the tasks and profile of an ece administrator

The Tasks and Profile of a Successful

ECE Executive Director

Hallie Moyse, B.A., Executive Director, CPE Shalom

HMM Consulting

Introduction

8/13/2016 1:38 PM Hallie Moyse, B.A., Executive Director, CPE Shalom 2

Peter Drucker stated that "management is doing things right; leadership is doing the right

things." Great leaders possess social intelligence, a zest for change, and above all, vision

that allows them to set their sights on the "things" that truly merit attention.

However, there is a difference between leading and managing, the key is to be an effect

leading manager/administrator.

By definition according to Miriam Webster dictionary an administrator is:

a person whose job is to manage a company, school, or other organization

a person who controls the use of something (such as property or money)

By definition, according to Miriam Webster dictionary a leader is:

a person who leads: as 1) : GUIDE OR CONDUCTOR

2) (a) : a person who directs a military force or unit (b) : a person who has commanding

authority or influence

3) (a) : the principal officer of a British political party (b) : a party member chosen to

manage party activities in a legislative body (c) : such a party member presiding over the

whole legislative body when the party constitutes a majority

4) (a) : CONDUCTOR (b) : a first or principal performer of a group

Introduction (cont’d)


The role of an ECE director can be all-consuming, over-whelming, daunting, etc.

The role of an ECE director can be fulfilling , satisfying, gratifying, fun, challenging,

etc.

In December 2012, Forbes magazine article entitled “Top 10 Qualities That Make A

Great Leader.” The ten (10) qualities are:

1. Honesty

2. Ability to delegate

3. Communication

4. Sense of Humor

5. Confidence

6. Commitment

7. Positive Attitude

8. Creativity

9. Intuition

10. Ability to Inspire

Leader vs. Manager


As per Allan Murray in his highly successful 2010 book “The Wall Street Journal Guide to

Management,” leadership and management must go hand in hand. They are not the

same thing. But they are necessarily linked, and complementary. Any effort to separate the

two is likely to cause more problems than it solves.

Leader vs. Manager II

Manager Leader


Administers

Maintains & imitates

Focuses on systems & structure

Relies on control

Has a short range view

Asks “how” and “when”

Does things right

Innovates

Develops & originates

Focuses on people

Inspires trust and forethought

Has long-term goals & aspirations

Asks “what” and “why”

Does the right things

Occupational Standards for Child Care

Administrators


The Child Care Human Resources Sector Council (CCHRSC) operated from 2003-

2013 in Ottawa, Ontario. It was the only pan-Canadian organization dedicated to

moving forward on human resources (HR) issues in Canada’s early childhood

education and care (ECEC) sector.

The CCHRSC brought together national partners and sector representatives to help

develop a knowledgeable, skilled, and respected workforce valued for its contribution

to ECEC.

Although the organization is now defunct it’s website remains a great source of

materials for administrators and board members alike www.ccsc-cssge.ca.

The original “Occupational Standards for Child Care Administrators” was released in

2006, after months of collaboration by a number of professionals in the industry

representing all of Canada.

The revised edition which fully reflects the change in the scope of the occupation of

ECE administrators was published in early 2013, once again after months of

collaboration among a diverse group of Canadian representatives.

Occupational Standards for Child Care

Administrators II


1. Eight (8) competencies were identified and placed in order of importance;

2. Each of the competencies were then further divided into tasks and

3. Further subdivided into sub-tasks

The eight (8) main areas of expertise are:

1. Child Development and Care

2. Collaborating with Others

3. Human Resources

4. Financial Management

5. Operations

6. Health & Safety

7. Leadership

8. Communication

Child Development and Care


• Implement a philosophy of quality ECE and care

• Implement a curriculum

• Provide a child-centered learning environment

• Provide support to staff regarding all programs

• Regularly evaluate programs

Develop & Implement Children’s Programs

• Protect and respect the rights of children Protect & Respect the

Rights of Children

Collaborating with Others


• Work in partnership with families

• Work with external agencies and resources

• Work with schools

• Build and foster community awareness and relationships

• Collaborate with employer(s)

Collaborating with Others

Human Resources


• Determine staffing needs

• Recruit staff

• Interview prospective staff

• Screen prospective staff

• Offer position to best candidate

• Provide orientation to new staff

Hire Staff

• Supervise staff

• Motivate, collaborate & empower staff

• Evaluate staff

• Address significant performance concerns / issues

• Offer guidance / assistance / support when necessary

• Facilitate professional development

• Process terminations, resignations, vacations, leaves of absences, etc.

Manage Staff

Financial Management


• Develop annual budget / cash flow

• Manage budget / cash flow

• Develop funding proposals

• Develop fundraising strategies

• Manage donations

Prepare Budget

• Manage accounts receivables (subsidies, parent payments, etc.)

• Manage accounts payables

• Manage payroll

• Participate in annual audit process

Manage Revenues & Expenses

Operations


• Comply with legislation and regulatory requirements (MF, provincial codes, etc.)

• Develop policies, protocols & procedures

• Manage home-based child-care contracts

Manage Legal Requirements

• Develop short-term, mid-term and long-range plans

• Modify plans as needed

• Implement plans

Participate in Planning Activities

Operations II


• Monitor day-to-day operations

• Manage enrolment

• Manage information (i.e. lease, contracts, etc.)

Manage Administration

• Manage materials, supplies & equipment

• Manage facilities, materials, supplies & capital equipment

• Manage shared space

Manage Equipment &

Facilities

Health & Safety


• Maintain a safe workplace

• Promote healthy living for staff, children & their families

• Respond to illnesses

Create a Safe & Healthy Environment

• Oversee menu development

• Supervise purchasing, receiving & storage of food

• Monitor food preparation

Oversee Nutrition Program

• Implement security measures (plan, fire drills, etc.)

• Prepare for emergency situations

• Respond to incidents and emergencies

Oversee Security & Emergency Response

Leadership


• Model professionalism

• Exhibit ethical conduct, positive behaviors, etc.

• Manage time

• Model self-care

• Participate in professional development

• Advocate on behalf of the quality of ECE and care

• Promote diversity and inclusion

• Support organizational change

• Facilitate problem solving and conflict resolution

• Address concerns & complaints

Provide Leadership

Communication


• Use active listening skills

• Demonstrate articulate and clear speaking skills

• Practice and use effective writing skills

• Prepare reports

• Use communication technology

• Conduct meetings

Use Effective Communication Skills

Fundamental Principles of

Best Management


Transparency: is a fundamental quality found in successful leaders and

administrators. It is crucial for an administrator to report honestly and without

prejudice to the Board of Directors. Transparency breeds trust, accountability,

collaboration and open communication.

Continuity: implies that one’s obligations, responsibilities and duties are essential

to the organization and as such plans must be made to carry them forward in the

event of an illness, leave of absence, change in power, etc. Also denoted is the

concept of short-term, mid-term and long-range plans.

Efficiency: denotes obtaining maximum results with minimal financial resources.

“Getting the most bang for your buck.” Many administrators are often financially

constrained. This does not mean that they cannot offer amazing programs, support,

etc. to the families, children & or staff. Creativity frequently corresponds with

efficiency. Success is regularly achieved when individuals “think outside the box.”

Fundamental Principles of

Best Management (2)


Balance: implies making sound decisions, treating everyone fairly and equally and

maintaining, as best as possible, an even temper when faced with stressful situations.

Weighing the pros and cons

Hearing all sides when intervening in a dispute

Using sound judgment based on facts

Fairness: ensuring that each individual’s rights are respected; diversity, inclusion,

multiculturalism, etc. are all valued and sustained. Discrimination of any kind is

intolerable. The environment is free of discomfort, intimidation, bullying, humiliation,

etc.

Key Leadership Characteristics


Proactive vs. Reactive: always thinking three steps ahead. Working to master his/her own environment with the goal of avoiding problems before they arise

Flexible/Adaptable: being able to adapt to new surroundings and situations; thinking outside the box

A Good Communicator: making an effort to understand the needs and desires of others; asks many questions; considers all options, and makes informed decisions

Respectful: always treating others with respect , children & adults alike

Quiet Confidence: Be sure of yourself with humble intentions

Enthusiasm: A motivated and excited leader is hard NOT to follow!

Open-Minded: consider all options when making decisions. A strong leader will evaluate the input from all interested parties and work for the betterment of the whole.

Resourceful: A leader must create access to information; always seek knowledge

Rewarding: An exceptional leader will recognize the efforts of others and reinforce those actions

Well Educated: Work to be well educated on community policies, procedures, organizational norms, etc. Further, your knowledge of issues and information will only increase your success in leading others

Planning Tasks


1. Planning:

1. with the Board of Directors

1. Define the organization’s mission, vision & value statements (to be reviewed every 2-3 years)

2. Design and approve short-term, mid-term and long-term plans (to be reviewed annually)

3. Approve annual budget

2. as an Executive Director

1. Prepare three (3) written plans (referenced above) to present to the Board i.e. revise a policy, include more special needs children, train staff in a particular area, renovate a bathroom, etc.

2. Prepare annual budget / cash flow with details for the approval of the Board

1. Take into account potential salary increases, change in subsidy, lease increase, change in number of handicapped children, change in number of staff, etc.

Remain transparent at all times especially when working on the budget including divulging any potential conflict of interests.

Provide updates to plans and budgets when necessary

Provide explanations for all recommendations / plan ideas / budgetary issues, etc.

Organization Tasks


2. Organization:

1. with the Board of Directors 1. Decide on hierarchy / executive members and roles of others – delegation of power 2. Approve all internal policies – bylaws, parent handbook, etc. 3. Review mandate of administrator 4. Evaluate executive director annually and negotiate contract 5. Approve the annulment of staff positions (i.e. switching from a cook to a caterer) 6. Purchasing protocol for Executive Director

2. as an Executive Director 1. Develop or edit policies for presentation to the Board for approval 2. Conduct fire safety drills, mock evacuations, etc. 3. Create a succession plan in the event of a leave of absence, illness, etc. 4. Take charge of all Human Resources needs – contracts, staff files, police checks, first-aid

certification, union negotiations, professional development, group insurance, AON, etc. 5. Define staff job descriptions, establish teams, hire and fire staff, evaluate staff annually, etc. 6. Create and edit calendar of events – special programs, outings, open/close days, etc. 7. Provide up-to-date financial information to Board 8. Provide staff and families with current memos, notices, changes to schedules, etc. 9. Take charge of all organizational policies – insurance, alarm, banking documents, etc. 10. Allocate human, financial & material resources 11. Monitor waiting list, registrations, complaints, parent surveys, medication administration, etc. 12. Develop codes of behavior – ethics, confidentiality, volunteers, etc.

Management Tasks


3. Management:

1. With the Board of Directors 1. Delegate the daily management of the organization to the Executive Director 2. Ensure that all government rules and regulations are upheld and abided by 3. Ensure that all contracts are respected and followed 4. Establish and follow the delegation of power and hierarchy previously established 5. Inform administrator of any pertinent updates, complaints, rumors circulating

2. As an Executive Director 1. Communicate organization’s mission, vision and values to all stakeholders 2. Explain delegation of power and hierarchy to all parent users and staff 3. Act as liaison between the government, auditor and organization 4. Review A/R and A/P regularly – sign cheques, seek more efficient suppliers, etc. 5. Seek out new / additional resources 6. Create and maintain a positive image on behalf of the organization 7. Strive to continuously hone one’s skill and strengthen one’s weaknesses – professional

development, stay up-to-date with latest rules and news regarding CPEs 8. Annually review current policies, protocols, rules and regulations – maintain their

effectiveness and make certain they remain current, realistic, legal and non-discriminatory

9. Comfortably delegate smaller responsibilities (if realistic) 10. Meet with staff regularly – review issues and concerns individually and as a team,

evaluate staff as individuals and members of a team, etc.

Control Tasks


4. Control:

1. With the Board of Directors

1. Ensure that procedures are in place for the Executive Director to legally, responsibly

and effectively run the organization

2. Participate in all editing discussions of policies, resolutions, etc.

3. Consult with external professionals when necessary

4. Schedule monthly meetings and provide all with an agenda and minutes to approve

from previous meeting

2. As an Executive Director

1. Ensure that all reports are submitted on time (pension, payroll, audit, etc.)

2. Display all policies and protocols publicly

3. Provide monthly updates to the Board of Directors

4. Schedule regular staff meetings – provide staff with agenda, opportunities for

professional development, time to brainstorm and problem solve together

5. Ensure that all files and documents are are for a minimum of seven (7) years and are

easily accessible

6. make certain that all systems are in order and inspected annually – a/c, fire

extinguishers, entry system, alarm, etc.

Coordination Tasks


5. Coordination:

1. As an Executive Director

1. Synchronize the decision-making process between all parties involved (i.e. if there is a

subcommittee established for a particular event or task)

2. Ensure that the best services are offered to the children

3. Maintain open communication between administration, Board, staff and parents

4. Sustain a harmonious and respectful atmosphere for all

Key Leadership Characteristics II


Open to Change: take into account all points of view and will be willing to change a policy,

program, cultural tradition that is out-dated, or no longer beneficial to the group as a whole.

Interested in Feedback: View feedback as a gift to improve

Evaluative: constantly evaluate and change programs and policies that are not working

Organized: being organized and prepared in advance leaves less room for error

Consistent: behaviors must be consistent and reliable thus earning respect

Delegator: know the talents and interests of people around him/her, thus delegating tasks

accordingly

Initiative: must be a key element in the planning and implementing of new ideas, programs,

policies, events, etc.

Bibliography


Child Care Human Resources Sector Council; www.ccsc-cssge.ca

Forbes.com

Murray, Allan; 2010; “The Wall Street Journal Guide to Management”

the tasks and profile of an ece administrator

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