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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

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

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