Early childhood program directors proudly serve and support teachers, children, and families in Worcester and its surrounding communities. While rewarding, the work is often draining and isolating as directors are responsible for running the complete program, and the challenges of funding, teacher turnover, and burnout are unrelenting.
Recently, Donna Denette, Executive Director of Children’s First Enterprises, an early education and out-of-school time program, started to hear more of her colleagues were at a critical tipping point, and she wanted to capture their unique challenges. She surveyed 132 center-based Massachusetts early childhood program directors about the unique challenges that they face on a daily basis.
Read on to learn more about the survey results in directors' own words and what they mean for local early childhood program directors.
'We Are Out Here Absolutely Sinking.'
Many Massachusetts early childhood program directors are "dig deep and get 'er done types who rarely let anyone see us sweat," Denette says. "We very naturally advocate for the teachers, children, and families to whom we dedicate so much. We rarely advocate strictly for ourselves," Denette points out.
Prior to the pandemic, these directors often worked in siloed, competitive environments. This changed during the pandemic but has gradually shifted back to its previous state due in part to the competition among directors for limited resources, according to Denette.
Meanwhile, early childhood program directors typically "can't afford to show weakness," Denette notes. This makes it exceedingly difficult for these directors to share their struggles with one another and get the help they need to maintain a healthy work-life balance.
"Our reputation, which impacts our attraction/retention of children, families, and staff, is built on strength," says Denette. "A colleague reminded me last week: Directors have worked so hard to meet unrealistic expectations that we inadvertently gave everyone (including ourselves) the idea that we could."
“It Is Stifling. I Feel Like I Cannot Breathe. I Do Not Feel Heard.'
With the survey, Denette saw an opportunity to bring attention to the challenges that early childhood program directors face to "avoid a drain of leadership through retirement or leaving the field," she notes. As such, she designed the survey with the following goals:
- Helping advocates, funders, and high-level decision-makers understand the importance of their roles in relation to early childhood programs in Massachusetts
- Evaluating the challenges that these individuals face in relation to the early childhood landscape
- Intentionally approaching the "pipeline" issue for leadership succession
Notable survey results included:
- 71% of respondents said they think about leaving the early childhood field every day.
- 54% said the current preparation to become a director is inadequate.
- Respondents cited "staff/staffing," "finances/budget," and "mental health-related issues" as three of the greatest challenges that they currently face.
In addition, when asked how it feels to be a director right now, some of the words and phrases survey respondents used to describe their feelings included:
- Stressful
- Overwhelming
- Exhausting
- Hate it
- Awful
- Draining
- Lonely
- Insurmountable
- Heartbreaking
- Lost and alone
'There Are Not Enough People in the Field or Coming Down the Pipeline … and It Is Frightening.'
The survey results also show just how difficult it is to be an early childhood program director. The role itself is an amalgamation of so many roles — leader, administrator, recruiter, trainer, community liaison, advocate, chief finance officer, counselor, fundraiser, problem solver, and more.
Many of these directors feel overwhelmed by their work and meeting the expectations of the children, parents, and staff they serve. This impacts directors physically, emotionally, and psychologically. It has the potential to drive directors to leave their jobs altogether.
At the same time, many directors lack the time, energy, and resources to make meaningful changes to their programs. This creates a cycle in which these directors feel unsupported yet feel like there is nothing they can to change the circumstances of their situation.
'We Need a Means to an End.'
When asked what resources or changes would help, 57% of survey respondents asked for staffing or funding solutions.
Along with requesting these solutions, respondents offered several ideas to address the work-life balance crisis that plagues many Massachusetts early childhood program directors, including:
- Providing access to affordable group healthcare options and other benefits
- Offering one-on-one support for children with extra needs
- Decreasing ratios or increasing staffing to address social and emotional learning and mental health needs of children
- Hiring a liaison who works between licensors and directors
Denette has proposed several solutions to address the issues that directors face, such as:
Creating a Statewide or Nationally Recognized Ratio of Administrators to Staff, Children, and Families
This ratio would support high quality early childhood programs and help reduce burnout among directors.
Reviewing Higher Education Program Director Courses
Higher education courses would teach program directors about self-care and boundary-setting and how to create support networks and advocate for themselves.
Explaining the Challenges Associated with the Program Director Role
An information campaign would give those considering program director roles insights into what it's like to work as a director. This would help these individuals make informed decisions about whether to pursue director roles.
Providing Additional Support to Children with Extra Needs
More on-the-ground support would be available to children with extra needs. This would provide program directors with additional staff to help these children thrive.
Redefining the Relationship Between Program Directors and the Massachusetts Department of Early Education and Care (EEC)
This relationship would ensure that program directors can achieve outstanding results in a supportive environment in which they have a voice.
Developing Succession Plans
Succession plans for the expected future retirement of longtime directors would bring stability and retain access to the wisdom of these leaders.
So What's Next?
Raise awareness about the problems that early childhood directors face to help them advocate for additional funding for the upcoming fiscal year.
Denette recently presented her findings aptly titled, "You Can't Pour from an Empty Cup" during The 9:30 Call on September 30, 2024 — watch the recording and view the slide deck and share them with early childhood directors and other industry professionals and families. And she submitted the data and testified at an EEC Board Meeting, sharing both the challenges and some ideas to help.
The survey remains open, and early childhood directors can fill out the survey online and provide insights to help reshape the future of their jobs.
Additionally, Edward Street hosts a monthly Worcester Area Directors' Call to share information, challenges, and resources. "It's a safe space to connect with other program leaders who are experiencing similar issues. The group is a network of support for an often isolating and overwhelming job," says Edward Street CEO Kim Davenport.
You can also read our blog and follow us on Facebook and LinkedIn to stay updated about early childhood programs and initiatives.