MidWestOne Bank Partners on Child Care Center

Pictured left-to-right: Joshua Laraby, Teri Bockting, Kate Van Pelt, Ron Haines (MidwestOne Bank), Terri Kness, Todd Reifsteck

 

(FAIRFIELD, IOWA) MidWestOne Bank in Fairfield and the MidWestOne Foundation have raised the bar and pledged $25,000 to the Jefferson County Kids Child Care Center.

Ron Haines, Fairfield Branch MidWestOne Bank, Market President, announced, “Giving is not just about making a donation, it is about making a difference. As a community bank, we know the importance of making a difference in the communities we are in. The Jefferson County Kids Early Childhood Learning Center is a key community project that is needed in our growing community. MidWestOne Bank is proud to be making a difference and partnering with this project.”

The Jefferson County Kids Board of Directors is actively fundraising for their $3.5M Capital Campaign to add a 188 space child care center to Fairfield, Iowa.

Terri Kness, Jefferson County Kids, Board Member, “We are thankful to our local MidWestOne branch and the MidWestOne Foundation for supporting the fundraising efforts of the Jefferson County Kids child care facility. We are hoping to reach our fundraising goal very soon.”

Media Contact:

Ron Haines
641-472-6511

 

Greater Jefferson County Foundation Grants $250,000 to New Child Care Center

Back row left-to-right: Joshua Laraby (FEDA), John Morrissey GJCF (Ex-Officio Legal Counsel), Jessica Jones (GJCF Board Member), Joan Fulton (GJCF Board Member), Frank Redeker (GJCF Vice President & Operational Grant Chair, Bryan Hunger (Jeff Co Kids)
Front row left-to-right: Ashley Manning (GJCF Capital Grant Chair & Executive Secretary), Terri Kness (Jeff Co Kids)m Kara Waugh (GJCF President), Kate Van Pelt (Jeff Co Kids) Peggy Mottet (GJCF Board Member), Tammy Dunbar (GJCF Past Vice President and Grant Committee Chair)

(FAIRFIELD, IOWA) The Greater Jefferson County Foundation (GJCF) has awarded a $250,000 grant to Jefferson County Kids, Inc. (JCK) for its new child care center. The grant has been pledged over a five-year period. The grant, along with additional recent pledges, brings the capital campaign to  $3 million of its $3.5 million goal. 

Kara Waugh, GJCF President, said, “Supporting the new daycare fits within our mission of funding projects that will benefit people throughout Jefferson County. Our area needs more childcare spots and it is a need felt not only by families, but also employers throughout the region. Investing in this new daycare facility will impact economic development and improve the quality of life throughout our county. We are proud to be involved!”

The 14,000 square foot new construction child care center will boast 188 new child care spaces and will be located on a 3.5-acre site, just west of the Jefferson County Health Center, at 2094 Libertyville Road.

Ashley Manning, GJCF Board Member, affirmed, “As a mother with young children, I understand the great need we have for a daycare center in Jefferson County! Having quality and reliable care for children is incredibly important for working parents. Currently, our community has quite a shortage in daycare providers.  As a GJCF board member, I am ecstatic that we are able to help fund this very worthwhile endeavor!”

The Jefferson County Kids Board of Directors are awaiting final design approval of the center and aiming for a fall 2020 construction start, with an opening of the center summer of 2021.

Bryan Hunger, Jefferson County Kids President, agreed,  “This is a monumental pledge to the capital campaign, and we’re incredibly grateful that the GJCF Board mutually sees the impact this will have for Jefferson County.  This raises the capital campaign to a pivotal mark of $3 million of the $3.5 million goal. It’s imperative we raise the remaining $500,000 by the end of 2020, to guarantee the sustainability and success of the project.”

The Jefferson County Kids child care center project continues to receive state and national attention for its public-private partnership model, partnering with economic development, Early Childhood Iowa, businesses individuals, and state and federal government. For more information on the initiative, visit www.growfairfield.com/childcare

The mission of the Foundation is: “The Greater Jefferson County Foundation receives, accepts, and distributes funds for educational, cultural, civic and charitable purposes for the benefit of the greater community of Jefferson County, Iowa.” The Foundation was established in 1975 and has had significant growth over the recent years with this type of bequest and being the counties conduit to the Iowa Non-Gaming Community distribution from the State of Iowa. For more information, visit the Foundations website at www.greaterjeffersoncountyfoundation.org.

Media Contacts
Greater Jefferson County Foundation
641-472-0758
gjcf0758@windstream.net

Joshua Laraby, Executive Director
Fairfield Economic Development Association
joshua.laraby@growfairfield.com
641-472-3436

Capital Campaign Contact
Joshua Laraby, Executive Director
Fairfield Economic Development Association
joshua.laraby@growfairfield.com
641-472-3436

 

 

 

C1st Foundation Awards $25,000 Grant to Jefferson Co Kids Early Childhood Learning Center

From left to right. Todd Reifsteck, Mark Franke, Kathy Thornton, Kate Van Pelt, Teri Bockting, Tammy Wetjen-Kesterson, Joshua Laraby, Jaime Thomas, and Greg Hanshaw

 

*Press Release courtesy of C1st Credit Union

OTTUMWA, IA – The C1st Foundation awarded $25,000 in September to the Jefferson Co. Kids Early Childhood Learning Center in Fairfield, Iowa.

The Jefferson County Kids Early Childhood Learning Center donation will help with the capital campaign to build a new facility to accommodate the need for additional childcare spaces and resources in the Fairfield community.

“We understand and fully support the impact this new Early Childhood Learning Center will have in Fairfield and Jefferson County.” says Greg Hanshaw, CEO of Community 1st Credit Union, “Partnering with local organizations to promote community betterment is really what our credit union philosophy of “People Helping People” is all about. We look forward to watching this project unfold soon.”

C1st grant-funded project awards are made possible through the C1st Credit Union Impact Giving Fund of the Greater Cedar Rapids Community Foundation.

Community 1st Credit Union is a not-for-profit financial cooperative with more than $800 million in assets. The credit union, established in 1936, serves more than 61,000 members.

C1st has more than 230 employees and is headquartered in Ottumwa. The credit union has branches in Albia, Bloomfield, Cedar Rapids, Centerville, Chariton, Fairfield, Grinnell, Indianola, Knoxville, Mount Pleasant, Oskaloosa, Ottumwa, Pella and Washington. With an additional branch scheduled to open in Osceola, IA in summer of 2021.

For more information, call 866.360.5370 or visit c1stcu.com.

For Immediate Release
Contact: Lindsey Gould,
Marketing Program Coordinator
Ph. 641.683.6451
lindseycg@c1stcreditunion.com

IHCC Professional Development/Supervisory/Leadership Course offerings with Russ Curry

Professional Development Course offerings ($99 each):

  • Managing Workplace Flexibility
  • The New Normal: Visualizing & Creating the Future State of Your Workforce
  • Teamwork
  • The Mindful Manager: Promoting Self-Awareness

To register, visit www.indianhills.edu/management

 

4-part Supervisory Leadership Series ($399 Series):

  • Employment Law Basics
  • Harassment and Discrimination
  • Performance Management
  • Discipline & Parting Ways

To register, visit www.indianhills.edu/supervisorseries

 

 

 

Washington State Bank Boosts Child Care Center

Pictured (Left-to-right): Mike Greiner (Washington State Bank), Bryan Hunger (Jefferson County Kids) Brittany Gavin (Washington State Bank)  Joshua Laraby (Fairfield Economic Development Association) Kate Van Pelt (Jefferson County Kids)  Todd Reifsteck (Jefferson County Kids) 

(FAIRFIELD, IOWA) Washington State Bank has joined ranks with Jefferson County Kids to bring its future child care center a step closer by pledging $25,000 toward the project.

Brittany Gavin, Branch Manager for Washington State Bank, said, “Washington State Bank is thrilled to be a proud supporter of the Jefferson County Kids initiative to provide a much needed service to our community. We feel this child care center will be a tremendous asset to Jefferson County and are eager to see the positive impact it will bring to our community for years to come.”

This pledge raises fundraising efforts to over $2.7 million of the $3.5 million capital campaign goal.

Kate Van Pelt Jefferson County Kids Board Director, said, “We would like to thank Washington State Bank for their generous contribution and investment. It’s partnerships like this one, that are galvanizing the project, and that will grow the community.”

The Jefferson County Kids Board of Directors is nearing the final design stages and continue to strive for a 2021 opening of the center.

Jefferson County Kids, Inc. is 501(c)(3) tax-deductible and a charitable non-profit corporation.

Media Contacts
Brittany Gavin, Branch Manager
Washington State Bank
641-209-9854
bgavin@washsb.com

Joshua Laraby, Executive Director
Fairfield Economic Development Association
joshua.laraby@growfairfield.com

Capital Campaign Contact
Joshua Laraby, Executive Director
Fairfield Economic Development Association
641-472-3436
Joshua.Laraby@growfairfield.com
www.growfairfield.com/childcare

The Well Purchases Building in Fairfield

Fairfield, Iowa – The Well purchased the building that housed the Foursquare Church located on 1700 S Main Street in Fairfield, Iowa in early August. The 22,400 square foot space is an ideal size and location for the current and future needs of The Well including The Well Thrift Store retail area, donation processing room, and The Well Resource Center ministry space. Renovations of the building will begin to take place early in the month of September, with a targeted opening date near the end of the 2020 year.

The Well offers individuals a way to find help and hope when facing difficult circumstances by helping meet their physical, emotional and spiritual needs. As an organization, it focuses on the total person to help those struggling reach long-term stability in their lives. The Well does this through community partnerships and innovative programs, all while focusing on building relationships and addressing the root cause of the issues at hand. Anyone is welcome to receive services through The Well Resource Center.

“The Well is led by an excellent leadership team, and it will be an economic driver to our community. Their holistic wrap-around rehabilitation services will play an important role in continuing to build a stable and successful local workforce. I’m impressed with their partnership approach and I look forward to the community being able to see what they have to offer,” said Joshua Laraby, Executive Director for Fairfield Economic Development Association.

Earlier this year, the Well leadership team, and a local scoping committee of community members, have been looking closely at the Fairfield community as a whole and its resources. Conversations with several individuals in various capacities in Fairfield have taken place to determine if and how The Well structure could help. The team is very impressed with the quality and variety of services Fairfield already offers to the community and is excited to partner with such a caring community. The Well will not be duplicating any local services currently offered but will focus to coordinate efforts with existing organizations and resources. Individuals, organizations, and businesses can use The Well to find the needed information and refer clients.

The Cornerstone Community Well (CCW) in Fairfield has done many great things for the community and reached out to The Well. CCW will move its services and clients to the Well in Fairfield. CCW staff is looking forward to the opportunity to “close its doors’ ‘, but “open” many new doors with the larger organization structure. There will be many new outreach opportunities for the individuals, organizations, and businesses in Fairfield.

In addition to existing current Fairfield services, The Well offers personal finance classes with strategies for managing money, addiction recovery resources, and other opportunities to help people move forward in their life. A Call to Serve Ministries (ACTS) connects people who could use possible project assistance in their homes, with willing and able volunteers who can lend a hand. The Well has built a work program called Well Works, where local businesses provide work for clients to learn how to keep a job again and fulfill the needs of businesses. The Well Thrift Store is a multi-department and donation-based retailer with 100% of the income generated through thrift store sales supporting the ministry services of The Well, while also providing valuable volunteer opportunities for people to be involved. Money stays local and supports the local community.

About The Well – The Well is an organization of people from area churches, non-profits, businesses and foundations interested in more effectively ministering to those in need in Jefferson County. Through volunteers and partnerships with churches and social service agencies, we hope to be a place of encouragement and support that connects people to necessary resources. The Well is a Christian ministry with no affiliation to any specific church denomination. The Well’s purpose is combining the love of Christ, the help of our communities and the strength in every person to find hope for life. Fairfield is the third location for The Well, which started in Pella and has a second site in Knoxville. These cities have met very favorable results. More information will be shared on a continual basis.

For more information, go to: thewelliowa.org

Or contact: Eden Youngberg, Director of Advancement and Marketing at edeny@thewelliowa.org or call 641-621-0164 Ext 713

# # # #

The Rise Of Work-From-Home Towns

Article Source: Bloomberg.com, Chicago Tribune 

By Justin Fox

Justin Fox is a Bloomberg Opinion columnist covering business. He was the editorial director of Harvard Business Review and wrote for Time, Fortune and American Banker. He is the author of The Myth of the Rational Market.

The coronavirus pandemic, and the accompanying mass shift to doing white-collar work from home, has led to reports of real estate frenzies in scenic places. The Kingston, New York, metropolitan area — aka Ulster County — which stretches from the Hudson River into the Catskill Mountains, had the fastest-rising home prices of any metro area in the country in the second quarter. In Lake Tahoe and neighboring Truckee, California, brokers complain that they are “running out of homes for sale.” In western Montana, out-of-staters have been buying houses sight-unseen, in cash.

One thing these places have in common, other than mountains, is that even before the pandemic they had lots of residents who usually did their jobs from home. Here are the metropolitan and micropolitan areas with the highest percentages of workers who usually worked at home in 2018, according to the Census Bureau’s American Community Survey (2019 data will be out later this year).

I’ve already mentioned Truckee and Kingston, and Bozeman indirectly. Faribault and Northfield are a couple of charming small cities less than an hour’s drive south of Minneapolis and St. Paul. Northfield, home to not one but two high-end liberal arts colleges (Carleton and St. Olaf’s) and blessed with air that smells like freshly baked cookies when the wind is right, is chiefly responsible for the area’s high work-from-home percentage. Most of the other areas on the list are near mountains or beaches and thus somewhat self-explanatory. The Lawton area is home to the U.S. Army’s Fort Sill, and yes, most of its work-at-homers report working in military occupations. If you live on a military base, you apparently work at home — which isn’t exactly the phenomenon I’m trying to describe here. The Villages, meanwhile, is a fast-growing retirement community with no beaches or mountains but lots of pools and golf courses. Most people there don’t have jobs, but a lot of those who do work from home, in many cases probably continuing the work they were doing before they headed south to Florida.

Micropolitan areas, by the way, are defined as having “at least one urban cluster of at least 10,000 but less than 50,000 population, plus adjacent territory that has a high degree of social and economic integration with the core as measured by commuting ties,” while metropolitan areas revolve around an urban cluster of 50,000 or more. Some micro areas are so small that the Census Bureau doesn’t have reliable work-at-home data for them for 2018, but its five-year estimates for 2014 through 2018 reveal a few more not-all-that-surprising havens for work-from-homers such as Clearlake, California (13.4%), Summit Park, Utah (which includes Park City; 13.1%), Taos, New Mexico (12.3%), and Vineyard Haven, Massachusetts (11.9%). Also near the top of the rankings is Fairfield, Iowa (12.5%), which I had never heard of before but is apparently a creative-class hotbed bursting with startups and transcendental meditators trained at its Maharishi International University.

So this is the future, right? Everybody with a good white-collar job is going to move to some adorable small city, preferably with mountains nearby but cornfields will apparently do, where they’ll drink locally roasted coffee and microbrewed beer and go on hikes and bike rides when they’re not stuck in interminable Zoom meetings, leaving the nation’s big cities to wither.

Or not. These places tend to be, as noted, pretty small (metropolitan Asheville, population 424,858, is the biggest on the above list), and not really prepared to handle a large influx of big-city refugees. Some already tightly restrict development, meaning that new demand will simply mean higher real estate prices that will curtail the inflow, while those like Bend, Oregon, that have been willing to build tons of new housing are beginning to struggle with the consequences of all that growth. Plus, big cities have many attractions too, even if some of them have been off limits since March.

People have fled cities during pandemics throughout history, and generally returned afterward, so their current seeming unattractiveness probably isn’t a reliable guide to the future. On the other hand, the current trend toward working from home, or more generally working remotely, has been gaining strength ever since broadband internet began to become widely available two decades ago. The huge boost given by Covid-19 has got to have some lasting consequences.

The data here are from questions that the Census Bureau has been asking Americans since 1960 about how they get to work. The record 5.3% national work-at-home percentage for 2018 misses out on a lot of people who Bureau of Labor Statistics surveys indicate worked from home some of the time, and is way below what the percentage will probably be for 2020. But because the Census numbers are available down to the level of counties, cities and beyond, they can shed a lot of light on where working remotely was already becoming commonplace before the pandemic. And one thing that they indicate is that while places like Truckee and Kingston are certainly part of the working-at-home story, most of the Americans working at home have been doing so in the large metropolitan areas where most Americans live. (In 2019 an estimated 56% of the U.S. population lived in metropolitan areas of 1 million people or more, and 69% in metro areas of 500,000 or more.)

Here are the large metropolitan areas (those with 500,000 employed people or more) with the highest work-at-home percentages in 2018.
A lot of these are the kinds of places where big corporations locate back-office operations (and, increasingly, not-so-back-office ones) to save on real estate and labor costs, or secondary tech industry hubs where similar considerations are at work. Lots of individuals appear to be making equivalent calculations about cost and quality of life.

But there’s also the San Francisco area, which is awfully expensive and sure seems like a primary tech industry hub, yet had more residents working at home in 2018 than all of the areas in the first chart combined. Then again, metropolitan San Francisco is not quite as expensive and maybe isn’t quite as primary a tech hub as the neighboring San Jose metropolitan area, where the work-at-home percentage is a below-the-national-average 5%. And there’s an interesting story in that.

I discovered it after downloading the Census Bureau’s estimates of 2014-2018 work-at-home percentages for all the country’s cities, towns and census-defined places. After I eliminated the tiniest ones, Fort Leonard Wood, Missouri, another U.S. Army installation, came in first, at 51.6% (give or take an 8.9-percentage-point margin of error) and the aforementioned Northfield was pretty high on the list at 33.7%. As I sorted and re-sorted by various criteria, two things stood out.

One was that some pretty big cities had high work-at-home percentages: Portland (8.2%), Austin (8.1%), Denver (8%), Atlanta (7.8%), Seattle (7.2%), San Diego (7.1%), San Francisco and Oakland (6.6% each). New York City doesn’t (4.2%), but the borough of Manhattan does (6.9%). Working at home isn’t solely a small town or suburban thing.

Work-from-home percentages in the double digits are found almost exclusively in small towns and suburbs, though, and the other thing that stood out to me was how many of the places above that threshold are in California and especially Northern California. By my count about 8% of the U.S. cities, towns and places with more than 1,000 workers and a work-at-home share of 10% or more from 2014 through 2018 are in or right on the edges of the San Jose-San Francisco-Oakland combined statistical area, aka the Bay Area, which is home to 3% of the nation’s population.

These places include a lot of scenic enclaves nestled in the area’s mountains or along the coast — mini versions of the resort towns in the first chart. But there’s also the city of Berkeley (10.1%), plus a lot of affluent suburbs in Marin County and the East Bay, including the one where I grew up, Lafayette (11.5%). These are all an easy enough daily commute to San Francisco but not to the area’s greatest source of wealth and high-end work in recent decades, Silicon Valley. In the meantime, while housing in these places is awfully expensive by national standards, it’s cheaper than in Silicon Valley. And so (I conjecture, with some anecdotal backing) they are inhabited by growing numbers of people with jobs that require some proximity to Cupertino, Mountain View, Sand Hill Road or the like, but can be done most days from home.

Working from home in a Bay Area suburb or mountain enclave may of course lose in attractiveness if the gigantic wildfires of the past few years persist. But I don’t think such arrangements are just a way station on the path to a new normal in which agglomeration effects no longer matter and knowledge industries cease to cluster in specific places because nobody ever goes to the office anyway. The advantages of frequent if not necessarily daily in-person contact with colleagues and peers, of living near multiple employers in your field, with career opportunities for both members of a two-income couple, not to mention all the cultural and other attractions of metropolitan life, will I think continue to weigh heavily in favor of large metropolitan areas. In fact, more people working from home may make such places more livable both for the remote workers who no longer have to commute every day and the commuters who still do.

Finally, I also looked up the work-at-home percentages for all the nation’s counties for 2014-2018.

The darkest spots on the map are for the most part rural counties in the Great Plains with very few people, many of them farmers or ranchers. Petroleum County, Montana, population 487, is No. 1 with 36.2% of employed persons working at home, give or take 9.2 percentage points. Beyond that the work-at-home shares do seem to be higher in mountains and along some coasts, and lower in the Rust Belt, the South and a big swath of Arizona, California and Nevada. Maybe there are are important lessons for the future here. Or maybe it’s just a pretty map.

Justin Fox is a Bloomberg Opinion columnist covering business. He was the editorial director of Harvard Business Review and wrote for Time, Fortune and American Banker. He is the author of The Myth of the Rational Market.

Libertyville Savings Banks Partners on Child Care Center

 

FAIRFIELD, IOWA (June 18, 2020) Libertyville Savings Bank, has joined ranks with Jefferson County Kids to bring its future child care center a step closer by pledging $50,000 toward the project.

Jill Burnett, CEO of Libertyville Saving Banks said, “As a locally owned and operated bank, we are committed to supporting the needs of our communities. We know childcare has been an issue in Jefferson County for some time and this project will benefit Fairfield and all of Jefferson County. We feel fortunate to be able to support the project.”

This pledge, along with pledges from individuals in the last month, raises fundraising efforts to $2.7 million of the $3.5 million capital campaign goal.

Teri Bockting, Vice President of the Jefferson County Kids Board of Directors, said, “The Jefferson County Kids Board of Directors would like to thank Libertyville Savings Bank for their contribution to building a new childcare center in Fairfield. This generous support will assist in developing a new early childhood learning center to teach and grow the area’s youngest residents. We’re excited to offer additional quality childcare to parents and caregivers in order to give them the ability to be part of a successful workforce to grow our local economies. We truly appreciate the commitment and partnership of Libertyville Savings Bank to serve Fairfield and Jefferson County.”

In addition to fundraising, the Jefferson County Kids Board of Directors are also progressing through pre-development work and continue to strive for a 2021 opening of the center.

Fairfield Economic Development Association, Executive Director, Joshua Laraby stated, “in addition to fundraising, the board of directors are working diligently ‘with all hands on deck’ on financing, environmental site work and pre-development planning to bring the new center to fruition. It takes strong partnerships like this one with Libertyville Savings Bank, to continue to galvanize the project and make it a reality.”

Jefferson County Kids, Inc. is 501(c)(3) tax-deductible and a charitable non-profit corporation.

Media Contacts
Joshua Laraby, Executive Director                                                    Amber Stump Mc Dowell
Fairfield Economic Development Association                                 Libertyville Savings Bank
641-472-3436                                                                                          641-472-9839
Joshua.Laraby@growfairfield.com                                                    astump@libertyvillesavingsbank.com

Capital Campaign Contact
Joshua Laraby, Executive Director
Fairfield Economic Development Association
641-472-3436
Joshua.Laraby@growfairfield.com
www.growfairfield.com/childcare

SBA Recognizes Ideal Energy with PPP Loan

*Press Release courtesy of the Iowa District Office U.S. Small Business Administration

In the past decade, Fairfield-based Ideal Energy has grown from one of Iowa’s first solar companies to beome a leading energy firm in the Midwest. Founded in 2009 by former U.S. Navy Seal Troy Van Beek and his wife Amy, the company specializes in commercial and industrial solar installations. It is widely recognized for delivering innovative and advanced clean energy solutions to customers throughout the Heartland.

Ideal Energy is a pioneer in energy storage in Iowa. Its successful business strategy created a new energy market segment in the state and positioned the veteran-owned company as one of the top 20 solar and storage providers in the nation.

The Van Beeks anticipated significant growth in 2020 after doubling sales in the previous year. The company placed a large equipment order from its Chinese suppliers in December that was expected to arrive in March. The early COVID-19 outbreak in China delayed shipments for six weeks, impacting the company’s spring construction projects. Due to the disrupted supply chain, Ideal Energy felt the pandemic’s economic impact almost immediately. Without the necessary equipment, it could not meet its customers’ needs and its cashflow suffered greatly.

Thanks to an SBA-backed Payroll Protection Program (PPP) loan through Iowa State Bank in Fairfield, Ideal Energy was able to operate at almost full staff level. Designated as an essential business, it immediately implemented safety procedures to protect its workers. Office staff, including engineers, designers, project managers, and sales professional were given the option to work from home. The company’s quick transition to virtual meetings offered continued service to future and existing clients. Its onsite field teams also took additional safety measures with daily temperature checks, frequent sanitization practices and upgraded PPE.

The Van Beeks credit Ideal Energy’s long-term relationship with Iowa State Bank and Vice President Karl Metcalf’s quick response in processing the PPP loan for helping the company navigate the crisis. The bank’s ongoing support of the local business community is an example of the important role community banks are playing in the COVID-19 economic recovery.

 Ideal Energy President Troy Van Beek (far left) with his field employees

Iowa State Bank Invests in Child Care Center

 

FAIRFIELD, IOWA (May 20, 2020) Iowa State Bank of Fairfield has pledged $60,000 to Jefferson County Kids future child care center, bringing the funds raised to $2.6 of the $3.5 million goal. The new facility will be built in Fairfield and will have a capacity of 185 child care spaces, infant to 12 years old.

Aaron Kness, President and CEO of Iowa State Bank, said, “Iowa State Bank recognizes the tremendous value a child care facility provides to the community. We can’t attract and retain young families without sufficient child care spaces. This project is as important as anything else we’ve supported in the past.”

A 2018 Jefferson County Child Care Market Study identified a deficit of over 500 child care spaces in the county, which included a need for 137 infant spaces. Kness further stated, “After my wife, Terri, and I moved here in 2007 to start a family, we became very concerned about finding child care. Thankfully, we were able to send our boys to an amazing in-home provider, but many parents are not as fortunate. Every family deserves quality child care. It should not depend on luck or good timing.”

The project has received national attention for its innovative public-private partnership approach; by partnering with the business community to bring a solution to reduce the shortage and add spaces.

“We want to thank Iowa State Bank for their generous contribution to Jefferson County Kids’ capital campaign. This is an extremely important project for our community, and we appreciate outstanding business leaders like Iowa State Bank, who support the growth of Fairfield and Jefferson County,” said Kate Van Pelt, Jefferson County Kids Board Treasurer and Secretary. Those interested in participating in the capital campaign should contact Joshua Laraby, Co-Project Manager for Jefferson County Kids.

Jefferson County Kids, Inc. is 501(c)(3) tax-deductible and a charitable non-profit corporation.

Media Contacts
Joshua Laraby, Executive Director                                       Aaron Kness
Fairfield Economic Development Association                   Iowa State Bank & Trust Co.
641-472-3436                                                                            641-472-3161
Joshua.Laraby@growfairfield.com                                      akness@isbff.com

Capital Campaign Contact
Joshua Laraby, Executive Director
Fairfield Economic Development Association
641-472-3436
Joshua.Laraby@growfairfield.com
www.growfairfield.com/childcare