Educational Institutions

Massachusetts Afterschool Partnership Inc.

  • Boston, MA
  • massafterschool.org

Mission Statement

The Massachusetts Afterschool Partnership works to ensure every child in Massachusetts has equal access to high quality out-of-school time programming after school, before school, and during the summer months.

Main Programs

  1. MTAC
  2. Strong Communities Project
Service Areas

Self-reported

Massachusetts

MAP is a statewide organization. Despite this we also put emphasis on helping children in communities of need. Often times, policy and advocacy must be directed in specific locations to have a greater impact.

ruling year

2007

Principal Officer since 2014

Self-reported

Mrs. Ardith Wieworka

Keywords

Self-reported

Afterschool, Advocacy, Education, Professional Development, Leader

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EIN

20-5116880

 Number

3938698428

Also Known As

MAP

Contact

Cause Area (NTEE Code)

Secondary/High School (B25)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

MAP's accomplishments have been in several different areas such as professional development, policy, and advocacy. MAP's strategy does not rest on one direction, rather, our organization employs several different strategies to best integrate afterschool programming into the educational system. ASOST Line Item Increase - The afterschool and out-of-school time quality grant, line item 7061-9611, is the only dedicated funding stream for afterschool programming in Massachusetts. MAP successfully advocated for an increase to the line item - now at $1.71 million. Successful Expansion of Zero Robotics - Zero Robotics (ZR) is an informal STEM curriculum that teaches middle school and high school students to code. In partnership with MIT, NASA, and the Department of Defense, MAP expanded the curriculum to 12 sites this year. Each site teaches the curriculum over the course of the summer, culminating in a finals competition, where all teams convene at MIT where there code is beamed to the International Space Station. Astronauts then upload the code into small satellites and the results are shown in real time to the teams back on earth. ASOST Coordinating Council Moves Towards Recommendations - The Afterschool and Out-of-School Time Coordinating Council, a 15 member body including a Senator and a Representative, are moving towards making valuable recommendations on afterschool to the legislature. GoalsFurther Increase to the ASOST line Item - funding is the still the largest impediment for access to quality afterschool programs. Stronger Impact on the Afterschool Field - MAP expects to expand its direct service programs and advocacy to provide a better voice from the field. In turn this creates better policy. Expanded Professional Development - Ask providers and programs what their biggest need is and you hear PD. MAP hopes to expanded its training and technical assistance int he coming year.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

MTAC

Massachusetts Technical Assistance Collaborative (MTAC) - MTAC is MAP's professional development and technical assistance program. MAP targets afterschool programs around Massachusetts in need of training. This can include newly developed and state certified curriculum for CEU credits.

Category

Education, General/Other

Population(s) Served

Adults

Children and Youth (0 - 19 years)

Budget

$100,000.00

Program 2

Strong Communities Project

The Strong Communities Project aims to increase coordination and participation of afterschool programs, in regards to families, and schools in Woburn and the surrounding communities. MAP's efforts are rooted in research linking the efficacy of partnerships in growing community bonds and developing better educational practices. With the Strong Communities Project, MAP will build a system that incorporates all aspects of Woburn's community and allows families to ensure a stable future for their children, regardless of income. MAP's Community Coordinator will work with the local school district and community based organizations (CBO's) and create a reference guide. Through this guide, the Coordinator will be able to provide advice to families on programs accessible to them. The Coordinator will also work as a reverse conduit through which Schools and CBO's have access to students and parent groups in their area.

Category

Education, General/Other

Population(s) Served

Children and Youth (0 - 19 years)

Poor/Economically Disadvantaged, Indigent, General

Other Named Groups

Budget

$100,000.00

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    MAP's goal is to ensure all school age children and youth have access to quality enrichment activities before school, afterschool, and during the summer months. MAP does this: For Lawmakers: Through the development of public policy anchored in relevant research that highlights the central role of afterschool and out of school time in the growth of the whole child. For Out of School Time Educators: By developing high quality professional development and technical assistance opportunities for out of school time educators grounded in research and implemented by experienced, successful trainers. For Families: By providing a wide array of network information regarding out of school time programming and opportunities in specific communities across Massachusetts. This information allows families to tailor their child's out of school time experience to a child's unique needs. For Communities: By providing access to local resources for out of school time stakeholders. MAP acts as the bridge that helps bring community resources to out of school time programs. For Students: By creating a network of dedicated stakeholders devoted to building a system that provides students with multiple ways of learning rooted to high standards in collaboration with educational resources in a community.
  2. What are the organization's key strategies for making this happen?
    Over its 10 years of existence MAP has employed a multitude of strategies to accomplish its goals. Each strategy is defined by thorough research as well as a input from the afterschool field and other stake holders through out Massachusetts. Additionally, MAP's strategies have evolved through the years, incorporating ideas that work and shedding those that do not. Our strategies include:Advocacy - Public understanding of key afterschool issues is a valuable aspect of any quality system. State funding is critical to many programs in Massachusetts, as such MAP has host an "advocacy season". Over a period of of months, MAP brings together providers, experts, and law makes for a series of invents that bring to light the benefits of afterschool. Research - There have been major strides in research over the last 5 years. New data suggest afterschool enrichment is incredibly important to the growth of children and youth. This data is pertinent to the field and to the legislature. At MAP, research is a primary component of every strategy, but extends beyond as MAP staff are constantly looking for and evaluating new research. Professional Development - Over the past decade, MAP has consistently implemented quality professional development and technical assistance to providers in Massachusetts. The growing need for increase PD, however, has MAP growing this aspect of the organization. PD and TA are no longer embedded in the framework of our policy and advocacy initiatives. Now, the Massachusetts Technical Assistance Collaborative (MTAC) occupies a much greater role within MAP. MAP hired a full time dedicated staff member to expand and grow the program. Additionally, a fleet of trainers and coaches will be available to service school age providers with quality curriculum training. MAP plans on expanding services by 25% and then some. Professional development is a key aspect of a healthy afterschool system and as such must be expanded to accompany the need. Expanding MTAC increases MAP's ability to connect with the field and grow valuable partnerships, which will be leveraged come advocacy season. Furthermore there are increasing in participation throughout the state, leading to wide spread acknowledgment of the benefits of afterschool programming. Communications - In order to facilitate comprehensive outreach to the afterschool field MAP has utilized communication strategies to relay information. Through MAP's website anyone can contact the staff directly, as well as access news and research.MAP's most successful communication tool is the Weekly Information for Networks (WIN) newsletter. The newsletter is sent to numerous stake holders every week containing the latest information on afterschool. The newsletter has 25% higher open rate than industry standards. Policy Development - Many of MAP's initiatives over it's life span have been policy related. MAP's occupies a special niche in the atfteschool realm, using our expertise and knowledge to help craft local and state policy. Additionally, MAP sits on the Afterschool and Out-of-School Time (ASOST) Coordinating Council. This 15 member body is responsible for holding public testimony, gathering research, and making recommendations to both the Governor and Legislature.
  3. What are the organization's capabilities for doing this?
    MAP has a coalition of partners throughout Massachusetts that make our work possible. Additionally, MAP employs qualified and passionate staff who come from a wide range of backgrounds. These two factors enable MAP to accomplish goals and objectives that other organizations our size can't.Strong Network - MAP has a strong network of partners all over Massachusetts. We engage with research organizations to provide supplemental analysis and data. Providers and programs are critical allies come advocacy season. MAP's influence carries into the State House where we are regularly working with staff of a Senator and Representative. MAP has provided research and expertise to their offices for over 7 years. Qualified Staff - Currently MAP employs 8 staff, 5 of whom are full time. Each staff member, regardless of time spent with the organization, is highly qualified in various subject matters. Being a policy organization, each employee is well versed in local, state, and national politics as well as the intricate minutiae of education policy which is so critical to success. MAP staff is also qualified in communications, research, professional development, and advocacy.
  4. How will they know if they are making progress?
    MAP's goal is access quality afterschool programs for all children and youth. This can be measured many different ways. MAP has chosen a qualitative method (i.e. input from the field, surveys, communications) as well as quantitative (i.e. state funding, newsletter analytics, event attendance). When measuring either method MAP takes into account both the history of afterschool in Massachusetts as well as comparative measures of other states and systems. This allows our organization to see where are in real time pertaining to the success of the above stated goal. Take for example the only dedicated state line item for afterschool - the Afterschool and Out-of-School Time (ASOST) Quality Grant. It is a major part of MAP's advocacy every year. Despite a recession and state and national budget gaps, MAP has successfully advocated for increases to the grant every year for 4 years. Our long term goal of the grant would be a continually increasing money pool for programs. Our intermediate goal we break up into one year increments based on research and data. This allows MAP to go to the legislature and governor and have an "ask" grounded in reality.
  5. What have and haven't they accomplished so far?
    Of our long term goal, MAP has accomplished much already. This includes:Continual increases to the ASOST Quality Grant (line item 7061-9611) enabling thousands of children and youth access to quality afterschool enrichment.Passage of the ASOST Coordinating Council. This 15 member body is designed to make recommendations to the legislature in regards to expanded learning opportunities. MAP sits on the Council and is heavily invested in its success.Expansion of professional development services to programs across Massachusetts has allowed afterschool instructors implement quality CEU certified curriculum.
Service Areas

Self-reported

Massachusetts

MAP is a statewide organization. Despite this we also put emphasis on helping children in communities of need. Often times, policy and advocacy must be directed in specific locations to have a greater impact.

Funding Needs

MAP is looking to expand its direct services programs in the coming years. As a research and policy organization, MAP is looking to be the leader in afterschool data collection and community outreach. Our current needs are:Funding to support the ASOST Coordinating Council - as a sitting member of the Council, MAP has invested time and resources in helping develop critical afterschool policies. In order to expand on our work, MAP is looking for state and private sources of funding to complete projects such as: school and CBO data sharing, state resource MAP, system improvements research, public information campaign. Research Funding - MAP looks to build off of successes of communities around Massachusetts and develop comprehensive models to expand best practices.PD Funding - MAP looks to build our PD arm to incorporate all geographic areas of the state. PD is important to the success of afterschool programs everywhere.

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

MASSACHUSETTS AFTERSCHOOL PARTNERSHIP
Fiscal year: Jul 01-Jun 30

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Operations

The people, governance practices, and partners that make the organization tick.

Massachusetts Afterschool Partnership Inc.

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2014
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Mrs. Ardith Wieworka

BIO

Ardith Wieworka was appointed as Chief Executive Officer of the Massachusetts Afterschool Partnership in 2014. Ms. Wieworka has a distinguished career in Massachusetts supporting and promoting programs benefitting children, youth, their families and communities. As CEO, Ms. Wieworka oversees a range of public policy and advocacy initiatives promoting the work of afterschool programs and expanded learning opportunities for children. In addition, Ms. Wieworka is expanding the professional development and training arm of MAP to support afterschool professionals in their development to become even greater educators in the afterschool field.Ms. Wieworka has increased the visibility of the out of school time field by supporting the After School and Out of School Time grant program, and providing leadership on the legislatively created ASOST Coordinating Council. Ms. Wieworka continues her work on early education and school age issues in her additional role as Executive Vice-President of Child Development and Education, the largest family child care support organization in Massachusetts.Prior to her leadership role at MAP, Ms. Wieworka served as the Commissioner of the Massachusetts Office of Child Care Services, one of the ten largest agencies in state government, overseeing the state licensing and child care subsidy administration system. As the longest serving Commissioner of this agency, Ms. Wieworka led the department in making policy, regulatory, and technology advances that changed the face of early education and school age programming in Massachusetts, and grew the agency's budget to better support at risk children and families across the state.

Governance

BOARD CHAIR

Ms. Berna Mann

Unite Here Health

Term: Dec 2014 - Dec 2016

BOARD LEADERSHIP PRACTICES

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BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?