Dallas Afterschool
Three hours a day. A lifetime of difference
Programs and results
What we aim to solve
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
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.
Advocacy
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.
Early Childhood Out-of-School Time (ECOST) Workforce Development
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.
Where we work
Awards
Outstanding Board of Directors 2013
Dallas Business Journal
CEO of the Year 2018
Center for Nonprofit Management
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber 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
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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
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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
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- 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.
Connect with nonprofit leaders
SubscribeBuild 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 directorsas of 07/16/2024
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
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 03/08/2023GuideStar 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
- 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.
- 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.