High school is becoming the next frontier for after-school advocates. The conceptual and practical leaps from programming for elementary and middle school students to high school students are significant, and the marketing challenges are huge. Arguing persuasively for investments in this population requires revisiting almost every strategic decision made, from public education to policy framing to partnership development. To support policy makers, program leaders and advocates in making decisions related to high school after-school, this commentary summarizes what we know and answers some basic but important questions. Conversations with Kathy Lewis, deputy superintendent for Child, Youth and Family Services in the California Department of Education, and Milbrey McLaughlin, of Stanford University, help us illustrate and bridge the policy and research perspectives on high school programming.

High school is becoming the next frontier for after-school advocates. The conceptual and practical leaps from programming for elementary and middle school students to high school students are significant, and the marketing challenges are huge. Arguing persuasively for investments in this population requires revisiting almost every strategic decision made, from public education to policy framing to partnership development. To support policy makers, program leaders and advocates in making decisions related to high school after-school, this commentary summarizes what we know and answers some basic but important questions. Conversations with Kathy Lewis, deputy superintendent for Child, Youth and Family Services in the California Department of Education, and Milbrey McLaughlin, of Stanford University, help us illustrate and bridge the policy and research perspectives on high school programming.

High school is becoming the next frontier for after-school advocates. The conceptual and practical leaps from programming for elementary and middle school students to high school students are significant, and the marketing challenges are huge. Arguing persuasively for investments in this population requires revisiting almost every strategic decision made, from public education to policy framing to partnership development. To support policy makers, program leaders and advocates in making decisions related to high school after-school, this commentary summarizes what we know and answers some basic but important questions. Conversations with Kathy Lewis, deputy superintendent for Child, Youth and Family Services in the California Department of Education, and Milbrey McLaughlin, of Stanford University, help us illustrate and bridge the policy and research perspectives on high school programming.

The first of several reports to come from CASEL's major meta-analysis
project. Conducted in collaboration with Joseph Durlak of Loyola University
and funded by the W.T. Grant Foundation, this first report describes the
strong positive effects after-school programs can have, and the conditions
needed to realize these benefits.

The first of several reports to come from CASEL's major meta-analysis
project. Conducted in collaboration with Joseph Durlak of Loyola University
and funded by the W.T. Grant Foundation, this first report describes the
strong positive effects after-school programs can have, and the conditions
needed to realize these benefits.

The first of several reports to come from CASEL's major meta-analysis
project. Conducted in collaboration with Joseph Durlak of Loyola University
and funded by the W.T. Grant Foundation, this first report describes the
strong positive effects after-school programs can have, and the conditions
needed to realize these benefits.

In 2005 the Association for the Advancement of Mexican Americans (AAMA) was providing services to more than 30,000 individuals annually through nearly 30 different programs. Its extensive program portfolio served clients of all ages and of many ethnic and racial groups in five Texas cities. All signs were pointing to growth: AAMA's services were in increasing demand given the soaring Latino population; AAMA's leadership was eager for the organization to magnify its impact; multiple funding partners were interested in investing in AAMA's expansion.

While the growth imperative was unambiguous, the specific path was not. Should AAMA's leadership expand all of the organization's programs, or concentrate on a few? To chart a course, they got crystal clear about the people they most wanted to serve (first and foremost at-risk Mexican American youth in Texas) and the benefits they wanted to help create for these individuals (e.g., increased college graduation rates, improved job preparedness, decreased substance abuse). Reviewing AAMA's programs, they saw that some were better aligned with these priorities than others. Acting on this information, they concluded that AAMA could do the most good by focusing its energies on enhancing and growing the tightly-aligned programs.

In 2005 the Association for the Advancement of Mexican Americans (AAMA) was providing services to more than 30,000 individuals annually through nearly 30 different programs. Its extensive program portfolio served clients of all ages and of many ethnic and racial groups in five Texas cities. All signs were pointing to growth: AAMA's services were in increasing demand given the soaring Latino population; AAMA's leadership was eager for the organization to magnify its impact; multiple funding partners were interested in investing in AAMA's expansion.

While the growth imperative was unambiguous, the specific path was not. Should AAMA's leadership expand all of the organization's programs, or concentrate on a few? To chart a course, they got crystal clear about the people they most wanted to serve (first and foremost at-risk Mexican American youth in Texas) and the benefits they wanted to help create for these individuals (e.g., increased college graduation rates, improved job preparedness, decreased substance abuse). Reviewing AAMA's programs, they saw that some were better aligned with these priorities than others. Acting on this information, they concluded that AAMA could do the most good by focusing its energies on enhancing and growing the tightly-aligned programs.