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.