QUALITY

The extent to which contemporary and generally recognized standards are met and exceeded, and desirable outcomes achieved.		  
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  ACCOUNTABILITY

The extent to which a program is answerable to a variety of relevant stakeholders including: children and youth, families, community representatives, people or entities providing oversight, and governmental regulators.		  
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  LIABILITY

An obligation, responsibility, or debt.		  
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  PERSONNEL

The people responsible for carrying out the program's tasks. For purposes of after school program recognition, the term "personnel" covers both full-time and part-time employees, as well as volunteers who perform the same duties as personnel and have a regular, ongoing role at the program.

Unless otherwise noted, standards related to the provision or oversight of direct services generally apply only to personnel who: (1) work with children and youth, (2) supervise personnel who work with children and youth, or (3) are responsible for overseeing the program. For example, COA would not expect personnel providing clerical services to receive the same training provided to those who work with children and youth.

  
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  PLANNING

The process of specifying objectives, evaluating the means for their achievement, and exercising deliberate decision making about appropriate courses of action.		  
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  GOVERNING BODY

A person or persons with the legal authority and responsibility to set policy and oversee the operations of an organization. Generally, the governing body is a group, such as a board of directors or board of trustees. While the exact responsibilities of the governing body depend on the nature and character of the organization, the governing body has minimum fiduciary responsibilities to the organization set by statute, regulation, and case law, and typically assumes responsibilities for long term planning, risk management, and evaluation and effectiveness of management.		  
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  COMMUNITY

The area where the program is located (i.e., the neighborhood, city, town, or county). The term may also refer to a group of people who are defined by and/or share a common culture, values, norms, language, race, religion, ethnicity, age, occupation, political status, tribal affiliation, interest in particular problems or outcomes, or other common bonds. Often, many smaller communities coexist within a city or town.		  
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  PROGRAM ADMINISTRATOR

Person responsible for overall direction of the program, including developing program mission, goals, and policies, program implementation and evaluation, administration (including fiscal management), and organizational development (including management of human resources). COA recognizes that job titles and responsibilities may vary from program to program. See the ASP-HR Related File “Personnel Qualifications and Responsibilities” for more information.		  
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  POLICY

A written statement of principles, values, or rules intended to guide the program and provide a basis for consistent decision making. A policy is formal in nature, and intentionally broad in its language and application. The following is an example of an anti-discrimination policy: "[Organization/Program Name] shall not discriminate on the basis of race, color, religion (creed), gender, age, national origin (ancestry), disability, marital status, sexual orientation, or military status, in any of its activities or operations. These activities include, but are not limited to, hiring and firing of staff, selection of volunteers, selection of vendors, and provision of services.”

In contrast, a procedure is a detailed, step-by-step description of a process. Policies are generally implemented through procedures – procedures will describe the actions required to carry out and implement the principles included in the policy. For example, the above anti-discrimination policy would require a detailed grievance procedure in order to operationalize it.

Programs will not necessarily be responsible for adopting their own policies - policies need to be reviewed and approved by the person or entity providing oversight. If the program is part of a not-for-profit organization, the organization’s governing body is responsible for approving and reviewing policy. In an owner-operated for-profit, the owner can act as the governing body and set its own policy, depending on the corporate structure. In a public agency the responsibility for setting policy may belong to the agency's management team, elected officials, another governmental agency, or a combination of the above. If the program implements policies that have been developed and adopted by another body (e.g., the school board, or the governing body of the organization of which the program is a part), the program does not need to develop its own separate policies. Instead, it should provide evidence of the policies it has been given to enforce.

  
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ASP-AM 2: Program Planning, Guidance, and Oversight

 
Program personnel manage program planning, and collaborate with parties that provide oversight and guidance.

ASP-AM 2.01

 

Long-term program planning involves relevant personnel and other stakeholders, including children and youth and their families, and includes:

  1. envisioning and setting the program's direction;
  2. reviewing the program's mission, values, and mandates;
  3. identifying and assessing strengths, weaknesses, challenges, and critical issues;
  4. establishing goals and objectives that flow from the program's mission and responsibilities; and
  5. devising strategies for meeting identified goals.

Interpretation: Timeframes for long-term planning may vary from program to program, but should be logical. For example, some programs may make plans annually, or for the school year. At some programs it may also be necessary and appropriate to involve the person or entity providing oversight, or the group providing guidance, in long-term program planning.

Note: This standard is about planning for the program's overall direction, rather than planning for daily activities and events. Planning for the latter should be based on and connected to the program's overall plan and direction, and is addressed more specifically in ASP-HR 5.04 and the Note to ASP-PS 5. Long-term program planning should also be connected to continuous quality improvement efforts addressed in ASP-AM 9.

ASP-AM 2.02

 
Program personnel work with, and provide reports or updates to, the person or entity responsible for providing oversight.

Interpretation: The person or entity responsible for providing oversight will vary depending on the type of program. For example, while some programs may report to a governing body, others may be responsible to another type of review board (e.g., a military review board), or to an individual (e.g., a principal or superintendent). The program should be prepared to explain how the person or entity responsible for providing oversight and guidance supports the achievement of the program’s mission and goals.

Examples of what the person or entity providing oversight may be responsible for include, but are not limited to:

  1. reviewing the development and implementation of the long-term plan;
  2. reviewing risk identification and management processes;
  3. providing financial oversight;
  4. anticipating the need for and developing resources;
  5. reviewing achievement of the program’s objectives;
  6. enhancing and promoting community-program relationships;
  7. appointing, collaborating with, and evaluating the program administrator or director; and
  8. developing and adopting policy.
NA The program is a privately-held and owner-operated for-profit, and is not responsible to another person or entity.

ASP-AM 2.03

 

The program receives guidance from a group that:

  1. includes relevant stakeholders, such as parents, community representatives, or others with an interest in the program and its mission;
  2. receives support and information from the program; and
  3. provides feedback about programming, outcomes, and the community's perception of the program.
related ASP-PS 10,  ASP-PS 11

Interpretation: The group that provides guidance may vary depending on the type of program. For example, while some programs may have a governing body that includes parents, others may have a parent or community advisory group.

In order for the group to function well the program should establish clear and transparent recruitment and selection guidelines; have reasonable expectations about what the group can accomplish within the parameters of its mission and available resources; and actively consider and respond to the group's input, feedback, and recommendations.

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PURPOSE: Sound administration and management increase program quality and sustainability; promote financial accountability and viability; support transparency and openness; and reduce risk, loss, and liability exposure.
 
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