Department of Recreation Professional Development Strategy & Spring 2005 Pilot

1. Department of RecreationProfessional Development Strategy &Spring 2005 Pilot

2. Primary Components of Recreation Capacity-Building Strategy • Professional development • Program development and evaluation • Communication • Technological capacity • Research best practices and program quality • Infrastructure and facilities

3. Purpose Improve program quality and “customer service” Grow the quantity of quality programs Prepare for Hub involvement Leverage future funding Partnerships Schools Community organizations that provide complementary services Sports leagues Other City departments Professional Development Plan Goals

4. Purpose Improve teamwork with center staff Improve interaction with department staff Build ongoing, working partnerships Better communicate with “customers”--community, youth Partnerships Between recreation centers With central staff With other City departments With key community organizations With volunteers Communication

5. Purpose Computers and Internet access for better management Enhance communication Better data collection / tracking //////////////// Provide training and technical assistance Establish guidelines for usage and security Partnerships City Information Office Providence After School Alliance (PASA) Local 1033 and other technical assistance Technological Capacity

6. Purpose See national models Incorporate best practices Use data (tracking, etc.) to evaluate and improve programs Partnerships PASA Other recreation professionals and departments Hub partners Research

7. Purpose Improve access for youth, community Address logistical issues Develop shared usage of City facilities Improve capacity to provide recreation programs Partnerships Schools, Parks, and other departments Other Hub partners City Hall PASA Potential future funders Infrastructure & Facilities

8. Professional Development • Allow the “directors to direct” and build even stronger community partnerships • Develop the skills of frontline staff • Build a corps of competent, trained, and motivated volunteers • Follow national recreation models and best practices • Pursue accreditation for staff and the department • Set a career path for department employees

9. Why Professional Development? • Youth need: • Safe, quality programs • Consistent, caring adults • Positive, supportive environments • A variety of options and choices • The wisdom, insight, and guidance of seasoned youth workers • Well-trained staff • Well-designed programs with evaluation

10. Consultant Team • Reco Bembry • Staff training and professional development • Youth development and recreation practices • Dr. Kenneth Walker • Coaches training • Program development • Bev Wiley • Volunteer coordination • Staff training and leadership development

11. Areas of Training

12. Phase I: Training Schedule • Directors • Afternoon/evening sessions; every one to two weeks • Begin in late January • Frontline Staff • Every three to four weeks • Begin in February • Point People • Intensive small group sessions with consultant team • Begin in February

13. Spring Program Pilot • 4 or 5 participating middle schools • 2 or 3 centers partnering with one another • Possibility of additional staff hours • Possibility of stipended high school students • School department staff on-site • Linked to professional development training

14. Spring Program Goals • Provide new recreation opportunities for middle school students. • Build staff and program capacity. • Strengthen relationships with public schools and community agencies. • Practice volunteer coordination skills. • Help build the neighborhood hub strategy.

15. Program Elements • 4 or 5 weeks, beginning in May • Flag football at middle schools • Additional recreation activities (volleyball, roller-blading, etc.) at middle school • Rain-day activity planning • Ending with citywide event • Early evening soccer league, using previous volunteers; could be expanded to new centers

16. Logistical issues • Transportation • School, parents—get students home • Central staff—some transportation to “games” • Recruitment • Central staff and PASA will set initial plan with schools • Centers staff will assist with in-school actual recruitment • Volunteers • Recruitment supported by consultant (as part of staff training) • Training assistance from central staff, consultants, PASA

17. Additional Logistics • Possibly connected with NFL; shirts, flags, and some additional equipment supplied by PASA • Technical assistance from consultants, PASA • Tied with director training schedule • Recreation center staff: • Coordinate with schools, staff • Coordinate and lead volunteers • Set-up / clean-up snacks, equipment • Etc. • NEXT STEPS