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3 <br /> Need #4: provide an identity for day care services separate from OSS <br /> to overcome the "welfare agency" image and the barrier it <br /> poses 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: tintenance 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 /> pf DSS, to deliver enhanced child care services. <br /> Model #4: Formation 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 ($744l4 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 oii 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 /> 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 perceived barriers that were identified as having the potential to <br /> impede this transfer. Each barrier is followed by a description of safeguards <br /> that could mitigate any potential problems. <br />