Assistant Child Development Center Director - $5,000 Sign On Bonus

About the role

The Assistant Child Development Center Director acts as the right-hand to the Center Director, assuming leadership responsibility for the center in the Center Director’s absence and supporting recruitment, development, and retention of staff, ongoing communication and engagement with families, and day-to-day center operations.

Responsibilities

• Implement research-based curriculum: Monitor, assess, and review classrooms regularly to maintain the highest level of curriculum fidelity and ensure alignment with educational standards.
  • In collaboration with the Instructional Coordinator, use assessment data to drive coaching strategies, and align coaching with school readiness goals, curricula, and other approaches to professional development.
  • Ensure that Lead teachers are facilitating lesson-planning meetings.
  • Assist teaching staff to ensure child assessments, parent/teacher conferences, and other requirements are completed within designated time frames.
  • Assure all enrolled children receive developmental screening, all education and disabilities information data is complete in the ChildPlus system and in Teaching Strategies Gold, and all child portfolios, anecdotal child observations, and education folders are maintained.
  • Support children with suspected disabilities and social-emotional concerns and ensure the full inclusion of all children in the program.
• Collaborate with coordinators and managers to create an inclusive environment that supports children with disabilities, social-emotional needs, and challenging behaviors, ensuring all children feel welcomed and supported.
• Affirmatively assist teachers in modifying curriculum and individualizing lesson plans for children with disabilities based on IEP goals.
• Assist Coordinators to provide ongoing training related to Education and Disabilities for all programs, as needed.
• Ensure screening results are shared with parents and that re-screenings, referrals, and follow-ups are conducted as needed.
• Ensure timely referrals to the LEA and Early Intervention.

Requirements

• Education/Certification: Bachelor’s Degree in Early Childhood Education (ECE), meet all requirements in the Licensing Standards for the Department of Children and Family Services and have (or be able to obtain) Illinois Director’s Credential Level II within 3 months of hire.
• Certified CLASS Pre-K and Toddler Observer within 1 year.
• Illinois Substitute License and Gateways ECE level 5 credential within 3 months of hire, PEL preferred.
• Experience/Knowledge: 3 years teaching in an early childhood classroom, including working with children with disabilities. Head Start/Early Head Start preferred. 1-3 years of supervisory experience and experience coaching teachers strongly preferred. Bilingual language skills (English & Spanish) a plus. Experience working with Teaching Strategies Gold, ChildPlus, and Chicago Cares systems a plus. Knowledge of Head Start/ Early Head Start program operations and performance standards, CLASS, ITERS and ECERS, Teaching Strategies, Creative Curriculum, Pyramid Model, ExceleRate, and NAEYC a plus.
• Vehicle/Transportation Requirements: Valid driver’s license and auto insurance, safe/ reliable vehicle.
• Skills/Abilities: Able to work well with all levels of the organization, regulators, funders, and other agencies. Able to manage multiple projects and priorities. Well-organized and highly detail-oriented. Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Coordination — Adjusting actions in relation to others' actions. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the best people for the job. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. Monitoring — Monitoring/Assessing the performance of yourself, other individuals, or organizations to make improvements or take corrective action. Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. Speaking — Talking to convey information effectively