HomeMy WebLinkAboutAgenda - 06-06-1994-X-B 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
Action Agenda
Item No. X-B
ACTION AGENDA ITEM ABSTRACT
Meeting Date: June 6, 1994
SUBJECT: Next Step Plan - Orange County Partnership
For Young Children
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DEPARTMENT: County Manager PUBLIC HEARING YES: NO: X
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ATTACHMENT(S) : INFORMATION CONTACT: Albert Kittrell
Next Step Plan Ext. 2300
TELEPHONE NUMBER-
Hillsborough -732-8181
Chapel Sill -968-4501
Mebane -227-2031
Durham -688-7331
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PURPOSE: To receive a report from the Orange County Partnership For
Young Children.
BACKGROUND: The "Next Step Plan" developed by the Orange County
Partnership For Young Children identifies the types of
activities intended to be funded under the Smart Start
Initiative for fiscal year 1994-95. Representatives of
the Partnership will present the report.
RECOMMENDATION(S) : The Manager recommends that the Board endorse
the Next Step Plan for fiscal year 1994-95.
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Table of Contents 3
Introduction: The Making of the Neat Step Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
A. Key Agencies and Participants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
B. The Vision Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
C. Key Problems and Opportunities Addressed by the Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
D.Summary of Key Goals,Objectives,and Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Vision Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Goal One: To improve early care and education services . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Goal Two: To improve the health of young children and their families. . . . . . . . . . . . . . . . . . . . 6
Goal Three: To enhance family education and support services. . . . . . . . . . . . . . . . . . . . . . . . .7
Goal Four: To enhance mental health and early intervention. . . . . . . . . . . . . . . . . . . . . . . . . .8
Goal Five: To provide economic support programs for low income families . . . . . . . . . . . . . . . . 8
Goal Six: To ensure that all young children are safe from violence . . . . . . . . . . . . . . . . . . . . . 9
Goal Seven: To improve the delivery of human services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Goal Eight: To educate the community about the value of early services for children.. . . . . . . . . . . .10
Supporting Smart Start Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
E. Summary of Problems,Opportunities,Goals,Objectives,and Strategies Not Submitted to DHR . . . . . . . . . . . . . . . .13
F. How the Plan Addresses the State Goals for Smart Start . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
G. Submitting a Partial Plan: Remaining Issues and Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
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Section IV. Descriptions of Specific Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-34
Section V. Budgets For Each Strategy
Section VI. Requests for Advance for Each Strategy
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OCPYC Next Step Plan
e
ORANGE COUNTY PARTNERSHIP FOR YOUNG CHILDREN
NEXT STEP PLAN
Introduction: The Making of the Next Step Plan
The Orange County Partnership for Young Children developed its Next Step Plan over the course
of the past six months in concert with many agencies and individuals in the community. The
conceptualization of the plan actually began well before Smart Start through the first Vision
Conference held in Orange County last May when we invited the community to help dream a
vision for young children and families and identify key goals to pursue that vision. This became
the heart of the Next Step Plan and the Partnership's current work.
The Plan's debut was the initial Smart Start application where needs and resources were identified,
and the community indicated their hopes for a new future for young children and families. It
began to take shape in first round funding decisions when the Partnership wrestled with balancing
the pressure for a fast start-up with addressing critical needs in the community that might require
long term support.
It has evolved these past few months in bi-monthly--even bi-weekly-- strategy sessions, eight days
of county collaboration work, and draft after draft to form a consensus document that captures
our present thinking.
For us, the Next Step Plan is but a prelude to a more long-range plan; it provides guidance for
the types of activities we intend to fund as of July 1, 1994. More importantly, it is a marker to
our commitment to ensure the implementation of such a plan. Our own evolution and the plan's
will continue. We now imagine submitting our Next Step Plan in at least two parts: Phase I
which is included here, and Phase II in which we will present some new strategies for pursuing the
vision we hold for young children and families. The work of the Partnership and the Plan
continue even as we submit this document to you for consideration.
A. Key Agencies and Participant_
First and foremost, the Next Step Plan was developed by the Partnership Board of Directors and
team members who spent countless hours in the development of the plan. See Attachment A for a
list of current Partnership and Team Members.
Since December 1993, the Partnership has participated in the County Collaboration planning
process and developed a broader, long-range plan that has been field tested through our various
communities and constituencies. On March 31, the Partnership once again hosted another
community visioning process that gave us more specific guidance for the future. The Next Step
Plan received the Partnership's "seal of approval" at its March 28 Board meeting. We recognize
the need to gather more input directly from parents, churches, business leaders and others who
have a stake in the plan. We will expand this aspect and develop strategies that will allow us to
reach these groups more directly and intensively over the next few months.
B. The Vision Statement
Our view of future services and programs for children and families is rooted in our community's
history. We have an unusual combination of needs and resources, a record of success at
collaboration, and a long history of developing quality early childhood programs. Through Smart
S
OCPYC Next Step Plan
Start we will strengthen and deepen these roots. A major thrust in the future will be to use
technology to make services more coordinated and available to families, and to heighten the
community's awareness and understanding about the importance of early childhood and
prevention.
The Partnership's vision has evolved from a very global vision developed at the first Vision
Conference:
All young children and their families will have access to the resources and
services they need to ensure to grow to their full potential:
Today our vision is more focused, more cognizant of the fact that Smart Start cannot be all things
to all young children and their families. Today, our vision is this:
Every child between the ages of 0 and S will have access to quality,
comprehensive early childhood services and educational experiences.
Access means available to families regardless of income, and available in neighborhoods close to
where families live and work. Access means voluntary and invitational, so that services are
welcomed, relevant, and understandable. Access rests on consumer information and outreach.
While the family is not directly mentioned, it is of course embedded in comprehensive. Parent
involvement is the cornerstone of an early childhood system where families are seen as partners in
working with children. Comprehensive also means that an array of social, emotional, health, and
education services are linked together and collaborative to benefit and enhance the child's
development. Families must have choices about services that will support their efforts to raise
and nurture their children, and these services must be community-based, accessible and affordable.
Quality infers many dimensions. First, staff are well educated, trained, and compensated so that
there is minimum turnover among caregivers for children. Quality means that facilities meet the
highest standards and are well maintained. It means that there are low staff/child ratios and group
size so that a child's individual learning and learning style can be fostered. Quality guarantees
that services are developmentally appropriate for children. Quality also means that there is a
match between needs and resources because otherwise the focus becomes the quantity of services.
Early childhood services and educational experiences must occur in all settings--the child's
home, neighborhood, and child care setting. It must enhance the child's development, and be
culturally appropriate, and linked to parents and their goals for their child and family.
Our vision is based on certain principles that have served as the cornerstones for the Partnership's
planning and funding during this first year. Initiatives must strive to:
ensure collaboration in design and execution
be family focused and child-centered
address all elements of the Vision
build upon the combined strengths and contributions of existing services, agencies and
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OCPYC Next Step Plan
institutions rather than creating new ones
concentrate on improving coordination, quality, delivery, access, and comprehensiveness
provide equity in service delivery for all children
• recognize the value of service deliverers
demonstrate high quality and hold the potential for replication in other communities
• respect the diversity of young children and their families
have measurable outcomes by which activities will be implemented and evaluated
C. Key Problems and Opportunities Addressed by the Plan
Current initiatives focus on addressing key problems facing children and families in the county,
and seek to build on the opportunities that exist by expanding the capacity of existing community
resources. Key problems that will be addressed by this year's plan are:
1. The general lack of adequate resources to meet the needs of Orange County children and
families, particularly child care subsidies, child mental health needs, and social work support
for families. A great discrepancy exists between the high cost of services and the ability of
low and even middle-income families to pay for needed services.
2. The need for better quality early education and child care programs. Orange County has a
high demand for quality child care services because we are a county with a high percentage of
working and education-seeking families. Also, with 44% of all single parents with
preschoolers living in poverty, a quality preschool experience is the road to their future
success.
3. The lack of comprehensive services and the lack of connectedness among service providers
are cited as two of the greatest problems facing families in our community. Family support
services that help link families to existing resources, and education and outreach to parents to
help them locate services which might provide assistance become key solutions to these
barriers.
4. Barriers that keep families from accessing services, particularly restrictive agency hours and
locations, the lack of information regarding available resources, and transportation problems.
Each of the initiatives funded for Phase I in Year Two continue efforts funded in the first year and
expand the capacity of existing agencies. Orange County is a relatively resource rich county, and
as noted earlier, the Partnership seeks to fund services that are collaborative, involve parents
and/or consumers in the process; and have measurable outcomes.
D. Summary of Key Goals. Objectives. and Strategies
The Partnership's Next Step Plan and long-range plan rests on eight, interlocking vision goals.
OCPYC Neat Step Plan
VISION GOALS
-� One: Improve early care and education services
-► Two: Improve the health of young children and their families
-+Three: Enhance family education and support services
-+Four: Enhance mental health and early intervention services
— Five: Provide economic support programs for low income families
—Six: Ensure that all young children are safe from violence
-►Seven: Improve the delivery of human services for young children and their families
-+Eight: Educate the community about the value of early services for children
For each of these goals the Partnership has identified broad objectives, which we have labeled
outcomes, and specific strategies for each goal.
GOAL ONE: To imilrove early care and education services
Desired Outcomes/Results:
1. All centers and family day care homes are nationally accredited.
2. Comprehensive services are linked to child care programs so that families and children can
access these services easily and comfortably.
3. Child care standards support continuity between home and child care settings, and encourage
parent involvement in their child's care and education.
4. Elementary school and preschool teachers work together to provide seamless transition from
preschool to elementary school.
5. Child care providers are encouraged to improve the educational program for children
(training, materials, supplies, equipment, environments, etc.).
6. The cost of child care is not a barrier for families.
7. All teachers of young children (whether in homes or centers) are well educated and receive
wages and benefits that reflect the importance of their work.
8. Children are given experiences to help them develop appropriately.
9. Programs are developed to meet the needs of families and children (night care, weekend care,
shift care, infant care, after school options, etc.).
10. There is continuity and consistency of early childhood teachers and caregivers so that
children can develop positive attachment and bonding with adults.
11. Children are prepared to succeed when they arrive at school.
Desired Strategies:
1. Set community standards for child care.
2. Extend Child Service Coordination Services to all children from birth to age five in regular
and special child care settings.
3. Ensure professional development and support for teachers and parents.
4. Provide "worthy wages" that includes adequate compensation and benefits.
OCPYC Neat Step Plan
5. Provide incentives (training, technical assistance, dollars) that encourage child care providers
to meet national standards.
6. Establish inter-agency committees to provide a mechanism for seamless transition from
preschool to elementary school.
7. Expand Head Start in Orange County to serve all eligible children.
8. Make transportation available for families needing child care or other support services.
1994/95 Strategies to Improve Early Childhood and Care Services
Five initiatives will focus on improving the quality of child care centers and family day care
homes. Two projects will provide technical assistance to these child care providers on ways to
reach the next level of quality care and standards. Another will deliver health and safety
consultation for child care providers. The fourth will focus on salary supplements to encourage
better educated providers to work in child care programs. The fifth provides substitute teachers
for child care centers. Collaborators for this goal include Day Care Services Association and
Child Care Networks, Health Care Directions, the Community Colleges, the Hearth Family and
Community Resource Center, the Orange County Public Library, and of course, the child care
providers themselves.
GOAL TWO: To improve the health of young children and their families
Desired Outcomes/Results:
1. All children receive immunizations, good nutrition, health checks, and have healthy
environments which prevent childhood disease.
2. Babies are born to parents who are ready to parent.
3. Newborns benefit from family planning and prenatal care.
4. Health care options are easily accessible and affordable.
5. Preventative and primary health care is easily available to all children.
Desired Strategies:
1. Provide comprehensive family planning services.
2. Provide prenatal care services.
3. Provide health screening, referral and follw-up (including health, dental, medical, nutrition,
vision, hearing, and developmental) for children and families.
4. Provide immunizations for all children.
5. Provide incentives that encourage parents to receive services.
6. Promote incentives that overcome barriers to access.
7. Improve sanitary conditions and health-related practices in child care settings and the home.
1995/95 Strategies to Improve the Health of Young Children and Their Families
One strategy is currently ready for recommendation under this goal. The Department of Health
will expand its Child Services Coordination program which provides quarterly outreach services
to at-risk children and families to ensure that families are receiving assessment and services for
which they are eligible, and appropriate referral. Collaborators are numerous because of the
comprehensive package of services that families may need to access, although each package is
based on individual family's needs. Potential collaborators include OPC Mental Health and
affiliates, NC Sickle Cell Program, Governor Morehead School for the Blind, UNC and Duke
Hospitals, schools, and the Home Health Agency.
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OCPYC Neat Step Plan
GOAL. THREE: To enhance family education and support services
Desired Outcomes/Results:
1. Families are stable and healthy.
2. Many different forms of families are valued and honored.
3. Parents know how to help their children succeed.
4. Parents follow through with professional referrals and advice.
5. Families have early contact with someone who can assess their needs, make referrals to the
appropriate resources, provide follow up to ensure compliance, and share developmentally
appropriate information.
6. Parents, particularly those with young children under three years of age, have options for
staying at home to care for their own children.
Desired Strategies:
1. Coordinate home visiting programs and other family services with other agencies and child
care providers that provide similar services.
2. Provide family support services as close to possible where parents live and/or work.
3. Explore the development of various models of family "resource centers".
4. Develop parent education and training that recognize and support the diverse learning styles
of families.
5. Encourage employers to provide sensitive work schedules and child care related benefits.
6. Make financial counseling seminars available to families.
7. Examine strategies for economic support so that parents are able to stay home with their
children.
1995/95 Strategies to Enhance Family Education and Support Services
Seven strategies are proposed to enhance family education and support services; almost all focus
on overcoming barriers for families in accessing services. In the area of child care resource and
referral, the Partnership is proposing to ensure that social services clients receive one-stop
shopping that includes eligibility and payment for child care along with consumer advice and
referral for child care services. R&R staff, equipment, and hours of services will also be
expanded to improve services for families.
Two strategies focus on providing comprehensive social work services for families who are
homeless or receiving public assistance and/or transitional child care services. Another initiative is
the development of a model family day care home for infant and toddlers that will also serve as a
training site for family day care providers.
Collaborators for this goal include: Child Care Networks, Hearth Community and Family
Resource Center, the Department of Social Services, Interfaith Council, Sycamore Preschool, and
Community School.
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OCPYC Next Step Plan
GOAL FOUR: To enhance mental health and early jn ervention cnrvirec
Desired Outcomes/Results:
1. Mental health needs are identified as early as possible.
2. Families/children who need early intervention services have quick and easy access to services.
3. Opportunities for inclusive services for all children exist.
4. Children have a healthy sense of self-esteem and responsibility toward others.
Desired Strategies:
1. Use childcare sites for appropriate screening of children.
2. Coordinate the screening mechanisms already in place.
3. Promote the use of developmentally appropriate practices.
4. Reduce turnover in child care settings to encourage long-term relationships between children
and providers.
5. Train teachers in the value of socio-emotional development.
6. Educate teachers and child care providers about how to access services for children and
families.
7. Increase placement opportunities in family day care homes and centers for children with
developmental disabilities and mental health needs.
8. Increase availability of family support services and case management services.
9. Educate both professionals and parents about the importance and benefits of early
intervention services.
10. Coordinate services and community awareness to encourage neighborhood involvement with
substance abuse prevention.
1994/95 Strategies to Enhance Mental Health and Early Intervention
The strategies to enhance mental health and early intervention services for young children and
families include initiatives to increase access to mental health professionals. The Family
Transition Learning Center, a therapeutic transition classroom setting for preschoolers with
emotional and behavioral problems, will increase its hours to serve working parents more
effectively. The Parents and Children Together(PACT) program will increase services to
children and families by adding a full-time staff position. Another project will provide mental
health services to Head Start families.
Collaborators include OCP-Mental Health, KidScope, the Children's Learning Center for Orange
County, Chapel-Hill Carrboro Head Start program, UNC Pediatric Psychiatric Services, and
Frank Porter Graham Child Development Center.
GOAL. FIVE: To orovjde eco prt programs for low income families
Desired Outcomes/Results:
1. Families are supported in a variety of work and child care arrangements that strengthen
parent/child relationships.
2. Financial resources including subsidies for early childhood education are provided to those
families who need and want this experience for their children.
3. No family has to spend more then 10% of their income for quality early childhood education.
4. Parents have adequate financial resources that allow them to focus more on family
development and less on economic survival.
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OCPYC Next Step Plan
5. Families know how to access housing, child care, and other financial resources.
Desired Strategies:
1. Assist community agencies in acquiring the necessary funds to serve young children and
families.
2. Encourage initiatives by the private sector and religious communities.
3. Provide child care subsidies to poor and low-income families.
Strategies to Provide Economic Support for Low-Income Families
The emphasis for this goal is on expanding the availability of child care subsidies for poor and
low-income families. The project, which is jointly developed by Day Care Services Association
and the Department of Social Services, is very innovative. It raises the ceiling of family income
eligibility to $25,000 and pays higher reimbursement rates for centers or homes meeting higher
standards of care as an economic development strategy to leverage higher quality care in the
county. Also applications for eligibility will be available directly at child care programs in an
effort to reduce parental stress and minimize bureaucracy.
Major collaborators on this project are Day Care Services Association, the Department of Social
Services, and the child care programs who are willing to determine family eligibility.
GOAL SIX: To ensure that all young children are safe from violence
Desired Outcomes/Results:
1. Effective violence prevention services exist.
2. Law enforcement works with social workers to prevent domestic violence.
3. Children are safe from violence and abuse in the home and in their communities.
Desired Strategies:
1. Promote neighborhood Community Watch and drug awareness committees to fight drug-
related crime.
2. Encourage community and neighborhood education on child abuse reporting.
3. Establish crisis nurseries.
4. Expand and promote the use of hot lines/crisis lines for parents of young children.
5. Develop strategies for safety and injury prevention for young children in public housing
communities.
6. Promote conflict resolution and anger management for families, human services providers,
and court personnel.
7. Extend child service coordination, home visiting, and parent education programs to prevent
child abuse and neglect.
GOAL SEVEN* To improve the delivery of human services (for young children and
families
Desired Outcomes/Results:
1. Agencies share information and knowledge appropriately to reduce the burden on families.
2. Service delivery is simple and available to families where it is convenient for them.
3. All families are welcomed to participate and share in their child's education.
4. Community-based services exist.
5. Agencies use technology to communicate effectively with one another.
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OCPYC Next Step Plan
6. Services and resource providers are "family friendly" and culturally competent.
Desired Strategies:
1. Provide training to improve professional awareness and sensitivity to parent needs and increase
understanding about the diversity of families in our communities.
2.- Study and identify barriers to service access and propose solutions.
3. Develop a comprehensive, computerized information and referral system that connects all child care,
family support, and service delivery organizations that includes decision support and expert systems.
4. Provide staff to deliver services in remote locations.
5. Develop a mobile family resources/services unit.
6. Develop and/or expand public transportation services and system.
1994/95 Strategies to Improve the Delivery of Human Services for Young Children
and their Families
Three activities will take place under this goal during Phase I: a plan for computerized
information and referral system; community outreach services, and the Partnership's
administration. The Partnership will continue to explore the development of a family-friendly
comprehensive, computerized data base of services for young children and families. No such
directory of services currently exists. Our goal is to provide this information to a variety of
community agencies services young children and families. The Community Outreach project will
develop a cadre of trained parents as outreach workers to reach families in underserved
communities for the purposes of providing information on Smart Start and giving parents
information about family resources and services. The last initiative in the Partnership's
administration efforts. We will continue to staff the Partnership and serve as a communications
hub to Board and community members, and monitor the implementation of Smart Start programs
in the community.
Major Collaborators will be: for the referral system, the Partnership Board of Directors and team
members, UNC School of Social Work, Chapel Hill-Carrboro Chamber of Commerce;
Department of Social Services, and other community agencies interested in piloting the new
system once it is developed. For community outreach efforts, the Partnership Board of Directors,
the Joint Orange-Chatham Community Action Agency, and five low-income policy councils and
the Chapel Hill-Carrboro Residency Council. The Partnership's Board of Directors is responsible
for the administration effort.
GOAL EIGHT* To educate the community about the value of early services for children.
Desired Outcomes/Results:
1. Providers are educated about the importance of upgrading the quality and standards of their
child care centers and home day care facilities.
2. Community is informed about available services.
3. High quality care of young children is seen as both an entitlement and as the
responsibility of the community.
4. Community takes on volunteer roles to support families such as churches adopting families,
parent mentors, child care provider mentors, Natural Helpers, etc.
5. Businesses have their own consortium to organize day and night care .
6. All governing institutions appreciate the long-term effect and benefit of early education on
13
OCPYC Next Step Plan
the lives of young children.
7. Parents and child care professionals are aware of developmental milestones and seek help for
children who lag behind.
Desired Strategies:
1. Develop family-friendly one-stop, on-site access to comprehensive services.
2. Develop and promote child and family support roles for every segment of the county and
town communities.
3. Develop a public awareness campaign.
4. Sponsor an annual child and family community festival.
5. Encourage day care providers to organize volunteer efforts in individual programs.
6. Educate business leaders about the value of quality child care to their own businesses.
7. Encourage businesses to organize and deliver child care support services.
1994/95 Strategies to Educate the Community About the Value of Early Services
The Partnership will provide a series of at least four community workshops or other types of
training focusing on the value of early services for young children and families. The training will
involve the Partnership's Board of Directors and team members who will invite the community to
participate in these meetings.
Specific details for each strategy are presented in Section IV.
Supporting the State Smart Start Goals These strategies represent a balanced set to satisfy the
state Smart Start goals of both improving outcomes for all children 0-5 and especially reaching
children and families who are most vulnerable in our communities. The Partnership places a
priority on services for poor and low-income children and families, and seeks a geographic
balance of services.
Phase II strategies that will be submitted on July 1 st will likely include a special community
outreach and education component and a mobile family services/resource van to reach
underserved children and families and link them with supportive services. We also have planning
grants that are underway in the areas of universal home visiting and expansion of Child Services
Coordination which may also be included as specific strategies in Phase II. Finally, we will
implement the use of two vans for transportation services in 1994-95, using the vehicles that were
jointly purchased by the Department of Transportation and the Partnership this year.
The following table illustrates spending for Year Two, Phase I.
14
OCPYC Next Step Plan
Goal#1: Improve Early Care and Education A encv Amount
1. Family Dav Care Technical Assistance CCN $43,463
2. Health and Safetv Consultation for Providers CCN&HealtbDirections $20,000
3. Salary Supplements DCSA $100,000
4. Substitutes for Child Care Centers DCSA $28,000
5. Center Upgrade Technical Assistance DCSA $41,664
Subtotal: S233,127
Goal#2: Improve Health
1. Child Service Coordination Ex ansion Health Dept. $40,000
Subtotal: $40,000
Goal#3: Enhance Familv Education &Support
1. Resource&Referral Services for DSS Families CCN/DSS $43,307
2. Expanded R&R Services CCN $61,280
3. Case Management Services,Homeless Families IFC $65,000
4. Social Work Services for AFDc/Transition Families DSS $48,869
5. R&R Equipment Funds CCN $25,000
6. Model Family Day Care Hearth $43,715
Subtotal: $287,171
Goal#4: Enhance Mental Health/Early Intervention
1. Increase Early Intervention PACT Services OPC/PACT $14,600
2. Famil y Transitional Learning Classroom OCP/KidSco a $47,000
3. Family Mental Health Services for Head Start CH-Carrboro Head Start $36,300
Subtotal: $97,900
Goal#5: Provide Economic Support for Families
1. Child Care Subsidv Funds DCSA/DSS S550,000
2. County Administration for Child Care DSS S76,686
Subtotal: $626,686
Goal#7: Improve the Delivery of Human Services
1. Computerized Information and Referral Services OCPYC $50,000
2. Communitv Outreach to Families OCPYC/JOCCA $50,000
3. Partnership Administration OCPYC S100,000
Subtotal: S200,000
Goal#8: Educate the Communitv
1. Communitv Training and Education OCPYC S20,000
Subtotal: S20,000
GRAND TOTAL: S1,504,884
15
OCPYC Next Step Plan
E. Summary of Problems. Ouuortunities, Goals, Objectives, and Strategies
Not Submitted to DHR
In Phase I, only one goal is not specifically being addressed--goal six, Ensuring that all young
children are safe from violence. The Partnership has not yet determined effective strategies for
addressing this goal. We will hold a Community Seminar and Forum this spring on the impact of
violence on children and families and strategies for impacting the problem.
We also have several other efforts underway through Partnership committees and planning grant
that are aimed at addressing the problems of community outreach, parent involvement, parenting
education and skill building, and service delivery improvement. In the near future, we expect to
present strategies for an effort to reach poor families in remote parts of the county, a
comprehensive parent education project, and the increased use of technology to provide links
between agencies and connect families to services.
Finally, the Partnership is still assessing the roles that other agencies, local government, business,
foundations, and churches are currently providing or might be willing to provide in the future to
support the long-term plan for children and families. As these strategies emerge and when such
strategies are supported by the Partnership, we will submit them to DHR for funding.
F. How the Plan Addresses the State Goals for Smart Start
We believe that our current vision and goals for young children and families closely match and
inform the state goals for Smart Start.
G. Submitting a Partial Plan: Remaining Issues and Funds
The Partnership is submitting a partial plan. Our total request is for $1,504,884 dollars, which we
estimate to be 71% of our total allocation (which we estimate to be $2,115,154).
Our vision and goals are solid, and were recently reinforced at the second community Vision
conference. We view the months of May and June as an opportunity to assess our current efforts,
consider findings from several planning grants, and launch at least three special initiatives, two of
which are under development by the Partnership. These are parenting development, a mobile
family services/resource van, and a computerized information and referral data base.
We believe that the problems facing children and families in our county are inextricably linked
together. Consequently, Smart Start dollars can best be used as the financial resource for the
exclusive gaps that exist because of policy or program constraints, to fill the unique and pressing
gaps for services that do exist, and to serve as the "glue" that brings agencies and programs
together to more effectively meet the needs of young children and families.
16
IV. DESCRIPTIONS OF SPECIFIC STRATEGIES
A .Goal #1: To Improve Early Care and Education Services
1 . Project #1: Family Day Care Technical Assistance Program
a. Type of Activity: Provider Education and Support
b. Description of Activity: A comprehensive system of education and support aimed
specifically at family child care providers will be created. A model family child care home will
be developed, a training series (with community college credit available) will be provided,
mentoring and on-site support for providers seeking quality improvement and NAFCC
accreditation will be given, and educational reference materials and toys/equipment from a
resource library will be distributed.
c. Agencies/organizations involved, and description of their collaboration:
Collaboration will occur with HEARTH foundation on the creation of a model family child care
home (HEARTH being the lead agency;)with HEARTH,Central Carolina Community
College, Durham Tech,NC Family Child Care Quality Committee, and Edna Neal Collins on
a training series; with Durham Day Care Council and Child Care Resource and Referral of
Wake County on accreditation; with HEARTH and Orange County Library on reference
materials.
d. Target Population: Family child care providers
e. Expected outcomes, including time-frame:
+At least 12 family child care providers will receive community college credit for training.
At least 20 family child care providers will use resource materials under the new plan.
At least 25 children will receive improved quality care in family child care.
f. Implementation plan, including time-frame: The Model Family Child Care Home will
provide services by August 1, 1994. Community college credit through Durham Tech and
Central Carolina Community College will be available for training designed for family child
care providers by fall quarter of 1994. A collaborative plan will be developed for distributing
resource materials to family child care providers by January 1995 and will be implemented
fully by June 30, 1995.
NAFCC accreditation and FCC quality improvement: Three providers will have completed the
accreditation process by January 1995 and at least three additional providers by June 30, 1995.
The process includes technical assistance visits,work with a mentor,completion of
accreditation materials and the accreditation visit. Five additional homes will be visited and
assessed using the FDCRS and then reassessed after receiving comprehensive technical
assistance. These will be homes that may not be ready to begin the accreditation process.
g. Types of funds: Services
h. Total amount: $43,463
i . Budget: Attached
j. Funding recipient: Child Care Networks
(1) Public _Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Nancy Park, Director of Administration
(4) Name, title, address, and phone of contract administrator:
Nancy Park, Director of Administration
Child Care Networks
Carr Mill Mall, Suite C-7
Carrboro, NC 27510
942-0184
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2 . Project #2: Health and Safety Consultations for Child Care Providers
a. Type of activity: Provider Education/Health and Safety
b. Description of activity: Consultants will conduct health and safety assessments of twenty
child care centers and twenty family care homes. Training and certification also will be
provided for additional inspectors.
c. Agencies/organizations involved, and description of their collaboration: Child
Care Networks is in collaboration with Health Directions, helping to inform family day care
providers of the service and identifying caregivers who could benefit from the service. Day
Care Services Association also has been in a position to refer child care centers to Health
Directions as services are needed. Health Directions has been in contact with the state
consultant, a sanitarian from the Health Department, and a building inspector to inform them of
the service and to offer assistance.
d. Target population: Child care providers
e. Expected outcomes, including time-frame:
:- 10 family day care homes and 10 child care centers will be served by July 1994. They will
be in a position to utilize the information provided as they make improvements through
Smart Start.
+An additional 20 family day care homes and 20 child care centers will be
served by July 1995.
+Facility improvements will result both indoors and outdoors on playgrounds.
Providers will become more knowledgeable about health and safety in the child care
environment.
.;Additional training and certification for inspectors will enable Health Directions to expand
the service.
f. Implementation plan, including time-frame: Approximately 4-5 appointments will be
made each month to provide the initial assessment after which a follow-up education session
will be held with the director or family day care provider to give feedback and
recommendations. In addition, an educational session will be planned for each six-month
period for providers and their staff. Child care credit will be offered. This will allow time at
the end of the 12-month period for evaluation of the service and for further planning.
g . Types of funds: Services
h. Total amount: $20,000
i . Budget: Attached
j. Funding recipient: Child Care Networks
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Nancy Park, Director of Administration
(4) Name, title, address and phone of contract administrator:
Nancy Park, Director of Administration
Child Care Networks
Carr Mill Mall, Suite C-7
Carrboro, NC 27510
942-0184
15
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3 . Project #3: Child Care W.A.G.E.$ Project
a. Type of activity: Provider/teacher financial support
b. Description of activity: This project will provide a salary supplement directly to teachers,
family day care home providers and directors that is linked to their educational attainment. The
goal of this project is to increase the number of credentialed child care providers in Orange
County and to reduce the turnover rate.
c. Agencies/organizations involved, and description of their collaboration: Day
Care Services Association will serve as the lead agency for this project. DCSA activities will
include (1) developing information materials, program criteria, and applications and
documentation procedures, (2) screening applications and notifying recipients, (3)determining
the level of salary enhancement, and (4) awarding periodic salary enhancements. In addition,
DCSA, as the lead agency for the T.E.A.C.H. Early Childhood Project, will provide all
applicants with information on the availability of scholarships to improve their education and
therefore their salary enhancement. Child Care Networks will help identify family day care
home providers who might qualify for salary enhancements and will help publicize the project
to all providers. The Day Care Unit within DSS also will publicize the project to all providers.
Individual applications will be available for teachers,directors and family day care home
providers through all three agencies. A project advisory committee will be established to help
review the program policies and procedures and will include representatives from the child care
provider community, DCSA Board members, and representatives from Child Care Networks,
Durham Tech, DSS, and the North Carolina Day Care Association. Numerous child care
providers serve a vital role in this initiative.
d. Target population: Educators/providers
e. Expected outcomes, including time-frame:
•Increase the number of Orange County child care providers participating in
the W.A.G.E.$ Project by 150 providers by October, 1994
•Increase the number of credentialed child care providers in OC by 10% by
January, 1995
f. Implementation plan, including time-frame: Day Care Services Association will
continue to recruit child care teachers,directors and family day care home providers to
participate in the W.A.G.E.$ Project, increasing the number of participants. Recruitment
activities will include distribution of written information on the program to child care programs
in Orange County, telephone follow-up with child care providers, and informational
workshops on the Project. Current W.A.G.E.$ participants will be asked to help recruit new
participants. Because of the turnover in child care programs, recruitment activities must be
continuous and recurring.
g. Types of funds: Services
h. Total amount: $100,000
i . Budget: Attached
j. Funding recipient: Day Care Services Association
(1) Public XX Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Susan Russell, Executive Director
(4) Name, title, address, and phone of contract administrator:
Susan Russell, Executive Director
Day Care Services Association
PO Box 901
Chapel Hill, NC 27514
967-3272
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4 . Project #4: Child Care Center Substitutes Pilot Project
a. Type of activity: Center/provider support
b. Description of activity: This project will provide four full-time equivalent, trained teachers
to work as substitutes in participating child care centers. A part-time coordinator will be hired
to recruit and place the substitutes. Participating centers will help select, train and supervise the
substitutes.
c. Agencies/organizations involved, and description of their collaboration:
Currently, 13 child care centers participate in the Substitutes Project. This project is a
collaboration between these centers and Day Care Services Association,with center directors
helping to hire, train and supervise the substitutes in the pool. DCSA and these centers work
together to set policies for the program, with DCSA responsible for implementing those
policies, placing substitutes in centers,billing centers, and maintaining the administration of
the program.
d. Target population: Centers,directors
e. Expected outcomes, including time-frame:
+The number of different substitute teachers working with young children in participating
centers in Orange County will be reduced by 10% by June 1995.
The number of substitutes trained in early childhood education and available to participating
centers will be increased by 10% by June 1995.
f. Implementation plan, including time-frame: Recruitment and placement of substitutes
will continue during FY 1994-95. Centers will be involved in this process and in the process
of evaluating the effectiveness of the program.
g . Types of funds: Services
h. Total amount: $28,000
i . Budget: Attached
j. Funding recipient: Day Care Services Association
(1) Public XX Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Susan Russell, Executive Director
(4) Name, title, address, and phone of contract administrator:
Susan Russell, Executive Director
Day Care Services Association
PO Box 901
Chapel Hill, NC 27514
967-3272
17
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5 . Project #5: Project Center Upgrade
a. Type of activity: Technical Assistance for centers
b. Description of activity: Project Center Upgrade will provide technical assistance services
to child care centers that want to advance from one level of accreditation to another. In
addition, all centers and family day care homes in the county will be able to access first aid and
CPR services at a nominal fee.
c. Agencies/organizations involved, and description of their collaboration: Child
care centers and early childhood program consultants.
d. Target population: Centers' directors and staff
e. Expected outcomes, including time-frame:
+The number of"AA"licensed or NAEYC accredited spaces will increase by 150 by June
1995.
f. Implementation plan, including time-frame: Day Care Services Association staff will
continue to work with child care providers interested in upgrading their regulatory status. A
workplan will be created for each child care provider that identifies their goals, needs for
training and technical assistance and a time frame for completion. In addition, two support
groups are being established for directors who are working on improving standards, one for
those working on "AA" licensure and another for those working on accreditation.
g. Types of funds: Services
h. Total amount: $41,664
i . Budget: Attached
j. Funding recipient: Day Care Services Association
(1) Public XX Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Susan Russell,Executive Director
(4) Name, title, address, and phone of contract administrator:
Susan Russell,Executive Director
Day Care Services Association
PO Box 901
Chapel Hill, NC 27514
967-3272
18
21
B . Goal #2: To Improve the Health of Young Children and their Families
1. Project #1: Child Service Coordination (CSC) Expansion
a. Type of activity: Care Coordination (case management) Services - coordinate services to
assure the identification of and the need for access to preventive, specialized and support
services for families and children.
b. Description of activity: Child Service Coordination focuses on the organization of
services and resources to respond to the needs of children and their families in the areas of
health care, child care, counseling, parenting, and special therapies. Contacts are made via
home, day care, telephone and clinic visits at least quarterly, (although in many cases much
more frequently,) to reassess needs and refer/follow-up as indicated.
c. Agencies/organizations involved, and description of their collaboration: CSC is
a state-wide program in which local health departments are assigned as "coordinative
agencies," maintaining the log of enrolled clients through all CSC providers in a county.
Orange County CSC providers are Orange-Person-Chatham Mental Health Center and
affiliates (PACT, KidScope, Children's Learning Center and Frank Porter Graham,)NC
Sickle Cell Program,Governor Morehead School for the Blind, and NC School for the Deaf.
Orange County Health Department also collaborates with Orange County Comprehensive
Health Services, UNC Hospitals, Duke Hospital, school districts, and home health agencies in
an effort to provide case management, coordination, referral and follow-up.
d. Target population: Children birth to five years old having an identified risk for, or who are
already identified with developmental delay, social/emotional disorder or chronic illness.
There are no financial criteria for enrollment.
e. Expected outcomes, including time-frame:
:-Increase OC Health Department's CSC capacity by 35-50 cases (depending on the
complexity of family needs) by December, 1994
f. Implementation plan, including time-frame: A social worker will be hired, trained and
ready to carry a caseload by September 1, 1994. This position will be supervised by Melinda
Schlesinger, Social Work Coordinator.
g. Types of funds: Services
h. Total amount: $40,000
i. Budget: Attached
j. Funding recipient: Orange County Health Department
(1) XX Public Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Daniel B. Reimer, Director
(4) Name, title, address, and phone of contract administrator:
Daniel B. Reimer, Director
Orange County Health Department
PO Box 8181
Hillsborough, NC 27278
967-9251 x. 2412
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C. Goal #3: To Enhance Family Education and Support Services
1 . Project #1: Resource and Referral Services for Families Receiving Subsidies.
a. Type of activity: Resource and Referral
b. Description of activity: Child care referral services will be made available to DSS clients
and other low-income families at DSS offices in Hillsborough and Chapel Hill and at other
locations accessible to targeted families. A plan will be made for maintaining a computerized
waiting list, when necessary.
c. Agencies/organizations involved, and description of their collaboration: Orange
County Department of Social Services and Child Care Networks have advertised for and hired
the referral counselor. The counselor is being trained by both agencies, is employed by Child
Care Networks, and will be housed at DSS.
d. Target population: Low-income parents seeking child care
e. Expected outcomes, including time-frame:
*300 low-income families will receive child care referral services.
* 150 of the above families will receive basic services and the other 150 families will receive
expanded services.
Evaluations will exhibit high levels of satisfaction with the service.
Parents will possess enhanced knowledge of child care quality and options.
f. Implementation plan, including time-frame: A trained referral counselor will be
available at the Hillsborough office of DSS and at various outreach locations including child
care settings, the Health Department, public housing,etc.
g. Types of funds: Services
h. Total amount: $43,307
i. Budget: Attached
j. Funding recipient: Child Care Networks
(1) Public 2XPrivate
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Nancy Park, Director of Administration
(4) Name, title, address, and phone of contract
administrator:
Nancy Park, Director of Administration
Child Care Networks
Carr Mill Mall, Suite C-7
Carrboro, NC 27510
942-0184
20
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2 . Project #2: Expansion of Child Care Resource and Referral Services
a. Type of activity: Resource and Referral Services/Staff Support
b. Description of activity: This project will increase the availability of resource development
and referral counselors to families who need assistance in finding child care.
c. Agencies/organizations involved, and description of their collaboration: Child
Care Networks, in collaboration with the Orange County Department of Social Services, will
visit and offer services to unregistered providers utilized by subsidized families. Child Care
Networks also will work with neighboring child care resource and referral agencies on
technical assistance program components. Child Care Networks will collaborate with Day
Care Services Association to improve referral to subsidy resources.
d. Target population: (1) Families with young children in need of child care counseling and
referral and (2)child care providers with specific focus on registered family day care homes
and unregistered family day care providers serving subsidized children.
e. Expected outcomes, including time-frame:
35 children eligible for subsidies will receive improved care due to site visits to
unregistered providers.
* 110 children will benefit from the increased participation in a child care food program
from 38 to 60 homes.
*An increase in public referral service usage from 895 to 1074 children. At least 215 of
these children should reside outside of Chapel Hill/Carrboro.
60 children will benefit from better subsidy referrals.
500 children (some served more than once) will benefit from the availability of 600
hours of substitute service to family day care homes in an effort to help reduce provider
burn-out.
f. Implementation plan, including time-frame: (All strategies refer, in general, to fiscal
year 1994-95.) Site visits will be made on a monthly basis to DSS-identified unregistered
providers caring for children eligible for subsidies. Consultation will be offered to all such
providers interested in considering registration. Efforts will be made to recruit more providers
into the Child Care Food Program. Child care resource and referral services will be promoted
more actively, particularly outside of the Chapel Hill/Carrboro area. Child Care Networks will
continue to work with Day Care Services Association to keep current on subsidy options and
brochures. Information then will be provided to all families who may be eligible for subsidies.
A staff member qualified to provide professional quality service and to promote substitute
service actively will be retained. A data clerk to assist the data management staff team will be
employed. New technological equipment will be maintained and efforts to upgrade staff
technical skills will continue. Child Care Networks also will increase the number of hours the
agency is open for child care referral service by 20 hours/week. The additional hours will
cover evenings, Friday afternoons, and Saturday mornings.
g .Types of funds: Services
h.Total amount: $61,280
i . Budget: Attached
j. Funding recipient: Child Care Networks
(1) Public XX Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Nancy Park, Director of Administration
(4) Name, title, address, and phone of contract administrator:
Nancy Park, Director of Administration
Child Care Networks
Carr Mill Mall, Suite C-7
Carrboro, NC 27510 PH: 942-0184
21
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3. Project #3: Child Care Resource and Referral Funds
a. Type of activity: Resource and Referral Equipment and Professional Services
Purchases
b. Description of activity: This project will increase the availability of resource and
referral counselors to families who need assistance finding child care. The additional
expenditures on computer hardware and software, technical training, telephone lines, fax
capability, copier, advertising and promotion of referral services (aimed toward parents and
providers to encourage the use of resource, referral and food program services,) should
enhance the capability of the agency to respond to the needs of its clients.
c. Agencies/organizations involved, and description of their collaboration:
Child Care Networks
d. Target population: 1)families with children ages 0-5 seeking child care and 2) child
care providers and potential child care providers serving children ages 0-5.
e. Expected outcomes, including time-frame:
+The number of referrals for Orange County children ages 0-5 will increase from 895 to
1074 by June 30, 1995.
+The number of children in family day care homes served monthly by the Child Care
Food Program will increase from 190 to 300 by June 30, 1995.
+(Also see Expansion of Child Care Resource and Referral Services for Families,Goal
#3, Project 2.)
f. Implementation plan, including time-frame: All the elements of this plan were
initiated between January 1994 and June 1994, and will continue through the remainder of
the fiscal year.
g. Types of funds: Resource and Referral
h. Total amount: $25,000
i . Budget: Attached
j. Funding Recipient: Child Care Networks
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Nancy Park, Director of Administration
(4) Name, title, address, and phone of contract administrator:
Nancy Park, Director of Administration
Child Care Networks
Carr Mill Mall, Suite C-7
Carrboro, NC 27510
942-0184
I
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4 . Project #4: Case Management Services Project at Inter-Faith Community House,Community
School for People Under Six and Sycamore Preschool
a. Type of activity: Case Management/Advocacy
b. Description of activity: Staff and volunteers provide outreach, assessments and develop
individual family plans to address unmet needs. The initiative will work to identify resources,
educate families about service opportunities and help them access services in a timely fashion.
Family support meetings will be conducted to achieve project goals and to help promote
independence.
c. Agencies/organizations involved, and description of their collaboration: Inter-
Faith Council Community House,Community School for People Under Six, Sycamore
Preschool and Chapel Hill/Carrboro City Schools' social work staff collaborate on this project.
Organizers meet monthly, share resources, and work together to solve problems, staff cases,
and plan and evaluate the project's effectiveness.
d. Target population: Homeless children 0-5; homeless pregnant women; children 0-5 and
their families at Community School and Sycamore Preschool; children 0-5 and their families
who were in the IFC shelter during the last six months.
e. Expected outcomes, including time-frame: (all through June 1995, except where
noted)
+Increase agency services for a minimum of 200 homeless and other low income children
under the age of 5.
+Provide immunizations for 200 children either through the local health department or the
Community House Childrens' Clinic.
Develop medical histories for at least 50% of all children served at Community House and
assist 100 children with free or affordable medical services through the shelter's clinics and
Orange County Comprehensive Health Services.
•:Develop a parent support group of at least 10 parents from the collective program sites.
Increase parent support group to include 25 parents by October, 1994.
•:Develop a specific parent support group at the IFC shelter.
Provide pre-natal and other support services for at least 15 expectant homeless mothers.
Enroll a minimum of 75 homeless children in subsidized day care.
Recruit and train 10 volunteers to serve as family advocates and to provide transportation to
link families to housing, employment, and educational services.
Continue case management services for a minimum of 10 families after they leave
Community House.
•:Provide team leadership to both case managers and collaborate with other agencies (OPC
Mental Health, Department of Social Services,Chapel Hill-Carrboro and Hillsborough
school systems) in an effort to provide comprehensive services to young children.
f. Implementation plan, including time-frame: Two full-time case managers will
implement the project's specific objectives by June 1, 1994. The case management team is in
place and will meet at least monthly through June, 1995.
g .Types of funds: Services
h.Total amount: $65,000
i . Budget: Attached
j. Funding recipient: Inter-Faith Council
(1) Public XX Private
(2) Federal Tax ID #:
(3) Name and Title of person authorized to sign contract:
Chris Moran, Director
(4) Name, title, address, and phone of contract administrator:
Chris Moran, Director
Inter-Faith Council
100 W. Rosemary St.
Chapel Hill, NC 27516
967-0643
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5. Project #5: Social Worker for AFDC/Working and Transitional Families
a. Type of activity: Social Work Position/Funding
b. Description of activity: This project will provide a full-time position to provide social
work services to families who receive child care subsidy because they are working and
receiving AFDC, or because they are receiving Transitional benefits. These families currently
do not receive any social work support.
c. Agencies/organizations involved, and description of their collaboration: Orange
County Department of Social Services
d. Target population: AFDC/Working and Transitional families
e. Expected outcomes, including time-frame:
+Coordinate services for 200 children by June 30, 1995.
•Provide parent information on how to choose quality child care.
•Encourage use of regulated providers.
•Negotiate arrangements with providers.
•Educate providers regarding subsidy systems.
•Make payments for approximately 120 children/month for child care.
•Develop and initiate vendor payments for Transitional Child Care.
•Provide social work services for 150 families by June 30, 1995.
•Coordinate payments and services within the agency and the day care community.
•Outreach to communities and families to improve knowledge about and access to services.
•Work with client groups and/or individuals to gain information on the best way to provide
services.
•Develop an accountability system which will help in the measurement of outcomes.
Improve public and agency awareness of services.
f. Implementation plan, including time-frame: The position will be filled by May 15,
1994, training will be provided, and the social worker will assume a caseload by 6/l/94.
g. Types of funds: Services
h. Total amount: $48,869
i . Budget: Attached
j. Funding recipient: Orange County Department of Social Services
(1) XX Public Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Marti Pryor-Cook, Director
(4) Name, title, address, and phone of contract administrator:
Marti Pryor-Cook, Director
Orange County Department of Social Services
PO Box 8181
Hillsborough, NC 27278
967-9251 x. 2802
24
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6. Project #6: Model Family Day Care Home
a. Type of activity: Developing a model of infant/toddler family child care and training for
family day care providers.
b. Description of activity: The Model Family Child Care Home (MFCCH) is a collaborative
effort to provide internship experience in a high quality family child care home. The MFCCH
will provide child care, parent education, and support services for five families in the first year
with the intention to replicate the program in other parts of the county in the second year. The
MFCCH also will serve as a training ground for other Family Child Care providers with the
aim of improving child care for approximately 100 additional families in Orange County in the
first year of operation.
c. Agencies/organizations involved, and description of their collaboration:
HEARTH Foundation, Orange Congregations in Mission,Carol Woods Retirement
Community, Orange County and Chapel Hill/Carrboro Schools, Department of Social
Services' Adolescent Parenting Project,Child Care Networks, Central Carolina Community
College, Durham Tech, and Elon College
d. Target population: At least 80% of the children served by the MFCCH will be from low-
income families and families with teen parents. The training component of this project will
target family child care providers.
e. Expected outcomes, including time-frame:
+Develop in participant families, during a two/three year relationship with the program,skills
that are indicative of stable families
+Improve the quality of family child care as measured by increased number of homes
receiving NAFCC accreditation, improvement on the Family Day Care Rating Scale, and
other measures developed by the team
Offer a model for replication and expand the community's understanding and awareness of
the unique characteristics of high quality family child care
f. Implementation plan, including time-frame: Staff training,selection of families and
set-up of the program will be complete by August 10, 1994. The MFCCH will open in mid-
August. The family education program will begin shortly after the children have been oriented
to the program. The program will begin accepting community college interns at the end of
August and will begin visits for Family Child Care Providers by September 30. A first year
evaluation will take place in June, 1995. The planning team and staff will meet at that time to
revise and refine the plan.
g . Types of funds: Services
h. Total amount: $43,715
i . Budget: Attached
j. Funding recipient: HEARTH Foundation
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Spence Dickinson, Chair
(4) Name, title, address, and phone of contract
administrator:
Spence Dickinson, Chair
HEARTH Foundation
327 W. King St.
Hillsborough, NC 27278
933-9090
25
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D. Goal #4: To Enhance Mental Health and Early Intervention Services
1. Project #1: Enhanced Early Intervention Services for Young Children
a. Type of activity: Mental HealdvEarly Intervention
b. Description of activity: This proposal will increase the staff of the Parents and Children
Together(PACT) program to an additional 1/2 time PACT staff person. This position will
provide an enhanced level of early intervention services to children at risk or with special needs
in their home, in day care homes, or in regular day care centers.
c. Agencies/organizations involved, and description of their collaboration: Orange
County Consortium, which has representatives from the Orange County Health Department,
and the Durham Evaluation Center insure the provision of services to eligible children. The
collaborative group offers themselves as a resource for evaluating children for eligibility
purposes, and advocating for the most appropriate services for children with special needs.
d. Target population: The PACT program provides early intervention services to children,
ages birth to three, who are at risk for or who currently have special needs.
e. Expected outcomes, including time-frame:
+The number of children receiving PACT services will increase by 10 children by June 1995.
The intensity and frequency of services provided to children, as needed, will increase by
June 1995.
+The recruitment of mainstream placement options and training and technical assistance
provided to day care homes/centers will increase by June 1995.
•:Progress will be reached in child skill levels and achievement of developmental milestones,
as measured during the annual assessment.
f. Implementation plan, including time-frame: Children coming through the Consortium
during the 1994-95 fiscal year will be served by this increased position. Based on need, staff
will increase the level and frequency of services to eligible children from July 1, 1994 to June
30, 1995. Services will be provided through a home-based and mainstreaming/outreach model
from July 1, 1994 to June 30, 1995. Developmental therapy, specialized therapy,
consultation, service coordination and parent support will be provided to the child and the
family. Consultation, training and technical assistance will be available for the provider from
July 1, 1994 to June 30, 1995.
g. Types of funds: Services
h. Total amount: $14,600
i . Budget: Attached
j. Funding recipient: Orange-Person-Chatham Mental Health Center
(1) XX Public Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Tom Maynard, Director
(4) Name, title, address, and phone of contract administrator:
Tom Maynard,Area Director
OPC Mental Health Center
333 McMasters St.
Chapel Hill, NC 27516
968-9565
26
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2 . Project #2: Family Transitional Learning Classroom
a. Type of activity: Mental Health/Early Intervention
b. Description of activity: This project will provide services at a no-cost, family-centered
prevention program that offers an alternative therapeutic classroom setting for Orange County
preschoolers with long-standing emotional and behavioral difficulties. Family education and
support, and consultation to the child's mainstreamed child care setting also will be provided.
c. Agencies/organizations involved, and description of their collaboration: Chapel
Hill Cooperative Preschool agreed to assist with licensing, providing food for children on a
trial basis, and providing opportunities for mainstreaming FTLC children into their program.
The Exceptional Children's Program of Chapel Hill/Carrboro City Schools agreed to contribute
$3600 towards the salary of classroom assistance. The Exceptional Children's Program of
Orange County agreed to contribute$3600 towards the service of preschoolers for Orange
County's cachement. Chapel Hill/Carrboro Head Start agreed to share one child's space so
that one Head Start child could participate in the FTLC for 3 days/week and be mainstreamed
into Head Start 2 days/week. UNC-CH agreed to place a Master's level student in Education
with the FTLC to help mainstream children into Chapel Hill Cooperative Preschool and the
child's regular child care program.
d. Target population: FTLC will serve four-year old children who have had long-standing
emotional and behavioral difficulties and their families.
e. Expected outcomes, including time-frame:
Increase the social skills, positive self-concept and self-discipline of six children enrolled in
the FTLC classroom by June 1995.
+Increase the positive parent-child interactions of the six children enrolled in the FTLC
classroom by June 1995.
:-Increase regular child care staffs ability to interact effectively with each child in the FTLC
and increase their willingness to maintain the children from the FTLC in their classrooms by
June 1995.
f. Implementation plan, including time-frame: The initiative will continue to work with
staff hired during the previous year(January - June 1994.) Six children will be enrolled in the
classroom from July 1, 1994 to September 30, 1994 or as needed. Agreements will be
formulated with the parents of FTLC children from July 1, 1994 to September 30, 1994 or as
needed. Individualized services will be provided to families from July 1, 1994 to June 30,
1995. Consultation will be provided to regular child care settings where FTLC children are
enrolled from July 1, 1994 to June 30, 1995. Individual and group therapy will be provided to
FTLC children as needed from July 1, 1994 to June 30, 1995. The initiative's effectiveness
will be determined through initial assessments of each child, an ongoing evaluation of each
child, and a final evaluation of the program's success.
g . Types of funds: Services
h. Total amount: $47,000
i . Budget: Attached
j. Funding recipient: Orange-Person-Chatham Mental Health Center
(1) XX Public Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Tom Maynard, Area Director
(4) Name, title, address, and phone of contract administrator:
Tom Maynard,Area Director
OPC Mental Health Center
333 McMasters St.
Chapel Hill, NC 27516
968-9565
27
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3 . Project #3: Enhanced Mental Health Services for Head Start Children
a. Type of activity: Mental Health/Early Intervention
b. Description of activity: The Chapel Hill-Carrboro Head Start Program, in collaboration
with the Chapel Hill-Carrboro City Schools, provides a comprehensive, developmentally-
appropriate preschool program for low-income, three-and-four year-old children and their
families. The major components of the program are: education, health, mental health,
disability services, parent involvement, and social services. The goal of this project is to
mobilize community mental health resources to serve Head Start children, many of whom have
a variety of conditions that may diminish their ability to succeed in school.
c. Agencies/organizations involved, and description of their collaboration: UNC
Pediatric Psychiatric Services will provide consultation and evaluation to the program,
KidScope and Chapel Hill/Carrboro ECAPS will provide consultation, evaluation and
treatment services, and Frank Porter Graham Child Development Center will provide
consultation.
d. Target population: 120 3 and 4-year old children and their families. These families
qualify for Head Start services because their income is at or below the guidelines set by the
federal government as a definition of poverty.
e. Expected outcomes, including time-frame:
+A Mental Health Plan will be written and approved by the Head Start Policy Council and
Health Advisory Board by October, 1994.
+Training by competent professionals in the areas of assessment of mental health needs,
behavior management,child development, and the design and implementation of mental
health services, will be provided to Head Start staff and parents by June, 1995.
+For children with atypical behavior, referrals will be made to appropriate mental health
professionals with parental input and approval by October, 1994 and then as needed during
the year.
An orientation regarding Head Start mental health services and local resources will be
provided to parents, staff and others by October, 1994.
f. Implementation plan, including time-frame: The Mental Health Plan will be written in
consultation with parents, staff and community mental health professionals and will be in
compliance with Head Start Performance Standards and appropriate mental health practices.
This will be completed by October, 1994. In regards to referrals made for children with
atypical behavior(by October, 1994) professional mental health services will be provided and
will include the involvement of parents, teachers, and other caregivers as needed on an
individual basis. The orientation session provided to parents,staff, and others by October,
1994 will address: identification of mental health needs, availability of mental health services
for Head Start children and families, child development, and appropriate strategies for
managing behavior.
g. Types of funds: Services
h. Total amount: $36,300
i . Budget: Attached
j. Funding recipient: Chapel Hill Training Outreach Project
(1) Public � CX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Mike Mathers,Executive Director
(4) Name, title, address, and phone of contract administrator:
Mike Mathers,Executive Director
Chapel Hill/Carrboro Head Start,c/o Chapel Hill Training Outreach Project
800 Eastowne Dr., Suite 105
Chapel Hill, NC 27514
490-5577
28
31.
E. Goal #5: To Provide Economic Support Programs for Low-Income
Families
1 . Project #1: Child Care Subsidy Funds
a. Type of activity: Economic Support
b. Description of activity: The Orange County Department of Social Services and Day Care
Services Association have developed a collaborative strategy to improve the availability of and
access to funds to subsidize child care costs for families in Orange County. This strategy
mandates close collaboration between the two agencies, cooperation of the child care
community, an innovative application process for families, and a reimbursement system that
serves as an incentive for programs to improve the quality of the child care they provide to
children and families.
c. Agencies/organizations-involved, and description of their collaboration: Day
Care Services Association, Orange County DSS, and numerous child care providers.
d. Target population: Parents/families of children ages 0-5 who require subsidy assistance to
afford quality child care and to maintain reasonable standards of living
e. Expected outcomes, including time-frame:
+No child eligible for DSS subsidy will be denied child care during FY 1994-95 because of
lack of subsidy funds.
The number of families paying more than 10% of their income for child care for one child
will be reduced by 10% by June 1995.
The number of higher quality child care spaces available to children who receive child care
subsidy will increase by 10% by June 1995.
f. Implementation plan, including time-frame: Families will continue receiving
information and application opportunities in their child care programs. During the summer of
1994, DCSA will conduct another recruitment campaign for additional providers to participate
in the Smart Start Subsidy Program. DSS and DCSA will continue to meet monthly to
facilitate the collaboration for clients.
g . Types of funds: Services
h. Total amount: $550,000; ($475.000 DCSA and $75.000 DSS)
i . Budget: Attached
j. Funding recipients: Day Care Services Association and Orange County Department of
Social Services
Day Care Services Association:
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Susan Russell, Executive Director
(4) Name, title, address, and phone of contract administrator:
Susan Russell, Executive Director
Day Care Services Association
PO Box 901
Chapel Hill, NC 27514
967-3272
Orange County Department of Social Services:
(1) X {X Public Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Marti Pryor-Cook, Director
(4) Name, title, address, and phone of contract administrator:
Marti Pryor-Cook, Director
PO Box 8181
Hillsborough, NC 27278
967-9251 x. 2802
29
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2. Project #2: County Administration of Child Care Subsidy Program.
a. Type of activity: Funding for service/administrative positions.
b. Description of activity: The Department of Social Services was awarded administrative
money by Orange County Partnership for Young Children to improve the child care subsidy
program.
c. Agencies/organizations involved and their collaboration: Day Care Services
Association and Orange County DSS have initiated a subsidy system for Smart Start which
allows DSS to serve those families who are elibible under our current financial limits and
which permits DCSA to subsidize those families above the DSS limit, but under$25,000/year.
There is very close communication between the two subsidy agencies. Additionally, day care
providers in the community and Child Care Networks are assisting the two subsidy agencies
by working with parent applications for subsidy on site at the child care program or at other
access points most convenient for parents. The real emphasis of the program is to provide
convenient, accessible subsidies which best meet the needs and desires of children and
families. DCSA and DSS communicate almost daily and meet at least once a month. The
addition of a DSS social worker to our unit will allow for a quicker response time on
applications,enhanced services to families, and improved communication/coordination with
other agencies.
d. Target population: Children from low-income households needing financial support to
afford quality child care.
e. Expected outcomes, including time-frame:
+Eliminate the DSS waiting list for child care subidy.
Provide more comprehensive information on community child care services and options for
child care subsidies.
Provide increased preventive services as opposed to crisis intervention.
+Initiate and utilize a graduated payment system,rewarding those facilities that meet higher
standards with a higher rate.
f. Implementation plan, including time-frame: A 1/2-time accounting clerk has been
hired and will begin work on May 3, 1994. A clerical position for the Day Care Unit is in the
interview process, and a social worker should be hired in the immediate future. The
accounting technician will assist with the reimbursement system for child care to insure that
parents and providers receive day care subsidies on a timely basis. The social worker is
needed to work with those families who are able to get child care subiidy through the
availability of the additional Smart Start dollars. The agency has made every effort to meet
clients at their convenience. DSS has extended hours for applications, assisted other
community agencies with their subsidy progams and rotated sites for applications at child care
programs. DSS wishes to continue this so that their will be fewer barriers for its clients.
g . Types of funds: County Administration
h. Total amount: $76,686
i . Budget: Attached
j. Funding recipient: Orange County Department of Social Services
(1) XX Public ___Private
(2) Federal tax ID#:
(3) Name and Title of person authorized to sign contract:
Marti Pryor-Cook, Director
(4) Name, title, address, and phone of contract administrator:
Marti Pryor-Cook, Director
Orange County Department of Social Services
PO Box 8181
Hillsborough, NC 27278
732-8181, ext. 2802
30
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F. Goal #7: To improve the delivery of human services for young
children and their families.
1. Project #1: Computerized Information and Referral System
a. Type of Activity: Comprehensive, family-friendly information and referral services.
b. Description of Activity: A comprehensive,computerized, user-friendly database of
services for young children and families will be developed. The goal is to develop the data
base and place it on floppy disk so that information can be provided to families through a
variety of locations, and by staff who work directly with families, such as child care providers,
health care workers, volunteer church programs, etc.
c. Agencies/organizations involved and their collaboration: The Partnership will
work with the Chapel Hill/Carrboro Chamber of Commerce to develop the data base. The
Chamber will gather the information as part of its larger effort on human services. The
Partnership will supervise the project and develop a planning committee of leading public and
private child and family agencies, the county manager's office,United Way,and computer
experts from UNC-Chapel Hill, to develop the model. A permanent"home" for the data base
and main referral point will be explored through the planning committee.
d. Target population: Families of young children.
e. Expected outcomes, including time-frame:
•:Families will have access to a comprehensive data base of existing services in settings to
meet their needs by January 30, 1995.
f. Implementation plan, including time-frame: The Partnership will hire temporary staff
and identify the planning committee by July, 1994. Staff will develop the data base by
September 30, 1994 and work with the planning team to put the data base together. Computer
systems experts will be hired as consultants for development and piloting of the system in at
least 10 different types of agencies and locations.
g. Types of funds: Services
h. Total amount: $50,000
i . Budget: Attached
j. Funding recipient: Orange County Partnership for Young Children
(1 ) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Michele Rivest, Executive Director
(4) Name, title, address and phone of contract administrator:
Michele Rivest,Executive Director
Orange County Partnership for Young Children
110 W. Main St., Suite B
Carrboro, NC 27510
967-9091
31
34
2 . Project #2: Community Outreach Services
a. Type of activity: Outreach to parents in traditionally"underserved"communities and the
creation of public awareness materials on Smart Start.
b. Description of activity: Orange County Partnership for Young Children will develop
information materials on Smart Start and the community services available in Orange County
for young children and families. In addition, OCPYC will work with the Joint Orange
Chatham Community Action Agency (JOCCA) and the child care community to train parents as
outreach workers.
c. Agencies/organizations involved, and description of their collaboration:
OCPYC will work with JOCCA and agencies including Head Start and other child care centers
to train parents and to conduct community outreach. JOCCA will identify family outreach
workers and set-up and conduct joint training. OCPYC will develop the materials and the
survey instrument, analyze the results, and prepare a final report. OCPYC may contract with a
local public relations firm to develop information materials such as a brochure.
d. Target population: families with young children in Orange County.
e. Expected outcomes, including time-frame:
+30 parents will be trained as family outreach workers, specific communities to be surveyed
will be identifed, and all survey instruments will be developed between May 1 and June 30,
1994.
•:500 families will be surveyed concerning their needs for children between July 1 and
December 30, 1994.
f. Implementation plan, including time-frame: OCPYC will develop materials and the
survey instrument during the months of July and August. JOCCA will identify family
outreach workers, recruit parents for the training, and conduct the training during this time
period. The outreach work will occur in September, survey results will be compiled and
analyzed by OCPYC during the fall, and a final report will be submitted by December 30,
1994.
g . Types of funds: Services
h. Total amount: $50,000
i . Budget: Attached
j. Funding recipient: Orange County Partnership for Young Children
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Michele Rivest, Executive Director
(4) Name, title, address and phone of contract administrator:
Michele Rivest, Executive Director
Orange County Partnership for Young Children
110 W. Main St., Suite B
Carrboro, NC 27510
967-9091
32
t
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3. Project #3: Orange County Partnership Administration
a. Type of activity: Administration of the Orange County Partnership for Young Children
b. Description of activity: The Partnership will continue its planning efforts, funding of
services for young children and their families, and monitoring and evaluation of these
services/programs.
c. Agencies/organizations involved and description of their collaboration: The
Partnership is composed of 24 members who represent all of the public and private service
agencies, public officials, parents, child care providers, and the religious and business
communities. In addition, the Partnership works with an executive committee and standing
committees that have other community members represented, as appropriate,for the committee
and the task.
d. Target population: Young children (0-5) and their families in Orange County.
e. Expected outcomes, including time-frame: Young children and their families in
Orange County will receive more effective services that meet their needs and improve the
likelihood of achieving the purposes of Smart Start,that all children are healthy and ready to
succeed when they enter school. The time frame is for the 1994/95 state fiscal year.
f. Implementation plan, including time-frame: During the state fiscal year, the
Partnership will meet as a Board at least monthly to develop the plan, award funding, and
review grant activity. Committees will meet more frequently, as needed. The Partnership will
submit the second phase for year 2 by July 1, 1994.
g. Types of funds: Administration
h. Total amount: $100,000
i . Budget: Attached
j. Funding recipient: Orange County Partnership for Young Children
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Michele Rivest,Executive Director
(4) Name, title, address, and phone of contract administrator:
Michele Rivest,Executive Director
Orange County Partnership for Young Children
110 W. Main St., Suite B
Carrboro, NC 27510
967-9091
33
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G.Goal #8: To educate the community about the value of early services
for children.
1. Project #1: Training for the community, Smart Start teams, and Orange County Partnership for
Young Children.
a. Type of Activity: Training on early childhood issues, team building, strategic planning,
and collaboration.
b. Description of Activity: OCPYC will support and develop efforts for community training
on early childhood issues, and also will develop and support opportunities for Partnership
team training on team building,strategic planning, and collaboration for Smart Start
development in Orange County.
c. Agencies/organizations involved and description of their collaboration: The
Partnership--which is comprised of public and private agencies, health, social services, mental
health, child care providers, Head Start, business leaders, public officials, parents, and church
leaders--will develop and support the training. Group facilitators from the Dispute Mediation
Center and other agencies will lead team and community meetings as appropriate.
d. Target Population: Community members and Partnership Board.
e. Expected outcomes, including time-frame: During the state fiscal year, at least eight
different training and/or meeting events will occur with the community to inform them about
Smart Start and early childhood issues. The Partnership Board will participate in at least two
special trainings on collaboration and team building, which will be open to Smart Start partners
in the community.
f. Implementation plan, including time-frame: Each quarter, the executive committee of
the Partnership will identify possible training events for the next six months for
recommendation to the Board. The staff and the appropriate committee will work together to
identify resources and to plan the program.
g. Types of funds: Services
h. Total amount: $20,000
i. Budget: Attached
j. Funding recipient: Orange County Partnership for Young Children
(1) Public XX Private
(2) Federal Tax ID#:
(3) Name and Title of person authorized to sign contract:
Michele Rivest, Executive Director
(4) Name, title, address, and phone of contract administrator:
Michele Rivest, Executive Director
Orange County Partnership for Young Children
110 W. Main St., Suite B
Carrboro, NC 27510
967-9091
34