financial strategies to support citywide systems of out of ... · • thenational summit on your...

Financial Strategies to Support Citywide Systems of Out-of-School Time Programs

Made possible with support froM the wallace foundation

about the national league of cities’ institute for Youth, education, and familiesThe Institute for Youth, Education, and Families (YEF Institute) is a special entity within the National League of Cities (NLC).

NLC is the oldest and largest national organization representing municipal government throughout the United States. Its mission is to strengthen and promote cities as centers of opportunity, leadership, and governance.

The YEF Institute helps municipal leaders take action on behalf of the children, youth, and families in their communities. NLC launched the YEF Institute in January 2000 in recognition of the unique and influential roles that mayors, city councilmembers, and other local leaders play in strengthening families and improving outcomes for children and youth. Through the YEF Institute, municipal officials and other community leaders have direct access to a broad array of strategies and tools, including:

•Action kits that offer amenu of practical steps that officials can take to address keyproblems or challenges.

•Technicalassistanceprojectsinselectedcommunities. •Peernetworksandlearningcommunitiesfocusedonspecificprogramareas. •TheNationalSummitonYourCity’sFamiliesandotherworkshops,trainingsessions,

and cross-site meetings. •Targetedresearchandperiodicsurveysoflocalofficials. •TheYEFInstitute’sWebsite,audioconferences,ande-maillistservs.

TolearnmoreaboutthesetoolsandotheraspectsoftheYEFInstitute’swork,goto www.nlc.org/iyeforleaveamessageontheYEFInstitute’sinformationlineat202/626-3014.

about The wallace foundationTheWallaceFoundationisanindependent,nationalfoundationdedicatedtosupportingandsharingeffectiveideasandpracticesthatexpandlearningandenrichmentopportunitiesforallpeople.Itsthreecurrentobjectivesare:strengtheningeducationleadershiptoimprovestudentachievement; enhancing out-of-school learning opportunities; and building appreciation and demand for the arts. More information and research on these and other related topics can be found at www.wallacefoundation.org.

Lane Russell, research associate for afterschool at NLC’s Institute for Youth, Education, andFamilies, served as the author of this strategy guide. Kate Sandel provided helpful comments and feedback.AllisonBarrconductedearlyresearchandproducedinitialdraftsofthisstrategyguide.AudreyM.Hutchinson,theInstitute’sprogramdirectorforeducationandafterschoolinitiatives,providedguidanceandoversighttothedevelopmentofthisstrategyguideandCliffordM.Johnson,theInstitute’sexecutivedirector,providedoveralleditorialdirection.MichaelKarpmanprovidedadditionaleditorialsupport.AlexanderClarkewasresponsibleforthestrategyguide’sdesignandlayout.PreparationanddistributionofthisstrategyguideweremadepossiblebysupportfromTheWallaceFoundation.

Institute for Youth, Education, and Families

Financial Strategies to Support Citywide Systems of Out-of-School Time Programs

Made possible with support froM the wallace foundation

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Financial StrategieS to Support citywide SyStemS oF out-oF-School time programS

introductionWithmostparentsnowintheworkforce,thedemandforhigh-qualityout-of-schooltime(OST)opportunitiesforchildrenandyouthcontinuestogrowacrossthecountry.Anestimated14.3millionchildrenandyouthreturneachdaytoanemptyhomeunsupervised,andwithnoopportunitiestoconstructivelyoccupytheirtime.Bybuildingstrong,citywideOSTsystems,municipal leaderscanhelpensure that theout-of-schoolhours, rather thanbeingwasted,equipyoungpeoplewiththe21stcenturyskillsnecessarytocompeteintoday’sknowledgeandskill-basedglobal economy.

City involvement in providing and leveraging funds for OST activities has become increasingly important asprograms’financialresourcesarestrainedandbudgetsbecometighterduetothecurrentrecession.Thegrowthinpoliticalandfinancialsupportatthelocallevelreflectsarealizationamongmunicipal leadersthattheexpansionofhigh-qualityOSTprogramscanplayavitalroleinaddressingmanycitypriorities,includingcrimeprevention,economic and workforce development, and employee retention. Communities throughout the nation are capitalizing on the opportunity to provide enriching activities in the out-of-school hours as a way to help young people develop their skills and interests, keep them safe, and support working families.

Strongmunicipalleadershipcanhelpraiseawarenessabouttheimportanceofout-of-schooltimeandthebenefitsof long-term investment in high-quality programs, which reach beyond the individual child to their families and community as a whole. Recent studies show that there is widespread public support for city investment in out-of-schooltime.AnationalsurveyconductedbytheAfterschoolAllianceinNovember2008foundthat89percentofvotersbelieveafterschoolprogramsareimportant,giventhedangersthatyoungpeoplefaceafterschool.Seventy-sixpercent of voters said that newly elected officials in Congress, as well as new state and local leaders, should increase fundingforafterschoolprograms.Seventy-sixpercentofvotersalsoagreethatafterschoolprogramsareanabsolutenecessity for their community.1

OST programs depend on stable streams of funding and require involvement and investment from numeroussources,includingmunicipalities.TosuccessfullysupportcitywideOSTsystems,municipalandothercommunitystakeholdersmustlookatnew,innovativemeanstostrategicallyfinanceOSTactivities.WhenconsideringpotentialwaystofinancecitywideOSTsystems,municipalofficialsmayconsiderthefollowingoptions2:

1.Creatededicatedlocalfundingstreams;2.Makebetteruseofexistingfundingstreams;3.Maximizefederalandstatefundingsources;and4.Buildandstrengthencollaborativeefforts.

Thisstrategyguidehighlightstheimportantrolesthatmunicipalofficialsplayinfundinghigh-quality,affordableOSTopportunities.ThefourfundingstrategiesidentifiedabovehavebeenusedincitiesacrossthenationtodevelopandexpandsustainablecitywideOSTsystems.Whenused together, thesestrategiescan formaweboffinancialsupportthatsignificantlystrengthenstheOSToptionsavailableforyoungpeople.Theneedforinnovativefinancinghas become even more relevant as tough budget times force cities to think strategically and systemically about supportingtheOSToptionsavailableintheircommunities.ThisguideoffersconcreteexamplesforeachstrategytohighlighthowcitieshavedevelopedcreativefinancingoptionstosupportandexpandOSTopportunities.

1 Poll results can be found at www.afterschoolalliance.org/documents/polling/electionPollSumm2008.pdf

2 For additional resources on funding strategies, see The Finance Project’s Web site at www.financeproject.org.

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nlc inStitute For youth, education, and FamilieS Strategy guide

create dedicated local funding streaMs CitiescanredirectexistinglocalrevenueorcreatenewfundingsourcestosupporttheirOSTefforts.Localfundingapproachesthatcitieshaveusedincludegeneralfundset-asides,specialtaxlevies,andtheestablishmentofanonprofitorcharitabletrustasanintermediary.Asvisiblecivicleaderswhocanhelpgeneratecommunity-widesupportforOST,municipalofficialsarewellpositionedtosupporttheseapproaches.

Tap into general fund revenuesRevenuesfromacity’sgeneralfundcansupportOSTintwoways,eitherasfundingallocatedtoaspecificdepartmentalbudgetordesignated forOSTprograms throughaseparate line itemin themunicipalbudget.CitydepartmentsthatcommonlyoverseeOSTprogramsincludeparksandrecreation,community/neighborhoodservices,police,oryouth services. In addition to or instead of providing funds to city agencies, municipal officials can create a line item inthebudgetfornonprofitorotherintermediaryorganizationsthatcoordinateOSTservices.Toensureasteadycommitment of funds, cities can establish a policy that sets aside a certain percentage of the general fund each year tosupportOSTprograms.

denver, coloradoWhenMayorJohnHickenlooperwaselectedin2003,hecontributed$300,000raisedforhisinaugurationfestivitiestotheDenverPublicSchoolsFoundationtoinvestinafterschoolprograms.Shortlythereafter,theMayor’sOfficeforEducationandChildren,DenverPublicSchoolsFoundation,andMileHighUnitedWaypartneredtoformtheLightsOnAfterSchool(LOAS)initiative.Thisinitiativefundsprogramsinnearlyallpublicelementaryandmiddleschools and provides professional development for Denver afterschool providers.

Eachyear,theCityofDenvercontributes$250,000asalineitemfromthegeneralfundtotheLOASpartnership,whichwhenleveragedwithcontributionsfromtheotherpartnersprovideslocalprogramswithatotalof$1.6millioninannualfundingthroughacompetitivegrantprocess.Inaddition,theLOASpartnershipissupportedbyTemporaryAssistanceforNeedyFamilies(TANF)funding.Thecityalsoinvestsover$1millionfromitsgeneralfundtosupportcenter- and school-based afterschool programs through the parks and recreation department. For more information, visit www.denvergov.org/education.

Consider special tax levies Specialtaxleviescangenerateasteady,long-termstreamoffundstargetedspecificallytowardprogramsforchildrenandyouth,includingOSTprograms.Dedicatedrevenuestrategiesincludeincreasesinthegeneralsalestaxoronpropertytaxesforhousesoveracertainassessedvalue. Forcitieswithsportsteams,stadiumoperatortaxescanbeaddedtoticketprices.“Sintaxes”–salestaxesongoodslikealcoholandcigarettes–areanotherexampleofadedicated revenue stream that can be used for youth initiatives. Municipal officials can lend their support to a levy by proposing a ballot initiative or helping gain voter support for one. These options, even when they involve small percentageincreasesintaxrates,havegeneratedsubstantialamountsofmoneytosupportOSTprograms.

Dedicatedrevenuesourcescanalsobecreatedthrough“specialpurposedistricts.”Thesedistricts,typicallyformedbypublicvoteorlegislativeaction,raisemoneythroughsalesandusetaxestosupportaspecificpurposeorservice,such as crime prevention. If revenue enhancement initiatives that involve the creation of special purpose districts are already underway in a city, municipal leaders may want to consider whether provisions supporting programs for children and youth can be attached to the initiative. Depending on the type of district being established, it may be possible to incorporate elements related to out-of-school time into the overall plan.

san francisco, californiaIn1991,SanFranciscobecamethefirstcityinthecountrytoguaranteefundinginthecitybudgetforyouthprograms.This featwasachievedbyamending thecitycharterwithwhathasbecomeknownasTheChildren’sAmendment.TheamendmentcreatedanewChildren’sFundbysettingasideaportionofpropertytaxeseachyear–threecentsperone hundred dollars of assessed value. This groundbreaking amendment was reauthorized in November 2000, when

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itpassedwith74percentofvotes.EligibleservicesfortheChildren’sFundarechildcare,recreation,afterschool,arts,health, workforce readiness, youth empowerment, violence prevention, educational enrichment, and family support.

TheChildren’s Fund is administered by the city’sDepartment of Children, Youth, andTheir Families, and thelegislation mandates a three-year planning cycle that involves assessing community needs, determining what types ofserviceswillbesupported,andusingacompetitiveprocess toselectnon-profitorganizations thatwill receivefunding.Out-of-schooltimeprogramscomprisethedepartment’slargestinvestmentwithmorethan130programsfundedatover$20millionin2007.Thedepartmentalsoleadsacitywideefforttofostercollaborationamongothercitydepartments,theschooldistrict,privatefunders,parents,andcommunityorganizationsinanefforttoenhanceaccess to and quality of afterschool programs for all children and youth. For more information, visit www.dcyf.org.

fort worth, texas In1995,thecitizensofFortWorthapprovedaninitiativetoincreasethesalestaxbyahalf-centtofundaCrimeControlandPreventionDistrict(CCPD).TheCCPD,establishedbystatelegislation,authorizedFortWorthtousethis special tax levy to reduce crime and enhance the city’s police force, crime-fighting tools, and strategies forcrimeprevention.A teamof stakeholders, includingsenior leaders fromthecitymanager’sofficeand theschoolsuperintendent, ensured thatOSTprogrammingwas incorporated into theCCPD strategicplan.As a result, 10percentofCCPDrevenue is allocated for afterschoolprograms.This taxwas renewedby92percentof voters in2005.Infiscalyear2006,theCCPDgenerated$1.6milliontosupportafterschoolprogramsinfourschooldistrictswithin thecity.TheCCPDfundsallowthecity tosupplementexistingOSTprograms in theschools,expandingtheOSToptionsavailable inFortWorth.Eachprogramisacollaborativeeffortbetweenthecity,schooldistrict,andparticipatingcommunity-basedorganizations.Additionally,thecityrunsotherafterschoolprogramsthatarefinancedbytheParksandCommunityServicesDepartment.Formoreinformation,visitwww.fortworthpd.com/policingccpd.htm.

Establish a nonprofit intermediary or charitable trust Acharitabletrustor localfundforOSTprogrammingenablesacitytoleveragemultiplefundingstreamsandisanexcellentstrategyforlong-termsustainability.Oftencreatedas501(c)(3)nonprofitorganizations,theseentitiesoperate independently from city government and function as intermediaries that provide funding and program support.Municipalofficialscanspearheadtheefforttocreatealocalfundortrust,garnerpublicandprivatesupport,andprovidefundingandresources.Bymakingthe initial investment,citieshavebeenable tobringinmatchingdollarsfromfoundationsandbusinessesaswellastax-deductiblecontributionsfromindividuals.ThelocalfundscanbecreatedsolelytosupportOSTprogramsormayencompassawiderstrategy,suchasimprovingeducation,without-of-schooltimesupportingthefund’slargergoal.

columbus, ohioIn2000,MayorMichaelColemanestablishedtheOfficeofEducationtopoolcityandcommunityresourcestogethertoimproveeducationaloutcomesforchildreninColumbus.AspartofMayorColeman’sfocusoneducation,theMayor’sCharitableTrustwasestablishedtoensurethesustainabilityoflocalafterschoolprograms.Themayorraisesmoney annually for the fund from businesses and the community at large. Since the inception of the program, the mayorhasallocatedapproximately$5millionfromthecity’sgeneralfundandtheMayor’sCharitableTrusttofundOSTprogramsoperatedbycommunity-basedorganizationsinColumbus.

ThecityalsooperatesfourafterschoolprogramsundertheMayor’sCapitalKidsinitiativethatarefundedbyCommunityDevelopmentBlockGrantdollars.Inaddition,inpartnershipwithTECHCORPSOhio,thecityadministerstheCityStudentTECHCORPSprogramtoprovidestudentswithtechnologyandemploymentskills.ThisprogramreceivesTemporaryAssistanceforNeedyFamilies(TANF)fundingthroughtheFranklinCountyDepartmentofJobsandFamily Services. Mayor Coleman has been a local, state, and national champion of afterschool, advocating to keep morethan$20millionofTANFfundsforafterschoolintheOhiostatebudget.Formoreinformation,visit www.education.columbus.gov.

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Make better use of existing funding streaMsTopromotemoreeffectiveuseofavailablefunds,communitiescantakeinventoryofexistingresourcesavailabletosupporttheirOSTactivities.Thisanalysisofexistingfundingstreamshelpscommunitiesensurethatresourcesareavailabletoprovidehigh-qualityOSTactivitiesforallchildrenandyouth.Specificstrategiesthatmunicipalofficialsmayconsiderincludecreatingafundmap,establishingachildren’sbudget,andcoordinatinginteragencypartnerships.

Create a fund mapTo fullyunderstand the rangeof fundsavailable tofinanceOSTprograms,manycities createamapof fundingstreams. Through this process, city officials identify and map out funding that comes from municipal, state, county, federal, and private sources. Engaging in this process allows key stakeholders to strategically approach investments in localOSTactivities.Afundingmappresentsabroadpicturethatenhancestheabilityofpolicymakerstodetermineifadjustmentsneedtobemadetobetterutilizethesedollars.3

new orleans, louisianaIn2007,theAfterschoolPartnershipofGreaterNewOrleansbeganmappingthefundingstreamsusedtosupportafterschool and identifying additional funds that could be leveraged for OST activities. They started with thebasicquestion,“Whereisthemoneyandhowisitbeingused?”Thefundmappingprocessrevealedthatofthe33discretionary federal programs that can potentially be used to fund afterschool activities, only nine directed funds toawardeesinNewOrleans.Byconductingafundmap,theNewOrleanspartnershiphasidentifiedbetterwaystoutilizeexistingfunding,locateuntappedresources,engageadditionalpartners,andincreasepublicinvestmentinOST.Formoreinformation,visitwww.gnoafterschool.org.

Develop a children’s budgetCitiesoftencreateachildren’sbudgettogaugethelocalresourcesavailabletoimplementtheirvisionforchildrenandyouthandtodirectfinancialstrategiesthathelpthemachievethatvision.Children’sbudgetstrackallcityspendingonyouthservicesandcanserveasaninventoryforestablishedprogramsandfunds.Thedevelopmentofachildren’sbudget shifts the focus from reporting spending by departments to a viewpoint that shows the overall investment in childrenandyouth,makingitaneffectivetoolfordevelopinglong-termandshort-termfundingplans.

By illustratingwhat youthprogramsare alreadybeing funded, a children’sbudget canhelp localofficialsdetectpotentialgapsincityservicesandidentifynextstepstoimprovetheaccessibilityofOSTprograms.Additionally,preparingachildren’sbudgetcanhelpcitiesconsolidateadministrativefunctions,increaseefficiency,andimprovecoordination of programs.Municipal officials can play an influential role in developing a children’s budget andensuringthataspecificportionofcityfundsareusedtosupportyouthprogramming.

seattle, washingtonTheCity of Seattle developed a children’s budget to review city spendingon youth services.The children’s budgetdevelopedfourbroadgoalsaspartofMayorGregNickels’ChildrenandYouthStrategyandsoughttoalignfundstosupportthosegoals.Municipalofficialsdiscoveredthatin2004,thecityspent$30milliononyouthservicesandtherevenuewascomingfromavarietyofsourcesincludingthecity’sgeneralfund,thelocalFamiliesandEducationLevy,CommunityDevelopmentBlockGrantmoney,andotherfederalfunding.Whenupdatedin2008,thetotalspendingonyouthserviceshadrisento$62million.Seattle’schildren’sbudgetisorganizedintofivemajorinvestmentareasthathavebeendevelopedtoachievethecity’sfourgoals.In2006,out-of-schooltimeprogramsreceived$8.9millionasoneof these areas for investment. The development of the budget and alignment of funds with goals has allowed the city tosetspecificobjectivesforeacharea,coordinatebudgetingandplanningforyouthprograms,andtrackprogressandinvestments. For more information, visit www.seattle.gov/humanservices/children_families/afterschool.

3 The Finance Project. Follow the Money: A Tool for Mapping Public and Private Funds for After-School Initiatives. April 2002.

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Coordinate interagency partnershipsPartnershipsamongcitydepartmentscanleadtobetteruseofexistingresources,resultingincostsavingsacrossdepartmentboundaries.There isoftena tendencywithinmunicipalgovernment to silowork that supportsOSTactivities. Local elected officials can foster communication and collaboration among agencies to break down these silosandmaximizeavailableresources.Invariouscities,municipalstafffromthepolice,parksandrecreation,orpublicworksdepartmentshavebeendesignatedtohelpcoordinateOSTactivities.Becausecitiesoftenoverseelocaltransportationauthorities, theycanoffer freebuspasses forOSTparticipants,changebusschedules torun laterintheday,orincorporatestopsatOSTsitesintobusroutes.Finally,citiescanalsousetheirWebsitesandothercommunicationmechanismstoadvertiseOSTprogramsorusegeographicinformationsystems(GIS)technologytomap available programs.

charleston, south carolinaWiththesupportofMayorJosephRiley,Jr.andChiefofPoliceGregMullen,theCityofCharlestonlaunchedCampHOPEinthesummerof2007.Thisfree,five-weekenrichmentprogramforchildrenfromahigh-crimeneighborhoodisheldinaneighborhoodschoolbetweenthehoursof6:00–9:00p.m.ThesummercampwasmadepossiblethroughapartnershipledbytheCharlestonPoliceDepartmentincollaborationwithothercitydepartments,theCharlestonCountySchoolDistrict,theCollegeofCharleston,theYMCA,andothernonprofitorganizations.Theinteragencycollaboration has promoted more effective communication and responsibility for developing camp activities isdividedamongthePoliceDepartment,Mayor’sOfficeforChildren,Youth,andFamilies,RecreationDepartment,OfficeofCulturalAffairs,FireDepartment,OfficeofNeighborhoodServices,andSpecialProjectsstaff.Thesecityagencies and additional community partners volunteer personnel and render services free of charge for students participatinginCampHOPE.Formoreinformation,visitwww.charlestoncity.info.

MaxiMize federal and state funding sourcesCommunitiescantap intofederalandstate fundingsources toprovidestablerevenue,expandthefundingbase,leverage additional resources, and allow dollars from other sources to be reallocated andmaximized for otherpurposes. In addition to obtaining as much federal and state funding as possible, many states have a statewide afterschool network that cities can draw upon as sources of information and political support.

Consider the full range of federal funding sourcesThereareanumberoffederalfundingsourcesthatcansupportcity-levelOSTefforts.Federalfundingintheformof entitlementprograms, formulaorblockgrants,discretionaryorprojectgrants, contracts,directpayments,orloan guarantees can be allocated toward out-of-school time. The U.S. Department of Education, Department of Agriculture(USDA),andotherfederaldepartmentsandprogramsofferimportantsourcesofrevenueforcitiestoaccess.Therewillbecompetitionforfederaldollarsandspecificusesandtargetaudiencesforthesefunds,butcitiesare well poised to leverage these resources.

TheDepartment of Education funds several programs that support localOST activities, including 21stCenturyCommunityLearningCenters;TitleV,PartAoftheElementaryandSecondaryEducationAct;andSafeandDrugFree Schools andCommunities.TheUSDA’s Food andNutrition Service programs,which include theNationalSchoolLunchProgramandtheSummerFoodServiceProgram,provideadditionalfundsforOST.

21st century community learning centers (21st cclc)Thisprogramprovidesfederalfunding(awardedbystates)forlocaleducationagencies(LEAs),community-basedorganizations(CBO),orprivateentitiesforafterschoolprogramming.SincestatesaretogiveprioritytoLEAswhoapplyinpartnershipwithaCBOorpublicentity,citiescanmosteffectivelyaccessthesefundsthroughpartnerships.The21stCCLCprogramoffersanidealopportunityforacitydepartmentandlocalschooldistricttoworktogethertosecurefundsforOST.

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The elementary and secondary education act, title V, part a – promoting informed parental choice and innovative programs Title V, Part A – Innovative Programs is a very flexible funding source designed to encourage innovation andcreativity inbolstering studentachievementand school improvement.Acityofferingdirect serviceprogramsorschool-based afterschool programs should consider using these funds for service learning, counseling, parent and community involvement, school safety, homework help, or mentoring.

safe and drug free schools and communitiesThis program provides funding to prevent violence in and around schools, prevent illegal use of drugs and alcohol by youth, and foster a safe learning environment. Funding can be used to support community-wide drug and violence prevention activities. Through this program, communities and school districts with severe drug and violence problems can receive direct grants. These grants can help fund program evaluation, as well as information development and dissemination.

national school lunch program: afternoon snacksThisentitlementprogramhelpsschooldistrictsparticipatingintheNationalSchoolLunchProgramprovideanutritioussnack to children and youth who take part in educational or enrichment activities during non-school hours.4Paymentsare made to states to reimburse local school food service agencies. Schools in low-income areas are reimbursed at thefreerate,andallotherreimbursementsaredeterminedbyeachchild’seligibilityforfreeandreducedpricelunch.Partnershipsamongcities,schools,community-basedorganizations,andotheryouth-servingagenciestoaccessthesefunds can yield considerable funds, help combat childhood hunger, and promote healthy eating.

summer food service program (sfsp)SFSPfundscanbeusedtoprovidenutritiousmealsandsnackstolow-incomechildrenduringthesummerandothertimes when school is not in session.5 These funds can be used for summer programs held in locations throughout thecommunity,includingschools,parkandrecreationprograms,low-incomehousingcomplexes,andcommunityparks.Mostsitescanserveamaximumoftwomealsperdayoronemealandonesnack.TheUSDAreimbursesorganizations providing a food service that complements a recreation or learning program for children.

Other federal programs offering funding streams that can be used to support OST opportunities include:

temporary assistance for needy families (tanf)ManythinkofTANFassolelyacashassistanceprogram.However,TANFfundscanalsobeusedtosupportservices,includingOST, that promote the program’s goals, which include ensuring that children can be cared for in theirownhomes,promoting jobpreparation,reducingandpreventingout-of-wedlockpregnancies,andencouragingthemaintenance of two-parent families.6Statesarealsoallowedtotransferupto30percentoftheirTANFfundstotheirChildCareandDevelopmentBlockGrant(seebelow),whichdirectlyreimbursesparentsforthecostsofchildcareandafterschool services. These funds may be used to support activities for children of any age, giving local agencies the abilitytoserveolderyouth.Inaddition,citiescanasktheirstateofficialsoverseeingTANFfundswhethertheywouldconsiderusingtheflexibilityprovidedunderfederallawtomakediscretionarygrantsthatsupportOSTprograms.

4 For more information on the National School Lunch Program, see the Food Research and Action Center Web site at www.frac.org.

5 For more information on SFSP funds, see the Food Research and Action Center Web site at www.frac.org.

6 For more information on the use of TANF funds for youth programs, see the Center for Law and Social Policy Web site at www.clasp.org/publications/tapping_tanf_for_youth.pdf.

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child care and development block grant (ccdbg)WhilemuchofCCDBGfundsprovidevoucherstolow-incomeparentsforchildcareforchildrenuptoage13,thestatecanalsoprovidegrantstochildcareproviderstoensurethatprogramsofferacertainnumberofslotsforeligiblefamiliesandchildren.Acity-supportedOSTprogramthatmeetsstatecertificationrequirementscouldqualifyforthesefunds.Thefundscanbeusedforstart-upcostsorprogramexpansion.ThefederalgovernmentrequiresthataminimumoffourpercentofCCDBGfundsbesetasideforqualityimprovement.

community development block grant (cdbg)CDBGfundscansupportactivitiesthatbenefitlow-andmoderate-incomeindividualsindisadvantagedcommunitieswithpressingneeds.CitiescanuseCDBGfundstoconstructorrenovateafterschoolfacilities,supportorganizationsthatprovideOSTactivities,orprovidetransportationtoOSTprograms.Localjurisdictionscanuseupto15percentoftheirCDBGfundsforpublicservices,whichincludeafterschool.7

workforce investment act (wia)WIAfundsareavailabletosupportactivitiesthatprepareolderyouthforemployment,andareallocatedtostatesforyouthprogramsliketutoring,workexperience,training,anddropoutprevention.Eligibleprogramsmustserveyouthages14-21withbarrierstoemployment.MunicipalofficialscanworkwiththeirlocalWIAboardstoplanOSTprogramsandestablishalocalyouthcouncilthatmakesrecommendationsonwhichproviderswillbeawardedgrants for theirOSTactivities. Eighty-fivepercentof the fundsdesignated foryouthandadultactivities canbeallocatedforuseinlocalareaswiththeremaining15percentdesignatedforstatewideactivities.

other8

OSTprogramsacrossthecountryhavebenefitedfromavarietyofotherfederalfundingsources,suchasviolencepreventionfundsfromtheU.S.DepartmentofJusticeandprogramsadministeredbytheU.S.DepartmentofTransportation.TheseprogramscanhelpdefraycostsforOSTactivitiesthataddressfederaldepartments’specificpriorities.

7 For more information on the use of CDBG funds for youth programs, see the Finance Project Web site at www.financeproject.org/publications/CDBG_PM.pdf.

8 For more information on federal funds available for afterschool, see the Finance Project Web site at www.financeproject.org/publications/findingfunding_PM.pdf.

9 For more information on the 2009 economic stimulus package, visit the Afterschool Alliance Web site at www.afterschoolalliance.org/policyEconRecovery.cfm.

• $2 billion for the Child Care and Development Block Grant (CCDBG), about one third of which will be used to support children in afterschool programs;

• $13 billion for Title I school funding (which includes $3 billion for school improvement, resulting in higher quality facilities for school-based afterschool programs, and $10 billion for formula grants to local education agencies (LEAs) that can be used to support afterschool programs);

• $1.2 billion through the Workforce Investment Act to create summer jobs for youth, which can expand staffing opportunities for afterschool programs;

• $50 million for YouthBuild, which offers education and occupational training to at-risk youth for building affordable housing and can benefit afterschool programs that serve older youth; and

• $160 million for AmeriCorps and AmeriCorps VISTA programs, which are important staffing components for afterschool programs.

The following Web sites offer more infor-mation on the American Recovery and Reinvestment Act of 2009:

• www.afterschoolalliance.org/policyEconRecovery.cfm

• www.ed.gov/policy/gen/leg/recovery

• www.recovery.gov

Afterschool funding in the AmericAn recovery And reinvestment Act of 2009The impact of the American Recovery and Reinvestment Act of 2009, which was signed into law on February 17, 2009, could have a significant impact on cities’ afterschool efforts. This economic stimulus package provides cities with the opportunity to leverage additional federal dollars and make the connection between how afterschool supports education and helps develop a 21st century workforce.9

The new legislation contains funding for the following programs benefitting children and families:

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Seek state support for local OST programs State-level investments in OST opportunities have grown in recent years. States have created new programs,increasedappropriationsforexistingprograms,andaddedbudgetlineitemsforOSTinitiatives.Municipalofficialsareespeciallywellpositionedtousetheirlocalinfluenceandexperiencetoleveragestatefundingtosupportout-of-schooltime.Toensuretheircitiesareapplyingforallavailablestatedollars,municipalofficialscandesignatecitystafftotrackfundingopportunitiesandpartnerwithotheragenciestoapplyforstatefunds.

st. louis, MissouriInJanuary2007,at therequestofMayorFrancisSlay, theSt.LouisAfterSchool forAllPartnership(ASAP)wasformedtofundandmanagealocalafterschoolnetwork.Sincethen,ASAPanditspartnershavecreated2,700newOSTslots.In2007,ASAP’spublic-privatepartnershipwasresponsibleforsecuring$800,000infundingandASAP’sindividualpartnerssecuredadditionalresources.In2008,theStateofMissouricommitted$400,000inDepartmentofSocialServicesfundsforthesecondconsecutiveyeartosupportASAP.Thisstateinvestmentresultedinadollar-for-dollarfundingmatchfromtheCityofSt.Louisandanetworkofprivatefunders, includingAnheuserBuschFoundation,WachoviaFoundation,andthelocalUnitedWay.Formoreinformation,visitwww.stlarches.org.

Utilize statewide afterschool networksThirty-eight states have statewide afterschool networks, funded in part by the Charles Stewart Mott Foundation. These networks seek to improve state afterschool policies, develop partnerships to create strong statewide support for afterschool, and increase state funding for programs.10 Cities can play an active role in their statewide networks to ensurethatthemunicipalvoiceisheardatthestatelevelandtoincreasestateresourcesavailabletolocaljurisdictions.Duetoeffortsbythestatewideafterschoolnetworksandotherorganizations,severalstateshavecreatedbudgetlineitemstosupportOSTprogramsorhaveincreasedOSTfunding.

st. paul, MinnesotaTheCityofSt.PaulworkscloselywithYouthCommunityConnections(YCC),theMinnesotastatewideafterschoolnetwork.WithsupportfromMayorChrisColeman’soffice,YCCspearheadedlobbyingeffortsin2007thathelpedpass state legislationallocating$5.3million towardcommunity learningcenters.Fromthisnew fundingsource,theCityofSt.Paulanditscommunitypartnersreceivedalmost$1millionovertwoyearstosupportOSTlearningopportunities. For more information, visit www.ci.stpaul.mn.us.

build and strengthen collaboratiVe efforts MunicipalofficialscanmaximizepublicandprivatesupportforOSTwithintheircommunitiesbyfacilitatingthedevelopment of a citywide system. City leaders are in a strong position to bring together stakeholders from schools, businesses,andcommunityorganizationstocoordinateOSTresourcesandsupport.StrengtheningthesepartnershipsisanimportantstepinfinancingandsustainingacitywideOSTsystemandwideningtheavailabilityofhigh-qualityoptions. Acollaborativeenvironmentwheremanystakeholdersareengaged insupportingacommonvision forOSTinitiativesallowsformoreresourcestobeleveragedandoftenrelievesthefinancialburdenonanyoneentity.Costs become spread across multiple parties, each of which gain a vested interest in the success and sustainability of OSTactivities.CombiningresourcescanalsoprovidegreaterflexibilityandallowacitywideOSTsystemtoendureachallengingfiscalperiod.Municipalofficialscantakethefollowingactionstosupportthisstrategy:providestrongand vocal leadership, convene stakeholders, pool resources and in-kind support, and leverage funds.

10 For more information, visit www.statewideafterschoolnetworks.net.

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Provide strong and vocal leadershipLocalelectedofficials–andmayorsinparticular–canusetheirbullypulpitashigh-profilechiefexecutivesandleadersoftheircitiestoengagenewpartnersandemphasizetheimportanceofcommunitysupportforOSTprograms.MunicipalofficialscanhighlighttheimpactthatacitywideOSTsystemcanmakeonprioritiessuchas loweringdropout rates andpreventing crime. By reachingout to local stakeholders and including them in theplanningprocess,municipalofficialscanexpandthenumberofactorsthatareconcernedwithfinancingOSTactivities.Thebully pulpit becomes an important tool for municipal officials to bring attention to the issue, voice their support for OST,promotetheirvisionforyouth,andbecomealocalchampionofOSTprograms. OnceacityofficialstandsbehindOST,otherstakeholdersinthecommunitywillbemorelikelytofollowsuit,andwillhavemorereasontocommittothecity’svision,investresources,andshareresponsibilityforthesuccessofOSTinitiatives.

providence, rhode islandMayorDavidCicilline’s support has been critical to advancingOST efforts inProvidence.Themayormade thedevelopmentof qualityOSTactivities a toppriorityduringhisfirst campaign in2002, andhis continuedvocalsupportledtofundingfrommajorfoundations,theappropriationofmunicipalfundsforOSTin2007,andstrongerpartnerships between city departments and schools.

Underthe leadershipofMayorCicillinetheProvidenceAfterSchoolAlliance(PASA)providessafe,high-qualityafterschoolopportunitiesformiddleschoolyouthatthecity’s“AfterZones.”AnAfterZoneoperatesasacommunitycampus that provides programs such as art, dancing, football, cooking, filmmaking, basketball, and maritimeexploration.AfterZonesareledbynetworksofneighborhoodproviders.Currently,PASAoperatesthreeAfterZonesthatservealmosthalfofProvidence’smiddleschoolyouthwithsupportfromTheWallaceFoundationandBankofAmerica.Formoreinformation,visitwww.mypasa.org.

Convene stakeholdersMunicipalofficialscanplayasignificantroleinbringingkeystakeholderstogethertodeterminewhatresourcesareavailable and how they can be aligned with city priorities. Engaging other partners helps communities ensure that OSTisincorporatedinacitywidevision,setbroadgoals,andoutlinespecificactionstepstoaccomplishthosegoals.Whenthinkingaboutpotentialstakeholders,itisimportanttothinkbroadlyandcitywide,beyondtheusualpartnerssuchastheschooldistrictandlocalOSTproviders.Becausetheirinputandcommitmentiscrucialforsustainability,bringing “outside the box” stakeholders such as local businesses, community and faith-basedorganizations, lawenforcement, local universities, museums and cultural institutions, or sports organizations to the table can increase theresourcesavailabletosupportcitywideOSToptions.

florence, south carolinaMayorFrankWilliscreatedtheMayor’sCoalitiontoPreventJuvenileCrimein2004toimprovethehealthandsafetyofyoungpeopleinFlorence.Thiscoalitionofexecutivesfromcitydepartments,lawenforcement,theschooldistrict,hospitals, businesses, community-based organizations, neighborhood organizations, and the faith community createdacitywideafterschoolsystemtotargethigh-needareasandincreasethequalityofOSTprograms.

One of the early steps taken by theCity of Florencewas a comprehensiveGISmapping process,which showedthat crime rates were high and program options were low for children and youth living in a particular low-income publichousingcomplex.Duringthesummerof2007,thecoalitioncreatedfourteencentersthatremainopenuntil10:30p.m.Thecentershaveprovidedjobskills trainingfor230teensandsecuredjobsfor177oftheseyouth.Inaddition,anewcreditrecoveryprogramhasenrolled365studentswhohaveearned437highschoolcredits.Strongprogrammingandanintensefocusonservingthisagegroupledtoa30percentdecreaseinDepartmentofJuvenileJusticereferrals,75percentfewerjuvenilefelonies,andan11percentincreaseinpromotionratefromninthtotenthgrade. For more information, visit www.cityofflorence.com/special/default.html.

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boise, idaho InMay2006,MayorDavidBieterformedtheMayor’sCouncilonChildrenandYouth,whichhascollaboratedwithBoiseIndependentSchoolDistrictandotherpartnerstolaunchtheBoiseAfter3initiative.TheCounciloversawasurveyofprogramproviders,andthecity’sGISmappingtechnologyhasbeenusedtodeterminewhereprogramsare located in relation topoverty andcrime rates.Basedon thisdata, theCouncil offered recommendations forwhere new investments in afterschool should be made. These recommendations led the city to reallocate funds and createmobilerecreationvansthatnowbringparksandrecreationOSTprograms,staff,andequipmenttoTitleOneschools,parksindisinvestedareas,andrefugeeapartmentcomplexes.ThecitypartnerswiththeUniversityofIdaho,HumphreysDiabetesCenter,BoiseSunriseRotaryClub,BoiseSouthwestRotaryClub,andtheIdahoFoodBanktoprovidethemobilerecreationvans,whicheachcost$100,000(includingthecostofpurchasingthevan).

Thecityandschooldistricthavealsoworkedtogethertopromotea$91millionbond,whichhelpedfundtheconstructionofthreenewschools.EachoftheseschoolswasdesignedtoincludeacommunitycenteroperatedbyBoiseParksandRecreation and open during the out-of-school hours. This collaborative arrangement better utilizes public facilities, savestaxpayerdollars,andhelpsBoisedeliverimportantcityservicesattheneighborhoodlevel.InDecember2008,theCouncilandthelocalUnitedWayhostedalivabilitySummittoidentifyfutureinitiatives,whichwasattendedbymorethan125cityandschoolleaders,lawenforcementofficials,refugeeagencystaffmembers,YMCArepresentatives,andothercommunitystakeholders.Formoreinformation,visitwww.cityofboise.org/after3.

Pool resources and in-kind supportHavingawidevarietyofpartnersinvestedinOSTeffortsbroadenstherangeofresourcesavailable.Onekeysteptoensurethatallpossibleresourcesareusedeffectivelyinvolvesdistinguishinghoweachpartnercancontribute.Everystakeholderhasdistinctresources(e.g.,funding,staff,trainingcapacity,space,orotherin-kindresources)thatcanbeusedtocreate,expand,orimproveOSTprograms.Communitiesshouldbecarefulnottooverlookthesein-kindresourcesbecausetheycanhaveasignificantimpactinsupportingandimprovingOSTactivities.MunicipalofficialscanidentifytheresourcesthecityinvestsinOSTandcallonpartnerstoexaminewhatresources,whetherfinancialor in-kind, they can invest.

tacoma, washingtonMetroParksTacoma isan independentgovernmentagency thathaspartneredwith theCityofTacomaand theTacomaPublicSchoolDistrictonOSTprograms.Thecityprovides$401,000infundingfortheMetroParksTacomaAfterschoolprogram,whiletheschooldistrictprovidesaccesstoafterschoolbuses,programs,andofficesatall11middleschoolsites,encompassingahugedollarvalueofin-kindservices.TheTacomaprogramalsopartnerswithothercommunity-basedyouthorganizations,suchastheBoysandGirlsClubs,GirlScouts,BoyScouts,andlocalcolleges.Formoreinformation,visitwww.tacomaparks.comorwww.sparxtacoma.com.

Leverage other funding sourcesMakingacommitmenttoOST,whetherthroughpartnerships,financialcommitments,orstaffresources,enablescities to leverageadditional fundsfrombusinesses,philanthropies,orotherpublicentities.Otherpartiesmaybemorewillingtocollaborateanddevotetimeandmoneytocitywidesystem-buildingeffortsonceacitydemonstratesitsowncommitmentorotherkeypartnersinvestinOSTinitiatives.

omaha, nebraskaA$1.9milliongrantfromtheU.S.DepartmentofJusticeinlate2006ledtothecreationoftheGreaterOmahaAfterSchoolAlliance(GOASA),anetworkoforganizationsprovidingOSTservicesinOmaha.Thisgranthelpedthecitypilotanafterschoolprogramformiddleschoolstudents,calledtheMiddleSchoolLearningCenterInitiative.Withthese federal funds in hand, city officials approached the Sherwood Foundation for matching support and secured additional funds for the initiative. This initial funding resulted in a strong partnership and additional resources from OmahaPublicSchoolsandthefoundation.Formoreinformation,visitwww.omahaafterschool.org.

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putting it all togetherEachofthestrategiesdescribedabovecanhaveasignificantimpactontheOSTopportunitiesavailableforchildrenand youth. Through a combination of these strategies and the use of diverse funding sources, cities will be in a strongerpositiontosustaincitywideOSTsystemsthatexpandaccessandimproveprogramquality.Communitiesshouldconsiderplanningforsustainabilityearlyonandmakethisplanninganongoingprocess.SustainingOSTinitiatives requires leadership to tap into a variety of funding streams and to think strategically about the right blend ofstrategiestofundOSTeffortsintheircommunities.AstrongcitywideOSTsystemcanbemaintainedwhenlocalleadersexplorebroad,creativeoptionsandemploylong-andshort-termfundingstrategies.

The following examples provide a sense of what is possible when a city develops a comprehensive approach toafterschool financing and successfully taps into a combination of funding streams to provide high-qualityOSTopportunities.ThesearejustafewofthecitiesthatdemonstratehowmunicipalofficialscanplayasignificantroleinensuringadequatefundingforOSTprogramsthatmeettheneedsofchildrenandyouth.

new York, new YorkThemajorityoffundingforNewYorkCitysOutofSchoolTime(OST)Initiativecomesfromthecitysgeneralfund.NewYorksfiscalyear2009departmentalbudgetincluded$116millionfortheOSTInitiative,91percentofwhichcame from the city s general fund. The remaining nine percent came from a state program for youth development anddelinquencypreventionthroughtheNewYorkStateOfficeofChildrenandFamilyServices.Sinceitsinceptionin2005,theOSTInitiativehasgrownto608programsoperatedby200community-basedorganizations.Theannualbudgethasincreasedfrom$46millionin2006tonearly$117millionin2009.InJanuary2008,112newelementaryschoolprogramswere addedandas a result, theOST systemservedmore than87,000youngpeopleduring the2007-08schoolyear.Thisfundingcommitment,madeduringparticularlydifficulteconomictimes,isatestamenttothe quality programming that New York City community-based organizations are carrying out every day.

TheOSTInitiative isadministeredbythecity sDepartmentofYouthandCommunityDevelopment(DYCD)andprovidesfundingtocommunity-basedorganizationsoperatingafterschoolprogramsinthefivecityboroughs.DYCDalso administers and provides funding for comprehensive afterschool programs through the Beacon Program. Inaddition, federalWIAfundssupporttheDYCD-operatedIn-SchoolYouthprogram,whichprovideseducationandvocationaltrainingforeligiblejuniorsandseniorsinhighschool.AfterschooleffortsinNewYorkarefurthersupportedby grants from private and philanthropic donations. For more information, visit www.nyc.gov/html/dycd.

chicago, illinoisInJune2006,theChicagoOut-of-SchoolTimeProject(co-chairedbythecitysDepartmentofFamilyandSupportServices,DepartmentofChildrenandYouthServices,andAfterSchoolMatters),setouttosystemicallyadvanceOSTopportunitiesinthecity.Theprojectisapartnershipfundedbyavarietyoflocal,state,federal,andprivatesources todelivermore than380,000programslots foryoungpeople. Thiscombinationof fundingstreamshasallowedChicagotoofferhigh-qualityOSTprogrammingandtomaximizeresources. Avital part of theChicagoOSTProject swork involvesdeveloping support and readiness for achieving anewcoordinatedanddedicatedfundingstreamforOSTinIllinois.Toleadeffortsinthisarea,theprojectengagedChicagoMetropolis 2020 (Metro2020), a planning and public policy organization, to develop broad-based public advocacy measures to result in permanent government funding forOST programs. In 2008,Metro2020 convened awidecoalitionofadvocates,policymakers,businessleaders,andfundersofOST.ThecoalitionhasidentifiedcommongoalsandobjectivesaswellasstrategiesandtacticsforadvancingapublicOSTcampaignincludingcoordinatedpublicrelations outreach. Members of the Metro2020 coalition also successfully worked to introduce state legislation that createdtheIllinoisAfterschoolFundingPolicyTaskForce.ThecoalitionsfinalrecommendationshavealreadyledtoincreasedtransparencyandmeasurestosupportqualityinOSTprogramsacrossthestate.Formoreinformation,visit www.afterschoolchicago.org.

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baltimore, MarylandMayorSheilaDixonandtheBaltimoreCityCouncilprovidesignificantfinancialsupportforBaltimoresAfterschoolStrategy, which includes direct service, monitoring, training, technical assistance, material development, and networking. In spite of difficult economic times, the mayor and city council have set youth opportunities as a priority andcontinuedtofundalloftheseelementsoftheOSTinitiative.BaltimoresOSTeffortsarealsosupportedbyseveralprivate local foundations.ThecityfirstdevelopedtheBaltimoreAfterschoolStrategyaspartofanUrbanHealthInitiativegrantfromtheRobertWoodJohnsonFoundationinvolvingmultipleorganizationsacrossthecommunity.The strategy included leveraging and allocating funds for three citywide programs:YouthPlaces,A-Teams, andBaltimoreOutofSchoolTime(BOOST).TheFamilyLeagueofBaltimoreCityandtheBaltimoreSafeandSoundCampaignhaveleveragedover$50milliondollarsfrompublicandprivatedonorsfortheinitiative.

Initially,private contributorswere theprimary fundersof theBaltimoreAfterschoolStrategy. Thecityhasnowsurpassed private contributions, reaching the goal that such programs should be a public responsibility sustained by publicfunds.In2005,abudgetsurplusenabledthecitytoprovideover$3millionforOSTandin2007,theBaltimoreAfterschoolStrategybecamealineiteminthecitysbudget,receiving$5million.Inadditiontocityfunding,theBaltimoreAfterschoolStrategyreceivedabout$1millionfromtheMarylandAfterSchoolOpportunityFundandnearly$1millionfromtheBaltimoreCitySchoolDistrictafewyearsago.Asanintermediary,theBaltimoreAfterschoolStrategyprovidesafterschoolgrantsandtechnicalassistancetolocalorganizations.Granteesareencouragedtoapplyfor21stCCLCdollarsandbecomerecognizedSupplementalEducationService(SES)providerstobeeligibleforSESfunding. For more information, visit www.safeandsound.org and www.afterschoolinstitute.org.

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additional resources on financing ost prograMsThefollowingresourcesfromtheFinanceProjectcanprovidecityofficialswithdetailedinformationaboutindividualOSTfundingstrategies:

•TobaccoSettlementRevenue:RecentStateActionsandOpportunitiesforYouthPrograms.April2008.•FinancingandSustainingOut-of-SchoolTimeProgramsinRuralCommunities.January2008.•UsingCDBGtoSupportCommunity-BasedYouthPrograms.January2008.•SnapshotsofSustainability:ProfilesofSuccessfulStrategiesforFinancingOut-of-SchoolTimePrograms.

September 2007.•GettingtheGrant:AGuidetoSecuringAdditionalFundsforAfterschool.August2007.•MakingtheMatch:FindingFundingforAfterschoolEducationandSafetyPrograms.August2007.•UsingTANFtoFinanceOut-of-SchoolTimeInitiatives.June2007.•AGuidetoSuccessfulPublic-PrivatePartnershipsforYouthPrograms.January2007.•CreatingDedicatedLocalandStateRevenueSourcesforYouthPrograms.January2007.•FindingFunding:AGuidetoFederalSourcesforYouthPrograms.January2007.•ThinkingBroadly:FinancingStrategiesforYouthPrograms.January2007.•AfterschoolandStateEducationFormulas:APrimerforStatewideAfterschoolNetworks.September2006.•Sustaining21stCenturyCommunityLearningCenters:WhatWorksforProgramsandHowPolicymakersCanHelp.September2006.

•TheCostofOut-of-SchoolTimePrograms:AReviewoftheAvailableEvidence.May2006.•UsingNCLBFundstoSupportExtendedLearningTime:OpportunitiesforAfterschoolPrograms.August2005.•FindingFunding:AGuidetoFederalSourcesforOut-of-SchoolTimeandCommunitySchoolInitiatives.January2003.

•FollowtheMoney:AToolforMappingPublicandPrivateFundsforAfter-SchoolInitiatives.April2002.•FinancingAfter-SchoolPrograms.May2000.

These resources from The wallace foundation can provide assistance to city officials:•The Cost of Quality Out-of-School-Time Programs. Public/Private Ventures and the Finance Project.January2009.

•TheOut-of-SchoolTimeProgramCostCalculator.www.wallacefoundation.org/cost-of-quality.January2009.•AdministrativeManagementCapacityinOut-of-SchoolTimeOrganizations:AnExploratoryStudy.July2008.•ANewDayforYouth:CreatingSustainableQualityinOut-of-SchoolTime.Gil.G.Noam.May2008•AViewfromtheField:HelpingCommunityOrganizationsMeetCapacityChallenges.LucyN.Friedman.May2008

•Strengthening Out-of-School Time Nonprofits: The Role of Foundations in Building OrganizationalCapacity.HeatherB.WeissandPricillaM.D.Little.May2008

•APlacetoGrowandLearn:ACitywideApproachtoBuildingandSustainingOut-of-SchoolTimeLearningOpportunities.February2008.

The following publications offer helpful resources:•MakingSmartInvestmentsinAfterschool:APolicyPrimerforStateandLocalLeaders.U.S.DepartmentofHealthandHumanServices.August2006.

•AddingitUp:ARationalforMappingPublicResourcesforChildren,Youth,andFamilies.TheForumforYouthInvestmentandTheFinanceProject.March2006.

•FundingOpportunitiesforAfterschool.U.S.DepartmentofJustice.June2005.•GuidingPrinciplesforBusinessandSchoolPartnerships.TheCouncilforCorporate&SchoolPartnerships.2001.

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