1. Planning Next Year’s Staff Development Beryl Johnson Director of Staff Development City of Sacramento ~ Sacramento START Beryl Johnson Director of Staff Development City of Sacramento ~ Sacramento START

2. Professional Development for Staff =Positive Outcomes for Youth Professional Development experiences for staff must transfer to and culminate into supporting youth participants. Professional Development experiences for staff must transfer to and culminate into supporting youth participants.

3. Quality Staff  Quality Program Promote Quality Programming Through Professional Development for Staff Promote Quality Programming Through Professional Development for Staff

4. Professional Development for out–of-school time staff consist of activities, resources, and supports that help out-of-school time staff/practitioners work with or on behalf of children and youth. Professional Development for out–of-school time staff consist of activities, resources, and supports that help out-of-school time staff/practitioners work with or on behalf of children and youth.

5. Designing & Implementing Professional Development for Staff Begin with setting Implementation Goals and Impact Goals. Implementation Goals and objectives include standards for how the Professional Development will be delivered, while Impact Goals and objectives address the effect on staff and students. Begin with setting Implementation Goals and Impact Goals. Implementation Goals and objectives include standards for how the Professional Development will be delivered, while Impact Goals and objectives address the effect on staff and students.

6. Goals and Objectives to articulate… / the knowledge and skills that staff will attain / how the organization will support the staff in using this new information / the staff’s positive responses to the professional development / how staff will apply what they have learned (and what they will need to apply it) / in what ways students will be impacted / with what other staff, programs, or students this information will be shared / the knowledge and skills that staff will attain / how the organization will support the staff in using this new information / the staff’s positive responses to the professional development / how staff will apply what they have learned (and what they will need to apply it) / in what ways students will be impacted / with what other staff, programs, or students this information will be shared

7. Goals & Objectives to include… Articulating goals and objectives in the planning and implementation of your staff development should be done concurrently with assessing staff needs and incorporating staff feedback.

8. Checklist for Planning Next Year’s Staff Development  Program Assessment  Program Goals  Staff Feedback  Staffing Needs  Professional Development Plan  Program Assessment  Program Goals  Staff Feedback  Staffing Needs  Professional Development Plan

9. Framing Professional Development for your Staff / onsite training / observations/shadowing / peer mentoring / coaching, supervision / staff meetings, and advocacy / networking meetings / workshops / conferences, formal education / technical assistance, access to resource centers / internships, apprenticeships / onsite training / observations/shadowing / peer mentoring / coaching, supervision / staff meetings, and advocacy / networking meetings / workshops / conferences, formal education / technical assistance, access to resource centers / internships, apprenticeships

10. Committing to the Professional Development of the Staff / Time / People need enough time to understand, appreciate and accept new ideas. Introducing new ideas rarely result in the whole-hearted acceptance needed to translate into implementation, if the time is not devoted to doing so. / Money / The most successful programs commit an annual budget to staff development: the return on the investment will out way the financial costs and social costs. / Time / People need enough time to understand, appreciate and accept new ideas. Introducing new ideas rarely result in the whole-hearted acceptance needed to translate into implementation, if the time is not devoted to doing so. / Money / The most successful programs commit an annual budget to staff development: the return on the investment will out way the financial costs and social costs.

11. Committing to the Professional Development of the Staff / Skill Development / Staff need basic knowledge, skills and strategies to promote program leadership and responsibility, including how to relate to young people to foster supportive participant-staff interactions. / Program Development / It will take the right people and the most qualified staff to move your program forward and to meet your program goals. / Skill Development / Staff need basic knowledge, skills and strategies to promote program leadership and responsibility, including how to relate to young people to foster supportive participant-staff interactions. / Program Development / It will take the right people and the most qualified staff to move your program forward and to meet your program goals.

12. Turning Next Year’s Staff Development Plans into Action / Begin with hiring or bringing back the Right People Look for Passion Proper Screening Asking the Right Interview Questions Set Overall Expectations Program Orientation Personalized Skilled Trainings Identifying Additional Support

13. Turning Next Year’s Staff Development Plans into Action / Clarifying the STAFF Role through an orientation that will define employment expectations and accountability, in relationship to the set goals of the program. / Define the specific trainings that will provide the staff members with the knowledge and skill sets needed to deliver and meet program goals. / Clarifying the STAFF Role through an orientation that will define employment expectations and accountability, in relationship to the set goals of the program. / Define the specific trainings that will provide the staff members with the knowledge and skill sets needed to deliver and meet program goals.

14. Turning Next Year’s Staff Development Plans into Action / Training is not enough. Staff will need ongoing coaching to build the skills needed with the knowledge gained from the training / Program or Site Directors, Academic Coaches, can fill this role / Lead or Mentor Staff can also support new staff in developing performance skills / Training is not enough. Staff will need ongoing coaching to build the skills needed with the knowledge gained from the training / Program or Site Directors, Academic Coaches, can fill this role / Lead or Mentor Staff can also support new staff in developing performance skills Allow staff the time to become proficient at the job.

15. Turning Next Year’s Staff Development Plans into Action / Some Promising Practices for gearing up your staff for another school year / Hiring over the Summer Break / Job Fair, In house or utilize other resources / Staff Development over the Summer Break / Training Academies / Team Building Camps / Apprenticeship/Internship at other programs / Program Development & Planning Week / Some Promising Practices for gearing up your staff for another school year / Hiring over the Summer Break / Job Fair, In house or utilize other resources / Staff Development over the Summer Break / Training Academies / Team Building Camps / Apprenticeship/Internship at other programs / Program Development & Planning Week

16. Resources After-School Institute. (n.d.). About the network. Retrieved from http://www.afterschoolinstitute.org/TASI/aboutn/default.aspx. After-School Institute. (n.d.). About the network. Retrieved from http://www.afterschoolinstitute.org/TASI/aboutn/default.aspx. Center for School and Community Services, Academy for Educational Development. (2002). BEST strengthens youth worker practice: An evaluation of building exemplary systems for training youth workers. New York: Author. Retrieved from: http://nti.aed.org/assets/doc/BEST-final_report.doc

17. Resources Moving Towards Success: Framework for After-School Programs C. S. Mott Foundation Committee on Afterschool Research and Practice Moving Towards Success: Framework for After-School Programs C. S. Mott Foundation Committee on Afterschool Research and Practice Fletcher, A.J. (2004). A guide to strengthening the quality of afterschool programs through statewide support. Sacramento, CA: California AfterSchool Partnership