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If there is no family transition, no changes just yet, do we leave it blank/not add an entry?

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Can you create a sample of guide child transitions and goals?

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We need a bonus. It is hard times

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Nancy Figueroa @ Mission Manor head starts

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Wondering if Home Visits are still mandatory or if they are an option?

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Not training related but if teaching teams are able to input families and contacts themselves onto ReachWell that way it can utilize from the get families to use the app from the beginning which would help tremendously.

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Reachwell our team need support on reachwell visually.I have new staff. Thank you for your support

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Every thing about Reach Well

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Please reach out to Mary to schedule a mini hands on training on the Reach well application.

Thank you

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Clarification and Concerns Regarding Annual Leave and Staff Well-Being

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Clarification and Concerns Regarding Annual Leave and Staff Well-Being

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I wanted to take a moment to express some concerns that have been weighing on me — and I believe, on several of us — regarding the way annual leave and time off have been communicated and addressed during recent meetings.

To begin, I’m truly glad to see that for the 2025–2026 year, full-year staff will receive 20 days of annual leave. That’s a much-needed step forward, and it's appreciated. However, I’d like to respectfully bring attention to a few issues that have caused confusion and, frankly, hurt morale.

Last year, we were informed that full-year staff would receive 10 days of annual leave — only to later find out it was actually 13. That three-day discrepancy may not seem like much, but to staff who are already stretched thin, it feels significant. It also leads to a deeper concern: Why wasn’t that information communicated clearly from the start? When important benefits like earned leave are under-communicated or unclear, it creates a sense of mistrust. It makes employees feel like information is being withheld, and that undermines our bond with the agency.

Additionally, during the recent meeting, a graph was shared showing the average number of staff days missed — around 11 — across departments. While I understand the intent may have been to raise awareness, it came across as shaming rather than supportive. Especially when the number included FMLA — which, as we know, is often used during serious personal or medical circumstances. Life happens. Employees take FMLA because they need it, not because they want to abuse time off.

Comparing that 11-day average to a national “3-day” figure in education and social work also felt unfair. This past year was the first time many centers operated on a full-year schedule, and that adjustment alone brings new challenges. Most education settings around the country do not operate year-round — so using that number as a benchmark ignores the context of our evolving work calendar.

What’s missing from these conversations is empathy. We are human beings doing emotionally demanding work with young children, often while navigating personal stress and limited support. Time off — whether it’s annual, sick, or personal — shouldn’t come with guilt, resistance, or complicated approval processes. We earned it. We need it. And we should be supported in taking it.

It’s disheartening to hear messaging that makes it seem like taking earned time off is irresponsible or excessive. We give so much of ourselves to this job and to the children we serve. The least we should be granted is the space to take care of ourselves without judgment or passive-aggressive remarks.

I hope future conversations around staff attendance and well-being can reflect the same empathy and mental health awareness that CPC Head Start values and promotes. A healthy, supported, and respected staff ultimately creates a stronger program for the families we serve.

Thank you for taking the time to listen.