SITE VISIT PACKET REVIEW CHECKLIST

In an effort to assist member agencies in submitting a quality packet to be used during the United W ay volunteer review process, a checklist for Executive Directors has been created to identify areas in which problems consistently arise. The checklist is designed with the intent that Executive Directors will use it upon completion of the agency’s packet, prior to submitting the report. A final review and approval of reporting data by the Executive Director is the expectation of the United Way. If changes are required after submitting the report, and it is still within the reporting timeframe, please e-mail [email protected] and request that the form be reopened. All agencies are encouraged to complete reporting as early as possible so that a thorough review by agency leadership can be conducted. Print entire packet upon completion and thoroughly review all pages to ensure:  Accuracy and quality of information, i.e. no blanks, no typos, writing is clear and concise  Client demographics include all programs  Financial overview includes unrestricted revenue and expenses only – should tie to the audit submitted by the agency and the audit analysis completed by the United Way  Program expense and revenue information, otherwise known as the gap analysis – is accurate   

In most cases, it should not break even This section reflects the funding the agency has to raise or otherwise obtain beyond funding restricted by other funders for operation of the program Management and general expenses should be included

 All outcome indicators have a specified target population, measurement tool, target %, and achieved % Questions regarding the functioning of the system, passwords and re-opening forms should be sent to [email protected]. Questions regarding all else should be directed to your Funding Manager. Please address questions during the reporting timeframe so that changes can still be made.

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TABLE OF CONTENTS

I.

Overview

4

II.

Accessing Web-Based Reporting

4

III.

Important Tips

4

IV.

Navigation and Tools

4

V.

Agency/Program Tree Structure

5

VI.

Staff Contacts

5

VII.

Printing Site Visit Packet and Audit Analysis

5

VIII.

2016 Reporting Checklist

6

1. Permanent Profile

7

2. Program Description

7-8

3. Administrative Profile

8 - 11

4. Board Member, Volunteer, and Employee Demographics

11 - 12

5. Client Demographics

13 - 14

6. Agency Financials

14 - 17

7. Cobranding End-of-Year Report 2015

18 - 19

8. Program Profile

20

9. Outcome Indicators

21 - 22

10. MAP Progress Report

23

11. Board Roster

23 - 24

12. Organizational Chart

24

13. Southwest Illinois Division (SWID) Funding Request

25

14. Tri-Cities Area Division (TCAD) Funding Request

25

15. Company Data IX.

26 - 27

Appendix – Common Outcome Indicators Framework

Note: In the electronic version of the 2016 Reporting Guide, each item above is hyperlinked to the corresponding page.

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NOTE: Items new for 2016 are highlighted in yellow I.

Overview United Way of Greater St. Louis annually collects data and information from its member agencies for the following purposes: accountability to donors and the community, community investments, fundraising, evaluation, research, benchmarking, and knowledge sharing. The information submitted is also used to create the Site Visit Packet which assists the allocation volunteers in assessing how well member agencies demonstrate the Quality Standards.

II.

Accessing Web-Based Reporting 1. In order to use the United Way web-based reporting system, you will need the following system requirements:  Internet Explorer Version 11  Microsoft Excel Version 2003 or later  Ability to create PDFs – free software is available at www.pdf995.com 2. You must have a User ID and Password to log into the system. If you do not have one, please e-mail [email protected]. Your User ID will always be your e-mail address. Password is case sensitive. 3. Once you have your User ID and Password, go to the United Way website at www.stl.unitedway.org 4. Click on Agency HQ located in the top right corner of the web page 5. Click on Agency Reporting 6. Select the link under Web-based Reporting to access the login page 7. Enter your User ID and Password, and click the Log In button. If the login fails, you may repeat up to four times. Please email [email protected] if you any difficulties.

III.

Important Tips 1. Only one user per User ID and Password Sharing the same login could result in system problems and difficulty accessing the site. Please send requests for additional reporting contacts to [email protected] 2. Save every few minutes Secure websites like this one have data being entered constantly. Saving as you work sends the information to a storage place so that it is saved. 3. Difference between SAVE and SUBMIT buttons Saving information allows you to return to the entered data and make changes at a later time. Once information has been submitted, it cannot be re-accessed. If you submit your information prematurely, please email [email protected] 4. Do not use the BACK arrow on your web browser Use the SAVE, SUBMIT, and RETURN buttons to navigate through the site. Otherwise, you will be removed from the site and receive an error message. 5. System Time-Out For security reasons, the system times out after 30 minutes of inactivity. Save frequently to avoid data losses. 6. Spellcheck The system does not contain an embedded spellcheck/grammar check. Therefore, you may want to type longer narrative responses in Microsoft Word and copy/paste into the web-based reporting system. 7. Symbols and Punctuation Symbols such as bullets and quotations may show up as other symbols. Avoid special punctuation marks or characters whenever possible. You can substitute a dash followed by a space in place of bullets. UH

U

IV.

U

Navigation Bar and Reporting Tools You will use this navigation bar to access all forms that need to be reviewed or completed. Electronic copies of all materials, including this Guide, can be found on the Reporting Tools tab.

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V.

Agency/Program Tree Structure Each agency has its own tree structure which has two levels: AGENCY and PROGRAMS. Information is entered for the entire agency and for each program. Please review your tree to ensure that the agency, program names, and structure are correct, keeping in mind that all programs are United Way funded. If changes need to be made, please contact your Funding Manager immediately.

VI.

Staff Contacts Staff Member Vianey Beltran Kathy Gardner Dawna Gilbreath Trisha Gordon Yvonne Holland Rebekah Miller Julie Russell Samantha Sherrod Julie Simon Dayna Stock Emily Uzzle

VII.

E-Mail [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Phone (314) 539-4130 (314) 539-4070 (618) 258-9800 (314) 539-4129 (314) 539-4218 (314) 539-4299 (314) 539-4205 (314) 539-4251 (314) 539-4083 (314) 539-4140 (314) 539-4256

Printing Site Visit Packet and Audit Analysis You can print out Site Visit Packets and Audit Analysis anytime during reporting by going to this tab.

2016 materials may take 15-30 minutes to load after new information is entered; this time may vary depending on user volume The Audit Analysis is typically completed within one month following submission of the audit by the agency

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2016 REPORTING CHECKLIST Forms to Review or Submit

Location: Tab / Link

Tree Level

Action Required

1

Permanent Profile (Agency Description, Mission Statement)

Agency and Program Descriptions

Agency

Review and update if needed

2

Program Description (Community Need, Target Population, Activities, Program Model)

Agency and Program Descriptions

Program

Review and update if needed for all programs

3

Administrative Profile

Reporting > Reporting

Agency

Complete and submit

4

Board Member, Volunteer, and Employee Demographics

Reporting > Reporting

Agency

Complete and submit

5

Client Demographics

Reporting > Reporting

Agency

Complete and submit

6

Agency Financials

Reporting > Reporting

Agency

Complete and submit

Reporting > Reporting

Agency

Complete and submit

7

Cobranding End-of-Year Report 2015

8

Program Profile

Reporting > Reporting

Program

Complete and submit for all programs

9

Outcome Indicators

Reporting > Reporting

Program

Complete and submit for all programs

Reporting > Reporting

Program

Complete and submit for program that received 2016 MAP funding

10

Member Agency Priority (MAP) Progress Report

11

Board Roster

Reporting Tools (spreadsheet) Reporting (upload)

Agency

Download spreadsheet, complete and upload

12

Organizational Chart

Reporting (upload)

Agency

Upload 8-1/2” x 11” PDF

Reporting > SWID Funding Request

Agency

Complete and submit (Only SWID agencies)

13

Southwest Illinois Division (SWID) Funding Request

14

Tri-Cities Area Division (TCAD) Funding Request

Reporting > TCAD Funding Request

Agency

Complete and submit (Only TCAD agencies)

15

Company Data

Company Data

Agency

Enter data and save

Staff Assigned

Note: The new MAP Progress Report is only to be completed by agencies that received a 2016 MAP award.

The system lets you know the Status of your forms, indicating whether it is Outstanding or Completed.

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√ Done

1. Permanent Profile (Tab: Agency and Program Descriptions, Level: Agency) The agency description and mission statement have been pre-populated from information that the agency submitted previously. Make sure you are at the Agency level.

1) To update, click on the paper/pencil icon

2) DO NOT change the description type

3) Type in or copy & paste revised text

4) Click update to save revisions – there is no submit button 5) Text boxes can be resized for optimal viewing

2. Program Description (Tab: Agency and Program Descriptions, Level: Program) The program descriptions have been pre-populated from information that the agency submitted previously. Make sure you are at the Program level and that you review/update this for each program.

1) To update, click on the paper/pencil icon

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2) DO NOT change the description type 3) Type in or copy & paste revised text

4) Click update to save revisions – there is no submit button

3. Administrative Profile (Tab: Reporting > Reporting, Level: Agency) EXECUTIVE DIRECTOR CELL PHONE Please provide the Cell Phone Number of the Executive Director. This information will not be published or distributed and is for emergency purposes only. ACCREDITATION 1. Is the agency accredited? (i.e., COA, CARF, JCAHO, etc; Licensing Boards and Better Business Bureau are NOT accrediting bodies) Click Yes, No, or NA. a. If yes, list the accrediting body(s) and expiration date(s): 2. Is your agency subject to review by your national organization? Click Yes, No, or NA. a. If yes, what is your dues formula? BOARD OF DIRECTORS 1. Enter the Full Name of the Current Board Leader: 2. Enter the Title of the Board Leader as it should appear on the Site Visit Packet: 3. Enter the Preferred E-mail Address of the Current Board Leader: 4. Dates of Board Meetings conducted in the last year separated by semi-colons (i.e., 01/15/15; 03/20/15; etc.): 5.

List the names of all standing Board committees with current number of Board Members and Non-Board Members separating committees with semi-colons (i.e. Finance Committee, 3 Board Members and 1 Non-Board Member; Executive Committee, 4 Board Members; etc.) (200 word maximum):

6.

List the names of all Ad Hoc Board committees with the current number of Board Members and Non-Board Members, separating committees with semi-colons (100 word maximum):

7. Describe any significant changes in Board composition and activities related to recruitment, training, and retention (200 word maximum): 8. Does the Board conduct a periodic evaluation of its individual and collective performance? Select Yes or No. a. If yes, briefly describe the Board performance evaluation process including frequency and whether evaluation process includes individual, collective, and/or committee performance (200 word maximum). b. If yes, please select the last date conducted. 9. Does the Board conduct a performance evaluation of the agency’s executive director? Select Yes or No. Page 8 of 27

a. If yes, briefly describe the executive director performance evaluation process including frequency (200 word maximum): b. If yes, please select the last date conducted. 10. Is there a succession plan in place for Board leadership? Select Yes or No. a. If yes, please select the last date conducted. 11. Is there a succession plan that addresses staff leadership? Select Yes or No. a. If yes, please select the last date conducted. 12. Describe any additions or changes to agency policies implemented by the Board during the last year (200 word maximum): STRATEGIC PLAN 1. Strategic Plan start and end dates – include both month and year (i.e., January 2013 – December 2016): a. List long-term goals of the Strategic Plan (200 word maximum): b. List current goals of the Strategic Plan (200 word maximum): c. List current operational goals not included as part of the Strategic Plan (200 word maximum): FINANCE 1. Was the agency in arrears in submitting any payroll taxes (employee or agency share) to any city, state or federal authorities in its most recently completed fiscal year? Click Yes or No. a. If yes, give details about tax delinquency and current status (100 word maximum): 2. Is the agency required to file an IRS Form 990 or 990EZ tax return? Click Yes or No. a. If yes, was the most recent IRS Form 990/990EZ tax return submitted on time or within an extension period approved by the IRS? Click Yes or No. b. If no, provide details regarding late IRS Form 990/990EZ tax return submission (100 word maximum): 3. Do financial statements that are produced internally track budget to actual financial activity? Check box if yes: 4. Who monitors and/or approves these financial statements? Check all that apply: a. Board b. Finance Committee c. Staff 5. Did the agency receive a management letter with its most recent audit? Check box if yes: a. If yes, email the letter to [email protected] if you have not done so already. POLICIES AND PLANS 1. Agency has in place policies and procedures which address the following: Check all that apply. a. Accounting k. Internal controls b. Affirmative Action l. Operating reserve achievement/maintenance c. Board members/meetings m. Operations manual d. Compensated absences (includes limitation and n. Personnel (hiring, responsibilities, supervision, consecutive vacation days) performance evaluation) e. Compliance with laws o. Program f. Conflict of interest (board, volunteers, staff) p. Prohibition of unlawful harassment g. Code of conduct and ethics q. Prohibition of unlawful discrimination h. Financial r. Safety i. Fundraising practices s. Volunteer j. Gift acceptance policies (board, volunteers, staff) t. Whistleblower protection 2. Agency has in place plans which address the following: Check all that apply. a. Annual operating (ties to strategic plan) h. Facilities b. Board recruitment i. Investment (including operating reserves) c. Business continuity j. Risk management d. Communications/marketing k. Strategic e. Development (fundraising) l. Succession f. Disaster and evacuation m. Volunteer management g. Diversity Page 9 of 27

TRENDS 1. Please list any data collection/analysis tool or software that your agency uses (Apricot, Salesforce, ETO, Access, Excel etc.). 2. Has your agency experienced an increase in demand for services in the last six months? Select response from drop down menu: Yes, significant / Yes, moderate / Yes, slight / No, same / No, decrease 3.

If yes, a. b. c. d. e. f. g. h.

what services have shown the greatest demand? Check all that apply: At-risk youth services i. Healthcare (includes RX assistance) Clothing j. Home repair Counseling/mental health services k. Housing (i.e., obtaining permanent housing) Domestic violence services l. Legal assistance Employment services m. Mortgage assistance Financial assistance n. Rent assistance Food o. Utility assistance Foreclosure prevention/intervention p. Other - If other, please explain:

4.

Will your agency be able to meet this demand? Click Yes or No.

5.

Based on the economic conditions, what changes have you made or a. Eliminate programs b. Increase services c. Increase staff d. Layoff staff e. Merge with another agency f. More fundraising

plan to make? Check all that apply: g. Re-allocate assets h. Reduce expenses i. Reduce services j. Reduce staff hours k. Use reserves l. Other - If other, please explain:

6. What do you see as the most significant trends currently impacting health and human services in our region? List the top 3-5 trends affecting your clients, agency, and/or community (200 words maximum). 7. Please estimate the number of direct clients your agency served last year who lived below the poverty line. 8. Please estimate the number of direct clients your agency served last year who were uninsured or underinsured. 9. Please estimate the number of direct clients your agency served last year who were Bosnian. 10. Please estimate the number of direct clients your agency served last year that are part of a special population/community (i.e., Native African, specific religious affiliation, LGBTQIA+, etc.). ANTI-TERRORISM CERTIFICATION In compliance with the USA Patriot Act and other counterterrorism laws and United W ay W orldwide’s recommendation, the United W ay of Greater St. Louis requires that the Executive Director of each member agency annually certify on behalf of the member agency that all United Way funds and donations will be used in compliance with all applicable anti- terrorist financing and asset control laws, statutes and executive orders. Please type either "YES" or "NO" in space below. By typing "YES", the Executive Director attests to the member agency's compliance with the United W ay counterterrorism mandate above. MEMBER AGENCY AGREEMENT Please check either "YES" or "NO”. By checking "YES", the Executive Director attests to the member agency's compliance with the United Way Member Agency Agreement below. The parties to this Agreement believe that: 1. A strong community has a system of quality non-profit organizations that offer health and human services that improve the quality of people’s lives; 2. Federated fundraising is an effective way to raise community dollars for health and human services; and 3. The community’s interest is best served by working together. The United Way and the Agency each agrees on behalf of itself to: 1. Utilize the Quality Standards as a measure of best practices and actively implement strategies to achieve and maintain organizational strength. 2. Maintain its status as a 501(c)3 tax-exempt, charitable, not-for-profit organization. 3. Be governed by a board of directors of at least 12 people. 4. Comply with applicable federal, state and local laws. 5. Inform the other party promptly of developments or problems likely to affect its close working relationship with the other party, or which might reasonably be expected to be of interest or concern to the other party. 6. Recognize and respect the other party’s status as an independent organization while working cooperatively in the best interests of each other and the community. Page 10 of 27

United Way agrees to: 1. Implement a community investment strategy that strengthens health and human services in Missouri and Illinois. 2. Establish a realistic United Way campaign goal, giving consideration to agencies’ needs, community resources and probable response, and economic conditions and trends. 3. Organize, direct and conduct a region-wide campaign. 4. Promote its member agencies and their programs and services. The Agency agrees to: 1. Comply with and demonstrate to the United Way achievement of the Quality Standards. 2. Submit reporting required by United Way by the stated deadline. 3. Adhere to all United Way policies and procedures in effect from time to time relating to member agencies. 4. Portray the Agency’s close working relationship with United Way through active cobranding efforts in a way that enhances the United Way’s visibility and reputation. 5. Participate in the United Way campaign by soliciting the Agency’s employees and providing trained representatives to speak on behalf of United Way during the campaign. 6. Submit an application to participate in the Combined Federal Campaign. All references in this Agreement to the “Quality Standards” mean the Quality Standards established by the United Way in its discretion for its member agencies from time to time. United Way agrees to give prompt written notice to Agency of any material change in the Quality Standards. It is the intent of the parties that they will work closely together to accomplish the purposes of this Agreement. Nevertheless, the parties are not partners or joint ventures from a legal perspective nor is the legal relationship between the parties one of principal-agent. Neither party is authorized to enter into or create a binding obligation of the other party. This Agreement may not be amended except by written agreement between United Way and Agency. All notices under this Agreement shall be given in writing to the address indicated below to the attention of the president or to such other address and attention as shall be furnished in writing by either party to the other. Any waiver by either party of any breach by the other party of any provision of this Agreement must be in writing and no such waiver shall be deemed to be a waiver of any other breach of that provision or any other similar or dissimilar breach. This Agreement, the Quality Standards and the policies and procedures of United Way in effect from time to time contain the entire agreement of the parties with respect to the subject matter hereof. This Agreement shall be binding upon and inure to the benefit of the parties and their successors; provided however that Agency may not assign any of its rights or delegate any of its duties without the prior written consent of United W ay. This Agreement shall be governed by the internal laws of the State of Missouri. This Agreement shall continue in effect until the Agency’s membership in United Way is terminated by the United Way or the Agency withdraws from membership in United Way. Any such termination or withdrawal must be in writing and may be with or without cause.

4. Board Member, Volunteer, & Employee Demographics (Tab: Reporting > Reporting, Level: Agency) BOARD MEMBERS Please Note: ** Indicates a mandatory item. If there is no reportable data, please enter "0". 1. **Enter the total number of Board Members currently serving. a. Enter today's date: 2. **Enter the gender of the Board Members reported. The total entered here must equal the total as reported in #1 above. a. Females: b. Males: c. Other: 3. **Enter the race/ethnicity of Board Members as reported above. The total entered here must equal the total as reported in #1 above. a. African American: e. Hawaiian/Pacific Islander: b. Asian: f. Hispanic/Latino: c. Bi/Multi-Racial: g. Native American/Alaskan Native: d. Caucasian: h. Other

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4. **Enter the total number of Board Members that represent each age range. The total entered here must equal the total as reported in #1 above. a. Below 20 years: b. Between 20 to 39 years: c. Between 40 to 65 years: d. Over 65 years: 5. **Enter the total number of Board Members that represent each years of service range. The total entered here must equal the total as reported in #1 above. a. Below 2 years of service: b. Between 2 to 6 years: c. Between 7 to 10 years: d. 11 years of service or more: EMPLOYEES 1. **Enter the total number of people who were employed at any time during your past fiscal year (normally ties to year- end payroll records): 2. **What is the approximate number of Full Time Equivalent (FTE) positions normally employed? (FTE is defined as the number of total hours worked divided by the maximum number of compensable hours in a work year as defined by law. For example, if the work year is defined as 2,080 hours, then one worker occupying a paid full time job is equivalent to one FTE. Two employees working for 1,040 hours each are equivalent to one FTE between the two of them.) 3. Does your agency have significant seasonal changes in its staffing patterns? Check box if yes: a. If yes, what is the approximate number of FTE positions employed during high seasonal times? 4. **Enter the gender of the staff reported above. The total entered here must equal the total as reported in #1 above. a. Female: b. Male: c. Other: 5. **Enter the race/ethnicity of staff as reported above. The total entered here must equal the total as reported in #1 above. a. African American: e. Hawaiian/Pacific Islander: b. Asian: f. Hispanic/Latino: c. Bi/Multi-racial: g. Native American/Alaskan Native: h. Other: d. Caucasian: VOLUNTEERS Please note: ** indicates a mandatory item. If there is no reportable data, enter "0". 1. **Enter the total number of each of the following types of volunteers for your past fiscal year. a. Episodic volunteers who came once or very few times for a particular event or purpose (may be estimated): b. On-going direct service volunteers whose service was both consistently provided during some portion of the year and related directly to program services on behalf of clients: c. Administrative and other on-going service volunteers who are not reported in statistics above excluding Board and committee volunteers: d. Board and committee volunteers: e. Total number of volunteer hours (includes episodic, on-going direct service and administrative/other on-going service volunteers:

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5. Client Demographics (Tab: Reporting > Reporting, Level: Agency) Report the following demographics of clients served during your last completed Fiscal Year. Demographics should be reported for all programs. A. Total Clients Served Direct Clients Indirect Clients Direct Clients: These clients generally receive extensive and/or long-term services in small groups or one-on-one. Intake records or other reliable methods of collecting information on these clients are maintained. Clients in this category are always unduplicated. Indirect Clients: These clients generally receive one-time or infrequent services from the agency and the services may be provided in a group setting. Detailed records for each client are not maintained, although a basic count of the number of participants and demographic estimates should be available. Demographic information is typically difficult or impossible to collect. Thus, if you do not have demographic information, the client is likely an indirect client. B. Gender (Direct Clients) Female Male Other C. Race/Ethnicity (Direct Clients) African American Asian Bi/Multi-Racial Caucasian Hawaiian/Pacific Islander D. Age (Direct Clients) 0 to 2 Years 3 to 5 Years 6 to 9 Years 10 to 14 Years 15 to 19 Years 20 to 34 Years

Hispanic/Latino Native American/Alaskan Native Other Unknown Race/Ethnicity

Only clients served within the United Way 16 county region should be included in the Total Clients Served, Gender, Race/Ethnicity, Age, and Annual Household Income sections

35 to 54 Years 55 to 64 Years 65 to 74 Years 75 to 84 Years 85 and Older Unknown Age

E. Annual Household Income (Direct Clients) $0 to $9,999 $30,000 to $49,999 $10,000 to $14,999 $50,000 to $99,999 $15,000 to $19,999 $100,000 and Greater $20,000 to $29,999 Unknown Income F. Zip Code (Direct Clients) Leave blank if none. Note: See Reporting Tools tab for a spreadsheet of zip codes categorized by County 62001 62003 62006 62009 62010 62012 62013 62015 62016 62018 62021

62062 62063 62065 62067 62069 62070 62071 62074 62079 62081 62082

62230 62231 62232 62233 62234 62236 62236 62237 62238 62239 62240

62281 62282 62283 62285 62286 62288 62289 62292 62293 62294 62295

63015 63016 63017 63019 63020 63021 63022 63023 63024 63025 63026

Page 13 of 27

63068 63069 63070 63071 63072 63073 63074 63077 63079 63080 63084

63123 63124 63125 63126 63127 63128 63129 63130 63131 63132 63133

63179 63180 63182 63188 63190 63195 63197 63198 63199 63301 63302

63379 63381 63383 63385 63386 63387 63389 63390 63627 65041 65441

62022 62023 62024 62025 62026 62027 62028 62030 62031 62033 62034 62035 62036 62037 62040 62044 62045 62046 62047 62048 62050 62052 62053 62054 62058 62059 62060 62061

62084 62085 62087 62088 62090 62092 62093 62095 62097 62098 62201 62202 62203 62204 62205 62206 62207 62208 62215 62216 62217 62218 62219 62220 62221 62222 62223 62225

62241 62242 62243 62244 62245 62248 62249 62250 62252 62253 62254 62255 62256 62257 62258 62259 62260 62261 62264 62265 62266 62269 62271 62272 62277 62278 62279 62280

62297 62298 62355 62361 62366 62511 62626 62630 62640 62649 62667 62672 62674 62683 62685 62690 62694 62708 62801 62916 63001 63005 63006 63010 63011 63012 63013 63014

63028 63030 63031 63032 63033 63034 63037 63038 63039 63040 63041 63042 63043 63044 63045 63047 63048 63049 63050 63051 63052 63053 63055 63056 63060 63061 63065 63066

G. County (Estimate of Indirect Clients) St. Louis City, MO Lincoln County, MO St. Louis County, MO St. Charles County, MO Franklin County, MO Warren County, MO Jefferson County, MO Calhoun County, IL

63087 63088 63089 63090 63091 63099 63101 63102 63103 63104 63105 63106 63107 63108 63109 63110 63111 63112 63113 63114 63115 63116 63117 63118 63119 63120 63121 63122

63134 63135 63136 63137 63138 63139 63140 63141 63143 63144 63145 63146 63147 63150 63151 63155 63156 63157 63158 63160 63163 63164 63166 63167 63169 63171 63177 63178

Clinton County, IL Greene County, IL Jersey County, IL Macoupin County, IL

63303 63304 63332 63333 63334 63338 63341 63342 63343 63344 63346 63347 63348 63349 63351 63357 63362 63363 63365 63366 63367 63368 63369 63370 63373 63376 63377 63378

Other Missouri Zip Codes Other Illinois Zip Codes Other State Zip Codes Unknown Zip Codes

Client numbers for Other MO, IL State, and Unknown Zip Codes should not be included in Total Direct Clients Served, Gender, Race, Age, or Income sections

Madison County, IL Monroe County, IL Randolph County, IL St. Clair County, IL

6. Agency Financials (Tab: Reporting > Reporting, Level: Agency)

Financial forms are located here Since agencies will only complete 2015 Audited or 2015 PreAudited financials, one will show as outstanding

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For agencies with Fiscal Year ending July through December, complete the following Agency Financials:   

2016 - Budget 2015 - Pre-Audited (If you already have your 2015 Audit, please complete Audited instead of Pre-Audited) 2014 - Audited

For agencies with Fiscal Year ending January through June, complete the following Agency Financials:   

2016 - Budget 2015 - Audited 2014 - Audited

* IMPORTANT The Total Surplus/Deficit here should match exactly with the Unrestricted Surplus/Deficit in the agency’s audit

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When entering audit and pre-audit data, use the Unrestricted column from the audit, as in this example

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Financial Overview Example

United Way populates this financial data – it is not entered by the agency

United Way, Individual Donors, and Corporate & Foundation Grants are reported as separate income line items. United Way income may comprise all funding received including, but not limited to: a. b. c. d. e. f. g.

Community Investment Division Allocation Combined Federal Campaign (CFC) Southwest Illinois Division Allocation Tri-Cities Area Division Allocation Agency Consultation, Training and Support (ACTS) Capacity-Building Grant Child Care Match & Scholarship Community Impact Funding Award i. Quality Early Care and Education ii. Financial Stability and Independence iii. Faith-Community Mobilization h. One-Time Grants i. Donor Designations Note: Agencies should report all funding received through any United Way on the “United Way Funding” line of the 2016 budget column.

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7. Cobranding End-of-Year Report 2015 (Tab: Reporting > Reporting, Level: Agency) The Cobranding End-of-Year Report is to be completed for the period January 1, 2015 through December 31, 2015. For tools and instructions on how to fulfill Cobranding membership requirements and extra credit options, please go to “Cobranding” found on the Navigation Bar in the Agency HQ section of the United Way’s website. It is not necessary to attach an example of every standard if your agency has submitted a current sample previously. ONLY attach new items. To attach and view materials that have already been submitted, go to the Attach Cobranding Documents tab.

Note: When attaching Cobranding supporting documentation, include the membership requirement item number and corresponding letter in the description. For example, when attaching an annual report that addresses membership requirement 1.c., use the naming convention “2015 – 1c Annual Report” as the file name and description.

MEMBERSHIP REQUIREMENTS: 1. Agency displays/includes the "Proud Member of United Way" logo on materials: a.

Proud member logo is displayed on all appropriate facilities and all main office locations, whether or not funded programs occur there. Note: Confidential locations and private homes do not require that the logo be displayed. Click Yes or No. Yes Response -  If the agency displays the logo on all appropriate facilities and main office locations (whether or not funded programs occur there), check the box to indicate that you will be attaching supporting documentation, if you have not done so previously. No Response - If the proud member logo is not displayed on all appropriate facilities and main office locations (whether or not funded programming occurs there), explain why (50 word maximum):

b. Does the agency have a web page? Click Yes or No. Yes Response If the agency has a web page, provide the address (URL): If the agency has a web page, is the proud member logo displayed? Click Yes or No. No Response - If the agency has a web page and the proud member logo is not displayed, explain why (50 word maximum):

Page 18 of 27

If the agency has a web page, is a link to the United Way's web page (www.stl.unitedway.org) provided? Click Yes or No. No Response - If the agency has a web page and a link to the United Way's web page (www.stl.unitedway.org) is not provided, explain why (50 word maximum): c.

Does the agency have an Annual Report? Click Yes or No. Yes Response -  If the agency has an annual report, check the box to indicate that you will be attaching a copy, if you have not done so previously: If the agency has an annual report, is the proud member logo included? Click Yes or No. No Response - If the agency has an annual report and the proud member logo is not included, explain why (50 word maximum): Comments (50 word maximum)

d. Does the agency distribute a newsletter? Click Yes or No. Yes Response -  If the agency distributes a newsletter, check the box to indicate that you will be attaching a copy, if you have not done so previously: If the agency distributes a newsletter, is the proud member logo included? Click Yes or No. No Response - If the agency has letterhead and the proud member logo is not included, explain why (50 word maximum): Comments (50 word maximum) e. Does the agency have letterhead? Click Yes or No. Yes Response -  If the agency has letterhead, check the box to indicate that you will be attaching a copy, if you have not done so previously: If the agency has letterhead, is the proud member logo included? Click Yes or No. No Response - If the agency has letterhead and the proud member logo is not included, explain why (50 word maximum): Comments (50 word maximum) f.

Does the agency distribute any brochures? Click Yes or No. Yes Response -  If the agency distributes brochures, check the box to indicate that you will be attaching copies of the brochures, if you have not done so previously: If the agency distributes brochures, is the proud member logo included? Click Yes or No. No Response - If the agency distributes brochures and the proud member logo is not included, explain why (50 word maximum):

2. Agency provided trained representatives to speak on behalf of the United Way during the campaign? Click Yes or No. 3. Agency ran a United Way campaign for agency employees? Click Yes or No.

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8. Program Profile (Tab: Reporting > Reporting, Level: Program) Complete this form for every program. For questions 3 through 9, report only on clients within the United Way 16 county region. 1.

** How many direct clients were served in this program during your last completed fiscal year? a. # of clients served within our United Way 16 county region b. # of clients served outside our United Way 16 county region

2.

** How many indirect clients were served in this program during your last completed fiscal year? a. # of clients served within our United Way 16 county region b. # of clients served outside our United Way 16 county region

3. Approximately how many clients, if any, did you have to turn away or place on a waitlist because of limited capacity? 4. Does this program provide any services to help clients obtain jobs? Click Yes or No. If Yes, additional questions will appear. 5. What types of employment related services are offered through your agency? (Check all that apply) a. Job readiness (i.e. soft skills: life skills, employment basics, GED classes, resume writing, interview skills, how to conduct a job search, etc.) b. Job training (i.e. hard skills: Microsoft Office, custodial services training, health care services training, etc.) c. Job development/placement (matching clients with jobs) d. Job retention/employment support (client follow up) 6. How many unduplicated clients received employment related services in 2015 (including job readiness, job training, job development/placement or job retention)? 7. How many clients were served in the program in the following areas? a. Job readiness (i.e. soft skills: life skills, employment basics, GED classes, resume writing, interview skills, how to conduct a job search, etc.) b. Job training (i.e. hard skills: Microsoft Office, custodial services training, health care services training, etc.) c. Job development/placement (matching clients with jobs) d. Job retention/employment support (client follow up) 8. How many clients obtained employment in 2015 (if known)? 9. How many clients who received job readiness and/or employment services in 2015 have retained employment for at least 90 days (if known)? a. What was the average hourly wage (if known)? 10. For this program, please provide the following information for units of service. You may enter up to three: a. Unit of Service #1 (i.e., 50 minute counseling session): b. Cost of Unit of Service #1 (i.e., $80 per counseling session): c. Actual Units of Service provided (i.e., 8,500 counseling sessions): 11. Do you wish to enter a second Unit of Service? Click Yes or No. a. Unit of Service #2: b. Cost of Unit of Service #2: c. Actual Units of Service provided: 12. Do you wish to enter a third Unit of Service? Click Yes or No. a. Unit of Service #3: b. Cost of Unit of Service #3: c. Actual Units of Service provided: 13. Program Financial Data for 2016 Operating Budget: a. Program expenses (including fundraising, management & general): b. United Way funding allocated to this program: c. Program service fees: d. Restricted grants: 14. Program Financial Data for 2015 Actual Program Expenses: a. Program expenses (including fundraising, management & general): b. United Way funding allocated to this program: c. Program service fees: d. Restricted grants: Page 20 of 27

9. Outcome Indicators (Tab: Reporting > Reporting, Level: Program) Complete this form for every program. All agencies must select at least one indicator for each program. Potential measurement tools can be found under Reporting Tools. To learn more, go to the “Common Outcome Indicators Framework” located in the Appendix of this Guide. In 2016 agencies will also specify the exact target population measured for each outcome. This will allow agencies to differentiate the client base that is included in each outcome measure from a program’s broader target population. 1. Select the Service Area that best aligns with the program. (Select from drop-down list.) 1) Administrative Services 2) Basic Needs 3) Behavioral Health 4) Child Welfare 5) Disabilities 6) Disaster Services 7) Early Childhood 8) Financial Stability 9) Legal Services 10) Physical Health 11) Senior Services 12) Violence Prevention 13) Workforce Development 14) Youth Development 2. Select the Outcome Indicator statement that best aligns with the program activities. You may enter up to five indicators for each program. For each indicator, provide answers to a, b, c, d, and e below. Outcome Indicator #1: (select from drop-down list) 1.) Clients achieve/maintain permanency (reunification, guardianship, adoption). 2.) Clients are born of a healthy birth weight. 3.) Clients are free from law enforcement/juvenile justice involvement or re-offending. 4.) Clients are free from substantiated incidents of child abuse and/or neglect. 5.) Clients are proficient in reading/math. 6.) Clients are promoted to the next grade level. 7.) Clients are ready to enter kindergarten. 8.) Clients are satisfied with services. (administrative) 9.) Clients are successfully able to manage physical health conditions. 10.) Clients are successfully able to navigate the justice system. 11.) Clients are successfully linked with community services. 12.) Clients avoid bullying behaviors. 13.) Clients avoid illegal/addictive substances that negatively impact their lives. 14.) Clients develop coping, stress management skills. 15.) Clients develop healthy relationships with family members/caregivers. 16.) Clients develop positive friendships with peers. 17.) Clients develop positive self-concept/self-esteem/self-confidence. 18.) Clients develop/maintain a physically active lifestyle. 19.) Clients develop/maintain healthy eating habits. 20.) Clients develop skills to avoid engaging in risky behaviors. 21.) Clients do not become pregnant or father a child during teen years. 22.) Clients enhance their capacity and performance. (administrative) 23.) Clients enroll in/complete job training, college, or vocational training. 24.) Clients experience a sense of belonging. 25.) Clients experience fewer mental, emotional, and/or behavioral symptoms. 26.) Clients experience no out-of-home placements. 27.) Clients feel less isolated. 28.) Clients feel more hopeful about the future. 29.) Clients gain critical thinking and decision-making skills. 30.) Clients gain knowledge/take action about advocacy/policy issues. 31.) Clients gain knowledge about available community resources. 32.) Clients gain knowledge about behavioral/mental health issues. 33.) Clients gain knowledge about healthy lifestyle habits. 34.) Clients gain knowledge about personal finance and money management. 35.) Clients gain knowledge about pertinent legal rights and obligations. 36.) Clients gain knowledge about physical health conditions. Page 21 of 27

37.) 38.) 39.) 40.) 41.) 42.) 43.) 44.) 45.) 46.) 47.) 48.) 49.) 50.) 51.) 52.) 53.) 54.) 55.) 56.) 57.) 58.) 59.) 60.) 61.) a. b. c. d. e.

Clients gain knowledge about safe and healthy relationships. Clients gain knowledge about service delivery topic. (administrative) Clients gain knowledge and skills to prevent and respond to emergencies. Clients gain knowledge/take action to increase disaster preparedness. Clients gain positive parenting/co-parenting skills. Clients gain strategies for enhancing safety. Clients gain/maintain independent living/essential life skills. Clients graduate from high school, earn a GED, other high school equivalent. Clients have immediate basic needs met (food, clothing, shelter, etc.). Clients identify, manage, and appropriately express emotions and behaviors. Clients improve listening and spoken language abilities. Clients increase income, savings, assets. Clients maintain/improve course grades/academic performance. Clients maintain/improve school attendance/remain in school. Clients maintain/improve their level of functioning. Clients maintain/improve their quality of life. Clients make changes based on knowledge gained. (administrative) Clients meet or exceed age-appropriate developmental milestones. Clients obtain employment. Clients obtain job readiness skills. Clients pass their classes. Clients receive routine medical care and age-appropriate immunizations. Clients recover to their normal lifestyle after a disaster. Clients remain in/transition to an improved, stable living situation. Clients retain employment for at least three months.

Specific Target Population Measured: Measurement Tool: Target Goal %: # of clients included in the measure: # of clients that achieved indicator:

Outcome Indicator #2: (same list as above) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %: d. # of clients included in the measure: e. # of clients that achieved indicator: Outcome Indicator #3: (same list as above) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %: d. # of clients included in the measure: e. # of clients that achieved indicator: Outcome Indicator #4: (same list as above) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %: d. # of clients included in the measure: e. # of clients that achieved indicator: Outcome Indicator #5: (same list as above) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %: d. # of clients included in the measure: e. # of clients that achieved indicator: 3. Please share any successes or challenges related to achieving the above outcome indicators and targets. 4. How are program outcomes used? W hat adjustments, if any, have been made to your agency, program, staffing as a result of your findings? What processes do you have in place to ensure continuous quality improvement? Page 22 of 27

10. MAP Progress Report (Tab: Reporting > Reporting, Level: Program) Only complete the MAP Progress Report for programs that received MAP funding. If an agency did not receive MAP funding, this form should not be completed and will show as OUTSTANDING. 1. Please provide a status update regarding your agency's use of the 2016 MAP award. (Describe any progress, successes, and/or challenges related to program implementation.) 2. Select the Outcome Indicator statements that are measured in programming supported by 2016 MAP funding. (This should align with outcomes selected in the MAP application): Outcome Indicator #1: (listed on Pages 21 and 22) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %: Outcome Indicator #2: (listed on Pages 21 and 22) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %:

Outcome Indicators should match those selected in the corresponding MAP application

Outcome Indicator #3: (listed on Pages 21 and 22) a. Specific Target Population Measured: b . Measurement Tool: c. Target Goal %:

11. Board Roster (Tab: Reporting Tools > Reporting, Level: Agency) 1.

Click on Reporting Tools from the Navigation Bar

2. Click on 2016 Agency Board Roster Template to access the excel template

3. Download and save the document as “Agency Name 2016 Board Roster.xls” 4. Use this template to enter information about your Board Members as of April 2016 5. If your agency has more than 70 Board Members, complete two templates saving the first as “Agency Name 2016 Board Roster1.xls” and the second as “Agency Name 2016 Board Roster2.xls” 6. When complete, go to the Reporting tab and click on Board Roster 7. Click the Add button Page 23 of 27

8. In the Description box, name the document name “Agency Name 2016 Board Roster” 9. Click the Browse button located under the description box on the right side of the screen 10. Locate the document you wish to attach 11. After the location of the document appears in the file name box, click Add button to upload the attachment

12. Organizational Chart (Tab: Reporting, Level: Agency) You must attach a current Organizational Chart for your agency. Please note: a. Your chart must be 8-1/2” x 11” b. Required format is PDF c. You can download free software here www.pdf995.com 1. Go to the Reporting tab and click on Organizational Chart 2. Click the Add button 3. In the Description box, name the document name “Agency Name 2016 Organizational Chart” 4. Click the Browse button located under the description box on the right side of the screen 5. Locate the document you wish to attach 6. After the location of the document appears in the file name box, click Add button to upload the attachment

Page 24 of 27

13. Southwest Illinois Division (SWID) Funding Request (Tab: Reporting > SWID Funding Request, Level: Agency) Complete only if your agency receives an allocation from the Southwest Illinois Division (SWID). Total Amount Requested for 2017: ** Provide justification for the amount requested, answering the following questions: How will the funds be used? How many clients will be affected? If the agency is requesting an increase in funding, what will be the impact of increased funding and how will the increase be spent?

14. Tri-Cities Area Division (TCAD) Funding Request (Tab: Reporting > TCAD Funding Request, Level: Agency) Complete only if your agency receives an allocation from the Tri-Cities Area Division (TCAD). Total Amount Requested for 2017: ** Provide justification for the amount requested, answering the following questions: How will the funds be used? How many clients will be affected? If the agency is requesting an increase in funding, what will be the impact of increased funding and how will the increase be spent?

Page 25 of 27

15. Company Data (Tab: Company Data, Level: Agency) Enter the number of Direct Clients served by your agency during the past Fiscal Year who work at the following companies. Leave blank if none. Click Save when done. The company list for 2016 is located under Reporting Tools. AAA of Missouri Afton Chemical Corporation

Bethalto School District #8 Bethesda Health Group, Inc.

City of O'Fallon City of O'Fallon

Allsup, Inc.

BJC HealthCare

City of St. Charles School District

Alton Memorial Hospital

BKD, LLP

City of St. Peters

Alton School District #11 Alton Steel, Inc.

BMO Harris Bank Bodley Group

City of Wentzville CNB Bank & Trust

Ameren

Brown Shoe Company, Inc.

Coin Acceptors, Inc.

American Railcar Industries

Brown Smith Wallace, LLC

American Water Works Company, Inc. Amsted Rail Anderson Hospital Anheuser-Busch Anthem Blue Cross and Blue Shield Arch Coal, Inc. ARCTURIS

Bryan Cave LLP BSI Constructors Inc. Buckeye International, Inc. Build-A-Bear Workshop Burns & McDonnell Engineering Company Casino Queen, Inc. Cass Information Systems, Inc.

Collinsville School District #10 Commerce Bancshares, Inc. ConAgra Foods Convergys Corporation Cope Plastics, Inc.

FedEx First Bank

Deloitte

Ascension Health Alliance

Centric Group CenturyLink Technology Solutions

Diagraph an ITW Company Dierbergs Markets, Corporate Office Distribution Management Inc. Dobbs Tire & Auto Centers, Inc. DTZ DuPont

City of Alton City of Belleville

Belden Inc.

City of East St. Louis

Belleville Boot Company

City of Edwardsville

Belleville Public School District #118

City of Granite City

Granite City School District #9 Graybar Electric Company, Inc. Greensfelder, Hemker & Gale, P.C.

Enterprise Holdings, Inc. Equifax Workforce Solutions Ernst & Young LLP

Data2 Corporation

Central Bank of St. Louis

Citi

Enterprise Financial

Express Scripts

Armstrong Teasdale LLP

Auffenberg Dealer Group of Illinois Bank of America Bank of Washington

Energizer Holdings Inc.

CSI Leasing, Inc.

Daugherty Business Solutions

Charter Communications

Edwardsville Community Unit School District #7 Emerson Emerson Hermetic Motor Emerson Process Management

Experitec Inc.

Centene Corporation

AT&T Missouri

Edward Jones

Corizon Health

Argosy Casino Alton

Associated Bank

Eastman Eaton's Bussmann Business

East Alton School District #13 East Alton-Wood River School Dist. #14 East St. Louis School District 189 Administrative Office

First State Bank of St. Charles FleishmanHillard Francis Howell School District Gateway Packaging Company Gateway Regional Medical Center GCS Credit Union GENCO General Motors Truck Group Wentzville Assembly Center GKN Aerospace Services St. Louis Granite City Park District

Kraft Foods - Capri Sun

Moneta Group

QuikTrip Corporation

Krey Distributing Company

Monsanto Company

Regions Bank

Lee Enterprises, Inc.

Murphy Company

Reinsurance Group of America, Inc. (RGA)

Harbour Group Ltd.

Lewis, Rice & Fingersh, L.C.

Hazelwood School District R1

Lincoln County Medical Center

National Information Solutions Cooperative (NISC) Nestle Purina PetCare Company

Page 26 of 27

Rockwood School District Roxana Community Unit School District #1

HBM Holdings

Lincoln County R-III School District Lindenwood University

Nidec Motor Corporation

RubinBrown LLP

Nordstrom Corporate Office

Saint Louis University

Lockton Inc.

Nordyne, Inc.

Save-A-Lot

HOK

Macy's Central

Northwestern Mutual - St. Louis

Schnuck Markets, Inc.

Holland Construction Services

Madison County Government

Novus International, Inc.

Scottrade Inc.

Hunter Engineering Company

Madison CUSD #12

Heritage Home Group LLC Highland Community School District #5

Major Brands, Inc. Mallinckrodt Pharmaceuticals

Olin Brass a subsidiary of Global Brass and Copper, Inc. Olin Corporation Orchard Farm R-V School District

HWRT Oil Company LLC

Maritz Inc.

OSF Healthcare Systems

IBM Corporation

Maryville Technologies

Ozburn - Hessey Logistics

Husch Blackwell LLP Hussmann Corporation

ICL Performance Products LP Ingersoll Rand

MasterCard Operations & Technologies MasterCard Worldwide McCarthy Building Companies, Inc.

Shop 'n Save Sigma-Aldrich Corporation SKF-Lincoln Industrial Southwestern Illinois College Southwestern Illinois College - Sam Wolf Granite City Campus

Paric Corporation

SSE, Inc.

Parkway School District

SSM Health Care

Intelligrated

MECS

Peabody Energy

St. Anthony's Medical Center

Isle of Capri Casinos, Inc.

Melton Machine

Peckham, Guyton, Albers & Viets, Inc.

St. Elizabeth's Hospital

ITW Labels

Memorial Hospital

Pfizer

Jacobs Engineering

Mercy Health

Phillips 66

Jersey Community Hospital

MetLife

Plaza Motor Company

Jersey Community School District #100

Metropolitan St. Louis Sewer District

Polsinelli

Jet Aviation

Millstone Weber, Inc.

KellyMitchell Group Inc.

Missouri State Employees

KPMG LLP

St. Luke's Hospital Stifel

MiTek USA, Inc. The Federal Reserve Bank of St. Louis The Korte Company The Laclede Group

Stupp Bros., Inc.

The Millstone Company

St. Louis Rams

Target Corporation Terminal Railroad Association The Boeing Company

TheBANK of Edwardsville

St. Louis Post-Dispatch St. Louis Public Schools

Thompson Coburn LLP

UPS

Towers Watson TricorBraun Inc.

USS - Granite City Works Wal-Mart Stores, Inc. Washington University in St. Louis

U.S. Bank

The PNC Financial Services Group The ROHO Group The St. Louis American Newspaper

SunEdison

PricewaterhouseCoopers LLP Procter & Gamble Manufacturing Company Pulaski Bank

St. Louis Blues/Scottrade Center St. Louis Business Journal St. Louis City Employee Campaign St. Louis Community College St. Louis County Employee Campaign

UMB Bank of St. Louis, NA

Webster University

UniGroup, Inc.

Wells Fargo World Wide Technology, Inc.

Union Pacific Corporation University of Missouri - St. Louis

Page 27 of 27

Common Outcome Indicators Framework Background | Methodology | Results | Next Steps

Published December 2014

Page 1 of 11

I.

BACKGROUND

On August 20, 2014, the United Way of Greater St. Louis Board of Directors approved the 2014-2018 Strategic Plan which includes a key initiative focused on outcomes, benchmarking, innovation, and measuring and communicating impact. The inclusion of this initiative into the plan was informed by analysis of internal data, as well as an environmental scan of sector trends. To date, United W ay has provided a broad open-ended framework for agencies to report program outcomes whereby they can customize them based on best practices within their particular fields of service. The 2020 Project: Outcome Measurement Recommendations Report prepared by W ashington University revealed that due to this lack of standardization, member agencies reported over 5,000 different outcome and indicator statements between 2007 and 2013. Further analysis shows that at least one third of these statements were not actually outcomes, but instead were inputs, activities, outputs, and client satisfaction measures. As a result, there is significant variation in the consistency and quality of outcomes making it impossible to coherently aggregate, summarize, and communicate impact. This, combined with the growing demand for greater accountability, results, and return on investment by donors in an increasingly competitive environment, reinforces the imperative to develop a common set of program outcome indicators.

II.

METHODOLOGY

United Way of Greater St. Louis funds 170 member agencies providing services in an array of programmatic areas and serving various target populations throughout the St. Louis region. To develop the common set of indicators, data was collected, analyzed, and synthesized from multiple sources including the following:

* Repositories included the Child Trends Indicators Data Bank, Foundation Center Tools and Resources for Assessing Social Impact (TRASI), Perform Well, and Urban Institute Outcome Indicators Project Page 2 of 11

Outcome indicators were developed within the following five impact areas in alignment with the newly developed Strategic Plan and will be segmented into outcome domains: 1. Basic Needs – includes food, clothing, housing, violence prevention, sexual assault, legal services 2. Education – includes early childhood education, child welfare, youth development, adult education 3. Financial Stability – includes workforce development, financial education, tax preparation, asset building, IDAs 4. Health – includes behavioral health, physical health, disabilities, senior services 5. Strong Communities – includes administrative services (agencies that typically do not provide direct services to clients), disaster services, neighborhood-based services, place-based collaborations Based on lessons learned, it was determined that rather than engaging all member agencies in the actual development of standard outcomes as was done in the past unsuccessfully, a more efficient and effective method would be to develop an initial framework for agencies to respond to and provide feedback. During the most recent annual United Way meeting with executive directors, member agencies were solicited to provide feedback into the final product, with several agencies representing various impact areas volunteering to do so.

III.

RESULTS

Below are the common indicators that emerged after analysis and synthesis of various sources, and are subject to modification based on agency and partner input and feedback. Possible measures are included at the end of this report. 1.

Clients achieve/maintain permanency (reunification, guardianship, adoption).

2.

Clients are born of a healthy birth weight.

3.

Clients are free from law enforcement/juvenile justice involvement or re-offending.

4.

Clients are free from substantiated incidents of child abuse and/or neglect.

5.

Clients are proficient in reading/math.

6.

Clients are promoted to the next grade level.

7.

Clients are ready to enter kindergarten.

8.

Clients are satisfied with services. (administrative)

9.

Clients are successfully able to manage physical health conditions.

10.

Clients are successfully able to navigate the justice system.

11.

Clients are successfully linked with community services.

12.

Clients avoid bullying behaviors.

13.

Clients avoid illegal/addictive substances that negatively impact their lives.

14.

Clients develop coping, stress management skills.

15.

Clients develop healthy relationships with family members/caregivers.

16.

Clients develop positive friendships with peers.

17.

Clients develop positive self-concept/self-esteem/self-confidence.

18.

Clients develop/maintain a physically active lifestyle.

19.

Clients develop/maintain healthy eating habits.

20.

Clients develop skills to avoid engaging in risky behaviors.

21.

Clients do not become pregnant or father a child during teen years.

22.

Clients enhance their capacity and performance. (administrative)

23.

Clients enroll in/complete job training, college, or vocational training.

24.

Clients experience a sense of belonging.

25.

Clients experience fewer mental, emotional, and/or behavioral symptoms. Page 3 of 11

IV.

26.

Clients experience no out-of-home placements.

27.

Clients feel less isolated.

28.

Clients feel more hopeful about the future.

29.

Clients gain critical thinking and decision-making skills.

30.

Clients gain knowledge/take action about advocacy/policy issues.

31.

Clients gain knowledge about available community resources.

32.

Clients gain knowledge about behavioral/mental health issues.

33.

Clients gain knowledge about healthy lifestyle habits.

34.

Clients gain knowledge about personal finance and money management.

35.

Clients gain knowledge about pertinent legal rights and obligations.

36.

Clients gain knowledge about physical health conditions.

37.

Clients gain knowledge about safe and healthy relationships.

38.

Clients gain knowledge about service delivery topic. (administrative)

39.

Clients gain knowledge and skills to prevent and respond to emergencies.

40.

Clients gain knowledge/take action to increase disaster preparedness.

41.

Clients gain positive parenting/co-parenting skills.

42.

Clients gain strategies for enhancing safety.

43.

Clients gain/maintain independent living/essential life skills.

44.

Clients graduate from high school, earn a GED, other high school equivalent.

45.

Clients have immediate basic needs met (food, clothing, shelter, etc.).

46.

Clients identify, manage, and appropriately express emotions and behaviors.

47.

Clients improve listening and spoken language abilities.

48.

Clients increase income, savings, assets.

49.

Clients maintain/improve course grades/academic performance.

50.

Clients maintain/improve school attendance/remain in school.

51.

Clients maintain/improve their level of functioning.

52.

Clients maintain/improve their quality of life.

53.

Clients make changes based on knowledge gained. (administrative)

54.

Clients meet or exceed age-appropriate developmental milestones.

55.

Clients obtain employment.

56.

Clients obtain job readiness skills.

57.

Clients pass their classes.

58.

Clients receive routine medical care and age-appropriate immunizations.

59.

Clients recover to their normal lifestyle after a disaster.

60.

Clients remain in/transition to an improved, stable living situation.

61.

Clients retain employment for at least three months.

NEXT STEPS

After incorporating agency feedback, the common set of outcome indicators will be shared with member agencies during annual web-based reporting beginning in March 2015. Agencies will select indicators that best align with their program activities from a pre-defined list. As in previous reporting cycles, agencies will also report their measurement tool, target goal, number of clients served in the program, number of clients measured (base), and number of clients making progress on the indicator (achieved). This information will be pulled into the Site Visit packet in a similar format. Page 4 of 11

Agencies that may not have been tracking any of the indicators will present what they have been tracking to the allocation panel at their 2015 Site Visit. However, all agencies must select at least one indicator for each program and put tracking mechanisms into place so that they can report results during the 2016 reporting cycle. Here is a general timeline with key milestones: 2014 – Gather, aggregate, and analyze universe of possible indicators; conduct interviews with other funders and community partners; develop a synthesized list of common indicators and potential measures; incorporate agency and partner feedback into final list 2015 – Redesign reporting site for agencies to select from the pre-defined list during annual reporting with agencies reporting outcomes for all programs (whether it was funded previously or not); collect data on measures that agencies are currently using that align with the pre-defined list; convene agencies to assess possibility of utilizing similar measures; provide technical assistance and capacity building for agencies based on needs assessment; train staff and volunteers on assessing programmatic performance; develop a scoring rubric to assess overall organizational performance; explore potential partnership with local university on technical assistance and capacity building; work with marketing team on messaging and impact statements 2016 – Implement new technology platform to incorporate logic model reports and performance dashboards; continue to provide technical assistance and capacity building; compile a list of agencies by indicator and begin comparative analysis; design reporting site with a pre-defined list of measures; begin applying social return on investment formulas; utilize results for investment decision making during site visit and allocations cycle 2017 and Beyond – Refine list of indicators, measures, dashboards, and scoring rubric; utilize results to inform return on investment formulas; convene agencies for best practice sharing; continue technical assistance and capacity building; utilize results for benchmarking and investment decision making during site visit and allocations cycle Below are some Frequently Asked Questions to help address questions that may arise: 1. Why is this being done? The mission of United Way of Greater St. Louis is to mobilize the community with one goal in mind – helping people to live their best possible lives. Having a common outcome measurement framework will not only help to achieve the mission, but it will also help to:  Establish a universal language and data infrastructure  Assist the community in working toward a common agenda and goals  Determine the impact and return on investment of funded programs  Provide comparative and benchmark data to inform strategic direction and future investments  Inform capacity building and technical assistance support  Allow the region to become more competitive for state and federal funding opportunities Most importantly, a common framework will help to identify best practices, emerging issues among impact areas, and what’s working to help make progress on a particular indicator. This will help cultivate a culture of continuous quality improvement and learning which is essential to achieving outcomes and developing Centers of Excellence. 2. What assistance will be provided for member agencies? In addition to providing annual predictable funding to member agencies, United Way will provide nonmonetary support in the form of technical assistance throughout the process. Beginning in the summer of Page 5 of 11

2015, capacity building trainings, and consultation will be provided to assist and strengthen agencies in the areas of evaluation and measurement by providing relevant and practical tools to improve performance. To ensure alignment, United Way staff and volunteers will also be trained on the same content which may include the following topics:  Fundamentals of performance management and measurement  Cultivating a performance culture and continuous quality improvement mindset  Implementing theory of change and logic model frameworks  Evaluating quality and fidelity of program implementation  Tools for process mapping and building data systems  Best practices for data entry, quality, and integrity  Analyzing, interpreting, and communicating outcomes After the first year of collecting data around the common indicators, the next phase will be to standardize measurement tools and methods with agency input and consensus. 3. What if an indicator we’ve been tracking is not on the list? Or we develop a new innovative program and an indicator we want to track is not on the list? We see this as a journey and partnership with our member agencies, a continually evolving process of learning and refinement. We value innovation and emergent interventions, and therefore welcome suggestions for indicators to be incorporated into the list. The goal and challenge is to be inclusive and comprehensive, while at the same time keeping it simple and manageable. 4. Are there a minimum or maximum number of indicators that agencies have to select? Agencies must select at least one indicator for each of their programs during 2016 agency web-based reporting. Indicators should align with program activities; more is not necessarily better. Not everything an agency tracks will be on the list. Agencies may present additional measures during their 2015 Site Visit. 5. Who should I contact if I have questions, comments, and suggestions for indicators? We value your partnership and welcome your input and feedback. Please contact: Julie Russell, MSW , LCSW Senior Vice President, Planning and Evaluation [email protected], 314-539-4205

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GLOSSARY OF KEY TERMS

Benchmark – A standard by which something can be measured or judged. An agency may compare its performance to own past performance, another agency, and/or other external entity. Continuous Quality Improvement (CQI) – An approach to quality assurance that emphasizes continually improving systems and processes within an organization in order to meet the needs of those served and improve the services offered. It involves a system of gathering, analyzing, and responding to data that is collected to guide efforts to meet an organization’s vision, mission, and values. It incorporates an endless process of identifying and implementing opportunities for improvement. Evidence-Based Practices (EBP) – Interventions that have been proven to be effective based on evidence generated from rigorous scientific research such as randomized controlled trials (RCT). Indicator – Specific, observable, and measurable characteristics, actions, or conditions that demonstrate whether a desired change has happened within the intended outcome domain. Also referred to as outcome indicator. Input – The resources—money, time, staff, expertise, methods, and facilities—that an organization commits to a program to produce the intended outputs, outcomes, and impact. Intervention is an activity that is intentionally designed to promote change and create desirable outcomes. Logic Model – The logically related parts of a program, showing the links between program objectives, program activities (efforts applied coherently and reliably over a sustained time), and expected program outcomes. A logic model makes clear who will be served, what should be accomplished, and specifically how it will be done (i.e., written cause-and-effect statements for a given program design). Measure – specific data collection tool (e.g. pre/post surveys, post surveys, standardized instruments, observations, administrative data, case data, etc.) used to track progress toward an indicator. Outcome Domain – Broad areas of desired change, generally defined in terms of knowledge, skills, attitudes, behavior, condition, or status. Output – The volume of a program’s actions, such as products created or delivered, number of people served, and activities and services carried out. Performance Management – A self-corrective process an organization uses to track progress toward success. It involves making use of data about clients, services, and outcomes in real time to adjust program practices on an ongoing basis and make the program as effective as possible at improving clients’ lives. Theory of Change – An organization’s strategy, blueprint, and clear statement about what it will do to solve a particular community issue. The overarching set of formal relationships presumed to exist for a defined population, the intended outcomes that are the focus of the organization’s work, and the logic model for producing the intended outcomes. A theory of change should be meaningful to stakeholders, plausible in that it conforms to common sense, doable with available resources, and measurable.

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KEY REFERENCES

Child Trends Indicators Data Bank, http://www.childtrends.org/databank/ Community Tool Box, http://ctb.ku.edu/en/toolkits Foundation Center Tools and Resources for Assessing Social Impact (TRASI), http://trasi.foundationcenter.org/ Leap of Reason: Managing to Outcomes in an Era of Scarcity by Mario Morino PerformWell, http://www.performwell.org/ Shared Vision for Youth Common Outcomes and Indicators, The Forum for Youth Investment, http://www.nassembly.org/knowledge/documents/NCYCommonOutcomes.pdf The Nonprofit Outcomes Toolbox: A Complete Guide to Program Effectiveness, Performance Measurement, and Results by Robert Penna United W ay of Greater St. Louis 2020 Project: Outcome Measurement Recommendations Report by Washington University United Way of Greater St. Louis, Performance Management Toolkit: A Resource for Nonprofits Urban Institute Outcome Indicators Project, http://www.urban.org/center/cnp/projects/outcomeindicators.cfm

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POSSIBLE MEASURES BY OUTCOME INDICATOR

Below are some possible measures by outcome indicator. This is not an exhaustive list, but a starting point for identifying measures. Measures are specific data collection tools (e.g. pre/post surveys, post surveys, standardized instruments, observations, administrative data, case data, etc.). They should ultimately align with your program model, specific intervention/activities, and content being delivered.

Outcome Indicator

Possible Measures

Clients achieve/maintain permanency (reunification, guardianship, adoption).

Client records

Clients are born of a healthy birth weight.

Birth weight

Clients are free from law enforcement/juvenile justice involvement.

Law enforcement involvement

Clients are free from substantiated incidents of child abuse and/or neglect.

Incidents

Clients are proficient in reading/math.

School records

Clients are promoted to the next grade level.

School records

Clients are ready to enter kindergarten.

Ages and Stages Questionnaire, Teaching Strategies GOLD, Enrollment

Clients are satisfied with services. (administrative)

Intervention specific measure/survey

Clients are successfully able to manage physical health conditions.

Client records

Clients are successfully able to navigate the justice system.

Intervention specific measure

Clients are successfully linked with services.

Intervention specific measure

Clients avoid bullying behaviors.

Bullying Perpetration and Bullying Victimization Scales, Illinois Bully Scale

Clients avoid using illegal substances.

Screening, Youth Risk Behavior Survey

Clients develop coping, stress management skills. Clients develop healthy relationships with family members/caregivers.

Parenting Stress Index, Perceived Stress Scale Family Management Scale, Global Assessment of Relational Functioning, North Carolina Family Assessment Scale, Outcome Rating Scale

Clients develop positive friendships with peers.

Peer Friendships Scale for Parents/Teens

Clients develop positive self-concept/self-esteem/self-confidence.

Rosenberg Self-Esteem Inventory

Clients develop/maintain a physically active lifestyle.

California Healthy Kids Survey

Clients develop/maintain healthy eating habits.

Youth Risk Behavior Surveillance Systems

Clients do not become pregnant or father a child during teen years.

Pregnancy

Clients enhance their capacity and performance. (administrative)

Intervention specific measure

Clients enroll in/complete job training, college, or vocational training.

Client records

Clients experience a sense of belonging.

The Belonging Scale Page 9 of 11

Clients experience fewer mental, emotional, and/or behavioral symptoms.

BASIS-32, Beck Depression Inventory, Behavioral and Emotional Rating Scale, Brief Mood Survey, Burns Anxiety Inventory, Pediatric Symptom Checklist, Short Mood and Feelings Questionnaire

Clients experience no out-of-home placements.

Placement

Clients feel less isolated.

Intervention specific measure

Clients feel more hopeful about the future.

Intervention specific measure

Clients gain critical thinking and decision-making skills.

Critical Thinking

Clients gain knowledge about advocacy/policy issues. (administrative)

Intervention specific measure

Clients gain knowledge about available community resources.

Intervention specific measure

Clients gain knowledge about behavioral/mental health issues.

Intervention specific measure

Clients gain knowledge about healthy lifestyle habits.

Intervention specific measure

Clients gain knowledge about personal finance and money management.

Financial Knowledge Questions, Stages of Change in Financial Counseling

Clients gain knowledge about pertinent legal rights and obligations.

Intervention specific measure

Clients gain knowledge about physical health conditions.

Intervention specific measure

Clients gain knowledge about service delivery topic. (administrative)

Intervention specific measure

Clients gain knowledge and skills to prevent and respond to emergencies.

Intervention specific measure

Clients gain knowledge/take action to increase disaster preparedness.

Intervention specific measure Eyberg Child Behavior Inventory, Parenting Practices Inventory, Parenting Stress Index

Clients gain positive parenting/co-parenting skills. Clients gain strategies for enhancing safety. Clients gain/maintain independent living/essential life skills.

Intervention specific measure Ansell Casey Life Skills Assessment, Daniel Memorial Independent Living Assessment

Clients graduate from high school, earn a GED, other high school equivalent.

School records

Clients have immediate basic needs met (food, clothing, shelter, etc.). Clients identify, manage, and appropriately express emotions and behaviors.

Client records Behavioral and Emotional Rating Scale, Self-control and Self-efficacy Individual Protective Factors

Clients increase income, savings, assets.

Financial Behavior Scale, Financial Management Behavior Scale

Clients maintain/improve course grades.

School records

Clients maintain/improve school attendance. Clients maintain/improve their level of functioning.

School records Children's Global Assessment Scale, Global Assessment of Functioning Scale, World Health Organization Disability Assessment Schedule

Clients maintain/improve their quality of life.

World Health Quality of Life, McGill Quality of Life Questionnaire, RAND-36

Clients make changes based on knowledge gained. (administrative)

Intervention specific measure Ages and Stages Questionnaire, Denver Developmental Screening Test, Developmental Indicators for Assessment of Learning, Devereux Early

Clients meet or exceed age-appropriate developmental milestones.

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Childhood Assessment, Early Learning Observation Rating Scale, Hawaii Early Learning Profile, Learning Accomplishment Profile, Teaching Strategies GOLD Clients obtain employment.

Client records

Clients obtain job readiness skills.

Intervention specific measure

Clients pass their classes.

School records

Clients receive routine medical care and age-appropriate immunizations.

Client records

Clients recover to their normal lifestyle after a disaster.

Intervention specific measure

Clients remain in/transition to an improved, stable living situation.

Client records

Clients retain employment for at least three months.

Client records

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