In September 2007, the Corporation for National and Community Service awarded a contract to the National Association of RSVP Program Directors (NARSVPD) and the National Association of Foster Grandparent Program Directors (NAFGPD) to design, implement and manage a Peer-to-Peer Mentoring project for new Senior Corps Project Directors who have been “on the job” for 18 months or less. The purpose of this evaluation is to better understand if the Peer Mentoring Project model is effective in providing an organized system to link experienced project directors to novices.
 

The management team for the Peer Mentoring Project expects:

• Each mentor-mentee pair to develop a strong relationship, upholding benchmarks for program participation which include 2 in-person meetings, monthly and as needed phone conferences.

• Significant and measurable improvements in the mentees abilities to manage a Senior Corp program.

• PMP management support of mentors with strategies to improve their relationship with the mentee; help with issues; and adequate information to do their job.

Peer Mentoring Project Evaluation

 

The PMP management team from NARSVPD and NAFGPD have developed and conducted a survey of mentor-mentee pairs and the State Offices involved with these mentor-mentee pairs.

Methodology

 

15 of 36 mentor-mentee matches from Option Year 1 (the second year of the PMP) were randomly selected for participation in the survey.

The survey participants can be broken down as follows:

By Cluster

 

Atlantic Cluster – 2

Southern Cluster – 3

Southwest Cluster – 4

Pacific Cluster – 4

North Central Cluster – 2

By Program Type

 

RSVP – 10

SCP – 0

FGP – 2

RSVP/FGP/SCP – 1

FGP/SCP - 2

 

All surveys were conducted via telephone. 28 (70%) of the 40 mentors, mentees, and/or State Offices responded to the survey. Melodye Kleinman, Immediate Past President of NARSVPD and staff from her nonprofit organization, NTVCC conducted the telephone surveys during the month of May, 2010. At least three attempts were made to reach each randomly selected participant. Three of the mentees from this period of time have left their positions. In all three cases the mentor had provided service to more than one new project director and the new person was included in the survey. A toll free telephone number was provided for return calls.

 

Quality of Peer Mentoring Project

90 percent of the mentors, 80 percent of the mentees and 100 percent of the State Office staff felt the PMP was a strong experience. Almost all of the mentors (90%) agreed that the PMP made the mentees job easier and provided a good understanding of Senior Corps and National Service. Almost all of the mentees (90%) felt the mentor provided advice, encouragement and feedback. 100 percent of the State Office staff believed that project directors who participated in the PMP were better equipped with the skills and resources critical for success. One State Office responded that it gave them “comfort to know that there is someone else out there helping new Project Directors”.

 

Quality of Mentor-Mentee Pairs

70 percent of the mentors responded that it was relatively easy to schedule meetings, take mentees to networking meetings and to be available for assistance over the telephone. 30 percent of mentees responded that they worked with the mentor in developing a communications plan and 60 percent responded that there were regular communications. Most mentees responded that the mentors were most helpful in explaining communications from CNCS. Several mentors reported on issues with Project Directors who were having problems with their sponsors. One mentioned a sponsor that refused to let the Project Director read or review the grant application with the mentor because of concerns of recompetition for the RSVP program. Another mentor reported on working with the State Office in dealing with specific sponsor issues that arose during the mentoring relationship. Many mentees responded that they learned a great deal by visiting the office of the mentor but hoped in the future that funds would be available to cover travel costs.

 

Quality of Peer Mentoring Project Management

 

90 percent of the mentors responded that the PMP training and staff prepared them well for their roles as mentors. 90 percent of the mentors indicated they were satisfied with the support they received from the PMP coordinator. 100 percent of the State Office staff reported that they had enough information about the project and found it easy to request mentoring services. Mentors reported that they really appreciated the honorarium and travel reimbursements. Only one mentor indicated they would not take on a long distance assignment again. Another mentor hoped that in the future efforts would be made to create a “mentor corps”.

 

Conclusions

 

This report, along with observations from the field, illustrate that the Peer Mentoring Program is serving it’s target population (new Senior Corps Project Directors) and providing a high quality program with which both mentors and mentees are very satisfied. Of particular note, the State Office staff reported that they received good information about the program, that matches were easy to arrange and that the PMP contractor was most helpful in resolving issues and concerns. Most importantly, 100 percent of mentors, mentees and State Office staff felt strongly that the program should continue. All survey participants were asked what changes should be made to the program and the most common response was “provide more”.