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• <br /> ! . <br /> '00 <br /> ' • • i.` <br /> " 0 0 <br /> Need #4: ! Provide an identity for day care services separate from DSS <br /> to overcome the "welfare agency" image and the barrier it <br /> Hposes to the success of information and referral activities <br /> and other enhanced services. <br /> III. ANALYSIS; <br /> Basically; the committee has looked at four models of service delivery <br /> and assessed each on the basis of its ability to address the needs cited <br /> above. The current Day Care Unit is posed as the Model #1 to serve as a <br /> basis of comparison for the other three models. The four models are: <br /> Model #1 : Maintenance of the Day Care Unit in DSS at its current <br /> service level . <br /> Model #2: Maintenance of the Day Care Unit in DSS and enhancement <br /> of its current service level . <br /> Model #3: ' Creation of a new county governmental agency, independent <br /> of DSS, to deliver enhanced child care services. <br /> Model #4: 1Formation of a private non-profit corporation to deliver <br /> : enhanced day care services. <br /> Models #1 and #2 would continue to receive policy direction from the <br /> Orange County Board of Social Services. Policy direction would come from a <br /> Board of Commissioners' appointed advisory board in the case of Model #3 and <br /> from a corporate board of directors in Model #4. <br /> All models are predicated on the assumption that all direct Title XX <br /> staff funds ($74,414 in salaries and fringe benefits) currently used to support <br /> the Day Care Unit will be available for transfer to and use in the alternative <br /> models discussed. <br /> The chart On pages 4, 5 and 6 will assess the four models in regard to <br /> staffing, cost, ability to address the needs cited above, and advantages and <br /> disadvantages. <br /> IV. LOGISTICS -- - <br /> When the Child Care Report was first issued, questions were raised as to <br /> State regulatory barriers that might preclude the transfer of Title XX funds <br /> and functions from the Department of Social Services to a private non-profit <br /> corporation. <br /> - <br /> Consequently, meetings were arranged with the N. C. Office of Day Care <br /> Services , the N. C. Division of Social Services, the Mecklenburg County Depart- <br /> ment of Social Services and Child Care Resources, Inc. , of Charlotte to deter- <br /> mine if barriers ' did indeed exist. In fact barriers do not exist. Below is <br /> a list of neri-pi6=r1 k=,..4^, 44-4 IJ. • . <br />