elements of effective practice - design, management & evaluation
DESCRIPTION
EEP 2-Day Workshop presented by the Mentoring Partnership of Minnesota. Day 1 Slides.TRANSCRIPT
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How to Build A Successful Mentoring Program using the
Elements of Effective Practice™
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MPM IS THE DRIVING FORCE IN THE MENTORING MOVEMENT IN MINNESOTA. WE BRING TOGETHER DIVERSE INDIVIDUALS AND ORGANIZATIONS AROUND TWO STRATEGIC GOALS:
MPM will Increase Quality Mentoring in Minnesota
MPM is the Leading Champion of Quality Mentoring Across Minnesota
Mentoring Partnership of Minnesota
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Workshop Goals
1. Get to know each other & MPM
2. Raise awareness of best practices
3. Recognize importance of quality
4. Overview of Elements of Effective Practice for Mentoring
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EEP34
Elements of Effective Practice
Youth mentoring programs are more successful when they follow proven, effective mentoring practices and strategies
Revised in 2009, the Elements are guidelines for running safe and effective mentoring programs, 3rd edition includes evidence-based operational standards.
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“How to Build a Successful Mentoring Program Using the Elements of Effective Practice”
The companion Tool Kit for the Elements (with CD)
Program Design and Planning
Program Management
Program Operations
Program Evaluation
Section II/Pages 7-10
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Mentoring - Defined
Mentoring is a structured and trusting relationship that brings young people together with caring individuals who offer guidance, support and encouragement aimed at developing the competence and character of the mentee.
II/Page 9
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Types of Mentoring
Traditional
Group
Team
Peer
E-mentoring
II/Page 9IV-Tab A/Pages 30-39
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Locations of Mentoring
Community setting
School
Faith-based organization
Workplace
Virtual community
II/Page 9
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OPENING CEREMONIES
What events do you compete in? Who are your athletes?
What will you take home a gold medal for?
What do you need more training and coaching in?
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Successful Mentoring
Mentoring is not one-size-fits-all
Most significant predictor of positive mentoring results is whether mentors and mentees share a close, trusting relationship
III/Page 11
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Program Design and Planning
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Program Design and Planning
Define the Who, What, Where and When
Plan How the Program Will Be Managed Select Management Team Establish Policies and Procedures Ongoing Staff Training Develop a Financial Plan Implement the Program Plan How to Evaluate the Program
IV/Pages 15; 21-23 Checklist: 25-26
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Getting Started
Is there a need?
Are people ready and willing to invest in your program?
Do you have the capacity, commitment and capability to run a quality program?
IV/Pages 15-16
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Mission Defined
A mission statement defines in one or two brief sentences, the overall purpose of the program.
A mission defines what your program is and why it exists.
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Let’s Look at a Sample
The Catapulting Careers program connects high school students in Atlanta with caring adults from local industries to explore career opportunities and ease the transition from high school to college or employment.
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How’s This?
The Mentoring Partnership of Minnesota leads the state in building and sustaining quality mentoring for every child.
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Know Your Mission
Build a strong foundation
• Focus resources• Stakeholder alignment• Consistent
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Goals & Objectives
Goals
Broad statements that follow from your mission.
Objectives
Specific targets or approaches to achieve goals.
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Provide young people with the opportunity to explore careers through one-to-one relationships with adults
Recruit, train & match 25 new mentors by October
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Program Parameters & Guidelines
1. Youth population
2. Mentors
3. Type of program
4. Stand-alone/existing
5. Nature of sessions
6. Outcomes
7. When takes place
8. Frequency/duration
9. Setting
10.Stakeholders
11.Evaluation
12.Case management
IV/Pages 15-21
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Management Team
Who will staff and manage your program?
Will all staff be paid?
What skills/abilities are needed?
How will you train/orient new staff?
Professional development
Human resource policies
Form an advisory group
IV/Pages 21-23
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Program Management
Establish Policies and Procedures
Implement Ongoing Staff Training and Professional Development
Develop a Financial Plan
Implement the Program
Plan How to Evaluate the Program
Logic Model
IV/Page 22
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Program Management
Advisory Group
System for Managing Program Information
Resource Development Plan
System to Monitor the Program
Professional Staff Development Plan
Advocate for Mentoring
Public Relations/Communications Effort
V/Pages 53-62
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Advisory Group Functions
Clarify the organization’s mission or vision;Resolve key strategic or policy issues;Develop the financial resources Provide expertise or access to policymakers;Build the reputation of the organization with key stakeholders;Oversee financial performance;Ensure adequate risk management;Assess the organization’s performance with regard to its priorities; andImprove board performance.
V/Pages 53-55
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Advisory Group Roles
1. Setting policy and approving practices 2. Assuming legal responsibility for all the
affairs of your organization3. Serving as the fiduciary body for your
organization4. Providing connections to potential
funders5. Providing legal, financial and other
expertise as needed
V/Page 54
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Mentoring Program Manual
Population servedRecruitment & matching processFrequency & durationType of mentoring activitiesNon-mentoring roles for volunteersRisk management & liabilityResource Development planFinancial management plan
V/Page 54
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Managing Program Information
Manage finances
Maintain personnel practices and records
Track program information and activity
Document matches
Manage risk
Document program evaluation efforts
V/Pages 55-57
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QMAP Overview
QMAP =
Quality Mentoring Assessment Path
QMAP is a mentoring program self-assessment tool designed to help youth mentoring programs improve current processes by evaluating program quality.
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QMAP Overview
Program quality is based on:
Elements of Effective Practice for Mentoring™
Current research on evidence-based practice in the field of mentoring
Insight from mentoring program practitioners around our state
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QMAP is a valuable process
Rate the value of the QMAP for your program.
Extremely valuable 67%
Pretty valuable 33%
Not very valuable 0%
Not at all valuable 0%
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LUNCH
Get your Market $$
Enjoy your choice of vendors at the Midtown Global Market – next door to hotel!
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Core Messages
What is your mission?
What do you do? Why is it important?
What need are you trying to meet?
What would happen if your program didn’t exist?
Who does your program serve? What are their unique needs and challenges?
What makes your program unique?
Does your program work? How do you know?
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Evaluation Criteria & Methods
Why should programs conduct evaluations?
To help improve the program
Accountability
VII/Page 163
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Key Steps in Evaluation Process
Set the stage
Decide what to measure
Decide how to measure
Collect the data
Analyze the data
Use the results
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Two Major Types of Evaluation
Process evaluations focus on whether a program is being implemented as intended, how it is being experienced, and whether changes are needed to address any problems.
Outcome evaluations focus on what, if any, effects the program is having.
VII/Page 165
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Process Outcome
Measures the efforts put into the programProvides information about the inputs, intensity and duration of the programAssesses program design and implementationAnswers whether the program is being implemented as plannedMeasures dosage
Measures the effectiveness of the programProvides evidence regarding the impact of the program on participants over time and/or compared to another groupCan examine both immediate and long-term outcomes
VII/Pages 165-168
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Types of Outcome Evaluations
Single-group designs are the simplest and most common (post-test questionnaires, pre/post-tests)
Quasi-experimental designs help evaluators identify whether a program actually causes a change in program participants, using controls to eliminate possible biases
VII/Pages 166-168
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Logic Models & Evaluation
VII-Tab D/Page 177
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Improving Evaluation Design
Use the research
Increase design complexity
Add outcome targets—numerical for achieving outcomes
Incorporate both process and outcome evaluation
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System to Monitor the Program
Review Policies, Procedures and Operations on a Regular Basis
Collect Program Information from Mentors, Mentees and Other Participants
Continually Assess Customer Service
V/Pages 58-59
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Staff Development Plan
Screening & Orientation
Ongoing Staff Training
Build on Staff Members’ Skills and Knowledge
V/Page 59
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Resource Development
Develop program model with clear goals & mission statement
Create a program budget
Determine amount of funding needed to start and sustain your program
Make a diversified fundraising plan
V/Pages 57-58Timeline: IV/Page 45
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Three Circles of Fundraising
Knowledge – research giving trends, donor priorities
Commitment – everyone involved in the fundraising process needs to believe in and be committed to the mission
Relationships – need to build a relationship with potential donors
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Establish a Public Relations & Communications Effort
Identify Target Markets
Develop a Marketing Plan
Gather Feedback from All Constituents
Recognize Program Participants and Sponsors
National Mentoring Month
V/Pages 61-63
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Major Goals of Public Relations
Build awareness of your program
Provide information to the target audience
Issue a call to action
Fundraising and mentor recruitment are types of public relations with specific target audiences
V/Page 61, V-A/Page 117
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Why Advocacy Is Important?
To create greater awareness of the cause (mentoring, a specific program, etc.)
To increase funding
To improve the system
To affect larger numbers of people than is possible through direct service alone
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Build Relationships with Legislators
Send letters to your legislators, and thank them if they help out;Attend town hall meetings and other events where your legislators will be present and introduce yourself;Meet with staff in legislators’ district offices;Send updates on your program to legislators;Invite legislators to events that showcase your program and how it affects the community.
Rally For Youth Day at the CapitolTuesday, Feb. 21
V/Page 60
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Core Messages
What is your mission?
What do you do? Why is it important?
What need are you trying to meet?
What would happen if your program didn’t exist?
Who does your program serve? What are their unique needs and challenges?
What makes your program unique?
Does your program work? How do you know?
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WRAP UP
What will you remember, absolutely, positively?
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See you tomorrow!
Section 6 – How to Structure Effective Program Operations