting laws, limiting the committee to three board members to avoid constituting a quorum during preliminary reviews. Suggestions were made to consult the Municipality attorney regarding executive session protocols.

• 2026 Budget and Mayor's Office Collaboration:

  • Staff discussed a meeting with the Mayor's Office, where a request to return $2 million from the Alcohol Tax to the ASD (originally intended for the ACE fund) was denied. The Mayor's Office indicated the funds were needed for homeless services and year-round shelter, limiting flexibility to move funds.
  • Positions: Board members Chuck and Kevin expressed concern and opposition regarding the outcome, stating it conflicts with voter intent for "additional resources" and that shifting funds undermines future trust when asking for new taxes. Staff (Trevor and Austin) expressed understanding of the mayor's position and concern about the municipality's long-term underfunding and structural financial issues, noting the $2 million shift is not new money but a reallocation to meet existing homeless shelter priorities.
  • Staff detailed budget adjustments: reduction of childcare stipend funding by $750,000 (to $1.75M), reduction of pilot/capital funding to $1.25M, and the Mayor's proposal to move $100,000 from retention bonuses to a startup fund. Community safety funding was discussed, with roughly $15 million in the Alcohol Tax bucket, including $7 million for shelter.

• Communication Support:

  • Admin proposed utilizing the Municipality's existing contract with Thompson & Co. (approx. $96,000 remaining) for graphic design and communication strategy services. Board members expressed support for this cost-effective approach to improve public engagement and reporting.

• Operational Funding Update:

  • Linda and Jen from Thread reported $2,305,448 paid to 198 programs. They explained the flat-rate formula for non-relative providers versus licensed centers.
  • Positions: Board member Jesse expressed concern that the current bonus structure (paying a flat amount for any one of five bonus categories) does not sufficiently incentivize specific priorities like infant care or special needs care, advocating for per-category bonuses in future contracts.

• Pilot Projects and Capital:

  • 17 of 20 approved projects are under contract. Three projects totaling roughly $300,000 remain undue to insurance and response delays. Staff indicated it is unlikely these will be completed by year-end without flexible payment terms or waivers.

• Strategic Plan Review:

  • A draft strategic plan was presented featuring a Purpose Statement, Core Values (child and family centered, strategic, collaborative, fair, transparent), and a Vision Statement. Five strategic initiatives were outlined.
  • Positions: Board members Trevor, Chuck, and Jessica raised concerns that the Vision Statement lacks quantifiable metrics and measurable outcomes. They argued that the definition of "stabilized" and "positive impact" must be clearly defined with baseline data to satisfy the Assembly and public. Jesse suggested integrating broader workforce and policy themes into the initiatives.
  • Staff agreed that the plan is a living document and committed to adding specific data collection and measurement steps to the implementation phase.

Key Outcomes

• Minutes approved unanimously.
• Board acknowledged the budget adjustments and the $2 million reallocation to ASD, though expressed disagreement with the outcome relative to voter intent while acknowledging the municipal fiscal reality.
• Board approved in principle the use of the existing Thompson & Co. contract for communication support, pending final confirmation of capacity.
• Board agreed to review the draft Strategic Plan via email by October 22nd and expects to approve a final version at the next meeting on November 6th.
• Staff committed to presenting a more detailed implementation plan with specific milestones and metrics following the board review.
• Meeting adjourned early, approximately 30 minutes ahead of the scheduled noon end time.