United Way of Lancaster County Collective Impact Initiative. Year One Evaluation Report

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1 United Way of Lancaster County Collective Impact Initiative July 2016

2 Table of Contents Executive Summary... 1 Overall Evaluation Processes from Year One Collaboration with CI Directors... 2 Development of Evaluation Tools... 2 Logic Model Design... 2 Thematic Analyses... 3 Presentations at Cohort Meetings... 3 Technical Assistance... 3 Collaborative Assessment Tool... 4 End-of-Year Evaluation Reporting... 4 Evaluation Outcomes Community Indicators Update... 5 Education... 5 Finance... 6 Health... 6 Cohort Quarterly Meeting Exercise Themes... 6 Logic Model Themes: Measurable Impacts... 8 Collaborative Assessment Tool Breakdown of Results by Section: Changes from Fall to Spring Backbone Organization Mutually Reinforcing Activities Common Agenda Continuous Communication Network Analysis Appendices Appendix A: Community Indicators Update Expanded Results... A1 Collaborative Assessment Tool Expanded Results... A3 Logic Model Themes: Measurable Impacts Expanded Results... A6

3 Executive Summary The at Franklin & Marshall College serves as external evaluator for the United Way of Lancaster County s Collective Impact (CI) initiative. During the first year of CI activities, the evaluation team worked closely with the CI Directors to develop evaluation methods and tools for monitoring impact. The evaluation team provided the following services during the first year of CI evaluation: Regular, ongoing collaboration with CI Directors for macro-level and partnership-level planning, monitoring, and evaluation Development and implementation of evaluation tools, including logic models, collaborative assessment survey, after action report, evaluation dashboard, end-ofyear evaluation reporting, and community indicators data Logic model design and monitoring for each individual partnership Analysis of overarching themes from logic models and cohort meeting exercises Distribution and analysis of the fall and spring collaborative assessment survey Presentations at cohort meetings on evaluation topics Technical assistance, when requested and deemed appropriate, to individual partnerships on topics including strategic planning, partnership structure, survey design, and focus group training Ratings and recommendations delivered to CI Directors after review of each partnership s end-of-year evaluation reporting A few of the overall findings from the evaluation activities include: Several common themes were identified in the seventeen logic models developed. When it comes to desired impacts, the most frequently mentioned for year one were increased access to programs and services for clients, partnership changes and improvements to enhance collaboration and increase effectiveness, changes made by providers to better serve clients, and changes in community perceptions and attitudes around areas addressed by the partnership groups. Based on results of the collaborative assessment tool, by spring of year one partnerships reported more positive ratings on all four main CI constructs measured: support from backbone organization, mutually reinforcing activities, common agenda, and continuous communication. Analysis of network connections, as reported in the collaborative assessment survey, reveals that the connectivity of community organizations within the CI framework has improved greatly during the first year of CI work. The first section of this report describes in detail the evaluation activities undertaken in year one of the CI initiative. The second section of this report describes the results and findings from these various evaluation activities. 1

4 1) Collaboration with CI Directors Overall Evaluation Processes from Year One The evaluation team worked with the CI Directors to develop a process for monitoring partnership activities, and our meeting structures and evaluation activities reflected this development. The evaluation team and CI Directors met in person on a monthly basis. The meetings followed an agenda which allowed for partnership updates, planning for upcoming cohort meetings, discussing outcomes and data measurement, and any other items as needed. Monthly meetings were supplemented by individual phone calls between the applicable CI Director and the evaluation team, as needed, to debrief on recently held individual partnership meetings. In addition, the team and CI Directors created a secure Google drive to easily share files and collaborate between meetings. 2) Development of Evaluation Tools Below is a list of the primary tools used for evaluation. Logic Model: See Section 3 Collaborative Assessment Tool: See Section 7 After Action Report: To ensure that learning was taking place and to support continuous improvement, an after action reporting structure was developed. This form included questions such as: What was supposed to happen? What actually happened? What worked/didn t work? The after action report was built into the CI Director meeting notes as they facilitated their partnership meetings, and results were shared with the evaluation team as needed. Dashboard: The evaluation team collaborated with the CI Directors to develop a dashboard that displays and rates the attributes that best define a successful, synergistic, and thriving partnership. Ratings were based on conversations among CI Directors, the evaluation team, and partnership self-evaluation. End of year reporting: See Section 8 Community indicators: The evaluation team compiled County-level data on the major indicators related to the Bold Goals. Data are provided in the results section of this report. 3) Logic Model Design The evaluation team had individual, 90-minute meetings with each partnership and their CI Director in September/October The purpose of the meetings was to discuss and design an adaptive logic model. The evaluation team led the discussion using the Tearless Logic Model discussion template 1. At the end of the meeting, the partnership established their initial priorities and activities in the context of their logic model discussion. Following the meeting, the evaluation team delivered the logic model to each group, via the CI Director, with the understanding that the partnership would adapt it as needed during the year. After the logic models were designed, the CI Director regularly discussed progress with the partnership group and the evaluation team for continuous feedback. The evaluation team also met with a few groups, as needed, to guide them in next steps related to their progress (more detail in Section 6). 1 Lien, A. D., Greenleaf, J. P., Lemke, M. K., Hakim, S. M., Swink, N. P., Wright, R., & Meissen, G. (2011). Tearless Logic Model. Global Journal of Community Psychology Practice, 2(2),

5 4) Thematic Analyses At the cohort meetings in December 2015 and January 2016, the groups performed an exercise around five main questions: 1) successes, strengths, and early wins, 2) challenges and barriers, 3) evaluation, 4) resources, and 5) United Way helps and hindrances. The evaluation team analyzed and summarized the themes that came out of this exercise and delivered to the CI Directors. The evaluation team also analyzed themes from all 17 logic models around inputs/needs, long-term outcomes/change needed, and measurable short-term, intermediate, and longterm impacts. These themes were shared with the CI Directors and with the combined cohort meeting in April. 5) Presentations at Cohort Meetings The evaluation team was invited to present on topics related to evaluation in the summer and again in the spring. In August 2015, the evaluation team presented to the cohorts an overview of the developmental evaluation approach, describing the framework, the way developmental and traditional evaluations differ, and providing some examples of evaluation activities. In April 2016, the evaluation team presented updates at the combined cohort meeting. This included an overview of the year one reporting requirements (see Section 8), network mapping that came out of the fall collaborative assessment tool (see Section 7), an overview of the dashboard, and thematic analysis of all partnership logic models. 6) Technical Assistance The evaluation team was invited to provide technical assistance when requested by partnerships and deemed appropriate by the CI Directors. The following list highlights these activities. Elizabethtown Area Hub: During a strategic planning retreat in February, the evaluation team was invited to present and discuss. Main topics included revisiting the logic model and roles and responsibilities. Let s Talk Lancaster: The evaluation team met with the partnership to review its goals and outcomes and to reshape their logic model as needed. Pathways out of Poverty: The team helped develop a tool for screening and recruiting program volunteers. In addition, the partnership planned to hold a focus group and requested training materials for moderating a focus group, along with assistance designing the moderator guide. Reunify, Empower, Prevent: In March, the partnership requested a meeting with the evaluation team to process through successes, and narrow their direction for the future. The discussion centered around the logic model, and the evaluation team focused on revisiting each activity the group had accomplished to determine next steps toward meeting outcomes. Solanco Family Life Network: The partnership requested assistance in identifying an appropriate questionnaire to evaluate their program. 7) Collaborative Assessment Tool In October 2015 and April 2016, the evaluation team administered an online survey of members of all the partnerships. The purpose of this survey was to gather information directly from individuals, in a confidential context, related to the four key elements of 3

6 collective impact: common agenda, mutually reinforcing activities, continuous communication, and backbone organization support. After the spring survey, the evaluation team delivered and discussed changes at the partnership level from fall to spring. After each survey, the evaluation team summarized results overall and at the partnership level, and delivered these results to the CI Directors. In addition, the team delivered a network map that displayed the connections between organizations in the fall and again in the spring. The figures display the connections between the partnership organizations based on results from the survey question: Which other organization(s) in your partnership do you go to for help and advice as you work on this project? 8) End-of-Year Evaluation Reporting In collaboration with the CI Directors, the evaluation team developed a framework for each partnership to provide their end-of-year reporting. The framework was presented to the CI Committee for approval, delivered from the CI Directors to each partnership, and then presented as a review at the combined cohort meeting in April. The framework was: Accountability report: Based on the Mountain of Accountability report developed by the Blandin Foundation, we focused on four main questions, asking members of each partnership to collaboratively develop a response to each: o Did we implement our work as planned and authorized? o Did we meet basic quality standards in carrying out our work o To what extent are we building strong, positive relationships with key stakeholders and partners? o What are we learning, and in what ways are we applying what we are learning to improve effectiveness? Collaborative assessment tool: Described in previous section, participation in this survey was a required component of end-of-year reporting. Story of Partnership: A 1-2 page narrative describing the first year of partnership: o Successes, failures and learnings with respect to the logic model o Plans for year two o Quantitative data, if available (e.g., number of individuals served, any other tracking data collected) o An optional client success story directly related to the work of the partnership Budgetary Summary: Partnerships were required to complete the budget table designed by United Way and a narrative description if there were any significant changes to the original, proposed budget Each partnership delivered their reporting to their CI Director, who in turn shared all documents with the evaluation team. The team reviewed all materials, summarized results, then met with the CI Directors to discuss the results and discuss final ratings of each partnership for the dashboard. A final summary was developed and then delivered to the CI Committee. 4

7 Evaluation Outcomes Community Indicators Update Trends in Selected Indicator Data for Lancaster County and Pennsylvania United Way and the evaluation team selected 12 indicators to assess changes in Lancaster County related to the United Way s Bold Goals. Table 1 (below) shows the start of the United Way CI initiative in 2014 through the current year. The selected indicators fit into three categories: education, finance (economy), and health. Lancaster s rank among the 67 counties in the state is shown below each indicator in italics. Lancaster has made positive changes in rank in the following indicators: 3rd grade PSSA reading and math test scores, selected monthly homeowner costs greater than 30% of income in units with a mortgage, and ratio of mental health care providers. Lancaster has made no change in educational attainment (population ages 25+ with a bachelor s degree or higher); and has fluctuated or gone down in rank in all other categories. Table A-1 in Appendix A shows comparison data from Pennsylvania and Lancaster as well as Lancaster s rank among the 67 counties in the state. Table 1. Trends in Selected Indicators for United Way s Bold Goals and Impacts 5

8 Education Lancaster has made positive changes to its relative ranking on: 3rd grade PSSA reading and 3rd grade PSSA math test scores. Although the ranking compared to other counties has improved in Lancaster, PSSA scores have gone down each year. Math PSSA scores have decreased statewide and in Lancaster County due to changes made in 2015 to the scoring of the PSSA. Small positive changes have occurred in Lancaster County for the other two educational indicators: children enrolled in publically-funded Pre-K and educational attainment of individuals aged 25+ with a bachelor s degree or higher. Finance Monthly costs exceeding 30% of household income has remained virtually unchanged for homeowners (with a mortgage) and has gotten slightly worse for renters in both the state and in Lancaster County. Health In both Pennsylvania and Lancaster County, rates of uninsured individuals have remained virtually unchanged, while rates of primary care physicians, dentists, and mental health care providers have decreased over time. Cohort Quarterly Meeting Exercise Themes At the cohort meetings in December 2015 and January 2016, the groups performed an exercise around five main questions: 1) successes, strengths, and early wins, 2) challenges and barriers, 3) evaluation, 4) resources, and 5) United Way helps and hindrances. Table 2 shows the most common themes discussed for each of these 5 categories. Overall, the most frequently mentioned themes involve partner communication and collaboration and enhanced resources and funding, (which fall under the challenges and barriers category); data tracking (which falls under the evaluation and challenges and barriers categories); and increased services (which falls under the successes, strengths, and early wins category). 6

9 Table 2. Quarterly Cohort Meeting Exercise Themes by Question Question #1: SUCCESSES, STRENGTHS, AND EARLY Question #2: CHALLENGES AND BARRIERS WINS Collaboration Broader system/context outside our control Efficiency Building trust Evaluation, data sharing Change Expansion of services Communication Flexibility Data collection/sharing Funding Development issues - best practices, clients, decisions- Increased awareness of community agencies' work Funding, finances Increased understanding of community need Marketing Media coverage, recognition Meetings Networking Partner issues - buy in, engagement, expectations, roles Silo mentality Specific barriers - transportation, affordable housing Question #3: EVALUATION PLUSES MINUSES Accountability Confidentiality issues Branding Data collection Culture shift Need ongoing support Goals - smaller, achievable, measurable Need to define success, measures, realistic goals, UW Have more structure Partner issues - meeting attendance, turnover Identify needs, populations Time Logic model - clarifies expectations, roles Using other data tracking system Shared data/caseworthy UW support of brand new process Question #4: RESOURCES ABUNDANCES SCARCITIES Best practices Advocacy at systems level Communication tools Affordable housing Knowledge, expertise, talent Awareness of campaign progress Program materials Communication in community Relationships Financial resources Volunteers Knowledge of outcome measurement Language resources Marketing, media coverage Mental health resources Organizational capacity Recruitment of clients/families Question #5: UNITED WAY HELPS AND HINDRANCES HELPS HINDRANCES Authenticity, transparency Expectations unclear Community Impact Directors Financial support decreased Evaluation - support, flexible, F&M Identification of roles Flexible, adaptable Lack of campaign updates Newsletter More ongoing evaluation support Partner communications Training overwhelming, confusing Shared vision 7

10 Logic Model Themes: Measurable Impacts Figure 1 below shows the measures mentioned by each partnership in their logic model, within the areas of short-term impacts, intermediate impacts, and long-term impacts. The most frequently mentioned impacts are increased access to programs and services for clients, partnership changes and improvements to enhance collaboration and increase effectiveness, changes made by providers to better serve clients, and changes in community perceptions and attitudes around areas addressed by the partnership groups. Appendix A provides individual word clouds for the measurable impacts mentioned in the logic models. Figure 1. Repeated Measurable Impacts Overall (Short-term, Intermediate, and Long-term) 8

11 Figure 2 shows the intermediate and long-term impact measures mentioned by each partnership in their logic model. The most frequently mentioned intermediate and long-term impacts are partnership changes and improvements to enhance collaboration and increase effectiveness, system changes at the policy level, changes in community perceptions and attitudes around areas addressed by the partnership groups, and increased access to programs and services for clients. Figure 2. Repeated Measurable Impacts Intermediate and Long-term 9

12 Collaborative Assessment Tool The figures below show the results of the collaborative assessment tool, which was administered in the fall of 2015 and again in the spring of Significant differences between scores are noted with an asterisk. Table A-2 in Appendix A shows the mean scores for each question as well as the change from fall to spring. Breakdown of Results by Section Changes from Fall to Spring Backbone Organization This section of the assessment had the largest positive increase out of the four main sections. The most significant positive increase occurred for questions about United Way guiding vision and strategy for the partnership and their work to mobilize funding for the partnership (Figure 3). Figure 3. Backbone Organization 10

13 Mutually Reinforcing Activities This section shows the second largest positive change from fall to spring, specifically in areas such as clarity of strategies to carry out the goals and objectives of the partnership, partner participation in decision-making, systems for resolving conflict, and the assignment of partner roles and responsibilities according to strengths. All changes from fall to spring were positive (Figure 4). Figure 4. Mutually Reinforcing Activities 11

14 Common Agenda Responses for the Common Agenda section of the Collaborative Assessment Tool are positive, with positive changes in all questions from fall to spring. The largest improvements were made in areas such as trust between partners and clarity of partnership roles (Figure 5). Figure 5. Common Agenda 12

15 Continuous Communication The Continuous Communication section of the assessment is the only area where there were any decreases in favorable responses from fall to spring; this item related to informal communication between partners. The other items in the section had positive changes from fall to spring (Figure 6). Figure 6. Continuous Communication 13

16 Network Analysis The initiative has been purposely designed to connect the resources and expertise of diverse community organizations to more effectively address community problems as identified by the four bold goals. This requires the development of an efficient network structure that facilitates communication and cooperation between organizations, ultimately creating a more effective and efficient way to reach their shared goals. The United Way CI process has significantly improved the connectivity of the community organizations within the network during its first year. One of the most basic characteristics of any network is its density, which is the proportion of observed ties in a network to the maximum number of possible ties. High scores show a network that is more interconnected. The network density scores rose from.087 in fall 2015 to.154 in spring 2016, which is a clear indication that the network of community organizations has grown more connections during the course of the year. Network centrality measures also indicate positive change. Centrality can be thought of as the position of a node (in this case each organization) within a network. Degree centrality represents the number of ties an organization has to the other organizations in the network. The average degree or number of ties of those organizations in the network rose from 17.5 to 26.8 from fall to spring. Another indicator of the network s changing inter-relationships can be seen in the number of relatively independent subgroups that exist within the network, which might be thought of as network communities. A network subgroup or community is described as a set of organizations that have more internal ties and fewer ties to other parts of the network. In the fall, we detected approximately 22 different communities based on their inter-relationships, indicating a relatively fragmented network. By the spring we identified only 8 different network communities. This changing network structure is shown in Figures 7 and 8. It is also worth noting that United Way s position within the network has improved during the past year. The United Way s degree score increased from 108 to 178, its closeness score (the distance between United Way and every other node in the network) improved from.75 to.63, and its betweenness score (how often United Way falls along the shortest path between two other organizations) rose from.36 to.54. This pattern of increased and closer ties can be seen among many of the organizations involved in the community impact evaluation. Figures 7 and 8 on the following pages display the connections between organizations participating in the United Way s Community Impact Initiative. Each organization is represented by a circle and each line represents a connection between organizations. The size of the circle indicates the number of close connections an organization has the larger the size, the more close connections the organization has. Network communities are identified by color and signify groups of organizations that are more frequently and closely connected to one another than they are to organizations in other parts of the network. Organizations that are more interconnected appear closer to the center of the figure and those that are less interconnected appear closer to the periphery. Data comes from the self-administered collaborative assessment survey of all community impact partners responding to the following question: Which other organization(s) in your partnership do you go to for help and advice as you work on this project? 14

17 Figure 7. Network Analysis, Fall

18 Figure 8. Network Analysis, Spring

19 Appendix A Appendix A Community Indicators Update Trends in Selected Indicator Data for Lancaster County and Pennsylvania United Way and the evaluation team selected 12 indicators to assess changes in Lancaster County related to the United Way s Bold Goals. The table below shows comparison data from Pennsylvania and Lancaster as well as Lancaster s rank among the 67 counties in the state. The selected indicators fit into three categories: education, finance (economy), and health. Lancaster s rank among the 67 counties in the state is shown on the far right of the table. Lancaster has made positive changes in rank in the following indicators: 3rd grade PSSA reading and math test scores, selected monthly homeowner costs greater than 30% of income in units with a mortgage, and ratio of mental health care providers. Lancaster has made no change in educational attainment (population ages 25+ with a bachelor s degree or higher); and has fluctuated or gone down in rank in all other categories. 1

20 Appendix A Table A-1. Trends in Selected Indicators for United Way s Bold Goals and Impacts 2

21 Appendix A Collaborative Assessment Tool The tables below show the results of the collaborative assessment tool, which was administered in the fall of 2015 and again in the spring of Significant differences between scores are noted with an asterisk. The mean scores for each question as well as the change from fall to spring are shown in Table A-2. All but two items (3. Partnership members are willing to compromise; and 28. Members honor their commitments to the partnership) show positive changes from fall to spring. The biggest improvements were made in the Backbone Organization section (mean total change=0.24) and the Mutually Reinforcing Activities section (mean total change=0.22). The biggest improvements in individual items were 36. United Way works to mobilize funding for the partnership (+0.48); 33. United Way helps guide vision and strategy for the partnership (+0.48); and 13. There is a system in place for resolving conflicts between the demands of partnering organizations and demands of this partnership (+0.43). Table A-3 shows the percentage of responses in the 1-3 category (not at all, rarely, sometimes) and in the 4-5 category (often, always). 3

22 Appendix A End of Year Summary Report Table A-2. Collaborative Assessment Tool Results, Mean Aggregate Changes Collaborative Assessment Tool Results Aggregate Changes in Response Mean Response (1-5 Scale) Common Agenda Fall 2015 Spring 2016 Changes Fall to Spring 1. Partnership members demonstrate respect for each other Partnership members trust one another.* Partnership members are willing to compromise Partnership members understand the roles of all members.* Partnership members bring unique skills to address the partnership s needs Partnership members feel ownership in the way the group operates Mutually Reinforcing Activities 7. This partnership adapts as necessary to meet the needs of a changing community.* The partnership understands the community, including its people, cultures, values, and habitats All partnership members participate in decision-making The environment surrounding power and decision making is positive Strategies to carry out the goals and objectives of this partnership are clear Partnership members select or are assigned roles and responsibilities according to their strengths.* There is a system in place for resolving conflicts between the demands of partnering organizations and demands of this partnership.* The partnership changes policies and/or regulations when necessary to allow the partnership to function effectively The partnership leadership facilitates and supports team building and capitalizes upon diversity and individual, group, and organizational strengths Continuous Communication 16. The partnership has open and clear communication There is an established process for communication between meetings Partnership members frequently communicate formally Partnership members frequently communicate informally Members of this partnership interact to discuss issues openly Communication among partnership members promotes understanding.* Communication among partnership members promotes cooperation.* Communication among partnership members promotes the transfer of essential information.* Backbone Organization 24. There is adequate financial support to maintain the partnership s operations.* There is adequate in-kind support to maintain the partnership s operations The professional expertise, skills, and specialization of partnership members are used to advance the goals of the partnership The way the partnership communicates with stakeholders builds support for the partnership Members honor their commitments to the partnership The partnership surfaces and addresses conflict when it arises The United Way is responsive to the needs of my organization Communication between the United Way and member organizations is transparent* Communication between the United Way and member organizations is timely.* United Way helps guide vision and strategy for the partnership.* United Way supports aligned activities for the partnership.* United Way establishes shared measurement practices for the partnership United Way works to mobilize funding for the partnership.* Notes: *Indicates significant differences between means by year, p <.05 N-Values for the assessments are as follows: Fall 2015, n= 86; Spring 2016, n = 135 4

23 Appendix A End of Year Summary Report Table A-3. Collaborative Assessment Tool Results Collaborative Assessment Tool Results Aggregate Response Totals 1-3 responses (Not at all, rarely, sometimes) 4-5 Responses (Often, Always) Common Agenda Fall 2015 Spring 2016 Fall 2015 Spring Partnership members demonstrate respect for each other.* 8% 2% 92% 98% 2. Partnership members trust one another.* 27% 14% 73% 86% 3. Partnership members are willing to compromise. 15% 11% 85% 89% 4. Partnership members understand the roles of all members.* 45% 31% 55% 69% 5. Partnership members bring unique skills to address the partnership s needs. 5% 2% 95% 98% 6. Partnership members feel ownership in the way the group operates. 31% 23% 69% 77% Mutually Reinforcing Activities 7. This partnership adapts as necessary to meet the needs of a changing community. 19% 11% 81% 89% 8. The partnership understands the community, including its people, cultures, values, and habitats. 12% 7% 88% 93% 9. All partnership members participate in decision-making.* 39% 21% 61% 79% 10. The environment surrounding power and decision making is positive. 22% 16% 78% 84% 11. Strategies to carry out the goals and objectives of this partnership are clear.* 46% 27% 54% 73% 12. Partnership members select or are assigned roles and responsibilities according to their strengths.* 32% 16% 68% 84% 13. There is a system in place for resolving conflicts between the demands of partnering organizations and demands of this partnership.* 53% 35% 47% 65% 14. The partnership changes policies and/or regulations when necessary to allow the partnership to function effectively.* 31% 18% 69% 82% 15. The partnership leadership facilitates and supports team building and capitalizes upon diversity and individual, group, and organizational strengths. 21% 16% 79% 84% Continuous Communication 16. The partnership has open and clear communication. 21% 17% 79% 83% 17. There is an established process for communication between meetings. 33% 22% 67% 78% 18. Partnership members frequently communicate formally. 39% 31% 61% 69% 19. Partnership members frequently communicate informally. 31% 33% 69% 67% 20. Members of this partnership interact to discuss issues openly.* 28% 15% 72% 85% 21. Communication among partnership members promotes understanding.* 23% 9% 77% 91% 22. Communication among partnership members promotes cooperation.* 23% 11% 77% 89% 23. Communication among partnership members promotes the transfer of essential information.* 26% 13% 74% 87% Backbone Organization 24. There is adequate financial support to maintain the partnership s operations.* 48% 34% 52% 66% 25. There is adequate in-kind support to maintain the partnership s operations. 39% 36% 61% 64% 26. The professional expertise, skills, and specialization of partnership members are used to advance the goals of the partnership. 16% 8% 84% 92% 27. The way the partnership communicates with stakeholders builds support for the partnership. 30% 25% 70% 75% 28. Members honor their commitments to the partnership. 24% 18% 76% 82% 29. The partnership surfaces and addresses conflict when it arises. 31% 23% 69% 77% 30. The United Way is responsive to the needs of my organization. 19% 12% 81% 88% 31. Communication between the United Way and member organizations is transparent. 20% 11% 80% 89% 32. Communication between the United Way and member organizations is timely.* 19% 8% 81% 92% 33. United Way helps guide vision and strategy for the partnership.* 35% 17% 65% 83% 34. United Way supports aligned activities for the partnership. 24% 15% 76% 86% 35. United Way establishes shared measurement practices for the partnership.* 32% 19% 68% 81% 36. United Way works to mobilize funding for the partnership.* 41% 23% 59% 77% Notes: *Indicates significant differences in responses by year, p <.05 N-Values for the assessments are as follows: Fall 2015, n= 86; Spring 2016, n = 135 5

24 Appendix A End of Year Summary Report Logic Model Themes: Measurable Impacts Below are the word clouds for the measurable impacts from the logic models. The word clouds show the most frequently mentioned words and phrases by all partnerships from the three sections of the logic model (short-term, intermediate, and long-term impacts). The larger the word or phrase appears, the more frequently it was mentioned. The most common themes are also illustrated in the bar charts above. Figure A-1. Short-term Impacts Word Cloud The most commonly mentioned short-term impacts are access to programs and services for clients, provider changes to better serve clients, partnership communication to enhance collaboration and increase effectiveness, and data tracking/intake processes to better serve clients. Figure A-2. Intermediate Impacts Word Cloud The most commonly mentioned intermediate impacts are participant changes (positive impact in general, as well as becoming more self-sufficient); provider changes to better serve clients, partnership changes and improvements to enhance collaboration and increase effectiveness, and educational attainment/advancement for clients. Figure A-3. Long-term Impacts Word Cloud The most commonly mentioned long-term impacts are partnership changes and improvements to enhance collaboration and increase effectiveness, systemic changes at the policy level, changes in perceptions and attitudes around areas addressed by the partnership groups, and data tracking/intake processes to better serve clients. 6

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