PLATINUM2024

Dallas Afterschool

Three hours a day. A lifetime of difference

aka Dallas Afterschool   |   Dallas, TX   |  www.dallasafterschool.org

Mission

Dallas Afterschool's mission is to level the playing field for students of all races and economic backgrounds by improving the quality and availability of afterschool and summer programming in our community.

Ruling year info

2009

Chief Executive Officer

Ms. Marjorie Murat

Main address

3900 Willow St., Suite 110

Dallas, TX 75226 USA

Show more contact info

Formerly known as

Dallas AfterSchool Network

EIN

76-0838983

NTEE code info

Youth Development Programs (O50)

Management & Technical Assistance (S02)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Our vision is to ensure every family in Dallas County has access to quality afterschool and summer programs for their children. Our organization was formed in 2007 because there was no unifying agency to facilitate communication, learning, or information exchange between afterschool care agencies in Dallas County.  
By the sixth grade, low-income students have experienced an average of
6,000 fewer hours learning than their middle-class peers, creating an
overwhelming achievement gap that is impossible to close during traditional
school time, as school comprises only 20% of a child's waking hours. In a city
where 31% of children live in poverty, we need quality afterschool and summer
programs to address this opportunity gap.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program Quality Initiative (PQI)

Our PQI program helps Out-of-School Time programs maximize their impact for children by transitioning from traditional childcare facilities to centers for educational enrichment. In order to have a greater impact on children, we work directly with programs and their staff to provide safety and quality evaluations, training, one-on-one coaching, modeling, special learning cohorts, and support, as well as a plethora of student curricula and resources. We also work closely with program directors and executive leadership at our partner organizations to carry out strategies that improve the effectiveness, sustainability, and long-term impact of their afterschool sites. Our PQI program was the first afterschool support program in Texas, and continues to be the largest and most advanced program in the state.

Population(s) Served
Adults
Children
Adolescents

Our Advocacy program brings together local community members, funders, and advocates in order to support and spread the word about the importance of expanded access to afterschool programs. This is especially important since there are over 100,000 children in Dallas without a safe place to go after school. We envision a community where all children have enriching experiences outside of the traditional school day.

Population(s) Served
Adults

Qualified and caring staff are key to safe, high quality Out-of-School Time (OST) programming, yet hiring and retaining staff is one of the greatest challenges for providers. In response, Dallas Afterschool launched our ECOST Workforce Development program five years ago to help the OST community hire and retain talented staff so they can focus on the most important priority, our students. We recruit and train individuals and then place them in programs as tutors and ECOST staff. We provide them a living wage, medical benefits, college reimbursement, retention bonuses, and a career ladder for the Early Childhood / Out-of-School Time education sector. This program helps address high staff turnover rates while also ensuring students have access to consistent, caring adults in their programs.

Population(s) Served
Adults

Where we work

Awards

Outstanding Board of Directors 2013

Dallas Business Journal

CEO of the Year 2018

Center for Nonprofit Management

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of hours of training

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Program Quality Initiative (PQI)

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This is the number of hours of training delivered by our staff to afterschool and summer program staff. The measurements are by calendar year.

Number of donations made by board members

This metric is no longer tracked.
Totals By Year
Type of Metric

Other - describing something else

Direction of Success

Holding steady

Context Notes

This is measured by our fiscal year which ends June 30th. We have 100% participation by our board.

Number of hours of coaching

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Program Quality Initiative (PQI)

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

These are the hours our quality advisors spend on site with afterschool staff giving advice and customized training on improving quality. Measured by calendar year. 2020 declined due to COVID-19.

Number of evaluations conducted

This metric is no longer tracked.
Totals By Year
Related Program

Program Quality Initiative (PQI)

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

These include safety and quality assessments of afterschool and summer programs and is measured by calendar year. 2020 was impacted by COVID.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Dallas Afterschool's primary objective is to continue developing high quality afterschool programs for low-income children in Dallas. Going forward, our clients are taking on more intensive and long-lasting changes. While a step in the right direction, these efforts require more time and effort from both our staff and our clients. Our goal is that at least 65% of active (receiving Quality Advisor coaching) sites will implement at least five new indicators per school year. Given the urgent need to create safe, enriching afterschool experiences for children as quickly as possible, we will strive for both the percentage of sites that improve, as well as the amount of improvement, to be larger.

On-site staff coaches and mentors, called Quality Advisors, work with each site's program director to devise a custom plan for mastering the ten elements. Throughout the year, Quality Advisors bring staff training, one-on-one coaching, student curricula, volunteers, and other resources needed to support growth and improve areas of weakness.

While Dallas Afterschool was the first intermediary organization in Texas, it was modeled after other similar organizations across the country. We offer an objective, third-party point of view, and provides consulting and tools. Our Program Quality Initiative team is a group of passionate individuals with past experience in youth education and out-of-school-time. All of our site coaches have past experience running afterschool programs, so their coaching and advice comes from a place of true knowledge and understanding. The tool we use to define and assess elements of high quality programs is based on research from the Weikart Center for Youth Program Quality and the National Institute of Out of School Time. This research synthesized best practices that programs should employ to promote a safe and meaningful environment for youth participants. It defined indicators of these best practices; what one would look for to recognize high quality policies, procedures, and activities in a program. The Program Quality Initiative's assessment tool rates the the quality and degree to which each indicator has been implemented on a four-point scale.

Dallas Afterschool has made significant improvements in the local afterschool field, but there is still much more to be done. We are still the only organization in North Texas focused on raising the level of professionalism and quality in the local afterschool field, and there are still 100,000 children in Dallas County who have no program (safe or unsafe) to go to after school. Our vision is that every child will have access to quality afterschool and summer programs that promote his or her intellectual, emotional, social, and physical development.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback

Financials

Dallas Afterschool
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Dallas Afterschool

Board of directors
as of 07/16/2024
SOURCE: Self-reported by organization
Board chair

Mr John Hill

Trinity Park Conservancy

Term: 2024 - 2027

Janet Mockovciak

Community Volunteer

Terry Conner

Community Volunteer

Eva Hevron

Ernst & Young

Bill Morrison

Haynes & Boone

John Hill

Trinity Park Conservancy

Nikki Jolly

Frito Lay North America

Ellen Miller

Community Volunteer

Victor David Russell

MGO Private Wealth

Anne Wicks

George W. Bush Institute

Trillion Small

Clinical Counselor

Smith Jo

Josephine Smith, CPA

Ross Crystal

Dallas Park and Recreation

Aubrey Coleman

Microsoft

Marcia Barnes

TD Auto Finance

Olga Martinez Hickman

Bachman Lake Together

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 7/16/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
Black/African American
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 03/08/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.