The staff member or members of a 21^st CCLC program who identify school day needs, connect out-of-school time activities to school-day needs, develop activity plans, and analyze performance data. Typically this role is filled by a certified teacher.

The staff member or members of a 21^st CCLC program who conduct reporting and record-keeping activities, understand and assist with budgeting, apply technology skills, including spreadsheets, word processing, maintaining databases and district intranet tools, and facilitates communication among team members.

The staff member or members of a 21^st CCLC program who facilitate program academic and enrichment activities, use diverse teaching strategies, integrate technology into activities, apply behavior management skills, incorporate trauma informed care, and understand and use child development principles.  

Any of several types of organizations that serve or are located in your community, including businesses, educational institutions, faith-based organizations, health care organizations and government agencies.

A candidate’s hard and soft skills combined.

Interaction between program administrators and staff that involves ongoing communications and coaching, annual performance evaluations, and day-to-day management that empowers team members through clearly expressed expectations and positive reinforcement.

Preparing new staff members for their position, with design consideration to budget, timing, topics, resources, level, depth and mode of training most relevant to their roles.

A vital tool for ensuring that staff are fully prepared to carry out their responsibilities by clearly communicating expectations. This document is provided to staff at hiring, and outlines all organizational policies and procedures, program or school calendar, job description, payroll schedule, and benefits information.

The staff member or members of a 21^st CCLC program who communicate with program families, develop activities for families, connect with existing education or social service networks, and coordinate with partners and team members.

Consistent documentation of staff performance conducted at designated intervals (annual or semi-annual) which provides consistent feedback, sets goals for the next review period, identifies professional development goals, recognizes accomplishments, provides an opportunity for staff to reflect on their own performance, provides encouragement, support or an improvement plan as needed, and underpins justification for promotions and pay raises.

The staff members of a 21^st CCLC program who interface directly with students on a daily basis. 

Experiences or talents of a staff member or potential staff member that can be defined and measured. Examples are science instruction, budgeting and writing.

All documents required to onboard new staff, including the staff handbook, payroll, tax and benefits forms, and organization-specific forms. 

Standards that are documented from the outset of 21^st CCLC program development, covering topics such as hiring, payroll, leave requests, progressive discipline, use of the employee handbook, emergency preparedness, staff training and evaluation.

A workplace where staff members feel safe, supported and valued, have a voice in decisions that affect their jobs, are presented with opportunities for personal and professional growth, and the climate exudes collegiality, shared purpose, respect and caring between all staff and with students.

The process whereby your discipline of a staff member who’s not performing as expected becomes stricter at each step if the staff member’s job performance or behavior doesn’t improve. Progressive discipline generally includes 1) counsel or verbal warning, 2) written reprimand and warning, 3) specific warning of dismissal, and finally 4) dismissal.

Critical steps to effective hiring, including creating a timeline, developing a marketing strategy for job openings, creating and posting flyers in multiple community locales, and online job postings.

Representatives from all stakeholder groups and staffing levels of your 21^st CCLC program selected to work in concert on all new hiring. The team approach ensures all perspectives are represented, and invested in the success of staffing.  

A situation posed to a potential candidate to determine how they will respond or react. A well-designed scenario-based interview question will reveal the candidate’s experience and problem-solving skills.

The staff member or members of a 21^st CCLC program who hire, train and retain frontline staff, enroll students, track daily attendance, manage student behavior, manage the budget, purchase supplies, and conduct activity observations.

The combination of knowledge, skills and characteristics that will help staff members succeed within your program’s culture and climate. Examples are teamwork, empathy, positive outlook and creativity.