DATA USE PROFILE: Boys & Girls Clubs of the Coastal Plain

EFFECTIVE DATA USE: A CATALYST FOR ORGANIZATIONAL

TRANSFORMATION

SUMMARY

New organization leaders implemented far-reaching change by requiring all Club staff to begin collecting and using data. A culture of measurement now drives all strategies and actions of the organization. Program and outcomes data use enables staff members to better serve youth, by assessing how well they implement the Formula for Impact, which strategies result in increased average daily attendance (ADA), and which youth need targeted assistance.

Organization Snapshot Location: Winterville, N.C. Founded: 1969 Budget: $3.7 million Facilities: 9 Annual Membership: 2,600

THE CHALLENGE

Prior to October 2012, when the organization’s board hired a new chief executive officer, the Boys & Girls Clubs of the Coastal Plain had not prioritized outcome measurement or data use. The organization did not measure youth outcomes and collected very little member attendance information. Few data collection systems or practices existed to support planning and program improvement. THE SOLUTION

The board hired CEO Misty Marston in part for her understanding and appreciation of data use. Marston hired Stephanie Reynolds to fill a new position of Director of Training and Outcome Measurement, and charged her with implementing a comprehensive data collection system. The transformation entailed creating a new set of common indicators for an internal quarterly data report, a standard data collection system for all sites, a data review process, staff training, and communications with board and Club leaders. Reynolds quickly recognized that she needed to introduce data collection systems and practices slowly to staff. Over the next two years, staff members gradually came to value the systems used for measurement, learned the skills needed to interpret data and began identifying opportunities to improve programs based on what the data revealed.

As a first step, Reynolds created a monthly report for each unit. The uniform report includes indicators such as total membership by gender and age group, and average daily attendance. It also includes participation numbers for Academic Success, Good Character and Citizenship, and Healthy Lifestyles programs, and tracks volunteer service hours. These reports enabled unit directors and organization leaders to discern attendance trends and identify strategies to increase ADA. In an effort to measure and deepen impact, the organization also created a Club Assessment Scorecard for each unit. The Club Assessment Scorecard uses a common set of indicators to measure how actual member outcomes compare each quarter to goals set by the organization. Reynolds works with each unit director to set quarterly goals and create action plans for enhancement. One of the most important data points on the scorecard tracks the percentage of Club members who earned a C average or higher on their most recent report cards. This data helps identify members who need to be connected with additional resources to help them improve academically. In addition to NYOI survey data and the Club Assessment Scorecard, staff use several other data sources to assess member progress toward key outcomes. For instance, staff review data from the Stride Academy, a web-based learning program aligned with Common Core school standards that is used by Club members. Staff also assess members’ health three times per year using Fitnessgram, a system that measures and tracks aerobic capacity, upper body strength and flexibility. To measure community engagement, each site tracks hours of Club and community service completed by youth. IMPACT OF DATA USE

All of the organization’s strategic planning now begins with data review. For instance, NYOI National Outcomes Survey data indicated significant room for improvement in the area of safety. The board charged leadership to form teams of full- and part-time staff members from each unit to create safety action plans. Each month, senior leaders review these plans to monitor progress on safety. The organization also contracted Praesidium, an abuse prevention and risk management firm, to assess facility safety, interview staff and review policies and procedures. Staff now create, alter and enhance programs based on what data reveals. For example, in six of the Clubs, staff used the data provided in their monthly unit reports to make program changes that have helped increase ADA by 24 percent since February of 2013. Using school and Stride Academy data enables staff to work more intensively with members on specific subjects and academic skills. These efforts by Club staff at the Jarvis site helped the percentage of members earning a grade of C or higher jump from 69 to 81 percent over the course a nine-month grading period. A clearly defined measurement process and adequate training enable staff members to determine the quality of program implementation and what changes they should make to increase their programs’ impact on youth. As Club leaders continue to gain experience and

skill in collecting and interpreting data, youth in eastern North Carolina will continue to reap the benefits. PULL QUOTE: “We want to make sure we don’t get comfortable. We don’t want to become complacent just because of our success.”

Stephanie Reynolds, Director of Training and Outcome Measurement