About Early Explorers
In 1965, the Office of Economic Opportunity launched Project Head Start as an eightweek summer program. Head Start was part of the War on Poverty, which embodied a basic belief that education as the solution to poverty. Head Start was designed to help break the “cycle of poverty” by providing preschool children of low income families with a comprehensive program to meet their emotional, social, health, nutritional and psychological needs. Born of the civil rights movement and part of the new political thinking on the nature of poverty and the uses of education, was that the government was obligated to help disadvantaged groups in order to compensate for inequality in social or economic conditions. The concept of “maximum feasible participation” represented a new philosophy in federal government that low-income people should help plan and run their own programs. Education and child development specialists,
community leaders and parents enthusiastically received Head Start across the nation and recruited children age three to school-entry age. Over 985,000 preschool children are served in Head Start across the United States.
Established during the 1994 Reauthorization of Head Start, Early Head Start is a comprehensive early childhood program serving primarily at-risk children prenatal to age three, pregnant women and their families. Over 135,000 infants and toddlers are served in Early Head Start.
Early Explorers Head Start began as Newport School District Head Start in the summer of 1966 in Towner serving 3o children as a summer program. Early Explorers Head Start and Early Head Start is a grantee agency of the TGU (Towner, Granville, and Upham) School District #60. The TGU school board and the Early Explorers Policy Council, composed of enrolled parents and community representatives, govern Early Explorers. Our mission is accomplished by involving parents in the total operation and administration of the program and supporting the growth of children, families and staff through encouragement, nurturing, education and empowerment.
I believe that this is one of the most constructive, and one of the most sensible, and one of the most exciting programs that this nation has ever undertaken. We have taken up the age-old challenge of poverty and we don’t intend to lose generations of our children to this enemy of the human race.”
Our Purpose
Promote school readiness in a learning environment that supports children’s growth in language, literacy, mathematics, science, social and emotional functioning, creative arts, physical skills, and approaches to learning.
Our Vision
Exploring the Possibilities Together
Our Core Values
- Attitude: We believe that remaining positive and looking ahead are essential parts of achieving goals.
- Communication: We work toward the clear exchange of information, both written and verbal.
- Honesty: We believe that being truthful establishes lasting relationships and promotes positive communication.
- Humor: We believe that laughter brings us together. We should have fun while being productive.
- Respect: We know people feel valued when they are shown consideration. We believe each employee has the right to work in an environment of mutual respect.
Our Mission & Vision
Early Explorers Head Start and Early Head Start are early childhood development programs dedicated to providing quality services through collaboration with families and communities. We employ a comprehensive approach built upon:
- Engaging and empowering families to create positive change;
- Ensuring school readiness through best practices; and
- Promoting optimal health and well-being from prenatal to adulthood.
Three-Year Strategic Plan (2019-2022)
Our Roadmap
This strategic plan will serve as a roadmap to guide us through the next phase of our journey. The goals, objectives, and action steps listed in this plan will lead decision-making over the course of the next three years. The initiatives and approaches resulting from this plan will be measured to ensure progress is being made toward our common goals.
Annual Reports and Financial Audits
Our Strategic Goals
Goal #1
Training & Professional Development
To utilize best practices to ensure our
staff has the knowledge, skills, and
abilities to complete their duties.
Goal #2
Parenting
To provide education and opportunities
for families to enhance their parenting
and self-sufficiency skills.
Goal #3
Excellence in Early Child Care and Education and School Readiness
To ensure excellence in early care and
education and school readiness.
Goal #4
Organizational Excellence
To achieve professional excellence, fiscal health, and pursue reasonable opportunities to enhance the implementation of our mission and vision..
Goal #1: Training and Professional Development
Objective 1–A: Reevaluate and develop an orientation, coaching, and training system.
Action Step: Management team will meet with T&TA Consultant to develop a coaching plan by Fall 2019
Benchmarks:
- Coaching plan will be completed by June 30, 2019
- Plan will be presented supervisors and staff no later than August 30, 2019
Responsible Parties: Education Supervisors and Director
Action Step: Management team will meet with T&TA Consultant to develop a coaching plan by Fall 2019
Benchmarks:
- Orientation plan will be completed by July 30, 2019
- All information will be posted online by August 15, 2019
Responsible Parties: Component Supervisors, Director, and Administrative Assistant
Action Step: Management team will meet with T&TA Consultant to develop a coaching plan by Fall 2019
Benchmarks:
- Orientation plan will be completed by July 30, 2019
- All information will be posted online by August 15, 2019
Responsible Parties: Component Supervisors, Director, and Administrative Assistant
Objective 1–B: All staff will meet the educational requirements per the Head Start Act.
Action Step: All staff will be required to complete Child Development Associates or achieve other education certification within required federal timelines
Benchmarks:
- All oversight of the Pre-School Child Development Associates (CDA) process will be transferred to the Pre-School Supervisor by August 1, 2019
- All Early Head Start teaching staff will complete certification within 12 months of hire
- All Head Start assistants will complete certification within 24 months of hire
Responsible Parties: Pre-School Supervisor, Early Head Start Supervisor, and Director
Objective 1–C: Create wellness plan to support staff.
Action Step: Wellness Committee will research best practices along with creating and submitting yearly plans
Benchmarks:
- Annual plan will be outline, events, and expectations will be presented by November 30, 2019
- Additional information will be made available on the program website no later than January 1, 2020
Responsible Parties: Wellness Committee and Director
Goal #2: Parenting
To provide education and opportunities for families to enhance their parenting and self-sufficiency skills.
Objective A: Work in partnership with parents to ensure healthy beginnings.
Action Step: Relocate the Health Coordinator position in the Devils Lake office by Fall 2019
Benchmark: Health Coordinator will be based out of Devils Lake office by August 15, 2019
Responsible Parties: Health Coordinator, Director, and Fiscal Officer
Action Step: Identify and offer parent support programs.
Benchmark: Starting in Fall 2019, each site will have a minimum of four parenting meetings per year
Responsible Party: Family Development Coordinators
Objective B: Enhance parenting skills though utilizing an evidence-based parent curriculum.
Action Step: Implement an infant toddler parent curriculum and tracking, training and implementation by Spring 2019
Benchmark: Early Head Start staff will be trained on curriculum and expectations by June 15, 2019
Responsible Party: Family Development Supervisor
Action Step: Facilitate parent meetings and educational opportunities that support parent curriculum and school readiness
Benchmark:
- Starting in Fall 2019, each site will have a minimum of four parenting meetings per year.
- Each site will establish a Parent Committee by November 15, 2019.
- Each site will have a parent and/or community representative on the Policy Council by November 15, 2019.
Responsible Party: Family Development Coordinators and Director
Objective C: Measure family outcomes and program impact.
Action Item: Refine rubric for parent outcomes by Fall 2019
Benchmark:
- Revised rubric will begin measurement as of August 15, 2019
- Families identified as “highest risk” will be prioritized for case management by October 15, 2019
- Family Development Supervisor will create a report and provide data on parent outcomes by May 15, 2020; the report and data will demonstrate program impact
Responsible Party: Family Development Supervisor and Coordinators
Action Item: All parent engagement monitoring will be through the Child Plus system.
Benchmark: Monitoring through Child Plus will begin no later than August 15, 2020.
Responsible Party: Family Development Coordinators and Administrative Assistant
Goal #3: Excellence in Early Care and Education and School Readiness
To ensure excellence in early care, education, and school readiness.
Objective A: Execute new curriculum to fidelity.
Action Step: Provide implementation training to Early Head Start and Head Start staff on new curriculum
Benchmark:
- All Early Head Start and Head Start teachers and assistants will have 12 hours of training in the new curriculum by August 15, 2019
- All Early Head Start and Head Start teachers and assistants will have 8 hours of training in teaching strategies and goals (assessment tool) by August 15, 2019
- Head Start will start utilizing new curriculum and assessment by August 26, 2019
Responsible Parties: Director
Action Step: Offer annual on-site training on Creative Curriculum for infant/toddler and preschool
Benchmark:
- Create a curriculum implementation plan and ongoing vendor support will be in place by August 15, 2019
- Teachers will determine unmet needs and areas for growth in planning for 2021 on-site training; plan will be submitted no later than May 15, 2020
Responsible Party: Preschool Supervisor, Infant/Toddler Supervisor, and Director
Action Step: Ensure coaching to fidelity training be completed by supervisors to guarantee successful implementation
Benchmark: Schedule training with creative curriculum for 2019-2020 school year by December 1, 2019
Responsible Party: Preschool Supervisor and Director
Objective B: Transition away from Galileo and towards Teaching Strategies Gold platform for individualized instruction, assessment, and reporting.
Action Item: Provide training on implementation of Teaching Standards Gold
Benchmark:
- All Head Start and Early Head Start teachers and assistants will have training on Teaching Strategies Gold by August 16, 2019
- Starting the 2019-2020 academic year, on-going support will be provided through webinars throughout the year and/or as deemed necessary and appropriate by the Director
Responsible Party: Preschool Supervisor, Head Start Supervisor, and Director
Action Item: Ensure all pertinent staff will achieve certification by May 15, 2020
Benchmark:
- Early Head Start staff will be trained on curriculum and expectations by June 15, 2019
- Teacher observations and data collection will be reviewed during data meetings in Fall 2019 and Spring 2020
Responsible Parties: Preschool Supervisor, Child Development Coordinators, and Director
Objective C: Revise current educational systems to reflect transition to Creative Curriculum and Teaching Strategies Gold.
Action Item: Complete alignment with the Early Learning Framework, North Dakota Early Learning Standards, Creative Curriculum, and Teaching Strategies Gold
Benchmark: Teachers will complete alignment by January 31, 2020
Responsible Party: Preschool Supervisor
Goal #4: Organizational Excellence
To achieve professional excellence, fiscal health, and pursue reasonable opportunities to enhance the implementation of our mission and vision.
Objective A: ERSEA
Action Step: Ensure all staff have a basic understanding of the enrollment process.
Benchmark:
- ERSEA training will be completed by all staff within the first year of employment per orientation plan
- ERSEA overview will be presented to all staff annually per training plan
Responsible Parties: Administrative Assistant and Child Development Supervisors
Action Step: Implement a team approach to the enrollment process of individual sites
Benchmark: Starting in May 2019, all sites will have annual meetings in May in preparation for fall enrollment and recruitment strategies
Responsible Party: Administrative Assistant, Site Supervisors, and Director
Action Step: Determine plan to increase Head Start hours of service per location.
Benchmark: Pending congressional action, benchmarks will be established per law
Responsible Party: TBD
Objective B: The program will strengthen the agency’s fiscal health.
Action Item: Revamp the budget to reflect changes in enrollment and priorities.
Benchmark:
- Upon approval of reduction in enrollment from the Regional Office, the program will develop a written plan to reallocate personnel and operating costs from Turtle Lake and Velva from August to November 2019 to be approved by the Policy Council and Grantee.
- The budget that begins December 1, 2019 for the 2019-2020 fiscal year, will reflect an increase in salaries, fringe and operating costs due to reallocation of funds
Responsible Party: Fiscal Officer and Director
Action Step: Increase availability of fiscal training for governing boards and program staff
Benchmark: Starting in the fall of 2019, all staff will receive annual training on fiscal operations in addition to monthly budget reports
Responsible Parties: Fiscal Officer and Director
Action Step: Improve internal practices and reporting systems
Benchmark:
- A report will be created with a monthly break out of expenses per component report beginning by June 15, 2019
- The Fiscal Officer will update purchasing protocol and present to managers by August 15, 2019
Responsible Party: Fiscal Officer and Director
Action Step: Identify additional non-federal funding sources such as fundraising, charitable contributions, and service contracts
Benchmark:
- Managers will create a plan to increase in-kind revenue in lieu of closing two sites by October 15, 2019
- Monthly fiscal reports to the governing boards and staff will report activity and balance of funding received outside Head Start and Early Head Start grants beginning May 2019 including but not limited to Pre-Kindergarten contract, Striving Readers grant and community donations
Responsible Parties: Fiscal Officer and Director
Objective C: Maximize the potential of technology to increase operational effectiveness
Action Step: Conduct annual website audits to identify areas for improvement in the areas of user friendliness, current and updated information, classroom specific information and search engine optimization (SEO).
Benchmark:
- Request website audit from outside vendors to determine contract holder for website by June 15, 2019.
- The program will work with the webmaster to update website to new platform with updated information by August 15, 2019.
- Staff will receive training on the new platform at August 22, 2019 training.
- Program will conduct online satisfaction survey by March 30, 2020.
Responsible Parties: Administrative Assistant and Director
Action Step: Update all forms and policies by Fall 2019.
Benchmark:
- Managers will submit all revised policies for review and reformatting by May 15, 2019.
- The draft of the revised policies will be submitted to managers by July 15. 2019.
- Upon approval of the policies by the managers by September 15, the policies will be submitted to staff for a public comment period of one week.
- The revised policies will be presented and approved by Policy Council and Grantee by over the academic year of 2019-2020.
- The existing policies will stay intact until the approval of the new policies by Policy Council and Grantee board.
Responsible Parties: All Coordinators and Director
Action Step:Implement technology inventory and replacement plan
Benchmark:
- The program will create a technology inventory and replacement plan to determine priorities, replacement plans and budgets by August 30, 2020
- Program will apply for funding opportunities when available utilizing the technology inventory to prioritize purchasing
Responsible Parties: Administrative Assistant, Fiscal Officer and Director
Objective D: Increase application of data
Action Step:Increase use of data collected through child outcomes, CLASS (Head Start only), and teacher rubric to guide individual coaching
Benchmark:
- Staff and Coordinators will be trained on Teaching Strategies Gold Assessment System August 14-16, 2019
- Staff and Coordinators will have four additional trainings or webinars with Creative Curriculum/Teaching Strategies Gold focusing on implementation and data analysis (August, October, January, February and April)
- Child Plus software will facilitate onsite training on data collection and analysis in October 2019 for managers
- New coaching plan will be created by September 1, 2019, identifying timelines and implementation
- Data meetings will be held in fall and spring to review individual and classroom data
Responsible Parties: Coordinators and Director
Action Step:Utilize family needs and child health data to determine parent education support.
Benchmark:
- Parent and child data will be collected primarily during intakes in fall 2019.
- Data will be reviewed, and priority areas will be shared by the component supervisors by October 2019.
- Data and implementation of parent education support will be evaluated by parent satisfaction surveys and data analysis and reported in the 2019-2020 Self-Assessment to be completed by May 15, 2020.
Responsible Parties: Health Coordinator, Family Development Supervisor, and Director
Objective E: Improve internal communication
Action Step:Increase usage of web based video-conferencing throughout the organization.
Benchmark:
- By May 30, 2019, the program will identity if each site and manager have access to a webcam to conduct video-based conferencing
- Managers will be encouraged to utilize Go to Meeting and Zoom as an option for communication with staff
Responsible Parties: Administrative Assistant, Coordinators, and Director
Action Step: Collect and distribute all committee meetings minutes to all management in a timely manner
Benchmark: All committee meetings will have minutes and will be posted
Responsible Parties: All Coordinators
Objective F: Improve external communications and public relations efforts.
Action Step: Contract with outside vendor for the design of the annual report.
Benchmark:
- The program will compile all data, pictures and information for annual report by May 30, 2019
- The program will get quotes from vendors and select a for the creation of the annual report by June 30, 2019
- The annual report will be presented to the Policy Council and Grantee Board by the October 2019 meeting
Responsible Parties: Director
Action Step: Implement and develop a public relations strategy and approach to increase the organization’s profile and communicate with stakeholders
Benchmark:
- A database for the distribution of information to contacts with key stakeholder groups – agencies, school districts, and community partners – will be developed by October 15, 2019
- A master calendar of events, weeks, and milestones will be created to serve as a guide for external communications by October 15, 2019
- The Director will contract with a consultant to develop and begin implementation of a public relations plan no later than December 15, 2020
Responsible Parties: Director
