Achieving Equitable Outcomes with Results-Based Accountability Clear Impact
Achieving equitable outcomes is an integral part of the implementation of Results Based Accountability (RBA). Each step of RBA's Turn the Curve process includes the opportunity for practitioners to consider diversity, equity, and inclusion. This webinar will provide participants with concrete methods for approaching their Turn the Curve process with equity at the forefront, and not as an afterthought.
This Illinois Longitudinal Data System (ILDS) Annual Report
and Plan provides the first update to the Inaugural Annual Report & Plan adopted by the LDS Governing Board on April 4, 2014.
Compliance Design in a World of New Models PYA, P.C.
This presentation discusses mitigating compliance risks presented by new payment models, creating a compliance culture through human resources, leveraging new regulations to increase access to care and reduce costs, and how to educate start-ups and nontraditional facilities about integrity principles within compliance programs.
Achieving Equitable Outcomes with Results-Based Accountability Clear Impact
Achieving equitable outcomes is an integral part of the implementation of Results Based Accountability (RBA). Each step of RBA's Turn the Curve process includes the opportunity for practitioners to consider diversity, equity, and inclusion. This webinar will provide participants with concrete methods for approaching their Turn the Curve process with equity at the forefront, and not as an afterthought.
This Illinois Longitudinal Data System (ILDS) Annual Report
and Plan provides the first update to the Inaugural Annual Report & Plan adopted by the LDS Governing Board on April 4, 2014.
Compliance Design in a World of New Models PYA, P.C.
This presentation discusses mitigating compliance risks presented by new payment models, creating a compliance culture through human resources, leveraging new regulations to increase access to care and reduce costs, and how to educate start-ups and nontraditional facilities about integrity principles within compliance programs.
With generous support from AT&T, America’s Promise will invest in two states and three communities to support more young people toward the critical milestone of high school graduation.
Submission deadline is November 8th, 2017
Deliverology process approach used by educators to increase education performance outcomes in Unified School Districts, Community Colleges and Universities.
Nonprofit Financial Information OnlineIn the United States, the .docxhenrymartin15260
Nonprofit Financial Information Online
In the United States, the IRS requires that all 501c3 organizations file a tax return of sorts. The form nonprofit organizations are required to fill out is called a 990, and as public organizations, these forms are available to the public. Since 1999, organizations that file 990s have been required to provide copies to anyone who requests. Unfortunately, some nonprofits weren’t aware of this, and when asked, they sometimes refused to disclose what they perceived to be private information (although it is NOT).
To ensure that the information is available, the IRS makes information from 990s available through two outlets.
· Guidestar: www.guidestar.org
· National Center for Charitable Statistics: http://nccsdataweb.urban.org/FAQ/index.php?category=31
Guidestar is the place to look if you want a scanned copy of the complete tax return for a single organization. NCCS is a national repository for compiled data on the nonprofit sector in the U.S., but the datasets do not include all of the information from the 990s. While Guidestar makes scanned copies of individual tax returns available, NCCS makes the data from 990s available in a database format. In other words, if I were interested in contributing money to the World Wildlife Fund and wanted to look at their financial information, I’d probably go to Guidestar. However, if I wanted to conduct an analysis of all nonprofit environmental organizations, I’d go to NCCS.
While Guidestar and NCSS are great sources for data, they do not help in evaluating the financial status of an organization. A good online source of evaluating nonprofit organizations is CharityNavigator.org. What makes charity navigator particularly interesting is its use of financial ratios and rating system. The financial ratios for each of these factors is calculated from financial data on each organization’s 990.
Individual Paper 3: Financial Analysis
One technique used to assess an organization’s financial management is ratio analysis, which focuses on mathematical comparisons between or among accounts on a set of financial statements. While an organization’s size must still be taken into account, financial ratios allow a rough comparison of both large and small organizations. For example, looking at the expenses for Marist and Harvard isn’t particularly useful. However, looking at the ratio of program expenses to total expenses allows us to determine how much of each organization’s budget is used for administrative expenses versus mission critical programs. Ratios also represent benchmarks that organizations can use internally to analyze themselves over multiple years. Fortunately for us, IRS form 990 represents a quick-and-dirty set of financial statements for nonprofit organizations in the U.S.
There are many types of financial ratios for evaluating nonprofit organizations. For this assignment we will examine four types:
Efficiency: Efficiency ra.
The release of the draft cohort default rates presents a great opportunity to review or initiate your default prevention plan. During this webcast, we discussed proven strategies that will help students successfully complete their program of study, become educated consumers regarding their student loans and provide them with the assistance they need to successfully repay their educational debt.
Children's Services Council of Broward County, Systemic Model of Preventioncscbroward
Research Analyst Laura Ganci and Program Specialist Melissa Stanley of the Children's Services Council of Broward County, hosted a webinar for the Florida Alcohol and Drug Abuse Association on Implementing a Collaborative Approach to Child Welfare.
The Children's Services Council of Broward County provides leadership, advocacy and resources necessary to enhance children's lives and empower them to become responsible, productive adults. To learn more, visit us online at www.cscbroward.org and on social media at www.facebook.com/cscbroward; www.twitter.com/cscbroward; and www.youtube.com/cscbroward
Many states are expanding their Career and Technical Education (CTE) programs with the passage of Perkins V. States are exploring how to leverage the infrastructure of their statewide longitudinal data systems (SLDS) to collect, integrate, and report CTE data. This presentation details the success of the Pennsylvania Department of Education in leveraging the eScholar Complete Data Warehouse and Uniq-ID to enhance their CTE programs.
Importance of the strategic & operation plans under the state cooperative agr...Maurice Dawson
Health Information Technology (IT) has become an important topic within the health community in the last several years. Technology has become intertwined in all facets of our lives from smart phones to simple robotics but the health care industry has not fully incorporated all these new technologies in every day practices. However the health care industry is actively working toward a systems concept that allows interoperability as the ones currently in fielded act as independent closed systems. The health care community aims to integrate tools such as tablets, laptops, and Open Source Software (OSS) applications that allow for paperless records to include increasing accuracy in the hospital room with the capture of patient data. Many states must update their status in relation to the Strategic and Operation Plan under the State Cooperative Agreement. Key items of importance are the following; governance, policy/legal, technical infrastructure, business and technical operations, communications/marketing, and relationships to Medicaid/Medicare. Moving forward it is essential to compare and contrast different states to provide a larger view of the status of being compliant with the Strategic and Operation Plan under the State Cooperative Agreement.
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxtiffanyd4
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center.
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxmccormicknadine86
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center ...
CHAPTER 13Contributing to the ProfessionNAEYC Administrator Co.docxtiffanyd4
CHAPTER 13
Contributing to the Profession
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
1. Personal and Professional Self-Awareness
· The ability to evaluate ethical and moral dilemmas based on a professional code of ethics
8. Leadership and Advocacy
· Knowledge of the legislative process, social issues, and public policy affecting young children and their families
· The ability to advocate on behalf of young children, their families and the profession
Early Childhood Knowledge and Skills
1. Historical and Philosophical Foundations
· Knowledge of research methodologies
10. Professionalism
· Knowledge of different professional organizations, resources, and issues impacting the welfare of early childhood practitioners
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
· Ability to work as part of a professional team and supervise support staff or volunteers
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe how the field of early childhood education has made progress achieving two of the eight criteria of professional status.
2. Identify the advocacy tools that early childhood advocates should have at their disposal.
3. Discuss opportunities that program administrators have to contribute to the field’s future.
Grace’s Experience
Grace had found that working with children came naturally, and she considered herself to be a gifted teacher after only a short time in theclassroom. She thought she would spend her entire career working directly with children. She is now somewhat surprised how much she isenjoying the new responsibilities that come with being a program director. She is gaining confidence that she can work effectively with allfamilies, even when faced with difficult conversations; and her skills as a supervisor, coach, and mentor are increasing as well. She is nowcomfortable as a leader in her own center and is considering volunteering to fill a leadership role in the local early childhood professionalorganization. That would give her opportunities to refine her leadership skills while contributing to the quality of care provided for childrenthroughout her community.
Early childhood administrators are leaders. They contribute to the profession by making the public aware of the field’s emergingprofessionalism, including its reliance on a code of ethics; engaging in informed advocacy; becoming involved in research to increase whatwe know about how children learn, grow, and develop; and coaching and mentoring novices, experienced practitioners, and emergingleaders.
13.1 PROMOTING PROFESSIONALIZATION1
Lilian Katz, one of the most influential voices in the field of early care and education, began discussions about the professionalism of thefield in the mid-1980s. Her work extended a foundation that had been laid by sociologists, philosophers, and other scholars and continuesto influence how early childhoo.
CHAPTER 13Contributing to the ProfessionNAEYC Administrator Co.docxmccormicknadine86
CHAPTER 13
Contributing to the Profession
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
1. Personal and Professional Self-Awareness
· The ability to evaluate ethical and moral dilemmas based on a professional code of ethics
8. Leadership and Advocacy
· Knowledge of the legislative process, social issues, and public policy affecting young children and their families
· The ability to advocate on behalf of young children, their families and the profession
Early Childhood Knowledge and Skills
1. Historical and Philosophical Foundations
· Knowledge of research methodologies
10. Professionalism
· Knowledge of different professional organizations, resources, and issues impacting the welfare of early childhood practitioners
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
· Ability to work as part of a professional team and supervise support staff or volunteers
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe how the field of early childhood education has made progress achieving two of the eight criteria of professional status.
2. Identify the advocacy tools that early childhood advocates should have at their disposal.
3. Discuss opportunities that program administrators have to contribute to the field’s future.
Grace’s Experience
Grace had found that working with children came naturally, and she considered herself to be a gifted teacher after only a short time in theclassroom. She thought she would spend her entire career working directly with children. She is now somewhat surprised how much she isenjoying the new responsibilities that come with being a program director. She is gaining confidence that she can work effectively with allfamilies, even when faced with difficult conversations; and her skills as a supervisor, coach, and mentor are increasing as well. She is nowcomfortable as a leader in her own center and is considering volunteering to fill a leadership role in the local early childhood professionalorganization. That would give her opportunities to refine her leadership skills while contributing to the quality of care provided for childrenthroughout her community.
Early childhood administrators are leaders. They contribute to the profession by making the public aware of the field’s emergingprofessionalism, including its reliance on a code of ethics; engaging in informed advocacy; becoming involved in research to increase whatwe know about how children learn, grow, and develop; and coaching and mentoring novices, experienced practitioners, and emergingleaders.
13.1 PROMOTING PROFESSIONALIZATION1
Lilian Katz, one of the most influential voices in the field of early care and education, began discussions about the professionalism of thefield in the mid-1980s. Her work extended a foundation that had been laid by sociologists, philosophers, and other scholars and continuesto influence how early childhoo ...
Getting to Grad: A Focus on Student SuccessSalesforce.org
Salesforce for Higher Education: Live Webinar
Getting to Grad: A Focus on Student Success
You spend a lot of time and money to onboard a student. And when that student, who is your brand ambassador, either leaves, transfers or doesn’t graduate, everyone pays the price. Learn how two schools are using Salesforce to help students achieve their academic goals. Western Governors University, an online competency-based university, has integrated Salesforce with their systems of record to leverage the collective data to predict student success. They will also share and demo how they are fostering a Student Community to engage students, faculty and staff. George Mason University School of Management, one of the most diverse public universities, will share and demo how they are using Salesforce for running their advising program so that they can connect students to the right resources more quickly and consistently.
Join us to learn how Western Governors University and George Mason University are using Salesforce to ensure student success.
Who Should Attend:
Student Affairs
Academic Affairs
Student Services
Institutional Research Officers
FEATURING:
- Jim Gilbert, Assistant Dean for Undergraduate Programs
- Chase Schults, Salesforce Administration Manager
- Sandra Sanvido, Director of Higher Education Product Marketing— Moderator
With generous support from AT&T, America’s Promise will invest in two states and three communities to support more young people toward the critical milestone of high school graduation.
Submission deadline is November 8th, 2017
Deliverology process approach used by educators to increase education performance outcomes in Unified School Districts, Community Colleges and Universities.
Nonprofit Financial Information OnlineIn the United States, the .docxhenrymartin15260
Nonprofit Financial Information Online
In the United States, the IRS requires that all 501c3 organizations file a tax return of sorts. The form nonprofit organizations are required to fill out is called a 990, and as public organizations, these forms are available to the public. Since 1999, organizations that file 990s have been required to provide copies to anyone who requests. Unfortunately, some nonprofits weren’t aware of this, and when asked, they sometimes refused to disclose what they perceived to be private information (although it is NOT).
To ensure that the information is available, the IRS makes information from 990s available through two outlets.
· Guidestar: www.guidestar.org
· National Center for Charitable Statistics: http://nccsdataweb.urban.org/FAQ/index.php?category=31
Guidestar is the place to look if you want a scanned copy of the complete tax return for a single organization. NCCS is a national repository for compiled data on the nonprofit sector in the U.S., but the datasets do not include all of the information from the 990s. While Guidestar makes scanned copies of individual tax returns available, NCCS makes the data from 990s available in a database format. In other words, if I were interested in contributing money to the World Wildlife Fund and wanted to look at their financial information, I’d probably go to Guidestar. However, if I wanted to conduct an analysis of all nonprofit environmental organizations, I’d go to NCCS.
While Guidestar and NCSS are great sources for data, they do not help in evaluating the financial status of an organization. A good online source of evaluating nonprofit organizations is CharityNavigator.org. What makes charity navigator particularly interesting is its use of financial ratios and rating system. The financial ratios for each of these factors is calculated from financial data on each organization’s 990.
Individual Paper 3: Financial Analysis
One technique used to assess an organization’s financial management is ratio analysis, which focuses on mathematical comparisons between or among accounts on a set of financial statements. While an organization’s size must still be taken into account, financial ratios allow a rough comparison of both large and small organizations. For example, looking at the expenses for Marist and Harvard isn’t particularly useful. However, looking at the ratio of program expenses to total expenses allows us to determine how much of each organization’s budget is used for administrative expenses versus mission critical programs. Ratios also represent benchmarks that organizations can use internally to analyze themselves over multiple years. Fortunately for us, IRS form 990 represents a quick-and-dirty set of financial statements for nonprofit organizations in the U.S.
There are many types of financial ratios for evaluating nonprofit organizations. For this assignment we will examine four types:
Efficiency: Efficiency ra.
The release of the draft cohort default rates presents a great opportunity to review or initiate your default prevention plan. During this webcast, we discussed proven strategies that will help students successfully complete their program of study, become educated consumers regarding their student loans and provide them with the assistance they need to successfully repay their educational debt.
Children's Services Council of Broward County, Systemic Model of Preventioncscbroward
Research Analyst Laura Ganci and Program Specialist Melissa Stanley of the Children's Services Council of Broward County, hosted a webinar for the Florida Alcohol and Drug Abuse Association on Implementing a Collaborative Approach to Child Welfare.
The Children's Services Council of Broward County provides leadership, advocacy and resources necessary to enhance children's lives and empower them to become responsible, productive adults. To learn more, visit us online at www.cscbroward.org and on social media at www.facebook.com/cscbroward; www.twitter.com/cscbroward; and www.youtube.com/cscbroward
Many states are expanding their Career and Technical Education (CTE) programs with the passage of Perkins V. States are exploring how to leverage the infrastructure of their statewide longitudinal data systems (SLDS) to collect, integrate, and report CTE data. This presentation details the success of the Pennsylvania Department of Education in leveraging the eScholar Complete Data Warehouse and Uniq-ID to enhance their CTE programs.
Importance of the strategic & operation plans under the state cooperative agr...Maurice Dawson
Health Information Technology (IT) has become an important topic within the health community in the last several years. Technology has become intertwined in all facets of our lives from smart phones to simple robotics but the health care industry has not fully incorporated all these new technologies in every day practices. However the health care industry is actively working toward a systems concept that allows interoperability as the ones currently in fielded act as independent closed systems. The health care community aims to integrate tools such as tablets, laptops, and Open Source Software (OSS) applications that allow for paperless records to include increasing accuracy in the hospital room with the capture of patient data. Many states must update their status in relation to the Strategic and Operation Plan under the State Cooperative Agreement. Key items of importance are the following; governance, policy/legal, technical infrastructure, business and technical operations, communications/marketing, and relationships to Medicaid/Medicare. Moving forward it is essential to compare and contrast different states to provide a larger view of the status of being compliant with the Strategic and Operation Plan under the State Cooperative Agreement.
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxtiffanyd4
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center.
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxmccormicknadine86
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center ...
CHAPTER 13Contributing to the ProfessionNAEYC Administrator Co.docxtiffanyd4
CHAPTER 13
Contributing to the Profession
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
1. Personal and Professional Self-Awareness
· The ability to evaluate ethical and moral dilemmas based on a professional code of ethics
8. Leadership and Advocacy
· Knowledge of the legislative process, social issues, and public policy affecting young children and their families
· The ability to advocate on behalf of young children, their families and the profession
Early Childhood Knowledge and Skills
1. Historical and Philosophical Foundations
· Knowledge of research methodologies
10. Professionalism
· Knowledge of different professional organizations, resources, and issues impacting the welfare of early childhood practitioners
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
· Ability to work as part of a professional team and supervise support staff or volunteers
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe how the field of early childhood education has made progress achieving two of the eight criteria of professional status.
2. Identify the advocacy tools that early childhood advocates should have at their disposal.
3. Discuss opportunities that program administrators have to contribute to the field’s future.
Grace’s Experience
Grace had found that working with children came naturally, and she considered herself to be a gifted teacher after only a short time in theclassroom. She thought she would spend her entire career working directly with children. She is now somewhat surprised how much she isenjoying the new responsibilities that come with being a program director. She is gaining confidence that she can work effectively with allfamilies, even when faced with difficult conversations; and her skills as a supervisor, coach, and mentor are increasing as well. She is nowcomfortable as a leader in her own center and is considering volunteering to fill a leadership role in the local early childhood professionalorganization. That would give her opportunities to refine her leadership skills while contributing to the quality of care provided for childrenthroughout her community.
Early childhood administrators are leaders. They contribute to the profession by making the public aware of the field’s emergingprofessionalism, including its reliance on a code of ethics; engaging in informed advocacy; becoming involved in research to increase whatwe know about how children learn, grow, and develop; and coaching and mentoring novices, experienced practitioners, and emergingleaders.
13.1 PROMOTING PROFESSIONALIZATION1
Lilian Katz, one of the most influential voices in the field of early care and education, began discussions about the professionalism of thefield in the mid-1980s. Her work extended a foundation that had been laid by sociologists, philosophers, and other scholars and continuesto influence how early childhoo.
CHAPTER 13Contributing to the ProfessionNAEYC Administrator Co.docxmccormicknadine86
CHAPTER 13
Contributing to the Profession
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
1. Personal and Professional Self-Awareness
· The ability to evaluate ethical and moral dilemmas based on a professional code of ethics
8. Leadership and Advocacy
· Knowledge of the legislative process, social issues, and public policy affecting young children and their families
· The ability to advocate on behalf of young children, their families and the profession
Early Childhood Knowledge and Skills
1. Historical and Philosophical Foundations
· Knowledge of research methodologies
10. Professionalism
· Knowledge of different professional organizations, resources, and issues impacting the welfare of early childhood practitioners
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
· Ability to work as part of a professional team and supervise support staff or volunteers
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe how the field of early childhood education has made progress achieving two of the eight criteria of professional status.
2. Identify the advocacy tools that early childhood advocates should have at their disposal.
3. Discuss opportunities that program administrators have to contribute to the field’s future.
Grace’s Experience
Grace had found that working with children came naturally, and she considered herself to be a gifted teacher after only a short time in theclassroom. She thought she would spend her entire career working directly with children. She is now somewhat surprised how much she isenjoying the new responsibilities that come with being a program director. She is gaining confidence that she can work effectively with allfamilies, even when faced with difficult conversations; and her skills as a supervisor, coach, and mentor are increasing as well. She is nowcomfortable as a leader in her own center and is considering volunteering to fill a leadership role in the local early childhood professionalorganization. That would give her opportunities to refine her leadership skills while contributing to the quality of care provided for childrenthroughout her community.
Early childhood administrators are leaders. They contribute to the profession by making the public aware of the field’s emergingprofessionalism, including its reliance on a code of ethics; engaging in informed advocacy; becoming involved in research to increase whatwe know about how children learn, grow, and develop; and coaching and mentoring novices, experienced practitioners, and emergingleaders.
13.1 PROMOTING PROFESSIONALIZATION1
Lilian Katz, one of the most influential voices in the field of early care and education, began discussions about the professionalism of thefield in the mid-1980s. Her work extended a foundation that had been laid by sociologists, philosophers, and other scholars and continuesto influence how early childhoo ...
Getting to Grad: A Focus on Student SuccessSalesforce.org
Salesforce for Higher Education: Live Webinar
Getting to Grad: A Focus on Student Success
You spend a lot of time and money to onboard a student. And when that student, who is your brand ambassador, either leaves, transfers or doesn’t graduate, everyone pays the price. Learn how two schools are using Salesforce to help students achieve their academic goals. Western Governors University, an online competency-based university, has integrated Salesforce with their systems of record to leverage the collective data to predict student success. They will also share and demo how they are fostering a Student Community to engage students, faculty and staff. George Mason University School of Management, one of the most diverse public universities, will share and demo how they are using Salesforce for running their advising program so that they can connect students to the right resources more quickly and consistently.
Join us to learn how Western Governors University and George Mason University are using Salesforce to ensure student success.
Who Should Attend:
Student Affairs
Academic Affairs
Student Services
Institutional Research Officers
FEATURING:
- Jim Gilbert, Assistant Dean for Undergraduate Programs
- Chase Schults, Salesforce Administration Manager
- Sandra Sanvido, Director of Higher Education Product Marketing— Moderator
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
7 Alternatives to Bullet Points in PowerPointAlvis Oh
So you tried all the ways to beautify your bullet points on your pitch deck but it just got way uglier. These points are supposed to be memorable and leave a lasting impression on your audience. With these tips, you'll no longer have to spend so much time thinking how you should present your pointers.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
8. Promotional Materials | PA State Police Troop N Camp Cadet Program
Promotional poster, event flyer, program brochure, concession trailer graphics
YOU’RE INVITEDYOU’RE INVITED
CAMP CADET TROOP NCAMP CADET TROOP N
GRADUATIONGRADUATIONCEREMONYCEREMONY
FRIDAY, 7.17.2020 / 6: 00 PM / PENN STATE HAZLETON GYMNASIUM
www.troopncampcadet.comwww.troopncampcadet.com
$
10
COLOR YEARBOOKCOLOR YEARBOOK
(Cash only)
A positive experience for police and youth.A positive experience for police and youth.
Please visit us at the Bloomsburg Fair September 25 - October 3 in the State County Building
$
25 $
10
FEATURE-LENGTH VIDEOFEATURE-LENGTH VIDEO
Includes footage of your child’s
experiences at camp as well as
the graduation ceremony
*Order forms available on graduation night
(Plus $
5 s+h)
8 x 10 PHOTO LAYOUT8 x 10 PHOTO LAYOUT
Includes 3 x 5 individual photo 5 x 7
platoon photo of your child in a Camp
Cadet uniform within a special layout
(Cash only)
BRANDED APPARELBRANDED APPAREL
PA State Police t-shirts, sweatshirts,
hats, mugs available for purchase
*See attached merchandise list.
(Credit cash accepted)
of your child’s experience with these keepsakes:of your child’s experience with these keepsakes:TTreasurereasure mmemoriesemories
9. Software Manuals | Technical Writing Design
Kansas State Department of Education Grants Reporting System, PSP Module
PA Department of Education Cyclical Monitoring For Continuous Improvement
YouTube training channel setup, video editing
6 |
PA-CMCI | CHAIRPERSON
GETTING STARTED
Login
To reach the PA-CMCI website, type the following URL into your browser’s address bar:
https://www.leaderservices.com/_pacmci
TIP: Bookmark the URL to easily access the site later.
Once there, you will the see the Login screen with a central login area as well as a courtesy navigation
menu along the left side of the page.
COURTESY NAVIGATION ELEMENTS (this page only)
Login: Takes you back to the Login screen
System Requirements: Opens a page displaying basic browser and third party software information for site use
PDE Home: Takes you to the PDE site home page
Leader Services Home: Takes you to the website service provider home page
NOTE: From this page, you also have the ability to access sample documents without logging into the
system via the Documents link. Click the link to display a table listing available PDF files for view or download.
GLOBAL NAVIGATION ELEMENTS
Navigation Strip: This area appears at the top of each page. It will show the status of your login credentials.
As you navigate the site, the Navigation Strip will also display a Home, Help, and Logout link.
Navigation Buttons: As you navigate the site, dynamic buttons appear at the bottom of pages. They change
based on location and function. Ex. Return, Go Back..., Save
Leader Services provides a PA-CMCI Username and Password. After receipt of your credentials, you may
enter them in the provided fields and click the Login button.
Navigation
Strip
Documents
Link
Courtesy
Navigation
| 7
| PA-CMCICHAIRPERSON
GENERAL SCREENS
Home Page/Dashboard
Upon login, you will reach the Home Page. The Chair Dashboard is your control panel. Here, you can quickly
view submission status and timeline information relevant to your tasks in a clear, organized view. There
are 3 main grids containing menu items: Options, CAV Documents, and Reports.
EMAIL NOTIFICATIONS
The system has the ability to send automatic notifications for monitoring events. When a peer saves
a section of the data entry and one or more answers is a “No,” the system will email the Chairperson,
alerting that something is out of compliance.
The Email Notifications Edit link is located under the Options
section of the Home page. To manage event notices, click the
Select button. If the “Allow On-Site Monitoring Email Messages” box
is checked, the Chairperson will receive the emails. If the box is
left unchecked, no email will be sent to the chairperson.
From here, you can also manage the frequency of Nightly Moni-
toring Email Messages in the same fashion.
*Email notifications can be turned on/off at any time.
GENERAL SCREENS
CHAIRPERSON
USER GUIDE
PA CMCICYCLICAL MONITORING FOR
CONTINUOUS IMPROVEMENT
10. Trisha Tranguch
Web Banner Ad | Dealerworld
Logo Design | Balliet AG Patch Logo Design |
Hazle Township Fire Department
Proposed Logo Designs |
J Zapata Mexican Food
MEXICAN FOOD TRUC
K
Trisha Tranguch Trisha Tranguch
11. ½ Pg. Island
Conceptual Print Ad Samples | PPC Lubricants
Headline: “We’ll Keep You Running.”
Used for Master PPC brand awareness
- Imagery and text is easily customized to market
or business unit/division.
- Ad formats are easily adapted for digital use.
½ Pg. Horizontal
½ Pg. Horizontal (Market Variation)
Full Pg.
12. Conceptual Print Ad Samples | PPC Lubricants
Headline: “We’ll Keep You Running.”
Used for Master PPC brand awareness
- Shown with additinal markets.
Full Pg.
½ Pg. Horizontal (Market Variation)
Full Pg.
½ Pg. Horizontal (Market Variation)
