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High Impact Boomer Service Activities

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High Impact Boomer Service Activities

    Project STAR

    PERFORMANCE MEASUREMENT PACKET

    MEASURING PERFORMANCE

    with BABY BOOMERS

    DRAFT (7/25/08)

    Project STAR

    1-800-548-3656

    star@JBSinternational.com

    nationalservice.gov/resources

    (Search: project star)

    Copyright ? 2008 by JBS International, Inc., Aguirre Division

    REV 7/25/08 G-IN001

    CONTENTS

    Introduction and Background ................................................................. 1 What This Guide Offers.......................................................................... 1 Compelling Boomer Activities: Examples from the Field ............................. 2

    I. Skill-based Roles .......................................................................... 3

    Executive Service Corps (ESC) of Broward County

    Focusing Performance Measurement on

    Capacity-building Outcomes

    II. Flexible Time Commitments ........................................................... 6

    Seniors Against Investment Fraud ($AIF)

    Focusing Performance Measurement on

    Client Outcomes

    III.New Forms of Service Delivery ....................................................... 9

    Philadelphia Experience Corps

    Focusing Performance Measurement on

    Participant Development Outcomes

    Appendices: Performance Measures and Instruments

    Appendix A: Executive Service Corps (ESC) ....................................... 12

    Appendix B: Seniors Against Investment Fraud ($AIF) ........................ 17

    Appendix C: Philadelphia Experience Corps ........................................ 20 Acknowledgements ............................................................................. 24

    DRAFT

Project STAR Measuring Performance with Baby Boomers Senior Corps

     AmeriCorps

    Introduction and Background

    This packet provides guidance to National Service grantees and programs on measuring results achieved by and for Baby Boomer volunteers. The packet contains examples of service activities that Baby Boomers are likely to participate in, and identifies performance measures and instruments for these service activities.

    The motto of performance measurement is, ―If you can measure it, you can improve it.‖ The methods and tools of performance measurement provide a means to assess program impact and improve programs. Sharing

    performance measurement information with stakeholders is

    also a great way to ensure accountability and build support

    for your program. We hope the information in this packet will

    help you increase accountability of, and support for, the

    service activities of your Boomer volunteers.

    Project STAR collaborated with the Training Network at Temple University’s Center for Intergenerational Learning to develop this packet. The guidance in this packet is also based on interviews with, and material provided by, National Service directors from around the country and research on dozens of successful programs offering cutting-edge service opportunities for Boomer volunteers. (See page 24 for a complete list of contributors.) We spotlight three model programs and the ways in which they currently track and assess Boomer activities. The contents of this packet are geared primarily to Senior Corps and AmeriCorps grantees, but other national service programs may also find this material useful.

    What This Guide Offers

    National service programs have an opportunity to harness what has been called America’s most valuable untapped resource: the

    skills, talents and experiences of Baby Boomers. This

    guide will help you assess results produced by and for

    these Baby Boomer volunteers so that you can more fully

    achieve your organization’s mission. It’s all about

    transforming the assets of volunteers aged 50+ into

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     AmeriCorps

    measurable, high-impact benefits for your organization and others. To reap the benefits of innovative practices in the field, this packet will provide:

    ; Snapshots of successful Boomer activities

    ; Descriptions of how programs measure

    performance

    ; Sample performance measures and instruments

    We hope National Service programs can benefit from the

    innovative practices of their peers.

    Compelling Boomer Activities: Examples from the Field The project directors we interviewed found that certain types of service activities held broad appeal for Boomer volunteers. These opportunities were characterized by:

    I. Skill-based roles that build upon or enhance lifelong experience,

    interests and professional knowledge;

    II. Flexible time commitments where service activities complement work,

    retirement and travel schedules; and

    III. New forms of service delivery that afford opportunities for

    learning and personal development, including self-directed teams

    and episodic volunteering.

    This packet takes a close look at the work of innovative national service programs in each of these three areas.

    NOTE: Project STAR has made minor changes to some of the program materials presented in this packet to clarify performance measures and instruments.

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    I. Skill-based Roles

    In most nonprofit organizations, volunteers primarily

    provide direct client service, administrative support

    and perhaps some governance. Many of the Boomer

    programs we reviewed are interested in capitalizing on

    the broad range of skills of people aged 50+ to enhance the quantity or quality of services, or improve the way programs and organizations operate. Perhaps, for example, they can assist in volunteer coordination or training, develop databases or help design websites, or write grant proposals or help develop business plans.

    Executive Service Corps (ESC) of Broward County

    In Broward County, Florida, Senior Volunteer Services/RSVP

    runs the Executive Service Corps (ESC) which requires a high-

    level executive skill set from its volunteers. It has 15-20 Senior

    Corps volunteers working on pro-bono consulting projects that

    build the capacity of local organizations. The program is part of the ESC affiliate network (www.escus.org) a nationwide network of 33

    nonprofit consultant groups that provide services to nonprofits, schools and government organizations.

    ESC volunteer consultants are retired and semi-retired executives from the private and nonprofit sectors who donate their time and expertise on specific assignments. Volunteers work with nonprofits to put together a clear picture of their needs and develop concrete goals and plans. Their work conforms to specific professional standards established by the Executive Service Corps. The program draws on Boomers’ desires to apply their professional talents to

    flexible, short-term, project-based assignments. It matches the interests and skills of volunteers with the needs of organizations while satisfying Boomers’

    desire for high-impact work that directly helps the community. By offering alternatives to traditional volunteer service, Broward ESC has successfully attracted and retained Senior Corps volunteers while also helping local organizations meet critical community needs in a cost-effective manner. REV 7/25/08 G-IN001 DRAFT 3

Project STAR Measuring Performance with Baby Boomers Senior Corps

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    Focusing Performance Measurement on Capacity Building Outcomes

    Executive Service Corps volunteers provide consulting services to nonprofit organizations to help them build capacity in vital areas of the organizations. The goal is to help nonprofit organizations improve how they work so they can better serve the community. The success of the ESC program is measured by looking at changes made within a nonprofit organization to see what impact these changes have on the delivery of services. How ESC Measures Performance

    ; Output: Each year, the program seeks to establish consulting

    agreements with 15 nonprofit organizations. The program tracks this

    output by counting how many consulting agreements are signed with

    nonprofits.

    ; Intermediate Outcome: The program strives for an 80 percent

    satisfaction rate among nonprofit organizations served through the ESC

    program. Through a questionnaire filled out once the consultation is

    completed, program directors (or CEO’s) rate the quality of services

    provided in terms of the timeliness of assistance, the consultant’s

    experience with the issues that needed to be addressed, and the

    usefulness of the consultant’s recommendations.

    ; End Outcome* The end outcome is that 80 percent of nonprofit

    organizations that have implemented ESC recommendations will report

    improvements in organizational efficiency and effectiveness. This is

    measured using a follow-up questionnaire sent to the program director 3-

    9 months later. The questionnaire asks the program director to indicate

    whether they implemented any recommendations and to describe at least

    one measurable result that demonstrates improved efficiency and/or

    effectiveness.

    Table 1 below outlines the results and tools for the ESC program. The complete work plan and outcome instruments are available in Appendix A, pages 13-16.

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    Table 1. Possible Performance Measures for the

    Executive Service Corp

    Output Organizations engage ESC Signed Agreements

    consultants.

    Intermediate Organizations report Executive Service Corps of Outcomes satisfaction with services. Broward County Client

    Evaluation Questionnaire

    End Organizations implement Executive Service Corps of Outcome* recommendations. Broward County Follow-up

    Evaluation Implemented

    recommendations increase

    organizational efficiency

    and/or effectiveness.

    * In this example, ―end outcome‖ is defined as the positive changes that

    your project ultimately hopes to achieve for beneficiaries within a year of

    service.

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    II. Flexible Time Commitments

    Providing service to beneficiaries (e.g., through tutoring, mentoring, Meals on Wheels, etc.) generally requires regular, on-going commitments. However, regular commitments often

    do not fit either the needs or interests of Baby Boomers.

    According to the project directors we talked to, volunteers age 50+ will typically seek flexible higher-impact opportunities that offer a variety of time options, often preferring episodic and short-term commitments.

    Seniors Against Investment Fraud ($AIF)

    RSVP San Francisco & Alameda County’s Seniors Against

    Investment Fraud ($AIF) engages volunteers in public outreach

    to educate consumers so they can protect themselves against

    investment fraud. $AIF is a peer-to-peer program organized

    along three levels of volunteer involvement. Self-directed managing, leadership, and ambassador volunteers utilize their skills to fight investment fraud among seniors through word of mouth, presentations, awareness materials, and referral to a toll-free hotline. $AIF was initiated to meet a

    pressing community need and marketed as a high-impact opportunity through a ―call-to-action‖ approach.

    The model program draws on Boomers’ desires for social connectedness and

    lifelong learning in that RSVP volunteers meet monthly to discuss accomplishments and to receive continuing education. Volunteers decide on the skill set they want to offer and their level of commitment when they elect to serve as a managing, leadership or ambassador volunteer. $AIF

    asks for a monthly (not weekly) commitment of approximately 5 hours that the volunteer can schedule. This ability to set their own hours is essential for 50 percent of the volunteers who maintain other part-time employment. $AIF increases the number of senior clients who are able to compare, consult and consider their investment options, as measured by an increase in hotline activity. Typically, about 40 of the 30,000 older consumers who call the $AIF hotline annually for assistance and consumers also contact the Leadership Volunteers to report cases of investment fraud. REV 7/25/08 G-IN001 DRAFT 6

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    Focusing Performance Measurement on Client Outcomes The goal of the $AIF program is to help people become

    savvy consumers who are less likely to fall prey to scams.

    The success of the $AIF program is measured in terms of

    increasing the ability of consumers to detect investment

    fraud and take appropriate protective action.

    How the $AIF Program Measures Performance

    ; Output: Each year, the program strives to distribute awareness materials

    and educational videos to 4,200 seniors through presentations, exhibits,

    etc. The program tracks this output by counting how many presentations

    on investment fraud are conducted and how many seniors attend these

    presentations.

    ; Intermediate Outcome: For the intermediate outcome, 90 percent of

    presentation attendees are expected to report that they are better able to

    recognize potential fraud and scams as a result of the $AIF presentation. ; End Outcome* For the end outcome, 80 percent of attendees are

    expected to report that they know what to do to protect themselves

    against investment fraud and scams as a result of the $AIF presentation. Both outcomes are measured at the end of each presentation by asking attendees to complete a one-page evaluation questionnaire. In addition to asking attendees to rate the quality of the presentation (clarity of presentation and materials, etc.), the questionnaire asks attendees if the presentation provided adequate information to recognize the red flags of investment fraud, and if they know who to contact if they have questions about the validity or suitability of an investment.

    Table 2 below outlines a set of results and instruments for the $AIF program.

    The complete work plan and instruments are available in Appendix B, pages 17-19.

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    Table 2. Possible Performance Measures and Instruments

    for RSVP San Francisco’s Seniors Against Investment Fraud Program Output Seniors participate in $AIF Presentation

    presentations on investment Attendance Log

    fraud.

    Intermediate Participants report that they are

    Outcome better able to recognize potential

    fraud and scams as a result of the

    $AIF presentation.

    $AIF Presentation End Participants report that they know Evaluation

    Outcome* what to do to protect themselves

    against investment fraud and

    scams as a result of the $AIF

    presentation.

    * In this example, ―end outcome‖ is defined as the positive changes that

    your project ultimately hopes to achieve for beneficiaries within a year of

    service.

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