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Early Childhood Reform in Seven Communities
Front-Line Practice, Agency Management, and Public Policy
 

A cross-site analysis of seven early childhood administrators is discussed with regard to the level of energy and concentration they commit to their professions. Early childhood administrators may be able to relate to the issues outlined in this article that deal with providing leadership, raising money, developing partnerships, setting standards, staff training, and program quality.
The following is an excerpt from the Harvard Family Research Project.

Early Childhood Reform in Seven Communities

These seven managers work in different types of organizations in terms of history, size, complexity, and structure. Their agencies range from the century-plus heritage of Sheltering Arms to initiatives such as FACE and Covington, Kentucky's Early Childhood Center, which have been in business for only a few years. Some projects are sophisticated, multimillion-dollar enterprises, while others operate smaller, less complex operations. Four managers are executives in independent, nonprofit organizations, two are middle-level managers within school systems, and one is a teacher/director who works with children as well as handling administrative duties. However, regardless of their job setting, early childhood administrators balance energy and attention between two central functions. More>>

"Early Childhood Reform in Seven Communities, Front-Line Practice, Agency Management, and Public Policy." Schultz, Tom, Lopez, Elena and Hochberg, Mona. Harvard Family Research Project's (HFRP). 1996. English.