EEP 2-Day Workshop presented by the Mentoring Partnership of Minnesota. Day 1 Slides.

1. How to Build A
Successful Mentoring
Program using the
Elements of Effective
Practice™
1

2. Mentoring Partnership of Minnesota
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
2

3. 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
3

4. 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.
4 EEP3

5. ―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
5
Section II/Pages 7-10

6. 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.
6
II/Page 9

7. Types of Mentoring
Traditional
Group
Team
Peer
E-mentoring
II/Page 9
7 IV-Tab A/Pages 30-39

8. Locations of Mentoring
Community setting
School
Faith-based organization
Workplace
Virtual community
8
II/Page 9

9. 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?
9

10. 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
10
III/Page 11

11. Program Design and Planning
11

12. 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
12
Checklist: 25-26

13. 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
13

14. 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.
14

15. 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.
15

16. How’s This?
The Mentoring Partnership of Minnesota
leads the state in building and sustaining
quality mentoring for every child.
16

17. Know Your Mission
Build a strong
foundation
• Focus resources
• Stakeholder alignment
• Consistent
17

18. Goals & Objectives
Goals Objectives
Broad statements that Specific targets or
follow from your approaches to achieve
mission. goals.
Provide young people Recruit, train & match
with the opportunity to 25 new mentors by
explore careers through October
one-to-one relationships
with adults
18

19. Program Parameters & Guidelines
1. Youth population 7. When takes place
2. Mentors 8. Frequency/duration
3. Type of program 9. Setting
4. Stand-alone/existing 10. Stakeholders
5. Nature of sessions 11. Evaluation
6. Outcomes 12. Case management
19
IV/Pages 15-21

20. 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
20
IV/Pages 21-23

21. 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
21
IV/Page 22

22. 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
22
V/Pages 53-62

23. 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; and
Improve board performance.
23
V/Pages 53-55

24. Advisory Group Roles
1. Setting policy and approving practices
2. Assuming legal responsibility for all the
affairs of your organization
3. Serving as the fiduciary body for your
organization
4. Providing connections to potential
funders
5. Providing legal, financial and other
expertise as needed
V/Page 54
24

25. Mentoring Program Manual
Population served
Recruitment & matching process
Frequency & duration
Type of mentoring activities
Non-mentoring roles for
volunteers
Risk management & liability
Resource Development plan
Financial management plan
V/Page 54
25

26. Managing Program Information
Manage finances
Maintain personnel
practices and records
Track program information
and activity
Document matches
Manage risk
Document program
evaluation efforts 26
V/Pages 55-57

27. 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.
27

28. 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
28

29. 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%
29

30. LUNCH
Get your Market $$
Enjoy your choice of vendors at the Midtown
Global Market – next door to hotel!
30

31. 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?
31

32. Evaluation Criteria & Methods
Why should programs conduct
evaluations?
To help improve the program
Accountability
32
VII/Page 163

33. 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
33

34. 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.
34
VII/Page 165

35. Process Outcome
Measures the efforts put Measures the
into the program effectiveness of the
Provides information program
about the inputs, intensity Provides evidence
and duration of the regarding the impact of
program the program on
Assesses program design participants over time
and implementation and/or compared to
Answers whether the another group
program is being Can examine both
implemented as planned immediate and long-term
Measures dosage outcomes
35
VII/Pages 165-168

36. 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
36

37. Logic Models & Evaluation
37
VII-Tab D/Page 177

38. Improving Evaluation Design
Use the research
Increase design complexity
Add outcome targets—numerical for
achieving outcomes
Incorporate both process and outcome
evaluation
38

39. 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
39 V/Pages 58-59

40. Staff Development Plan
Screening & Orientation
Ongoing Staff Training
Build on Staff Members’ Skills and
Knowledge
40
V/Page 59

41. 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 57-58
Timeline: IV/Page 45
41

42. 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
42

43. 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
43
V/Pages 61-63

44. 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
44
V/Page 61, V-A/Page 117

45. 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
45

46. 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
Rally For offices;
Youth Day at Send updates on your program to
the Capitol legislators;
Tuesday, Invite legislators to events that showcase
Feb. 21 your program and how it affects the
community.
46
V/Page 60

47. 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?
47

48. WRAP UP
What will you remember, absolutely,
positively?
48

49. See you tomorrow!
Section 6 – How to Structure Effective
Program Operations
49