Beginning A Literacy Program
by Nancy Woods
Director, Adult Literacy Action
Pennsylvania State University

 

BEGINNING A LITERACY PROGRAM ASSESSING THE NEED PROGRAM STRUCTURE BUILDING A PROGRAM MONEY MATTERS RECRUITMENT PROMOTION TRAINING HORIZONS

PROGRAM STRUCTURE The best foundation for a literacy effort is a written answer, carefully thought out, to this question: Exactly what do you want your literacy program to do? The answer is the cornerstone, the mission statement, of the program. Components of the answer should include what the target population is, how many are in that population and how the program will deal with it. For example: (NAME OF PROGRAM) will train literacy tutors for adults reading below the fourth-grade level in (NAME) County. In the first year, the program will recruit (NUMBER) volunteers and (NUMBER) students. The more a beginning program involves others in the community, the better its chances of success. It then becomes "our program," rather that 'your program." Organizing an advisory board is one proven way to coordinate a community effort. Individual members of the board should have expertise in planning, budgeting, education or community relations. It is important to have all geographic areas and key community groups represented on the advisory board. Allocate among the advisory group responsibilities for specific areas of the program. The programís size and finances will determine whether one person handles all duties, or whether there must be a larger staff. As the advisors make decisions about structure, they should consider the following categories: Administrative/strategic planning: The project director and the board must constantly work together to set both short- and long-range plans, and to project and chart the literacy program's progress. For instance: By the first quarter of 1988, we want to have X students, Y tutors and volunteers, and Z operating budget. One early duty of the administration will be to find sites for the program. Its most important responsibility thereafter will be communications: to prevent the program from fragmenting, it is necessary to keep tutors, trainers, students and staff informed about each otherís activities and how they fit together in the overall plan, and to give recognition to the efforts of key people. Outreach: Press contacts and student/tutor recruitment can all fall into this department. A student-tutor coordinator should be named to keep accurate records and to match students with tutors. This department could establish and run a speakers bureau to build public awareness about illiteracy in general and about your literacy program's effort in particular, and it should keep the media apprised of your efforts and progress. One, and only one, person should be designated to coordinate media involvement to avoid confusion or duplication of requests. Finance: This committee or department develops a budget draft and looks into sources of funding. One important source of funding is in-kind contributions - donated space, telephones, equipment, secretarial services, professional services, etc. In addition to demonstrating tangible support of your program, these contributions may be acceptable as matching funds for grant proposals. Training: This segment of the program must be responsible for training tutors and staff, selecting appropriate materials and techniques, and developing training teams. Curriculum development: Once a program curriculum has been chosen, it is important to review materials for supplemental reading. Retired teachers and other professional educators may be of great assistance. Using readability scans (Consult your local library for an appropriate formula.) this staff or volunteer group can build lists of supplemental books at given reading levels. Bookstores and libraries could set these books out on 'easy reading" tables and shelves for students to choose. Secretarial/clerical service: It is easy to underestimate the importance of this department - but to do so is a mistake. A good secretarial service efficiently handles recordkeeping, phone calls and correspondence, and supports the work of both staff and volunteers. Any community program must provide competent office support to stay effective.