UNITED WAY OF THE BIG BEND FUNDING OPPORTUNITY ANNOUCEMENT. Funding Opportunity Announcement For Fiscal Years

Transcription

1 Funding Opportunity Announcement For Fiscal Years Letters of Intent due January 25,

2 Funding Opportunity Announcement Our Mission: To raise awareness, mobilize resources and find collaborative, targeted solutions for our community s most vital concerns. Our Vision: To be the region s trusted leader for addressing our community s most vital concerns. Our Goal: To support the success of families, individuals, and a thriving community. Table of Contents I. Introduction and Background II. Purpose III. Impact Areas Overview i. Priority Population and Economic Empowerment IV. Key Dates V. Agency Eligibility Information VI. General Grant Information VII. Letters of Intent VIII. Evaluation and Award Notification Process IX. Results Based Accountability X. Impact Area Performance Measures i. Housing ii. Early Learning iii. Safety Net iv. Aging Workforce v. Skills Development XI. UWBB Contacts XII. Appendix 2

3 I. Introduction and Background On February 11, 1943, nine concerned citizens chartered an organization that would become known as United Way of the Big Bend (UWBB). It was founded with the purpose of raising and distributing funds to charitable and character-building agencies. Over the years, UWBB has remained committed to supporting the needs of our community by working to develop collaborative strategies that result in long-lasting, positive change. In recent years, UWBB began taking steps towards a collective impact model to remedy or eliminate the root causes of social problems that a community faces while trying to enhance the quality of life for all its members. The collective impact model holds that to address community issues, funding organizations such as United Way, need to look at programs and services through a collaborative lens. This approach provides opportunities to leverage resources and access, develop, and strengthen relationships in the community. As the trusted leader in addressing our community s most pressing needs, UWBB recognizes the importance of staying relevant by staying abreast of the ever-growing community needs and a changing philanthropic landscape. This year, UWBB underwent a strategic planning process and adopted a strategic reset for the organization. The strategic planning process was guided by the ALICE Report and other community data. ALICE is the acronym for Asset, Limited, Income, Constrained, Employed simply put the working poor. The 2017 ALICE Report provides clear yet startling pictures of our Big Bend neighbors living in poverty and struggling to make ends meet. On average, 50% of households in the Big Bend cannot afford the basic costs of living. This number equates to over 72,000 families struggling day-to-day in the Big Bend. The report may be found at: UWBB s new strategic direction positions the organization to be more effective than ever in serving as the trusted strategic leader and convener for identifying and addressing the needs of those living in poverty and the working poor. The over-arching goal is to shrink these populations in the future by focusing our community s collective resources on three goals and five priority outcome areas. The three goals are to help these populations gain access to basic necessities, achieve economic stability and develop the skills to either help gain employment or move up the economic ladder. Five impact areas anchor the three goals Housing, Early Learning (to include elementary age and younger), Safety Net, Aging Workforce (to also include retired seniors) and Skills Development. 3

4 II. Purpose UWBB is releasing this Funding Opportunity Announcement (FOA) to seek promising or established evidenced based local programs that support one or more of the five outcomes/priority impact areas ( Impact Areas). Successful programs will help further UWBB s goal to provide economic empowerment through workforce enablement for those at or below the ALICE threshold throughout UWBB s service area. Program services must be resultsoriented with clear measurable goals, tasks, and objectives. They must also focus on at least one of five Impact Areas: housing, early learning (to include elementary age and younger), safety net services (to aid during times of emergency or financial stress), aging workforce (including retired seniors), and skills development. Nonprofit Service Providers may apply for funding within the five impact areas as a standalone application or a combination. For example, a combined Housing and Safety Net application, or Skills Development and Early learning; depending on the goal(s) of the program. III. Impact Areas Overview The Impact Areas make up the basic support structure that will help ensure UWBB delivers on its articulated vision to help address the needs of those living in poverty and the working poor. They serve as guardrails for the collective impact strategy by articulating the focus and helping communicate key efforts of UWBB and its partners to stakeholders. In determining the Impact Areas, UWBB took a hard look at the core drivers causing financial hardships for those at or below the ALICE threshold. The ALICE Report, input from the community and subject matter experts were relied upon to help identify our community s most pressing needs. Through this research and analysis, UWBB identified Economic Empowerment driven through Workforce Enablement as its priority focus area. To this end, UWBB will be funding programs 4

5 within the Impact Areas that provide services to the ALICE population (those living in poverty and the working poor). i. Priority Population and Economic Empowerment The ALICE population represents those among us who are living in poverty as well as those who are employed. For the working poor, due to factors such as rising childcare costs, transportation challenges, high cost of living and more, they are surviving paycheck to paycheck at best. This is where Economic Empowerment plays an important role in creating forward momentum for families and households living in financial hardships. Economic Empowerment provides people with access to resources and fosters the right skills they need to be financially stable and selfsufficient. UWBB aims to accomplish this goal of self-sufficiency by ensuring people have everything they need to gain employment, remain a part of the workforce, or retire with the ability to support themselves. In 2017, the United Way of Florida commissioned Rutgers University to conduct research and provide data for the ALICE Report. It did so to better understand this challenged and oftenoverlooked population. The study provides detailed data about the state of Florida and for UWBB, the Big Bend region. The statistics are arresting. The ALICE population is growing in Florida overall, but more noteworthy: this at-risk population is growing in the Big Bend at a faster rate than any other area of the state and this growth rate is outpacing national trends. While the personal economics are improving for many in the Big Bend, things are getting worse quickly for many others. UWBB is looking to fund programs that provide measurable improvements in the economic stability and wellbeing of this targeted population in the following areas: Access Goal: Ensure the community has the right resources to maintain or achieve income continuity. HOUSING Increase access to dependable housing, sustainable utilities, and safe and local neighborhoods. EARLY LEARNING (to include elementary age and younger) Increase families access to steady, affordable, and quality child care, after-school care, and education. Stability Goal: Generate an economically stable community. SAFETY NET Provide consistent safety net services during times of emergency or financial stress. AGING WORKFORCE (to also include retired seniors) Equip workers and retirees with the resources to be financially stable for and in retirement. Development Goal: Create opportunities that foster long term personal and economic development. SKILLS DEVELOPMENT - Promote educational attainment and develop the necessary skills to meet future employment needs and secure self-sustaining jobs. 5

6 IV. Key Dates Date, Time, Location December 18 and 19, 2018 December 21, 2018 January 4, 2019 January 25, 2019 March 1, 2019 March 4, 2019 March 29, 2019 April - June 2019 July 2019 October 1, 2019 Event Grant Funding Opportunity Information Sessions FOA available on United Way of the Big Bend s website at ec-impact Portal Opens Letters of Intent due to UWBB Invitations to Apply sent to Programs Online Application Portal Opens Application Closes Application Reviews Notification of Funding Awards Funding Cycle Begins Note: UWBB reserves the right to postpone or alter the dates set forth in the timetable and will give notice via the ec-impact Portal and UWBB website: V. Agency Eligibility Information UWBB will use the following criteria to determine a nonprofit s eligibility for funding: IRS Form 990 Nonprofit corporation incorporated in Florida or authorized by the Florida Department of State to transact business in Florida, pursuant to Chapter 617, Florida Statutes and have obtained 501(c)(3) status from the United States Department of Treasury as shown in an IRS Form 990. Operating Budget Annual operating budget approved annually by the nonprofit service provider s board of directors or advisory board. Financial Audit Full financial audit conducted on an annual basis by an independent certified public accountant who has no affiliation with the agency and whose examination is made in accordance with generally accepted auditing standards. Note: Nonprofit service providers whose programs are selected to receive funding will be required to submit a full audit for each program funding year. Provide services to one or both groups in the targeted population (those living in poverty and the working poor) that fall under at least one of the five Impact Areas. Have the ability and an established methodology to collect, track, and analyze data. VI. General Grant Information Grant information for fiscal years : Grant term of 21 months (October 2019 June 2021) with mandatory quarterly reporting 6

7 VII. Grant minimum for Leon County set at $100,000 over the two-year cycle ($50,000 per year) Grant minimum for neighboring counties served by UWBB will be determined by March 4, Letters of Intent When submitting a Letter of Intent to apply for funding, nonprofit service providers have the option to collaborate with other nonprofit service providers and submit a joint LOI for programs that are characterized by efficient utilization of resources focused on driving significant impact in our shared community. An LOI must be submitted for each program for which funding is being sought by interested nonprofit service providers. If submitting a joint LOI, each nonprofit service provider will need to meet the eligibility requirements. The joint LOL will need to indicate which nonprofit service provider will serve as the lead agency for the proposed program(s). All Letters of Intent must be submitted via UWBB s new online platform e-cimpact on or before January 25, E-CImpact is a comprehensive grant and performance management software tool that supports UWBB s efforts to collect, track, and analyze data. Letters of Intent must be submitted using the following format: Section 1 Contact Information Name of Nonprofit Name of Program Name/title of primary Nonprofit s contact Name/title of primary Program contact Phone Number Complete Address Section 2 Background and Nonprofit Eligibility Your organization s name Primary location/headquarters Organization website Mission statement Nonprofit Description Do you have a previous relationship with UWBB? o If yes, please provide brief explanation. Total number of full-time employees Total number of board members Name and contact information (address, , telephone number) for the current Board Chair 7

8 Founding date Fiscal year cycle Names/titles of your management team and bios Length of tenure of CEO/Executive Director and bio Section 3 Program Information 1) What is the purpose and description of the program? a) Please include which Impact Area(s) the program supports and how the program impacts the Economic Empowerment through Workforce Enablement priority focus area. 2) Provide a brief description of the program and indicate whether this is a new or existing program. 3) How much funding is anticipated as being needed for the program? a) If you are submitting a collaborative LOI, please provide an anticipated breakdown of grant funds per service provider. 4) What counties does the program serve? 5) How would UWBB s grant funding be utilized by the program? a) Including an intended breakdown of how the program anticipates utilizing grant funding. 6) What is the target population your organization/program serves? a) Do you specifically target those at the ALICE threshold and/or below? b) How is the target population determined and verified? 7) How does your program specifically help the population you serve attain economic empowerment and self-sufficiency? 8) What specific goals are you hoping UWBB funding can help you achieve? 9) How would UWBB s support help the program improve outcomes and impact for the community/population you serve, and how will you measure success? 10) Who are your major funders and/or community partners for the program? 11) What percentage of your funding or grants, if any, is from government sources? a) Include any Local, State or Federal Funding received 12) What resources (staff, time, etc.) are necessary for implementation of the program? a) Please attach a staffing plan, including job descriptions. 13) What is the technological capacity of y to collect and analyze data? Section 4 Required Documentation Each Letter of Intent must include the following attachments: IRS Form 990 Most recent audited financial statements Current fiscal year operating budget Proof of nonprofit status 8

9 VIII. LOI Review and Invitation to Apply Submitted Letters of Intent will be reviewed by UWBB staff and volunteer financial professionals to determine eligibility to apply for funding with the final determination made by the UWBB board. Invitations to apply will be sent to the Executive Directors of the selected prospective applicants. Selected prospective applicants will receive detailed information for the application process..note: UWBB reserves the right to change information reflected in this document and in the evaluation process. Notice of any changed will be provided via UWBB website ( and the e-cimpact portal. IX. Results Based Accountability The information provided in this section is not needed for the LOI. Given UWBB s enhanced performance accountability measures, the information in this section is shared to provide insights on the type of performance indicators that will need to be included in the program funding application. Applicants will also have an opportunity to share measures currently being tracked. Specific details will be provided in the program funding application. Nonprofits invited to apply for funding will be expected to support UWBB s efforts to achieve higher accountability. This accountability will be an ongoing effort between UWBB and all funded programs to collect, track, and measure the most valid and appropriate measures of success. Results Based Accountability (RBA) will be utilized to capture program outcomes. Nonprofit service providers will be required to submit quarterly performance measures/outcomes reports. RBA points out that the most important measure is not how much a program does (how many people are served), but whether people served through programs are any better off because of the service provided (e.g. have the people served by a particular program gained increased skills, capacities, and knowledge as a result of their participation?). The ultimate desired result is to see a positive change for those served. Research shows that performance accountability helps communities, programs, and funding stakeholders see the link between a nonprofit s work, its performance, and the results achieved for the people served by the nonprofit s program(s) to impact community well-being. The following definitions may be helpful for the nonprofits invited to apply for funding: Result: The condition of well-being for the children, adults, families, and the community (e.g. increase in a family s self-sufficiency, stable housing, increase in credit scores, increase in employment opportunity, increase in assets). Indicator: The measure which quantifies the achievement of the result (e.g. increased credit score, increased homeownership, increase in number employed and employment retention rates). 9

10 Performance Measure: The measure of how well a program, nonprofit, or service system is working. This is measured at three levels: How much did we do? How well did we do it? Is anyone better off (the results)? UWBB has established performance measures to better understand program results and seeks additional performance measures currently being collected by applicants that help demonstrate program results. Section X, outlines research-based example of data/measures UWBB seeks to receive from funded programs. During this first funding cycle, UWBB also looks forward to working with funded programs to better determine the most effective performance measures. While these measures are rooted in research and have been validated, UWBB understands that there may be other metrics of programmatic success. The next two years will act as the main source of UWBB s data collection to build a foundation of greater accountability for program investments. UWBB anticipates a collaborative relationship with funded programs to continue to improve program metrics. X. Impact Area Performance Measures i. Housing Increase access to dependable housing, sustainable utilities, and safe and local neighborhoods. How much did we do? Number of people enrolled in affordable rental housing programs Number of individuals and families receiving homeless prevention services including assistance with rent, utilities, and food assistance Number of people enrolled in and completing programs/services providing self-sufficiency skills Number of low-moderate income individuals and families enrolled in and completing foreclosure prevention programs Number of low-moderate income individual and families enrolled in programs providing financial literacy training and housing counseling Number of young adults, years old, who are exiting the foster care system enrolled in self-sufficiency skills programs Number of people have access to affordable loan products in the community How well did we do it? Percentage of homeless people who find or are placed in temporary housing Percentage of homeless people who move from shelters to transitional housing Percentage of people who move from shelters to transitional housing Is anyone better off? 10

11 ii. iii. Household Income Poverty Income Threshold Self Sufficiency Matrix Score Early Learning Increase families access to steady, affordable, and quality childcare, after-school programs, and education. How much did we do? Number of children in School Readiness or reduced-price childcare programs Number of children (0-5) enrolled in high-quality accredited early childhood facilities Total number of children served and assessed for developmental milestones Number of children enrolled in licensed childcare facilities Number of childcare facilities with after-hours services Number childcare programs providing professional development for teaching staff Number of families receiving literacy supports K-3 Number of children assessed for school readiness by the end of their kindergarten year Number of children (K-3) reading at grade level/ total number of children assessed for their reading level Number of children served who maintain satisfactory or improve school attendance/ Number of children enrolled in after- school programs How well did we do it? Percent increase of children who achieve developmental milestones Percent of staff with professional training and education Percent of children who are proficient on school readiness assessments Is anyone better off? Increased Kindergarten Readiness Scores VPK and Head Start Evaluation 3 rd Grade Ready Scores Safety Net Services Provide consistent safety net services during times of emergency or financial stress. How much did we do? Number of households enrolled in emergency services programs Number of people enrolled in financial services training or programs Number of households with a savings account Number of people enrolled in financial literacy programs Number of people enrolled in financial counseling 11

12 Number of clients served Number of people enrolled in emergency services programs How well did we do it? Percentage of clients how maintain benefits for a period of time Percentage of families that complete financial training or programs Percentage of household that receive tax refunds Percentage of people who feel they could come up with $2,000 in case of an emergency Percentage of adults who receive legal representation through to a satisfactory resolution Is anyone better off? Number and percentage of households who increase benefits/income, reduce costs, or improve access to resources Self-Sufficiency Matrix Percentage of people considered asset poor iv. Aging Workforce Equip workers and retirees with the resources to be financially stable for and in retirement. How much did we do? Number of individuals enrolled in programs that provide financial planning for retirement Number of individuals enrolled in 401k or pension plans Number of people who received pensions Number of people who feel prepared for retirement Number of elderlies within workforce How well did we do it? Percentage of the workforce prepared to retire Percentage of the workforce enrolled in retirement plans Percentage of elderly able to safely continue living in their home Is anyone better off? Number of older adults living below the ALICE threshold Self-Sufficiency Matrix v. Skills Development How much did we do? Number of people enrolled and completing vocational training Number of people enrolled and completing on the job training Number of people enrolled in and completed higher education Number of people taking ABT, GED, or ESL classes Household income and education level How well did we do it? Highest education level Percentage completing educational attainment programs Is anyone better off? Unemployment rate 12

13 High School Graduation rate Technical, vocational, or skills development completion rate XI. UWBB Contact If you have any questions about the FOA or LOI, please contact Susan Dunlap, VP of Collective Impact, XII. APPENDIX Evaluation of the LOI: UWBB will rely on the information provided in LOI to determine eligibility to apply for funding and reserves the right to consider other factors it deems relevant in making the determination. Frequently Asked Questions: What is the process of collaboration? o Two or more nonprofit service providers may wish to join efforts and collaboratively submit one LOI for a program. Each nonprofit service provider must individually provide information for Sections 1 and 2 of the LOI. One nonprofit must be identified as the lead agency, meaning their agency is the contact person for the program. \ Below is a sample LOI for a collaborative program: Section 1A Lead Nonprofit Service Provider Section 1B Secondary Nonprofit Service Provider Section 2A Lead Nonprofit Service Provider Section 2B Secondary Nonprofit Service Provider Section 3 Program Information Section 4A Lead Nonprofit attachments Section 4B Secondary Nonprofit attachments Are all neighboring counties part of this process? o Yes, all counties in UWBB s service area must go through the same funding process. Is there a minimum award amount for the neighboring counties? o Yes, the minimum award determination will be based on this year s community campaign data. 13