JUMA VENTURESBreaking the cycle of poverty by ensuring

that young people complete a four-year college education

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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

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.

THE PROBLEM

JUMA’S SOLUTION

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

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THEORY OF CHANGE

College Access

Savings

Job

Source of Income Training Supervision Evaluation Ongoing Coaching

IDA 2:1 Match

Online Curriculum Budgeting

Financial Coaching

Youth Development Academic Coaching

Tutoring College Planning

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YOUTH PROFILE

First in family togo to college 88%

Living below 200%of federal poverty

Foster careinvolvement

Unstable currenthousing situation

93%

6%

8%

Emotional healthvulnerable/in crisis 16%

JUMA VENTURES

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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

Data

Analysis

Strategy

Implementation

1. Are we seeing results?2. What is good

performance?3. How are our results

changing over time?4. How can we improve?

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EVALUATION PLANWeekly: 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