Back to Basics Protocol
BACK TO BASICS PROTOCOL
Intent
This protocol will serve as a corrective measure for programs identified to be fundamentally struggling with programmatic standards outlined by TOPP Kids policies and procedures. The Back to Basics Protocol will ensure programs identify triggers, isolate issues, create an action plan, remedy the challenge, and provide regimented follow up to ensure the program once again meets expectations and operates according to TOPP Kids brand standards.
When and Why?
If a program is found to be falling short of TK brand standards (whether through multiple check-ins, severity of an issue, parent complaint, licensing inspection, etc.) it may be deemed necessary to simplify things and go “back to basics”. This decision will be made by Regional Managers, in collaboration with the Quality Assurance Manager and the Operations Manager.
Enacting the Back to Basics protocol serves as an effective “reset button”, allowing the program
and the support team to unite under a common goal with clear and concise purpose. By bringing
a program back to the basics we aim to simplify the program and its functionality to its core
elements, which have a proven track record of success within TOPP Kids.
Throughout this process we must ensure that proper documentation is taken.
Steps of Implementation
Identify Triggers
The trigger(s) that facilitate the need to enact the Back to Basics Protocol may come from a variety of sources. Examples may include such things as multiple failed check-ins, a licensing non-compliance, or a serious parent or school complaint. The Regional Manager and the Program Coordinator will work together to pinpoint what led up to this moment and ensure that it is reported to the Operations Manager and that the Back to Basics Protocol process is started.
Isolate the Issue
Once this protocol has been initiated, the next step is to isolate the core issue we are aiming to address. To do so the Regional Manager will start by looking at the trigger, analyzing this information and deciding what policy, procedure, or standard was not met. The Regional Manager will then observe the program in action for a full day to confirm the issue, making sure to witness all key elements of the program’s day-to-day operation. At the end of this day the Regional Manager will sit down for a meeting with the Program Coordinator and explain what they believe the key challenge is. If both parties agree, the issue has been isolated and we move on to the action plan. Any disputes between the Regional Manager and the Program Coordinator will be resolved by bringing the Operations Manager into the equation.
By isolating the issue we provide our support and program teams with the necessary clarity and
focus they need to formulate a plan of action.
Action Plan/Investment
Creating an action plan involves several key steps to ensure clarity and effectiveness. Begin by defining your goal clearly, ensuring it is specific, measurable, achievable, relevant, and time-bound (SMART). Next, break down the goal into smaller, actionable tasks. Prioritize these tasks based on their importance and dependencies. Assign responsibilities to individuals, ensuring everyone knows their role and expectations. Establish a timeline with deadlines for each task to create accountability and track progress. Regularly review and adjust the action plan as needed to stay flexible and responsive to changes. Ensure the plan is communicated effectively to all parties involved so everyone is aligned and motivated towards achieving the goal.
Throughout this action plan it is imperative that we invest in our staff members, finding moments to praise them and guide them. Given the inherent negativity of this process, we want to ensure that this process is rolled out as a collaborative, solution focused endeavor. The programs success is our success, and vice versa. Find moments to celebrate their successes along the way and lead by example.
By following these steps, you can create a foundational structure that helps individuals and the
program begin to remedy the issue.
Remedy the Issue
In order to effectively remedy the issue, the Regional Manager will take the following steps:
- The Regional Manager will meet with the Program Coordinator and discuss the specifics of the action plan and adjust if needed.
- The Regional Manager will attend an afternoon pre-shift meeting with all program staff and familiarize them with the action plan, going over individual and team responsibilities and expectations.
- The Regional Manager will stay with the program on the first 2 days the action plan is rolled out, helping guide and answer any questions the team may have.
- The Regional Manager will debrief with the Program Coordinator at the end of each shift and gauge where the program is at, relaying any additional observations and/or expectations moving forward.
- The Regional Manager will join the afternoon post-shift meeting with all program staff to discuss the areas of praise and improvement with the Program Coordinator, highlighting how these elements contribute to the overall goal and progress.
Throughout these steps the Regional Manager and the Program Coordinator will ensure that the program strictly adheres to TOPP KIDS operating procedures, as outlined in the training manual.
Follow Up
The Regional Manager will conduct weekly visits until such time that the program demonstrates the capability to seamlessly enact the action plan.
If at any point the Regional Manager identifies a significant lack of progress in implementing the action plan, the Regional Manager will schedule a day to run the program themselves. This allows the Regional Manager to lead by example, showcasing the efficacy of the action plan. Once the program has shown itself capable of a seamless visit, the Back to Basics Protocol will conclude and the program will move back into regular visits/observations.
**In the end, make sure to celebrate the success of the team. This process can be arduous, and we must ensure that our team members feel valued and appreciated for their efforts.**