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support children in what may be the most sensitive and individualistic period of time during the day for sup-porting children's developmental, emotionai, social, and academic needs. Also., such naining should increase the responsibility and skiús that will make providing such services a viable, respected irofession. ' Parents should be provided assistance in identifying the specific needs of their children, recognizing quality in programming and Jtarr ari¿ the benefits q_uality produces for their children, and beinfaware of the alternatives and choices for nonschool-hour services that are available. ' gn. component of such training and technical assistance might consist of a clearinghouse, perhaps incorporated into existing websites, ñat would advertise recommended practices to agencies and parJnts; proviáe parents an inventory of services organized by neighborhood; üif funding sources and requirements for parent subsidies; provide agencies with infõrmation on funding sources and how to access them, traiiing opportunities for staff, and tips on collaboration and management; ano provlde óommunities and policymakers with background informationbn resources and services that can be used in planning. Financial Support The commission should create a coordinated, centralized, sustainable, system ofcore funding for the general operation ofsuch sórvices. ' A centralized system, likely with a substantial government contribution, is needed to meet the fina¡cial needs of agenciesãnd guarantee a sustainaLle, consistent, and comprehensive system õfservices. - ' A plan should be devised-that will promote startup funding for new agencies operating in under-served areas as well as consolidation oiservices iñoverserved areas. ' The commission rlt"+-q urge policymakers to provide core funding that is broader and more flexible than the highly-categorical and targetedlunding that currently exists, and barriers to aõceising fãderal rnon"yihould be reduced and methods adopted that would allow programs to leverage federal dollars. ' The plan should recognize tliat low-income families are increasingly represented in areas outside ofthe inner-city, so other strategies of targãting ässis_ tance to low-income families must be considered (such-as subsidies oivouchers for individual families, sliding fee scales, agency subsidies or reimbursements, universal programs). These findings and recommendations are intended to stimulate and guide the creation of a strategic plan and its imprementation that will produce a cooidinated, comprehensive, g{ qtlalitysystem of nonschool-hõur care that will promote the development of Allegheny County,s children.
I Nonschool-Hour Programs Community Advisory Committee il - Maps Locating Children and Programs in Allegheny County ilI - Bibliography
Page 1 and 2: ExPAt{Drf{c THE PnoMrsE: An AcENDA
Page 3 and 4: Tnnrp or CoNTENTs Ol't,;Rl,ni\\',\N
Page 5 and 6: committee and rhe Forbes Fund that
Page 7 and 8: Low-income narents and children. Th
Page 9 and 10: of the agencies surveyed said suffi
Page 11 and 12: _:.;;É:,: ;... .l;;..t.. t-1. ii.r
Page 13 and 14: Low-income children are no longer_s
Page 15 and 16: - Enrichment activities, including
Page 17 and 18: 1991, programs in Allegheny County
Page 19 and 20: likely to occur when nonschool-hour
Page 21: ' The agenda should emphasize creat
Page 25 and 26: MAP 1: Loc¿,uon or Nonscuool-Houn
Page 27 and 28: MAP 3: Nuwan or Scuool Acn Csu.nnBn
Page 29 and 30: Goffin, S.G. & Lombardi, J. (1988).
Page 31: U.S. Departments of Education and J

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