1. United Way Request For Proposals Training for Applicant Agencies
Assisting Vulnerable Seniors and Adults with Disabilities
July 10, 2009

2. United Way’s Move to Community Impact
Bob Nelkin, President &
Chief Professional Officer

3. Executive Committee Agreement Changes to Allocation Process June 15, 2006
Open Allocations Process
Focused on Critical Community Needs
To Performance Based Organizations
Achieving Measurable Outcomes Against Specific Objectives

4. United Way Brand Well managed by professional staff
Well governed by a volunteer board using best practices
Financially sound
Demonstrating results for a population with great needs

5. Three Key Steps in Implementing The New Strategic Direction
IDENTIFY/ADDRESS CRITICAL COMMUNITY NEEDS
RAISE FUNDING FOR SELECTED NEEDS/AGENCIES
SELECT AGENCIES WITH GREATEST IMPACT ON CRITICAL NEEDS

6. United Way of Allegheny County Mission: …to Get Maximum Impact for Donor $
DONOR CONTRIBUTIONS
HEALTH AND HUMAN SERVICE NEEDS IN ALLEG. COUNTY
HEALTH AND HUMAN SERVICE AGENCIES IN ALLEG. COUNTY
BEST PERFORMING AGENCIES (IN CRITICAL NEED AREAS)
MOST CRITICAL NEEDS (WHERE DONORS CAN HAVE IMPACT)
IMPACT

7. Making the Shift From To Success measured in dollars raised
Funding needs defined by agencies
Sole focus on agency outcomes To
Success measured in impact against desired outcomes
Funding strategies implemented by agencies and other partners for community impact
Ultimate focus on community outcomes
Is it Working – Refer to UW National Literature

8. Community Impact
Review Connecting Progam Outcome Measurement to Community Impact, United Way of America
Discussion

9. Allocations Redesign RFP Steps, Requirements & Scoring Criteria
Jenny Michaux, Director
Community Impact

10. Needs Assessment Results
Focus Impact Fund allocations to achieve better outcomes for:
Teens, Young Adults and Children
Seniors & Adults with Disabilities
Financially Struggling Adults & Families
We recommended that the focus for United Way investments over the next 3 to 5 years be within three critical need areas:
Helping Teens and Youth Succeed
Supporting Seniors
And assisting financially struggling families and individuals

11. Phase-in for Multi-Year Allocations & Funding Periods during Transition (revised):
Children/Teens/Youth Need Area
Year 1 - Oct 1, 2008 to Sept 30, 2010 (8 quarters-extended fm 7)
Year 2 – Oct 1, 2009 to Sept 30, 2010 (4 quarters)
Year 3 – Oct 1, 2010 to June 30, 2013 (11 quarters)
Seniors/Adults with Disabilities Need Area
Year 1 – April 1, 2009 to Mar 31, 2011 (8 quarters-decreased fm 9)
Year 2 – April 1, 2010 to Mar 31, 2011 (4 quarters)
Year 3 – April 1, 2011 to June 30, 2014 (13 quarters)
Financially Struggling Families
Year 1 - Oct 1, 2009 to Sept 30, (12 quarters-extended fm 11)
Year 2 – Oct 1, 2010 to Sept 30, 2012 (8 quarters)
Year 3 – Oct 1, 2011 to Sept 30, 2012 (4 quarters)
Year 4 – Oct 1, 2012 to June 30, 2015 (11 quarters)

12. Vulnerable Seniors & Adults with Disabilities 2008 RFP Process
31 Agencies Submitted Step 1 Forms
12 Agencies Invited for Step 2
7 Agencies Invited for Step 3 Site Visits
5 Agencies Selected for 2-Year Grants

13. Schedule for Seniors/Adults with Disabilities
RFP Announcement – July 1, 2009
Orientation & Training for Step 1 – July 8 & 10
Step 1 forms due August 3, 5:00 pm
Agencies invited for Step 2 applications - Sept 8
Training for Step 2 - Evaluation/Measurement – Sept 14, 16
Step 2 forms due Sept 28, 5:00 pm
Agencies invited for Step 3 participation Oct 16
Site visits occur Oct
Recommendations to Impact Cabinet Nov 3

14. Review & Selection of Proposals
Volunteers assist UW staff with the reviews (corporate/business, public sector, community, foundation and university volunteers)
UW staff & volunteer review teams report recommendations to the Selection Committee
Selection Committee reports recommendations to the Impact Cabinet
Impact Cabinet reports recommendations to the Executive Committee and the full Board

15. Criteria for Selection
The program serves a population with great needs
The program utilizes a sound approach
The program achieves measurable results
Program achieves or leads to community-level outcomes that are aligned with United Way’s preferred long term outcomes

16. Criteria for Proposal Reviews
Population with Great Needs:
Serves one or more of the target populations
Serves high need neighborhood/s

17. 2) Utilizes a Sound Approach:
Criteria, Cont’d.
2) Utilizes a Sound Approach:
Evidence that program or model is effective
Response to cultural norms of participants
Key public and private partners have endorsed the proposal
Collaboration is part of the program’s design, or partnerships are in place

18. Criteria, Cont’d.
Budget is reasonable/appropriate use of UW funds for new, expanded, enhanced service
Sustainability and ability to leverage other dollars

19. 3) Achieves Measurable Results:
Criteria, Cont’d.
3) Achieves Measurable Results:
Evidence that program achieves desired outcomes
Reliable data system (to record participant demographics, participation and results) which is part of process for continuous improvement

20. Criteria, Cont’d.
4) Program Achieves or Leads to Community-level Outcomes Aligned with United Way’s Preferred Long Term Outcomes:
Works across systems
Initiates or leads to policy or system changes
Designed to prevent serious problems in future
Could be replicated more broadly
Impacts well-being of the community

21. Review of RFP Process Three Step Application Process:
Step 1 – Agency Cover Page, Budget Summary, Proposal Summary & Logic Model plus Organizational Eligibility Tool
Step 2 – Full Proposal with Logic Model, Evaluation Plan plus Agency Capacity Self-Assessment Tool, Audit, IRS Form 990, Board list
Step 3 – On-site Visit
Youth RFP:
Review the 3-Step application process

22. Organizational Eligibility Tool
It is scored on Pass/Fail basis
Agency must be in compliance with local, state, and federal statutes related to:
Board Governance
Legal and Ethical Considerations
Financial and Administrative Practices
Resource Development
UW Identified Industry Best Practices
*32 compliance statements
Elements to increase transparency, accountability & increase internal controls
-Based on:
Sarbenes Oxley e.g. (audit committee) (conflict of interest)
(Certified Financial Statements, CEO should sign off)
-Pension Protect Act
-Federal &State legal requirements
e.g. Under Board Governance “We have a conflict of interest covering board and staff”
Administrative Practices “individuals who have financial responsibilities our bonded”

23. Assessment Process
(say what you do and why) Define Organizational Aspirations and Purpose
(do what you say you do) Demonstrate ability to evaluate and modify their programs and services
(prove it) Demonstrate consistent measurement and communicate their impact
Based on MiKinsey Tool/ Baldrige for Non Profits
-Used to determine agencies that have the highest level of capacity to effectively deliver on the proposed services and outcomes
-Have sound infrastructures in place for sustainability

24. Key Indicators of High Performance
Leadership (Board & Organization): Vision, Mission, Culture, Strategic Planning & Leadership Development, Organizational Alignment, Decision Making Processes
Measurement: Setting and monitoring Goals & Performance Targets, Planning Systems, Benchmarking
Results: Extent to which the organization consistently achieves its targeted outcomes (client goals, employee goals, quality/productivity goals, growth goals, financial goals)
Continuous Improvement: Evidence of continuous improvement culture, improvement of programs and processes
E.g. Leadership: there is organizational alignment in place w/ vision, mission throughout organization, deployment of resources, staff, programs “no mission drift”
Continuous Improvement: e.g. would be Wireless Neighborhood, changing to an academic first approach
This tool focuses on the following key areas of Capacity.
Aspirations: Mission, Vision, overarching goals which collectively articulate its common sense of purpose and direction
Strategy: The coherent set of actions and programs aimed at fulfilling the organizations overarching goals
Organizational Skills: Sum of the organization’s capabilities, including such things as performance measurement, planning, resource management, and external relationship building
Human Resources: The collective capabilities, experiences, potential and commitment of the organization’s board, management team, staff and volunteers
Systems and infrastructure: Organization’s planning, decision making, knowledge management, and administrative systems, as well as the physical and technological assets that support the organization
Organizational Structure: The combination of governance, organizational design, interfunctional coordination, and individual job descriptions that shapes the organization’s legal and management structure.
Culture: The connective tissue that binds together the organization, including shared values and practices, behavior norms, and most important the organization’s orientation towards performance.

25. Mary Phan-Gruber, Consultant
Critical Needs
Vulnerable Seniors and Adults with Disabilities in Allegheny County
Mary Phan-Gruber, Consultant

26. Aging in Allegheny County, PA
Older, more disabled, more below poverty level
Dispersed to suburban municipalities
More single households
Growing housing & basic living expenses; Old housing stock
Increasing # of seniors struggling to care for adult children with disabilities
Low engagement in preventative care/health and wellness programs
Equals Projected Demand for Caregiving Supports

27. Increasing Poverty Among Seniors
Gov’t Programs Help Poor Seniors but
Near poor often are limited in accessing subsidized services / Or have to choice between housing/basic need expenses or in home supports / Downturn in economu has made issue worse
Many financial assistance services are often underutilized by Senior who were traditionally financially ok

28. Poor Seniors Are Primarily Women

29. Nearly Half of Age 75+ Seniors Have Disabilities
Between the ages of 65 – 75, nearly 1 out of every 3 previously well seniors develops a form of disability.

30. Population Growth Among “Old-Old” with More Seniors in the Future
Means
Increased “OLD OLD” POPULATION
increased demand for healthcare services
In-home supports
Further strain on gov’t system of services
Baby population about to follow behind within next ten years

31. Senior Female
House-holders
Living Alone
Female Senior Alone

32. Poor Senior Pop-ulation, Age 65+ and Senior Ctrs.

33. Disability, by Age Group

34. Caregiving is a Family Affair
80% of all care provided to older adults in our country is provided by family members
A recent study sponsored by Evercare, Survey of the Economic Downturn and its Impact on Family Caregiving, revealed:
In last 12 months, 21% of caregivers report moving into the same household with their loved one.  
One in three working caregivers reports having to work more hours or get an additional job.
Six out of ten caregivers who reported increasing their caregiving spending also reported having difficulty paying for their own basic necessities.
Study defined caregivers as those providing unpaid care for a sick, frail or disabled adult relative or friend).

35. Caregiving of Adults with Disabilities
Concern regarding number of older adults who are no longer able to support care of disabled adult children without outside assistance
Over 40% of people registering for mr/dd care from did not receive subsidies
67% of 6,000 registrants were adults aged 21-64

36. Volunteer Shortfall
The need for volunteers to serve frail seniors reveals a shortfall of nearly a third in meeting the demand in recent UW Study
The core group of volunteers are older adults who themselves are aging

37. Assisting Vulnerable Seniors and Adults with Disabilities
United Way Focus
Assisting Vulnerable Seniors and Adults with Disabilities

38. UW Target Population
Seniors (age 65+) at 125%-300% of the federal poverty guidelines, & need more home & community based services
Seniors with one or more functional disability
Seniors over age 85
African American or single female seniors
Living in area with high no. of poor seniors lacking adequate access to home & community-based services
Isolated Seniors who live alone with one of these above listed risk factors
Adults with disabilities without access to MR/DD subsidized services

39. UW Preferred Outcomes Long-Term Outcomes
Increase number of frail/vulnerable seniors or adults w/ disabilities who remain safely in homes or in a least restrictive setting
Increase the number of caregivers able to keep their family members at home

40. UW Preferred Outcomes Supporting Outcomes
Increase in preventive services (safety checks, home modifications, clinical prevention services)
Increase in adequate/improved nutritional, health, and functional status
Increase in access to subsidized programs (rent rebates, tax abatements, SSI)
Increase no. of families with integrated and enhanced access to subsidized services/supports to families with vulnerable senior caregivers and adults with disabilities

41. Vulnerable Seniors & Adults with Disabilities 2008 RFP Process
Five agencies funded for two years through 2008 RFP:
AgeWell Pittsburgh (collaboration of JCC, JAA and JF&CS) programs to help additional 430 vulnerable adults live independently at home
East Liberty Family Health Center- 100 homebound seniors receive in-home visits by nurses & medical assistants
Family Services/Interfaith Volunteer Caregivers assist 2000 seniors through congregational volunteers
Northern Area Co/Multi-Service Center—serve seniors and people with disabilities living in 16 county public housing communities.
Vintage-Chronic Disease Self-Management Program trains seniors to manage disease and improve health.

42. What has the UW learned?
Agencies have difficulty with “results orientation”
Database development is a process
Organizations can transform themselves

43. Evidence-Based Practice
Synthesis of scientific evidence to improve quality and effectiveness
Explicit approach to problem solving and continual professional learning using current best evidence
Programs or practices proven to be successful through research
What is the evidence base for an intervention or program?

44. Evidence-Based Approach: Resources
National Registry of Evidence-based Programs and Practices (NREPP), Substance Abuse and Mental Health Services Administration (SAMHSA):
Agency for Health Care Research and Quality (AHRQ):

45. Aging Best Practices Identify evidence base
Review programs that best fit your objectives
Target population
Risk and protective factors
Program resources
Develop and/or revise your program based on review
Best practices—evidence-based means the programs have demonstrated empirical success in preventing problem behaviors Can use books and research rationale to show that your program’s activities lead to the outcomes you want.
See handout – websites
Finding an evidenced-based program that is the best fits your needs and resources is important. An evidenced-based program that is not implemented fully or well due to your resources (time, staff, and money) is not going to obtain the best results. Nor is your target population best served with a program that does not address their risk factors or take into account their protective factors.

46. Using the e-CImpact Online RFP Application Process
Presentors:
Mary Phan-Gruber, Consultant
Andy Rind, Senior Manager, Northern Area Multi-Service Center (former UW)

47. e-CImpact Online RFP Application
Use of online grant applications spreading
Web-based system allows agency users unlimited access to enter and modify until submission
Each agency has its own website and can control user access
Creates efficiency for UW in information management and reporting impact

48. Using the e-CImpact Online RFP Application Process
We will follow the Online Checklist—feel free to make notes.
We will display the application screens—you will see similar screens in the training manual.
Manual will also be on our UW website as well as the Resource Center section of the online RFP application.
PASSWORD- We will supply your user name and password at the end of the session.

49. Logic Model and Evaluation Plan
Susan Chase Consultant Open Minds LLC

50. Logic model Picture of your program or intervention
Graphic representation of the “theory of action” – what is invested, what is done, and what will result
Wisconsin Extension Services

51. Logic Model Forces Specificity and Explicit Statement of What Causes What
What gets measured gets done
If you don’t measure results, you can’t tell success from failure
If you can’t see success, you can’t reward it
If you can’t see success, you can’t learn from it
If you can’t recognize failure, you can’t correct it.
If you can demonstrate results, you can win public support and make the case for sustainability.
Re-inventing government, Osborne & Gaebler, 1992
Wisconsin Extension Services

52. Purposes of a Logic Model
Program Planning
Program Management (and Measurement)
Communication
Consensus Building
Fundraising 52

53. Logic Model – Common Components
Problem Statement (or issue, or situation)
Goal (overall purpose of the program)
Resources (HR, Finance, Facilities, Technology) Separate “Have” from “Need”
Constraints – External factors that may limit success.
Activities (What you do to achieve your goal)
Outputs (Tangible results of the activities)
Outcomes (Measureable changes that result from program activities)
Goal: Be clear about intended results and target populations
Resources – Consider separating what you “have” from what you still “need”
Activities – Cluster by category – for example advocacy, direct services, outreach 53

54. Work Backwards from your Outcome Goal Intermediate Outcomes
Inputs
Activities
Outputs
Initial Outcomes
Intermediate Outcomes
Long-Term Outcomes
A program’s resources and constraints
What a program does with its inputs to meet goal
Products of a program’s activities
Changes in participants’ knowledge, attitudes, or skills
Changes in participants’ behavior that result from their new knowledge, attitudes, or skills
Changes in the condition or status of the participants
“Process”
“Short term”
“Medium term”
Assumptions
What theoretical assumptions are you making about how your program will work?
What assumptions are you making regarding participants, staff, environment?
After OCD, U Pittsburgh, 2008

55. If – Then Relationships in the Logic Model
Resources are available
Activities can be implemented
Activities are implemented
Outputs are delivered
Outputs are delivered
Short term outcomes occur (attitude & knowledge changes)
Short term outcomes occur (attitude & knowledge changes)
Intermediate term outcomes occur (behavior changes)
Intermediate term outcomes occur (behavior changes)
Long term outcomes occur (condition or state changes) 55

56. Outputs vs. Outcomes Outputs Outcomes
400 Home visits provided to teen mothers
Teen mothers keep well baby appointments.
Participants identify nonviolent alternatives to conflict
12 Conflict resolution training sessions provided to 15 juvenile first time offenders
Middle school students report higher rate of leisure reading.
120 young adult books distributed 56

57. Outcomes are client-focused; process or output measures are program focused
Did our program increase involvement of seniors in social activities?
Process measures
Did our program make social activities available to senior citizens?
• Process measures or outputs focus on the number of activities delivered and the number of clients served.
• Outcomes focus on the change occurring in the client.

58. Not Outcomes
Recruiting and training staff and volunteers, purchasing or upgrading equipment, and various support and maintenance activities
Number of participants served
Participant satisfaction (may sometimes be appropriate but should be supplemented with other outcomes)

59. Levels of Outcome - Samples59

60. Biggest Challenge: State important, feasible, measurable outcome
SMART objectives: Specific, measurable, attainable, results-oriented, timed
Who/what
Change/desired effect
In what way
By when
Low-income older adults with disabilities
Maintain community-based living status
Assessment;
Referral to appropriate community service;
Service plan developed;
Service delivered
% reached over defined interval:
xx/month

61. Intermediate Outcomes
Logic Model Examples
Activ-ities
Outputs
Short Term Outcomes
(Knowledge)
Intermediate Outcomes
(Behavior)
Long Term Outcomes
(Condition)
Parent-ing & child
birth classes
Twice weekly classes provided to 25 teen mothers with additional risk factors.
20 Participants will show increased knowledge of healthy prenatal behaviors and the impact on fetal development
15 Participants will increase intake of healthy food and decrease intake of unhealthy foods.
15 Participants who smoke will stop or eliminate cigarettes.
15 Participants will reduce or quit alcohol during the pregnancy
15 Participants will increase their likelihood of having a full term baby 61

62. Program Activities, Process Outputs, and Outcomes All Need Measurable Indicators
Input
Program Activity
Process Outputs
Outcome
Program resources:
Staff available, training, supporting resources
Provide on-site social work and nursing hours in low-income housing
I&R and health screening delivered to residents on site
Residents remain in apartments
Hr/week, FTE, rotation across sites
Number of clients assessed; number of service units provided
% reduction in failed apartment inspections and emergency dept admits

63. Indicators of Outcomes
An indicator is the evidence or information that will tell you whether your program is achieving its intended outcomes.
Indicators are measureable and observable characteristics
They answer the question – how will we know change occurred.
Indicators should be:
 Meaningful Direct Useful Practical to Collect 63

64. Indicators (useful for evaluation)
Specific, observable characteristics, accomplishments, or changes that tell us whether an outcome has been achieved
Outcome and activity require indicators: measurable units, specified targets
What does the outcome look like when it occurs?
How do you know when you have succeeded?

65. Now that you’ve completed the logic model ...
You’ve developed a logic model that is reasonable and plausible
The model identifies client-based outcomes that follow logically from your program
You’ve determined what to measure at each stage of your program
You’ve developed appropriate SMART indicators

66. Check your logic model Is it meaningful? Does it make sense?
Is it feasible?
Can it be verified?
After Wisconsin Extension Services

67. Logic Model: Conclusions
Work from short and long-term outcomes backwards to process indicators, activities, and inputs
Look for measurable indicators at every stage
Aim for specificity
Break down objectives and activities into component elements
Use it to generate evaluation plan

68. What is Evaluation?
The systematic collection of information about a program that enables stakeholders to better understand the program, improve its effectiveness, and/or make decisions about future programming 68

69. Evaluation Provides Information
Were program inputs inadequate to meet process goals?
Failure of implementation
Were goals met, but these activities did not lead to changes in outcome?
Failure of theory or logic of intervention .

70. Two Major Forms of Evaluation
Implementation Evaluation
Performing activities as planned?
Reaching the target population?
Reaching the intended number of participants?
Outcome Evaluation
Is the target audience experiencing hoped for changes in knowledge, attitudes and condition? 70

71. Relationship of Logic Model to the Evaluation Plan71

72. What else do you need to know?
Questions?