Head Start Program Performance Standards: Operationalizing Program Structure and Human Resources

Head Start Program Performance Standards: Operationalizing Program Structure and Human Resources 1

Objectives This session will help participants: Gain an enhanced understanding of Subpart B and Subpart I of the Head Start Program Performance Standards (HSPPS) Identify strategies and tools for implementing the HSPPS Create opportunities for networking with colleagues 2

Resources 3

Head Start Management Systems 4

The Changing Landscape Head Start programs should: Shift from complianceonly thinking to a culture of continuous improvement Move from being simply good stewards to demonstrating the impact of the investment in our communities 5

Changes in Head Start on the National Level Head Start Program Performance Standards Five-year project periods Duration funds Slot conversion and reduction EHS CC Partnerships Data management systems Uniform Guidance Leadership and governance 6

A Changing Landscape What changes are you seeing in your communities? 7

The Culture Shift to Continuous Improvement Curiosity Reflection Tolerance for vulnerability Use of feedback Systems Thinking Moving Beyond a Culture of Compliance to a Culture of Continuous Improvement, OPRE, January 2015 8

Core Competencies of Organizations with a Culture of Continuous Improvement! Core Competencies of Organizations With a Culture of Continuous Improvement Our organization measures outcomes (changes in participant condition, behavior or knowledge), not just efforts (quantifiable activities or services delivered). Our organization can identify which indicators are appropriate for measuring how we work. Our organization has clarity about what we want to accomplish in the short term (e.g., one to five years) and what success will look like. Our organization ensures that staff have the information and skills they need to successfully engage with data for program improvement (e.g., access to resources and training) Our organization has staff who are experienced in data collection, data use, and different stakeholders information needs. Our organization has staff who know how to analyze data and interpret what the data mean. Our organization values learning. This is demonstrated by staff actively asking questions, gathering information, and thinking critically about how to improve their work. Leaders in our organization support data use to identify areas of improvement. Our organization is capable of effectively communicating about data and results (both positive and negative) within and outside the organization. Our organization promotes and facilitates internal staff members learning and reflection in meaningful ways regarding data use, planning, implementation and discussion of findings ( learning by doing ). Our organization modifies its course of action based on findings from program data. Managers look at program data as an important input to help them improve staff performance and manage for results. Findings from program data are integrated into decision-making when deciding which policy options and strategies to pursue..!! pmfo@ecetta.info https://eclkc.ohs.acf.hhs.gov/hslc/tta-system/operations Tel: 888 874-5469! 9

Change Leads to Change Change in External Environment Change in Management and Organizational Design Change in Competitive Strategy 10

Subpart B Program Structure 1302.20 (a-d) Determining program structure. Subpart I Human Resources Management 1302.90 Personal policies. 1302.91 Staff qualifications and competency requirements. 1302.93 Staff health and wellness. 1302.94 Volunteers. 11

Subpart B Program Structure 1302.20 Determining program structure 1302.21 Center-based option 1302.22 Home-based option 1302.23 Family child care option 1302.24 Locally-designed program option variations 12

Service Duration Key Elements Increase in hours of planned class operation Ensure continuous service for Early Head Start Provides flexibility to meet community needs 13

Longer Service Hours: Duration Programs to extend hours of planned operation o Up to 1,020 hours for Head Start o Up to 1,380 hours for Early Head Start o 40% cap Allow for conversion of locally designed or combination options Support research-based practices and services 14

High-Quality Early Childhood Experiences = Positive Child Outcomes 15

Duration Compliance Timeline New Head Start Program Performance Standards Effective November 7, 2016 Early Head Start Service Duration Hours of Operation August 1, 2018 Head Start Center-Based Hours of Operation @ 100% August 1, 2021 Home-Based Service Duration Home Visits & Socializations August 1, 2017 Head Start Center-Based Hours of Operation @ 50% August 1, 2019 16

Thinking Ahead What kinds of changes do you need to make to meet the new duration requirements and community needs? What data do you need to identify and support these changes? 17

Strategy: Community Assessment Step 1 Plan & Design Step 5 Make Decisions Step 2 Design Data Collection Step 4 Review & Analyze Step 3 Gather Data 18

Subpart I- Human Resources Management 1302.90 Personnel Policies 1302.91 Staff Qualifications and Competency Requirements 1302.92 Training and Professional Development 1302.93 Staff Health and Wellness 1302.94 Volunteers 20

Key Themes More comprehensive requirements for background checks Focus on increased staff qualifications and competencies Stronger system of staff professional development including coordinated coaching strategy Delayed compliance for some of the requirements in this section 21

Personnel Policies a) Establishing Personnel Policies and Procedures b) Background Checks and Selection Procedures c) Standards of Conduct d) Communication with dual language learners and their families 22

Staff Health and Wellness Staff has initial health examination Periodic re-examination Staff do not pose a significant health risk Mental health and wellness information Staff opportunities to learn about mental health, wellness, and health education 23

Volunteers Communicable diseases screening Health Services Advisory Committee consultation Volunteers are never left alone with children No background checks for volunteers Orientation 24

Management Staff Qualifications Purpose Program Director Fiscal Officer Child and Family Services Management Coaches 25

Service Staff Qualifications Education staff Center-based teachers Teacher Assistants Family childcare provider Home visitors Family services staff Health Professional 26

Education Staff Competencies Center-based teachers, assistant teachers, and family child care provider competencies to provide effective and nurturing teacher-child interactions plan and implement learning experiences that ensure effective curriculum implementation use of assessment and promote children s progress across the standards 27

HSPPS 1302.92 Training and Professional Training and Professional Development Orientation 15 clock hours Systematic approach to staff training and professional development Research-based coaching strategy for education staff Training isn t just wise, its required Program develops or adapts their approach to professional development (external) 28

Discussion What is your process for hiring and onboarding staff? How does your organizational structure help staff to provide high-quality services? Are our Human Resource systems and activities aligned with our mission? 29

Discussion How do you ensure that staff members have the appropriate credentials, training, professional development, and competencies needed to fulfill their job description? 30

What Is Organization Design? Organization design is the process of aligning an organization s structure with its mission. This means looking at the complex relationship between tasks, workflow, responsibilities, and authority, and making sure all support the objectives of the business. Organization Design: Aligning Organizational Structure with Business Goals, https://www.mindtools.com/pages/article/newppm_95.htm 31

Traditional Ways of Organizing Well defined structure of roles and responsibilities Clearly defined hierarchy and chain of command Functional and/or technical specialization Many policies, procedures, and rules Unity of command or one boss 32

Traditional Ways of Organizing (cont d) Emphasis on vertical Communication Superiors and subordinates Rewards based on Individual function or technical skills Loyalty to boss or the unit Ability to assume responsibility for your job Working according to the rules Playing your position Organization Structure and Design, Head Start Johnson and Johnson Management Fellows Program, Professor Emeritus Anthony P. Raia 33

The Organic Organization Overlay structures, networks, temporary roles, and shared responsibilities Shared authority and negotiated task relationships Division of labor also determined by opportunities/problems Fewer policies, procedures, and rules 34

The Organic Organization (cont d) Emphasis on multiple relationships Peers and colleagues Vertical and lateral communication Keeping people informed Conflicting objectives Rewards generally based on Competence and problem solving Loyalty to the system Assuming responsibility beyond your job Playing several positions and being a team player Organization Structure and Design, Head Start Johnson and Johnson Management Fellows Program, Professor Emeritus Anthony P. Raia 35

Let s examine roles within an agency High High Difference Low Interdependence High Difference High Interdependence Difference Between Jobs Low Low Difference Low Interdependence Low Difference High Interdependence Low Integration Between Jobs High 36

HSPPS 1302.92 Training and Professional Development Strategy: A Coordinated Approach 1302.101(b) At the beginning of each program year, and on an ongoing basis throughout the year, a program must design and implement program-wide coordinated approaches that ensure: (1) The training and professional development system, as described in 1302.92, effectively supports the delivery and continuous improvement of high-quality services 37

The New Paradigms Delayering (fewer levels of management) Flexible and interconnected networks Focus on customers and employees Empowerment and shared authority Systems Thinking Managers as coaches and facilitators 38

Some Basic Concepts Division of Labor Specialization Departmentalized Coordination Via the basic structure Via managers Via job descriptions Span of management Span versus levels 39

Additional Concepts Delegation Centralization vs decentralization Interdependence Tasks Information Resources 40

New Skills Needed Managing flexible structures Working in groups and teams Managing conflict and differences Increased interpersonal skills Managing change Increased analytical skill Consulting skill 41

New Behaviors Operating from an influence base Reflecting and learning from experiences Continuous improvement and review Experimenting and risk-taking 42

New Attitudes Increased tolerance for ambiguity Psychological toughness Willingness to incorporate feedback Independent and interdependent Self-motivated and self-controlled Accepting of difference in others Secure and accepting of self 43

Some Design Considerations Strategy the design must support your strategy Environment if unpredictable more flexibility is needed Controls some activities need special control while others don t Size a small organization could be paralyzed by too much specialization 44

Additional Design Considerations Incentivesaligned with business strategy and purpose Continually assess your structure and design Re-alignment may be necessary as the environment changes Organization Design: Aligning Organizational Structure with Business Goals, https://www.mindtools.com/pages/article/newppm_95.htm 45

Table Top Exercise What are the greatest challenges your organization will face in the next five years? What are some of the principles you have heard today that will inform you as you determine your organization s future? 46

Strategy: Communicate Effectively Model strong communication skills Involve stakeholders in assessing the program s communication practices Invite stakeholders to help you develop and implement a communication plan that includes a process for conflict resolution Include expectations in job descriptions Provide staff with training, as needed Hold people accountable for good communication 47

Final Thoughts Subpart B reflects increase in duration of services Subpart I identifies staff competencies The shift from compliance to continuous improvement Organizational strategy will define structure 48

Contact PMFO pmfo@ecetta.info https://eclkc.ohs.acf.hhs.gov/ hslc/tta-system/operations Call us: 888.874.5469 49