Becoming the Leader
You Want Be
NHSA Leadership Conference
June 24, 2013
Denver, CO
Presenters: Stacy Dimino
Nancy McCabe
Julie Salois-Tourville
Participants will:
• Discover how you can lead with your
strengths
• Revisit the difference between
leadership and management
• Explore research on leadership and
intrinsic motivation and apply to our
work in Head Start
• Discuss your role in unlocking innovation
Picturing America Art Gallery
Create your own
leadership quote.
Looking at Leaders
Boyatzis’ e-Learning Session
The Rest of the Story
Wrapping Up*
Leadership
Management
Do the right thing
Do things right
Establish direction
Plan and budget
Align people
Organize and staff
Motivate and inspire
Control and solve problems
Focus on Change
Focus on Predictability and order
Focus on the future
Short term vision
Innovation
Compliance
*Kotter, John. Leading Change. (1996) HBSP: Boston.
R&R
Roles and Responsibilities
1. What is your job title/role in the program?
2. List at least 5 of your major responsibilities
3. Do you approach these responsibilities as a
manager or a leader?
Head Start Program Governance
Karen Pucciarelli
Co-Project Director
SelfAssessment
Planning
ERSEA
Program
Governance
•
Fiscal
Management
•
•
Child and
Family
Outcomes
Human
Resources
•
•
Ongoing
Monitoring
Facilities,
Materials &
Equipment
Communication
Recordkeeping &
Reporting
Head Start Program Governance
1
Head Start Program
Governance
Governing Body/Tribal Council
Legal and fiscal responsibility for Head
Start and safeguarding federal funds
Policy Council
Management Staff
Responsibility for Head Start
program direction
Operating responsibility
for day-to-day functions
of Head Start
1
Mission
Possible
1
Head Start
Governance
Responsibilities
*Reports that are
generated and used by
management, then
shared and used by
Select:
Policy Council and
• Delegate agencies and the service areas for
Adopt practices to ensure active,
governing body:
such
agencies
independent, and informed
Establish:
• HHS secretary
governance:
• Procedures and criteria for recruitment,
communication
• Governing body by-laws
selection and enrollment
• Impasse policies
• Financial
• Procedures for accessing and Review and Approve:
statements
• Major policies and procedures including Self-Assessment;
collecting information
• Program
financial audit, and personnel policies
• Written standards of conduct
information
• All funding applications and amendments
including conflicts of interest
•
Enrollment
• Progress on implementing HS grant including corrective actions
and complaints
•
USDA
• Procedures for selecting Policy • Major expenditures
•
Financial audit
• Operating budget
Council members
•
Selection
of
auditor
•
Self-Assessment
• Advisory committees
• Actions to correct audit findings
• Strategic plan
• Monitoring findings and follow-up activities
• PIR
Governing Body/Tribal Council
Assumes Legal and Fiscal Responsibility for Head
Start and the Safeguarding of Federal Funds
• Annual, monthly, and periodic reports*
Policy Council
Assumes Responsibility
for Head Start Program
Direction
Take Action:
• Hire/terminate
Head Start
director and
other lead staff
Provide
Leadership
and Strategic
Direction:
• Focus on SelfAssessment
• Develop, plan,
and evaluate
the Head Start
program
Approve and submit to the
governing body decisions regarding:
• Activities for parent involvement/engagement
• Program recruitment, selection and enrollment
priorities
• Funding applications/amendments
• Budget planning incl. reimbursement and participation
in Policy Council activities
• Policy Council bylaws
• Head Start program personnel policies including criteria
for employment and dismissal of program staff
• Policy Council election procedures
• Recommendations on delegates/service areas
• Annual, monthly, and periodic reports*
Provide Legal Oversight:
• Ensure compliance with
Federal laws and state,
tribal, and local laws
Management Staff
Assumes Operating Responsibility for
Head Start Day-to-Day Functions
Take action:
• Implement policies
• Develop procedures
• Provide T/TA to governing body
and Policy Council
• Supervise staff
• Monitor compliance
• Generate and use annual,
monthly, and periodic reports*
• Share reports with Policy
Council and governing body*
1
6
Roles and
Relationships
of a Head
Start Director
• Management
(Executive Director)
• Policy Council
• Governing Body
Priv/Public Government
For-Profit 0% Agency 7%
Head Start
Auspices
Tribal
Government
9%
Priv/Public
Non-Profit
35%
School
System 14%
Community
Action
Agency
(CAA) 34%
1
8
Reality Check
Trends in the Nonprofit Sector
1. Accountability
• Increased scrutiny
• More regulations
• Demand for greater transparency
2. Organizational Challenges
• Financial sustainability
• Leadership transitions
• Pace of change
1
9
Reality Check
Perennial Governance Challenges
1. Lack of clarity
• About roles and responsibilities
• Mutual expectations
2. Poor communication
• Quality vs. quantity of information
• Just-in-time information sharing
• Nature of discussion and debate
3. Human resource constraints
• Busy staff
• Busy board members
20
“Only when the tide goes out
do you discover
who's been swimming naked.”
~ Warren Buffett
2
Average
Grade
Mission
3.45
B+
Financial Oversight
3.30
B+
Legal & Ethical Oversight
3.02
B
CEO Support
2.86
B–
Program Knowledge &
Oversight
2.69
B–
CEO Evaluation
2.67
B–
Strategy
2.64
C+
Board Roles
2.48
C+
Organizational Performance
2.48
C+
Board Recruitment
2.06
C
Community Outreach
2.05
C
Fundraising
1.74
C–
Board Responsibility
Board
Performance
Report Card
Source: BoardSource Nonprofit Governance Index 2012 (www.BoardSource.org)
22
Governance Readiness Tool
Structural
Fiduciary
Strategic
Direction
1. Bylaws
6. Fiscal
Oversight
9. Strategic
Planning
2. Major
Policies
7. External
Audit
3. Measuring
Governing
Body
Performance
8. Managing
Federal
Funds
Leadership
Community
Relations
10. Oversee
Organizational
Performance
12. Community
Partners &
Stakeholders
11. Relationship
with
Executive
Director
13. Communication
Strategies
DecisionMaking
14. Constituent
Voice
15. Informed &
Inclusive
Process
4. Membership
5. Orientation
& Training
23
24
Governance
Questions
1. Does the governing body understand and
exercise its legal and fiscal responsibilities for the
organization?
2. Does the Policy Council understand and exercise
their responsibilities related to program design
for our Head Start program?
3. Does our program promote strong working
relationships and effective communication
between all members of the leadership team,
including the executive director, governing body,
Policy Council, parent committees and Head
Start managers?
4. Do we promote informed and inclusive decisionmaking by providing timely information and
opportunities for open discussion on important
issues?
5. Do we provide ongoing training and technical
assistance to the governing body and Policy
Council to strengthen their skills and support
their leadership development?
25
Governance and
School Readiness
Cognition &
General
Knowledge
Approaches to
Learning
Physical Wellbeing and
Motor
Development
Language &
Literacy
6. Have we engaged our Policy
Council and governing body in the
development of our school
readiness goals?
7. Do the governing body and Policy
Council take an active role in
determining out progress towards
achieving school readiness goals
thorough self-assessment and
program planning?
Social &
Emotional
Development
26
Importance of T/TA for
Governing Bodies
Source: Head Start Enterprise System, 3/28/2013 time: 4:31 pm (EST)
27
Governance Tools on ECLKC
Governance Capacity
Screener
•Compliance checklist
•Completed by grantee
Governance System
Builder
•Planning tool for grantee
governance team
•Moves from design and
implementation to selfassessment to innovation
Governance Certification
Tool
• Online certification tool for new
grantees
• Orientation to HS program
governance
Governance Training
Modules
•E-learning training modules on
specific topics
•Knowledge sharing and skills
building
29
30
Leadership
in Planning
Program Planning in Head Start
Community Assessment
Decide on Goals/
Communicate with
Stakeholders
Evaluate Progress Through
Self-Assessment
Develop Plan of Action and
Budget that Reflect Goals
Continually Respond With
Course Corrections
Implement Plan of Action
Evaluate Progress through
Ongoing Monitoring
Integrating Data into Program Planning Systems
Decide on Goals/ Communicate
with Stakeholders
Community Assessment
•
•
•
Analyze data
Share conclusions
Communicate results to internal
and external audiences
•
Ensure goals reflect conclusions
from key data sources, .e.g.,
community assessment, child
records
Develop Plan of Action
and Budget that Reflect Goals
Continually Respond with MidCourse Corrections
Evaluate Progress Through
Self-Assessment
•
•
•
•
•
Assess annual progress in achieving goals
and objectives
Assess effectiveness of systems and
services
Examine trends and patterns
Communicate results to internal and
external audiences
•
•
Use Record-keeping Reporting
System to collect data
Check integrity of data
Communicate data findings and
next steps to internal audiences
•
•
•
Determine evidence
Determine data collection
methodologies
Adjust Record-keeping & Reporting
Systems
Implement Plan of Action
•
•
Evaluate Progress Through
Ongoing Monitoring
•
•
•
•
Aggregate data and review for overall
trends monthly
Analyze data monthly (e.g., by
center, option, position, etc.)
Draw conclusions
Communicate findings
•
Use Record-keeping & Reporting
System to collect data
Check integrity of data, e.g.,
supervisors do spot checks of
reports
Discuss reports at regularly
scheduled intervals
What motivates employees?
POLL
1
Money, vacations, and time off
2
Opportunity to learn and grow
3
Ability to manage their own work
4
Good colleagues
5
Chance to do something meaningful
6
Ability to attend conferences as a reward
Program Goals and Objectives
Program goals should be….
Objectives should be…
Specific
Broad Statements
Recognized and
Accepted as
Important by All
Measurable
Realistic
Attainable
Timely
Integrating
Goals Into
Plans
Fiscal
Plan
Service
Area Plans
Program
and SR
Goals
SR
Implementation
Plan
T/TA Plan
Leadership and
Motivation
The Real Story
• Autonomy – the
desire to direct our
own lives
• Mastery – urge to
make progress and
get better in
something that
matters
• Purpose – the
yearning to do
what we do in the
service of
something larger
than ourselves
Pink, D.H. (2009) Drive. Riverhead Books
DRIVE
POLL
A
This information reflects my experience with staff.
B
I don’t agree.
C
This is new information for me, I need time to
think about it.
Making it Real
Autonomy in Action—Ah-HA Moments
Innovation True and False
1. New directors or directors of programs with
performance issues should focus on getting
their program in order before trying
something new.
Innovation True and False
2. As the director of the program, I am
responsible for introducing new and
innovative practices.
Innovation True and False
3. My fiscal officer is the best source of
information on new options for using
federal and other program dollars.
Innovation True and False
4. Building time for reflection into each staff
member’s schedule is a good strategy for
promoting innovation in your program.
Innovation True and False
5. Sending staff to conferences as a reward for
good performance can help your program
become a learning organization.
Leadership When Times Are Tough
Leadership When Times Are Tough
1. How have you used your strengths to
work through these challenges?
2. What other ways could you use your
strengths to work through these
challenges?
R&R
Build
Positive
Relationships…
Rest and Relaxation
Closing Thoughts
Thank You
1.855.763.6647
PMFOinfo@edc.org