HR Workforce Solutions
By Nonprofits, For Nonprofits
Here at UST, we aim to create content designed to educate 501(c)(3) nonprofit leaders and strengthen the nonprofit sector. As part of our on-going commitment to serve nonprofit organizations, UST has published two on-demand webinars on relevant topics important to the sector. For just $29, you can register to watch one of our on-demand webinars to discover nonprofit strategies and best practice tips. PLUS, with your registration, you’ll also receive essential handouts for nonprofit leaders.
Human Resource Strategies: Employee Engagement and Nonprofit Brand
Today’s increasingly virtual landscape—along with the workforce’s evolving strategic priorities—has not only changed how we work, but it’s also impacted the way we interact with one another. To maintain positive morale and strengthen company culture, nonprofit leaders must prioritize employee engagement and brand reputation strategies. During this on-demand webinar, discover helpful tactics for building a string nonprofit brand while fostering on engaged workforce. Register here.
The Workplace of Today and Tomorrow Managing Risk and Reward
During the last few years, nonprofits around the globe have been forced to develop contingency plans and re-examine the nature of ‘essential’ services. Learn how to identify (and mitigate) nonprofit risk while fostering an engaged workforce. During this on-demand webinar, you’ll learn how to identify (and mitigate) nonprofit risk while fostering an engaged workforce. You’ll also be able to download several handouts essential for managing risk at your nonprofit. Register here.
The ongoing COVID-19 pandemic has created new and unique challenges for employers and their employees. Group health plans and other employee benefit plans are one area of concern during these times. UST HR Workplace powered by ThinkHR has been on the front lines, supporting employers with HR and Benefits advice and compliance guidance through their online resources and on-demand advisors.
Here are some of the most-frequently asked questions received about COVID-19 and benefit plans:
Do all medical plans cover COVID-19 testing? Yes, the Families First Coronavirus Response Act (FFCRA) requires that all medical plans provide 100% coverage of COVID-19 testing. There are no deductibles, copays, or coinsurance. This federal mandate took effect March 18, 2020 and applies to insurance plans and employer self-funded plans, including grandfathered plans. It does not apply to retiree-only plans.
All testing-related services and services, such as consultative visits to doctors (including telehealth), emergency rooms and urgent care centers that lead to an order for testing, and the administration of tests, are covered. Preauthorization is not required and coverage is not limited to in-network providers.
Is treatment of COVID-19 also covered at 100%? It depends. The FFCRA mandate for 100% coverages applies only to services and supplies related to testing. Once diagnosed, however, coverage for any treatment of COVID-19 will depend on each medical plan’s terms and conditions, including any provisions for deductibles, copays, coinsurance, and use of network providers.
Additionally, insured plans are subject to state laws that may be broader than the new federal mandate. A number of states now require that medical insurers cover COVID-19 treatment at 100% (in addition to testing). Many carriers also have agreed to provide 100% coverage even if not required by law. For details, contact your carrier or check the America’s Health Insurance Plans (AHIP) website for the latest updates.
Is a high deductible health plan (HDHP) that waives the deductible for COVID-19 testing still compatible with a Health Savings Account (HSA)? What about coverage for treatment? HDHP must cover COVID-19 testing at 100% per the FFCRA mandate. HDHPs also may be amended to cover treatment of COVID-19 as a first-dollar benefit without deductibles. On March 11, 2020, the IRS announced that pre-deductible coverage of testing and treatment does not cause the plan to lose its status as an HSA-compatible HDHP and does not interfere with the covered person’s eligibility to make HSA contributions.
Many employees are working from home now instead of coming to the office. Can they continue using their Dependent Care FSAs for childcare expenses? Yes, employees can continue using their Dependent Care FSAs provided that the childcare is required for the employee to be able to work. For instance, employees working full time may need the same childcare whether working from home or the office. If, however, the employee or spouse can care for the child while the employee works, the expenses are not reimbursable.
Can employees change their Dependent Care FSA election due to the COVID-19 issues? The IRS rules for Dependent Care FSAs set forth a list of permissible election changes. (Ref: 26 CFR § 1.125-4.) Assuming the employer includes all IRS-permissible change events in its plan document, employees may start, stop, increase or decrease their Dependent Care FSA contribution on account of specific events. Examples of events that are likely to come up due to COVID-19 issues include:
Can employees change their commuter benefits since they are now working from home? Section 132(f) plan, often called pretax commuter benefits, allow employees to change their election, or start or stop contributing, for any reason. Generally, changes made by the middle of the month take effect the first of the next month, but employees will want to confirm their plan’s procedures with the administrator. Note that there is no use-or-lose provision for commuter benefits, so any unused balance now will be available for the employee’s use when they get back to commuting to work.
Many employees have been put on reduced hours or furloughed. Can the employer continue covering them on the group health plan? Many employers and workers are concerned about maintaining group health coverage when work hours are cut due to the current COVID-19 outbreak. Each employer’s case is different, so we suggest the following steps:
Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 60-day trial here.
The end of summer traditionally signals the start of a busy period for employers and HR professionals, as they update their policies to reflect regulatory changes, complete their HR initiatives for the year, and start their next-year planning. This fall promises to be especially active given the continuing pandemic and related HR challenges.
The start of the 2020-2021 school year has created confusion and disruption for both employers and their employees. As a result, ThinkHR, powering UST HR Workplace, has been fielding urgent questions about how to handle a variety of situations, including how online vs. in-person school impacts employee leave. Following are some of the most common questions received and their responses.
Q: If children and their parents can choose between in-person schooling or online schooling, can we deny leave to employees who choose online schooling?
A: We don’t know yet. EFMLA can be used when a child’s school or place of care is “closed,” such that the child cannot be there in person. This might suggest that if the option is available to attend in-person, that those choosing online school would not be eligible for leave. However, we expect that many school districts will need a certain percentage of students to take classes online to make in-person school possible at a sufficiently reduced capacity. In effect, these schools will be “closed” to a certain portion of the student body and it may or may not matter whether the parents chose the online option. We expect guidance from the Department of Labor soon that will answer this question definitively.
Q: If kids are going to school in-person two days a week and doing school from home three days a week, do we have to give a parent three days a week off or can we refuse intermittent leave?
A: If you’re in the Southern District of New York, you must grant intermittent EFMLA if that is what an employee needs and asks for. That district includes the counties of Bronx, Dutchess, New York, Orange, Putnam, Rockland, Sullivan, and Westchester.
In the rest of the country, the answer is not clear, but we certainly recommend providing intermittent leave (as does the Department of Labor). Employees with children are in desperate need of flexibility and understanding right now and refusing a request for intermittent leave may lead to low morale, low productivity, or the employee quitting.
Keep in mind that not all employees will want a full day off just because a child is doing school from home — many may request an hour or two in the morning and an hour or two in the afternoon. Being open to these kinds of requests should help you maximize productivity (as much as possible under tough circumstances) and reduce turnover.
Q: Can we set up childcare or tutoring in the workplace?
A: While it may be possible (and we applaud the creativity), you’d want to consult with an attorney or someone else in your state that is familiar with the kind of licensing and insurance that would be required to do this. Even if you were only allowing children in the workplace occasionally, and they remained under the control of their parent, you’d want to check with your general liability carrier to make sure that it would cover incidents that involved a visiting child.
Q: Can I deny leave to an employee who has high schoolers who should be able to take care of themselves during the day?
A: No. However, if the child or children are 15 or older, you should require that the employee provide a statement or affirmation that there are special circumstances that cause the older child to need their care. They do not need to provide any further information beyond that statement (such as what the special circumstances are). If you feel it necessary, you can remind all employees that it is fraudulent to take FFCRA leave if they are not unable to work as a result of the care they will be providing.
Q: Can we require proof that the school or place of care is closed?
A: No. You can and should (for IRS documentation) require the names and ages of the child or children being cared for and the name of the school, place of care, or caregiver that is closed or unavailable due to COVID-19. You should also require a signed statement that the employee is unable to work because they need to provide care for the child or children. Finally, if the child or children are 15 or older, the employee needs to indicate that there are special circumstance (but doesn’t need to explain them).
We don’t encourage independent sleuthing to verify what an employee tells you, but if you feel that’s necessary, be very careful of doing anything that could infringe on an employee’s right to privacy. Also be consistent in verifying this kind of information — if you are only fact-checking certain employees, you’ll open yourself up to complaints of unfair treatment.
Q: Can I ask an employee to look for different childcare if their usual provider is unavailable?
A: No. An employee is entitled to leave if the child’s usual care provider is unavailable due to COVID-19 — they are under no obligation to look for alternatives, and any attempt on your part to require that would be illegal interference with their right to leave.
Q: Can I deny leave if I think or know an employee is lying about the need to care for a child?
A: There is significant risk in denying a request for FFCRA leave if an employee has provided the appropriate documentation. That said, if you believe the request is fraudulent, you should have a discussion with the employee before granting or denying leave. If it turns out that they were submitting a fraudulent request — and you have sufficient evidence to support that — you can take disciplinary action if it seems appropriate. If, after discussion, you think their request is more likely than not legitimate, you should grant it.
Be careful of disciplining an employee who requests leave but doesn’t meet the necessary criteria. These leave entitlements can be confusing, and it would be unlawful retaliation to discipline an employee who was attempting to use their right to leave in good faith.
Q: If an employee’s stay-at-home spouse is sick with COVID-19 and unable to care for their children, can they take FFCRA leave to do so?
A: Yes, the children’s regular care provider (the stay-at-home spouse) is unavailable because of COVID-19, so the employee would be able to use either EPSL or EFMLA to provide care while their spouse is not able to do so.
Q: What if an employee won’t fill out the required FFCRA documentation?
A: The earliest an employer can require notice is after the first workday of FFCRA leave. (The regulations require employees to provide notice of their need for school closure leave as soon as practicable, but there are no consequences if the employee doesn’t do so.) If, after the first workday, the employee does not provide sufficient documentation to support their request for leave, they must be notified of the problem and given an opportunity to provide what is needed. If the employee still does not provide completed documentation after being given a reasonable opportunity to do so, then the employer is not required to provide FFCRA leave.
Q: Can we terminate an employee who is unable to work because they need to care for a child but have used up their leave under the FFCRA?
A: Assuming that no other leave laws apply, termination is an option. But you may want to instead consider offering the employee an unpaid personal leave of absence or revisiting whether a flexible or part-time work schedule would be better than losing the employee entirely. Recruiting, hiring, and training are all expensive undertakings, so if there’s a way to keep an employee around — even if they need some time off — that is likely better for your bottom line.
If you do decide to terminate an employee who is out of leave, make sure you can be consistent in that response going forward. If you are flexible with some employees while firing others, you will open yourself up to claims of discrimination.
Q: What if we find out after we’ve granted and paid for an employee’s leave that it was fraudulent? Do we make them pay us back or report them to the IRS?
A: There is not yet clear guidance about how to handle this situation, so we recommend calling your local Wage and Hour Division of the Department of Labor. They are generally very responsive and may be able to provide some guidance based on your situation.
The U.S. Department of Labor will continue to provide compliance assistance to employers and its employees on their responsibilities and rights under the FFCRA. The full 100-question Department of Labor FAQ can be found here.
This Q&A was provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Sign up for your FREE 60-day trialand test drive UST’s online HR platform! You’ll find HR-specific articles, templates and checklists as well as access to a plethora of tools including a live HR consultant, 300+ on-demand training courses and an extensive compliance library.
It’s natural to feel stressed or anxious when presented with unprecedented circumstances. The coronavirus or COVID-19 continues to present new and unique challenges that evolve every day. Nonprofit employers are navigating unchartered waters and their employees are along for the ride. Many are working from home for the first time, isolated from co-workers, friends and family while also home-schooling their children and or taking care of elderly family members. This disruption in our daily routines has caused added anxiety, stress and strain—physically, mentally and financially. All of this combined makes it more important than ever to find new ways to interact and communicate with others while also taking care of our mental health and physical well-being.
You can’t avoid stress completely but too much stress over long periods of time can be harmful to your health—ranging from headaches, decreased energy, irritability, body aches and pains, irregular sleep or insomnia, difficulty concentrating or worse, can contribute to serious health problems such as high blood pressure, heart disease and mental health disorders. The good news is you can get ahead of stress by recognizing how you feel and practicing ways to find calmness.
Below are some ways to manage stress and anxiety through positive self-care and healthy social connections:
Be selective about how you consume COVID-19 information – while it’s good to be informed and aware of what’s going on around the world and in your community while we combat this virus, ensure you follow credible sources such as the Centers for Disease Control (CDC) and the World Health Organization (WHO) and limit how much time you spend absorbing that information.
Set boundaries on your work schedule – it’s easy to keep working when you have no reason to get up and leave the office but it’s important that you set a schedule with healthy boundaries and stick to it.
Maintain a routine – having some semblance of structure and consistency from your pre-Coronavirus life will help to keep a sense of control and normalcy while also making it a little easier to readjust to the outside world when it’s time to go back to work.
Limit your time online – set a timer, focus on positive things while you are online and divide your time between the different sites you like to browse. You can even install a website blocker to help temporarily force you off certain websites.
Stay connected – our greatest resource for alleviating stress is still connecting with our loved ones. Don’t just pick up the phone, use Skype, FaceTime or Google Hangouts to get some face to face time.
Leverage Mindfulness-Based Stress Reduction – the practice of meditation can help relieve anxiety, boost your mood, improve sleep and promote mental and emotional health—the benefits are endless and you can do it anytime, anywhere.
Stay active – this isn’t just good for your physical health but also for your mental health so don’t let this time at home go to waste. It’s important to keep moving, whether it’s strenuous exercise, Yoga or even just light stretching. You can find an entire universe of free classes online right now with many instructors live-streaming classes from home.
Get outdoors – fresh air goes a long way in easing the feelings brought on by stress and anxiety. Take a long walk around your neighborhood or go for a bike ride and enjoy some new scenery—all while maintaining physical distance from others of course.
Embrace a hobby – partake in something you really enjoy doing just for the fun of doing it. Something that requires attention and physical movement like embroidery, scrap-booking, painting or sewing to name a few.
Learn a new skill – knowledge is power as the saying goes. There are an unlimited number of online classes you can partake at no or minimal cost that range from bread making and drawing to crochet and learning a new language. Skillshare and Udemy are great resources.
Take an adventure through a book – start a mini book club and invite your friends to participate via video so everyone can share their thoughts and interact as a group.
Get in the kitchen – if you enjoy cooking or baking, there’s no better time than now to try out some of those recipes you’ve been waiting to experiment with.
Do some Spring cleaning – it is Spring after all. Organize those drawers that have been begging for order, clean out your closets, and donate what you no longer need or use, or work on getting your filing cabinet in order.
Watch feel-good movies – musicals are a great way to lift your spirits if you’re into that or distract your mind with an old black and white classic.
Count your blessings – take a few moments to focus on all that you have. Be thoughtful and sincere about who and what you appreciate in your life and let them know.
Find an online support group – there are a plethora of websites out there that offer virtual or phone options for group or individual support as well as live chat rooms. Having others to talk to that share your same concerns can help alleviate the anxiety brought on by COVID-19.
As we protect ourselves against potential exposure to the coronavirus, keep in mind that social distancing does not mean social isolation and remember that you’re not alone. Look after yourself, get enough sleep, eat well, and reach out to your support network. Engage in activities that benefit your well-being, bring you happiness, and distract you from existing challenges. Set your sights on long-avoided tasks or projects and try something new. The above mentioned tips about self-care are meant to help you thrive in mind, body, and spirit. Coping with stress in positive ways will make you happier, healthier, and stronger.
With the rapid spread of the Coronavirus, also known as COVID-19, we have taken appropriate precautions here at UST to do our part of social distancing by working remotely as we know many of you have as well. Here in our local communities we see fear and panic everywhere—empty shelves at the grocery store, people standing in line for hours to get paper products, schools scrambling to move to a virtual method of teaching, large department stores closing their doors and citizens pushing for cities to lockdown.
New details pour in every day and our inboxes are flooded with shared information from our partners and members across the states. Yesterday, there was an article shared by our partner, ThinkHR, “When Business Threats are Contagious: 10 Answers for Employers Navigating the Coronavirus” that shares questions they have been receiving from HR professionals across the country. They range from how to handle employees refusing to come to work, creating a telecommuting policy and the appropriateness of asking about symptoms. The answers come from their certified HR advisors and is a benefit of our UST HR Workplace product. If you are an HR professional in a business still considering how to navigate these challenging times, you may find some answers here.
Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial today.
Capacity building is an investment in the effectiveness and future sustainability of your nonprofit organization–does your nonprofit have the ability to deliver according to its mission effectively now and is it prepared to do so in the future?
Some examples of capacity building projects may include, identifying a new communications strategy, a different approach to volunteer recruitment, ensuring thoughtful leadership succession, and bringing your nonprofit up to speed with the latest technology. Each of these projects can help build a nonprofit’s capacity to deliver its mission. When capacity building is successful, it will strengthen your nonprofit’s ability to fulfill its mission and help to enhance the positive impact your nonprofit has on the lives and communities it serves.
Capacity building can be developed across multiple levels—individual (micro), organization (meso) or sector/network (macro) and often times, these levels are developed at the same time. For instance, at the individual micro level, programs may enhance people’s knowledge and behavior in ways that can strengthen culture, management practices and connections to other organizations (meso level) and then encourage overall participation in collective action networks (macro level). It can be helpful to look at capacity building from the perspective of who (e.g., people, organizations, networks), what (e.g., knowledge, skills, processes), and how (e.g., training, peer learning, technical assistance).
From a time management and impact on bandwidth perspective, capacity building initiatives fall into three categories; short-term planning and training, longer-term organizational effectiveness initiatives and sector-strengthening programs that encourage the exchange of information. Capacity building produces multiple benefits simultaneously, such as learning and peer interaction.
When looking at capacity building and nonprofit work in general, it can be difficult to not view capacity building, especially multiple forms of capital, as an additional task. However, when executing the program mindfully, building capital can occur through service delivery. A multiple-capitals approach to program design can help produce mission fulfillment and increase overall effectiveness of the organization. A multiple-capitals framework integrates planning, service delivery, evaluating, and reporting—in return, offering a smoother, integration of organizational activities and stakeholder accountability.
Capacity building is an important infrastructure that supports and shapes nonprofits success in helping the communities that serve. Capacity building enables nonprofit organizations and their leaders to develop competencies and skills that can make them more effective and sustainable, while increasing the potential for nonprofits to enrich lives and solve society’s most intractable problems.
Question: Is having different parental leave programs for women and men discriminatory?
Answer: Yes. Parental leave must be provided to similarly situated men and women on the same terms. For example, if an employer extends leave to new mothers beyond the period of disability from childbirth (for instance, to provide the mothers time to bond with and/or care for the baby), the employer cannot lawfully fail to provide an equivalent amount of leave to new fathers for the same purpose.
According to Title VII of the Civil Rights Act of 1964, an employer may not discriminate against an employee on the basis of pregnancy, childbirth, or related medical conditions; and women affected by pregnancy, childbirth, or related medical conditions must be treated the same as other persons not so affected but similar in their ability or inability to work. It is important to note that for purposes of determining these Title VII requirements, employers should carefully distinguish between leave related to any physical limitations imposed by pregnancy or childbirth and leave for purposes of bonding with a child and/or providing care for a child (parental leave). Leave related to pregnancy, childbirth, or related medical conditions can be limited to women affected by those conditions.
The Equal Employment Opportunity Commission (EEOC) provides the following examples of nondiscriminatory versus discriminatory leave policies as applied to men and women:
Q&A provided by ThinkHR, powering the UST HR Workplace for nonprofit HR teams. Have HR questions? Sign your nonprofit up for a free 30-day trial here.
Social media continues to prove to be an essential part of a nonprofit’s marketing strategy. A key benefit of social media is that it offers new forms of communication and the ability to engage with your organization’s stakeholders. Another benefit that can go unnoticed, but is a crucial and valuable resource is social media capital. Social media capital is a particular form of social capital that is accrued through an organization’s social media network. Nonprofits can look at social media capital as being an immediate outcome derived from their social media efforts, and as a resource that can be converted or used toward strategic organizational outcomes.
Social media capital is built around interests or causes rather than institutions, and this is where nonprofits have the upper hand over other types of organizations. Nonprofits have the opportunity to integrate their missions into their social media presence and strategy to take advantage of the capital that comes with advocacy and awareness efforts. Plus, any public events that relate to a nonprofit’s mission will likely be seen in the media and nonprofits can take advantage of this opportunity for exposure—building their online presence.
To dive deeper into social media capital, highlight its characteristics, and how nonprofits should be intentional when building out their strategy, here are five steps your nonprofit can take to get a better grasp on the benefits of social media capital:
1) Utilize resources and target audience strategy: In order to get your social media up and running you need resources—time, money, and staff. Unfortunately, these commitments are likely to be overlooked by nonprofit managers and passed off to another staff member to handle. Next, is your strategy—what is your organization’s communications role and what audience are you looking to target? The organization needs to develop a plan that shows a clear lay out of desired outcomes, defines the target audience, and communication efforts.
2) Strengthen connections and messaging on social media: To acquire social media capital, you need to utilize two essential tools; making connections and responding to messages in a timely manner. Connections are viewed as relationship building—these connections can be made through organization’s friending and/or following other users. This action shows your nonprofit’s interest in engaging with other users, in turn, creating an online community. Messaging is designed to provide content to your target audience and can be curated to meet the needs of the community you’re looking to reach and engage. And, can be done through any social channel (e.g., YouTube, Pinterest, Facebook, Twitter, Instagram).
3) Gain social media capital: This is the step where your organization should expect to see social media capital—these are the social resources in an organization’s social media network that can be used to achieve organizational outcomes. In order to attain any meaningful organizational outcome through social media activities, your organization must first obtain social media capital.
4) Turn your social media capital into organization resources: This is the step when you turn your followers into customers—converting social media capital into an organizational resource. For example, your organization asks followers to donate to a cause and it results into a success, this is social media capital converting into an organizational/social resource, i.e., financial capital.
5) Incorporate social media capital into your strategy: Nonprofits should look at social media capital the same way they look at financial capital. Financial capital is considered a convertible resource and needs both short-term and long-term planning. Similarly, social media capital is fluid and requires a thoughtful strategy to maximize its support of both short-term and long-term goals.
Social media capital is generated differently and more simply than capital accumulated offline. Social media capital is assembled on messages, connections, and having a trusted role in social networks where you want to start conversations. This can help convert capital into other resources or produce key organizational outcomes.
In our world of online communication, nonprofits and charities are able to share and show how their organization is making a significant impact on the communities they serve through inspiring stories. This can be a challenging and overwhelming task for nonprofit professionals—they feel the pressure to create inspiring, unique and emotional stories that will set them apart from other nonprofits.
In the beginning stages of telling your nonprofit’s story, you should start by telling your organization’s “origin story.” This gives you an opportunity to explain how your nonprofit came to exist. Where and when did the idea of your nonprofit begin? How did you get to where you are today? Being able to emphatically and confidently tell your origin story will make a significant impact when connecting with your donors and volunteers.
Great storytelling is the best way to capture the attention, as well as the hearts and minds, of your supporters. While providing data on how a charity has impacted a community can be beneficial, people tend to give more when presented with a heartfelt story rather than data. Stories will help you express your mission to people who may know nothing about you or your cause. Statistics may offer some shock value, but statistics rarely get people to take action and donate to your cause.
If you and your nonprofit organization are doing things no one else is doing, it’s your job to make people aware by sharing your story. Tell your story in such a way that people won’t be able to forget it. Start by sharing how the community looked before your organization started and what the world looked like at the time. Then, touch on how the world looks now after you started this nonprofit journey. Maybe even share an example of how your nonprofit has positively impacted the community to help build your story. Using these types of examples makes your nonprofit more relatable—it allows for a more real connection and even empathy.
Empathy is also incredibly important when telling your organization’s story—there should be a moment when people see themselves or someone they know within your story. The more people can relate to your mission and your story to their own lives, the more likely they will be willing to engage and offer support to your organization.
Last year, the Financial Accounting Standards Board (FASB) released Accounting Standards Update (ASU) 2018-08, which clarifies the accounting guidelines for contributions received and contributions made—focusing on the grants and contracts awarded by the government and other entities to nonprofit organizations.
You can now listen to the webinar on-demand to learn how to determine if an asset received should be accounting as a contribution or as revenue from customers.
This on-demand webinar will explore how to:
This webinar is part of UST’s efforts to educate the nonprofit sector. For more learning opportunities, tips and legal updates just for nonprofits, sign up for our monthly e-News today!
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UST maintains a secure site. This means that information we obtain from you in the process of enrolling is protected and cannot be viewed by others. Information about your agency is provided to our various service providers once you enroll in UST for the purpose of providing you with the best possible service. Your information will never be sold or rented to other entities that are not affiliated with UST. Agencies that are actively enrolled in UST are listed for review by other agencies, UST’s sponsors and potential participants, but no information specific to your agency can be reviewed by anyone not affiliated with UST and not otherwise engaged in providing services to you except as required by law or valid legal process.
Your use of this site and the provision of basic information constitute your consent for UST to use the information supplied.
UST may collect generic information about overall website traffic, and use other analytical information and tools to help us improve our website and provide the best possible information and service. As you browse UST’s website, cookies may also be placed on your computer so that we can better understand what information our visitors are most interested in, and to help direct you to other relevant information. These cookies do not collect personal information such as your name, email, postal address or phone number. To opt out of some of these cookies, click here. If you are a Twitter user, and prefer not to have Twitter ad content tailored to you, learn more here.
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