Head Start WEST convened directors and senior leaders to continue the conversation launched during the August Special Director’s Exchange. With multiple federal policy, regulatory, fiscal, enrollment, and organizational issues unfolding simultaneously, September focused on moving leaders from understanding change to prioritizing action—what requires attention now, what needs continued monitoring, and how programs can prepare without overwhelming their organizations. A clear theme emerged throughout the Exchange: directors want to respond thoughtfully and meaningfully, but the volume and pace of change are creating significant leadership pressure. 

🔹 NPRM: From Information to Meaningful Action

With the October 6 public comment deadline approaching, leaders discussed how to move beyond reviewing the NPRM to developing comments that can meaningfully contribute to the federal record.

Field Reality:
The breadth of the proposed changes can feel overwhelming. Directors want to provide useful input but are recognizing that trying to respond to every issue may make it harder to develop strong, evidence-based comments in the areas where their programs have the most expertise.

What Leaders Are Doing / Emerging Strategies:

• Narrowing attention to priority issues where programs have meaningful data and direct experience.
• Dividing the NPRM among staff based on areas of expertise.
• Engaging parents, Policy Councils, governing bodies, and community partners where their perspectives can strengthen the record.
• Connecting program data and real-world examples to potential impacts on children, families, workforce, operations, and quality.
• Identifying ambiguity, asking specific questions, and offering alternatives—not simply stating support or opposition.

Collective Insight:
Programs do not have to comment on everything to make a meaningful contribution. Focused comments that clearly connect a proposed change to field reality, evidence, potential impact, and a recommendation can create a stronger public record.

🔹 Change in Scope: Building a Stronger, More Integrated Case

Enrollment reduction and Change in Scope requirements continue to demand significant leadership attention. The discussion reinforced that the new review environment requires programs to demonstrate much more than underenrollment.

Field Insight:
A strong Change in Scope request must connect community need, program design, workforce, fiscal strategy, organizational capacity, and sustainability. The Community Assessment, Self-Assessment, enrollment and waitlist data, staffing information, organizational structure, program schedule, budget, and community support should reinforce the same rationale.

What Leaders Are Doing / Emerging Strategies:

• Crosswalking existing applications against the new OHS requirements and review checklist. 
• Strengthening previously submitted applications rather than simply resubmitting them.
• Examining current and proposed cost per child alongside the actual fixed and variable costs of operating the program.
• Using workforce, wage, enrollment, family, and community data together to explain why the proposed design is necessary.
• Strengthening governance approvals and substantive community support.

Collective Insight:
The strongest requests will make it easy for reviewers to understand what is changing, why it is needed, what evidence supports it, how resources will be used, and why the redesigned program is sustainable.

🔹 Cost Per Child: Tell the Story Behind the Number

Cost-per-child comparisons are becoming increasingly important in Change in Scope discussions.

Field Reality:
Reducing enrollment does not necessarily produce a proportional reduction in operating costs. Facilities, fiscal systems, HR, data systems, insurance, governance, management, and other infrastructure may remain necessary even when fewer children are served.

Emerging Strategy:
Leaders are being encouraged to move beyond defending a number and instead clearly demonstrate:

What does it actually cost to sustainably operate this program at quality—and why?

Federal ASPE analysis itself found wide variation in spending per slot associated with factors such as cost of living, service-delivery setting, program size, and grantee type. It also notes that its analysis did not examine the relationship between spending and program quality or child and family outcomes. 

Collective Insight:
A benchmark provides context, but the program must tell the story behind its costs.

🔹 The Leadership Intentionality: Managing the Weight of Change

Perhaps the strongest theme of the Exchange was not any single federal development—it was the cumulative leadership burden of managing many of them at once.

Field Reality:
Directors are simultaneously navigating NPRMs, Change in Scope requests, enrollment, workforce pressures, fiscal scrutiny, monitoring uncertainty, governance responsibilities, and organizational planning. The additional notes describe the weight on directors as substantial, with leaders wanting to “do the right thing” while struggling to determine where limited time and attention can have the greatest impact. 

What’s Working / Emerging Strategies:

• Breaking large issues into manageable priorities rather than trying to solve everything at once.
• Using management teams to interpret developments and determine what needs broader communication.
• Matching staff and stakeholder expertise to specific issues.
• Engaging parents and governance strategically rather than overwhelming everyone with every development.
• Continuing organizational planning while maintaining contingency options.
• Using peer networks to compare experiences, test assumptions, and reduce leadership isolation.

Collective Insight:

Effective leadership right now requires discernment—not just information. Leaders must continually determine:

• What requires action now?

• What needs deeper analysis?

• What should we prepare for?

• What simply needs to be watched?

Outcome & Impact for Leadership

The September Exchange helped shift the leadership conversation from “How do we keep up with everything?” to “Where can we focus our leadership attention for the greatest impact?”

Leaders were encouraged to narrow priorities, strengthen the evidence behind decisions, build stronger program-fiscal alignment, engage the right stakeholders at the right time, and prepare organizations for multiple possible outcomes without prematurely reacting to proposals that are not yet final.

Just as importantly, the Exchange reinforced the value of the network itself. During a period when leaders are carrying significant responsibility and uncertainty, having a trusted forum to ask questions, compare experiences, share emerging strategies, and recognize that others are working through many of the same challenges is an important form of leadership support.

Looking Ahead

The work now moves from PROCESS + POSITION toward PLAN + INTEGRATE.

Head Start WEST will carry these themes into the October Navigating the Changing Tides pre conference, bringing program and fiscal leaders together to examine the intersection of regulatory change, enrollment, fiscal decision-making, workforce, program design, internal controls, and organizational sustainability.

Future Director Exchanges will continue to provide space for real-time field intelligence and peer learning as additional federal guidance, monitoring expectations, and regulatory developments emerge.

Closing Reflection

The September Exchange reinforced that leadership during rapid change is not about having every answer. It is about knowing where to focus, bringing the right people into the conversation, using evidence to guide decisions, communicating with intention, and preparing without allowing uncertainty to consume the organization.

“We may not be able to control the pace of change, but we can control how we lead through it. Our responsibility is to stay grounded, focus on what matters most, use our data and experience wisely, and remain connected to one another as we position our organizations for what comes next.”
— Cynthia Yao, RISE Partners

Head Start WEST convened directors and senior leaders for a special Director’s Exchange following the August 7 release of the “Reducing Federal Burden for Head Start Programs” Notice of Proposed Rulemaking (NPRM). With public comments due October 6, the conversation focused on helping leaders move beyond simply understanding what is proposed to examining the potential impact on program quality, children and families, workforce, fiscal sustainability, and Head Start’s national identity. Leaders were encouraged to engage staff, parents, governing bodies, community partners, and other stakeholders in making their voices heard.

Protecting Quality While Considering Flexibility

The proposed rule would substantially restructure the Head Start Program Performance Standards, remove or revise numerous federal requirements, and shift greater authority toward state and local requirements. Participants acknowledged opportunities for flexibility while raising concern about what could be lost when longstanding federal standards and implementation guardrails are removed.

Field Insight:
Flexibility cannot be evaluated only by asking whether a regulation is burdensome. Leaders emphasized the need to ask what protection, expectation, or quality standard the requirement currently provides—and what happens to children and families if it disappears.

Collective Insight:
Head Start is a national program. Even when individual states have strong licensing or early childhood requirements, leaders emphasized the importance of considering what proposed changes could mean for every Head Start child and family, regardless of where they live.

Children, Families & Workforce

Participants raised concerns about proposals affecting staff qualifications and supports, ratios and group sizes, screening timelines, parent engagement, home-based and family child care services, and suspension and expulsion protections. Particular attention was given to children requiring early identification and intervention and to the ability of staff to effectively support increasingly complex child and family needs.

Field Reality:
Programs are already experiencing workforce challenges and increasing child and family needs. Reducing qualifications, professional supports, or service expectations may create short-term cost savings but could have longer-term implications for workforce stability, child outcomes, and program quality.

What Leaders Are Doing / Emerging Strategies:

• Engaging staff by areas of expertise rather than asking everyone to analyze the entire NPRM.
• Bringing parents and Policy Councils into the comment process.
• Using program data and real-life examples to demonstrate potential impacts.
• Maintaining a leadership message focused on program strengths rather than allowing uncertainty to drive fear

Fiscal Sustainability & the 5% Administrative Cost Cap

The proposed reduction of the administrative cost limitation from 15% to 5% generated significant discussion. Leaders raised questions about the relationship between administrative costs and federally approved indirect cost rates, the absence of a clear administrative cost definition, and the potential operational consequences of reducing administrative infrastructure.

What’s Emerging:
Programs are beginning to model what a 5% administrative limitation could mean in practice—including which positions, systems, or services could be affected and how those reductions could ultimately impact program quality.

Collective Insight:
The fiscal conversation extends beyond the administrative cap. Leaders raised an important second-order question: If regulatory requirements are removed, will programs continue to have the same ability to use Head Start funds for services and infrastructure they determine are necessary to maintain quality? The NPRM itself does not make those costs automatically unallowable, but participants emphasized the need for HHS clarification.

Making Public Comments Matter

A central message of the Exchange was that programs should not feel obligated to comment on every provision. Instead, leaders were encouraged to identify the issues where they have the strongest expertise, evidence, and experience.

What Leaders Are Doing:

• Reading both the NPRM and Regulatory Impact Analysis
• Connecting comments to program data and concrete examples
• Describing the actual consequences for children, families, staff, and operations
• Identifying ambiguity and asking HHS specific clarifying questions
• Offering alternatives or improvements rather than only stating opposition
• Coordinating across programs so important sections of the proposal are addressed

A particularly important framework highlighted during the session was the statutory guardrail in Head Start Act §641A(a)(2)(C)(ii): revisions to the standards must not result in an elimination or reduction in the quality, scope, or types of services provided to children and families.

Change in Scope & Enrollment Reduction

The discussion also addressed the newly issued enrollment reduction Information Memorandum and communications to programs with pending Change in Scope requests. Leaders discussed the need to review pending requests against the new requirements, preserve documentation of original submissions, and carefully demonstrate why simple cost-per-child reductions may not account for fixed costs necessary to sustain program operations.

Field Insight:
Enrollment, funding, regulatory changes, fiscal accountability, and program quality cannot be considered independently. Leaders must increasingly evaluate how federal actions interact and what their combined impact could mean for organizational sustainability.

Outcome & Impact for Leadership

The Exchange helped move directors from anxiety and information overload toward analysis, engagement, and action. Leaders left with a stronger framework for evaluating the NPRM—not simply asking “What is being removed?” but:

• What exists today and why?
• What would change?
• What remains unclear?
• What could the change mean for children, families, staff, and program sustainability?
• What evidence can we provide?
• What clarification or alternative should we request?

The conversation also reinforced the role directors play in helping their organizations remain grounded during uncertainty: informing teams, engaging parents and governance, using data to tell the program’s story, modeling fiscal implications, and creating opportunities for others to participate in the public comment process.

Looking Ahead

Head Start WEST will continue creating space for leaders to share analysis, emerging concerns, effective comment strategies, and field perspectives before the October 6 public comment deadline. Head Start WEST is also gathering program-level information about the potential impact of the proposed 5% administrative cost cap to strengthen understanding of implications across the region. The conversation will continue at the September 16 Director’s Exchange.

Closing Reflection

The August Exchange reinforced that this is not only a regulatory conversation—it is a leadership moment. Directors acknowledged the uncertainty ahead while remaining focused on the strengths Head Start has built over decades and the responsibility to advocate for the quality and comprehensiveness of services children and families receive.

“Our task as leaders is not simply to react to what may change, but to understand the implications, use our data and experience to make them visible, and ensure the voices of programs, staff, parents, and communities are part of the record. This is ultimately about our national commitment to what every Head Start child and family deserves—regardless of where they live.”
— Cynthia Yao, RISE Partners

Head Start leaders joined the Head Start West Director’s Exchange to discuss  key operational, demographic, and fiscal challenges impacting the upcoming program year. They discussed  navigating regulatory uncertainty and tighter budgets by shifting towards agile, year-to-year planning and by prioritizing local workforce stabilization strategies, such as developing competitive recruitment and retention plans independent of federal updates. Leaders discussed how they are working on  strengthening data collection—utilizing cost-effective partnerships for community assessments—to adapt to shifting enrollment, and workforce recruitment trends. 

Head Start is at a Regulatory Crossroad

Participants reflected on current program challenges using a Robert Frost-inspired scale, with many indicating they are navigating “the road less traveled” or unchartered territory. Programs shared they are being forced to create new leadership models and service delivery strategies in response to workforce shifts and evolving regulatory environments.

Field Insights: 

Shift to Agile Planning: Operations are transitioning away from traditional five-year plans toward flexible, year-to-year strategy execution to navigate regulatory and funding shifts.

Building Durable Systems: Programs are re-evaluating leadership structures—particularly during executive transitions (e.g., upcoming retirements)—to maintain institutional stability and adapt to evolving relationships with federal program specialists.

The Regulatory Landscape 

Leaders received a quick overview of the current mandates that are already rolling out; Mental Health Consultation, Health and Safety and Family Service Worker caseloads. They discussed how they are working on implementing these mandates and preparing for monitoring, at the same time how they are preparing for potential regulatory changes.

Field Insights: 

Workforce Stabilization: Amid uncertainty and potential rollbacks regarding federal wage and benefit mandates, programs must establish local recruitment and retention strategies to sustain staff morale.

Demographic Realities: Evolving local demographics necessitate continuous adjustments to center locations, service offerings, and enrollment targets.

Data Infrastructure: Strengthening local data collection capabilities is essential for tracking compliance and supporting evidence-based operational decisions.

Preparing for the New Program Year

Leaders discussed three priorities: workforce stabilization, enrollment adaptation, and data infrastructure. Amid low staff morale driven by federal policy shifts—such as potential rollbacks to 2024 wage and benefit parity rules—programs see the need to build sustainable local recruitment and compensation models rather than relying solely on federal mandates. Concurrently, due to shifting community demographics programs are required to continuously adjust outreach and service delivery to meet evolving family needs. 

Field Insights: 

Sustaining Community Assessments: Although updated performance standards reduce mandatory annual assessment overhauls, maintaining yearly reviews remains vital for accurate service delivery.

Stakeholder Alignment: Directors must implement clear communication plans to discuss budget cuts openly with staff, parents, labor unions, and governing boards to preserve trust.

Funding Diversification: Leaders are advised to actively pursue state and non-federal funding streams to subsidize core operational costs, protect classroom quality, and maintain focus on family impact.

Looking Ahead 

Leaders are encouraged to continue these discussions at the upcoming: 

• Executive Leadership Council | July 27–28 | Denver, CO

• Workforce Summit | July 28–29 | Denver, CO

These sessions will offer further opportunities for peer collaboration and strategic dialogue on workforce sustainability, leadership wellness, emerging federal policies, and organizational resilience.

Closing Reflection: 

As Head Start programs stand at a regulatory crossroad, navigating “the road less traveled” requires a decisive shift from traditional long-term planning to an agile, year-to-year operational mindset. Facing tighter budgets, evolving mandates—such as mental health consultation and family service worker caseload rules—and potential rollbacks to federal wage parity requirements, leaders are building durable local systems to stabilize their workforce independently. Success in the upcoming program year hinges on three core anchors: establishing locally sustained compensation strategies to preserve staff morale, enhancing data collection through low-cost community partnerships to adapt to shifting demographic and enrollment trends, and maintaining transparency with stakeholders. By diversifying revenue streams through non-federal funding and staying grounded in collaborative leadership, Head Start programs can successfully navigate regulatory uncertainty while keeping their primary focus where it matters most—protecting classroom quality and supporting children and families.

Head Start WEST convened directors and senior leaders from across the region for a timely discussion focused on federal updates, fiscal uncertainty, workforce sustainability, and planning for the new program year. Leaders reflected on lessons learned from the current year while exploring strategies to strengthen organizational stability and position programs for FY2027.

Federal Landscape & Budget Pressures

Leaders discussed the impact of flat federal funding, rising operational costs, and proposed changes to the Head Start Program Performance Standards. Programs expressed concern that the absence of a COLA, combined with increasing costs for wages, insurance, and materials, is creating significant fiscal pressure across programs.  

Field Insight:
Programs are recognizing the need for stronger contingency planning, proactive communication with staff and governance bodies, and focused advocacy efforts tied to the impact on children, families, workforce quality, and program sustainability.

What Leaders Are Doing:

• Developing multiple budget planning scenarios
• Preparing public comments related to the NPRM
• Increasing communication with boards, policy councils, and staff regarding fiscal realities and operational impacts

Enrollment Challenges & SNAP Decline

Directors discussed concerns regarding declining SNAP enrollment and its potential impact on Head Start eligibility and family food security, particularly in high-cost communities.  

Field Reality:
Programs currently relying on SNAP-related eligibility pathways anticipate additional enrollment pressure as fewer families access benefits.

What’s Working / Emerging Strategies:

• Strengthening partnerships with food access organizations
• Updating community assessments to reflect changing family needs
• Expanding outreach and education efforts related to SNAP eligibility and supports
• Identifying “community SNAP champions” and strengthening local referral pathways

Collective Insight:
Leaders emphasized that enrollment sustainability is increasingly connected to broader community conditions, requiring stronger collaboration and coordinated family support systems.

 Workforce Stability & Organizational Capacity

A major focus of the discussion centered on workforce sustainability, including staff quality, mid-management capacity, retention, succession planning, and organizational restructuring.  

Field Insight:
Workforce challenges have evolved beyond vacancies alone and are now closely tied to program quality, organizational structure, leadership capacity, and long-term sustainability.

What’s Working / Emerging Strategies:

• Reviewing hiring, onboarding, and supervision practices
• Exploring restructuring and succession planning strategies
• Investing more intentionally in staff wellness, retention, and leadership development
• Considering multi-generational workforce needs in professional development and onboarding practices

Collective Insight:
Programs are recognizing that workforce stability is foundational to enrollment, quality services, and organizational resilience.

Planning for the New Program Year

Participants discussed emerging strategic priorities for FY2027, including enrollment sustainability, budget amendments, subrecipient oversight, and the impact of Transitional Kindergarten expansion in California.  

Field Reality:
Programs continue to navigate significant uncertainty related to funding, partnerships, staffing, and changing community needs.

What Leaders Are Doing:

• Prioritizing restructuring and succession planning
• Reassessing partnerships and subrecipient relationships
• Using data more intentionally to prioritize strategies and allocate resources
• Strengthening leadership capacity and internal communication systems

Collective Insight:
Programs are increasingly recognizing the importance of aligning enrollment, workforce, fiscal strategy, and leadership capacity rather than addressing these issues independently.

Looking Ahead

Leaders were encouraged to continue these discussions at the upcoming:

• Executive Leadership Council | July 27–28 | Denver, CO
• Workforce Summit | July 28–29 | Denver, CO

These gatherings will provide additional opportunities for peer learning and strategic dialogue around workforce sustainability, leadership wellness, emerging federal issues, and organizational resilience.  

Closing Reflection

The May Director’s Exchange reinforced that Head Start leaders across the WEST continue to navigate complexity with resilience, adaptability, and a strong commitment to children, families, and staff. While uncertainty remains, leaders are actively planning forward, strengthening systems, and supporting one another through collaboration and shared learning.

Head Start WEST recently convened program directors and senior leaders from across the region for a dynamic Director’s Exchange focused on emerging federal updates and the evolving landscape of the Full Enrollment Initiative (FEI).

This session created space for leaders to share real-time experiences, surface challenges, and collectively problem-solve strategies to strengthen program stability and long-term positioning. The conversation reflected both the complexity of the current moment and the strength of the WEST network.

The Directors Exchange is a membership benefit of Head Start WEST.   For more information Click here.

Federal Landscape: Increased Oversight & Policy Shifts
Leaders explored several key federal developments shaping program operations, including:

• Appointment of a new Office of Head Start Director
• Anticipated revisions to the Head Start Program Performance Standards
• A new Executive Order focused on fraud prevention and improper payments
• Proposed legislation increasing oversight of child care funding streams

Field Insight
Directors expressed a mix of concern and readiness. There is clear recognition that increased fiscal scrutiny, eligibility verification, and reporting expectations will require:

• Stronger internal controls
• More robust documentation practices
• Proactive communication with governing bodies and staff

What Leaders Are Doing

• Preparing to respond quickly to NPRM public comment opportunities
• Gathering workforce and fiscal data to inform advocacy
• Monitoring federal guidance closely and planning for operational impacts

Full Enrollment Initiative (FEI): Reality, Pressure & Strategy
A central focus of the Exchange was the FEI, with discussion anchored in three key questions:

• What is our current enrollment reality?
• Which strategies are working?
• How are we preparing for OHS decisions?

Field Reality
Programs are at varying stages along the FEI continuum, with many nearing the end of the 12+6 month timeline. Persistent challenges include:

• Workforce shortages and credential barriers
• Facility and classroom availability
• Dependence on LEA partners and shifting enrollment patterns

Key Tensions
Leaders highlighted growing pressure and uncertainty related to:

• Delays in regional office/OHS decisions on change in scope requests
• Timing concerns tied to grant applications and upcoming program year implementation
• Experiences with enrollment reductions and recapture, including appeals processes

Programs are balancing the expectation to reach full enrollment with the need to maintain quality, appropriate program options, and workforce capacity.

Emerging Strategies Across the Field
Directors shared both promising approaches and ongoing challenges.

What’s Working

• Creative use of wraparound and layered funding models
• Strengthened community partnerships and referral pipelines
• Exploration of program option adjustments to better meet family needs

What Remains Challenging

• Staffing shortages limiting classroom capacity
• Misalignment between available slots and community demand
• Strategies that increase enrollment but may not be sustainable long-term

Collective Insight
There is growing recognition that enrollment solutions must evolve beyond short-term fixes toward sustainable systems and staffing models.

Preparing for OHS Decisions & Managing Risk
A major focus of discussion centered on how programs are preparing for potential OHS determinations, including:

• Recapture of funds
• Reduction of funded enrollment
• Requests for additional time

What Leaders Are Doing Now

• Developing contingency plans for multiple scenarios
• Documenting efforts, barriers, and strategies in HSES
• Engaging governing bodies and policy councils early
• Strengthening data narratives to demonstrate good-faith effort

Change in Scope & Operational Realities
Leaders surfaced significant challenges navigating change in scope processes, including:

• Delays and inconsistencies in regional office guidance
• Timing conflicts between grant submissions and approvals
• Risks of operating below funded enrollment without formal approval

Emerging Practices

• Submitting parallel change in scope requests alongside grant applications
• Documenting all communications to support potential appeals
• Strategically planning conversions (e.g., HS to EHS) based on community demand and feasibility

Recapture Uncertainty & the Need for Clarity
A consistent theme across the discussion was the lack of clear guidance regarding:

• Recapture thresholds
• Decision timelines
• Precedent for programs near full enrollment (e.g., 95–96%)

Leader Response

• Seeking clarity from OHS and program specialists
• Preparing documentation and cost analyses
• Sharing insights across peers to identify emerging patterns

Strength in the Network: Peer Learning & Collective Problem-Solving
Perhaps most impactful was the strength of the Director’s Exchange itself:

• Leaders openly shared real-time challenges and solutions
• Programs learned from one another’s strategies, missteps, and innovations
• The network provided validation, collaboration, and forward planning

Looking Ahead
Participants identified priority areas for continued dialogue and support:

• Enrollment and attendance strategies
• Workforce recruitment and retention
• Quality systems and comprehensive services
• Alignment with evolving ACF priorities

Closing Reflection
This Director’s Exchange reinforced a powerful truth: while programs across the WEST are navigating complexity and uncertainty, leaders are meeting the moment with intentionality, collaboration, and a deep commitment to continuous improvement.

The Directors Exchange is a membership benefit of Head Start WEST.   For more information Click here.

Head Start WEST convened program directors and senior leaders from across the region for a focused Director’s Exchange centered on Focus Area 2 (FA2) monitoring, emerging risks, and leadership strategies to support program readiness.

The session featured real-time insights from leaders who recently completed FA2 reviews, creating a valuable space for peer learning, shared problem-solving, and practical preparation. The conversation highlighted a clear shift in monitoring expectations and reinforced the critical role of leadership in navigating this process.

FA2 Monitoring: From Compliance to Continuous Improvement
Leaders explored how FA2 monitoring differs from FA1, with a deeper emphasis on:

• Systems and services in action
• Use of data for continuous quality improvement (CQI)
• Demonstrating how programs support staff, families, and children

Field Insight
FA2 is not just about whether systems exist—it is about how effectively programs use those systems to drive decisions and improve outcomes.

Reviewers are increasingly focused on:

• How programs respond to challenges
• Evidence of ongoing monitoring and follow-up
• The connection between data, decision-making, and service delivery

Top Risk Areas: Health Timelines & Fiscal Systems
Data trends and field experiences highlighted consistent areas of findings across FA2 reviews:

• 90-day health determinations
• 45-day screenings (vision, hearing, developmental)
• Fiscal reporting accuracy and timeliness

Key Shift Identified
While compliance remains essential, reviewers are placing greater emphasis on:

• Processes used when requirements are not met
• Documentation of follow-up and family support
• Systems that ensure accountability over time

Preparing for FA2: What Programs Are Doing
Directors shared practical strategies that supported successful reviews.

Preparation Practices

• Conducting cross-functional planning meetings (program, fiscal, HR, partners)
• Practicing mock interviews and data tours
• Ensuring strong digital file organization (e.g., ChildPlus)
• Creating quick-access tools for policies, reports, and procedures

Leadership Insight
Preparation is most effective when it is inclusive, structured, and practiced—not simply reviewed.

The Role of Data: Telling Your Program’s Story
A consistent theme was the importance of demonstrating how data is used—not just presenting it.

Examples Shared

• “Data tours” that show how reports inform decisions
• Regular “data conversations” or “data parties” to analyze trends
• Linking data to program improvements, resource allocation, and outcomes

Field Insight
Programs that clearly demonstrated how data drives decisions received strong feedback from reviewers.

Review Experience: What to Expect On-Site
Leaders provided updated insights into the structure and tone of FA2 reviews:

• Reviews are shorter and more focused than previous cycles
• Site visits are brief (20–30 minutes)
• Emphasis is placed on safe environments and child engagement rather than detailed inspections

Reviewers rely heavily on:

• Interviews with staff and families
• Data tours and system demonstrations
• Cross-verification of information

Key Takeaway
The review experience is increasingly collaborative and conversational, with a focus on understanding how programs operate in practice.

Leadership Matters: Tone, Support & Readiness
A powerful theme throughout the discussion was the influence of leadership on the review experience.

What Leaders Are Doing

• Setting a calm, confident tone to reduce staff anxiety
• Being present during interviews and data tours
• Encouraging thoughtful, reflective responses from staff
• Building rapport with review teams through proactive communication

Collective Insight
Leadership presence and mindset play a critical role in how teams perform and how programs are perceived during monitoring.

Strength in the Network: Collaboration & Peer Learning
The Director’s Exchange provided a space for leaders to:

• Share real-time FA2 experiences
• Normalize challenges and uncertainties
• Learn from both successes and missteps

Participants emphasized the value of hearing from programs across different models—home-based, center-based, and multi-option—highlighting how diverse perspectives strengthen the field.

Looking Ahead
Participants identified priority areas for continued discussion and support:

• Ongoing FA2 preparation and readiness strategies
• Fiscal systems and reporting improvements
• Workforce support and staff wellness
• Continued guidance on evolving federal expectations

Closing Reflection
This Director’s Exchange reinforced that while FA2 monitoring brings new expectations, it also creates an opportunity for programs to demonstrate their strengths, tell their story, and highlight the impact of their work.