Developing and administering a child care and education program 9th edition ebook pdf version

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Contents Preface

xv

Acknowledgment

xx

ChapTeR 1

2-1a What Must You Know about Need?

The Effective Director

1

1-1 Making a Commitment to Diverse Stakeholders 2 1-2 Meeting Challenging Situations Based on Ethical Principles 2 1-3 Considering the Center’s Systems and Subsystems 3

1-4a Styles

5

1-4b Roles

5

TeachSource Video Vignette: PreK funding Cuts

19

2-1b How Do You Find Out about Need?

20

21

2-2 Program Mission and Values Statements 23

4

Making the Case for Qualified Administrators

19

Working Smart with technology

1-3a Subsystems in Early Childhood Programs 4 1-4 Administrative Styles and Roles

Making the Case for Advocacy

4

2-2a Decisions about the Mission and Values Statements 23 2-2b Decisions about Core Values and Value Statements 23

1-4c Personal Qualities

7

1-5 Managing the Program

8

Working Smart with technology

9

2-3 Types of Programs

26

2-3a Not-for-Profit Programs

27

2-3b Individual Cooperative Programs 1-6 Serving as Curriculum Leader 1-7 Leading People

2-3c Agency-Sponsored Programs 9

10

1-7a Addressing Conflict Resolution

10

TeachSource Video Vignette: Leadership Practices in Child development Centers: Personnel System 12

1-8 Management Tools

12

1-8b Using Technology 1-8c Time-Use Skills

12

13

14

15

try it out! rEfErEnCES

2-3e Public School–Sponsored Programs

27

2-3f Campus Child Care Programs

2-3h Profit-Making Programs (Proprietary) 2-3j Corporate Systems 2-3l Military Programs

29

2-1 Assessing the Need

18

29

30 30

31

31

try it out!

Assessing Community Need and Establishing a Program 17

28

29

2-3k Employer-Sponsored Programs

SummAry

ChapTeR 2

28

2-3g Privately Sponsored Not-for-Profit Programs 28

2-4 Standards of Practice

16

27 27

2-3m Family Child Care Homes

16

27

2-3d Government-Sponsored Programs

2-3i Independent Owner

1-8a Policies and Procedures Manual

SummAry

18

31

Digital Download: director’s resource 2-1 Sample needs Assessment 32 rEfErEnCES

33

vi

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

vii

Contents

ChapTeR 3

4-2 The Early Childhood Center Board

Licensing and Certification

34

4-3 Board Membership

TeachSource Video Vignette: the Quality of Child Care 35

3-1 The Purpose of Licensing

37

3-2a Building Safety

37

3-2b Physical Space

37

3-2c Teacher-to-Child Ratios 3-2d Staff Qualifications 3-2e Transportation 3-3 The Licensing Process

38

Working Smart with technology

39

3-4 The Licensing Specialist

40 41

42 44

58 59

59 60

60

4-5a Executive Committee

61

4-5b Personnel Committee

61

4-5c Finance Committee

61

4-5d Building Committee

61

4-5e Program Committee

62

Working Smart with technology

62

4-6 Board Communication

63

SummAry

62

64

64

try it out!

45

65

director’s resource 4-1 initial Articles of incoporation – nonprofit 66

46

director’s resource 3-1 ohio department of Job and family Services Plan of operation for a Child Care Center 47

rEfErEnCES

67

ChapTeR 5

Handling Financial Matters

51

5-1 Creating a Financial Plan

ChapTeR 4

Organizing Center Structure and Working with a Board 52 4-1 Organization of the Center 4-1a Sole Proprietorship 4-1b Partnerships 4-1c Franchise

58

4-7 Board Involvement in Center Operation

42

45

rEfErEnCES

4-3c Terms for Board Membership

4-5f Nominating Committee

3-7b Director Credentialing

try it out!

58

4-5 Board Committees

3-6 Quality Rating and Improvement Systems (Qris) 42

SummAry

4-3b Orientating Board Members

4-4c Operating the Center

41

3-7a Staff Credentialing

57

TeachSource Video Vignette: Leadership Practices in Child development Centers: orientation of Board members 58

4-4b Making Policy

Making the Case for Program Accreditation

3-8 Career Pathways

Making the Case for diverse Board membership

4-4a Drawing Up Bylaws

38 38

3-7 Credentialing

4-3a Selection of Board Members 56

4-4 Board Duties

37

37

3-2f Other Standards

3-5 Accreditation

56

35

TeachSource Video Vignette: Leadership Practices in Child development Centers: the regulatory System 36

3-2 Licensing Regulation

56

53

54

4-1d Corporation

54

53

53

68 69

5-1a Policies and Procedures

69

Making the Case for Staff input into Budget Priorities 70

5-1b Establishing a Fiscal Calendar 5-1c Managing Payroll

70

5-1d Health Care Costs

71

5-1e Tax Forms and Pay Roll

70

71

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

viii

Contents

TeachSource Video Vignette: financial Planning for Early Childhood Programs: Establishing a Budget 72

5-2 Preparing and Operating a Budget 5-2a Types of Budgets

72

5-2b Estimating Costs

73

72

5-2f Plant and Equipment

82

5-3 Financial Responsibilities

82

5-3a Managing Cash Flow

82

82

6-6 Soliciting Funds from Corporations and Individuals 105

83

84

6-7a Center Enrollment Report 6-7b Accounts Receivable

5-3e Recording Transactions

84

6-7e Income Statement 86

6-7f Annual Report

86

107

6-8b Fraud

Digital Download: director’s resource 5-1 Sample Child Care Center Budget 87

107

Digital Download: director’s resource 5-2 Sample income Statement for the year Ended december 31, 20XX 88 Digital Download: director’s resource 5-3 Sample Statement of financial Position as of April 30, 20XX 89 director’s resource 5-4 hypothetical Budget By month Created on Spreadsheet 90 91

93

TeachSource Video Vignette: financial Planning for Early Childhood Programs: Establishing a Budget 93

108

108

109

try it out!

109

Digital Download: director’s resource 6-1 Sample Grant Application* 110 Digital Download: director’s resource 6-2 Sample Sliding fee Schedule 112 Digital Download: director’s resource 6-3 Center Enrollments in february 112 rEfErEnCES

92

108

108

6-8c Lawsuits SummAry

107

107

6-8 Shepherding Existing Funds

86

6-1 Getting Started in Raising Funds

107

6-7d Statement of Financial Position

86

6-8a Collections

Funding the Program

107

107

6-7c Budget Comparison Report

85

86

ChapTeR 6

106

6-7 Reporting to the Board and Funders

5-3c Ordering Goods and Services

rEfErEnCES

102

6-6a Preparing for Fund-Raising

83

5-3h Handling Petty Cash

101

Making the Case for Adequate funding of an integrated System of Care 104

5-2i Budgeting for Subsequent Years

try it out!

99

6-5c Foundations

5-2h Approving the Budget

SummAry

96

6-5b Community Resources 82

5-3i … And Finally

95

6-5 Operating Funds for New and Continuing Centers 98 6-5a Tuition

78

5-2g Using Budget Systems

5-3g Auditing

76

81

5-3f Summarizing Data

94

6-4 Break-Even Analysis

75

5-2e Staffing and Full-Time Equivalents

5-3d Making Payments

Working Smart with technology

6-3a Community and Governmental Support 95

74

5-2d Analyzing Budget Categories

5-3b Handling Salaries

94

6-3 Start-Up Funds

5-2c Adjusting Budget Figures

Working Smart with technology

6-2 Funding a New Center

113

ChapTeR 7

Developing a Center Facility

114

7-1 Analyzing Space Requirements 7-1a Basic Requirements

115

115

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Contents 7-1b Health and Safety

8-1c Service Areas

116

7-1c Accessibility of the Facility Working Smart with technology

117

138

Making the Case for digital Literacy

119

TeachSource Video Vignette: Space Planning, Equipment, and facility maintenance 123

Making the Case for Supporting Physical Activity

8-2 Using Selection Criteria

139

Working Smart with technology

140

126

8-2b Usefulness

142

8-2c Versatility

143

8-2d Safety

126

8-2e Suitability

7-1f Governmental Regulations

126

8-2f Ease of Maintenance 8-2g Aesthetics

127

7-2a Considering New Construction 7-2b Using Existing Buildings 7-2c Renting or Leasing 7-2d Renovating

128

7-3e Accountant

131

130

132

149 150

151

153 153

rEfErEnCES

154

ChapTeR 9

Staffing the Center 134

8-1a Children’s Spaces

136

TeachSource Video Vignette: Appropriate Learning Environments and room Arrangements 136

137

156

9-1 Creating a Positive Climate and Motivating Staff 156

135

TeachSource Video Vignette: Space Planning, Equipment, and facility maintenance 135

8-1b Adult Spaces

8-5 Managing Equipment

148

Digital Download: director’s resource 8-2 Sample inventory form 154

133

8-1 Establishing Needs

148

Digital Download: director’s resource 8-1 Purchase order form 154

131

Equipping the Center

147

8-4c Sources of Equipment

try it out!

131

ChapTeR 8

8-4 Ordering Equipment

SummAry

director’s resource 7-1 Philosophy Statement rEfErEnCES

8-3 Working within a Budget

8-5a Checking and Inventorying Equipment 151

131

try it out!

146

8-5b Maintaining and Storing Equipment

130

SummAry

130

130

7-3d Contractor 7-3f Attorney

146

8-4b Purchase Time Line

130

7-3c Architect

145

8-4a Equipment Requisition

128

7-3 Working with Other Professionals 7-3b Realtor

128

129

7-3a Licensing Agent

144

8-2h User Preference

7-2 Planning a New Center 127

141

143

7-1e Programmatic Requirements 7-1g Cost and Quality

139

8-2a Developmental Needs

7-1d Opportunities for Independence and Growth 124

ix

9-1a Creating a Positive Climate 9-1b Community Building

157

9-1c Motivating the Staff

159

9-2 Designing Employment Policies 9-2a Purpose

162

9-2b Source

162

9-2c Inclusions

157

161

163

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

152

x

Contents 9-3 The Hiring Process

TeachSource Video Vignette: response to intervention: the three-tier model in a Preschool Environment 198

170

9-3a Developing Job Descriptions Working Smart with technology

170

10-2 Grouping the Children

171

199

10-2a Total Number of Children

Digital Download: figure 9-6 Sample application form (no resume) 174

10-2b Space and Group Size

199

200

10-2c Skills of Staff and Group Size

200

10-2d Needs of Children and Group Size Digital Download: figure 9-7 Sample application form (resume on file) 176 TeachSource Video Vignette: infants and toddlers: Creating an optimal Learning Environment 179

9-4 Retaining Staff

9-4a Employee Orientation 9-4b Handling Turnover

184

9-4c Exit Interview Questionnaire

10-3b Forms 185

185

186

try it out!

Digital Download: director’s resource 9-2 Staffing Schedules 189 Digital Download: director’s resource 9-3 Sample Staffing Plan—multiple Program B 189 director’s resource 9-4 university of dayton Performance management Assessment 190 Digital Download: director’s resource 9-5 Job description 191 Digital Download: director’s resource 9-6 interview Questions 192 193

ChapTeR 10

Recruiting Children

204

205

Working Smart with technology

205

10-3c Confidentiality

205

10-3d Intake Procedures

186

Digital Download: director’s resource 9-1 Bombeck family Learning Center handbook 187

rEfErEnCES

10-2e Impact of Children with Exceptionalities on Group Size 204 10-3a Information about Families and Children 204

183

Making the Case For Growing your own Leaders

SummAry

TeachSource Video Vignette: Preschool: iEP and transition Planning for a young Child with Special needs 202

10-3 Enrolling the Children

183

200

206

10-3e Initial Interview with Parents

206

10-3f Home Visit with the Family

206

10-3g Phasing in the Children SummAry try it out!

207

208 208

Digital Download: director’s resource 10-1 develop A Staggered Enrollment Plan 209 Digital Download: director’s resource 10-2 Sample Personal history—your Child’s development 210 director’s resource 10-3 Sample Policy Summary form 211 Digital Download: director’s resource 10-4 Sample home Visit/Parent Contact report 213 Digital Download: director’s resource 10-5 Sample Permission form 213

194

10-1 Meeting the Needs of All Children and Families 195 Making the Case for inclusion

195

10-1a Admission of Children with Disabilities 196

Digital Download: director’s resource 10-6 Sample Child Care Application (requesting income information) 214 Digital Download: director’s resource 10-7 Sample Application (no income information requested) 214 Digital Download: director’s resource 10-8 Sample Student Enrollment form 215

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Contents director’s resource 10-9A Preenrollment form of Child development Levels 215 director’s resource 10-9B Preenrollment form of Child development Levels 216 director’s resource 10-9C Preenrollment form of Child development Levels 216 director’s resource 10-9d Preenrollment form of Child development Levels 217 Digital Download: director’s resource 10-10 Sample Child’s medical Statement 218 Digital Download: director’s resource 10-11 Sample Emergency information record 218 director’s resource 10-12 Child release form rEfErEnCES

218

Supporting Quality Curriculum

TeachSource Video Vignette: Exploring math Concepts through Creative Activities: integrated Curriculum in Early Childhood 231 TeachSource Video Vignette: the reggio Emilia Approach 233

11-2f How Are Early Learning and Development Standards Implemented? 233 11-2g How Does the Program Facilitate the Development of Language and Emergent Literacy Skills? 234 11-2h How Do Teachers Support Math, Science, and Inquiry in the Classroom? 235

11-3 Supporting Intentional Teaching Working Smart with technology

220

TeachSource Video Vignette: the Quality of Child Care 221

11-1 Quality Early Childhood Curriculum 11-1a Philosophical Underpinnings 11-1b Defining Curriculum

Digital Download: figure 11-5 integrating Curriculum Goals across Learning Centers 229

11-2i What Is the Role of Technology in This Classroom? 235

219

ChapTeR 11

xi

222 222

222

237

237

11-3a Time for Planning and Critical Reflection 237 TeachSource Video Vignette: Curriculum Planning: implementing developmentally Appropriate Practice in an Early Childhood Setting 237

11-3b Intentional Teaching in the Daily Routine 238

11-1c Developmentally Appropriate Curriculum 222 11-2 Establishing Opportunities for Feedback, Support, and Intervention 224 11-2a Is the Classroom Curriculum ChildCentered? 224 11-2b What Is the Role of the Adult in the Classroom? 224 TeachSource Video Vignette: young Children’s Stages of Play: An illustrated Guide 225

11-3c Time for Planning, Sharing, and Critical Reflection 238 Making the Case for Curriculum mentors

11-3d Assessment Supported versus Assessment Driven 239 TeachSource Video Vignette: Progress monitoring: using transitional time in an Early Childhood Classroom 241

11-4 Supporting a Seamless Birth through Age 8 System 241

11-2c How Does the Teacher Communicate the Use of Play to Support Learning and Development? 225

SummAry

11-2d Is the Curriculum Emergent?

try it out!

226

11-2e How Does the Teacher Plan and Integrate Curriculum? 226 Digital Download: figure 11-3 fill the Week Lesson Planning format--Blank 227

238

242 242

director’s resource 11-1 Access to Science Concept Planner: A Study of Ants 243 rEfErEnCES

244

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

xii

Contents

ChapTeR 12

Managing the Food and the Health and Safety Programs 246 12-1 Food Service Programs

247

Making the Case for using food thoughtfully

12-1a Menu Planning

247

248

12-1c Food Storage 12-1e Resources

253

13-1b Challenges to Communicating with Parents 273

253

12-2a Health Records for Children and Staff 254 TeachSource Video Vignette: Communicating with Parents about health issues 254

12-2b Communicable Disease

255

12-3 Planning for Disasters and Emergencies

258

TeachSource Video Vignette: Creating a Safe Physical Environment for toddlers 260

12-3b Emergency Safety, Health, and Accident Planning 260 264 264

12-4b Recognizing and Reporting Abuse and Neglect 265 SummAry try it out!

265

266 266

Digital Download: director’s resource 12-1 food reimbursement Allowances 268

275

Digital Download: figure 13-2 Sample preconference planning sheet 276

13-1d Family Support

12-4a Prevention on the Premises

275

13-1c Family Interactions

258

12-5 Legal Issues: Health and Safety

TeachSource Video Vignette: Communicating with families: Best Practices in an Early Childhood Setting 274 Working Smart with technology

TeachSource Video Vignette: the daily health Check 255

12-4 Child Abuse and Neglect

272

TeachSource Video Vignette: Preschool: iEP and transition Planning for a young Child with Special needs 273

253

253

12-3a Disaster Planning

Working with Families, Volunteers, and the Community 271

13-1a Reciprocal Relationships with Families from Diverse Backgrounds 273

251

12-2 Health and Safety Program

ChapTeR 13

TeachSource Video Vignette: infants and toddlers: family interactions, School, and Community 273

250

12-1d Food Preparation

270

Making the Case for A Comprehensive Communication System 272

TeachSource Video Vignette: Early Childhood nutrition 250

Working Smart with technology

rEfErEnCES

13-1 Supporting and Engaging Families

TeachSource Video Vignette: Children and food Allergies 249

12-1b Food Buying

Digital Download: director’s resource 12-2 number of meals Served 269

277

13-1e Engaging Parents

279

13-1f Working with Demanding Parents 280 13-1g Parent Feedback

281

13-2 Written Communication Materials for Families 282 13-3 Volunteer Program

283

13-3a Volunteer Recruitment

283

13-3b Volunteer Orientation

283

13-3c Volunteer Activities

284

13-4 Organizations and Agencies

284

13-4a Professional Organizations 13-4b Referral Agencies

284

285

13-5 Community Involvement

286

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

xiii

Contents SummAry

286

try it out!

SummAry

287

director’s resource 13-1 family Engagement System Self-Evaluation 288 Digital Download: director’s resource 13-2 role-Play Checklist 291 Digital Download: director’s resource 13-3 Volunteer tasks form 292 rEfErEnCES

293

try it out!

311

rEfErEnCES

312

ChapTeR 15

Evaluating Center Components 15-1 Purpose of Evaluation

313

314

15-1a Evaluation Principles 15-2 Evaluation Plan

315

15-3 Staff Evaluation

316

315

15-3a Process and Procedures 15-3b The Director’s Role

ChapTeR 14

Providing for Personal and Professional Staff Development 294 14-1 Planning Meetings to Support Development 295 295

14-1b Timing of Staff Meetings

297

14-1c Preparation for Staff Meetings 14-1d Staff Meeting Procedure 14-2 Effective Staff Development

297

299

300

318

319 319

15-4d Tools for Assessing Child Progress 15-4e Teacher Observations

323

323

Working Smart with technology

15-4g Rating Scales 15-4h Portfolios

322

323

324

324

15-4i Other Observers

324

15-4j Standardized Tests

327

301

301

14-2e Training Methods and Resources

301

Making the Case for Job-Embedded Professional development 301

14-2f Training Content

303

Working Smart with technology

304

14-3 Staff Supervision and Coaching

305

14-3a Principles of Supervision

305

14-3b Supervisory Process

15-4 Child Assessment

15-4f Checklists

299

301

14-2d Place for Training

15-3c Professional Approach

15-4c Methods for Assessing Child Progress 321

14-2a Professional Development Plans 14-2c Mandatory Training

317

15-4b Relationship to Standards 320

TeachSource Video Vignette: teaching as a Profession: An Early Childhood teacher’s responsibilities and development 300

14-2b Time for Training

316

15-4a Professional Recommendations

14-1a Purpose of Staff Meetings

14-3c Supervisory Cycle

311

15-5 Total Program Evaluation

306

14-3d Identifying Topics for Supervision and Coaching 309 310

329

TeachSource Video Vignette: Ensuring high Quality through Program Evaluation 329

15-5a Accreditation

331

15-6 Summarizing Data

332

15-6a Analyzing and Using the Data SummAry

332

333

try it out!

305

14-3e Expressed Teacher Concerns

Making the Case for using Electronic Portfolios as Assessment tools 327

333

director’s resource 15-1 university of dayton Performance management Assessment Version 2 335 rEfErEnCES

337

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

xiv

Contents

ChapTeR 16

16-1d Marketing Materials

Marketing the Program

338

16-1 Building a Marketing Plan

Making the Case for Crafting the Word of mouth message 346

339

16-1a Market Research

340

16-1b SWOT Analysis

340

16-1c Developing a Marketing Plan

16-2 Public Relations 341

TeachSource Video Vignette: Parents and teachers talk about Parenting in a new Culture 341 Working Smart with technology

345

344

SummAry

349

try it out

349

348

Digital Download: director’s resource 16-1 Swot Analysis Chart 350 rEfErEnCES

351

appendIx a NAEYC® Code of Ethical Conduct and Statement of Commitment

353

appendIx B NAEYC® Standards for Early Childhood Professional Preparation Programs appendIx C NAEYC® Program Administrator Definition and Competencies

369

appendIx d NAEYC® Accreditation Standards for Early Childhood Programs

373

appendIx e Sources of Early Childhood Materials, Equipment, and Supplies

375

367

appendIx F Early Childhood Professional Organizations and Information Sources 379 appendIx G Early Childhood Periodicals and Media appendIx h Director’s Library

Index

386

390

400

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

PRefACe The ninth edition of our text Developing and Administering a Child Care and Education Program focuses on honoring our past while we embrace the future. In the midst of this revision, our writing team and the field of early childhood suffered a tremendous loss at the passing of one of the original authors, Anne Dorsey. Anne’s contributions to the field serve as the foundation for this work, and we strive to honor her in this and all future revisions.

In her memory, we will continue to strive to provide the best and most current information for you and your students. Our goal is to provide professors of early childhood education and their students an understanding of the need for well-prepared directors who come to their role with a background in child development, appreciation of how learning occurs, and knowledge of basic business practices—particularly those involving finance and staff and client relations.

stAte of the DiReCtoRshiP As more attention is given to the importance of the early years of child development and learning, additional scrutiny of early childhood programs is occurring. Educators, legislators, funders, program administrators, staff, and parents all want the best for children. But, of course, wanting the best, knowing what children need, and being able to provide it doesn’t come easily. Yet strong standards for directors of programs for young children are not fully developed in many areas. Progress is evident based on the work of individuals such as Paula Jorde Bloom, who for many years has written about leadership and provided programs in support of directors’ development. Roger and Bonnie Neugebauer have for more than 30 years provided bimonthly information specifically for directors in their Exchange publication. Most states have Quality Rating and Improvement Systems (QRIS) and have established early learning and development standards.

We recognize that one book alone will not prepare directors for their role. Our goal is to help future teachers and directors understand the importance of the director’s role for early childhood staff, children, their families, and the community. We hope that our text will also help those who are designing director licensure move more quickly to that goal.

ouR AuDienCe The ninth edition of Developing and Administering a Child Care and Education Program was written for college students interested in early childhood education. They

may be preparing to be teachers of young children or they may be planning ahead to become administrators.

Our intention is to depict the role of director, whether starting a new center or administering one already in operation. When teachers understand this role, they are more likely to recognize why their director has certain expectations of teachers, and what teachers’ responsibilities are as they plan and implement a flexible, interesting program for the young children in their group. Students in associate, baccalaureate, and masters programs need this information. As they study these chapters, they begin to realize that in an early childhood education career, the roles of the director are varied and interdependent.

ConCePtuAL APPRoACh When the director is competent to engage in a wide range of human interactions as well as in managing the center’s business components, the center will function well.

When the director’s background in one or both of these components is weak, the center is likely to close, or even more disturbing, the program will continue in a way that is not productive for the children it serves.

Above all, we see the director as a well-prepared, ethical person who is authoritative and dedicated to meeting the needs of young children and their families.

We emphasize adopting and using the National Association for the Education of Young Children’s Statement of Commitment, Code of Ethical Conduct, and the Supplement for Early Childhood Program Administrators whenever puzzling situations arise that may be of an ethical nature. We see the director’s responsibility as educating staff and families about the Code and how it can be used appropriately.

usinG the text Within the chapters, we include boxes that illustrate the points discussed in that section of the chapter. Called “Director’s Corner,” these vignettes clarify the material with examples described from a director’s experiences.

Throughout the text are features called “Reflections,” which are designed to give readers an opportunity to pause and consider their understanding of the points being made in the text. These boxes often relate to an experience a student may have had. Each chapter ends with a summary followed by one or more activities labeled “Try It Out!” in which directions for individual, partner, or small group activities are included.

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Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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Appendices in our book provide a wealth of updated lists for both instructors and students. These include sources of materials, equipment, and supplies; early childhood professional organizations; early childhood periodicals, and information sources; and copies of many NAEYC standards.

When presenting material from Developing and Administering a Child Care and Education Program, instructors may choose to follow the existing order of chapters, or they may decide to depart from that order. Every chapter is self-contained, so either approach works well. Some instructors use the content as the basis of lectures, adding examples from their own experiences or inviting local directors to meet with the class to discuss a particular topic.

Others assign students to interview directors on topics addressed in the text.

Many students enrolled in an administration class are involved in or will have completed an early childhood field experience. Many may be working in early childhood programs. Because the focus of college-level students may be primarily on the classroom, instructors may have students reflect on those experiences to determine how a director influences a program. For example, in your center, how does the director’s work affect the health, safety, and nutrition of the children?

Some instructors use the Reflections feature found throughout the text as a starting point for class discussions or as a topic for writing assignments. The Director’s Corner feature, which presents quotes from directors on the chapter topic, can also be used this way. Other instructors use the Try It Out! exercises to stimulate discussion or reflection on personal experiences or feelings. These activities may take the form of role-playing, debates, or other authentic problemsolving activities.

Most students are comfortable with the reading level of our book. Terms that may be new are explained in context. Developing and Administering a Child Care and Education Program lends itself well to related field experiences. Advanced students may be assigned as interns to work with directors, much as student teachers work with mentor teachers. Other instructors may assign students to form teams to create their own center on paper. This assignment may include creating an imaginary site, a mission statement, a funding plan, a tuition schedule, a budget, a marketing plan, a staffing plan, a policy and procedures manual, and a salary schedule. The assignment may be limited to one or more of these components. Instructors may assign students to write a paper or prepare a class presentation on one of the topics discussed in the text, using related resources listed in the appendices or at the end of each chapter.

WhAt’s neW in this eDition—An oveRvieW The ninth edition of Developing and Administering a Child Care and Education Program presents completely updated and expanded content. Here are some of the major revisions to both the text as a whole as well as those for each chapter: The learning objectives correlated to the main sections in each chapter show students what they need to know to process and understand the information in the chapter. After completing the chapter, students should be able to demonstrate how they can use and apply their new knowledge and skills.

New and improved coverage of NAEYC standards includes a chapter-opening list of standards to help students identify where key standards are addressed in the chapter.

These callouts and the standards correlation chart help students make connections between what they are learning in the textbook and the standards. The standards and guidelines provided are the following: (a) NAEYC Program Administrator Definitions and Competencies that outline the skills and knowledge administrators need in the areas of management and early childhood education; (b) NAEYC Standards for Early Childhood Professional Preparation Programs that present the core knowledge that should be addressed in programs that educate early childhood educators; and (c) NAEYC Accreditation Standards for Early Childhood Programs that identify the criteria by which quality programs for young children are measured.

Downloadable and often customizable, TeachSource Digital Downloads are practical and professional resources that allow students to immediately implement and apply this textbook’s content in the field. The student downloads these tools and keeps them forever, enabling preservice teachers to begin building their library of practical, professional resources. Look for the TeachSource Digital Downloads label that identifies these items.

The TeachSource Video Vignettes feature footage from the classroom to help students relate key chapter content to real-life scenarios. Critical-thinking questions provide opportunities for in-class or online discussion and reflection.

In an effort to reflect our changing field, two new features have been added: ■■

The “Making the Case” feature provides specific examples that demonstrate how a director might explain new and emerging emphases in the field in order to facilitate change. “Making the Case” boxes highlight more controversial issues in the field or those topics that should be of concern to the contemporary administrator.

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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Preface ■■

“Working Smart with Technology” boxes present information related to the use of technology in today’s early childhood program. This feature was designed to bridge the divide between students who are digital natives and those for whom technology is an emerging skill.

These two new features can serve as catalysts for class discussion or as prompts for writing assignments.

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Updated information on orientation of new board members Inclusion of a new Director’s Resource related to completing articles of incorporation

Chapter 5—Handling Financial Matters ■■

Updated information about the importance of staff input in establishing budget priorities

Updated references have been included for every chapter.

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Summaries were rewritten to directly relate to expanded/updated learning objectives.

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Updated figures on wages based on national comparisons

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New information about the Affordable Care Act

New marginal Diversity icons highlight coverage of diversity in the broadest sense.

Chapter 6—Funding the Program

New and updated Try It Out! Activities appear at the end of the chapters.

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New and updated Director’s Resources, many of which are also Digital Downloads, offer students authentic examples of materials such as forms, surveys, evaluations, and handbooks that have been used by effective directors. Many of the Director’s Resources are used to complete the end of the chapter Try It Out! activities.

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Chapter 1—The Effective Director ■■

Additional focus on the need for computer literacy in managing today’s programs and the importance of understanding the administrative roles played by directors

Chapter 2—Assessing Community Need and Establishing a Program ■■ ■■

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Additional information on the importance of advocacy

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New information on using online surveys to complete needs assessments

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Updated information regarding licensing and accreditation of programs Updated information related to Quality Rating and Improvement Systems Updated and expanded information about the various types of credentialing and credentialing bodies

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New information on establishing an integrated system of child care

New information universal design

on

planning

centers

based

on

Inclusion of a new Director’s Resource related to the way in which a program’s mission and goals might impact the planning of an early childhood facility

Expanded information related to technology needs in equipping the center and digital literacy Updated resources

information

related

to

equipment

list

Updated information related to playground safety concerns New information related to safety concerns for infants and toddlers Expanded information on purchasing equipment for children with disabilities

Chapter 9—Staffing the Center ■■

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Inclusion of a new Director’s Resource related to developing a plan of operation for a new child care program

Chapter 4—Organizing Center Structure and Working with a Board

Updated information on employer-supported child care and on government funding of early care and education

Chapter 8—Equipping the Center

Chapter 3—Licensing and Certification ■■

Additional information related to seeking funding beyond what is needed for a current year’s operation

Chapter 7—Developing a Center Facility ■■

Key Revisions and Additions to each Chapter

New information on using technology supported budgeting tools

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Additional focus on the use of technology to communicate with the board and its committees

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New information related to the benefits of diverse board membership

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New information related to growing leadership from within New information related to using LinkedIn and other web-based systems to recruit and manage the hiring process New example of a program handbook included as a Director’s Resource New example of a staffing schedule included as a Director’s Resource New example of a performance valuation included as a Director’s Resource

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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Chapter 10—Recruiting Children ■■

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New information about including children with special needs

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Expanded information about creating a quality website to recruit children and families

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Chapter 11—Supporting Quality Curriculum ■■

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Expanded information on the theoretical basis for quality curriculum

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Mindtap

New information challenging students to consider how food is used in their program New information related to the national Farm to School movement Expanded information on how technology can be used to manage the food program and maintain the health and safety of children and staff

MindTap for Sciarra, Lynch, Adams, and Dorsey DEVELOPING AND ADMINISTERING A CHILD CARE AND EDUCATION PROGRAM 9e represents a new approach to teaching and learning. A highly personalized, fully customizable learning platform, MindTap helps students elevate their thinking by guiding them to do the following: ■■

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New information about comprehensive communication systems New information about communicating with families through web-based portfolios Inclusion of a new Director’s Resource related to evaluating of the program’s family engagement system

Chapter 14—Providing for Personal and Professional Staff Development ■■

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Expanded information on job-embedded professional development New information on online professional development

Chapter 15—Evaluating Center Components ■■

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Completely updated

Expanded information about the effective use of technology with young children

Chapter 13—Working with Families, Volunteers, and the Community

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Updated references to support website development

AnCiLLARy MAteRiAL

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New section on the characteristics of a quality child care center website

appendices a through h ■■

Updated information on legal issues related to health and safety in early childhood programs

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Updated information on marketing the program to digital natives

Expanded information about the role of the director as a curriculum mentor

Chapter 12—Managing the Food and the Health and Safety Programs ■■

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New information on developing assessment policies for programs Expanded information on the use of portfolio assessment with children New information on the use of electronic portfolios in evaluating children’s progress Updated information on cultural competence self-assessments in early childhood programs Inclusion of a new Director’s Resource related to annual staff performance reviews

Chapter 16—Marketing the Program ■■

New focus on word-of-mouth marketing

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Expanded information on using social media

Know, remember, and understand concepts critical to becoming a great teacher.

Apply concepts, create tools, and demonstrate performance and competency in key areas in the course.

Prepare artifacts for the portfolio and eventual state licensure, to launch a successful teaching career.

Develop the habits to become a reflective practitioner.

As students move through each chapter’s Learning Path, they engage in a scaffolded learning experience, designed to move them up Bloom’s Revised Taxonomy, from lowerto higher-order thinking skills. The Learning Path enables preservice students to develop these skills and gain confidence by: ■■

Engaging them with chapter topics and activating their prior knowledge by watching and answering questions about TeachSource videos of teachers teaching and children learning in real classrooms

MindTap Moves Students Up Bloom’s Revised Taxonomy

Create Evaluate Analyze Apply Understand

Remember & Know Anderson, L. W., & Krathwohl, D. (Eds.). (2001). A taxonomy for learning, teaching, and assessing: A revision of Bloom’s taxonomy of educational objectives. New York: Longman.

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Preface ■■

■■

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Checking their comprehension and understanding through Did You Get It? assessments, with varied question types that are auto-graded for instant feedback Applying concepts through mini case scenarios— students analyze typical teaching and learning situations and create a reasoned response to the issue(s) presented in the scenario Reflecting about and justifying the choices they made within the teaching scenario problem

MindTap helps instructors facilitate better outcomes by evaluating how future teachers plan and teach lessons in ways that make content clear and help diverse students learn, assessing the effectiveness of their teaching practice, and adjusting teaching as needed. The Student Progress App makes grades visible in real time so students and instructors always have access to current standings in the class.

MindTap for Sciarra, Lynch, Adams, Dorsey, DEVELOPING AND ADMINISTERING A CHILD CARE AND EDUCATION PROGRAM 9e helps instructors easily set their course because it integrates into the existing Learning Management System and saves instructors time by allowing them to fully customize any aspect of the Learning Path. Instructors can change the order of the student learning activities, hide activities they don’t want for the course, and—most importantly—add any content they do want (e.g., YouTube videos, Google docs, links to state education standards). Learn more at http://www.cengage. com/mindtap.

PowerPoint® Lecture slides These vibrant Microsoft® PowerPoint lecture slides for each chapter assist you with your lecture by providing concept coverage using images, figures, and tables directly from the textbook!

online instructor’s Manual with test Bank An online Instructor’s Manual accompanies this book and contains information to assist the instructor in designing the course, including sample syllabi, discussion questions, teaching and learning activities, field experiences, learning objectives, and additional online resources. For assessment support, the updated test bank includes true/ false, multiple-choice, matching, short-answer, and essay questions for each chapter.

Cognero Cengage Learning Testing Powered by Cognero is a flexible online system that allows you to author, edit, and manage test bank content from multiple Cengage Learning solutions; create multiple test versions in an instant; and deliver tests from your Learning Management System, your classroom, or wherever you want.

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ABout the AuthoRs Dorothy June Sciarra continues to be an active early childhood educator in a diverse variety of situations. She has served as director of the child development laboratory center at the University of Cincinnati, serving children and families from a wide range of backgrounds. Her work as director set the standard throughout the area for taking a stand for appropriate practice whether or not it was popular. Teachers who worked with her understood their responsibility to the children and families and developed a clear understanding of early childhood education under her guidance.

Dr. Sciarra’s work as professor of child development/ early childhood education has been highly praised.

Former students still talk about her child development courses and her deep understanding of childhood. Dr. Sciarra served as department head with responsibility for early childhood associate, bachelor’s, and master’s degree programs and pioneered a system for career development as capable students were enabled to move seamlessly from the CDA to the associate and then on to the baccalaureate degree level. She has been involved in several community early childhood efforts, including board membership on the University of Cincinnati Early Learning Center. She is active in 4C, a Child Care Aware Agency (formerly National Association of Child Care Resource and Referral Agency), and has participated tirelessly on many of its agency training committees. Dr. Sciarra is a recipient of the 4C Early Childhood Award and was the first recipient of the Ohio Association for the Education of Young Children’s Early Childhood Teacher Educator Award. In 2007, 4C again recognized Dr. Sciarra’s work at a statewide luncheon where it was announced that the 4C library would be named in her honor. Dr. Sciarra has mentored many early childhood educators, including coauthor Anne Dorsey. Together they also wrote Leaders and Supervisors in Child Care Programs, published by Thomson Delmar Learning. In 2010, Dr. Sciarra and Professor Dorsey were honored with the United Way Impact Award for their work in promoting appropriate early childhood education.

Ellen M. Lynch is associate professor of early childhood education at the University of Cincinnati. Her doctorate is in special education with a focus on early childhood special education. She has been active in local and state early childhood organizations, including the Ohio Association for the Education of Young Children (OAEYC), for which she served as chair of the Children with Special Needs Committee; the state Board of Directors; and the Division for Early Childhood of the Council for Exceptional Children. Additionally, she served as president of the Ohio Coalition of Associate Degree Early Childhood Programs. Dr. Lynch’s current scholarly interests include engaging in the scholarship of teaching and learning

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

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Preface

(SoTL) and exploring the use of technology to support learning among preservice teachers. She is both an editor and reviewer for several problem-based learning journals.

She has presented widely at local, state, national, and international levels on a variety of aspects of teaching young children, teacher education, and best practices for teaching in higher education.

Shauna M. Adams is an associate professor of early childhood at the University of Dayton, where she also serves as the executive director of the Center for Early Learning. Dr. Adams has taught graduate and undergraduate students in such courses as child development, preschool methods, primary methods, and early childhood advocacy, research, and leadership. In her role as the director of the Center for Early Learning, Dr. Adams promotes opportunities for the Bombeck Family Learning Center to serve preservice and in-service early childhood professionals as a demonstration school and forum for professional development. She also advocates for children and families by serving on local and state committees that support quality early care and education and serves the University’s mission by providing support for Catholic Early Childhood programming.

After teaching special education in public schools for 10 years, Dr. Adams became a school psychologist, working with children in preschool and the primary grades.

She earned her doctorate in Early Childhood and Special Education from the University of Cincinnati. Dr. Adams became immersed in early care and education through her work with the Bombeck Family Learning Center and has established partnerships with Head Start, Public School Preschool, Early Care and Education, and a variety of agencies that support young children and families.

Additionally, Dr. Adams worked with community partners to develop the University of Dayton’s online Early Childhood Leadership and Advocacy programs, which were designed to address the need for leadership in early childhood while also supporting the early childhood career lattice. She is also the lead author of the ACCESS Curriculum and has produced a number of articles, conducted presentations, developed websites, and pursued other outlets to share this curriculum with the field of early care and education.

Anne G. Dorsey began her ECE career working in the Child Life Department at Cincinnati Children’s Hospital. Three sons later, she taught both preschool and college courses while attending graduate school. When she received a full-time faculty position, Dr. Dorothy June Sciarra convinced her that she should be her coauthor and, years later, that she should become leader of the lab school and the ECE college programs. Professor Dorsey’s interests in the broader community were based on her belief that working together, the University of Cincinnati child development and early childhood education program could benefit from collaboration with local agen-

cies such as United Way, 4C, and Cincinnati Association for the Education of Young Children. Agencies could also benefit from the collaboration with faculty and college students.

Locally, Professor Dorsey served on the Committee of Management of YMCA Child Development and continues to serve on the UC Early Learning Center Board, the Promoting Resilient Children Advisory Board, and the SPARK Advisory Board of the Children’s Home.

She was a member of the NAEYC Ethics Panel, the NAEYC Professional Practice Panel, and the Ohio Association for the Education of Young Children Board. Professor Dorsey visited many colleges and universities as a member of the National Council for Accreditation of Teacher Education Board of Examiners. As a strong supporter of the National Association of Early Childhood Teacher Educators, she served as secretary, program chair, president, and editor of the Journal of Early Childhood Teacher Education in its very early format, and served as president of the NAECTE Foundation. She received the OAEYC Teacher Education Award and the NAECTE Outstanding Early Childhood Teacher Educator Award. Traveling with her husband, she has visited 24 countries over the years and focused on early childhood education in each country, except, of course, Antarctica, where she waded among hundreds of penguins and their young. Professor Emeritus Dorsey enjoyed volunteering as data manager for NAECTE and as an assessor of kindergarten and preschool children for the schools and for the United Way Collaborative Partners Committee, of which she was a member. Her favorite child comment came from a preschooler whom she had assessed several times during the child’s years in an early learning center. “Well Anne, I guess we won’t see each other anymore; I’m going to kindergarten!”

ACKnoWLeDGMents Our book is the result of continuous support from friends and colleagues who have helped us immeasurably, even when they didn’t realize the contributions they were making. We particularly want to thank the directors, many of whom are former students, who helped us understand their day-to-day work from a wide variety of situations and perspectives. Special thanks go to Kathleen Bryan, who explained the popular year-long Developing Early Childhood Leaders Program. We are indebted to the teachers, staff, children, and families of the University of Dayton’s Bombeck Family Learning Center who shared their practice so that it might be captured in photographs and used in real-life examples. We particularly want to thank Ashley Smith (director) and Joy Comingore (curriculum specialist) of the Bombeck Center for their inspiration and willingness to share their perspectives of the quickly changing field. Special thanks goes to Caroline Davis, Leah Lauver, and Deborah Poppaw who organized photo shoots, and to our photographers, Jenna Williams,

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Preface who took many of the new photographs, including the cover shot, and Jessica Pike and Meredith Adams, whose work included the photographs taken for the eighth edition. We also appreciate the guidance and encouragement given to us by our Cengage editor, Kate Scheinman.

Janiece Kneppe, Red Rocks Community College

We also would like to express our gratitude to the following reviewers, who offered numerous, valuable suggestions:

John Ronghua Ouyang, University of North Florida

Jeanne Barker, Tallahassee Community College Yvonne Beirne, North Shore Community College Jo Ann Burnside, Richard J. Daley College Deb Farrer, California University of Pennsylvania Colleen Fawcett, Palm Beach State College Lisa Godwin, Central Piedmont Community College Jill Harrison, Delta College Joanny Iaccino, Los Angeles Valley College Willie Jones, Tougaloo College

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Debra Lawrence, Chestnut Hill College Mary Lowe, College of the Albemarle Maureen O’Neil, Tallahassee Community College Beatrice Paul, Salem State University Donald Roberts, Cochise College Joan Robison, Cloud County Community College We hope our readers will find here the technical information they need to direct a viable program. Our greater desire is that they will recognize the significance of the leadership role of the director and the challenge and personal satisfaction derived from creating and implementing an excellent early care and education program for young children and their families.

Dorothy June Sciarra, Ellen M. Lynch, Shauna M. Adams, and Anne G. Dorsey

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

chapTer

1

The effecTive DirecTor

Learning Objectives After reading this chapter, you should be able to: 1-1 Identify the diverse stakeholders to whom administrators are responsible.

1-2 Explain the purpose of the NAEYC Code of Ethical Conduct and Supplement for Early Childhood Program Administrators.

1-3 List four subsystems that are included within the early childhood program system.

1-4 Compare and contrast administrative styles and roles.

1-5 Identify the responsibilities that directors have as managers of a center.

The successful director and center personnel work to learn to build their organization in a way that is satisfying to them and to their clients, and that creates a true system of learning.

1-6 Describe the role of curriculum leader, and identify the issues that must be considered in planning and implementing program curriculum.

1-7 Discuss the knowledge and skills that program administrators must possess to be successful leaders.

1-8 Describe tools that enable the director to blend program management and people leadership.

Standards Addressed in this Chapter Accreditation Standard 1 – Relationships Accreditation Standard 10 – Leadership and Management Administrator Competencies – Management Knowledge and Skills 1, 3, 5, 8, 9, 10 Administrator Competencies – Early Childhood Knowledge and Skills 6, 10 Professional Preparation Standard 6 – Becoming a Professional

1

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

2

Chapter 1

Learning about the management and leadership of early childhood programs is important for staff and for current and prospective directors. The role of administrator requires knowledge and skills in early childhood education and development as well as in business practices. With expertise in both of these areas, whether demonstrated by an individual or by a team, the program is likely to be successful for children, families, staff, and investors.

An effective director of an early childhood education center is involved in all the jobs that will be described in this text, from enrolling children to evaluating staff, from budgeting to taking inventory, and from maintaining a physical plant to bandaging a child’s scraped knee.

The director’s job includes doing or overseeing all aspects of program management and leadership. To do any one of these tasks, a director must have skills and knowledge; to do all of them requires stamina, understanding, and organization; and to do all of them effectively demands exceptional interpersonal skills as emphasized throughout this text. These characteristics and abilities enable the director to bring the best to parents, children, staff members, board members, and the community. In turn, serving as a model of these skills encourages those same people to give their best to the center. The effective director realizes that an early childhood education center can never be a one-person operation. A network of caring and learning together transcends the day-to-day chores and makes being part of a center worthwhile.

1-1 Making a coMMiTMenT To Diverse sTakeholDers When you agree to become a director, you take on a tremendous responsibility to a very diverse group of stakeholders, including the following: ■■

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children enrolled in the center (and those seeking enrollment) families of those children all center personnel (and those who apply for positions) the center’s board, funders, and other agencies and administrators to whom you report or with whom you interact

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the community

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yourself

How can you possibly make a commitment to all of these individuals and groups? Perhaps you believed that you would be responsible for seeing that the teachers at your center did what they were supposed to do. Perhaps you thought there might be a problem with one or two of them, but you felt confident to handle that type of

situation. Maybe you thought there would be one or two parents who expected special treatment, or a child who frequently hurt other children. And maybe you thought, “Sure, I can handle that.”

Being an administrator entails much more than handling people and situations. The director must recognize that her constituency consists of the six components just listed. She must become familiar enough with all of them to know what is important to each.

You may be wondering why the director’s constituency includes those applying for enrollment or positions at the center. Policies, procedures, and interactions in every aspect of the organization’s work are included. Therefore, although the director may not have an opening for a child or may find that a job applicant is not appropriate for the role, she is expected to treat each of them in accordance with the center’s philosophy.

1-2 MeeTing challenging siTuaTions BaseD on eThical principles Any individual who assumes responsibility must recognize that challenges will arise.

Some of these are easily met, but often there is no clearcut solution. As you ponder what to do in such situations, you may wonder, “Is this a policy issue, one for which I, as director, should take action and maintain the policy, or are there other factors that make this a moral or an ethical issue?”

You can expect to be challenged by ethical issues as you work to meet the needs of a wide range of constituents. Fortunately, you have valuable tools at your fingertips: The National Association for the Education of Young Children (NAEYC) Code of Ethical Conduct and the Statement of Commitment as well as the Supplement to the Code for Early Childhood Program Administrators (NAEYC, 2011; 2006) are on the NAEYC website and are included in Appendix A, parts 1 and 2. Becoming familiar with the Code and the Supplement now will help you when you are faced with a dilemma.

Both the Code and the Supplement begin with statements of core values. All individuals who work with young children should be expected to commit to holding and acting on those values. For example, directors should value and be committed to the belief that “the well-being of the children in our care is our primary responsibility, above our obligations to other constituents” (NAEYC, 2006).

Both the Code and the Supplement contain ideals, which “reflect the aspirations of practitioners,” and principles, which “guide conduct and assist practitioners in resolving ethical dilemmas” (NAEYC, 2006).

For example, one ideal maintains that administrators

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

The Effective Director “design programs and policies inclusive of and responsive to diverse families.” A related principle suggests that directors “shall work to create a respectful environment for and a working relationship with all families, regardless of family members’ sex, race, national origin, immigration status, preferred home language, religious belief or affiliation, age, marital status/family structure, disability, or sexual orientation.” Note that the documents do not purport to provide specific answers; rather, they serve as guides for decision makers who are facing unique situations.

After the director is familiar with the Code and the Supplement, she can begin to help staff and families understand their importance. Distributing copies to staff and families as part of their handbooks and then holding discussion sessions enables everyone to become familiar with why the center espouses the use of the Code and the Supplement. In the dialogue with others, be sure to include the importance of reflecting on an ethical dilemma and seeking guidance from a trusted professional when needed. As in all other aspects of early childhood work, confidentiality is essential.

REFLECTION After you have read and thought about the Code of Ethical Content: Supplement for Early Childhood Program Administrators, reflect on situations you think would be most challenging for you. Have you encountered any ethical dilemmas for which using the Code might have been helpful?

1-3 consiDering The cenTer’s sysTeMs anD suBsysTeMs Leaders of new or redeveloping businesses often begin their work by calling personnel together to create a vision. But the vision can only be achieved when everyone in the organization is committed to it. Often most people do not realize that all businesses, whether operated to design and sell automobiles or to support children’s well-being, operate as systems.

We know that each of our bodies is a system, and we are usually well aware when something goes wrong with our bodily system. We know, too, that this system is composed of many systems: the digestive system, the respiratory system, and so forth. We can see patterns emerging.

For example, a pattern of overeating and lack of exercise affects one or more systems and can lead to obesity. Most of us are becoming more aware of environmental systems as well. Destroying the habitats of various species can

3

lead to their extinction. To work effectively in any business, including the early childhood education business, we must recognize that each of us plays a role in that system. Each of us must engage in systems thinking.

Senge defines systems thinking as “a conceptual framework, a body of knowledge and tools that has been developed over the past 50 years, to make the full patterns clearer, and to help us see how to change them effectively” (2006, p. 7). A body of knowledge and tools for working together exists in each early childhood program. New members join that program with many of the beliefs, theories, and practices common to the field, but they must grow together with their colleagues to create the unique system that enables their program to function successfully.

Because each early childhood program operates as a system, whether the system is visible or not, the director and staff must work together to recognize the characteristics of that system. Periodically, a review must be conducted of the overall system on which a program’s operation is based that answers questions such as these: Who are we as a center? What is it that makes us the XYZ Center? What premises do we hold that guide us in our work? Are those premises valid? Are some of the center’s operating methods still in place simply out of habit?

Today, some centers are curtailing or eliminating independent playtime for preschoolers and substituting group instruction. Center personnel need to discuss the reasons for these actions and ensure that such changes support the center’s vision.

DIRECTOR’S CORNER “We have six centers within our corporation, widely spread over the local area. Each center has its own identity. The populations we serve at each site differ. However, everyone who works here shares the same basic beliefs about children’s learning and development.”

“I meet with the six directors as a group every month. We all look forward to that, and each of us benefits. Each of the directors is at a different stage in her development as a director, yet as a group, we share our thinking and support one another. Each director goes back to her center and has a meeting with her staff.

Together they learn how to create the kind of program that we and they believe is supportive of children and families.”

“Several schools and companies have asked us to create and operate centers at their sites. We’re choosing carefully where we’ll expand and under what circumstances. We must follow the principles that we have agreed on in order to operate.”

—Executive director, not-for-profit, multisite corporation

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Chapter 1

1-3a subsystems in early childhood programs The system for an early childhood center consists of a number of subsystems. Some of these subsystems, which will be addressed in other chapters, include the finance system, the systems for securing and managing facilities and equipment, and the personnel system. The subsystems each make a contribution to the whole, and together they create a whole that is greater than the sum of the parts.

Those who create systems base them on what they believe to be important. For example, presumably you have a system for planning curriculum. As center personnel gather to review curriculum, you may find that a teacher says, “We have always had our own way of doing things.

Let’s just leave it at that.” However, in systems thinking, the willingness of each group member to meet and share thinking, to be open to each other’s ideas, and to be willing to search for the best solution enables the group to learn together. Establishing such group openness takes time, a willingness on the part of the leader to be open also, and a commitment to implementing the plan to which the group agrees.

In an early childhood education center, several key systems are external to the organization and beyond the direct control of center personnel. Consider that diverse family systems affect the center’s operation.

Family members want what is best for their children.

Family members interact with other systems, such as those at their place of employment. Those systems affect family members’ ability to participate at the center and how the center views the role of families. For example, family members may not be free to attend conferences and programs at the center.

The regulatory system, whether required (such as licensing) or optional (such as accreditation or a state quality program), is another external system that interfaces with early childhood programs. Regulatory systems have different requirements, some of which may coincide with the way the center wants to function and some of which may not.

An important aspect of the director’s role in working with the overall system and the related subsystems is emphasis on establishing an understanding among all personnel (including the director) that they are colleagues rather than a hierarchy. This process is challenging because the difference in daily responsibilities is quite apparent and necessary. However, when all personnel have developed trust in one another, they can learn to suspend the hierarchy for the sake of discussion. The challenge is to learn how to learn together (Senge, 2006).

1-4 aDMinisTraTive sTyles anD roles

The director and staff find ways to support each child’s development and to help each child learn.

Although all directors are responsible for administering a program, their administrative styles are unique and, therefore, the outcomes of their programs differ. Some of the differences are based on the roles assigned to the directors, while others are based on their personalities, knowledge, skills, and attitudes. Their effectiveness in supporting the development of a “we” feeling—group spirit—is a key factor in the success of the

MAKING THE CASE FOR QUALIFIED ADMINISTRATORS Becoming a successful administrator of an early childhood program requires a complex set of skills and abilities. Understanding yourself and others, as well as your roles and responsibilities, is key to your ability to direct a program for young children. Preparation for an administrative position is vital! Reflect on the following questions: 1.

2.

What educational preparation and experience are required in your state to become an administrator of an early childhood program? How do these compare to the competencies identified in the NAEYC Program Administrator Definition and Competencies? (See Appendix C.)

What abilities do you possess that will enable you to address the many roles you will fill as a director?

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The Effective Director

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organization. Each member of the team must be ready to work in a way that contributes to the overall organization.

Other early childhood programs may follow trends—real or imagined—such as, “Kindergarten teachers expect us to have these children prepared to read, knowing how to print all the letters, and able to sit and complete worksheets for a half hour or more.” Although that may be the case in some schools, many kindergarten teachers see each child as an individual and work with the child accordingly. The administrator plays an important part in helping teachers, children, and families recognize the role of the present system and how it relates to future systems in kindergartens and above.

1-4a styles Individuals who head an organization often start out using a managerial approach. They determine what has to be done, how it is to be done, and who should do it.

The assigned staff member is expected to report back to the manager when the task is completed or at intervals along the way. If that does not happen, the manager takes responsibility for checking up on the staff member and commenting on the staff member’s work or lack of success. This style may be appropriate when many staff members are relatively new in the field and have little background to draw upon. Even in that situation, however, when given opportunities, staff members often exceed expectations. Or they may begin to feel like a cog in a wheel, going round and round and never really having an opportunity to be involved.

Other managers use a more laissez-faire approach, leaving much of the decision making to the staff. Little or no overall structure may leave staff members with no support for decisions they make and confused about how the many independent decisions fit together. The administrator’s interest may be directed more toward building outside relations for the benefit of the center.

Although building relations beyond a business locale is essential, building a knowledgeable staff who understands the vision and goals cannot be minimized. This approach certainly does not support the development of a center-wide system, although staff may develop an effective system on their own. There is such a variety of managerial styles that it is impossible to describe each one.

Some directors are natural leaders rather than managers. Others, over time and with mentoring, reading, and studying, become leaders. As the leader, the director looks to the staff for ideas, initiative, and implementation. Certainly, the leader does not turn over the running of the center to any staff member who steps forward. Rather, the leader supports and encourages staff to become part of the team that will help the center and its programs thrive.

Directors realize that they must balance day-to-day reality with the vision that the center’s stakeholders have

Children make room to learn together. Do we?

prepared. The director whose leadership skills include the ability to accept and welcome ideas from others demonstrates competence and confidence. (To read more about becoming a leader, see Bruno, 2012; Carter, 2014; Covey, 2004; McCrea, 2002; Sciarra & Dorsey, 2002.)

DIRECTOR’S CORNER “I had no idea how complex my role as director would be. Such a wide variety of people seem to need me immediately for such a wide variety of reasons. Meeting them all would probably be impossible (and maybe not even wise), but at the end of the day—most days—I know the challenges have been worthwhile. All it takes is one little pair of arms hugging me or one teacher smiling and saying on her way out, ‘See you tomorrow, Chris!’ ” —Director, large suburban preschool

1-4b roles If all the directors of centers in one state or county were to gather and discuss their roles, the job descriptions would undoubtedly cover a very wide range of categories. Some directors teach, perhaps spending half of every day in their own classrooms. Others never teach but are responsible for several centers; they travel between the centers, keeping abreast of two or more sets of circumstances, staff members, children, families, equipment lists, and so forth. Some may be responsible to an industry, a corporate system, a public school principal, or a parent cooperative association, while others are proprietors and owners.

Some directors make all the policy and procedure decisions; others are in settings where some policy is

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Chapter 1

set by a school system or corporate management team.

In other situations, every procedural detail is administered by a board. A director in a large center may have an assistant director, secretary, receptionist, and a cook; however, a director of a small center often does all the record keeping, supervising, telephone answering, and meal preparation. Directors work with halfday programs, full-day programs, or even 24-hour care programs. The programs may offer care for infants and toddlers, or for older children, both before and after school. Sick child care or care of children with major special needs also may be provided.

The financial plan may involve proprietary or agency operations and may or may not be organized to make a profit. Program goals range from providing a safe place where children are cared for to furnishing total developmental services for children, including medical and dental care; social services; screening and therapy; and activities that promote intellectual, motor, emotional, social, and moral development.

Both the program clients’ expectations and the community’s expectations affect the center director’s role.

Some communities appreciate a director who actively participates in the affairs of their community council, in lobbying for legislative reform, and in helping to preserve the cultural backgrounds of the children. Others prefer a director who focuses strictly on center business or on preparing children to deal with the demands of elementary school. Directors must blend their personal philosophies with those of the community to achieve a balance.

This blending can occur only if a potential director and a board explore each other’s philosophies before agreeing on the responsibility for administering a particular program. If the philosophies of the director and those of

the center truly are incompatible, one or the other must be changed.

Sometimes, the director is confronted with a conflict between the two roles. The job description and the expectations of the people connected with the center may dictate that the director be present to greet teachers, parents, and children each day and to bid them good-bye each evening. In between, the director may be expected to be present in case an emergency arises.

Simultaneously, however, obligations to the profession and to the community must be met. The director may be asked to speak at a luncheon meeting of a community group that is ready to make a contribution to the center, to attend a board meeting of a local professional association, or to provide information at a session called by the diagnostic clinic to plan for one of the children with special needs who attends the early childhood education center.

Directors, especially those with experience, also have a responsibility to serve as child advocates. Although the NAEYC Code of Ethical Conduct calls on all who work with young children to “acknowledge an obligation to serve as a voice for children everywhere” (NAEYC, 2011), directors are more likely to have opportunities to see the broader picture of events in the community and beyond. They can keep informed about important legislative issues and about conditions affecting children and families by reading professional journals and newsletters and by being knowledgeable about local and national news.

Many advocates are working for an all-encompassing system of early childhood programs. For example, when you type “NAEYC” in a search engine, you will

Directors perform many roles, including observing staff and greeting families.

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The Effective Director receive a list of NAEYC sites with wide-ranging information about the organization. You can also subscribe to online mailing lists such as Exchange Everyday, sponsored by Child Care Exchange, and updates from the Children’s Defense Fund. Share your findings with others interested in early childhood, and you will quickly find dozens of sources of related information.

As with any website, however, it is important to check legitimacy.

Because directors are leaders and models, not only in their own centers but also throughout the community, staff, parents, and others often look to them for information about advocacy issues. Some directors may post information for staff and parents; others may make a concerted effort to involve people in an action plan. Some may write letters to editors or to legislators, while others may testify before various governmental groups. In determining participation in advocacy efforts, each director must weigh the responsibility to be an advocate against the responsibility to the center, as well as consider personal time.

Although many directors work more than a 40-hour week, it is unreasonable and unwise to expect them to devote evening and weekend hours to their jobs on a regular basis. Directors who spend too much time on the job may become physically and emotionally exhausted, leading to ineffectiveness. As models for staff members, directors must demonstrate a balance of personal and center needs. As you study this text, you may wonder how directors do it all. Knowledge, disposition, organization, and support all contribute to their success.

1-4c personal Qualities Directors may become enmeshed in unreasonable workloads because they have become personally involved in the center’s work. An effective director should be involved closely with the activities of the center while maintaining distance, which is a difficult combination to attain. The primary reason for the difficulty in achieving this balance is that good directors assume their roles largely because they care about people. Caring is apparent when the director assumes the role of learner as well as teacher and stays abreast of current research while providing this information to staff when it is relevant.

Caring is demonstrated by paying attention to detail, such as spelling an unusual name correctly, ordering the special food a teacher would like for a project, and seeing that each board and staff member is notified of an early childhood lecture being held in the community. Caring is regarding the operation of the center in a serious manner, yet maintaining a sense of humor.

For some people, caring is shown in an exuberant manner with lots of enthusiastic conversation, hugging, and facial animation. Others who are just as

7

caring are quiet, seem somewhat reserved, and perhaps move into relationships more slowly. Directors may have other combinations of personal qualities, but the genuine and essential ability to care is the one that makes the difference.

An interesting aspect of caring is that it may be misunderstood. Because they are concerned for others, directors sometimes may have to adjust the style in which they relate to the diverse people with whom they interact. For example, some individuals may be uncomfortable with being touched; if the director unknowingly puts an arm around people who feel this way, they may be annoyed or insulted and be unable to accept the care and concern that is intended.

Being a caring person in the face of all the responsibilities of directing a center can be difficult. At times, a director may feel overwhelmed. The caring director is constantly helping others by listening and providing emotional support for both children and adults, and the director may well need people to respond in kind. Those individuals who become effective directors usually enjoy giving to others; they seem to thrive on it. However, because they are seen at the center as the source of so much giving, they must seek sustenance from either the caring network at the center or a relative or friend outside the center. Even those people who freely and happily give of themselves need, at times, to receive support and encouragement through recognition and understanding.

Directing can be stressful because the director, although surrounded by people, is in a very real sense an isolate. She has no peers in the center and, no matter how loved and respected, is “the boss.” This feeling can prevail even when all personnel, including the director, have come together to form a learning system. Overdoing the caring component of the director’s role can be damaging to staff, children, and families. The director’s role is to support others, rather than to oversee and manage their comfort. Furthermore, the director is still ultimately responsible to the owner, the board, the main office, funders, and others.

Confiding in one particular staff member would be inappropriate because some of the information with which the director works cannot be shared with anyone at the center. Some directors have established a network of other directors. They meet, perhaps monthly, for a relaxing lunch and conversation. There is reassurance in knowing that other directors have to report child abuse, experience staff turnover, have too many forms to fill out, and have considered quitting. As a group, directors can create ways to solve problems, to support one another, and to heighten community awareness regarding the needs of young children and their caregivers while maintaining confidentiality.

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Chapter 1

Directors realize they have the power to create healthy, supportive communities for children, families, and staff, but they also recognize that their early childhood training and classroom experiences have not prepared them to carry the vast array of responsibilities of running a center. Until relatively recently, little attention was paid to credentialing directors. Depending on the size, scope, and type of program, directors find they have duties as varied and complex as those of major corporate leaders. Yet they have had little or no preparation and often have no opportunity to prepare for the job. Limited mentoring is available.

DIRECTOR’S CORNER “Although I had been assistant director at the center, my role did not go beyond visiting the classrooms to see that all was well. When our director and her family moved to another state, I was offered the director’s position. Little did I know how much I had to learn!

Where is there a copy of the budget? Do we have enough money? What is expected of me? Do we have to pay taxes? What if someone doesn’t pay tuition? Uh, oh, my computer isn’t working. How can I get it fixed?”

NOTE TO SELF: 1. BEGIN CREATING A CENTER MANUAL. 2. RECRUIT AND TRAIN ASSISTANT DIRECTOR.” —Director, nonprofit center

1-5 Managing The prograM Although directors may have a broad range of roles that bring a variety of personal qualities to these roles, every director is responsible for program maintenance. Completing this task, whatever its parameters, is possible only when the director is skilled and knowledgeable. Throughout this text, the information essential to doing the work of a center director is discussed.

This information, when combined with some teaching and administrative experience, should help you meet the responsibilities that are required for appropriate program maintenance and enhancement. As with every other professional role, directors need to continue learning and developing. A list of typical responsibilities is included here.

Depending on the organizational structure of your center, some of these responsibilities may be carried out by other personnel. However, the director is responsible for ensuring that they are carried out appropriately.

1. Develop goals and objectives in relation to the cen-

ter’s philosophy, placing emphasis on the needs of clients.

2. Develop and maintain knowledge of standards cre-

ated by professional and regulatory groups. Ensure that standards are being addressed appropriately throughout the center.

3. Work with staff to plan a curriculum to meet the ob-

To be effective leaders, directors must ensure that their own needs are met. Being a martyr, even a cheerful martyr, who never takes vacation or sick days, may lead staff to feel somewhat guilty when they recognize and meet their own needs. Competent directors serve as models of balance.

jectives of the center.

4. Visit each classroom frequently, preferably daily.

5. Develop a positive working relationship with the

board of directors and its committees, placing emphasis on communicating the center’s accomplishments and needs to the board.

6. Establish policies for center operation, or become fa-

miliar with policies established by the center board, parent corporation, board of education, or other sponsor.

7. Draw up procedures for implementation of policies.

8. Prepare and maintain a manual for board and staff

members.

9. Work with licensing agents to meet applicable licens-

ing regulations.

10. Provide adequate insurance coverage.

11. Comply with all local, state, and federal laws relating

to the center’s operation.

12. Establish and operate within a workable budget.

Directors and staff work together to welcome children and families.

13. Keep accurate financial records.

14. Pay bills and prepare payroll.

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The Effective Director

9

15. Collect tuition.

16. Write proposals and seek other funds for operation of

the center.

17. Locate and maintain suitable physical facilities for

the center’s program.

18. Order and maintain equipment.

19. Develop and maintain a marketing plan.

20. Enroll and group the children.

21. Employ appropriate staff.

22. Provide staff orientation.

23. Coach the staff.

24. Develop knowledge levels and skills of the staff mem-

bers so that upward mobility within the profession is feasible.

Working Smart with Technology Computer Literacy Today’s successful director must be computer literate. Like nearly every other business, the management of child care centers can be greatly enhanced and somewhat simplified through the use of technology. Directors can use technology to organize, store, and complete paperwork; manage finances; apply for center licensing; communicate with parents, staff, and board members; provide staff development resources; and complete online educational opportunities. For additional information related to the use of technology in today’s early childhood programs, check issues of the Young Children journal and Exchange magazine.

25. Evaluate the program, the staff members, and the

children’s progress.

26. Develop an effective communication system among

staff members through regular staff meetings, conferences, and informal conversations.

27. Provide in-service training for staff and volunteers.

28. Fill roles of other staff members in emergency situa-

tions.

29. Plan and implement a family program that is respon-

sive to needs and interests.

30. Explain the center’s program to the community.

31. Participate in professional organizations.

32. Become an advocate for children.

33. Continue professional development through reading

and attending pertinent courses such as workshops, conferences, and lectures.

Successful program maintenance requires that the director be organized. Just as the director expects teachers to have a plan for the year, month, week, and day, so too must the director have plans. Whether the plans are on a handheld device or on paper, they must be followed to a reasonable degree. Document organization is also essential.

Although some paper forms are necessary, computerized systems often simplify documentation. If backed up and stored appropriately, they can be easy to locate, use, and modify. At the same time, discarding items that are no longer needed will make it easier to find working documents.

As you read other chapters of this text, you will notice the many types of files directors are expected to keep, including policy manuals, staff records, child records, financial data, as well as numerous others. Most, if not all of these, can be made available online if access is restricted to those who have a right to see them. As with all important documents, it is essential to have a backup copy in a safe place. You will find additional information

Today’s directors must be familiar with the ways in which technology can be used to simplify, organize, and complete numerous tasks.

about essential documents on the child care licensing website for your state.

1-6 serving as curriculuM leaDer An important responsibility of a director is that of curriculum leader. Early childhood teacher preparation programs have at least one course devoted to curriculum. Directors who do not have an adequate early childhood background should expect to complete at least one course in early childhood curriculum. A section in an administration textbook and course will not suffice, however, because directors as well as teachers must continue to develop their understanding of curriculum and its relation to child development. Read Chapter 11

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Chapter 1

on the director’s role in leading curriculum to learn more about the importance of this topic.

1-7 leaDing people

Numerous books are available to help with updating curriculum information. Directors must assume responsibility for becoming familiar with curriculum for the young child, including its sources, goals, and implementation approaches (see the Director’s Library in Appendix H for suggested reading).

Directors sometimes acquire program management skills and stop there, failing to realize the importance of the skills of leading people. Centers can and do run, at least for a while, without people leadership; however, centers that lack program management quickly close their doors. People leadership and enrichment are at the very heart of a worthwhile early childhood education program. Without it, program quality begins to disintegrate, and staff turnover may become a major problem.

The director is responsible for instituting and maintaining a high-quality curriculum. Consulting with the teachers is expected, but the director must ensure that the goals and philosophy of the program are reflected in the curriculum. Directors who employ new teachers or teachers with little or no background in child development and early childhood education will need to provide detailed coaching (Curtis, Humbarger & Mann, 2011; Skiffington, Washburn & Elliott, 2011).

The director must recognize that a curriculum claiming to have already done all the planning and provided all the necessary materials is highly unlikely to be effective.

Such programs are usually costly. They may also be unaesthetic, with “art” that should not appear in classrooms.

Most important, it is impossible for the best teacher to plan every day’s curriculum a year in advance. Such a plan cannot take into account the changing needs of the children. Nor can such a plan address the children’s specific cultures, individual backgrounds, or current interests. In short, a preplanned commercial curriculum should be examined carefully to determine whether it addresses the outcomes and uses a theoretical base that fits your organization’s mission and that will be significant for children’s learning. Recall that when developmentally appropriate practice was first being discussed, hundreds of manufacturers labeled their products, books, and curriculum kits “developmentally appropriate.” Today, with the emphasis on research or evidence-based curricula, curricula are being labeled “research based.” Before adopting a curriculum on the strength of that claim, make sure you see the research. Find out who the subjects were, what was done, and what the results were. Determine whether the results relate to your center’s mission and goals.

Carter and Curtis (2010) remind directors of the importance of having a vision that goes beyond a high score on a state or national evaluation or getting new equipment. They encourage directors to envision how the program and experiences of staff and children could be. Directors can help staff, children, and families go beyond “cookie cutter” environments, equipment, and activities. But first, the director and staff must reflect, read, and believe in the goal of becoming what they would really like to be, going beyond today’s criteria for success. Because directors can get mired down in day-today tasks, turning to resources that focus on what should be can renew their delight in the roles of director, staff member, and child.

Directors can enhance their effectiveness at leading a diverse group of people by developing an understanding of their own interpersonal styles. They also will benefit from studying various approaches to leadership, analyzing their own administrative styles, and determining their strengths and weaknesses in these areas. Most directors have had limited opportunities to acquire this information because they often move into administrative roles due to their effectiveness as teachers.

Fortunately, many seminars, books, videos, and DVDs are available to enable directors to learn about interpersonal styles and management approaches.

Many agencies, such as Child Care Aware® of America (formerly the National Association of Child Care and Resource and Referral Association), offer coaching programs for teachers and directors. Coaching has also become an important component of the Quality Rating Improvement Systems (QRIS) in many states that seek to improve the quality of early childhood programs (Smith, Robbins, Schneider, Kreader & Ong, 2012). Typically, the director or teacher is observed, followed by discussion with the coach. Although many athletic teams have provided this service for their players for years, it is relatively new in early childhood centers.

The professional director understands that the role involves leadership as well as management. Beginning directors usually have to grow into the leadership role, but with motivation and support, they can acquire the characteristics that will help them develop the entire center’s organization as a learning system. Their major contribution will be creating and supporting a team whose members work effectively, efficiently, and positively with one another and with clients. For more information on this topic, see Bruno (2012).

The center’s board of directors may be willing to fund some training opportunities for the director, particularly if board members understand and use this type of information. Possibly, a board member could furnish training or related materials.

1-7a addressing conflict resolution Another option is to provide total staff or joint board–staff coaching in an approach such as

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The Effective Director conflict resolution. This approach to professional development, if well done, leads to confirming the director’s role as leader, while establishing the responsibility of each staff member for the success of the center’s program.

The sessions can also emphasize the responsibility of the director to see that staff members are involved in decision making and that their ideas are valued and accepted.

However, satisfaction obviously does not mean that everyone’s demands will be met. For example, a teacher may be unhappy about working with a particular assistant whom she regards as lazy. When the teacher approaches the assistant with directions about what is to be done, the assistant does not complete the assigned tasks. In such a case, the director can facilitate a discussion between the teacher and assistant. However, had the teacher and assistant been coached in conflict resolution, they might have solved the problem themselves. This situation certainly does not preclude the director from making a decision about retaining the assistant. However, helping a teaching team learn to work together is often more productive than terminating someone and bringing in a new person.

The decision to terminate should only be made when the director is convinced that termination is in the best interest of the children and staff.

Because conflict in any organization is inevitable, preparing people to address it in a straightforward, rational manner can lead to satisfaction. Such an approach also goes a long way to eliminating gossip, dissension, and rumors. Everyone connected with the center— directors, board, staff, families, and children—realizes that their ideas will be respected. They begin to recognize that when disagreements occur, a people-centered approach to a solution is possible. The director does not have to be the judge in most situations. Individuals are empowered to work together to solve problems.

The basic ideas include bringing together the people who are experiencing conflict. This may be two individuals, the staff and director, or any other combination. When the people who are concerned are together, have them each state what the problem is. Depending on the situation, it may be helpful to write the results of each step for everyone involved to see. If two teachers want to use the playground at 10:00 a.m., and there is room for only one group of children at a time, the problem is stated as a question: “How can playground time be scheduled to everyone’s satisfaction?” (Notice how similar this is to the problem of two children wanting the same toy at the same time.)

Next, brainstorm solutions. All solutions are presented for consideration. No comments about a potential solution are appropriate at this point.

Examine the suggestions one at a time, eliminating any with which either party disagrees. Continue until a solution that is agreeable to each is reached. Agree to try the solution for a set period of time and to renegotiate at the end of that time if necessary.

11

In summary, the process is as follows: 1.

State the problem.

2.

Generate solutions.

3.

Select a solution agreeable to all.

4.

Implement the planned solution.

5.

Check after an agreed-upon time to determine whether the solution is working.

6.

If it is not working, return to step 1, and continue the process.

The staff and board members who agree to commit to a conflict-resolution type of philosophy use the concept that their customers (children and families) are their first priority as a starting point. By extension, one of the director’s priorities must be staff satisfaction, and the board’s priority must be a successful outcome for the operation of the center. This approach works well when everyone understands it and accepts this basic principle.

Directors who are quite comfortable with an authoritarian role may find it difficult or impossible to relinquish that role, just as teachers who are convinced that a teacher-directed approach is the only appropriate way to work with children may be unable to provide choices for children. Directors willing to invest time and effort in learning about management usually find they are far more able to lead the staff and clients in ways that are more satisfying to everyone and that the responsibility for the smooth running of the center no longer rests primarily with one person.

The staff-oriented director plans time each day to visit each classroom, greet each staff member, and acknowledge their efforts and successes. She coaches and supports them as they develop new understandings and skills, and she provides honest, sensitive feedback.

The staff-oriented director remembers and relates to events and incidents that are significant to staff, children, and families. It may be as simple as commenting to a teacher about how well she managed a frightened child during a thunderstorm by describing specifically the effective approach the teacher used. Perhaps the director stops to greet a child who is proudly bringing his rabbit to school for a visit. Maybe the director telephones a father to thank him for organizing a book fair to benefit the center.

Tending to the personal and professional development of the people associated with a center’s program is seminal to the program’s success. The manner in which the director carries out people-support tasks is a major contributing factor in program maintenance and vice versa. There is a delicate balance between successfully dealing with the mechanics of efficient program operation and simultaneously creating a caring environment for adults and children.

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DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI

Newala, too, suffers from the distance of its water-supply—at least the Newala of to-day does; there was once another Newala in a lovely valley at the foot of the plateau. I visited it and found scarcely a trace of houses, only a Christian cemetery, with the graves of several missionaries and their converts, remaining as a monument of its former glories. But the surroundings are wonderfully beautiful. A thick grove of splendid mango-trees closes in the weather-worn crosses and headstones; behind them, combining the useful and the agreeable, is a whole plantation of lemon-trees covered with ripe fruit; not the small African kind, but a much larger and also juicier imported variety, which drops into the hands of the passing traveller, without calling for any exertion on his part. Old Newala is now under the jurisdiction of the native pastor, Daudi, at Chingulungulu, who, as I am on very friendly terms with him, allows me, as a matter of course, the use of this lemon-grove during my stay at Newala.

FEET MUTILATED BY THE RAVAGES OF THE “JIGGER” (Sarcopsylla penetrans)

The water-supply of New Newala is in the bottom of the valley, some 1,600 feet lower down. The way is not only long and fatiguing, but the water, when we get it, is thoroughly bad. We are suffering not only from this, but from the fact that the arrangements at Newala are nothing short of luxurious. We have a separate kitchen—a hut built against the boma palisade on the right of the baraza, the interior of which is not visible from our usual position. Our two cooks were not long in finding this out, and they consequently do—or rather neglect to do—what they please. In any case they do not seem to be very particular about the boiling of our drinking-water—at least I can attribute to no other cause certain attacks of a dysenteric nature, from which both Knudsen and I have suffered for some time. If a man like Omari has to be left unwatched for a moment, he is capable of anything. Besides this complaint, we are inconvenienced by the state of our nails, which have become as hard as glass, and crack on the slightest provocation, and I have the additional infliction of pimples all over me. As if all this were not enough, we have also, for the last week been waging war against the jigger, who has found his Eldorado in the hot sand of the Makonde plateau. Our men are seen all day long—whenever their chronic colds and the dysentery likewise raging among them permit—occupied in removing this scourge of Africa from their feet and trying to prevent the disastrous consequences of its presence. It is quite common to see natives of this place with one or two toes missing; many have lost all their toes,

or even the whole front part of the foot, so that a well-formed leg ends in a shapeless stump. These ravages are caused by the female of Sarcopsylla penetrans, which bores its way under the skin and there develops an egg-sac the size of a pea. In all books on the subject, it is stated that one’s attention is called to the presence of this parasite by an intolerable itching. This agrees very well with my experience, so far as the softer parts of the sole, the spaces between and under the toes, and the side of the foot are concerned, but if the creature penetrates through the harder parts of the heel or ball of the foot, it may escape even the most careful search till it has reached maturity.

Then there is no time to be lost, if the horrible ulceration, of which we see cases by the dozen every day, is to be prevented. It is much easier, by the way, to discover the insect on the white skin of a European than on that of a native, on which the dark speck scarcely shows. The four or five jiggers which, in spite of the fact that I constantly wore high laced boots, chose my feet to settle in, were taken out for me by the all-accomplished Knudsen, after which I thought it advisable to wash out the cavities with corrosive sublimate. The natives have a different sort of disinfectant—they fill the hole with scraped roots. In a tiny Makua village on the slope of the plateau south of Newala, we saw an old woman who had filled all the spaces under her toe-nails with powdered roots by way of prophylactic treatment. What will be the result, if any, who can say?

The rest of the many trifling ills which trouble our existence are really more comic than serious. In the absence of anything else to smoke, Knudsen and I at last opened a box of cigars procured from the Indian store-keeper at Lindi, and tried them, with the most distressing results. Whether they contain opium or some other narcotic, neither of us can say, but after the tenth puff we were both “off,” three-quarters stupefied and unspeakably wretched. Slowly we recovered—and what happened next? Half-an-hour later we were once more smoking these poisonous concoctions—so insatiable is the craving for tobacco in the tropics.

Even my present attacks of fever scarcely deserve to be taken seriously. I have had no less than three here at Newala, all of which have run their course in an incredibly short time. In the early afternoon, I am busy with my old natives, asking questions and making notes. The strong midday coffee has stimulated my spirits to

an extraordinary degree, the brain is active and vigorous, and work progresses rapidly, while a pleasant warmth pervades the whole body. Suddenly this gives place to a violent chill, forcing me to put on my overcoat, though it is only half-past three and the afternoon sun is at its hottest. Now the brain no longer works with such acuteness and logical precision; more especially does it fail me in trying to establish the syntax of the difficult Makua language on which I have ventured, as if I had not enough to do without it. Under the circumstances it seems advisable to take my temperature, and I do so, to save trouble, without leaving my seat, and while going on with my work. On examination, I find it to be 101·48°. My tutors are abruptly dismissed and my bed set up in the baraza; a few minutes later I am in it and treating myself internally with hot water and lemon-juice.

Three hours later, the thermometer marks nearly 104°, and I make them carry me back into the tent, bed and all, as I am now perspiring heavily, and exposure to the cold wind just beginning to blow might mean a fatal chill. I lie still for a little while, and then find, to my great relief, that the temperature is not rising, but rather falling. This is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment, that it has fallen below 98·6°, and I feel perfectly well. I read for an hour or two, and could very well enjoy a smoke, if I had the wherewithal—Indian cigars being out of the question.

Having no medical training, I am at a loss to account for this state of things. It is impossible that these transitory attacks of high fever should be malarial; it seems more probable that they are due to a kind of sunstroke. On consulting my note-book, I become more and more inclined to think this is the case, for these attacks regularly follow extreme fatigue and long exposure to strong sunshine. They at least have the advantage of being only short interruptions to my work, as on the following morning I am always quite fresh and fit.

My treasure of a cook is suffering from an enormous hydrocele which makes it difficult for him to get up, and Moritz is obliged to keep in the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy from somewhere in the bush, knows still less of cooking than Omari; consequently Nils Knudsen himself has been promoted to the vacant post. Finding that we had come to the end of our supplies, he began by sending to Chingulungulu for the four sucking-pigs which we had

bought from Matola and temporarily left in his charge; and when they came up, neatly packed in a large crate, he callously slaughtered the biggest of them. The first joint we were thoughtless enough to entrust for roasting to Knudsen’s mshenzi cook, and it was consequently uneatable; but we made the rest of the animal into a jelly which we ate with great relish after weeks of underfeeding, consuming incredible helpings of it at both midday and evening meals. The only drawback is a certain want of variety in the tinned vegetables. Dr. Jäger, to whom the Geographical Commission entrusted the provisioning of the expeditions—mine as well as his own—because he had more time on his hands than the rest of us, seems to have laid in a huge stock of Teltow turnips,[46] an article of food which is all very well for occasional use, but which quickly palls when set before one every day; and we seem to have no other tins left. There is no help for it—we must put up with the turnips; but I am certain that, once I am home again, I shall not touch them for ten years to come.

Amid all these minor evils, which, after all, go to make up the genuine flavour of Africa, there is at least one cheering touch: Knudsen has, with the dexterity of a skilled mechanic, repaired my 9 × 12 cm. camera, at least so far that I can use it with a little care.

How, in the absence of finger-nails, he was able to accomplish such a ticklish piece of work, having no tool but a clumsy screw-driver for taking to pieces and putting together again the complicated mechanism of the instantaneous shutter, is still a mystery to me; but he did it successfully. The loss of his finger-nails shows him in a light contrasting curiously enough with the intelligence evinced by the above operation; though, after all, it is scarcely surprising after his ten years’ residence in the bush. One day, at Lindi, he had occasion to wash a dog, which must have been in need of very thorough cleansing, for the bottle handed to our friend for the purpose had an extremely strong smell. Having performed his task in the most conscientious manner, he perceived with some surprise that the dog did not appear much the better for it, and was further surprised by finding his own nails ulcerating away in the course of the next few days. “How was I to know that carbolic acid has to be diluted?” he mutters indignantly, from time to time, with a troubled gaze at his mutilated finger-tips.

Since we came to Newala we have been making excursions in all directions through the surrounding country, in accordance with old habit, and also because the akida Sefu did not get together the tribal elders from whom I wanted information so speedily as he had promised. There is, however, no harm done, as, even if seen only from the outside, the country and people are interesting enough.

The Makonde plateau is like a large rectangular table rounded off at the corners. Measured from the Indian Ocean to Newala, it is about seventy-five miles long, and between the Rovuma and the Lukuledi it averages fifty miles in breadth, so that its superficial area is about two-thirds of that of the kingdom of Saxony. The surface, however, is not level, but uniformly inclined from its south-western edge to the ocean. From the upper edge, on which Newala lies, the eye ranges for many miles east and north-east, without encountering any obstacle, over the Makonde bush. It is a green sea, from which here and there thick clouds of smoke rise, to show that it, too, is inhabited by men who carry on their tillage like so many other primitive peoples, by cutting down and burning the bush, and manuring with the ashes. Even in the radiant light of a tropical day such a fire is a grand sight.

Much less effective is the impression produced just now by the great western plain as seen from the edge of the plateau. As often as time permits, I stroll along this edge, sometimes in one direction, sometimes in another, in the hope of finding the air clear enough to let me enjoy the view; but I have always been disappointed.

Wherever one looks, clouds of smoke rise from the burning bush, and the air is full of smoke and vapour. It is a pity, for under more favourable circumstances the panorama of the whole country up to the distant Majeje hills must be truly magnificent. It is of little use taking photographs now, and an outline sketch gives a very poor idea of the scenery. In one of these excursions I went out of my way to make a personal attempt on the Makonde bush. The present edge of the plateau is the result of a far-reaching process of destruction through erosion and denudation. The Makonde strata are everywhere cut into by ravines, which, though short, are hundreds of yards in depth. In consequence of the loose stratification of these beds, not only are the walls of these ravines nearly vertical, but their upper end is closed by an equally steep escarpment, so that the

western edge of the Makonde plateau is hemmed in by a series of deep, basin-like valleys. In order to get from one side of such a ravine to the other, I cut my way through the bush with a dozen of my men.

It was a very open part, with more grass than scrub, but even so the short stretch of less than two hundred yards was very hard work; at the end of it the men’s calicoes were in rags and they themselves bleeding from hundreds of scratches, while even our strong khaki suits had not escaped scatheless.

NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR MAHUTA

I see increasing reason to believe that the view formed some time back as to the origin of the Makonde bush is the correct one. I have no doubt that it is not a natural product, but the result of human occupation. Those parts of the high country where man—as a very slight amount of practice enables the eye to perceive at once—has not yet penetrated with axe and hoe, are still occupied by a splendid timber forest quite able to sustain a comparison with our mixed forests in Germany. But wherever man has once built his hut or tilled his field, this horrible bush springs up. Every phase of this process

may be seen in the course of a couple of hours’ walk along the main road. From the bush to right or left, one hears the sound of the axe— not from one spot only, but from several directions at once. A few steps further on, we can see what is taking place. The brush has been cut down and piled up in heaps to the height of a yard or more, between which the trunks of the large trees stand up like the last pillars of a magnificent ruined building. These, too, present a melancholy spectacle: the destructive Makonde have ringed them— cut a broad strip of bark all round to ensure their dying off—and also piled up pyramids of brush round them. Father and son, mother and son-in-law, are chopping away perseveringly in the background—too busy, almost, to look round at the white stranger, who usually excites so much interest. If you pass by the same place a week later, the piles of brushwood have disappeared and a thick layer of ashes has taken the place of the green forest. The large trees stretch their smouldering trunks and branches in dumb accusation to heaven—if they have not already fallen and been more or less reduced to ashes, perhaps only showing as a white stripe on the dark ground.

This work of destruction is carried out by the Makonde alike on the virgin forest and on the bush which has sprung up on sites already cultivated and deserted. In the second case they are saved the trouble of burning the large trees, these being entirely absent in the secondary bush.

After burning this piece of forest ground and loosening it with the hoe, the native sows his corn and plants his vegetables. All over the country, he goes in for bed-culture, which requires, and, in fact, receives, the most careful attention. Weeds are nowhere tolerated in the south of German East Africa. The crops may fail on the plains, where droughts are frequent, but never on the plateau with its abundant rains and heavy dews. Its fortunate inhabitants even have the satisfaction of seeing the proud Wayao and Wamakua working for them as labourers, driven by hunger to serve where they were accustomed to rule.

But the light, sandy soil is soon exhausted, and would yield no harvest the second year if cultivated twice running. This fact has been familiar to the native for ages; consequently he provides in time, and, while his crop is growing, prepares the next plot with axe and firebrand. Next year he plants this with his various crops and

lets the first piece lie fallow. For a short time it remains waste and desolate; then nature steps in to repair the destruction wrought by man; a thousand new growths spring out of the exhausted soil, and even the old stumps put forth fresh shoots. Next year the new growth is up to one’s knees, and in a few years more it is that terrible, impenetrable bush, which maintains its position till the black occupier of the land has made the round of all the available sites and come back to his starting point.

The Makonde are, body and soul, so to speak, one with this bush.

According to my Yao informants, indeed, their name means nothing else but “bush people.” Their own tradition says that they have been settled up here for a very long time, but to my surprise they laid great stress on an original immigration. Their old homes were in the south-east, near Mikindani and the mouth of the Rovuma, whence their peaceful forefathers were driven by the continual raids of the Sakalavas from Madagascar and the warlike Shirazis[47] of the coast, to take refuge on the almost inaccessible plateau. I have studied African ethnology for twenty years, but the fact that changes of population in this apparently quiet and peaceable corner of the earth could have been occasioned by outside enterprises taking place on the high seas, was completely new to me. It is, no doubt, however, correct.

The charming tribal legend of the Makonde—besides informing us of other interesting matters—explains why they have to live in the thickest of the bush and a long way from the edge of the plateau, instead of making their permanent homes beside the purling brooks and springs of the low country.

“The place where the tribe originated is Mahuta, on the southern side of the plateau towards the Rovuma, where of old time there was nothing but thick bush. Out of this bush came a man who never washed himself or shaved his head, and who ate and drank but little.

He went out and made a human figure from the wood of a tree growing in the open country, which he took home to his abode in the bush and there set it upright. In the night this image came to life and was a woman. The man and woman went down together to the Rovuma to wash themselves. Here the woman gave birth to a stillborn child. They left that place and passed over the high land into the valley of the Mbemkuru, where the woman had another child, which

was also born dead. Then they returned to the high bush country of Mahuta, where the third child was born, which lived and grew up. In course of time, the couple had many more children, and called themselves Wamatanda. These were the ancestral stock of the Makonde, also called Wamakonde,[48] i.e., aborigines. Their forefather, the man from the bush, gave his children the command to bury their dead upright, in memory of the mother of their race who was cut out of wood and awoke to life when standing upright. He also warned them against settling in the valleys and near large streams, for sickness and death dwelt there. They were to make it a rule to have their huts at least an hour’s walk from the nearest wateringplace; then their children would thrive and escape illness.”

The explanation of the name Makonde given by my informants is somewhat different from that contained in the above legend, which I extract from a little book (small, but packed with information), by Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my results agree exactly with the statements of the legend. Washing?

Hapana—there is no such thing. Why should they do so? As it is, the supply of water scarcely suffices for cooking and drinking; other people do not wash, so why should the Makonde distinguish himself by such needless eccentricity? As for shaving the head, the short, woolly crop scarcely needs it,[49] so the second ancestral precept is likewise easy enough to follow. Beyond this, however, there is nothing ridiculous in the ancestor’s advice. I have obtained from various local artists a fairly large number of figures carved in wood, ranging from fifteen to twenty-three inches in height, and representing women belonging to the great group of the Mavia, Makonde, and Matambwe tribes. The carving is remarkably well done and renders the female type with great accuracy, especially the keloid ornamentation, to be described later on. As to the object and meaning of their works the sculptors either could or (more probably) would tell me nothing, and I was forced to content myself with the scanty information vouchsafed by one man, who said that the figures were merely intended to represent the nembo—the artificial deformations of pelele, ear-discs, and keloids. The legend recorded

by Pater Adams places these figures in a new light. They must surely be more than mere dolls; and we may even venture to assume that they are—though the majority of present-day Makonde are probably unaware of the fact—representations of the tribal ancestress.

The references in the legend to the descent from Mahuta to the Rovuma, and to a journey across the highlands into the Mbekuru valley, undoubtedly indicate the previous history of the tribe, the travels of the ancestral pair typifying the migrations of their descendants. The descent to the neighbouring Rovuma valley, with its extraordinary fertility and great abundance of game, is intelligible at a glance—but the crossing of the Lukuledi depression, the ascent to the Rondo Plateau and the descent to the Mbemkuru, also lie within the bounds of probability, for all these districts have exactly the same character as the extreme south. Now, however, comes a point of especial interest for our bacteriological age. The primitive Makonde did not enjoy their lives in the marshy river-valleys.

Disease raged among them, and many died. It was only after they had returned to their original home near Mahuta, that the health conditions of these people improved. We are very apt to think of the African as a stupid person whose ignorance of nature is only equalled by his fear of it, and who looks on all mishaps as caused by evil spirits and malignant natural powers. It is much more correct to assume in this case that the people very early learnt to distinguish districts infested with malaria from those where it is absent.

This knowledge is crystallized in the ancestral warning against settling in the valleys and near the great waters, the dwelling-places of disease and death. At the same time, for security against the hostile Mavia south of the Rovuma, it was enacted that every settlement must be not less than a certain distance from the southern edge of the plateau. Such in fact is their mode of life at the present day. It is not such a bad one, and certainly they are both safer and more comfortable than the Makua, the recent intruders from the south, who have made USUAL METHOD OF good their footing on the western edge of the CLOSING HUT-DOOR plateau, extending over a fairly wide belt of country. Neither Makua nor Makonde show in their dwellings anything of the size and comeliness of the Yao houses in the plain, especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a Makonde hamlet not far from Newala, on the road to Mahuta, is the

most important settlement of the tribe I have yet seen, and has fairly spacious huts. But how slovenly is their construction compared with the palatial residences of the elephant-hunters living in the plain.

The roofs are still more untidy than in the general run of huts during the dry season, the walls show here and there the scanty beginnings or the lamentable remains of the mud plastering, and the interior is a veritable dog-kennel; dirt, dust and disorder everywhere. A few huts only show any attempt at division into rooms, and this consists merely of very roughly-made bamboo partitions. In one point alone have I noticed any indication of progress—in the method of fastening the door. Houses all over the south are secured in a simple but ingenious manner. The door consists of a set of stout pieces of wood or bamboo, tied with bark-string to two cross-pieces, and moving in two grooves round one of the door-posts, so as to open inwards. If the owner wishes to leave home, he takes two logs as thick as a man’s upper arm and about a yard long. One of these is placed obliquely against the middle of the door from the inside, so as to form an angle of from 60° to 75° with the ground. He then places the second piece horizontally across the first, pressing it downward with all his might.

It is kept in place by two strong posts planted in the ground a few inches inside the door. This fastening is absolutely safe, but of course cannot be applied to both doors at once, otherwise how could the owner leave or enter his house? I have not yet succeeded in finding out how the back door is fastened.

MAKONDE LOCK AND KEY AT JUMBE CHAURO

This is the general way of closing a house. The Makonde at Jumbe Chauro, however, have a much more complicated, solid and original one. Here, too, the door is as already described, except that there is only one post on the inside, standing by itself about six inches from one side of the doorway. Opposite this post is a hole in the wall just large enough to admit a man’s arm. The door is closed inside by a large wooden bolt passing through a hole in this post and pressing with its free end against the door. The other end has three holes into which fit three pegs running in vertical grooves inside the post. The door is opened with a wooden key about a foot long, somewhat curved and sloped off at the butt; the other end has three pegs corresponding to the holes, in the bolt, so that, when it is thrust through the hole in the wall and inserted into the rectangular opening in the post, the pegs can be lifted and the bolt drawn out.[50]

MODE OF INSERTING THE KEY

With no small pride first one householder and then a second showed me on the spot the action of this greatest invention of the Makonde Highlands. To both with an admiring exclamation of “Vizuri sana!” (“Very fine!”). I expressed the wish to take back these marvels with me to Ulaya, to show the Wazungu what clever fellows the Makonde are. Scarcely five minutes after my return to camp at Newala, the two men came up sweating under the weight of two heavy logs which they laid down at my feet, handing over at the same time the keys of the fallen fortress. Arguing, logically enough, that if the key was wanted, the lock would be wanted with it, they had taken their axes and chopped down the posts—as it never occurred to them to dig them out of the ground and so bring them intact. Thus I have