Out of School Time Part II: Quality Improvement Systems: Panel on City and State Models. Gina Gallo-Asheville, NC, Candy Markman - Nashville, TN Erica Mullen - Seattle, WA Facilitator-Nikki Hale April 17, 2012 #readyby21

Agenda Welcome Weikart Center Reach An emerging framework of best practice- from the “Wallace Guide for Quality Improvement System” (a work in progress) Panel Questions Closing thoughts

Weikart Center Reach in 2011 Point of Service Setting Organization Setting Policy Setting >17,030 Staff Estimate based on mean of 6.5 staff per site in YPQI Study Sample 70 Networks/Systems >222,700 Child & Youth Estimate based on mean daily attendance of 85 youth per day in YPQI Study Sample >2620 Sites

l National Organizations: Light Green- full-state implementation Dark Green- place-based implementation Gold- full-state + place-based YPQI Quality Improvement Systems Across the Country

Performance Metrics: PQA, Lead Indicators Team-based Planning with Data Performance Feedback: Instr Coaching Training for Front Line Site Level System Level T&TA Model Youth Work Mgmt - Quality Assessment (6hr) - Plan w/ Data (6hr) - Instruction Coach (6hr) Youth Work Methods -12 Live modules (2hr/) -12 Online supp. (.5hr/) TA/Coaching - Site Mgr Check-in (6hr) - Grantee Intensive (36hr) Time Per Site to Implement - YPQI Study: 72 hours (1 manager and 2 staff) Cost of T&TA Per Site to Fully Implement in Pilot Year - YPQI Study: $333/staff member $3,028/site - State 21 st CCLC: ~$3,000/site (<25 sites ) Out years are less QIS Supports: YPQI

Information System(s) Guidelines and Incentives for participation Shared Definition of Quality Continuous Improvement process Lead Organization Engaged Stakeholders Common Component And Characteristics of an Effective QIS

Engage and PlanDesign and BuildAdjust and Sustain 3 Broad Stages for Developing an Effective QIS system

Gina Gallo Youth Success Manager at United Way of Asheville and Buncombe County Utilizing the Developmental Assets Profile within your QIS/YPQI

Laying the Foundation Fall 2010 – 9 sites at 7 different agencies Mayoral support with program recruitment and co-hosting events Building relationships with program level and agency administrative staff Long term commitment to continuous program improvement from United Way

Building Up Utilize programs that are highly committed to the process to recruit new organizations Creation of a professional development system for youth development workers A growing community-wide interest in developmental assets spearheaded by multiple agencies

Sustainability YPQA shows improvements in program quality, DAP shows improvements in assets reported = deeper commitment Implementing MOU/MOAs in to ensure everyone plays their part A willingness to tailor our quality improvement work to program requests and needs

Challenges Turnover of program staff requires additional trainings Small number of programs serving middle school students in Buncombe County Need for additional assessors to prevent burnout

Candy Markman Planning Director, Afterschool Initiatives at the Mayor’s Office and NAZA Nashville, TN

Body Text Quality Standards Based on national research Based on national and state examples Informed by Nashville experience Quality Indicators Reflects best practice and Principles of PYD Aligned with other funders With community input Assessment Strategies Reflects Nashville's standards and indicators Informed by High/Scope and the Search Institute External and self assessment elements Informed by student input and feedback Tracking Tool Participation and retention data from schools and programs Tied to School's key indicators: school attendance, behavior, academic achievement Capacity Building Training tied to standards and indicators Staff, board, and volunteer training opportunities tied to assessment results All NAZA partners participate in QIC and show improvement Improvement Efforts Offer QIC elements to Nashville Youth Coalition and wider community Create links between school day and out-of-school time Program Quality Improvement Cycle: Nashville’s Plan

15 Quality Standards Non-profit & public providers convened (early 2009) 25 adopted set of principles (4/09) NAZA standards adopted & embedded into RFP (11/09) Quality Indicators sub-set of indicators must be met before provider can apply to NAZA (mid 2010) Other Metro departments embed standards (2010) Metro Arts Commission creates new afterschool arts category with new principles and standards (2011) Assessment Strategies Adopted 2 surveys as assessment tools (12/09) Independent external evaluations conducted by Weikart annually YPQA surveys & feedback are ongoing (Programming, Relationships, Environment, Staffing, Administration) Assessment results influence program improvement AND NAZA level improvements Tracking Tool Schools & Metro partner to integrate NAZA data with Schools student data. Plans in place to refine data reports on NAZA participants to track & analyze. Capacity Building NAZA Quality Improvement Coordinator manages training and assessments (8/10) Full YPQI participation required by provider contract Trainings adapted for volunteers and boards 25 certified coach/assesors conduct external assessments and support improvement Youthworker Certifications available through NYC (7/12) Improvement Efforts NAZA workshops open at no cost: 72 agencies have sent over 1100 staff & board members since 2010 Collaboration with local YMCA on marketing and use of training space Collaboration with Nashville public schools to provide NAZA partners with additional math and reading academic support training (spring 2011) Nashville’s Action Steps & Where We Are Today

Erica Mullen Associate Executive Director YMCA of Greater Seattle Program Quality Initiative- Taking it to scale

PQA in the YMCA of Greater Seattle YPQA pilot in 2009 – 1 site YPQA in Teen programs 2010 – 24 sites and programs SAPQA in 2011 – 42 school age sites CPQA in 2011 – 43 day camps and 2 overnight camps Next stop…Swim, Sports and Play – 20,000 + participants

Seattle YMCA Engage and Plan Identify a small group of stakeholders - get them on board and understanding the process Identify early adopters and who might be slower to embrace the process Gain support from multiple levels of leadership Think long term in the initial planning

Seattle YMCA Design and Build Do a dry run – practice the process Think about issues of flexibility and fidelity when developing the process. Be clear and specific with expectations Dedicate enough time to the process Think about staff time and resources

Seattle YMCA Adjust and Sustain Ask and listen to multiple levels of staff, get their feedback, leaders must participate in the process Identify people who can be future trainers/leaders Internal resources/expertise to aid sustainability Integrate into other systems Identify the group that will continue to drive and refine the process Executive Directors becoming “Data Coaches”

Seattle YMCA Challenges and Adjustments Needed to address – Why did we pick PQA? Is it just the “new thing”? How does this connect with Assets and other frameworks we have adopted in the past? Quick growth Staff changes/turnover – continuous training process Timing throughout the year Integrating into multiple systems, program survey data, professional development systems, staff training

Thank you! For more information about building your QIS, contact Joe Bertoletti, or