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likely to occur when nonschool-hour programs are
located in school buildings). While-some parents
want nonschool-hour programs in their neighbor_
hood (if schoolsare distant) or prefer their ðhildren
ha_ve a change of scene during the day, the lack of
school involvement seems to waste theirgeographic
distribution, availability of space, financiá añd -
administrative infrastructure, and the potential to
coordinate nonschool-hour academic Àupport and
enrichment with school cunicula and seive the
academic needs of individual children. At a mini_
mum, greater use of public and private school
facilities and coordination of acãdemic programs
seems needed (the federal 2lst Century Community
Learning Centers funding resource is ã start).
Administration and Management
. Administrativelyr local programs are managed
and administered at a level roughly consistent
with their averagesize (approximat-ely 30
children). Specifically:
- 9nly
half of the programs (52Vo) had a separate
budget for nonschool-hour services, presum_
ably because such care was provided in a
larger context of childcare services.
- Approximately half (55To) have financial
records reviewed by an independent
accountant, internal financial manager, board
of directors, and/or other reviewer.
- Most directors (827o) are accountable to a
staff supervisor or agency executive
director, but only 8Vo reportto a board of
directors.
-
The reported existing levels of management
would likely need to be increased if the
programs are expanded or a more integrated
system of services is adopted.
It is recommended thal a top-level Contmission of govenunenr,
professional and business leaders be assentbled io"creote a
plan ilnt enables cltíldren S to 12 years of age and tlrcít
parents to access as needed a contprehensive, coortlinøted
syste m of n o nscl¿ool-lt o u r s ervìc e s.