Strategic Priorities

  1. PFC will continue with the current vision, mission, goals and objectives.
  2. PFC planning process consists of the development of the four-year comprehensive strategic plan with a two year bidding process.
  3. Set aside funds called Strategic Set Aside outside of the Base allocation in an effort to have more discussion in targeting programs that will positively impact PBIS PLA40 (child placement- average star rating).   This will result in another targeted Request for Proposal Process]
  4. All funded programs should support the quality child care piece.   In order to move PLA40 in a positive direction, the burden will be shared by all funded programs. [Planning Assumption 1]
  5. Prioritize more resources to pay teachers and director’s salaries and benefits for 4- and 5-star facilities. [Planning Assumption s 2, 3 & 4]
  6. With the commitment to M@4, M@4 teachers will be a priority regardless of where they are on the education continuum.   Other remaining funds will be targeted to those individuals that can fast track. [Planning Assumptions 5 & 6]
  7.  With the commitment to M@4, M@4 classrooms will be a priority for quality improvement funds.   Other remaining funds will be targeting those classrooms that can move the fastest. [Planning Assumptions 5 & 6]
  8. With the commitment to M@4, M@4 classrooms will be a priority for quality maintenance funds.   Bonuses should be tied to quality maintenance of 4- or 5-star rating. [Planning Assumptions 5 & 6]
  9. PFC will maintain current slots and work to increase slots when feasible and balance with SS funding. [Planning Assumptions 5 & 6]
  10. Smart Start dollars will be allocated to regulated facilities with a 3-or higher star rating.    PFC will continue to look at other resources to subsidize the availability of child care. [Planning Assumption 7]
  11. Funded programs will serve a certain % of children who must be at risk to include: low to moderate income, developmentally delayed, social/emotional challenged, English as a Second Language, and military.   The Board was not comfortable putting percentages for clients being tracked first year and prior years; therefore, it was agreed within the first year of implementation to develop a tracking system of those children who are at-risk and need these services. [Planning Assumptions 8, 9 & 10]
  12. PFC will be more strategic about the screenings.   PFC will continue to screen M@F children and develop strategies to increase successful referrals into services for all children birth to five.   These services may include screening, but will not be dependent on mass screenings. [Planning Assumptions 11, 12, 13 & 14]
  13. Support inclusive child care and preschool for children with special health care needs and other disabilities. [Planning Assumption 15]
  14. PFC continues to recognize the NC School Readiness Goal Team definition and recommendations of school readiness including the NC Ready School Initiative. [Planning Assumption 16]
  15. PFC priorities are the early care and education system (quality child care availability, accessibility and affordability), kindergarten transitions, early intervention, parent education and system support to include school age and young adult care in the context of family support. [Planning Assumption 17, 18, 19, 20, 21, 22, 23, 24, 25, & 26]
  16. PFC's administered activities will continue to have the primary responsibility for initiating and facilitating system integration and there will be increased the emphasis on DSP coordinating mechanisms through contractual agreements.   As this option will enhance services and increase effectiveness, the Board agreed by putting within contractual agreement with DSPs, they can now be held more accountable for sharing services and referrals to other organizations/agencies. [Planning Assumption 17]
  17. PFC will continue to face competing pressures and must make tough choices about where and how to deploy resources. As a system change agent, PFC will continue to consistently find, foster, and connect the pieces of our communities into united and effective forces for positive change.   PFC will provide a combination of funding and system support including but not limited to accountability and measurement, quality improvement, organizational capacity building, community capacity building, collaboration and service system integration and constituency building and communications.[Planning Assumption 18, 19, 20, 21, 22, 23, 24, 25, & 26]

Draft A pproved on 9/27/07

For more information please contact

Linda Blanton
Planning, Development & Communications Director
867-9700 ext 2230
lblanton@ccpfc.org

  
     
 
 

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