You can find the first two blogs here, and here.

In this third blog of our Virtual Coaching series, the focus is on how leaders can build a virtual coaching system that is both responsive to early childhood educator’s and stakeholder needs, as well as sustainable in the long term. When implementing any new system there may be other elements of the day-to-day organization that need to change. Those changes are best implemented and sustained when they are supported by senior leadership and have buy-in from all involved. This includes funders, early childhood educators, coaches, supervisors, and technology staff that may be impacted as virtual coaching is put into practice. To build and promote a successful virtual coaching model some business policies and practices may also need to be re-examined, e.g., use of virtual platforms, confidentiality, equipment usage, staff time, and compensation. Updating these policies and practices can lead to successful planning and implementation, and ultimately result in the sustainability of the new program.

This case study is part of Child Care Aware^® of America’s Marketing Toolbox, a member benefit that features resources with information and advice on marketing best practices in activities such as branding, reputation management, social media and much more. The Toolbox’s media relations resources include tip sheets on building relationships with reporters, identifying and preparing staff and clients for media interviews, and a press release template.  

As shared in the previous blog entitled “Virtual Coaching: Lessons Learned During the Pandemic,” transitioning to virtual coaching required professional development providers to anticipate and prepare for the changes and adaptations needed to make the shift from in-person to virtual coaching. Issues such as new technologies, equipment, training, recruiting providers, and virtual platforms need to be considered to implement virtual coaching successfully.