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The FCCPSA proudly maintains an accreditation partnership agreement that provides AdvancED/SACS accreditation to FCCPSA schools. This partnership allows schools to obtain both FCCPSA and SACS accreditation through one seamless process utilizing AdvancED unique protocols and platforms.   

The Florida High School Athletic Association (FHSAA) requires that all full member senior high schools be accredited by one of 15 approved accrediting agencies.
http://www.fhsaa.org/
departments/membership/
accrediting-agencies
In 1996, the Florida Legislature established the Gold Seal Quality Care program to acknowledge child care facilities and family day care homes that are accredited by nationally recognized agencies and whose standards reflect quality in the level of care and supervision provided to children. http://www.myflfamilies.com/ service-programs/child-care/goldseal

Contact Information for the FCCPSA Office:
Get the details here

2.0  Governance and Administration

Founding Principles

The founding principles in the development of the Governance and Administration policies of any educational program should have as its base a commitment to sound stewardship. The long-term success and survival of any program is dependent on the leadership and faithfulness of its guiding board and/or administrator. Stewardship refers to processes and structures that manage, allocate, and monitor resources that are crucial to fulfill the program's academic mission. Areas of stewardship include: compliance with government regulations, fiscal responsibilities, and integrity in all relationships.

The program must function in a manner that ensures, on an ongoing basis, that all its operations align with and support its core academic vision, mission and philosophy of education. Understanding the program's resources, and its responsibilities to the children and families it serves is the responsibility of all members of the team. To accomplish this, principles of good stewardship must be constantly taught and reinforced so all team members understand and follow its principles at all levels.

These principles include, at a minimum, an appropriate respect for and use of the program's resources. Rigorous and effective stewardship of the program's finances, with appropriate "checks and balances," is critical. Clear areas of responsibility and lines of authority, along with a means to ensure accountability, are needed. There must be a commitment to open communication and transparency among administration, staff, children and parents as to the rationale and decision making process.

2.1 Corporate Structure
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2.1.1 Incorporation: The governing body of the facility has met the legal requirements to operate in the state of Florida by filing as a corporation with the Florida Department of State, Division of Corporations, or has met the requirement as an Unincorporated Association.

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2.1.2 Bylaws: The corporate status of the entity, having oversight of the Early Learning program, has clearly articulated bylaws that include educational options sufficient to cover the Early Learning program. The bylaws detail administrative responsibilities in conjunction with and under the appropriate bylaws of the corporation.
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2.1.3 Minutes of Meetings: Written minutes of governance meetings are maintained on file.

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2.1.4 Governance Entity: Programs under the auspices of another organization and/or agency are represented by a governing entity or committee responsible for the general policies and financial stability of the early education program.

2.2 Compliance Responsibilities
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2.2.1 Civil Authorities: The program meets and/or exceeds all requirements of Florida Department of Children and Families Child Care Licensing Program, or have obtained Religious Exempt status through the FCCPSA. At a minimum, an outside authority inspects the program annually. Any reports of violations must remain on file for inspection.

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2.2.2 Documentation of Inspections: The program is inspected by city/state agencies as applicable for licensing or exemption under state or federal law (i.e., fire department, health department, food services, etc.). Inspection documentations are on file. If the program is exempt from licensing, voluntary inspection has been sought, and recommendations for improvement have been followed.

2.3 Fiscal Responsibilities
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2.3.1 Financial Stability and Integrity:  The program is not undergoing financial reorganization to protect itself from creditors.

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2.3.2 Responsibility for Fiscal Matters:  The governance or administration has oversight of the program, and it reviews the financial position of the program and ensures its stability. Operating budgets are prepared annually, and there is at least quarterly reconciliation of expenses to budget. A system exists to review or adjust the budget if circumstances change, and it includes a yearly audit. Budgets are reviewed and amended as needed. Fiscal records (such as revenue and expenditure statements, balance sheets, banking reconciliation, etc.) are kept as evidence of sound financial management.

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2.3.3 Financial Records:  The program’s Financial Records include an annual internal review. General accounting procedures used by the program, have been validated by an appropriate outside source and provide evidence of sound fiscal accountability using standard accounting practices.

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2.3.4 Insurance:  In order to ensure the stability of the program in the case of a significant litigation, the program is covered by insurance, including accident insurance for children and assistants (if employed), liability insurance, and vehicle insurance with the following minimums: $5,000 multiplied by the rated seating capacity of the vehicle, or $100,000, whichever is greater (if children are transported).

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2.3.5 Staff Salaries and Benefits:  The program approves wages and benefits. Wages, benefits, recruitment procedures and staff retention are reviewed at least annually by the administration or governing body. Policies reflect an effort to compensate and retain quality staff by including benefits such as health coverage, sick leave, vacation leave, continuing education, Social Security, and an opportunity to participate in a tax sheltered annuity, or other type of retirement plan on a prorated basis where applicable. Paid planning time away from children is also provided.

2.4 Administration
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2.4.1 Policies and Procedures:  The governance establishes and maintains written governing policies and procedures that are consistent with the program's philosophy.

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2.4.2 Administrative Role and Responsibilities: The program has clearly defined roles and responsibilities in the Early Learning program. New administration and board members are provided with an orientation when they join the team, including written policies defining roles and responsibilities of board members and staff.

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2.4.3 Evaluation of Director:  The governing board or administration ensures an annual evaluation of the early education administrator/director.

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2.4.4 Evaluation of Program: The director (or director-qualified personnel) submits an annual program evaluation based on early childhood/child development theory, research, and best practices, and assists the administration or governing board in setting and prioritizing short and long-range goals for the program.

2.5 Admissions
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2.5.1 Admissions Policies: Clear admissions and operational policies are stated in writing. (Parent Handbook) These policies and procedures will not discriminate against any person or group of persons on the basis of age, gender, race, color, ethnic origin, or physical disability.  In addition, the Parent Handbook will cover at a minimum:
Fees, Payment Schedule, Days and Hours of Operation, Child Sick Leave Policy, Termination Policies Are Detailed, Persons Authorized to Pick up Child, Medication Administration, Emergency Procedures, Guidance and Discipline, Use of Screen Media, Parent Participation and Conferences, Field Trips, Religious Activities

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2.5.2 Admissions Procedures: Clear admissions procedures are stated in writing. (Enrollment Packet) These policies and procedures provide an exchange of information between the provider and parent, working to assure a good match. Discussion includes a description of the program and policies as well as parents' values and wishes around such topics as eating, sleeping, toileting, and discipline. Family Enrollment Application/Contract must be notarized and include at a minimum receipt of the following:
Parent Handbook and Agreement to Program Policies, Permission to Treat Emergencies, Field Trips Transportation Permission (if applicable), Know Your Child Care Facility Brochure, Influenza Virus, Guide to Parents Brochure, Student allergy profile

2.6 Children's information
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2.6.1 Records: The Administration/Director ensures that current, complete, confidential records for each child are kept and are available to authorized personnel only. (Authorized personnel include administrative staff, parents/guardians, and appropriate regulatory authorities.) The file may include items such as the child’s behavioral patterns, assessments of developmental and cogitative development, if appropriate. Within 30 days of enrollment the file will include at a minimum:
Emergency contact information for the parent/guardian and alternate contacts is possible, Birth Certificate (copy), Immunization, DH680 or Religious Exemption, Physical, DH3040, Family Enrollment Application/Contract, Meals/Snack Listing of Known Allergies of the Child, Daily Attendance Records, Accident/Incident Reports, Behavior/Discipline Reports, Observation Log, All Correspondence with Parents

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2.6.2 Discipline: The director oversees interaction between staff and children, publishing the discipline policies and procedures for parents/guardians (Parent Handbook) and staff (Staff Handbook) and taking appropriate measures to maintain discipline. Corporal punishment or legally questionable practices will not be utilized.

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2.6.3 Emergency and Security: Current emergency contact information for the Parent/Guardian and Alternate People authorized to take the child off of the premises is maintained for each child enrolled in the program.