EDEL 442 – Flashcard
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Sponsors of early childhood programs
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• state departments of education (kindergarten and public funded 4yr old programs) • federal agencies (head start and early head start) • community for profit and non-profit programs • colleges and universities (for clinical placements and research)
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child care centers
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non-residential program serving >13 children
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large family child care home
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non-residential program typically serving 7-12 children
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small family child care home
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non-residential program typically serving 6 or fewer children
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special child care
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infant and toddler birth to 3 school age k-15 years old care for mildly ill:recovering from surgery or with a mild non-contagious condition
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structured quality
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o Group size (about 8) o Child-adult ratios o Specialized education of teachers and administrators
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Process Quality
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o Evaluation of health/safety practices o Measures of caregivers' sensitivity and responsiveness o Measures of language or cognitive stimulation o Character of peer interactions
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why don't parents choose quality care
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• They don't know what to look for • They may have few choices nearby • They may value specific aspects ( most or location) over quality • Quality Rating Improvement Systems (QRIS) and quality Rating System (QRS) help families become better informed consumers
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Roles of a director
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• Leader- sets the program on course to realize the its vision of excellence • Manager- focuses on the programs day to day operations • Coach- provides professional development and technical assistance to help staff improve performance
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effective leader
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• Envision the future • Engage with each individual to move the program toward achieving its vision • Enable all employees to perform well • Inquire be open to dialogue and encourage frank debate of issues Develop individuals potential to contribute to the program success
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programs vision
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o Align with the sponsor's purpose o Be based on an articulated philosophy of early care and education o Reflect the culture and values of the children and families it serves o Meet the community needs
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key stakeholders' values by asking
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• What knowledge and skills re important for the children who attend your center? • What can this early childhood program add to your community? • What are the most important services this program can provide? • What expectations do you have for teachers in this program?
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Epistemological assumptions
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the nature of learning
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Pedagogical assumptions
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the nature of teaching facilitating learning
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Maturational view: development is largely genetic (Gesell)
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o Teachers should provide experiences when children show an interest o Maturationists have developed expectations for children at different ages
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Behavioral environment view: Learning depends on the environment and behavior it prompts (skinner)
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o The focus is on environment o Behavior outputs and environment inputs o Sequenced goals and objectives
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Constructivist view: children interact with their environment to construct their own intellect (Piaget)
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o Experience
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Social-constructivism Vygotsky
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knowledge
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The administrator needs to pan all program components
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• Curriculum: all aspects of the program that influence what and how children learn • Program services: What services will you provide for your clientele? • Operating management: establishing systems to ensure that the program runs smoothly on a day to day basis • Financial Management: Monitoring the programs income and expenses and developing on time reports of the programs financial health
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The Program's Vision
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• A broad and ambitious view of what the program can accomplish • An image of what the program will look like in operation
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microsystem
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immediate and powerful socializers of children and include their family, child care or school, and peers
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mesosystems
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interactions between Microsystems such as parent teacher interactions
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macrosystems
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socioeconomic racial or ethic geographic ideological religious, and political cultures in the child's environment
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exosystems
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relationships children are not a part of but can impact them
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Developing your mission statement
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• A clear expression of the programs purpose • Make it a simple, short, and easy to remember statement • This mission statement should guide all of the programs decisions
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Program implementation- considering pedagogy Ask yourself
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• What are the programs goals and objectives? • What provisions for individual differences are consistent with the program's goals? • What schedule (full/day/half day/ year round/ flexible enrollment) will help us meet the programs objectives?
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Program implementation- considering operations
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• What staff roles are necessary to implement the learning environment describe ion the programs philosophy? • What staff options are needed operate the program? • What equipment and materials does the program need? • What physical arrangement is compatible with programs goals?
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Intuitive evaluation
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• evaluating how people perform on a minute by minute basis
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Formal evaluation
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planned assessment of effectiveness guided by specific performance criteria effectiveness of various aspects of the program while program changes still being made
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objective based evaluation
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what children achieve as a result of participation in a specific program most common form of formal evaluation
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summative evaluation
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determines the effectiveness of the overall program at some ending point
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standards based evaluation
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appraisal of program based on a set of standards developed outside the specific program
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high scope program
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learning environment, daily routine, adult child interaction, curriculum planning and assessment, parent involvement and family services, staff qualifications and staff development and program management 5 point scale
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environment rating scale
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space and furnishings, personal care routines, language and reasoning, activities, programs structure and parents and staff
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family child care environment rating scale
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space and furnishings, personal care routines, langauge and reasoning, learning activities, social development, and adult needs
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infant/toddler environment rating scale
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child care for up to 30 months space and furnishings, personal care routines, language and reasoning, talking activities, program structure, and parents and staff
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school age care environment rating scale
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k-3 physical environment, instructional context, and social context
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Cognitive Characteristics
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Curios eager and active Construct personal knowledge about things and people Is cable of losing self in activities Highly egaer to learn when provided with concrete experiences Needs many first hand experiences and repeat Anything that causes questioning (science) Anything alive Exploration (discovery table) Investigation(sand wetter at the bottom) prediction (seeds and plant growing)
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5 key elements of DAP
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• Children learn by doing through active engagement • Intent and purpose in activities focused on meaning and relevancy • Teacher will focus on learning from simple to increasingly complexity • Learning is individualized • Setting are child centered and support all domains of the child constantly and consistently
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Myth 1 There is a right way to implement a developmentally appropriate program
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o NO SINGLE method suits all children in all situations o Teaching is complex o Every educational decision requires a judgment by the teacher... made on the spot or over time
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Myth 2 • In developmentally appropriate classrooms teachers don't teach
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Stems from the idea of teacher as one who stands in front of the classroom and tells students what they need to know o Focus is on the children's self discovery and exploration, but without the teacher, the "connections" would be lost o Without the teacher, challenges in learning could be missed o Without the teacher, questions might not be sufficiently answered
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Myth 3 • Developmentally appropriate practice requires teachers to abandon all prior knowledge and experience
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o DAP has evolved from past practice o The DAP guidelines are to build on what we already know... not to replace it
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Myth 4 • Developmentally appropriate classrooms are unstructured classrooms
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o Structure does not equal rigidity o Without structure of any kind, chaos results
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Types of regulations
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• Zoning regulations govern land use • Building codes address issues such as wiring, plumbing, building materials • Fire and sanitation regulations set health and safety Child care licensing regulations establish minimal levels of health and safety
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States child care center licensing codes typically address:
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• Minimal standards for facilities, supplies, and equipment and provisions for transporting children • Procedures to safeguard children health and safety • Types if activities that are to be part of children's daily routines including required activity centers • Allowable forms of discipline • How programs are to communicate with and involve families • nutritional content of meals and snack, time intervals between meals and snacks, and regulations about posting menus
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Regulations for child care homes
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• compliance is usually voluntary • regulations are typically very similar to those for centers • home-based programs are often registered instead of licensed o regulations addresses health and safety and requires criminal background checks
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Administrators qualifications
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• licensure is most likey to require: • child development associate (CDA) o the most frequently required specialized trainging
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Accreditation
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• a voluntary system of program evaluation • requires higher than normal minimal quality • requires substantial (full) compliance • nationally developed, validated and enforced • NAEYC program accreditation is conserved the "gold standard"
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Quality rating improvement system (QRIS)/ Quality rating systems (QRS)
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• All state have QRIS/QRS in place or in development (most are voluntary)- paths to quality is the rating system in the state of Indiana • Designed to help parents become more informed consumers Designed to bridge the gap between minimal standards (Licensing) and accreditation
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Limited liability company (LLC)
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o A separate legal entity o Establish by filing with the state one or more members
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Corporation
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legal entity for profit or not for profit offer benefit of limited liability to their members can be held lineally liable in certain circumstances
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Fiscal Regulations
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• Violations can result in civil and criminal penalties. To avoid penalties: • Honor all contracts • Follow IRS regulations o Obtain federal employer identification number o File required tax returns o Withhold appropriate taxes from employees
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Laws that protect the staff and the program
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• Civil rights act (1964) and equality opportunity act (1972) • American disabilities act P.L. 101-336 (1990) • Fair labor standards act (1938) • Family and medical leave act (1993)
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Policies and procedures address:
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o Laws o Regulations o Standards
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Policies
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• Specific plans for achieving particular goals • They describe: o What is to be done by whom o Expectations of employment o Rules participating families are expected to follow
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Procedures
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• Specific strategies for compying with establisihed policies o Steps to reaching goals o May include forms to accomplish tasks o Some apply to all program personnel o Sp,e apply only to adminstratoes o Some apply to families
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The staff manual addresses
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• Job descriptions • Terms of employment Employees rights and responsibilies
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Family handbook
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• All families • Program website Information about program
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Administration manual
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It is not widely circulated • Addresses topic such as
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Licensing often requires that staff manuals includes these written policies
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• Job qualification • If termination procedures • Emergency plan • Essential job functions • Evaluation plan
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Inclusion
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a. Complete integration of children with disabilities into the community in which they live.
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Infant and toddler care
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Birth to 3 and the demand is very high. It has high cost and low ratios
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informal care
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Large network of unregulated "kith and kin" providers caring for children in their home
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group child care home
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7-12 children independent businesses may be part of a system
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Most common types of child care
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a. State agencies-public b. Federal agencies- head start c. Private for profit or nonprofit-community d. College or universities- clinical settings
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early childhood
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birth to 8
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No Child Left Behind legislation
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Good start Grow smart
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mission statements
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which is used as a way of communicating the purpose of the organization.
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Epistemological
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nature of learning
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Pedagogical beliefs
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nature of teaching
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Accreditation
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voluntary system of evaluation that measures a programs success meeting the accrediting organization established standards of practice
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Licensing regulations
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person, association, or corporation obtains from its state licensing agency a permit to operate or continue operating a child care facility
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head start programs
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no specific training for directors low income new director workshops
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program procedures
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specific strategies for complying with established policies apply to all employees
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staff manual
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internal document that describes qualifications for employment job descriptions employees rights and responsibilities comply with law regulations standards for health and safety clear expectations program overview program services administration personal policies services to children health and safety recordes business and financial issues families public relations and marketing
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Establishing a policy
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state laws and regulations address as many frequently occurring situations as possible family and administration handbook close together family and staff handbook should be avaliable procedures followed
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Staff/staffing
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staff child ratios, educational prerequisites, mandated criminal background and abuse and neglect registry checks and min age requirements for center employees
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Administration and leadership
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identify the programs purpose and its sponsoring organization, indicate whether the program is for profit to not and to describe administration structure
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Personnel records
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collective term for all records contain info about employees personal information records personal health criminal background check emergency info records of education training and qualifications professional or occupational informing records skill and character references service records insurance job performance assessment
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Professional development
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sightseeing review of staff knowledge and performance and include self reflection as part of the process in determining specific topics for professional development survival consolidation renewal maturity
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Mentor coaching
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assigned a protege know the responsibilities and programs setting of the protege helps establish expectations from process protege discusses perceived needs agree of on specific goals develop a plan of action
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Formative assessment
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diagnostic reflects the strengths and weaknesses of the staff member is used to promote growth
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Assessment instruments
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narratives portfolios interview procedures checklist and rating scales
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summative assessment
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kets people know how they perform against certain predetermined criteria sums up performance