2-Attachment B - Scope of Work - Posting.pdf

ATTACHMENT B: SCOPE OF WORK

Afterschool Program Quality Assessment and Improvement Grant

July 1, 2026 - June 30, 2031

A. Goal Develop and maintain a comprehensive afterschool/community school professional development/learning system by fostering multiple opportunities for training and technical assistance to ensure programs are of high quality and meet the needs of all youth.

B. Deliverable Outcomes/Tasks

1. The Utah Afterschool Network (UAN) Professional Learning System (PLS) Team will organize professional learning events. This includes facilitating planning meetings, providing fiscal and logistical oversight, organizing event materials, and maintaining consistent communication among partners.

A. PLS Team will lead workgroups or subcommittees as needed, which will focus on the following:

i. Professional learning opportunities for afterschool program staff and educators

B. PLS Team will collaboratively work with stakeholders to organize a statewide blended learning Professional Development system, which includes an annual conference, regional training events, eLearning Institute, topic-based training events, and professional learning communities (PLC) based on the needs of the afterschool field and may be offered in person or virtually.

C. PLS Team will provide progress and impact reports to the Utah State Board of Education

(USBE), UAN Board of Directors, UAN stakeholders, as well as federal and state agencies as needed.

D. PLS Team will have opportunities for in and out-of-state professional development training as approved by the UAN Executive Director and USBE, if using 21st CCLC funds for travel.

2. Afterschool Consultants (AC) will provide quality afterschool training, mentoring, support, technical assistance, observations, consultations, and PLC support for 21st CCLC grantees and their staff as required by USBE.

A. AC Specialists provide input in aligning technical assistance (TA) and professional development (PD) offered to Out-of-school Time (OST) providers to support statewide quality improvement by using various program assessment data, consisting of, but not limited to, Quality Tool submissions, Program Quality Assessment observation data, Program Information Form Data, and survey results to identify quality improvement needs and develop program action plans.

B. AC Specialists will maintain documentation of all observations, correspondence, consultations, trainings, and technical assistance in an online UAN OST tracking system or an additional tracking system as requested by USBE.

C. AC Specialists will be available to assist in the annual 21st CCLC grantee orientation, quality training, and other training opportunities as requested by USBE.

D. The performance of the AC Specialists and the quality of the technical assistance provided will be assessed, in part, based on feedback.

E. AC Specialists will have opportunities for professional development training, as well as the possibility of out-of-state training as approved by the UAN Executive Director/Director of Operations and USBE, if using 21st CCLC funds for travel.

3. Data Specialist will work collaboratively with the School Day Alignment and Data Specialist, Out-of-School Time Specialists, and partners to provide technical support and assistance to programs using the Salesforce database to collect, track, and organize out-of-school time data.

A. Function as a Salesforce administrator for an afterschool program database, which includes:

activating and deactivating end-user accounts, designing queries and reports, monitoring data quality, training new users, and maintaining documentation on end-user agreements.

B. Work with end-users to identify what an ideal software system would be to support afterschool data collection.

C. Understand and utilize data to inform program support, report program and statewide outcomes, and inform internal, program, and other evaluations.

D. Provide data system support and maintenance for the Utah Afterschool Network internal system and other data projects as needed.

4. Executive Director and Director of Operations responsibilities regarding professional learning and quality assessment.

A. The Executive Director/Director of Operations will:

i. Create and enhance the Quality Improvement Model by incorporating the Program Quality Assessment tools (PQA) and other appropriate tools.

ii. Align TA and PD efforts with internal efforts of statewide OST organizations to support statewide quality improvement by using various program assessment data, consisting of but not limited to Quality Tool submissions, observation data, and survey results, to identify quality improvement needs. Oversee all aspects of the Professional Learning System.

iii. Update indicators and performance level descriptions for areas of the Quality Tool as needed, based on user feedback and AC Specialist recommendation.

iv. Streamline Quality Improvement Model resource links/resource library to promote best practices (evidence-based curriculum, core standards alignment, policies, etc.).

v. Continue to collaborate around common afterschool data collection strategies and efforts.

5. Provide office space, furniture, a computer, and other resources supporting hybrid work for the

UAN Team members. UAN will reimburse staff members for cellular telephone and work-related travel expenses per UAN policy.

6. Support the professional development/learning of staff members by arranging professional development that ensures staff members understand and are qualified to use Quality Improvement tools and resources (i.e., best practices, PQA tools, Qualtrics, Salesforce, 21st CCLC data systems, online application system, etc.).

7. Provide information regarding professional learning opportunities via UAN’s website, marketing, and social media processes to currently funded 21st Century grantees, previously funded programs, and programs that have never received 21st Century grants.

Virtual and in-person deliverables in the Mid-Year and End-of-Year Report Monthly report

○ Number of observations

○ Number of site visits

Annually (Due June 20)

● Number of programs improved in quality

● Number of observations

● Number of site visits

● Number of professional learning events

● Number of attendees at professional learning events

● Jump Start Impact Report Well-Being Institute Report

● Recharge report

C. Project Budget Total Budget for Agreement: $1,298,875.00 ($259,775.00 per fiscal year), as set forth in Attachment C:

Budget.

Contract to be amended annually, prior to the end of the current fiscal year, with the budget for the next fiscal year.