| The management of afterschool and expanded learning programs can be structured in many ways. In some cases, the executive director of the organization also serves as the program leader. In other cases, a clear delineation exists between organizational leadership (the executive director and the leadership team) and program management (the program leader and site coordinators). The management practices we recommend are relevant in both contexts, but the players who conceptualize and implement them may differ. If you work in program management in an existing organization, you should make sure to align your program management practices with the organization’s existing structures. If you are starting a program from scratch, use your local resources (other local programs, schools, and advisory board members) to help you create management practices that provide a sound foundation for a high-quality program. We are recommending most of these practices specifically for afterschool and expanded learning program management—not for more general nonprofit start-up initiatives.
In this section, we cover a range of topics related to the effective management of your program, including establishing a strong management structure; developing policies and procedures to ensure effective programming; hiring, retaining, and supporting staff members; and communicating effectively. Each practice is essential. As you review other sections in this Toolkit, you will likely revisit this section. Effective management is not a one-time endeavor. Your program will change and grow as time progresses, and you will need to continually refine your policies, staffing practices, and communication strategies to reflect that growth. |
An essential aspect of an effective afterschool and expanded learning program is designing programming that will help you achieve your vision. Guiding principles are required for your staff when working with youth and delivering programming. Focusing on the principles of intentionality and youth development can help establish a solid program, no matter what the focus or vision is. Designing the program involves developing a set of overarching goals and action steps and a plan for your program that are based on assets and needs. At this point, you are still in the program development phase of the continuous improvement cycle, where you develop a program that will be implemented during the next phase.
The program design section contains many steps and includes our recommendations based on both research and what we have seen in exemplary programs across the United States. Each subsection is foundational to the section that follows, and the last component of this section focuses on crafting a program plan. You may want to reference Tool 41: Program Plan Template before you continue reading to see how the pieces work together to form a plan.
Some steps may seem daunting at first, and you may be tempted to skip some of them and jump right into programming. Although it might be easy to slap together a program, we strongly recommend that you take the time now to intentionally plan your program so that you have the greatest chance of achieving your goals. All the steps described here don’t have to happen at once—read through the sections to become familiar with the recommended tasks—but know that your program will develop across time; you can revisit many of these activities later in the development process. Indeed, in the section on program delivery, we talk more about the process of developing and implementing your program activities. The important thing is taking the time to plan and build a realistic timeline for carrying out these activities.