Presentation on theme: "United Way Request For Proposals Training for Applicant Agencies"— Presentation transcript:
1United Way Request For Proposals Training for Applicant Agencies Assisting Vulnerable Seniors and Adults with DisabilitiesJuly 10, 2009
2United Way’s Move to Community Impact Bob Nelkin, President &Chief Professional Officer
3Executive Committee Agreement Changes to Allocation Process June 15, 2006 Open Allocations ProcessFocused on Critical Community NeedsTo Performance Based OrganizationsAchieving Measurable Outcomes Against Specific Objectives
4United Way Brand Well managed by professional staff Well governed by a volunteer board using best practicesFinancially soundDemonstrating results for a population with great needs
5Three Key Steps in Implementing The New Strategic Direction IDENTIFY/ADDRESS CRITICAL COMMUNITY NEEDSRAISE FUNDING FOR SELECTED NEEDS/AGENCIESSELECT AGENCIES WITH GREATEST IMPACT ON CRITICAL NEEDS
6United Way of Allegheny County Mission: …to Get Maximum Impact for Donor $ DONOR CONTRIBUTIONSHEALTH AND HUMAN SERVICE NEEDS IN ALLEG. COUNTYHEALTH AND HUMAN SERVICE AGENCIES IN ALLEG. COUNTYBEST PERFORMING AGENCIES (IN CRITICAL NEED AREAS)MOST CRITICAL NEEDS (WHERE DONORS CAN HAVE IMPACT)IMPACT
7Making the Shift From To Success measured in dollars raised Funding needs defined by agenciesSole focus on agency outcomesToSuccess measured in impact against desired outcomesFunding strategies implemented by agencies and other partners for community impactUltimate focus on community outcomesIs it Working – Refer to UW National Literature
8Community ImpactReview Connecting Progam Outcome Measurement to Community Impact, United Way of AmericaDiscussion
10Needs Assessment Results Focus Impact Fund allocations to achieve better outcomes for:Teens, Young Adults and ChildrenSeniors & Adults with DisabilitiesFinancially Struggling Adults & FamiliesWe 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 SucceedSupporting SeniorsAnd assisting financially struggling families and individuals
11Phase-in for Multi-Year Allocations & Funding Periods during Transition (revised): Children/Teens/Youth Need AreaYear 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 AreaYear 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 FamiliesYear 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)
12Vulnerable Seniors & Adults with Disabilities 2008 RFP Process 31 Agencies Submitted Step 1 Forms12 Agencies Invited for Step 27 Agencies Invited for Step 3 Site Visits5 Agencies Selected for 2-Year Grants
13Schedule for Seniors/Adults with Disabilities RFP Announcement – July 1, 2009Orientation & Training for Step 1 – July 8 & 10Step 1 forms due August 3, 5:00 pmAgencies invited for Step 2 applications - Sept 8Training for Step 2 - Evaluation/Measurement – Sept 14, 16Step 2 forms due Sept 28, 5:00 pmAgencies invited for Step 3 participation Oct 16Site visits occur OctRecommendations to Impact Cabinet Nov 3
14Review & 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 CommitteeSelection Committee reports recommendations to the Impact CabinetImpact Cabinet reports recommendations to the Executive Committee and the full Board
15Criteria for Selection The program serves a population with great needsThe program utilizes a sound approachThe program achieves measurable resultsProgram achieves or leads to community-level outcomes that are aligned with United Way’s preferred long term outcomes
16Criteria for Proposal Reviews Population with Great Needs:Serves one or more of the target populationsServes high need neighborhood/s
172) Utilizes a Sound Approach: Criteria, Cont’d.2) Utilizes a Sound Approach:Evidence that program or model is effectiveResponse to cultural norms of participantsKey public and private partners have endorsed the proposalCollaboration is part of the program’s design, or partnerships are in place
18Criteria, Cont’d.Budget is reasonable/appropriate use of UW funds for new, expanded, enhanced serviceSustainability and ability to leverage other dollars
193) Achieves Measurable Results: Criteria, Cont’d.3) Achieves Measurable Results:Evidence that program achieves desired outcomesReliable data system (to record participant demographics, participation and results) which is part of process for continuous improvement
20Criteria, Cont’d.4) Program Achieves or Leads to Community-level Outcomes Aligned with United Way’s Preferred Long Term Outcomes:Works across systemsInitiates or leads to policy or system changesDesigned to prevent serious problems in futureCould be replicated more broadlyImpacts well-being of the community
21Review of RFP Process Three Step Application Process: Step 1 – Agency Cover Page, Budget Summary, Proposal Summary & Logic Model plus Organizational Eligibility ToolStep 2 – Full Proposal with Logic Model, Evaluation Plan plus Agency Capacity Self-Assessment Tool, Audit, IRS Form 990, Board listStep 3 – On-site VisitYouth RFP:Review the 3-Step application process
22Organizational Eligibility Tool It is scored on Pass/Fail basisAgency must be in compliance with local, state, and federal statutes related to:Board GovernanceLegal and Ethical ConsiderationsFinancial and Administrative PracticesResource DevelopmentUW Identified Industry Best Practices*32 compliance statementsElements 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 requirementse.g. Under Board Governance “We have a conflict of interest covering board and staff”Administrative Practices “individuals who have financial responsibilities our bonded”
23Assessment 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 impactBased 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
24Key Indicators of High Performance Leadership (Board & Organization): Vision, Mission, Culture, Strategic Planning & Leadership Development, Organizational Alignment, Decision Making ProcessesMeasurement: Setting and monitoring Goals & Performance Targets, Planning Systems, BenchmarkingResults: 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 processesE.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 approachThis tool focuses on the following key areas of Capacity.Aspirations: Mission, Vision, overarching goals which collectively articulate its common sense of purpose and directionStrategy: The coherent set of actions and programs aimed at fulfilling the organizations overarching goalsOrganizational Skills: Sum of the organization’s capabilities, including such things as performance measurement, planning, resource management, and external relationship buildingHuman Resources: The collective capabilities, experiences, potential and commitment of the organization’s board, management team, staff and volunteersSystems and infrastructure: Organization’s planning, decision making, knowledge management, and administrative systems, as well as the physical and technological assets that support the organizationOrganizational 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.
25Mary Phan-Gruber, Consultant Critical NeedsVulnerable Seniors and Adults with Disabilities in Allegheny CountyMary Phan-Gruber, Consultant
26Aging in Allegheny County, PA Older, more disabled, more below poverty levelDispersed to suburban municipalitiesMore single householdsGrowing housing & basic living expenses; Old housing stockIncreasing # of seniors struggling to care for adult children with disabilitiesLow engagement in preventative care/health and wellness programsEquals Projected Demand for Caregiving Supports
27Increasing Poverty Among Seniors Gov’t Programs Help Poor Seniors butNear 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 worseMany financial assistance services are often underutilized by Senior who were traditionally financially ok
29Nearly 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.
30Population Growth Among “Old-Old” with More Seniors in the Future MeansIncreased “OLD OLD” POPULATIONincreased demand for healthcare servicesIn-home supportsFurther strain on gov’t system of servicesBaby population about to follow behind within next ten years
34Caregiving is a Family Affair 80% of all care provided to older adults in our country is provided by family membersA 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).
35Caregiving of Adults with Disabilities Concern regarding number of older adults who are no longer able to support care of disabled adult children without outside assistanceOver 40% of people registering for mr/dd care from did not receive subsidies67% of 6,000 registrants were adults aged 21-64
36Volunteer ShortfallThe need for volunteers to serve frail seniors reveals a shortfall of nearly a third in meeting the demand in recent UW StudyThe core group of volunteers are older adults who themselves are aging
37Assisting Vulnerable Seniors and Adults with Disabilities United Way FocusAssisting Vulnerable Seniors and Adults with Disabilities
38UW Target PopulationSeniors (age 65+) at 125%-300% of the federal poverty guidelines, & need more home & community based servicesSeniors with one or more functional disabilitySeniors over age 85African American or single female seniorsLiving in area with high no. of poor seniors lacking adequate access to home & community-based servicesIsolated Seniors who live alone with one of these above listed risk factorsAdults with disabilities without access to MR/DD subsidized services
39UW 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 settingIncrease the number of caregivers able to keep their family members at home
40UW Preferred Outcomes Supporting Outcomes Increase in preventive services (safety checks, home modifications, clinical prevention services)Increase in adequate/improved nutritional, health, and functional statusIncrease 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
41Vulnerable 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 homeEast Liberty Family Health Center- 100 homebound seniors receive in-home visits by nurses & medical assistantsFamily Services/Interfaith Volunteer Caregivers assist 2000 seniors through congregational volunteersNorthern 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.
42What has the UW learned?Agencies have difficulty with “results orientation”Database development is a processOrganizations can transform themselves
43Evidence-Based Practice Synthesis of scientific evidence to improve quality and effectivenessExplicit approach to problem solving and continual professional learning using current best evidencePrograms or practices proven to be successful through researchWhat is the evidence base for an intervention or program?
44Evidence-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):
45Aging Best Practices Identify evidence base Review programs that best fit your objectivesTarget populationRisk and protective factorsProgram resourcesDevelop and/or revise your program based on reviewBest 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 – websitesFinding 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.
46Using the e-CImpact Online RFP Application Process Presentors:Mary Phan-Gruber, ConsultantAndy Rind, Senior Manager, Northern Area Multi-Service Center (former UW)
47e-CImpact Online RFP Application Use of online grant applications spreadingWeb-based system allows agency users unlimited access to enter and modify until submissionEach agency has its own website and can control user accessCreates efficiency for UW in information management and reporting impact
48Using 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.
49Logic Model and Evaluation Plan Susan Chase Consultant Open Minds LLC
50Logic model Picture of your program or intervention Graphic representation of the “theory of action” – what is invested, what is done, and what will resultWisconsin Extension Services
51Logic Model Forces Specificity and Explicit Statement of What Causes What What gets measured gets doneIf you don’t measure results, you can’t tell success from failureIf you can’t see success, you can’t reward itIf you can’t see success, you can’t learn from itIf 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, 1992Wisconsin Extension Services
52Purposes of a Logic Model Program PlanningProgram Management (and Measurement)CommunicationConsensus BuildingFundraising52
53Logic 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 populationsResources – Consider separating what you “have” from what you still “need”Activities – Cluster by category – for example advocacy, direct services, outreach53
54Work Backwards from your Outcome Goal Intermediate Outcomes InputsActivitiesOutputsInitial OutcomesIntermediate OutcomesLong-Term OutcomesA program’s resources and constraintsWhat a program does with its inputs to meet goalProducts of a program’s activitiesChanges in participants’ knowledge, attitudes, or skillsChanges in participants’ behavior that result from their new knowledge, attitudes, or skillsChanges in the condition or status of the participants“Process”“Short term”“Medium term”AssumptionsWhat 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
55If – Then Relationships in the Logic Model Resources are availableActivities can be implementedActivities are implementedOutputs are deliveredOutputs are deliveredShort 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
56Outputs vs. Outcomes Outputs Outcomes 400 Home visits provided to teen mothersTeen mothers keep well baby appointments.Participants identify nonviolent alternatives to conflict12 Conflict resolution training sessions provided to 15 juvenile first time offendersMiddle school students report higher rate of leisure reading.120 young adult books distributed56
57Outcomes are client-focused; process or output measures are program focused Did our program increase involvement of seniors in social activities?Process measuresDid 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.
58Not OutcomesRecruiting and training staff and volunteers, purchasing or upgrading equipment, and various support and maintenance activitiesNumber of participants servedParticipant satisfaction (may sometimes be appropriate but should be supplemented with other outcomes)
60Biggest Challenge: State important, feasible, measurable outcome SMART objectives: Specific, measurable, attainable, results-oriented, timedWho/whatChange/desired effectIn what wayBy whenLow-income older adults with disabilitiesMaintain community-based living statusAssessment;Referral to appropriate community service;Service plan developed;Service delivered% reached over defined interval:xx/month
61Intermediate Outcomes Logic Model ExamplesActiv-itiesOutputsShort Term Outcomes(Knowledge)Intermediate Outcomes(Behavior)Long Term Outcomes(Condition)Parent-ing & childbirth classesTwice 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 development15 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 pregnancy15 Participants will increase their likelihood of having a full term baby61
62Program Activities, Process Outputs, and Outcomes All Need Measurable Indicators InputProgram ActivityProcess OutputsOutcomeProgram resources:Staff available, training, supporting resourcesProvide on-site social work and nursing hours in low-income housingI&R and health screening delivered to residents on siteResidents remain in apartmentsHr/week, FTE, rotation across sitesNumber of clients assessed; number of service units provided% reduction in failed apartment inspections and emergency dept admits
63Indicators 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 characteristicsThey answer the question – how will we know change occurred.Indicators should be: Meaningful Direct Useful Practical to Collect63
64Indicators (useful for evaluation) Specific, observable characteristics, accomplishments, or changes that tell us whether an outcome has been achievedOutcome and activity require indicators: measurable units, specified targetsWhat does the outcome look like when it occurs?How do you know when you have succeeded?
65Now that you’ve completed the logic model ... You’ve developed a logic model that is reasonable and plausibleThe model identifies client-based outcomes that follow logically from your programYou’ve determined what to measure at each stage of your programYou’ve developed appropriate SMART indicators
66Check your logic model Is it meaningful? Does it make sense? Is it feasible?Can it be verified?After Wisconsin Extension Services
67Logic Model: Conclusions Work from short and long-term outcomes backwards to process indicators, activities, and inputsLook for measurable indicators at every stageAim for specificityBreak down objectives and activities into component elementsUse it to generate evaluation plan
68What 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 programming68
69Evaluation Provides Information Were program inputs inadequate to meet process goals?Failure of implementationWere goals met, but these activities did not lead to changes in outcome?Failure of theory or logic of intervention.
70Two Major Forms of Evaluation Implementation EvaluationPerforming activities as planned?Reaching the target population?Reaching the intended number of participants?Outcome EvaluationIs the target audience experiencing hoped for changes in knowledge, attitudes and condition?70
71Relationship of Logic Model to the Evaluation Plan 71