Leadership and governance are the bedrocks of effective management. Head Start program leadership consists of three key entities: the governing body/Tribal Council (i.e., legal and fiscal responsibilities), Policy Council/parent committees (i.e., set program direction), and management staff (i.e., day-to-day operations). These entities work together to provide leadership and strategic direction. Explore resources to help grantees navigate these tasks and relationships. Learn how to build communication and information systems that connect internal and external stakeholders. Find resources to help design and distribute reports and manage recordkeeping activities.
Grant recipients are accountable for supporting and overseeing its delegate agencies, ensuring delegates provide high-quality services to children and families and meet all applicable Head Start requirements.
Grant recipients must observe standards of organization, management, and administration that ensure all program activities are conducted in a manner consistent with the purposes of the Head Start Act.
This Head Start A to Z session offers leaders the opportunity to become familiar with the underlying tenets of Head Start. It affirms the solid foundation on which Head Start was built. During this session, leaders are asked to reflect on the programs for which they provide leadership. Consider the extent to which the core values of Head Start are evidenced in the daily operations.
Cost allocation was created to ensure that federal funds are used solely for programs and that no other federal funds may be used for any other purpose. Grantees who have more than one funding source will find this information useful for making sure that each program bears its appropriate share of the costs.
Prior to fiscal year (FY) 2016, all Head Start grantees were required to submit financial reports made for its federal award(s) using standard form (SF) Federal Financial Report 425 (lines 10a, b, and c), detailing the cash transactions in the Payment Management System (PMS), and separate reports to the Administration for Children and Families (ACF) detailing the expenditures (lines 10d-o) made for the same award(s).
The Office of Management and Budget provides instructions for completing the SF-425A Financial Reporting Form. The SF-425A Financial Reporting Form is a consolidation of financial reporting forms SF-269, SF-269A, SF-272, and SGF-272A. Grantees will find these instructions useful when completing their financial reporting forms.
The Hatch Act restricts political activity of federal, state, and local government employees. The Act also restricts the political activity of employees whose employment is financed in whole or in part by a grant award. Grantees and delegates should be mindful of this policy and avoid any violations of the law with regard to their staff members’ political activities.
Nonprofits often get by with versatile staff members willing to tackle new challenges and a lot of help from reliable volunteers. But sometimes you need a level of expertise or experience only a consultant can offer. This is especially true when dealing with technology and data systems.
Overdue reports within the time allowed may result in suspension or termination of an active grant, withholding a non-competing continuation award, or other enforcement actions, including withholding of payments or converting to the reimbursement method of payment. Grantees will find this information useful to avoid penalties associated with overdue reports.
The governing body must certify that a governance and leadership capacity screening was conducted and a training plan was developed. A certification must be submitted to the Office of Head Start (OHS) in the Head Start Enterprise System (HSES) within 75 calendar days of the start of the project period.