HomeMy WebLinkAbout0589.093G) .
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November 10, 1993
THE HONORABLE CITY COUNCIL
PALO ALTO, CALIFORNIA
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P.l0 .lto Co .. ualty Chi14 Care &D4 ci~y of Palo Alto CU%rent 9ta~u •
.. po~~ &D~ LoDq-~~ Relatloaahip
Members of" the Council:
Report in Brief
At the October 11, 1993 City Council meetin9, staff was directed t~
york 'With PA.CCC and return to Council with a r~col!!Jllended nine-mon'th
~orkplan which vould address PACCC's interi~ financial and program
administration needs thrcuqh June 30, 1994, and a p~an to address
the lonq-term relationship between the City and PACCC.
This report transmits the attached proposal submitted to the city
by PACCC and contains statf'5 response to PACCC's proposal.
Bagkground
on August 26, 1993, council authorized a loan to PACCC of $50,000
to help it lDeet payroll expenses. At the s.al!Ie time, Council
directed staff to provide assistance in addressing PACOC's
financial .anagement problems, and appropriated another $50,000 to
the Finance Departaent for this purpose~ These funds .,i11 be fully
expended by December 31, 1.993. The $50,000 does not include the
considerable tilfle spent by ether Finance staff, including the
Finance Director, Accountinq Manager, and Financial Systems
Analyst.
Summary of Major Financial Issues
City Finance staff h~ve been working at the PACCC central Office
since August 26~ Top priority was given to understanding the cash
flow situation, in terms of both parent fee revenue and payroll and
non-salary expenses. 'It quickly became apparent that the first
$50,000 advance (which was repaid thr~u9h PACCC not billing for
subeidy payments or subsidy administration for three uonths) was
not sufficient to addres.s PACCC's immediate cash flow problellls.
Staff subsequently reC01D!l:lended a. $75,000 loan from the city t.o
PACCC~ council approved this loan on OCtober 12, to be repaid by
;:rune 30, l.St94.
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PACCC bas no reli~ble financial reports after the audited 1990-91
financial statements. Although preliminary financial statements
were prepared for the 1~9~-92 tisc~l yeAr, the financial informa
tion. containe.d in the.se statements is suspect4 N¢ transactions had
been posted to PACCC's ge.neral ledger since May, 1993. No fiscal
year-end cloSin9 of the books at June 30, 1993 was performed, &0
that transa.ctions froll. the 1992-513 and the current 1993-94. fi.o;c.al
years bl\ve: been c01l!Jl!.ingled~ Financial reports for the 1992-93
fiscal year cannot be prepared until the general ledger has been
properly updated and the accounts reconciled. This in turn Means
that any .valu~tion of the viability of PACCC operations must be
postponed. There is no adopted bUdget 5vailable for the current
fiscal }·ear ..
Althouqb it appears that PACCC's severe cash flow problems have
been resolved tor the short-term, the qeneration of accurate
financial information continues to be the hiqhest priority for the
City's financial task force at PACCC4
Financial Considerations And projectiqns
tl'sinq what information is aVi!ilable, staff bas attelilpted to
estiaate what PACCC's onqoing revenues and expenditures would be
for an everi1ge 1Slonth during the school year (September t.~rough mid
June).. rt is important to note that PACCCts summer programs do not
have the 83aa cash flo~ profile and will be of concern in planning
a lonq tena financial strategy.. It is also important to note that
vithin the last two weeks of October J approximately $98 f 189 in
delinquent parent fee billinqs was sent out. since the billings
were as .uch as six months overdue, staff realistically antiCipates
receiving 15 to 85 percent of the total billed.
Revenues: Parent Fees
Expenditures
Payroll
Benefits, rents,
insurance, other
Non-fixed expenditures
Net Monthly Income
$214,000
.l35 1 CtOO
40,000
25,000
14,000
The above figures are estimates I based on the information gathered
by staff froll the past two months ~ transactions. However, the
timing of receipt for parent fees ar~ difficult to estizate~ On
gOinq expenditures total appro~imately $200,000, but the payroll
fi<jUre of $1.35,000 does not include a controller I a fUll-ti.ll\e.
EXecutiVe Director (4 half-time position is included), nor the
.additional accounting; assistance City staff h.as been providing.
The non-fixed expenditures are difficult to predict, since there
were several months of backloq previous to this ~onth~
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In addition, PACCC's revenue!;. typically drop during the &u.mmer
months (mid-June through August) when dema~d for school-age
chlldcare decreases. staff was ur.able to estimate summer revenues
and expenditures due to lack of financial data. However, PACCC
\lOuld need to retain revenues adequate to cover on-qcing expenses
as well ~s charges for additional administrative services during
~e sum.er months in order to maintain year-round viability.
Reapon •• to £AQCC's Proposal for Interim Plan tbrY June 30 1994
PACCC haa examined severAl options for identifying and obtaining
the services neceseary to continue the prevision of high-quality
child care services at each of its fourteen centers in Palo Alto
and to manage itself as a :financially viable agency. These options
included discussions with Child Development Inc. tCDI}~ the
california Association for Non-Profits (CAN) and Palo Alto's Senior
Coordinating Council (Sec).
After assessing these options, PACCC has concluded that the most
viable option is one involving COl. PACCC is proposing that it
enter into a short-term contract with (COl), a professional child
care agency which operates 70 programs st~tewide and administers
$10 million in state subsidy funds. CD! would provide financial and
adainistrative .a~aqement servicEs on a fee-for-service basis.
PACCC ana CDI have delineated four .ajor areas for 'Which COl' Iii
service. would be purchased: 1) Hanaqement; 2) Accounting;
3) Huaan R~sources; and 4) Subsidy Administration.
PACCC ad:l:lininistration has recognized the immediate need. for an
interim plan ~o brinq the financial and administrative manaqement
expertise to its operation. community Services staff has been
working with PACCC's Executive Director and the PACCC Board to
develop the proposed interim plan. Staff supports the proposed
contract ~~anqement with CD!. However, staff has the following
concerns with certain portions of PACCC'S proposal:
Management
1. The relationship between the PACCC Board, PACCC staff, and CDl
requires further clarification. While PACCC's proposal recom
mends that PACCC and CDl "work closely· toqether, the deci
sion-makinq structure remains unclear. This is especially
t.p.ortant qiven that the entir-e PACCC organization will be
subject to financial and administrative analysis.
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Subsidy Administr~tion
2. PACCC has identified the need for CDl to assess its adminis
trative policies and procedures for the City's suhsidy
contract. While city gtaff aeknow1.eO:qes the va.st i:mprovetlents
PACCC has .. ade to the sub&i~y program during the past four
months, it remains unclear what internal resources PACCC will
utilize to continue to p~operly administer the contract. It
is important to .ention the extensive cont~act monitorinq
currently provided by the Human services Division, and the
need for PACCC to enUl1ciate how the central office 'Mill
perform this function.
contract oversight Ogmmittee
City staff agrees with PAOCC that it should establish a Contract
Manaqement Team includin9 members from the City's community
services staft and the Finance Department to oversee the implemen
tation of the contract with COl. PACCC needs to provide further
clarification rega, -"ding the specific function of this team and the
at .. '!! time inyo]-,ed in participating on this team. Direct City
involvaaant in the committee should be limited to Hu..an Services
staff. The Finance Department could monitor PACCC's financial
operatio~s througb a periodic reportinq p~oce5S.
Mmuntina
staff supports the level of professional accounting personnel
recouended by PACCC that will be provided by CD,I. This should
provide PACCC vith the expertise neeessary to successfully conduct
dl!ly-to-day financial operations. It is staff's asseSSlDent that the
clean-up effort vill not be completed by Dec~r 31, 1993, and
that COl finance staff will need to be cledicated to the activities
to ensure that it will be. concluded in A timely manner. It is
pl~~ed that direct involvement of city Finance Department statf in
PACCC financial operat.ions will cease by December 31, .199).
R~est tq the City
Although the financial operations contained earlier in the report
seem to indicate that PACCC should be able to finance the cost of
ccntractinq with CDI for the various aanaqement services recommend
ed, there ra.ains some uncertainty reqardinq the accuracy of these
projections. rt is steff's preliminary assessment that the
combination of net monthly cash flow and the receipt of the monies
frOJI outstanding accounts receivable could generate sufficier,t
fundinq for PACCC ongoing operations including the retention of
COI. However, in the event that staft projections fall short of
current expectations, we support the use of the remainder of the
sUbsidy administration contract as a means of dealing with that
unlikely situation~ Since the present subsidy administration
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4qreement is or. It: J:Qonth-to-month basis and does not provide tl1e
flexibility to permit access to all remaining subsidy administra
tion funds as was permissible in past years, staff reco~ends that
the subsidy contract be changed from a monthly basis to a contract
year ending date of June 30, 1994. This approach is preferable to
PACCC~s alternative request for anothar loan. An evaluation of
PACOC/s tinancial condition in January, 1994 will be instrumental
in determining the viability of this approach as well as PACCC's
ability to repay the outstanding $75,000 loan that they received in
septeJtbe.r, 1993.
strategic Planning Process
City staft agrees with PAOOC's asse5B~ent that a team conSisting of
members of the PACCC Board, PACCC staff r City staff .. and the
community is necessary to provide input into PACCC's development of
its lonq-term strategy~
conclusion
sta~f continues to work closely with the PACCC Board and staff to
assist PACCC in its financial recovery and to assist ths agency in
developing a long-term strategic plan to meet the child care needs
of thE: communi ty ~
staff will have a better understanding of PACCC's ability to
achieve its lonq-term goals when the agency is able to generate
accurate financial informQtion~ Onc~ the financial information is
known, PACCC will be in a positior, to assess its viability as a
community-based child care provider in Palo .Alto~
By directly entering into is. contract with COl to provide management
services to the organization, PACCC is strengtheninq its ~bility
to emerqe as a financially viable professional child care aqency.
CDl will provide PACCC with the necessary child care management
expertise th~t will enablQ PACCC to determine how best to serve the
comaunity~s need for quality child care services.
Recqmmcndatjons
staff recommends that the Council:
1 ~ Review and cOmlllent on the attached report from Palo Al to
community Child Care .. Inc~ (PAOCC)~
2. Direct the City Attorney to modify the existing PACCC suhsidy
adainistrative contract to permit access to all remaining
administrative funds in the event that additional operatinq
funds are required~
3 ~ Dire.ct PACCC to, report back. to the City council on January 24,.
1994 with a status report on PACCC management and finan~ial
operations~
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Respectfully submitted,
lLEIIE HERTZ
Child , Youth Coordinator
f!W1~>
PAUL THILTGEN
o ector Of~:6iiiojl"'ity services
AttachJ>ent
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PALO ALTO COMMUNITY CHILD CARE, INC,
REPORT TO CITY COUNCIL
OCTOBER IS, 1993
PURPOSE OF REPORT
"The pwpose of this report is to respond l(J the City Council's n::qlJesl [01 informatkm about how
PAa:c g<J< into IIle financial and management ditflcuilics it is now experiencing and what
solutions PACCC is purposing to resolve this crisis both shon term and long Ioerm and what
finaoc'.a! assistance from !he City will be needed.
BACKGROUND
Palo Alto CommuniI)' CbiId Care (I' ACCC) is a non-profit community based organizstioo
delivering full-lime and part-time child care servkes for infan.lloddl"" and preschoolen, and at""
scboo! care for cbildree altcnding grades K-5 in !he Palo AlIO Unified ScbooI DisIrict PAa:c
cmrallly provides care for more !han 700 childree at fourteen (14) differen' w.,. .. ,d empIoymem
for more !ban 80 people. The annual PAa:c btIdget is approlWruiJely $25 million.
PACCC began in !he 1970"5 as a porenl-based cooperative organization v.i!h a handful of
infaDIItoddler and preschool sires. During !he mid 70 -mid 80's !he eny Ioolmd to PAa:c DOt
only as die Cily supp<ll1«I provider of communiI}' based. high quali.y child care but abo as !he
city" child care ooordioaIing agency. PACCC provided admillistrntion for die cil)'" cbild care
JUbsidy program and provided coosuIwioo servia:s to peop!e or groups wanting 10 ..... or
improve qualil)' child care programs in Palo AlIO. In !he mid 1980's. as !he city's support foc Ihese
admiDistrali"" flIDClions was wilhdr.l.wn, PAa:c responded by reducing ilS Slaff and !he..moe.
provided '" die commu.il)' were reduced oc eliminared. PAa:c ooncenlrat<ld 00 _8 !he
provida-of quaIiIy child care programs. The number of PAa:c sites expanded dramatlI:a!ly in !be
!ale 1980's wbeo afw ""hooI care ",.. added at aD PAUSD e1emen<ary schoo!w.,. >'" PACCC
did 00l incn:a.;e ilS admioistraIion 10 adequately deal wilh Ihal exparuiOlL During !he past Iwo yea1'S
addiliooal copacity bas been provided at some of !he schoo! sites where demand COl' after schoo1
care exceeded supply. Today. PAeceS after school care cluld population is approxima!ely 75%
of !he 1oIaI-. wiIh infanll_ accounting C ... 10% and preschocl making up !he Ji.ual15%.
DutiI>g Ihese expansion periods. PACCC ir=sed ilS ~Iies 10 pro,ide qualil)' communiI)'
based child care Ie an ever increasing popu1a1ion. However, PAeces administrative and !inanciaI
mIDagrmentcomponcnts did not evolve to socces.sfully operate its "grass. roots" deli"1:'l')' system.
1. Uupn ..... ''''''' growlh wilhout adequate adminis1Jalive sySlemS in pJace to manage !hat
growth_
2_ La.;k of creative Iea<Ie<>hip to fUld allematiye funding soortes 10 offset ro:!octions from !he
Ci.y's support
3. High lumo_ in management statTin!he ,"" four years resulling in die inabilil}' to
mainLain. develop or modemize administrative SYSlems.
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PACCC bas DOW entered a period of e'ialuation and transition in ..... hi~h it mU.s.t redefine what is
required to mCCl quality child care needs and servir;es wilhi'i.a fi . ..calJy sound and administratively
eft1cieru organization. 1he PACCC board of diret.,1.ors and sutff are com mined to this change.
CHRONOLOGY OF RECENT CRISIS AND RESPONSES TO DATE
Feb. 1993 Resignation of PACCC Controll"
May 1993 Resignation of PACCC E=:ouve Directoc
July 1993 AdminismUive support from the City reduced to $75.000 ~,..fiscal y_ 199:>-94.
As administrative support from the City was red,-=! (nom $130,000 in fly 1991-92
to $100,000 in fly 1992-93 and $75.000 in 19931,94, PACCC did not ru"",.n
adequate plan in effect 10 offset tt.ose ""'oetions.
100y -A,g. PACCC B03!d adrnowlcdges the nee4 for SIIUCt1ltlll change whi<;h 1993 could not
be accomplished without o\ltside~. PACCC Board meets with Cali!omia
Non-Profit Association to explore imerim board. managemenl and' consui:atior ..
Aug. 1993 City approves PACCC's ""lues! for all ad"""", o( 550,000 10 cover ir.sufficient
cub flow to make payroll City provide>. financial pcr;soo.ne1 assistance to cleon up
past year and CID'reIJ' financial re<oo!s.
Sept. 1993 PACCC recoostitutes its' Boatd or Directors (see al!aChmen. A) and hires • full time
inlOrim Executive Directoc 10 facilitue ne<:<ssary managemen. cnanges.
Sept. 1993 PACCC Boatd directs sufi .... d representative< 10 explore thin! party involwment
£0£ belp in deIIcl<lping fUWlCialsys"""'. Boatd develops outline fo< shO<t and loog
leOn tmtsitiao plans.
Sept. 1993 City awro-PACCC request for shon term loan of $75,000 10 talCh "l' with all
past due payahles. PACCC agrees 10 rerum 10 the City CotmciI in November with
respomes 10 quesboos asked by Coancil and in1erirn fm:mcial plan.
Oct. 1993 PACCC mpays Augus. 1993 $50.000 advance.
SHORT TERM MANAGEMENT PROPOSAL FOR FISCAL YEAR 1993-94
PACCC BoanI ofDitecl«s.md iIaff haw considered sevetal options 10 deal with the short term
resoIUIioos 10 !he im"""'i'" fiDaz>ciai coodition ofPACCC and long range. planning for !he future
of PAccc. Expl0m00 of sI!o<t term resolutions included discussion with coosulla,u. """"'" in
OOII-profit fiDar><iaI systems and agency orpnizalion, the Senior Cootdirulting Council. Inc.
(SeC} and Child Developmeollncorpor.olcd (COn. MItr those discussions it becamo apparent that
with !be sbort lime fame in whidJ 10 mal<e substanti<ll changes 10 PACCC. CD! had Ibe resources
and _ledge 10 assisI us in reoo.1SIr'UCting • fin.1nciaIJy soond organization for the remainder of
the_year.
PACCC Boord and staff met with Vern P1asket, CEO of COl and Carol Ande!>On. President of
COl, regarding the possibility of contracting with them for mal'agemem se,vi<e< for PACCC for
the remaindc< of the 1992-93 fiscal year.
The following propooaI is divided into 5 areas: M.".gemen~ Accounting, Human Resoum:s,
Subsidy Adminislralion and CoJllr1iC! Oversigh~ COl and PACCC management statT will work
clooely together in developing the acmal worlc plan.
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i MANAGEMENT:
Tasks: CDl consultants wiiJ wad: closely with PACCC ED. rrog'."m Cooroinator And
Board. Areas In be re"jewed include, but are no< limite<! to the PACCC SlnJclUre,
econumies 0( scale, revenue f:;"I;pOlnStOn, expense reduction. complete overn.ll agency
hudgel, human ~ and SUbsidy systems.
PersoDnel: Consultation se:rv=:.oes provided by Carol An&rson and other senior !1lal'Iagement
emplo)"eS ol CD! which may include the Human Resources Di=IOr, Dire<:toc of
Administration. Cbairman. and Controller.
Costs: $25lhour .ot 10 exceed $6,()()Q{mo. Tenn of consulting se,,'i<;es 1211193 to 1>'30194.
ACCOUNTING:
Ta.,ks: May include but are !I()( liml1eil1O the foDowinJ!: warlo: side by side with City staff
to tran.o;.itioo financial dean .. up. ~pavise accounting tlSks, inch.ding moodily
budget reporting, payroD, accouolS receivable and payable, re,-jew of coupon
payment sysICmS in\ernal COlI""", processing of cootnldS, enrollment and sWfing
projeclioru and audilS. F!nisb the fwancial clean-up p<'<)O'!>S begun by Cily Firumce
DepaI1ment salf, close and audil pre,io", year's tax reports. Accouoting Analy ..
will ossist accounting supervisor 10 complete above tasks. COl financial S!aIf ""ill
warlo: closely with City Finanre S!aIf during December 10 expedite smooth transition
of fi.oaDciaI system5.
PenonneI: aa:ounling supervisor and accounting anaIySlIO be hite<! by COl wi<h involvement
of PACCC. Execulive Director.
HUMAN RESOURCES:
S3,6OOImo.
S216tVmo.
Tasks: administm benefits program, ",,,jew staff rue. for compliance with labor laws,
write staff _IS Iwldbool:, complele census reports. and explore HRIS
implemenlation feasibility. Undu the guidance of the PACCC Program Coordinator
and Executive Director review and develop job description and appraisals.
Per.ionneI: human resoorce specialist hired by COL
S26401mo.
SUBSIDY ADMINI:JTRATJON:
TASKS: review subsidy a.dmini.sttatioo including, buy not limited 10. record keeping,
reporting SYSlemS In the City, waiting 1i51 proces=.. enroUmenI and anendance
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Costs:
mMitoring and hilling prot:edures. MaJu=. Ie4:Ol1lmendatiOri to PA('''CC regarding
staffing respor1stbilitics.
consultant set'Vice!. not to c){ceed 80 hours (or the period Decem bcr 1993 throlJgh
June 1994.
$160<) Term of consulting sen'ice:; 12'119193 '0 6130194
CONTRACT OVERSIGHT:
PAOX will =ate. contr.lct management team Ihal will include "'P'="rmlves from the City of
Palo Alto. PACCC Bco.rd and Executi", DUec!or. This team will initially mee. wecldy with CDI
and Ihrough time relax the freqoeacy to bi-wecldy '" eval""", the effoctivenes.' of Ihe relalion..nip.
SUMMARY OF COST OF COl PROPOSAL:
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MOI'i'IllLY COST
S6,OOO
SS.760
$2,640
WfAL CONTRACT COSTS
$42.000 •
WfAL
$40,320 •••
$7.000 ••
$18.200 •••
Sl.JIll!l •
$109.120
iDcIicaiI::5. "DOt .. exoccd'" dollar &mOWlL The .amouot of aJOSGIl1rIg sr:rvic:es. nec:ded VOIill be
detc:rmird in Ibc: ocmiDg..u.tsas tbe CODb'3C:t for SC'ZVices is. flnaIiz,ed wilb a>i.
The S7.DOO e&dmatt ror I::Idit aid tax: prep;nt.iw IU'\'itt$ is also .. "not 10 exceed"" number. The
=-::t COA will bc.dtleamiaod 'Wk:II PACCC aad CDI ~ wiib City FinaDoe Staff to ~
__ dcoD-up"" be kit"lIIe cad O(~.
Employee ""'" icdude __
By coolnoCling will> CD! for the above services. PACCC will reduce its existing e"l""""'" by
$27,000 during the anticipoled seven moolhs of the conlracL To accomplish this PACCC will
redoce staff support '" the financial manasement, occounting and blL'Il8!l "'-"""= areas of the
opeation during the term of this con_l
REQUEST TO TIlE CfIY
The preIlminary firumciaI pop:tions from City stiff indica", Ihal PACCC should ~..ave sufficient
finan..'iaI stability ID food the CD! con_t without additional support from the City. However.
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compJete and accurate ftru".ncials are nol expected before the beginning of January SO risk
continues or temponry cash shortages ov~ the coming months. In order to assure PACCC's
cootinued stability we're making the following ;eqUC':its:
"The City C;'I;lend I line of credit a.gainst the existing suhsldy contract. Th.is line of credit
shooJd be ~-ed as a payment uming issue only and will have no effect on the delivery of
care !o the dtildren in the subsldy p..rogr.un.
-or-
The City extend o loan to fund me 00'" of !he CD! proposal for !he m""ths of Docember
and January. expocted to be $23.500.
After !he tiruutc'.als are complcled. PACCC will be in a position to deresmine wbe!her additional
financial L<sistance from !he Ciry will be needed through !he remainder of !he rISCal year _ These
might include one of!he [onawing requests:
Extension of the tenn., of !he $75.000 IoaIl
An additional klCg = IoaIl to help defray Ibe costs of the CDI proposal
I'ACCC will reiJJnl to Cily Council a! !he elki of January after firtanc-i21s are complete with a
finaoci.aI progress report and a formal request, if necessary.
INTERMEDIATE AND LONG RANGE STRATEGIC PLANNING PROCESS
The goal of PAeces Straregic Planning Process is to two -fold. Phase _, the intenne<fuae
plaDning process, will define and docoment !he dellvery system'and an implomentJllioD plan fQC
PACCC cI!ild care servi<eo tImH!gb rJy 95-96. Phase two of the process will look at Ioog range
SiTOOtural issues for PACCC beyond 1995. The delivery system must be administratively efficient
and financially manageable 10 meet !he quality cbild care standards expecled by !he COI1lJlIIJJWY of
Polo Alto. The delivery system must also be capable of responding to cbanges during !he =< fi""
years. The lUst phase of the ~ plan must be finalized by M:uch 15. 1994, to meet PACCC
and City budget cycles, and its delivery system in place commencing July 1. 1994, the begimring
of the new IiscaI year.
The strategic planning process will be gu;de<l by. traru.itioo leadership team made up of PACCC
boanI and sta!!; and will inclcde City SIaff and Child Care Task Fo"", and ol"'" rommunity
members. This leadership team will can DpOD oommunity momb= and professionals I/) share Ihelr
expertise as approj>riaIe. This groopwill meet a minimum of once a month between December
1.1993 and M:uch 15. 1994. Each meeting will focus on a speciIlC componenl 0< subsystem of
cI!ild care delivery systems. The olSC ..... ions and finding. of each ses. .. on will be documeJJred and
used as ;he iDfonnation base f.,..!he Img ienn stnI<gic plan.
Proposed DlafL Agenda for !he Leadership Team Sessions:
Dec. Petooptions aDd upiniens: wha! does PACCC provide? Wbat should PACCC
provide? The Palo AI", cluld care marlreIplace: an overview of oilier child care
provider.; in Palo Alto. Evolving trends of Ibe Palo Alto maricetplare: supply and
demand. Infanlffoddler. PreschooL and A&r School OtiId Care and school age
.swnmer programs:: wbat are the sim ~ .. .uies and di fferences? Unda what
eio:umsIances can !hey be combined?
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Feb.
Fmanci.al nwtag~( and delivery system models for child care: What are t1.e basic
components and subsysv.ms'!' Centralized versus site·1Jased financial management
()(her possible source.5 of funding. The committee wiD also recei"1"'e a m~nl
updale 00 PAeces cwrenf fmanciaI stability. Su kommittees will be formed to
resean:b financial models.
Pr=tation on aD delivery 'Y"""" alternatives lVaililbJe 10 PACCC.
Recommendations gD the 2 or 3 modeIs continued in vesLigation.
Refine tile delivery system rnOOeIlhat will be in place for 1994-95 & 1995-96 and
repon bacl: to PACCC Board and Ciry Council willi recommeOOacioo.
GrotJp "'...,.,"""'" 10 establish g<>OIs and objectives for tile secood phase tllat
WOIIId taIre PACCC beyond 1996
The soeond phase would include loog .,. .... SIra"'gic planning and would taIre place
during 1994-95. Issoes. (0 be e;qHored include; more sopbislicated ma"agemmt
models !hot would allow PACCC Ie provide a broader ranjlO of children', senices
10 tile oommunity; _ communiI)' seMoe progtacn deli"")' mOOds. e.g. Senior
Coordination Council; n",,-profit versus fo<-profi~ commoruty based versus
"outside" IIdminisIration and Ioog Imn fund rising possibilities. The result of Ihis
planning process would insure tile delivery of qualliy, community based child care
Into tile oext century.
Gi.." tile reoewt<I rommilment of tile PACCC Board and !he support from tile City IiIld member.<
of tile <00IDluni1y. we are OOIIlident PAcxx:can move fOtWald in. productive and liscal.Iy soond
llIJI!llI<r to insure tile provision of qoality. communiI)' based child care to tile residents of Palo AlIO.