Date of Conferral

3-7-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Theresa Neal

Abstract

Head Start programs risk limited external funding due to economic downturns, leading to difficulty managing programs effectively and competitively. Head Start program managers will continue to struggle if they do not develop strategies to acquire external financial support in response to economic downturns, like the COVID-19 pandemic, while enhancing staff and student experiences. Grounded in the resource-based view theory, the purpose of this qualitative single case study research project was to explore the strategies employed by Head Start program managers to effectively acquire external financial support in response to the economic downturn caused by the COVID-19 pandemic. The participants were six Head Start program managers in New Jersey who implemented strategies to acquire external financial support in response to the economic downturn caused by the COVID-19 pandemic. Data were collected through semistructured interviews and secondary data, including document analysis. Three themes emerged from thematic analysis: (a) managers leverage resource optimization and strategic planning to secure financial sustainability, (b) managers enhance workforce stability and adaptability to navigate operational challenges, and (c) managers rely on community collaboration and communication to attract external financial support. A key recommendation for Head Start program managers is to develop forward-thinking strategies that diversify funding sources and reduce dependency on limited or traditional resources. The implications for positive social change include the potential to enhance the sustainability of Head Start programs, thereby ensuring the continued provision of essential services to disadvantaged children and families in the community.

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