Orange County NC Website
Browse       Search
8 <br /> 4. Personnel Though a private non-profit could administer state <br /> funds it would not be required to comply with the County's pay <br /> plan. IHowever, it would not be desirable, in that the private <br /> non-prOfit would be competing with Orange County in the sage <br /> labor market, for the private non-profit to pay at a higher <br /> scale than DSS. The contract between the County and the pri- <br /> vate non-profit could require parity of the two organization's <br /> pay plans. <br /> 5. Children's Protective Services: Currently, referrals to the <br /> DSS Day Care Unit from DSS's Children's Protective Services <br /> Unit receive priority consideration. An element of the con- <br /> , tract Could require continued priority attention for these <br /> children. <br /> 6. Funding: A private non-profit corporation would require an <br /> estimated additional $65,500 in operating funds over and above <br /> the current Title XX day care staff funds that is proposed <br /> transferred to the corporation. To insure continuity of cur- <br /> , <br /> rent service delivery, any decision to endorse a private non- <br /> , <br /> profit Corporation should be contingent upon the procurement <br /> of a written commitment from private sources for funds necessary <br /> for operation for a minimum of three years. <br /> V. SUMMARY <br /> Four models of day care service delivery have been examined in this report. <br /> If a decision islmade to enhance day care delivery to address not only needs of <br /> current Title XXIpopulations but also day care needs of the community as a whole <br /> then three models are to be considered. <br /> 1. Maintenance of current Day Care Unit in DSS at an enhanced service <br /> level (Model #2). <br /> 2. The creation of a new county department, separate from DSS, to <br /> deliverlenhanced child care services (Model #3). <br /> 3. The formation of a private non-profit corporation to deliver <br /> enhanced child care services (Model #4) . <br /> Models #2 and #31would require expansion of current day care staff levels and <br /> additional estimated expenditures of $30,300 and $36,500 respectively. <br /> Model #4, the formation of a private non-profit corporation, would be <br /> separate from county government but would receive, through contract with the <br /> County, the $74,414 in Title XX staff funds currently allocated to the Day Care <br /> Unit in DSS. Additional estimated funds of $65,500 would be required to meet <br /> estimated operating costs. <br />