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JUMA VENTURES

JUMA VENTURES is an innovative program that combines employment, financial capability, and services to ensure college access and success for low-income youth. Their data system supports performance management and continuous improvement.

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JUMA VENTURES

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  1. JUMA VENTURES Breaking the cycle of poverty by ensuring that young people complete a four-year college education

  2. 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. 1 Source: Pathways to College Network (www.pathwaystocollege.net), Moving Beyond Access (The Pell Institute)

  3. THEORY OF CHANGE

  4. YOUTH PROFILE First in family to go to college 88% 93% Living below 200% of federal poverty Emotional healthvulnerable/in crisis 16% • JUMA VENTURES Unstable current housing situation 8% Foster care involvement 6%

  5. DATA SYSTEM FOR PERFORMANCE MANAGEMENT • Allows for the collection and use of real time data. • Supports the work of front line staff. • Tracks outcomes at the level of the client, caseload, program, and organization. • Links efforts to outputs and outcomes. • Supports management of program quality. • Supports supervision and program management. • Supplies data for all reporting requirements. • Supports organizational learning. • Highly flexible to support emerging measurement and management needs.

  6. CYCLE OF CONTINUOUS IMPROVEMENT • Are we seeing results? • What is good performance? • How are our results changing over time? • How can we improve?

  7. 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.

  8. 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

  9. 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

  10. 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).

  11. DEMOGRAPHICS

  12. QUALITY INDICATORS Time Spent with Youth by: Caseload, Subject

  13. QUALITY INDICATORS

  14. OUTCOMES

  15. YOUTH-SPECIFIC REPORTING

  16. RELATING EFFORTS TO OUTCOMES Tutoring Hours

  17. WHAT WORKED, WHAT DIDN’T • Clarify roles, responsibilities and expectations…and hold accountable • Involve a broad range of staff • Ensure that staff can devote sufficient time • Make deeper cultural change part of building capacity

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