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CPM CPM vs.vs. AfterschoolAfterschool• CVUSD Background• CPM Overview• Preparing for CPM• Three CPM Instruments
– Ongoing Program Self-Evaluation Tool (OPSET)
– BASP CPM Instrument– CAIS Reporting System
• Detail of BASPA Instrument• Building your Box• Resources• Questions
CPM Corner StaffCPM Corner Staff• After School Regional Lead• CPM team members• CDE Consultants • John Duran –
Training for the battle!Training for the battle!• The CPM Office coordinates and schedules date of CPM
visit each ELA.
- Electronic CAIS review
- Entrance meeting (at DO)
- School site visit(s)
- Exit meeting (at DO)
• The CPM visit is combination of:
– Document review (onsite & CAIS online)
– Interviews
– Observations
• The most compliant CPMs are well organized and planned several months before the CPM scheduled review.
• Implementing a file folder system of documentation is highly recommended
• Focus on current year as much as possible
BASP– Identifies review items– CPM review based on this document
OPSET (Ongoing Program Self-Evaluation Tool)
– Same Items as BASP instrument, with additional resources for LEA.
CPM InstrumentsCPM Instruments
Program DimensionsProgram DimensionsAll CPM Instruments – including BASP- organize the legal requirements into seven interrelated dimensions:
I. InvolvementII. Governance and AdministrationIII. FundingIV. Standards, Assessment and
AccountabilityV. Staffing and Professional DevelopmentVI. Opportunity and Equal Educational
Access VII.Teaching and Learning
Core Items
Recommendations
EvidenceDimension
Resources
Supporting Items
BA
SP O
PSET In
strum
ent
Core Items
Findings
Evidence
Dimension
Conclusion
Supporting Items
BA
SP
Instru
ment
B A S P Program Instrument
(Required by State or Federal Law)
Dimension I - Involvement
Item1:
Community CollaborationCommunity Collaboration(ASES, 21st CCLC, ASSETs)(ASES, 21st CCLC, ASSETs)
• Collaborates with community on:1. Initial program development
2. Ongoing program implementation
3. Offsite programs aligning to regular-day program.
Lack of collaboration has been the number #3 finding to date!
Item2:
Private School CommunicationPrivate School Communication(21st CCLC, ASSETs)(21st CCLC, ASSETs)
• Communicated with local private schools on afterschool services
1. Relate what services you offer
2. Determine collaboration possibilities
Dimension II – Governance & Administration
Item 3:
Grade Level of Students ServedGrade Level of Students Served(ASES, 21st CCLC, ASSETs)(ASES, 21st CCLC, ASSETs)
1. ASES serves students K-9, inclusive.
2. 21st CCLC serves elem and middle students
3. ASSETs programs serve high school students, grades 9 -12, inclusive.
If program in only serving selected students or grade levels, program must have a policy stipulating why targeted and must include input from collaborative
Item 4:
Program Days & HoursProgram Days & Hours(ASES, 21st CCLC, ASSETs)(ASES, 21st CCLC, ASSETs)
1. After School Programs:
-Begin immediately upon the conclusion of the regular school day
-Operate a minimum of 15 hours per week and at least until 6:00 p.m. on every regular school day. Middle school minimum is 9 hours
p/week.
2. Before School Programs:
-Operate no less than one and one-half hours each regular school day
3. ASSETs Programs:
-Operate a minimum of 15 hours per week
Item 5:
Early Release / Late Arrival Early Release / Late Arrival PolicyPolicy(ASES, 21st CCLC)(ASES, 21st CCLC) • LEA/grantee agency has a policy
regarding reasonable early daily release of pupils from the program
• Must be the grantees policy, not that of the subcontractor, unless adopted by grantee or LEA.
• LEA/grantee agency has a policy regarding late arrival of participants.
Hours of operation and early release has been the number #1 finding to date!
Item 6:
Daily SnackDaily Snack(ASES, 21st CCLC, ASSETs)(ASES, 21st CCLC, ASSETs) 1. Snack conforms to the nutrition
Matching FundsMatching Funds(ASES)(ASES) • ASES programs have obtained a local
contribution of cash or in-kind local funds equal to/not less than one-third of the total grant amount– Match required based on expenditure for fiscal
year.
• Facilities or space usage may fulfill not more than 25 percent of the local required match– 25% OF THE 33%– Ex. $112,500/33%= $37,125 (total in-kind)
$37,125/25%= $9,281 (limit on facilities use)
Include copies of MOU’s behind summary
Item 14:
Supplement vs. Supplement vs. SupplantSupplant(ASES, 21stCCLC, ASSETs)(ASES, 21stCCLC, ASSETs)
• The LEA/grantee agency uses categorical funds only to supplement, and not supplant,
Dimension IV - Standards, Assessment, and
Accountability
Item 15:Standards, Assessment, AccountabilityStandards, Assessment, Accountability(21stCCLC, ASSETs)(21stCCLC, ASSETs) • An assessment of objective data
• Established set of performance measures
• Scientifically based research
– Application of rigorous, systematic, and objective procedures
– Obtains reliable and valid knowledge relevant to education activities and programs
• Periodic evaluation to assess progress
• Results used to refine and improve the program and its performance measures
• The LEA/grantee agency provides parents with information on school and parent activities in a format and, to the extent practicable, in a language the parents can understand.
– Help in meeting academic achievement standards in core content areas
• Educational Enrichment– Reinforce and complement the regular
academic program
BASPs should be able to show how the activities are aligned and coordinated with the students’ regular school day program and when appropriate, the activities should be research based and content standards aligned.
Item 24:
Family LiteracyFamily Literacy(21stCCLC, ASSETs)(21stCCLC, ASSETs)
• For families of students served– Literacy– Related educational
development
Creating a file system
Special Techniques...• After school follows district CPM process.
– District offers valuable resources– Attend district preparation meetings
• Seven Program dimensions– 15% means, 15%– Lesson plans aren’t exclusive to day teachers– Keep track of big purchases– Monitors want to visit your program
• Suggestions– Clearly label and categorize materials– SAVE THE TREES!; redirect readers to avoid redundancy– Avoid a disconnect with day CPM presentation– Keep attendance clean– Add up the match
Champion C.A.I.S. TipsHow was your experience with using CAIS?
I found the system to be very simple overall, just time consuming
What problems did you encounter using it? Each time you uploaded a document to a
specific domain, I found it cumbersome to have to go back to main menu to upload another document, making the process slower. Each time you saved/made changes, it took a little while to save. This may have been corrected by now though.
Did you have to scan all docs or were you able to send electronic files.
I scanned 90% of my documents, however, it ended up being much more than were needed. Also, I was able to provide other documentation upon request when visited by team
Champion C.A.I.S. TipsDo you have any user-friendly tips for others using CAIS?
Scan all hard copy documents to a high speed scanner if possible that automatically converts documents to .pdfs, and title each document by domain and subdomain name with a brief description of it. If a document is already in an electronic format, modify the title so that it is consistent with the domain, as mentioned previously.
Any surprises overall? Just that I probably could have saved myself a lot
of time in not needing to upload as many documents than were actually needed. However, there is really no way to get around this because I would rather be overly prepared than not enough.