B’Aboves’ program design demands that all facets of B’Aboves’ programs meet or exceed Federal, State, City, and local requirements.  The staff at B’Above ensures that all regulations concerning facilities, licensing, teacher qualifications, policies and procedures, and overall good practices / quality assurance are implemented on a daily basis.  All center and classroom doors are always open to licensing and funding bodies for monitoring visits to ensure compliance, as well as for technical assistance, to assist the various program components in optimizing performance to support School Readiness and Family Engagement.  B’Above consistently looks for ways to improve our program and reach ‘higher heights’, in the services that we administer to the children, families, and communities we serve.

The governing body approves financial management, accounting and reporting policies, and compliance including those related to major financial expenditures, annual approval of the operating budget, selection of independent auditor (unless one is assigned by law), monitoring corrective actions.

Organizational Infrastructure and Management Systems:

B’Above has a unique organizational capacity to deliver the comprehensive services required by Head Start Program Performance Standards; with separate departments of Content Area Specialists, complemented by outside consultants to provide content area expertise and oversight.  The teams have inter-departmental meetings and mangers meeting so that each department, content area expert, and executive staff are fully aware of what is happening in the agency and at individual sites – with individual children.   No one operates in a “silo”.

B’Aboves’ program design demands that all facets of B’Aboves’ programs meet or exceed Federal, State, City, and local requirements.  The staff at B’Above ensures that all regulations concerning facilities, licensing, teacher qualifications, policies and procedures, and overall good practices / quality assurance are implemented on a daily basis.  All center and classroom doors are always open to licensing and funding bodies for monitoring visits to ensure compliance, as well as for technical assistance, to assist the various program components in optimizing performance to support School Readiness and Family Engagement.  B’Above consistently looks for ways to improve our program and reach ‘higher heights’, in the services that we administer to the children, families, and communities we serve.

Planning of each program component’s activities, is guided by Service Plans which are created prior to the initiation of services, and are revised based on program and community needs, and the results of ongoing and Annual Self-Assessments. Plans include Health & Nutrition, Education, Disabilities, Program Design & Management, ERSEA, Health & Safety, and Community & Family Engagement, Monitoring, Transition, Mental Health, Human Resources, Fiscal and additional supplemental plans.

Ongoing monitoring and supervision is the key to maintaining high quality. This requires the establishment of clear responsibilities, support and guidance and accountability for ensuring responsibilities are met. The program has very clear monitoring protocols and procedures that are currently being used and will continue to be used to ensure providers and staff are meeting their responsibilities.  B’Above is also unique in that the Agency has a centralized Fiscal, Human Resources, and Professional / Educational development department which support and oversee the various program components and assist with periodic reporting requirements.

B’Above has the infrastructure to successfully administer a high-quality standards-based program across multiple sites. The primary component is the Agency’s outstanding qualified staff who average over fourteen (14) years of experience administering and managing Early Head Start / Head Start, and/or Family Child Care programs that serve multiple locations.  The Agency will continue to rely on qualified staff who possess the knowledge and skills needed to administer the program effectively.  The B’Above “team” all have impressive Curriculum Vitae(s) (CVs) that denote high levels of educational excellence and experience including but not limited to BA / BS in ECE or related field; and Knowledge of Head Start Performance Standards from previous employment in Early Head Start / Head programs.  Prospective staff must also meet or exceed the minimum Head Start and Early Head Start / Head Start requirements in order to be considered for employment at B’Above.   

Whenever possible, B’Above hires from the community to reflect the race, ethnicity and languages represented in the community and children in the centers.  Teachers generally speak the dominant language(s) of the children in the classroom.  Parents are also encouraged to apply for positions at the sites.  All cultures are celebrated as part of the philosophy and mission of B’Above.

Malikka D. Karteron is currently the Associate Director for Policy, Education, Government and External Affairs at B’Above Worldwide Institute.

The Associate Director, Malikka Karteron has Master’s in Education Administration.   In addition to oversight of all Education Director(s), Malikka also analyzes demographic data, children outcome data, and creates programmatic analytical reports.  Based on this data systems, policies and procedure, and agency plans are created. These documents ensure that the agency is in compliance with all City, State, and Federal guidelines / regulations. The policy and procedures are implemented by the agency staff.  Information entered in the Agency’s database system (particularly PIR data), as well as other internal data-collection efforts also feed this process. Ms. Karteron is also responsible for compliance, program and education standards, Quality Assurance/Improvement, and professional development/training (formalization based on aggregated data). 

Diane Santana – provides leadership and oversight for program staff.   Ensures agency wide compliance with agency policies and procedures and government regulations (i.e ERSEA). Writes departmental plans, updates departmental calendars, and comprises task lists. Conducts annual performance appraisals and develops personalized professional action plans; directs staff in building collaborative relationships with health, education, cultural, and welfare community agencies.

In terms of Control Activities, the Fiscal and Administration Department is guided by fiscal policies and procedures, and lead by our Chief Financial Officer, Jeffrey Stern.  The Fiscal Department also includes four additional staff members the Controller Jacob Landau, (a CPA), the Assistant Controller Aaron Sprei, an Accountant Saul Susholz, and our longstanding Bookkeeper Zoya Normatova.  The Controller provides financial leadership and guidance in managing all fiscal components, management information systems, funding, resource allocation, and facilities management. The Controller is responsible for designing, implementing, and maintaining internal controls and directs the annual external audit and preparation of the annual audited financial statements.  The Chief Financial Officer works closely with the Budget and Finance Committee and the Audit Committee of the Board of Directors to sets finance and investment policies for the organization. 1.) The Controller assigns the key duties of recording transactions; issuing or receiving supplies, materials, and equipment; and making sure payments are assigned to separate staff members; 2.) No one individual controls all phases of an activity or transaction; 3.) Staff members are required to adequately document, promptly record, and receive prior and proper authorization for all transactions; 4.) Access to resources is restricted to authorized personnel; and, 5.) The chart of accounts is designed to facilitate the monitoring of financial operations and to provide sufficient detail and summary information to prepare account analyses and financial reporting to management and the Governing Boards.

B’Above ensures that all staff, consultants, and contractors engaged in the delivery of program services have sufficient knowledge, training and experience, and competencies to fulfill the roles and responsibilities of their positions and to ensure high-quality service delivery in accordance with the Program Performance Standards. A program must provide ongoing training and professional development to support staff in fulfilling their roles and responsibilities.

In addition, the Human Resources department is responsible for developing and implementing personnel policies and procedures that comply with all applicable governmental and contractual requirements. For example, the department checks to see that all employees have the proper documentation before they are hired (including required fingerprinting and criminal-background checks) and annual employee evaluations, and that the documentation is up-to-date, and onsite.

Trainings and Professional Development:

• Orientation [Mandated]for new staff, volunteers, and parents occurs at the beginning of each program year and any time a new employee is hired, a new volunteer ‘volunteers’, and / or a new child is enrolled. Orientation is designed to promote understanding of the Head Start program structure, systems, policies, and procedures. At the beginning of a program year, orientation is conducted for identified group(s) (i.e new staff, returning staff, parents, etc.). Group orientation may be led by the Early Head Start / Head Director and often involves other component coordinators (content area experts – Education, Mental Health, Disabilities, Family Services), members of the Policy Council, and former Head Start parents. The formal orientation period usually last two to three weeks, during which time the Education Director provides extra support to new staff.  [During the program year, orientation is generally provided by the Education Director.] New parents usually receive orientation at enrollment from the Family Services/Family worker staff.