STANDARD OPERATING PROCEDURES - HSGD Internal Web …



HEAD START of Greater Dallas, Inc.

STANDARD OPERATING PROCEDURES

SITE MANAGER

Table of Contents

Mission/Vision Statement 3

I. Introduction

Philosophy of HEAD START of Greater Dallas, Inc. 5

Purpose of Manual 5

II. Job Descriptions

Site Manager 7

Education Specialist 16

III. Chain of Command

Organizational Chart 24

IV. Administration of Centers

A. Center Operations 26

1. Check-In/Out Procedures 28

2. Community Partnership 29

3. Accreditation/Re-accreditation procedures for centers 30

4. Annual Closing (end of year) 30

5. Summer Centers 30

6. Permanent Closing of Centers 31

B. Licensing Procedures 31

1. Licensing procedures for existing centers 31

2. Licensing procedures for new centers 34

V. Duties and Responsibilities of Content and Administration Areas

A. Monitoring of Content Area 36

B. Family Advocate 36

Table of Contents

C. Transition 37

D. Education 37

E. Health 38

F. Special Services/Mental Health 38

G. Nutrition 39

H. Quality Assurance 39

I. Human Resources 39

J. Finance 40

K. Purchasing 41

L. Repair/Maintenance 41

M. After Hours Emergency Procedures 41

N. Transportation 41

O. Field Trip Procedures 42

P. Training 43

Q. Community Development 43

R. Computer Information System 43

mission

“HEAD START of Greater Dallas provides children with the foundation of skills and knowledge they need to be successful in school and life and fosters self-reliant families and communities.”

VISION

A strong community of healthy, self-reliant families actively engaged in giving children hope, direction and skills to succeed in school and life.

I

Introduction

Head Start of Greater Dallas, Inc.

Philosophy

Head Start of Greater Dallas, Inc. provides young children from birth through preschool age from income eligible families with high quality child development services. Head Start children explore and learn in a healthy, nurturing environment, while building self- confidence and social skills. Also, they receive complete medical and dental services. Children with special needs are welcomed into the program and receive individual attention from Special Services staff. Children leave Head Start with a strong foundation for successful learning in school.

Purpose of Manual

The purpose of this manual is to provide consistency of operations and maintain quality services within all Head Start of Greater Dallas, Inc. child development centers and serve as a reference for all managers.

II

Job Descriptions

SITE MANAGER

POSITION DESCRIPTION

POSITION TITLE: Site Manager CLASSIFICATION: Exempt DEPARTMENT: APPROVED BY:

____________________________________________________________________________________________________________________________

REPORTING RELATIONSHIPS

Positions reports to: Associate Head Start Director

Position supervised: Education Specialist, Family Advocates, Custodian, Cook, Receptionist, Professional Volunteers and Teachers

____________________________________________________________________________________________________________________________

POSITION PURPOSE:

Governed by the Head Start Performance Standards the Site Manager: 1) has overall responsibility for maintaining safety and licensing standards that meet or exceed all Head Start federal, state and local requirements; 2) providing support, directions and effort to ensure rigorous standards of building and ground maintenance and sanitation; 3) management of all staff in the center and activities in all content areas; 4) fiscal and budget management in all aspects related to center operations; 5) maintaining the integrity of the program in the center and the HEAD START of Greater Dallas structure; 6) working closely with the program staff and Community Resources to ensure that the Performance Standards and other program guidelines are met in the location; 7) knowledge and proficiency in database reporting; 8) ensuring that current information is always available to staff and parents and; 9) the ability to provide leadership and guidance to support personnel; 10) collaboration with community agencies, corporations and groups; 11) participation on boards, committees, etc., to increase outreach efforts of Head Start.

____________________________________________________________________________________________________________________________

ESSENTIAL FUNCTIONS AND BASIC DUTIES

1. QUALITY – the extent to which an employee’s work is accurate, thorough and neat.

All forms and documents are accurate and submitted in a timely manner.

Volunteer documents are error free

Criminal Background, FBI checks are submitted on all new employees prior to the first day employee reports to center.

Center Personnel Records are maintained and updated monthly as needed and required by the state.

Conduct monthly staff and team meetings to foster sharing information and planning strategies to improve the delivery of services to children and families.

Fire Safety practices are documented monthly, quarterly and annually.

The CACFP documents are submitted each month by due date.

Maintain sign in and out logs for children and staff on a daily basis.

Obtain and maintain NAEYC Accreditation.

Record volunteer time and donations accurately.

Meets federal, state and program documentation requirements by ensuring that the program maintains accurate records.

Performs other related duties as assigned.

Will Supervise the Teachers, Education Specialist, Cook, Cook Assts., Custodian, Family Advocates, and other staff assigned to them.

2. PRODUCTIVITY – the extent to which an employee produces a significant volume of work efficiently in a specified period of time.

Create and maintain a system to ensure seamless service delivery.

Ensure a safe, attractive, well-equipped program environment.

Develop and manage a sound budget.

Establish and implement systems to monitor and maintain equipment, supplies and facilities to ensure center needs are met on a timely basis.

Ensure center capacity is maintained at all times.

Ensure that families are cased managed within 45 days of entry.

Review database report modules weekly to ensure that service to families are delivered.

Maintain 85% Average Daily Attendance.

Analyze and correct causes of absences.

Implement a yearly plan with follow-up to measure efficiency and compliance of each Content Area with Federal, State and Local standards and regulations.

Advance program quality by linking current research, resources and program data to practice.

Develop meaningful and realistic program plans based on program needs.

Promote a collaborative, productive working environment by following established communication protocols.

3. JOB KNOWLEDGE – the extent to which an employee possesses the practical and technical knowledge required on the job.

Possess a working knowledge of program standards and regulations (Office of Head Start).

Understands Texas State Minimum Standards and Regulations.

Knowledge of licensing and child abuse reporting procedures including agency procedures.

In-depth knowledge of Head Start Content Areas and Departments.

Knowledge of Community Needs Assessment (required by OSH).

Has the ability to develop, maintain and monitor the center’s budget.

Knows specifications required for donations and non-federal.

Possess technical skills to access the data base, send, retrieve emails, and maintain monthly calendars. Knowledge of Microsoft Office.

Clear, concise and error-free writing.

Creative and dedicated to developing others.

Relates well to corporate and individual stakeholders.

Understands all aspects of the job.

Knowledge of the Licensing and Child Abuse reporting procedures.

4. RELIABILITY – the extent to which an employee can be relied upon regarding task completion and follow-up

Maintain required center postings and licensing information

Post current employees by name and position

Report and document all repairs within the SOP’s time frame within 8 hours, follow-up completed within 24 hours.

Provide orientation for all new employees

Maintain center enrollment

Complete all required safety, classroom and facility checks.

Ensure that all classrooms have appropriate supplies and materials.

Ensure delivery of service by all content areas

Ensure that the center meets safety and OSHA requirements

Establish and maintain communication with community businesses, agencies, high schools and colleges to publicize Head Start.

Demonstrate to staff effective leadership through participatory management approach.

Maintain an adequate number of qualified staff who meet position requirements.

Hire and promote qualified staff who support the program’s philosophy and goals; and who culturally and linguistically represent the community.

Train all staff on program history, philosophy, agency policies and requirements.

Advance staff performance by meeting regularly with individual staff to provide performance feedback.

Promote staff development by using reflective supervision and the performance appraisal system to assess staff skill and interest.

Establish professional development goals and plans; monitor progress and provide feedback.

Take accountability for all departmental activities.

Demonstrate to staff effective leadership, management supervision, techniques to foster high job performance, retention, attendance, punctuality and maintain morale of staff.

5. ATTENDANCE – The extent, to which an employee is punctual, observes prescribed work break and meal periods and has an acceptable overall attendance record.

Follows appropriate notification procedures.

Arrives at work on time.

Adhere to the Agency’s Attendance policies.

Records destination when leaving the center.

Adheres to agency electronic time procedure.

6. INDEPENDENCE – the extent to which an employee performs work with little or no supervision.

Provides direction and guidance to all staff to ensure that:

• Child staff ratio is maintained at all times.

• Adequate supervision is provided at all times..

• A positive and customer-friendly work environment is maintained.

• All State, local and federal updates are circulated.

• A relationship is established and continued with community social service agencies to help promote a positive image of Head Start.

• Families are involved in program decision-making.

• Independently pursue opportunities to learn.

7. CREATIVITY – the extent to which an employee possesses ideas, finds new and better ways of doing things

Contribute program improvement ideas.

Celebrate cultural events, local and national.

Supports staff retention by creating an environment that fosters equity and provides opportunities for professional growth.

Secures staff buy-in to program and service area goals by eliciting their input and discussing the goals content and rationale.

Executes plans and policies by developing procedures, protocols, and schedules that ensure their full implementation.

Employs a culturally competent and flexible approach when working with those from various cultures by acknowledging, accepting, and accommodating differences (e.g., providing information in an understandable format and or language for those who have limited or not reading skills or who are English language learners)

8. INITIATIVE – the extent to which an employee seeks out new assignments and assumes additional duties when necessary.

Takes appropriate initiative to participate in leadership coaching and empowerment trainings.

Establish and maintain relationship with community agencies, businesses, colleges, and schools.

Ensure volunteers feel welcome, comfortable and valued.

Develop a process to conduct monthly volunteer recognition.

Create plans to share information internally, web page externally on Center events.

Participates on Community Advisory committees, special school projects and grant programs.

9. ADHERE TO POLICY – the extent to which an employee follows safety and conduct rules, other regulations and adheres to all policies.

Ensure that all staff receives orientation on the policies and procedures for the Agency.

Conducts trainings on the Minimum Standard (OSHA, CCAFP and guidelines) annually.

Adheres to departmental procedures including the administration of the Personal Handbook

Adhere to departmental procedures (Finance, Purchasing, Community Resources, Training and Quality Assurance)

Ensures that all staff follow protocols (e.g. chain of command, confidentiality) when communicating with others in the program, families, governing body, policy group, committees, and those in other community programs.

Ensure program’s adherence to applicable federal, state, local and program standards, policies, and procedures by keeping abreast of these requirements and by promoting staff’s understanding and implementation of them.

10. INTERPERSONAL RELATIONSHIPS – the extent to which an employee is willing and demonstrates the ability to cooperate, work, and communicate with coworkers, supervisors, customers, vendors, and subordinates.

Build an understanding of the program by communicating its philosophy, mission and services to staff, families, and the community and by supporting staff to do the same.

Demonstrate respect for others by sharing information objectively and non-judgmentally and adjusting verbal and written communication strategies for different audiences.

Facilitates communication with others by using available technologies (e.g., fax, voice-mail, computers –e-mail, file sharing) and by supporting staff to do the same.

Represent the community’s cultural and linguistic diversity throughout the program by ensuring that staff, committees, practices, materials, and activities reflect this diversity.

Maintains professional boundaries in relationships with staff and families by distinguishing between others’ needs and one’s own, guarding against abuse of power and sexual misconduct, and using appropriate language.

Strengthens staffs, the program’s, and the community’s commitment to family empowerment by establishing expectations for engaging with families, acknowledging the contributions they make, and modeling approaches for working with families as full partners.

Assists with questions and problems courteously and promptly; obtains and conveys information as needed.

11. JUDGEMENT – the extent to which an employee demonstrates proper judgment and decision-making skills when necessary.

Must have ability to make decisions when necessary as the need arises.

Keeps management appropriately informed of area activities and of any significant problems.

Works collaboratively (directly or through other program leaders) with committees, the policy group, and the governing body by sharing data, problem solving, acting on their recommendations, and/or implementing policies and plans generated by them.

Supports the governing body, policy group, and advisory committee members in making informed decisions about the program plans (e.g., strategic, improvements, and service areas) and policies by training members on the program’s philosophy and requirements and by providing them with accurate and timely information.

Determines child, family, staff, and or program needs and accomplishments by establishing protocols and schedules for gathering an analyzing initial and ongoing assessment data.

Monitors staff performance by creating and or implementing systems for observing practices, reviewing records, gathering feedback from stakeholders, and documenting results.

Performs an annual review of staff performance that is supervised by Site Manager, utilizing monitoring system tools, including collaboration with Education Specialist.

Performs new hires, transfers, and promotion performance evaluations as required by the personnel handbook.

Promotes effective use of program data by developing and or implementing a process for creating reports and sharing them with other program decision makers.

Monitor services provided by external consultant, organizations, and or vendors by detailing expectations for services and deliverables in the sub-contracting agreement, establishing a review schedule, and designating staff to review and report on the service provided.

Use sound and prudent decision making skills when performing appraisals of staff performance.

_______________________________________________________________________________________________________________________________

PERFORMANCE MEASUREMENTS

QUALIFICATIONS

Education/Certification:

Bachelor of Arts or Science degree in Child Development or Early Childhood Education, Human Development, Business Administration; or a Bachelor Degree in a related field with six (6) college credit hours in business management and twelve (12) college credit hours in Child Development or Early Childhood Education. The degree must be from an accredited university.

Required Knowledge:

Knowledge of early childhood education

Knowledge of budgets and Excel spreadsheets

Experience Required:

2-5 years of supervisory experience

Skills/Abilities:

Must possess intermediate computer skills

Able to public speak

_______________________________________________________________________________________________________________________________

PHYSICAL ACTIVITIES AND REQUIREMENTS OF THIS POSITION

Finger dexterity:

Using primarily just the fingers to make small movement such as using computer keyboard, picking up small objects

Talking:

Able to convey detailed important information instruction or ideas, accurately, loudly or quickly

Average hearing:

Able to hear average or normal conversation and receive ordinary information

Repetitive motions:

Movements frequently and regularly required using the wrist, hands, and fingers

Average visual abilities:

Movements frequently and regularly required

Physical strength:

Sedentary work, sitting most of the time, some walking, able to lift up to 40 lbs of force

_______________________________________________________________________________________________________________________________

WORKING CONDITIONS: No hazardous or significantly unpleasant conditions

MENTAL ACTIVITIES AND REQUIREMENTS OF THIS POSITION

Reasoning ability:

Ability to apply common sense understanding to carry out instructions in written, oral, or diagram form

Ability to deal with problems and provide solutions

Mathematics ability:

Ability to add, subtract, multiply and divide and must have experience in developing monitoring and adjusting a budget.

Language ability:

Ability to read and interpret documents such as personnel policies, procedures manuals

Ability to write routine reports and correspondence

Ability to speak before groups or employees

INTENT AND FUNCTION OF JOB DESCRIPTIONS

Job descriptions assist organizations in ensuring that the hiring process is fairly administered and that the qualified employees are selected. They are also essential to an effective appraisal system and related promotion, transfer, layoff, and termination decisions. Well constructed job descriptions are an integral part of any effective compensation system.

All descriptions have been reviewed to ensure that only essential functions and basic duties have been included. Peripheral tasks, only incidentally related to each position, have been excluded. Requirements, skills and abilities included have been determined to be the minimal standards required to successfully perform the positions. In no instance, however, should the duties, responsibilities, and requirements delineated to be interpreted as all inclusive. Additional functions and requirements may be assigned by supervisors as deemed appropriate.

In accordance with the Americans with disabilities Act, it is possible that requirements may be modified to reasonably accommodate disabled individuals. However, no accommodations will be made which may use serious health or safety risks to the employee or others or which impose undue hardships on the organization.

Job descriptions are not intended as and do not create employment contracts. The organization maintains its status as an at-will employer: Employees can be terminated for any reason not prohibited by law.

EDUCATION SPECIALIST

POSITION DESCRIPTION

POSITION TITLE: Education Specialist CLASSIFICATION: Exempt

DEPARTMENT: APPROVED BY:

_______________________________________________________________________________________________________________________________

REPORTING RELATIONSHIPS

Position reports to: Site Manager

Positions supervised:

_______________________________________________________________________________________________________________________________

POSITION PURPOSE:

Establish and maintain an organizational structure that supports the accomplishments of the program objectives.

_______________________________________________________________________________________________________________________________

ESSENTIAL FUNCTIONS AND BASIC DUTIES

1. QUALITY – the extent to which an employee’s work is accurate, thorough and neat.

The Education Specialist will be responsible for developmental screening and on-going assessment process; mentor/coaching and teacher training; evaluating classroom environments; facilitating parent interactions; implementation of continuity of care; assisting teachers with children with challenges and children transitioning from the program; integration of Performance Standards for the education content area; and promoting advocacy between Head Start and other support programs.

Provides ongoing training on completion of lesson plans, Assessment, Portfolios, Home Visits, Parent Conferences, Transition Folders, Field Trip Forms, other forms/educational requirements. Training should occur monthly and documented via database.

Trains New Teachers on the agency’s guidelines for implementation of continuity of care and ensures that the outlined procedures are followed and training must be documented.

Assist Teachers in preparation and completion of the requirements for CDA/CDA renewal or continuing education upon request. Must be reviewed annually with documentation of teacher status.

Participates in the design and implementation of Teacher in-service training based on classroom observations. Participates in one in-service per year.

Conducts classroom observations using various tools (ECERS, CLASS, Database) as appropriate; quarterly or as needed in each assigned center via database. Reports are entered into database within seven days of completion.

Provides on going mentoring and coaching for teachers at assigned centers a minimum of 1 hour per week, per classroom modeling effective teaching behavior and must be documented.

Helps staff advance program quality by supporting them in linking current research, resources, and program data to their practice and by discussing program quality issues and ways to advance practice.

Monitors and checks children’s Portfolios for content and accuracy and assisting teachers as necessary and appropriate.

Advocates for resources to improve program quality by offering suggestions and providing information about needed resources during the program’s planning and budget development process.

Advances excellence and progress in the field by advocating for high-quality child and family services at the program, community, state, and/or federal levels.

Maintains effective and positive collaborations with Site Manager to ensure quality of the classroom and teacher performance.

2. PRODUCTIVITY – the extent to which an employee produces a significant volume of work efficiently in a specified period of time.

Ensures the administering of the developmental screening of all children enrolled within 45 days of entry into the program.

Maintains appropriate documentation of training provided to the education staff on and off site and ensures that each staff member records and maintains required documentation for licensing and Head Start purposes.

Approves the selection of appropriate educational materials to be used in the classrooms and review as needed.

Maintains appropriate documentation of training provided to the education staff on and off site and ensures that each staff member records and maintains required documentation for licensing and Head Start purposes.

Ensures teaching staff adheres to all timelines set forth by the Education Content area.

Improves efficiency and effectiveness by using technology to enhance and/or create systems to share and track information about service delivery.

3. JOB KNOWLEDGE – the extent to which an employee possesses the practical/technical knowledge required on the job.

Provides ongoing training for teachers and other Support Staff at assigned centers with a minimum of five hours per month (e.g. individual, large or small groups) and submit report to the Site Manager.

Assist twice per year in determining the needs of teaching staff for agency wide training conferences and sessions.

Assists in the training process through speaking, preparing handouts, organizing training manuals, at least once per year.

Provides information to families and team members regarding child and family centered agencies.

Collaborates with outside sources concerning appropriate educational strategies and works to bring resources into centers. Reviews annually.

The Education Specialist will make recommendations to Site Manager to execute plans and policies by developing procedures, protocols, and schedules that ensure their full implementation.

Builds an understanding of the program by communicating its philosophy, mission, and services to staff, families, and the community and by supporting staff to do the same.

4. RELIABILITY – the extent to which an employee can be relied upon regarding task completion and follow-up.

Submits a monthly time schedule for the completion of weekly goals and accomplishments per assigned center and copies submitted to Site Manager each month.

Reviews records of all children in assigned centers quarterly to ensure they are current. Files all Home Visits, Parent Conference forms, and screening results in the children’s permanent file.

Maintains database control sheet indicating services completed by the Education Content area. Updates must occur monthly.

The Education Specialist is part Center’s team of coverage in the absence of the Site Manager; assignments are made by the Site Manager in accordance with the Minimum Standards.

5. ATTENDANCE – the extent to which an employee is punctual, observes prescribes work break/meal periods and has an acceptable overall attendance record.

Is accountable for any time away from the center during scheduled work hours, i.e. home visits, community meetings and conferences.

Performs other duties as assigned.

6. INDEPENDENCE – the extent to which an employee performs work with little or no supervision.

7. CREATIVITY – the extent, to which an employee possesses ideas, finds new and better ways of doing things.

Staying within the guidelines suggested in the Education Specialists Handbook uses knowledge and experience to create an environment that will allow teachers and other staff the opportunity to be part of a team.

Has the ability to use resources and provide training and guidance creatively.

Represents the community’s cultural and linguistic diversity throughout the program by ensuring that staff, committees, practices, materials, and activities reflect this diversity.

8. INITIATIVE – the extent to which an employee seeks out new assignments and assumes additional duties when necessary.

Maintains annual membership of the Head Start Association, National Association for the Education of Young Children or other organizations involved in the education of young children and their families.

Furthers professional growth by seeking feedback, reflecting on and assessing own practice, and taking advantage of opportunities to improve skills and knowledge.

Maintains 60 hours of training related to Early Childhood Development or other job related skills (training conducted is included).

Promotes a collaborative, productive working environment by following established communication protocols, clearly articulating expectations, outcomes, and timelines, and using conflict resolution and negotiation skills when needed.

9. ADHERENCE TO POLICY – the extent to which an employee follows safety and conduct rules, other regulations and adheres to all policies.

Supports staff retention by creating an environment that fosters equity and provides opportunities for professional growth.

Advances staff performance by meeting regularly with individual staff to provide performance feedback based on expectations contained in job descriptions, program plans and monitor progress.

Supports staff retention by creating an environment that fosters equity and provides opportunities for professional growth.

Ensures program’s adherence to applicable federal, state, local, and program standards, policies, and/or procedures by keeping abreast of these requirements and by promoting staff’s understanding and implementation of them.

10. INTERPERSONAL RELATIONSHIPS – the extent to which an employee is willing and demonstrates the ability to cooperate, work, and communicate with coworkers, supervisors, customers, vendors, and subordinates.

Builds an understanding of the program by communicating its philosophy, mission, and services to staff, families, and the community and by supporting staff to do the same.

Demonstrates respect for others by sharing information objectively and non-judgmentally and adjusting verbal and written communication strategies for different audiences.

Daily assist other team members that need help in meeting the needs of children and families.

11. JUDGMENT – the extent to which an employee demonstrates proper judgment and decision-making skills when necessary.

Demonstrates the ability to use sound judgment when interacting with staff, parents and community.

Minimizes the agency’s financial and legal risk by assessing exposures to liability, improving internal controls and other program practices, training staff and monitoring their compliance with requirements.

Maintains professional boundaries in relations with staff and families by distinguishing between others’ needs and one’s own, guarding against abuse or power and sexual misconduct, and using appropriate language.

_______________________________________________________________________________________________________________________________

PERFORMANCE MEASUREMENTS

QUALIFICATIONS

Education/Certification:

Bachelors’ degree in Child Development or Early Childhood Education or Psychology or Family and Human Development.

Required Knowledge:

Knowledge of Microsoft Office

Knowledge of curriculum planning

Knowledge of evaluating classrooms

Knowledge of training staff

Knowledge of lesson planning

Knowledge of administering assessments

Awareness of and sensitivity to diverse, ethnic and cultural issues.

Experience Required:

Two years of teaching experience in an early childhood setting.

Skills/Abilities:

Basic to intermediate computer skills.

Able to attend occasional evening or weekend meeting or activities.

Ability to communicate effectively with parents and staff.

_______________________________________________________________________________________________________________________________

PHYSICAL ACTIVITIES AND REQUIREMENTS OF THIS POSITION

Finger dexterity:

Using primarily just the fingers to make small movement such as using computer keyboard, picking up small objects.

Talking:

Able to convey detailed is important information instruction or ideas, accurately, loudly or quickly.

Average hearing:

Able to hear average or normal conversation and receive ordinary information.

Repetitive motions:

Movements frequently and regularly required using the wrist, hands, and fingers.

Average visual abilities:

Movements frequently and regularly required

Physical strength:

Sedentary work, sitting most of the time, some walking, able to lift up to

_______________________________________________________________________________________________________________________________

WORKING CONDITIONS: No hazardous or significantly unpleasant conditions.

MENTAL ACTIVITIES AND REQUIREMENTS OF THIS POSITION

Reasoning ability:

Ability to apply common sense understanding to carry out instructions in written, oral, or diagram form.

Ability to deal with problems and provide solutions.

Ability to analysis.

Mathematics ability:

Ability to add, subtract, multiply and divide.

Language ability:

Ability to read and interpret documents such as personnel policies, procedures manuals.

Ability to write routine reports and correspondence.

Ability to speak before groups or employees.

INTENT AND FUNCTION OF JOB DESCRIPTIONS

Job descriptions assist organizations in ensuring that the hiring process is fairly administered and that qualified employees are selected. They are also essential to an effective appraisal system and related promotion, transfer, layoff, and termination decisions. Well constructed job descriptions are an integral part of any effective compensation system.

All descriptions have been reviewed to ensure that only essential functions and basic duties have been included. Peripheral tasks, only incidentally related to each position, have been excluded. Requirements, skills and abilities included have been determined to be the minimal standards required to successfully perform the positions. In no instance, however, should the duties, responsibilities, and requirements delineated to be interpreted as all inclusive. Additional functions and requirements may be assigned by supervisors as deemed appropriate.

In accordance with the Americans with disabilities Act, it is possible that requirements may be modified to reasonably accommodate disabled individuals. However, no accommodations will be made which may use serious health or safety risks to the employee or others or which impose undue hardships on the organization.

Job descriptions are not intended as and do not create employment contracts. The organization maintains its status as an at-will employer: Employees can be terminated for any reason not prohibited by law.

III

Chain of Command

(Waiting on current organizational chart for the Chain of Command section to be complete.)

IV

Administration of

Centers

A. Center Operations

This section is designed to assist Site Managers in the general daily operation of a center to ensure the consistent and successful delivery of services. The Site Manager will oversee the complete operation of a center exhibiting the following skills:

• Managing

• Coaching

• Supervising

• Directing, advising

• Planning, coordinating, scheduling,

• Supporting, communicating, and active listening.

Site Managers are responsible for:

• Budgeting

• Appearance and cleanliness of the building,

• Appropriate child development practices,

• Consistent service delivery from all content areas via monitoring and conferencing with appropriate specialists

• Staff’s adherence to all policies and procedures

• Meal service

• Security of the building

• Keeping inspections (health, fire, alarm, gas leak test and licensing), current

• Maintaining compliance with minimum standards, performance standards, NAEYC, and each content area and department SOP’S

Site Managers collaborate with the resource associates and department directors for:

• Updates

• Trainings

• Orientations

Collaborates with the content area specialists for all meetings which are held:

• To inform

• To share

• To receive and to give information at;

• Staff meetings (as determined by Site Manager but, at least bi-monthly)

• Team meetings (monthly)

• Case management meetings (monthly and as needed)

• Staffing (as needed)

• Parents meeting (monthly)

• Planning meeting (as needed)

• Individual meetings (weekly)

The Site Manager generates or delegates the following activities:

• Center calendars; newsletters; take Home activities for parents as well as staff.

• Other center activities such as center carnivals, pictures days, etc.

• She/He networks and coordinates with others for ordering; repairing; conferences; security of the building and safety of the children, parents and staff.

The Site Manager is to perform center observations on a daily basis. He/She will walk thru the center at various times during the day using “the management by walking around” technique, preferably mornings, mid-afternoon and afternoons.

After arrival to the center:

• Visit each classroom, kitchen, restrooms and outside of the building for readiness of the children, safety and appropriateness

During the day observe for:

• Appropriate interaction, daily routines being followed

• Policies being followed

• Proper adult/child ratio

• Attractive meal services

• Proper eating utensils

• Children serving self

• Needed repairs; make a repair order request, if repairs are needed.

• Cleanliness of floors

• Number of children who are present

• Greeting of children, parents and other staff

• Children less than 9 months should be held while fed

• Toddlers cannot serve themselves hot food

Note: These documented observations and feedback sessions will influence/persuade responses and ratings on the annual job description/evaluation.

If there is not any noticeable change in the desirable behavior, an action plan will be completed and followed up.

• Checklists are provided in each content area to assist the specialist as well as the Site Manager to stay on task, focused, and in compliance. Each checklist serves as a “check and balance” system.

• The Site Manager will use the education content area checklist to monitor the education service delivery as well as other checklist from other content areas.

• Monitoring tools introduced and provided to all Site Managers by the quality assurance department will be used periodically to assure compliance according to NAEYC, minimum standards, performance standards, and the SOP’S from each content area. Again, allow time for corrections. Agree upon a day for review or follow – up.

At any time refer to the individual SOP’S from each content area and department for detailed procedures and directions.

Site Manager will be responsible for completing the following check list on the database:

• Daily Playground check-list

• Monthly check-list

• Center Profile

• Health/Safety check-list

• Monthly/Quarterly

• Fire

1. Check- in procedures

The Site Manager is responsible for the execution of the check in procedures. All children are required to have a health check daily by a designated staff member. All backpacks are to be checked for unusual and dangerous objects and toys.

(See official procedures in Health SOP)

Head Start

At the beginning of each child’s stay at the center the child will be assessed daily, in order to detect possible child abuse and prevent the spread of communicable diseases. Once a child has been accepted into a center, that child becomes Head Start’s responsibility until the parent/guardian picks the child up from the center. In order to prevent a delay of care, it is best never to accept a sick child rather than trying to contact the parent after he/she has left the center. This should be done prior to the parent/guardian leaving the center. The teacher or an assigned staff person should have the responsibility of checking in the children. The following is a recommended guideline for the check in procedure for children in the Head Start centers.

Greet the parent/guardian and the child.

Ask the adult about the child’s last 24 hours. How was he/she last evening? Did he/she sleep OK last night?

Ask the child how he/she feels this morning? Did he/she sleep OK last night?

(Children in most cases will be truthful.)

Document daily any concerns from the previous day.

Observe the child for any change in behavior (sluggish, sleepy, crying, and irritable.)

If the child has complaints, inquire to the parent as to the reason for these complaints and ask if a doctor has seen the child.

Rule out a fever (>100.4 F or above). If a rash is present, request a Health staff member

(If present at the center) to assess the child.

Check eyes for redness, swelling, or drainage. (R/O conjunctivitis, injury)

Assess the head for any bruises, patches, or nits (R/O tinea capitis, injury, and pediculosis.)

Look at extremities and hands for sores, swelling rashes (R/O impetigo, scabies, injuries).

If the child mentions a complaint of pain, assess the stomach and back for bruises, cuts, or rashes.

If the child is a known asthmatic, observe for fast breathing. Ask when the last treatment was given (R/O bronchitis asthma or allergic reaction.)

Early Head Start

It is the responsibility of the earliest EHS teachers to perform the routine morning health check in the classroom daily in the presence of child’s parent; along with assistance from the health staff when there are concerns. Classroom check ins are done because of the ages of our children, and the teachers knows their children’s temperament best, and can often tell when something appears wrong with the child.

Therefore, please follow these procedures during morning routine health check-in, also do not allow the parent to leave the child before check-in has been completed.

• Feel the child’s face, hands, stomach, legs for sign of fever in the parent’s presence. If, the child feels unusually warm, take his/her temperature before allowing the parent to leave.

• Look at the child closely, any signs of bruises, blisters, burns, swelling, etc., ask the parent about it. If the explanation seems logical or not harmful to the child, have the parent to document it on the sign in sheet before leaving the child.  If the condition seems serious, call the health person in for determining whether or not the child can stay for the day and any medical treatments needed.

• Question the parents in the mornings, ask “how did the child sleep last night,” “is there anything special that we need to be aware of, for example, did he/she take any medication this morning, if yes, what kind, and what for, will it cause the child to be sleepy, sluggish?” If the child is unable to participate in the day’s activities, the parent should take him/her back home. However, a health person, if possible, should help with this determination.

• If the parent indicates someone different will be picking up the child, ask if they are on the pickup list, if not have the parent to give you the person’s name in writing, and to inform the person to bring a picture ID, such as drivers license, work badge, etc.

These are general guidelines for children who have entered the Head Start/Early Head Start centers. It is the responsibility of all Head Start/Early Head Start staff to be alert for child abuse and communicable diseases in our centers in order to ensure a safe and healthy environment for our children.

2. Community Partnership

It is important to establish community partnerships in order to provide the highest level of services to children and to encourage the community to share the responsibility for the development of children and families.

Feeder School

Establish and maintain contact with the principal in your local feeder schools. Provide principle with information packet to make them aware of the services that we provide. Ongoing communication and collaboration is necessary to support children and families in making smooth adjustments to public schools. In January the Site Manager along with designated center personnel will work with the principal to schedule a transition fieldtrip which will take place in March, April, or May.

Service Providers

Network and participate in meetings with local providers to ensure the needs of the children and families in your local area are addressed. (G.E.D., ESL, Food bank). Work with these providers to achieve shared goals and to ensure services are not duplicated.

Local Businesses and Organizations

Establish and maintain contact with businesses and organizations to use as sources of donated goods and other resources. Mail letters or visit each location to solicit donations when needed. Also, request for community volunteers through businesses and organizations to enhance services and provide positive role models for the children and families. Ensure that thank you notes are sent regularly to all businesses and organizations during center and or agency volunteer appreciation events.

Required Postings

The Site Manager will make sure postings are visible through- out the center as indicated on the database center profile.

3. Accreditation/Re-accreditation procedures for centers

The Site Manager initiates the process by applying to the National Academy of Early Childhood Programs and paying an application fee. (See Accreditation Fee Structure). The telephone number for the Academy is 1-800-424-2460 or .

Additional assistance can be obtained from agency's N.A.E.Y.C. Liaison.

4. Annual Closing (End of School Year)

Site Manager and Family Advocate will remind parents of center closing for summer.

• Centers closing for the end of the school must secure all equipment and materials to avoid theft if a burglary occurs during the time the center is closed.

• Computers should have locks on them to prevent loss in case of burglary.

• If the computers do not have locks, call the IT department to request assistance for instructions for disconnecting and storage of computer equipment.

• Site Manager will contact the Post Office in the center’s area to request holding the mail until staff returns to work.

• Early Head Start is open year round.

5. Summer Centers

Each summer center will be selected to remain open as determined by the agency. Summer surveys will be distributed to each family by the Family Advocates. Priority will be given to the families who meet the Following criteria:

• Families with enrolled children who need to continue special services during the summer.

• Two parent/guardian families with both parents who work.

• Single parent/guardian who work.

• Full time students with an enrolled child.

• Early Head Start children will have priority to summer slots if they meet the above criteria.

Children considered for summer care must also have had good attendance during the school year before they will be considered for summer centers.

Site Manager will ensure the following steps:

• Surveys must be collected by the Family Advocate and turned into the Family Services Manager who will then select the families who meet the criteria for summer attendance.

• A list will be sent to all centers of the families selected. Parents must be informed that slots are limited and selections will be based on above criteria.

• The Family Advocate will be responsible for notifying the selected families and for ensuring that the database information of each child selected is up to date and ready for transfer.

6. Permanent Closing of a Center

Permanent closing of a HSGD Center is the decision of the Chief Executive Officer with the approval from the Board of Directors and Policy Council. The Associate Head Start Director and Site Manager will be notified.

The Site Manager will call the local licensing office for the representative and follow the procedure for closing a licensed child care facility.

The Site Manager will compose a letter for all parents to notify them of the center’s permanent closing. The letter will include the rationale given by the CEO and the options for alternative child services for children and families and the exact date of closing.

The Site Manager must be available to answer any questions parents might have regarding the closing.

• Upon approval of the CEO, the Site Manager will notify center staff of center closing and the target date of moving. Center staff will be given instructions as to what equipment will be stored and materials to be given to other centers.

• Site Manager will contact the purchasing department to order boxes for storage of materials/equipment. The Transportation department will be contacted by Site Manager to give the final moving date.

• Site Manager will return personnel files to Human Resources.

A. Licensing Procedures

1. Licensing procedures for existing centers

The following is a general outline of Licensing Requirements:

It is the Site Managers responsibility to know the Texas Minimum Standards. Licensing Representatives conduct inspections to determine if they meet minimum standards and licensing laws. Every licensed facility must be inspected at least once every 12 months and at a minimum one.

inspection per year must be unannounced. The monitoring plan sets the intervals for the inspections by licensing representatives. The plan is based on an assessment of the facility’s compliance history and other pertinent factors. Monitoring plan inspections schedules are a follows:

Plan 1 (more frequent plan) inspections are made at least every 3 to 5 months for all licensed facilities.

Plan 2 (basic plan) inspections are made at least every 6 to 9 months for all licensed facilities.

Plan 3 (less frequent plan) inspections are made at least every 10 to 12 months for all licensed facilities.

All licensed child care facilities are assigned a licensing representative according to their zip codes.

• If the Site Manager does not know who their representative is, follow the instructions below.

• Call the Texas Department of Protective and Regulatory Services at 214-951-7902.

• Provide agency representative with the Name of the Center and the zip code.

• Site Manager will document information and file for future references.

Upon arrival for inspection, the Licensing Representative will inform the Site Manager or designated person which section of the Minimum Standard he/she will be inspecting. The following list consists of Standard areas the Licensing Representative may request:

• Administration

• Record Keeping

• Personnel

• Child/Caregiver Ratios and Group Sizes

• Activities and Activity Plan

• Naptime

• Field Trip

• Safety Practices

• Physical Facilities

• Outdoor Safety and Play Equipment

• Water Play

• Fire Safety and Emergency Practices

• Transportation

• Documentation of staff training

• Emergency Preparedness Plan

The Site Manager is responsible for keeping all inspections current:

• Health Inspection

• Gas Leak

• Fire Inspection

• Current Child Care License

• Grease Traps

• Fire Extinguishers

• Alarm Certificates

•

The Site Manager is responsible for maintaining records of:

• Copies of last Licensing Report

• Fire Drills

• Health Inspections

• Gas Leaks

• Fire Inspections

• Personnel Records

• Other requirements that pertain to the city where the center is located.

These records must be placed in an area (binder) or bulletin board where they are accessible to the Site Manager or designated person in charge in the absence of the Site Manager.

A copy of the Minimum Standards must be available to parents as well as staff to view.

Fire/Health Inspection

• It is the responsibility of the Site Manager to contact the local Fire Marshall to obtain requirements for requesting fire inspections and the Health department in the city where the center is located

Gas Leak – Gas Leak checks are only for Centers that have gas as one of the sources of energy.

• The agency has an approved vendor to complete the gas leak check. The agency has a re-inspection schedule for all centers requiring gas leaks. Site Manager will call purchasing if vendor did not complete inspection in a timely manner.

Annual License Renewal – Each Licensed Head Start Center will receive an Annual Renewal from the Texas Department of Protective and Family Regulatory Services 30 days prior to expiration.

• Complete the fee schedule form and attach/scan it to the check request on e-form.

Affidavit for Applicants for Employment with a Licensed Facility

• This form is completed at Central Office during orientation for new employees and volunteers. This form is also to be placed in Center Staff file.

Consent for Criminal Background Check

• This form is required in order to process a criminal background check and is completed at Central Office for employees and volunteers

Criminal History Check – The Site Manager is responsible for renewing Criminal History checks every 2 years. The request for Criminal History Central Registry Check will be completed by Site Manager and all center staff and volunteers.

• The cost of the check is $ 2.00 per employee. Site Manager will complete and attach a check request to the Request for Criminal History and Central Registry Check form. The

form and check request will be turned into the Finance department for processing. Be sure to keep a copy for your records.

• FBI Finger Print Background checks

• Following the completion of the criminal history checks, the site manager is responsible for scheduling the finger print check for each center employee.

Staff Personnel Records – The Site Manager is responsible for monitoring Staff Records for the following required documentations pertaining to Licensing:

• TB Skin Test

• First Aid/CPR

• Staff Record

• Training Hours (Director 20 clock hours, Staff 15 clock hours)

• Employment Affidavit

• Credentials

• Criminal History Check

• Discipline and Guidance Policy

• Center Operational Policies

• Copy of Drivers License/State Issued I.D./Employee Badge

• Application/Resume

2. Licensing Procedures for New Centers:

Licensing is the process used to show accountability for the health and safety of children in child care. It gives permission to operate based on meeting established standards. These standards cover building safety, physical space, teacher child ratio, staff qualifications, program operations and record keeping. The standards also vary according to the type of facility.

The Site Manager will call the Texas Dept. of Family Protective Services and request an application for Child Care Licensing. All documents enclosed in the packet must be filled out completely and signed by the CEO.

• A check request must be attached for the licensing fee. The Child Care Fee Schedule provides the information on the amount of fee.

The licensing process for new center involves areas of both local and state departments. Once a site has been selected and secured, it must be inspected by the city building department for a certificate of occupancy (this varies according to the area where the center will be located); the fire department, health and sanitation and gas check must also be completed. Without these inspections, the facility cannot open.

Once all inspections are cleared, licensing will send a representative to perform the preliminary licensing check. This check includes examining all sections of the minimum standards.

V

Duties & Responsibilities of Content &

Administration

Areas

V. Duties/Responsibilities of Content and Administration Areas

A. Monitoring of Content Area

This section is to assist in the monitoring of support staff services in HSGD. These areas are general guidelines to assist you with ensuring all services are conducted.

The site manager will:

• Monitor database report to ensure compliance with the HSGD policies.

• Conduct team meetings monthly for communicating and sharing information, cross training and updating status of timelines.

• Monitor timelines for each content area.

See the following Duties and Responsibilities for each Content Area.

B. Family Advocate

The Site Manager will supervise the Family Advocates, and ensure that the following services are

delivered:

• Recruitment, enrollment, re-enrollment occur according to Family Advocate timeline.

• Database review to ensure all documentation and forms are complete.

• Parent meetings are planned and organized in a timely manner.

• Policy Council reports are completed.

• Non-federal contributions are met monthly.

• FPA are completed and case management occurs for all families.

• ADA requirements are maintained at 85%.

• Referrals are made to appropriate agencies. (i.e. G.E.D. E.S.L.).

• Database is monitored regularly or as needed to ensure accuracy.

• Family Advocates follow up and documentations occur daily.

• Attendance is monitored and reasons for absences are documented.

• Ensure that community contacts are conducted.

• At least two home visits are completed annually on all families.

• Refer to Family Advocate checklist/Time-line for specific details.

• Maintain center parent information board and update it regularly.

• Assist with center check-in.

• Complete application on all volunteers and capture finger prints.

• Assist with monitoring the finger print machine.

• Conduct volunteer and parent orientations.

• Ensure volunteers have background checks and T.B. skin test.

Family Advocate - Early Head Start

• Conduct weekly home visits on pregnant women (EHS)

B. Transition

Head Start:

• Based on the decision of the site manager, returning children may return on the first day of school with parent for ½ day.

• The new children are transitioned throughout the week with two ½ days with one being with parent and child from 8:15 a.m. – 11:00 a.m. Then the second ½ day with child or guardian. On the third day, the child will attend a full day.

Early Head Start – Transition into Regular Head Start

• Six months prior to the child turning 3, the parent will seek a Head Start center. If the family qualifies by income, the head start centers will be notified.

• Early Head Start family advocate and the parent will meet. The Early Head Start family advocate will contact the head start center to verify space is available.

• Transition meeting will be conducted between EHS center & receiving HS center and the meeting is conducted at the receiving center site when the child turns 3.

• Site manager will decide what day the child will begin.

• The child will attend with the EHS teacher will conduct three ½ day transition visits at the HS center and return to EHS for lunch and nap time each Wednesday, Thursday, and Friday.

• On Monday of the following week, the parent and child will begin their transition visitation process through Wednesday. (See Transition Plan for EHS)

D. Education

The Site Manager will supervise the Education Specialist and ensure that the following services are delivered:

• Educational screenings are completed within the 45 days of entry into the program.

• Ongoing assessment is conducted according to timeline.

• Classrooms are observed quarterly using the approved observation instrument

• Field trip forms are to be submitted within 30 days of the trip.

• Lesson plans are to be reviewed, signed by the education specialist and site manager and posted in the classrooms.

• Materials and equipment are ordered according to need by the education specialist with input from site manager and teachers.

• Ensure that classrooms are structured to address the whole child.

• Database control sheet are monitored and kept current by education specialist.

• Home visits and parent conferences are completed according to timelines.

• Education specialist is present at enrollment to review Parent Education Handbook and to ensure the completion of the Parent Questionnaire form.

• Education Specialist attends at least 1 parents meeting to conduct trainings.

• Education specialist provides at least 1 teacher training monthly.

• Provides ongoing mentoring for teachers; minimum of one hour or as needed a week per classroom modeling effective behavior.

• Conduct as least one literacy activity yearly (i.e. book fair, book giveaways, lending library).

• Documentation and follow-up occur as contacts are made with families on the database.

• Maintain center parent information board and update regularly.

• Education Specialist will work along with Site Manager to ensure Public School transition field trips are scheduled.

E. Health

The Site Manager will monitor the Health Specialists and Health Assistant to ensure that the following services are delivered:

Each child has physical examinations, dental screenings and updated Immunization records upon enrollment.

• All health screenings are completed within 45 days of child’s entry date.

• Identify and refer weight concerns to nutritionist for follow up with the parent.

• Provide TB tests to staff, parents who volunteer regularly and frequently, and children with parent’s consent.

• Regular, on-going communication with parents.

• Assists parents in obtaining a medical home when needed.

• Annual training with parent group, additional trainings as needed.

• Works with parents’ to update child’s immunizations when needed and document on the database.

• Ensures that the parent will complete the medication documentation form.

• Ensures that health training for staff, children and parents are conducted quarterly.

• Document all family health concerns on database.

• Refer to this content area’s SOP for more detailed information.

• Maintain center parent information board and update regularly.

F. Special Services/Mental Health

Site Managers will monitor the Special Services/Mental Health Professional as assigned to ensure that the following Services are delivered.

The Site Managers will monitor:

• 10% of the enrollments at site are identified as having disabilities.

• Children with potential disabilities are referred and assessed and services provided.

• Mental health concerns are referred and assessed and services are provided.

• Staffing occur for children enrolling with disabilities.

• Coded folders are maintained and documentation is updated.

• Ensure that all referrals internal and external are processed in a timely manner.

• Records are maintained and kept in locked file cabinets.

• Complete classroom observation weekly. (9:00-12:00)

• Conducts follow-up on screenings and assessments when children score below the mean.

• Special Services conduct 6 trainings annually according to special services job description.

• Ensures equipment, resources, and supplies and staffing trainings are provided for special need children.

• Ensures the facility meets ADA requirement.

• Document family contact on the database.

G. Nutrition

The site manager will monitor the Nutrition Specialist to ensure that the following policies and procedures are completed:

• The Nutrition Specialist conducts quarterly kitchen monitoring that requires the Site Managers signature

• Site Managers will collaborate with the Nutrition Specialist to correct all non- compliances sited at that time.

• Provide nutritional trainings/information for parents and staff once a month.

• Ensure that current menus are adhered to and posted in each classroom and the center.

• Menu substitutions are correctly documented.

• Allergy charts are posted and maintained/kitchen and classroom.

• Meal counts are signed weekly by the Site Manager.

• Ensure that teachers/home visitors are completing the meal counts during meal service.

• Ensure that family style dining occurs daily.

• Food is served at scheduled time.

• Ensure that heights and weights are completed and indicated on the child’s growth chart on each enrolled child as scheduled.

• Conducts educational activities for children 2 times a month

• Participate in enrollment and re- enrollment

• All family contacts of nutritional concern are documented in each child’s file at the time of occurrence on the database.

• The nutrition specialist will ensure once that the cook prepares cake/cupcakes for children celebrating birthdays each month. (second Friday each month)

H. Quality Assurance

Quality Assurance will visit the site twice a year. Their purpose is to ensure compliance in all areas of program standards, licensing standards and NAEYC standards. If there are any non-compliance a quality improvement plan must be submitted in 5 days with corrections made in 30 days. Then a follow up by QA will occur once the plan of action has been implemented. Copies of the plan of action should be forwarded to the Associate Head Start Director and Head Start Director.

I. Human Resources

HSGD Human Resources department is responsible for the recruitment and hiring of a diverse and qualified workforce. Site Managers will be responsible for the following:

• Personnel requisition forms are submitted to recruit qualified personnel, resignations and terminations.

• All qualified applications are reviewed.

• Human Resource Department will contact the manager to schedule interview dates and times to fill positions.

• Center personnel files are maintained that include: Orientation checklist, request for criminal history check, documentation of employee physical, tuberculosis results, driving license, training certificates, notarized employee affidavit for childcare centers, performance evaluations and documentation of high school diploma or college degree.

Site Manager will also ensure that;

• All disciplinary actions are documented and submitted to the Human Resource Director.

• Plans of actions are adhered to within the appointed time frames.

• All employees are to attend New Employee Training the first two days of employment and submit orientation checklist to Human Resources.

• All employees are to attend New Employees Benefit training after 90 days.

J. Finance

Center budget:

Each center has a budget for operating expenditures. Budgets are updated weekly and e-mailed to each center. The center budget will show the amount that you have used and the amount that you have remaining for each line item.

Six Month Budget Review:

A member of finance will schedule a six month budget review. This review will ensure that enough funds are available in all areas of your budget to operate successfully to the end of the fiscal year. At this time adjustments to your budget will be made if needed. (Please refer to the Finance SOP for more specific details).

Check Requisitions:

Check request are used to acquire needed items or services for your center. These items include: field trips, parent meeting funds, license fees, and supplies needed for that center that cannot be purchased through the vendors. Check request will be submitted on the database with supporting scanned invoices. Check requisitions are to be filled out completely and approved by the Associate Head Start Director and Chief Financial Officer.

Purchase Cards:

(Refer to the Purchase Card Procedures)

Check Stubs:

Each staff will be responsible for obtaining their check stub/W-2 forms from the Agency’s ADP system.

(See ADP enrollment procedures)

K. Purchasing

The purchasing department of HSGD works to achieve the agency mission by supporting and working with all other agency content area to acquire and provide the best quality goods and services needed at the best possible price (best value). A pre-approved (blanket) requisition is one that is acceptable to send directly to the vendor and does not require the usual signature approval.

• Purchases are within line item budget from approved vendor.

• Purchase requisition needed for program supplies and office supplies.

• See Purchasing Handbook for approved vendor

Copies of invoices from goods received are sent immediately to purchasing for payment. Site Mangers serves on the bidding committee with the purchasing department for approved vendors, bids, etc.

Quality:

Site Manager will report any misconduct by vendors. Report needed repairs and maintenance.

• Ensure goods are delivered in good conditions and equipment/supplies are durable.

• Offer feedback to purchasing as to quality of product and services received.

• Determine need for all purchases & Approves all requisitions.

• Ensure purchase requisitions are complete and correct.

L. Repair and Maintenance

HSGD maintains the facilities through a work order process on the database. Work will not be performed without a completed work order form. Once the work order is received by the repair specialist the appropriate action will be determined. After the job/repair is completed, there is a questionnaire to be completed on the database and submitted to purchasing department.

M. After Hours Emergency Procedures

The Security Company will contact the Site Manager/Designated person after a break-in, false alarms or emergencies. The Site Manager will contact the on call Repair Specialist to secure the facility. The Site Manager/Designated person will assess and report the damages. The Site Manager will notify the Associate Head Start Director of the occurrence.

N. Transportation

The purpose of the transportation department is to provide a safe and monitored manner to and from field trips. Children will be transported to and from the centers in a safe and timely manner creating a safe, trusting and friendly environment.

The Site Manager will ensure:

• A monitor is present and rides the bus.

• Distance to field trip site is not over one hour in length

• Field trip forms are completed in their entirety and submitted 30 days prior to the scheduled field trip.

• Check on status of field trip with Transportation coordinator.

• Proper signatures must be on the field trip form.

• A first aid kit is carried on all field trips.

• Emergency information on each child is taken on the field trip.

• Classroom list of children is taken on trip.

• Home Base Supervisor will ensure that.

• Transportation list is e-mailed to Transportation Coordinator within 48 hours of need (field trips, parent meetings, group interactions and other similar functions).

Requests for other needs are:

Removal of furniture

Parent outings

Donation pick up and delivery

Form is to be complete and have appropriate approval before event has occurred.

O. Field Trip Procedures

The Transportation Coordinator prepares two field trip schedules per year. The first schedule for the months of September through December and is distributed to the centers at the beginning of the school year at the pre-service conference. The second schedule for the months of January through April and is distributed to the centers before the Thanksgiving holiday.

The field trip slots will be distributed according to the centers capacity; the larger centers will get more slots or will be allowed to double up in order to provide each Head Start child the same opportunity to participate in the same amount of field trips.

In order for field trips to be honored:

• The Field Trip Authorization Form will be submitted to the transportation department.

• Proper signatures must be on the form. Without all signatures, the form will be returned and rejected.

• The form must be completely filled out.

• The form needs to be sent directly to the Transportation Coordinator 30 days prior to the scheduled field trip date and time.

• Home Base: A list of families needing transportation to field trips and group socializations and similar functions need to be received by the Transportation Coordinator 48 hours prior to the scheduled time.

• The Transportation Coordinator schedules the Drivers by the information provided on the form. Therefore, Centers are to comply with the information submitted on the form.

• All Drivers are required to return to the center no later that 2:30 p.m. It is the Site Manager responsibility to end the field trip in time so the Drivers may follow procedures.

• It is the responsibility of the Site Manager to contact the Transportation Coordinator and check the status of the field trip. When the Transportation Coordinator receives the form,

they assign a driver to the center for the field trip and sign the form. If you do not receive the pink/yellow copy of the form 48 hours prior to the trip the Site Manager is responsible for calling the Transportation Coordinator.

P. Training

The purpose of the Training Department at HSGD is to support staff in a process of continuous learning so that staff may do their jobs more effectively and meet the changing needs of the children and families. The Site Manager is responsible for the following:

• Approving the college course request prior to registration for courses.

• Ensuring that classrooms are covered while staff attends classes.

• Approving Teacher request for pay raise for educational achievement.

• Completing a career track guide for each employee at evaluation time/

• Maintain training records at the center.

• Ensures that staff completes Child Development Associate (CDA) within the required timeline.

More details are available in the Training Handbook.

Q. Community Development

Community Development is responsible for all public relations associated with HSGD. If you are contacted by the media for an interview or comment concerning HSGD please refer them to the Community Development Department. If a serious emergency or accident occurs at your site and the media request an interview or comment the Site Manager or center staff is not allowed to grant an interview or make any comments. Contact Community Development, the Associate Head Start Director and Head Start Director immediately. External Affairs will also provide information and sample letters for thanking donors and soliciting donors. Also this department will provide press packets for potential donors and community partners. Contact the Community Development department for approval of any clothing or stationary with the Head Start logo.

R. Computer Information System

The computer information system department is responsible for installation, maintenance and storage on all computer equipment at HSGD. The Site Manage will ensure that:

• All repairs are reported within 24 hours to the HSGD help desk.

• All equipment and programs are updated as needed.

• Staff is trained in proper use of all computer equipment.

• All equipment is properly stored at the close of school year.

• All laptops are turned in to the Computer Department at the end of the school year.

• Maintain inventory of all equipment assigned to the center.

More details available in the Computer Information System manual.

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