Transcript Slide 1

JUMA VENTURES
Breaking the cycle of poverty by ensuring that young
people complete a four-year college education
THE PROBLEM
Higher education is a proven path
out of poverty, yet only 52% of
low-income youth who graduate
from high school enter college and
only 11% finish.1
JUMA’S SOLUTION
An innovative, award-winning
program that closes the
opportunity gap by combing
employment, financial capability
and services to ensure college
access and success.
ETO is critical to realizing Juma’s
mission. It provides accessible,
real time data for early
identification of issues and
responsive course correction.
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Source: Pathways to College Network (www.pathwaystocollege.net),
Moving Beyond Access (The Pell Institute)
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THEORY OF CHANGE
Job
IDA
2:1 Match
Online Curriculum
Budgeting
Financial Coaching
Savings
College
Access
Youth Development
Academic Coaching
Tutoring
College Planning
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Source of Income
Training
Supervision
Evaluation
Ongoing Coaching
YOUTH PROFILE
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First in family to
go to college
88%
Living below 200%
of federal poverty
93%
Emotional health
vulnerable/in crisis
16%
JUMA VENTURES
Unstable current
housing situation
8%
Foster care
involvement
6%
DATA SYSTEM FOR PERFORMANCE
MANAGEMENT
1. Allows for the collection and use of real time data.
2. Supports the work of front line staff.
3. Tracks outcomes at the level of the client, caseload, program,
and organization.
4. Links efforts to outputs and outcomes.
5. Supports management of program quality.
6. Supports supervision and program management.
7. Supplies data for all reporting requirements.
8. Supports organizational learning.
9. Highly flexible to support emerging measurement and
management needs.
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CYCLE OF CONTINUOUS IMPROVEMENT
1. Are we seeing results?
2. What is good performance?
3. How are our results
changing over time?
4. How can we improve?
Data
Implementation
Analysis
Strategy
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EVALUATION PLAN
Weekly: Youth Review Tool, discuss case-by-case with
supervisor.
Monthly: Earnings/savings, attendance at work.
Quarterly: Site-by-site comparison.
Balanced Score Card for agency-wide performance
indicators.
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DATA & PROGRAM OPS/STRATEGY 1
• Challenge: Asset-Building Procedures
• Regular audit of savings data identified problem
in direct deposit going through
• Implemented new timeline for account openings
and direct deposit
• Created new strategy to increase % of paycheck
saved
• Success: Strategies Lead to Change
• Goal: 60% of seniors will save $1,000
• Class of 2012: 40% met goal
• Class of 2013: seniors in SF have already met
60% target, with 6 months left to save
• For first time, multiple juniors hit $1,000 goal
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DATA & PROGRAM OPS/STRATEGY 2
• Challenge: No Call/No Shows at Work
• Ballpark managers reported high number of no
call/no shows
• Data showed some youth work many shifts above
monthly target, some disengaged, few in the
middle
• Process: Strategies in Implementation
• Codify write-up process for no call/no shows
• Create “Inactive” designation
• Ballpark Manager & YDC meet with youth
• Clear, documented steps to achieve “Active”
status again
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DATA & FUND DEVELOPMENT
• Development team uses ETO for:
• Easy and accurate reporting to funders and
stakeholders
• Effectively making the case for renewed and
increased funding, and attracting new funders
• Internal evaluation & CQI has been instrumental in
expanding partnership with Citi Foundation and
securing new multi-year commitments from
BlackRock and Surdna Foundation (to expand
locations of social enterprise).
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DEMOGRAPHICS
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QUALITY INDICATORS
Time Spent with Youth by:
Caseload, Subject
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QUALITY INDICATORS
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OUTCOMES
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YOUTH-SPECIFIC REPORTING
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RELATING EFFORTS TO OUTCOMES
Tutoring Hours
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WHAT WORKED, WHAT DIDN’T
1. Clarify roles, responsibilities
and expectations…and hold
accountable
2. Involve a broad range of
staff
3. Ensure that staff can devote
sufficient time
4. Make deeper cultural
change part of building
capacity
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