Ask the Scholar
Document scope · 1 page
Scholar
Ask about this object, its catalog metadata, its source description, or the page inventory.
For page-specific OCR and visual context, open one of the page chats.
Scholar Source Context
Document identity
localId
24493114
label
Nonprofit and Government Task Force
core
doc
dtoType
document
citationUrl
pageCount
1
Source metadata
id
24493114
sourceUrl
contentType
document
title
Nonprofit and Government Task Force
citationUrl
collections
Records of the First Lady's Office (Clinton Administration)
Shirley Sagawa's Files
imageCount
1
hasImages
yes
source
import
hasTranscription
no
Source extras
naId
24493114
levelOfDescription
fileUnit
otherTitles
42-t-7763274-20130124S-036-003-2015
recordType
description
ocrSource
nara-archive
Single page context
seq
1
pageIndex
0
type
document
mediaId
40801d7c399dc412
ocrText
11/18/00 SAT 16:39 FAX 1 202 395 7211
MILLENNIUM COUNCIL
002
- -
Draft #4
"Americans make great and real sacrifices to the public welfare. They hardly ever fail
to iend faithful support to one another."
--Alexis de Tocqueville
Foreword
In January of 1993, we arrived in Washington anxious to implement a
new vision for America on the cusp of the 21st century - strong and
confident, prosperous and caring; the undisputed world leader, ready to
compete in the digital age and the global economy. The first and most
immediate challenge was the economy. In 1993, the deficit was $290
billion and rising. Today, we are anticipating a surplus of at least $230
billion. Fiscal discipline led to the creation of 22 million new jobs and
poverty rates that have dropped to historic lows.
Our second important challenge was to shape a new model for the federal
government, one that neither made government responsible for meeting all of society's
business
+
nonguifts
together
needs, nor that took a hands-off approach, leaving the private sector to address the
sector
challenges faced in so many communities. Instead, we sought a third way - a smaller
(nm-govit)
government, committed to giving people the tools and the conditions they
need to make the most of their own lives, that works in partnership with its
citizens and lives within its means.
For this kind of government to work, we must have a strong civil
11/18/00 SAT 16:39 FAX 1 202 395 7211
MILLENNIUM COUNCIL
003
-
society, with a thriving network of national and community-based nonprofit
organizations that can marshall the resources of the American people to
meet the challenges before us. We had this in mind when, in October 1999,
the First Lady and I hosted the first-ever White House Conference on
Philanthropy. There I named an Interagency Task Force to examine one
important facet of the third way: partnerships between the federal
government and nonprofit organizations. I charged members of the task
force to identify the best examples of these private-public partnerships and
evaluate the ways in which they could be replicated and improved.
Although I had championed this new way of working with the private
sector, even I was surprised at the number and breadth of these partnerships.
In thousands of instances, large and smali, government agencies are
working with nonprofit organizations, redefining, in the process, the role of
government in the 21st century. From AmeriCorps to the Welfare-to-Work
Partnership, from environmental protection to mass immunization programs,
nonprofit partnerships are affecting the lives of citizens from Hawaii to
Juneau, San Francisco to South Carolina.
The role they play cannot be overstated: They make government work
better, and are strengthened through their relationship with federal agencies.
11/18/00 SAT 16:40 FAX i 202 395 7211
MILLENNIUM COUNCIL
004
- -
As a result, they are an essential part of our safety net for citizens in need,
help foster a-community where neighbors can gather and depend on one
another, ensure that the arts are sustained and nourished, and when all else
fails, nourish and protect the smallest and most vulnerable among us. In
these ways, and many more, they strengthen and sustain our civil society.
I want to thank the First Lady and her staff, as well as the staff of the
Council of Economic Advisors and the Domestic Policy Council who have
worked SO hard on this project. Together with representatives of 12 federal
agencies, they have identified exemplary partnerships as well as the best
practices that we hope will lead others anxious to follow their example.
Their work is a gift to the future.
-- William Jefferson Clinton
11/18/00 SAT 16:40 FAX 1 202 395 7211
MILLENNIUM COUNCIL
005
-
[can you find a better quote???]
"We 've probably never had the capacity to empower so many people and to
have such a positive impact on the lives of as many as we do today. The
question is whether we'll take advantage of the new technology, pass on
these lessons to our children, and move into this new time with a more
philanthropic focus and commitment."
First Lady Hillary Rodham Clinton
White House Conference on Philanthropy
October 22, 1999
INTRODUCTION by Hillary Rodham Clinton
Over the course of the nearly eight years my husband has been
President, I've been privileged to represent our country in many of the
world's newest democracies, places where people are just beginning to
understand the responsibilities and benefits of freedom. Everywhere 1 go,
people ask me, "How has the United States been able to make its democracy
work for so many years?" I tell them about our traditions of citizen service
and philanthropy. I tell them that our democracy thrives not just because of
our free elections and our free markets, but because in that space between
government and the economy - in our civil society - our citizens come
together to help each other, to lend a hand in times of trouble, to support
non-profit organizations, and to determine how each one of us can make a
contribution by doing more.
Our democracy thrives because of people like Myrian Bodner, a
11/18/00 SAT 16:41 FAX 1 202 395 7211
MILLENNIUM COUNCIL
006
-
Kentucky homemaker who raised a quarter of a million dollars in relief
supplies to help her native Nicaragua recover from Hurricane Mitch. Our
democracy thrives because of Rev. Ann Pearson, who gave each of her
parishioners $10 out of a small inheritance to donate to a worthy cause. She
found that the money grew as enthusiastic donors brought new opportunities
and ideas for community service into the church and requested support for
additional giving. Our democracy thrives because of people like Osceola
McCarty. Ms. McCarthey spent a lifetime washing, starching and ironing
other people's clothes. She lived simply and frugally, and four years ago,
she decided to use her $150,000 life savings to endow a scholarship fund at
a nearby university. "I'm giving it away so that the children won't have to
work so hard like I did."
To honor heroes like these and highlight the American tradition of
giving - a tradition that we hope to enhance as we begin a new millennium
- the President and I hosted the first-ever White House Conference on
Philanthropy in October of 1999. Giving always has been an important
tradition in this country, and never has there been a better time to encourage
and support this tradition. We are living in a period of unprecedented
prosperity, a time when the new economy has produced new wealth and the
11/18/00 SAT 16:41 FAX 1 202 395 7211
MILLENNIUM COUNCIL
007
baby boom generation stands poised to inherit $12 trillion from the World
War II generation. Last year, donations to charitable causes reached a new
high, totaling nearly $150 billion. Individuals accounted for 85 percent of
that amount, up a third since 1995. As a percent of our gross national
product, total giving exceeded 2 percent last year, the highest level since
1971.
Imagine what we could do if we increased our giving by just 1
percent: We could offer child care to more than 6 million children, deliver
more than 250 million more meals to the home-bound elderly, and guarantee
Head Start to every low-income preschooler in America. We could provide
shelter to 4 million people, save all the rare books in our libraries, and still
have more than enough money left over to create the equivalent of a Ford
Foundation every year.
The White House Conference on Philanthropy was designed not only
to honor and explore the phenomenon of giving in this country, but also to
set in motion an examination of public-private philanthropic partnerships.
Some of the most effective projects I have been involved with as First Lady
have involved nonprofit partners, from the Millennium Council's Save
America's Treasures initiative conducted with the National Trust for
11/18/00 SAT 16:42 FAX 1 202 395 7211
MILLENNIUM COUNCIL
008
Historic Preservation, to Vital Voices, which enabled the State Department
to leverage the resources of nongovernmental organizations in support of
women around the world. These and other partnerships were examined by
the Interagency Task Force on Nonprofits and Government, and are
discussed in this report.
I want to thank all the individuals and groups who worked so hard to
make the first White House Conference on Philanthropy such a success, as
well as the Task Force members who have helped us shape the inventory of
effective practices and the recommendations that will be a guide for future
generations of government workers and non-profit advocates looking for
creative and practical ways to work together. I especially want to thank
Ellen Lovell, Malcolm Richardson, and the staff of the White House
Millennium Council; Melanne Verveer, Shirley Sagawa, Mary Ellen
McGuire, and Matthew Nelson from the Office of the First Lady; and Bruce
Reed, Eric Gould, and Julie Bosland from the White House Domestic Policy
Council. They have certainly made their gifts to the future.
11/18/00 SAT 16:42 FAX 1 202 395 7211
MILLENNIUM COUNCIL
1.
009
List of Appendices
A. Members of the Task Force
Co-Chairs:
The Assistant to the President for Domestic Policy
The Assistant to the President for Economic Policy
The Assistant to the President and Chief of Staff to the First Lady
Task Force Members:
Secretary of the Treasury
Attorney General
Secretary of the Interior
Secretary of Agriculture
Secretary of Commerce
Secretary of Labor
Secretary of Health and Human Services
Secretary of Housing and Urban Development
Secretary of Transportation
Secretary of Education
Administrator of the Small Business Administration
Chief Executive Officer of the Corporation for National and Community
Chamman, Service national Endorment to the Humanities (heashed to be
B. Executive Memorandum
m + was represented
C. President's Tax Initiatives
by staff)
D. CEA Report: Philanthropy in the American Economy
E. Agency Questionnaire
F. Descriptions of specific partnerships
11/18/00 SAT 16:43 FAX 1 202 395 7211
MILLENNIUM COUNCIL
010
PREFACE by Melanne Verveer, Bruce Reed, and Gene Sperling
need to
Nonprofit organizations transform philanthropy - turning cash into food, clothing,
point
health care, education and other forms of help for those in need. The nonprofit sector is
B
enjance
phil.
an integral component of our national life, encompassing more than one and a half
the educat live
million organizations with operating expenditures in excess of S600 billion. From 1993
to 1998, the number of 501c3 organizations increased from 575,000 to more than
enviro
1730,000, and giving and volunteering is at an all-time high. Government is an
important source of funding for these groups, with one study estimating
that, in 1997, "more than 30 percent of all federal spending in areas of
concern to nonprofits was channeled through nonprofits for delivery of
services." That translates to some $554 million in government money
flowing to education, health, social welfare, income assistance, culture and
the environment.
housing? job training?
But more telling than the numbers is the new spirit of service and
civic activism that are taking hold in communities across America. It is not
surprising, therefore, that federal agencies would increasingly chose to work
cooperate on
in partnership with nonprofit organizations as they worked toward)common
goals.
The Executive Memorandum that created the Task Force directed it to
A 1999 paper issued by the Nonprofit Sector Research Fund.
11/18/00 SAT 16:43 FAX 1 202 395 7211
MILLENNIUM COUNCIL
011
examine current partnerships between the federal government and the
nonprofit sector and evaluate ways that these partnerships could be
improved with an eye to helping both government and nonprofits better
fulfill their missions. Specifically, the Task Force was charged with three
tasks: to develop a public inventory of "best practices" in existing
collaborations between federal agency programs and nonprofit
organizations; to evaluate data and research trends pertaining to nonprofits
and philanthropy; and, to develop further policy responses. Objective three
was addressed by the introduction of several tax initiatives in the
President's budget (see Appendix C) and by the recommendations in this
report. Objective two was met by the Council of Economic Advisors'
Report: "Philanthropy in the American Economy," which included an
examination of the factors that affect giving and an investigation of trends
that are likely to affect future giving. (The full text of the CEA report can be
found at Appendix D.)
In January, staff from the Domestic Policy Council, the Millennium
Council and the Office of the First Lady surveyed federal agencies on the
extent of. types of, and barriers impeding relationships with the nonprofit
sector. The responses yielded dozens of examples of how this
11/18/00 SAT 16:44 FAX 1 202 395 7211
MILLENNIUM COUNCIL
013
The nonprofit representatives commended the work of some agencies for
improvements they had undertak in working with the sector and were
generally supportive of the direction the Task Force, had taken The
representatives also expressed concerns about issues related to excessive
paperwork, conflicting regulations or processes, micromanagement of
grants and contracts, and access to information. White House staff ashed
requested that the organizations survey their members for additional
feedback; this request resulted in a survey by Independent Sector of its
membership, as well as responses by the Council on Foundations and [one
more - need to check].
Finally, in early August, the members of the Task Force met once
again to hear the details of the best submissions, to discuss the nominations
and to explore other examples to include. Quickly, though, the discussion
took an unexpected turn: As we called on the agency representatives to
discuss their partnerships, there was a palpable shift in tone. It may have
begun when Father Joseph Hacala from the Department of Housing and
Urban Development explained that he was about to fly to South Dakota for
the "ground blessing" of a new youth center on the Pine Ridge Reservation
[need to explain why this is significant], or when a White House Fellow in
11/18/00 SAT 16:45 FAX 1 202 395 7211
MILLENNIUM COUNCIL
014
HHS described the contribution of nonprofit partners to the success of the
officials
National Immunization Program. One by one, as the agency principals
described their partnerships, other participants began to ask questions and
while tak extensive notes. Weknew that virtually every agency
represented in the room could boast of at least one successful partnership,
in isolation
but we had not foreseen the extent to which these programs operated as if in
a vacuum) in most cases, known only to the administrators and nonprofits
involved.
As we heard more and more efforts to encourage and facilitate such
partnerships, we began to appreciate how deeply this approach had
penetrated federal agencies. In the days that followed, each of our offices
was blanketed in emails from agency participants with even more ideas.
This document is intended to fulfill the President's mandate as set
out in the Executive Memorandum - to collect a public inventory of
effective practices, develop a set of detailed recommendations, and identify
barriers to successful collaboration. This information can be used by
government or nonprofit employees to improve existing partnerships, and
we hope will encourage the development of new and innovative activities.
The material is divided into categories, including discussions of how to
11/18/00 SAT 16:44 FAX 1 202 395 7211
MILLENNIUM COUNCIL
5
012
administration has broken new ground in the area)of creation partnerships. (The
questionnaire used by staff to survey agencies can be found at Appendix E.)
francach agency
The team asked each representative to submit the agency's top four non-
profit relationships or new approaches for working with nonprofit
organizations for inclusion in a report. Once nominations were submitted,
White House and agency staff met to judge each submission on the
following criteria: innovation, ease of replication, and impact. Submissions
were then placed into one of six categories for final review: partnerships list
?
that provide better services to the public; partnerships that allow input into
the policy making process; partnerships collaboration that effectively leverage resources:
partnerships that result in meaningful exchanges of information across
sectors and with the general public; approaches that improve government
operations; and initiatives that improve the effectiveness of nonprofit
organizations. From those, staff members were able to glean a set of
"effective practices," develop a list of recommendations for other groups,
and uncover some of the barriers to successful partnering.
Meanwhile, staff from the President's Domestic Policy Council,
Office of the First Lady, and the Millennium Council met with
representatives of the nonprofit community in order to solicit their input.
11/18/00 SAT 16:45 FAX 1 202 395 7211
MILLENNIUM COUNCIL
5.
015
provide better services; reach out to a broader spectrum of nonprofits;
involve nonprofits in the policy-making process; leverage resources; share
information; improve the effectiveness of non/profit organizations and the
responsiveness of government.
The work of the Task Force makes clear that the last eight years have
seen federal agencies reach out to nonprofit organizations as partners in
addressing their most pressing challenges. We hope that this report will
assist future administrations in forging these relationships and continuing to
improve the way that agencies work with nonprofit organizations. and enhance
the vitality fan civic section. (?)
11/18/00 SAT 16:45 FAX 1 202 395 7211
MILLENNIUM COUNCIL
016
Draft 4
I.
PROVIDING BETTER SERVICES
From immunizing our children to protecting our environment, one
way for the federal government to do a better job of providing services is to
reach out and forge stronger and more efficient working relationships with
the growing nonprofit sector. By developing mutually beneficial
with vicluding
relationships with shared decisionmaking and shared goals - with-
nonprofit groups, a federal agency can reach larger numbers of constituents
and improve the quality of the services offered.
Thanks in part to this administration's enthusiastic endorsement of
such relationships, agencies have taken their joint endeavors with
corporations and nonprofit groups, other agencies, and state and local
governments beyond the traditional grantor-grantee paradigm. model In such
cases, the government does more than define a program and write a check,
handing off the work and reporting obligations to the nonprofit.
Recognizing that nonprofits may, for example, be able to identify problems,
mobilize fresh thinking and energy, and promote social change at the
community level, agencies are increasingly capitalizing on opportunities to
11/18/00 SAT 16:46 FAX 1. 202 395 7211
MILLENNIUM COUNCIL
017
collaborate with nonprofit groups, devising and carrying out strategies that
help them work toward and achieve common goals
Historically, government policies have affected the activities of
nonprofits in a variety of direct and indirect ways, a fact not always well-
understood by the public. Federal interactions with the nonprofit sector
include:
Tax policy, including the deductibility of contributions and the
designation of tax-exempt status, which can make a significant
difference in a nonprofit's bottom line and the activities it is
permitted to undertake;
Collection of statistics by the IRS, the Census, the Department of
Labor, and others, which contributes to our understanding of the
nonprofit sector and provides data of critical importance to some
nonprofit organizations;
The Combined Federal Campaign and federal employee volunteer
programs, which channel the resources of federal workers to the
The Combined Federal Campaign has served as a model for the development of workplace giving
campaigns in the corporate sector and for state and local government campaigns. For information about the
history of the CFC and volunteering policies and practices, lists of participating organizations, criteria for
participation, campaign trends and general questions and answers about the CFC, you can visit their web
site at www.opri.gov/cfc. The CFC also offers brochures on participating charities; communications kits
for marketing purposes; a 2000 CFC video; sample partnership agreements with non-profit campaign
partners; lists of top-performing campaigns in the country; and a Q&A
11/18/00 SAT 16:46 FAX 1 202 395 7211
MILLENNIUM COUNCIL
018
non-profit sector;
The billions of dollars flow that through federal grants and
contracts to nonprofit organizations;
Research undertaken by government agencies in partnership with
institutions of higher education and other private sector
researchers; and
Direct federal payments that flow to hospitals through Medicaid
and Medicare, together with policies that have a profound impact
on the health care field.
since affects mis information, be is in the
short section
In the last eight years, federal agencies have developed new
partnerships with nonprofits that are directed at achieving specific shared
goals that could not be accomplished by either the agency or nonprofit
organization on its own. Some of these are described in this section.
1. providing Better Services
Childhood Immunization
The National Immunization Program
Vaccines are one of the greatest achievements of biomedical science
and public health. Yet, despite remarkable progress, several challenges face
11/18/00 SAT 16:47 FAX 1 202 395 7211
MILLENNIUM COUNCIL
019
the US vaccine-delivery system, which must be capable of implementing
increasingly complex vaccination schedules. An estimated 11,000 children
are born in this country each day - - each child requiring 15-19 doses of
vaccine by the age of 18 months in order to be protected against 11 diseases.
In 1993, the Clinton administration launched the National
Immunization Program (NIP) to provide leadership for the planning,
coordination and conduct of immunization programs nationwide. Based at
the Centers for Disease Control and Prevention (CDC), the NIP offers an
excellent example of a federal-nonprofit partnership - - or as in this case,
series of partnerships. These were the NIP's goals for the year 2000: at least
90 percent of all 2-year-olds would receive each of the initial and most
critical doses of vaccines, as well as the recommended series; vaccine-
preventable childhood diseases would be eliminated or reduced; and, a
system would be put in place to make sure that these goals would continue
to be met in the future. Once these goals were met, they were replaced with
new 2010 targets aimed at eliminating racial and ethnic health disparities
linked to childhood immunization.
While the NIP had the expertise and a national mandate to improve
immunization rates, those at the helm recognized that grassroots children's
11/18/00 SAT 16:47 FAX 1 202 395 7211
MILLENNIUM COUNCIL
020
health organizations and nonprofit coalitions would be more efficient at
building awareness of the important of childhood immunizations, educating
parents about the benefits and risks associated with immunization,
facilitating access to health care providers, and engaging corporate and
foundation partners and support. One such local group is the Colorado
Children's Inmunization Coalition (CCIC), a statewide public/private
partnership itself, dedicated to fully immunizing Colorado children two
years of age and younger. Stepping out of the old grantor-grantee model,
NIP has provided initial training and technical assistance to CCIC, whose
member organizations have sponsored dozens of free immunization clinics.
In addition, NIP has worked with the Colorado Department of Public Health
and Environment to develop an immunization registry throughout Colorado,
and launched a statewide public awareness campaign - called "Five Visits
Before Age Two" - working closely with seven funding partners, including
Colorado's four professional sports franchises.
The partners cite two factors contributing to their success: First they
share a clear and common goal, i.e., improving the immunization rates of
children. Second, they are working to achieve both depth and breadth in
their public service advertising activities. NIP has shared the lessons
11/18/00 SAT 16:48 FAX 1 202 395 7211
MILLENNIUM COUNCIL
021
learned during its partnership with CCIC with other childhood
immunization programs across the country, spreading the word and
encouraging the creation of similar projects in other parts of the country.
Food Recovery
The Food Recovery and Gleaning Initiative and
Community Food Security Initiative
While the federal government doesn't manufacture, grow and
WIC
distribute food to our nation's hungry, it does have an important role to play
does
in eliminating hunger in the United States. In November of 1996, President
Clinton signed an Executive Memorandum directing the US Department of
Agriculture to work in partnership with nonprofit anti-hunger groups to
increase the "recovery and gleaning" of excess food for distribution to the
hungry. Following up, Vice President Gore convened the first-ever
National Summit on Food Recovery and Gleaning in September of 1997 -
the goal of which was to generate national attention for the issue, catalyze
new public-private partnerships, and announce new federal projects. In the
years since the summit, significant progress has been made toward creating
a structure that, with the help of nonprofit groups, will continue to distribute
food to hungry Americans.
11/18/00 SAT 16:48 FAX 1 202 395 7211
MILLENNIUM COUNCIL
022
The leadership of Secretary Dan Glickman, for whom the Food
Recovery and Gleaning Initiative is a top priority, offers a significant
example of the importance of active and engaged support and leadership
from the top. Through the Initiative, the Department has helped grassroots
food recovery projects distribute over 10 million pounds of excess food to
nonprofit anti-hunger groups nationwide. [It would be helpful here to yes
Veuchas ? name a few
and
some
names
know specifically how the Department helped the organizations - - what
the
did it do that the organizations couldn't do on their own]
grassroots
In addition, the Department has issued over 20,000 copies of a
Citizens' Guide to Food Recovery and Gleaning, a how-to manual on
starting and expanding nonprofit recovery efforts; produced a guide for
done
National Restaurant Association members on how to donate excess food to
have
results
nonprofit groups safely; and brokered a partnership between the technology
firm, Hewlett Packard, and America's Second Harvest to create a Web site
that links food producers with the America's Second Harvest food bank
network.
Based on the success of the Gleaning and Food Recovery Initiative,
in 1991 Secretary Glickman launched a broader Community Food Security
Initiative, which works on several fronts to help grassroots nonprofit groups
11/18/00 SAT 16:49 FAX 1 202 395 7211
MILLENNIUM COUNCIL
023
fight hunger, improve nutrition, strengthen local food systems, and help
families move from poverty to self-sufficiency. Through this initiative,
Agriculture Department employees reached out to |dozens?] of antihunger
organizations and [did what?]. Among the Community Food Security
Initiative's commitments are: a partnership with Share Our Strength (SOS)
to expand Operation Frontline, a program that engages volunteer chefs to
teach hands-on nutrition education classes [specifically, what did the
Department do to help sos expand its program?], and a partnership with
World Hunger Year (WHY) to publicize and distribute "Replication
dowe need to explain what this is ?
Manuals" highlighting effective grassroots hunger and anti-poverty
programs in the United States. [were these federal publications?] In
addition, WHY and USDA have co-sponsored regional technical assistance
workshops throughout the country to connect nonprofit hunger and poverty
groups with the resources and expertise of federal agencies. By working
closely with nonprofit organizations in a variety of ways, the Agriculture
Department used its expertise, broad reach, access to food producers, and
other "assets" to improve its effectiveness in an area central to its purpose.
was this all fed avery
"down" to local -or
Chesapeake Bay Cleanup
did the idea bubble up
Gram the grassroots ?
11/18/00 SAT 16:49 FAX 1 202 395 7211
MILLENNIUM COUNCIL
1
024
[Note - this example needs to be clearer regarding what
happened during this administration that was new or different that the
apee we state the
existing partnership or perhaps we should drop]
is about partner " -
ships"
In the mid-1970s, US Senator Charles Mathias (R-MD), saw the
Chesapeake Bay he had loved all his life, in distress. In response, he began
a fact-finding tour of marine science institutions around the Bay to try to
understand its decline. His efforts eventually resulted in the formation of
the Environmental Protection Agency's Chesapeake Bay Program - a
unique regional partnership that has been directing and conducting the
restoration of the Chesapeake Bay since the signing in 1983 of the first
Chesapeake Bay Agreement. Program partners include the Environmental
Protection Agency, the states of Maryland, Pennsylvania and Virginia, as
well as the District of Columbia, the Chesapeake Bay Commission (a tri-
state legislative body) and several citizen advisory groups and nonprofits --
primarily the Chesapeake Bay Foundation and the Alliance for the
Chesapeake Bay.
The Bay Program continues to operate under subsequent Agreements,
the latest of which was signed in the summer of 2000 [Did the latest
agreement include any interesting innovations?]. Among the partners'
11/18/00 SAT 16:50 FAX 1 202 395 7211
MILLENNIUM COUNCIL
025
most important activities are nutrient reduction from agricultural lands and
wastewater facilities; toxic chemicals reduction from industry and other
sources; management of fisheries, including crabs and oysters; habitat
restoration; and water quality improvement. Also, along the way, partners
have engaged local governments and community watershed groups in the
restoration effort.
In this multi-party alliance, the role of the federal agency - - the EPA-
is to provide leadership, through its Chesapeake Bay Program Office in
Annapolis, Maryland, along with administrative, technical, financial and
The
(meaning the Che. Bay Fund. allrance the ?)
other information assistance. Nonprofit partners play different roles - using
their outreach capacity, volunteer networks, and [what else?] to advance the
shared goal of cleaning up the Bay. They are involved in a range of
restoration-related efforts, including educating citizens on flood control and
stream-bank erosion and teaching innovative monitoring procedures.
Training a corps of citizens to provide physical assistance to farmers in
planting riparian buffers and installing fencing to keep livestock out of
critical sites is also an important role. There is success on several fronts,
but an onrushing tide of population growth, landscape changes and
increased vehicle travel within the Bay watershed, means that much more
11/18/00 SAT 16:50 FAX 1 202 395 7211
MILLENNIUM COUNCIL
026
remains to
Conclusion be done. now evidince with me The goal)
replace Bay
Scores of other examples of successful partnerships are working in
federal agencies across the government to provide better services for their
constituents. The Department of Justice's Operation Weed and Seed
encourages local groups to devise strategies to "weed out" violent crime and
drug abuse and "seed" neighborhood improvements. HUD's Continuum of
Care initiative supports local groups working to develop comprehensive,
long-term approaches to moving people who are homeless into permanent
housing and self-sufficiency. HUD is also part of JOBS PLUS, a national
consortium of private foundations and federal agencies, including the
Department of Labor [and who else]. Established in 1994, JOBS PLUS
works in public housing developments to help residents get and keep jobs.
And, the Department of Justice's 5 Goals 4 Kids is working, with the
assistance of nonprofit partners like the United Way, to enroll at least
500,000 uninsured children in the state-run children's health insurance
programs called SCHIP.
These and other examples demonstrate how federal agencies and
11/18/00 SAT 16:51 FAX 1 202 395 7211
MILLENNIUM COUNCIL
5.
027
nonprofit organizations that share goals and work together can maximize
their effectiveness. In some cases, the federal agency has brought funding
to the partnership; in others, they use their technical expertise and
leadership to catalyze action. Nonprofit organizations bring their own
knowledge and networks to the task. There is no one model, but there are
common practices that can be replicated with an eye to stretching resources
further, meeting common goals and solving common problems. As the
nonprofit sector grows in size and importance, there will be even greater
opportunity to forge partnerships that marry the mighty power of the federal
government with the vast on-the-ground capabilities of tens of thousands of
nonprofit groups, businesses and citizens - all addressing pressing public
problems and all working toward common solutions.
Can we make the pt. that the fed. agencies notreed
the ouccess of local initiatives + decided to build
on them - the bottom-up approach?
11/18/00 SAT 17:17 FAX 1 202 395 7211
MILLENNIUM COUNCIL
001
WHITE HOUSE MILLENNIUM COUNCIL
PHONE: 202/456-2000
FAX: 202/395-7376
TO:
Shirley
FAX: 703 548 6374
PHONE:
FROM: Ellen
DATE:
11/10
Number of Pages (Including Cover):
second
MESSAGE: First batch - only light edits - a few
question. you are a marvel. I hope where you
ash Q, such an Cherapeahe say example, CarolB.
is doing the research.
EML
I'll keep sending
*
WHITE HOUSE MILLENNIUM COUNCIL
708 JACKSON PLACE, NW
WASHINGTON, DC 20503
The information contained in this facsimile is PRIVATE and intended for the recipient ONLY. Please call if there
are any problems with our transmission.
11/18/00 SAT 17:17 FAX 1 202 395 7211
MILLENNIUM COUNCIL
002
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02:24PM P2
1
II.
Reaching Out to a Broader Spectrum of Nonprofits
A. Introduction
Some nonprofit groups, including community and faith-based organizations, small
grassroots groups, and associations that serve underrepresented communities, are, in
general, harder to reach than national groups like the American Red Cross or community-
wide groups like the Colorado Children's Immunization Coalition (CCIC), a successful
partnership that was discussed in the last chapter. WhiloSome nonprofits, particularly the
larger, well-established organizations that receive significant funding from the federal
But
government, have traditionally worked closely with federal agencies, others, because of
their lack of connection, limited resources, size, and other barriers, do not. Nonetheless,
these organizations are important partners to federal agencies and advocates for their less
represented
well-connected constituencies. For this reason, the Clinton administration has made it a
invite the participation
priority to reach out to a broader spectrum of nonprofits through a variety of mechanisms,
To dothin,
well as working with coalitions that have a deep reach into their communities. Some
heedat
1.
strategies may involve streamlining or simplifying the grant-making process to make it
easier or at least more attractive for these groups to gain access to funding. 1 Other
strategies may include creating an office or designating an individual to serve as a
1 HUD's Super Notice of Funding Availability (SuperNOFA) is a grant application
process designed to streamline the competitive grant process for federal funds while
helping communities make better and more effective uses of HUD's resources.
Established in 1998, the SuperNOFA provides a uniform application process for all HUD
grants, explains awards and their criteria in plain language and allows communities to
view HUD programs as a menu of options. As part of the SuperNOFA process, HUD has
also expanded how it communicates with potential applicants about the grants and the
application process by providing on-line application training on the HUD Web site 24
hours a day. SuperNOFA has not only simplified the grant process, it has increased
access to federal funds.
11/18/00 SAT 17:18 FAX 1 202 395 7211
MILLENNIUM COUNCIL
003
FROM : : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02: 25PM P3
2
nonprofit liaison, providing technical assistance, or setting aside resources for under-
served groups.
Need to citable chorce
B.
Working with faith-based organizations
that
Many believe - or assume - that federal agencies have, or should have, only
limited relationship with faith-based organizations, To the contrary, the Clinton
havey
Administration has sought close working relationships with religious organizations in a
variety of ways. For example, today, there are more than
AmeriCorps members are
down need
serving with faith-based organizations, and ????.
The Center for Community and Interfaith Partnerships
One visible and successful example of a federal agency reaching out to
faith- budget delivery many say + devote service. vols define. hav 5 the in
organ. is
based The Center for Community and Interfaith Partnerships, Established in 1997 by
the Centris
HUD Secretary Andrew Cuomo, $ the first office in a federal agency specifically created
to address the needs of community- and faith-based organizations that participate or are
isthis
purpose of mitiature here
descrip interested in federal grant programs, The Center fulfills its mission in several ways: First,
on
are
we
saying
it acts as a clearinghouse providing information about HUD programs available to fund
comm. community-building efforts, publicizing best practices in implementing HUD programs,
ovgs. and
and performing education and outreach targeted at nonprofits that either have never
orgs? received grant assistance or are interested in expanding their activities. Second, the
Center acts as a troubleshooter, assisting nonprofit groups in navigating the HUD system,
resolving problems, and responding to community and faith-based group inquiries and
concerns. Third, the Center serves as an advocate within the department for community
and faith-based groups - ensuring that their interests are considered when HUD policies
and programs are being developed. Furthermore, the Center is designed to ensure that
11/18/00 SAT 17:19 FAX 1 202 395 7211
MILLENNIUM COUNCIL
004
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02:25PM P4
3
community and faith-based groups are included in initiatives, outreach and educational
activities conducted by HUD and its specific program areas.
Although the Center is not a source of funding for nonprofits, its approach is so
successful that the FY 2001 budget includes a "Community and Interfaith Partnerships
Initiative" amounting to $20 million in competitive grants and targeted technical
assistance
The purpose of the initiative is to increase the role of faith-based and
this goes at
beginning
community-based organizations in supplying and maintaining affordable housing,
3
sentence
creating economic opportunity, providing assistance for families TO become self-
after
Center
to
sufficient, and participating in the wide range of HUD programs in high poverty areas.
comm.
The Strategic Approaches to Community Safety Initiative
Another successful partnership that taps into faith-based and community-based
Interting
groups is called the Strategic Approaches to Community Safety Initiative. Partners
include United States Attorneys, local law enforcement, and community/and faith-based
organizations whose goal is to reduce targeted crime. The Middle District of North
Carolina, which includes Winston-Salem and High Point, N.C., has established a
particularly promising relationship with community leaders that achieves the goals of
2
sentence
providing better services to the community, allowing input into the criminal justice policy
new
process and fostering information sharing. As a result, crime is down in the targeted
warks dothey
neighborhoods. In High Point, N.C., homicides fell 69 percent from 1997-1999, and
assaults with firearms dropped 43 percent. Over the same period, citizen complaints fell
by 45 percent. One corrections official had this reaction: "Youth and their families don't
often see police officers. probation officers, clergy and community workers standing
together at their door, so it tells them right away that something different is going on."
11/18/00 SAT 17:19 FAX i 202 395 7211
MILLENNIUM COUNCIL
005
FROM : Beach House
PHONE NO. : 3019510340
Nov. 05 2000 32. 26PM P5
4
C.
Outreach to Small Grassroots Organizations
do
Grassroots groups, like faith-based organizations, have not always found it easy to
gain access to federal resources and information. However, these smaller, community-
based organizations often enjoy the trust of low-income populations and are able to
represent their interests to policy makers. Intermediary organizations can play a useful
role in bridging the gap between grassroots groups and federal agencies.
the
on whereted? slocal
The National Community Development Initiative
The National Community Development Initiative (NCDI), for example, provides
financial and technical support to nonprofit community development corporations
engaged in locally driven efforts to improve distressed inner city neighborhoods. NCDI
combines resources from 15 major national corporations and foundations, HUD, and
local public and private organizations to offer grants and low-interest loans for local
development. In turn, community-based nonprofit groups build houses, develop health
and day care centers and other neighborhood facilities, create jobs and business
opportunities, and help residents gain an economic stake and voice in their communities.
Core funders of the initiative are providing a total of $103 million - an amount
that, when coupled with financial resources committed by over 250 local partners,
including state and local governments, local foundations, banks and corporations, is
expected to generate more than $2 billion for community revitalization. This initiative
demonstrates how the largest federal agency can reach out and affect the quality of life in
the smallest neighborhood by establishing relationships with local community-and faith-
based organizations.
006
11/16/00 SAT 17:20 FAX 1 202 395 7211
MILLENNIUM COUNCIL
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2002 02:26PM P6
5
Technical Assistance Grants
Another approach taken by federal agencies is to provide technical assistance to
targeted community groups. The EPA's Technical Assistance Grants (TAG) program is
equally effective at reaching the community because it gives nonprofit groups,
organizations and coalitions the power to determine the future of their own
neighborhoods. Cleanup of hazardous waste sites is a complicated process in which few
the and of experts ?
local people can participate without technical assistance. To assure that local residents
can participate in the cleanup process, EPA makes TAGs available to local, qualified
nonprofits. Most TAG funds are used to hire independent technical advisors to help
communities interpret, understand and comment on site-related decisions. The types of
support an advisor can provide include helping groups review site
assessment/investigation data, participating in public meetings to clarify information
about conditions, and visiting site locations during cleanup to observe and provide
technical updates to the community. anything m results of this? shorter cleaning
time ? more community support?
D.
Outreach to underrepresented communities
Women Business Centers
In a similar vein, nonprofit organizations can be strong partners when it comes to
reaching women and communities of color. For example, Women Business Centers
(WBC) are nonprofit organizations funded by the Small Business Administration that
provide extensive training to small business owners while helping the agency achieve its
mission of promoting entrepreneurship, and reaching out to historically underrepresented
with
segments of the business community. Each center provides women assistance and/or
training in finance, management, marketing. procurement and the Internet, while
11/18/00 SAT 17:20 FAX 1 202 395 7211
MILLENNIUM COUNCIL
007
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02:27PM P7
6
addressing specialized topics such as home-based businesses, corporate executive
downsizing and welfare-to-work. WBCs work extensively with chambers of commerce,
suchan?
civic organizations, and economic development groups to offer services in all
communities, including rural and economically depressed areas. All provide individual
business counseling and access to the SBA's programs and services.
ACCION Texas
Similarly. ACCION Texas is a nonprofit development program serving
economically depressed communities by offering small loans - of microcredit. In May
2000, the Economic Development Administration awarded a $500,000 grant to ACCION
Texas to purchase and rehabilitate a building that will house the statewide headquarters
of ACCION, a storefront microcredit lending office and a regional center for economic
development. In its new location, this facility will deliver small loans and ongoing
technical assistance to entrepreneurs in the heart of impoverished communities.
ACCION Texas not only helps microentrepreneurs strengthen their businesses, it helps
them create additional employment and contribute to the economic revitalization of their
communities. Typical ACCION borrowers include small family-owned storefronts and
home-based businesses. Sixty percent of ACCION Texas borrowers are women.
Repayment
rate
?
other
results
?
D.
Conclusion
should thers
AmeriCorps
to broader help clinton make yet a cant
When faced with challenges such as illiteracy, poverty, crime, and environmental
the
of
problems, our nation has always relied on the dedication and action of its citizens. The
partnerships described above are taking organizational, financial and technological
008
11/18/00 SAT 17:21 FAX 1 202 395 7211
MILLENNIUM COUNCIL
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02: 27PM PB
7
assistance offered by federal agencies into our poorest communities. But there is perhaps
no organization that embodies the Clinton Administration's intent to put service at the top
of the national agenda more than the Corporation for National Service, which works with
governor-appointed state commissions, nonprofits. faith-based groups, schools, and other
civic organizations to provide opportunities for Americans of all ages to serve their
communities and their country.
It is fitting that the first great public-private partnership of the Clinton
Administration was the Corporation for National Service, formed after a bipartisan
coalition of Administration officials and Members of Congress drafted the National and
Community Service Trust Act which the President signed into law on September
21,1993. This legislation created the Corporation for National Service². which was
charged with administering three public service initiatives: AmeriCorps, Learn and Serve
America, and the Senior Corps.
AmeriCorps is often described as the domestic branch of the Peace Corps,
offering the opportunity for Americans to participate in community service in exchange
for education awards. In 1999, 69,000 service members worked in hundreds of
2 The CNS is the vehicle through which federal funding and other resources are made available
to local service organizations. Community-based non-profits, state and local governments,
Indian tribes and institutions of higher education establish partnerships with CNS through state
commissions. These state commissions receive oversight and funding through CNS to work
with AmeriCorps and its community-based partners to develop the local initiatives.
11/18/00 SAT 17:21 FAX 1 202 395 7211
MILLENNIUM COUNCIL
009
FROM : Beach House
PHONE NO. : 3019510340
Nov. 29 2000 02:28PM P9
8
AmeriCorps partner organizations. The President has asked Congress for funding in the
FY 2001 budget to put 100,000 AmeriCorps members into service annually.
AmeriCorps has developed relationships with a wide variety of service
organizations, ranging from nonprofits, to local and state government entities, Indian
tribes, institutions of higher education, faith-based groups as well as local school and
police districts. These partnerships have led to the establishment of initiatives to tutor
children, rehabilitate public schools, build homes. provide emergency assistance to
disaster victims, and address other quality of life issues for low-income families.
In addition to developing programs, AmeriCorps service members work to secure the
future of their projects by training volunteers within the community to take over once
they leave. AmeriCorps also offers grant money and technical assistance to service
organizations to improve or expand their operations.
AmeriCorps has successfully partnered with businesses that provide corporate
matching grants to fund local service projects. In addition, companies with specific areas
of expertise provide AmeriCorps members with the training and other resources they
need to develop better service projects, including providing health care and meals for
homeless families, housing for low-income residents, mentoring for at-risk students and
technological improvements for schools.
AmeriCorps embodies the best of our nation's long history of service. coupled
with a 21* century partnership model that reaches out into our neediest neighborhoods,
boosting the effectiveness of small and hard-to-reach community and faith-based
organizations with funding and the power of tens of thousands of talented and
11/18/00 SAT 17:22 FAX 1 202 395 7211
MILLENNIUM COUNCIL
010
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02: 28PM P10
9
enthusiastic workers. AmeriCorps stands as the ultimate realization of the vision that the
President and the First Lady brought to the White House in 1993.
11/18/00 SAT 17:45 FAX 1 202 395 7211
MILLENNIUM COUNCIL
5.
001
2000
WHITE HOUSE MILLENNIUM COUNCIL
PHONE: 202/456-2000
FAX: 202/395-7376
TO:
Shirley
FAX: 703 548 6374
PHONE:
FROM: Ellen
DATE:
11/18
Number of Pages (Including Cover):
seed Third
MESSAGE: First batch - only light edits - a few
question you are a marvel. I hope where you
ash Q, such an Cherapeahe say example, Carol B.
is doing the vesearch.
Eme
what's next?
make CB answerthe
WHITE HOUSE MILLENNIUM COUNCIL aguestion by wed?
708 JACKSON PLACE, NW
WASHINGTON, DC 20503
The information contained in this facsimile is PRIVATE and intended for the recipient ONLY. Please call if there
are any problems with our transmission.
11/18/00 SAT 17:45 FAX 1 202 395 7211
MILLENNIUM COUNCIL
002
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02:25PM P11
1
?
III.
INVOLVING NONPROFITS IN THE POLICY-MAKING PROCESS
A.
Introduction
Representatives of nonprofit organizations express strong support for the chance
not only to receive funding and other support, but also to have agencies seek their
participation in the development of policies. They believe they that sen becomenore
effective partners - and more effective in carrying out their own missions - if they are
means being
included in conversations and planning meetings at an earlier stage. Of course, there are
A
need
legal and fairness issues that must be considered, but even informal opportunities for
interaction would be a welcome step in the right direction.
B. Innovative Approaches to Rulemaking and Policy Development
White House Conferences
ch
Since 1993, the Clintons have hosted more than a dozen [7] White House
These forms are
ideas
Conferences, & unique showcase for issues, vehicle for dissemination promoting of information, and
is.
WH Carp. are usually
opportunity for dialogue and input. Generally-held in the majestic East Room, the largest
room in the house, with its capacity to seat more than 200 guests, the Clinton conferences
have also)embraced the vast potential of the cybercast, a technique that was first used in
the White House in February of 1998 to broadcast the inaugural Millennium Evening at
and receive email questions Via email.
the White House over the World Wide Web. Mrs. Clinton has held true to her
commitment not only to use the White House as a showcase for American achievement -
from cooking to sculpture, music to scientific discovery - but to welcome as many people
into the People's House as possible. And thanks to cyberspace, casts tens of thousands of
11/18/00 SAT 17:46 FAX 1. 202 395 7211
MILLENNIUM COUNCIL
003
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 29PM F12
2
otherwise
Americans - many of them college students who would never have had the opportunity
otherwise - saw and heard Professor Bailyn at the White House that night.
Several years ago, as the President and First Lady began discussing how to mark
the dawning of the new millennium, they settled on this theme: "Honor the Past -
Imagine the Future." Hoping to engage every American in activities designed to honor
and preserve their country's vast achievements in science, art and scholarship letters as well as its
long-cherished values, they charged the White House Millennium Council with the job of
preserve cultured neritage and increase
organizing events and projects that would engage every citizen in more than toasts and
freworks on December 31.
active participation in strengtheng an community, specially by youth.
Among the values that the President and the First Lady were determined to
highlight, was a long and proud tradition of philanthropy. Using this the most high-profile of
forem vehicles, in October of 1999 they convened the first-ever White House Conference on
Philanthropy: Gifts to the Future.
DPC ?
As with other White House conferences, the organizers of the Philanthropy
Conference all members of the First Lady's staff developed the program, invitation
nearly 100 representation of
list and policy announcements after extensive consultation with nonprofits, corporations,
who were
researchers and individuals invited to participate in a series of discussion sessions over
several months. The nonprofits that were consulted represented a cross-section of
researchard
national and local foundations, religious groups and advocacy groups serving a wide
from
housing to
the
variety of constituencies, and concerned with a large number of issues! Many of these
environment
representatives reported that they had never before been contacted prior to such a
to phil. itself.
meeting. This planning and partnership model is fully replicable, and has been used since
to plan other White House Conferences.
result insured wide varge L views;
led to recognization of an diverse tradition
of siving and the need to pan m the ethic
of sing to years people.
11/18/00 SAT 17:47 FAX 1 202 395 7211
MILLENNIUM COUNCIL
004
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02: 30PM P13
3
C.
Conclusion
Too often in the past, government planners and nonprofit leaders have operated
without the benefit of knowing each other's purposes and resources. Under the "old"
model, the nonprofit group was only interested in the funds available from the
government agency. The nonprofit filled out a form - or more likely many forms - and
waited for an answer. If the group won funding, there were more forms. At no time was
it necessary for the federal agency to consult face to face, to tour the facilities of the
nonprofit, or to exchange expertise or advice. With new models like the White House
Conference on Philanthropy, that pattern has already become dated, and, as was evident
at the August meeting of the Task Force, new collaborations have injected a level of
energy, excitement and enthusiasm heretofore unknown in this process.
move HUD'S Center example to here to to make
policy input point?
add an example?
11/18/00 SAT 17:22 FAX 1 202 395 7211
MILLENNIUM COUNCIL
011
III.
LEVERAGING RESOURCES
For maximum effectiveness, partnerships may need to involve not just the federal
agency and nonprofit organization, but also business, state and local government
agencies, or foundations. In some cases, resources are needed to achieve shared goals
ether
that are not available through the federal government or nonprofit such as marketing
expertise and media access. In others, private sector funders may find that their resources
go further if they work closely with agency program staff to create synergies between the not sure
what
different funding streams. In still others, the federal agency may use its visibility or
this means.
expertise to catalyze action by private sector funders in specific areas.
Joint Sponsorship of Events or Projects
An increasingly common form of partnership is joint sponsorship of events
or projects. In 1997, for example, the Corporation for National Service joined
forces with the nonprofit Points of Light Foundation, created during the Bush
Administration, to organized the Presidents' Summit for America's Future. All the
living Presidents, with Nancy Reagan representing her husband, gathered in Philadelphia
to urge every American to increase the nation's commitment to its young people - a
commitment that has since been captured in "Five Promises" for youth -- caring adults,
safe places, healthy start, marketable skills, and opportunities to serve - now promoted by
the new nonprofit, America's Promise.
any note m result ?
comminment of resumes to achieve ?
Save America's Treasures
11/18/00 SAT 17:23 FAX 1 202 395 7211
MILLENNIUM COUNCIL
012
needs g'll (Emi)
Similarly, One of the centerpieces of the Administration's Millennium
a collaborative project called Save America's Treasures (SAT).
Administered by the National Park Service, SAT is devoted to saving our
deteriorating national treasures, preserving them as gifts for the future. Kicking
off the program in July of 1998, the President and Mrs. Clinton stood in front of
the Star-Spangled Banner, which was about to be lifted from its site in the
Smithsonian's Museum of American History, and restored - all the while
remaining in plain view for the public to watch. Standing with the first couple that
day was Richard Moe, chairman of the National Trust for Historic Preservation
and Ralph Lauren, who had donated a total of $13 million to the project - -
representing the nonprofit partner and the corporate partner on the project to
restore the flag. After the ceremony, Mrs. Clinton boarded a bus for a swing up
the east coast where she focused attention on other deteriorating sites that hold
our history and our stories in their walls - sites like Thomas Alva Edison's
Invention Factory, George Washington's Revolutionary War Headquarters, and
Harriet Tubman's home, a stop along the Underground Railroad.
The National Trust for Historic Preservation, a nonprofit historic preservation
organization, is the federal government's primary private sector partner in this program.
Although it has been successful in identifying donors for several Save America's
Treasures grants, the National Trust does not match grants itself. Rather, it works to raise
public awareness of, and commitment to, our nation's urgent preservation needs.
Official Save America's Treasure sites must match grant money and leverage an
11/18/00
SAT
17:23
FAX
1
202
395
7211
MILLENNIUM COUNCIL
013
equivalent or greater amount of money and resources from the non-federal sector. To
date, the over-600 SAT projects have received $45 million in grants and have raised
nearly [$
I.
The Children Exposed to Violence Initiative
[This example needs to be reworked to explain how the agency contributes and bo
whonprofits were specifically involved - what they contributed and why - how were
of
resources leveraged? It's not clear. Need to fix or drop]
does not only
When speaking of everaging resources many might assume that money. is
involved. But the concept of resources goes beyond budgets as is the case with the
Justice Department's Children Exposed to Violence Initiative (CEVI).
Since its launch in 1998, CEVI has expanded into a full multi-agency, multi-
disciplinary effort designed to reduce child maltreatment across America. CEVI
coordinates and expands upon the Justice Department's policies and programs relating to
10th
the
of
children exposed to violence in order to improve the justice system approach and the
communities' responses to child crime victims and witnesses. CEVI focuses attention on
the abuse and violence that affects the lives of too many children, and challenges federal,
state and local law enforcement - in partnership with families, communities, social
too
needs
conclused
service agencies, child protective services, mental and physical health care providers,
example
schools, courts, the private sector, and federal, state and local government leaders - to
improve prevention, intervention, and accountability efforts aimed to help children
exposed to violence. [Not clear what this means]
As part of the Initiative, the Department of Justice, in June of 1999, convened
Safe from the Start: The National Summit on Children Exposed to Violence. This summit
11/18/00 SAT 17:24 FAX 1 202 395 7211
MILLENNIUM COUNCIL
014
brought together experts in law enforcement, child development, medicine, mental health,
domestic violence, education, and the media. By working together, these experts were
better able to identify model prevention, intervention, and accountability practices and
develop a Safe from the Start: National Action Plan to address the needs of child crime
victims and witnesses.
Vital Voices
In the foreign policy arena, the Vital Voices program shows that partnerships can
cross international boundaries to make a lasting and positive difference in the lives of
foreign citizens as well as Americans. Launched in 1997 to amplify and support the
resolutions
voices of emerging women leaders, Vital Voices built on the promise of the United
emergency
From
Nations Fourth World Conference on Women. Thanks to the leadership of the First Lady
and the Secretary of State. Madeleine Albright, women's rights have taken their place as
part of the mainstream of American foreign policy.
Vital Voices relies heavily on donated in-kind training, support and expertise from
non-profit organizations, and has leveraged corporate support from a host of national and
international businesses. These partnerships have allowed Vital Voices to host
technology-training sessions, fund Web site development, coordinate research
symposiums, and engage additional private and public sector partners. [It is not clear
through this description if and how nonprofit organizations are involved.]
In the three years since the launch of Vital Voices, women around the world have
seen their lives changed. Vital Voices has helped them run for elected office, start and
how?
11/15/00 SAT 17:24 FAX 1 202 395 7211
MILLENNIUM COUNCIL
015
grow small businesses and craft new legislation. Vital Voices has engaged the private
and nonprofit sectors to share their expertise with women by offering political, media and
example In
leadership training, exchanges, internships, consulting, grants, and public service
announcements. Vital Voices is creating unprecedented partnerships and has unleashed a
me
growing global movement of people who support women building strong democracies.
tell whet
place
hoppened?
Relationships With "Friends Of" And Other Nonprofit Partners
A growing number of federal agencies and programs are able to point to "Friends
of" or partner organizations whose main mission is related to the work of the agency.
Most of these groups are 501c3 organizations that raise private sector funds for purposes
complementary to the mission of the agency. For example, the National Peace Corps
Association (formerly the National Council of Returned Peace Corps Volunteers) was
incorporated in 1983 as the national alumni association for the people who have served as
volunteers and staff in the Peace Corps. It is a nonprofit 501(c)(3) organization with over
11,000 members and 130 affiliated groups, and it includes among its goals a mission to
educate the public about other countries and cultures, support the network of Peace Corps
alumni and groups, promote domestic and international community service, advance
policies and programs consistent with the Peace Corps experience, and ensure the
continued success of the Peace Corps. Other programs with similarly dedicated nonprofit
partners include the Park Service (the National Park Foundation), the Art in Embassies
Program (Friends of Art and Preservation in Embassies), and Head Start (the National
Head Start Association).
who any under our watch?
11/18/00 SAT 17:25 FAX 1 202 395 7211
MILLENNIUM COUNCIL
016
US Coast Guard Auxiliary
Another example of a dedicated nonprofit partner is the US Coast Guard
Auxiliary, the civilian volunteer arm of the United States Coast Guard that assists
in promoting boating safety awareness, and protecting boaters on the water.
Volunteer Auxiliary members spend thousands of hours educating the public
about possible waterway dangers and threats to life. Its 35,000 volunteers
perform vessel safety checks on millions of boats, ensure compliance with
Federal safety regulations and give direct assistance to Coast Guard rescue
missions. A recent study showed that each dollar invested in the auxiliary
returns about four dollars in prevention and response services. In addition to its
economic value, the Auxiliary gives the boating community a sense of purpose
and pride in being "self-regulated."
Over the course of 61 years of service, Auxiliary members have saved thousands
of lives. And, since the enactment of the Coast Guard Authorization Act of 1996, their
role in non-traditional missions, such as marine environmental protection, recruiting, and
public affairs, has grown substantially. [can we clarify two things: what the Auxiliary
does that the Coast Guard can't or doesn't do itself, and is are there any new
developments that occurred during the Clinton Administration?|
yes
Partnerships with Private Sector Funders
The President's 21st Century Community Learning Centers Program
A small but growing number of foundations have found that their funds go further
11/18/00 SAT 17:25 FAX 1 202 395 7211
MILLENNIUM COUNCIL
1.
017
or have a greater impact if they work in tandem with other funders, including federal
agencies. [pull quotes from Dot Ridings' letter]
For the last two years, the Department of Education and the Mott Foundation have
worked together on the President's 21st Century Community Learning Centers Program,
to create community-based after-school programs. The Department administers the
any
concrete
program and supplies funds to local communities through a competitive grant
sual to
cite?
process. The Mott Foundation underwrites training and technical assistance,
program evaluation, and public awareness. Simply by providing technical
assistance on how to complete applications for federal funding, the Foundation
has broadened the pool of recipients. by X %
Over the next six years, Mott will provide more than $95 million to provide
technical assistance in every state, track national attitudes on after-school
programs through surveys and research data, and conduct a public education
campaign as part of the After-school Alliance. In a validation of the initiative's
success, the majority of education legislation passed last year included
requirements for local or state level partnership or collaboration.
B. Catalyzing Private Sector Action
Youth Opportunity Movement
In 1998, Labor Secretary Alexis Herman created the Youth Opportunity (YO)
Movement to build on $1 billion in Department funds for "out-of-school youth."
The of the Dept of labon
YO is a catalyst, not a government program. Labor's role is to create a ground
swell of support for the employment and social needs of out-of-school youth.
11/18/00 SAT 17:26 FAX 1 202 395 7211
MILLENNIUM COUNCIL
018
Through the YO, corporations provide jobs, internships, apprenticeships and
mentoring opportunities; foundations provide funding to local programs for
capacity-building, technical assistance, leadership development and research;
and celebrities volunteer time to promote the movement through public service
announcements and public appearances. Labor brings the issue to the public
needs
an
arena and generates leadership among corporations, foundations and
example
some
celebrities.
your
The Welfare to Work Partnership
The Welfare to Work Partnership is an especially successful example of a
nonprofit created intesponse to help implement new federal policies and dedicated to
mobilize private sector action. When President Clinton signed the Personal
Responsibility and Work Act of 1996 (more commonly referred to as the Welfare Reform
Act), he understood that the successful transition of hundreds of thousands of Americans
from welfare to work would require a national mobilization of private-sector employers.
Five founding companies created the Welfare to Work Partnership in response, and in the
ensuing four years, more than 20,000 additional companies signed on, pledging to hire
welfare recipients without displacing existing workers. Through foundation, corporate
and government grants, the Partnership provides information and technical assistance to
companies nationwide, encouraging them to hire, retain and promote welfare to work
employees. Since the founding of the Partnership, member companies have hired an
his
kind
estimated 1.1 million former welfare recipients, who earn, on average, $7.80 an hour or.
if salaried, $19,641. Sixteen percent of the companies say they have actually saved money
w the wennamples of detail need
other
11/18/00 SAT 17:26 FAX 1 202 395 7211
MILLENNIUM COUNCIL
019
by creating welfare to work program, with savings averaging $5,803 per company.
Conclusion
By working closely with nonprofit partners, federal agencies have been able to
leverage additional resources and mobilize private sector actors
towards a common goal. Although some federal agencies have the legal authority to
solicit donations, some may accept but not solicit contributions, and some may do neither.
Furthermore, many donors are unable or uninterested in making donations to taxpayer
supported agencies. Nonprofit partners can therefore play an important role in raising
private sector funding for initiatives, engaging volunteers, and reaching out to businesses
and foundations.
005
11/18/00 SAT 17:47 FAX 1 202 395 7211
MILLENNIUM COUNCIL
V.
SHARING INFORMATION
Nonprofit organizations say that, when working with the government, access to
information is a priority - from data that is available on the nonprofit sector itself, to
information on best practices and opportunities for funding. At the same time, many
federal agencies report that they are dependent on nonprofit networks to disseminate
information to specific constituency groups. Partnerships are one effective approach to
improving the flow of information in both directions; use of information technology is
another.
Uses of the Internet
am checking w/ Josh baum on the
rumned one application" - surry I 'm late.
More than a dozen federal agencies - from Education and Energy to SBA
and the General Services Administration - offer funding, services, or information
pertinent to nonprofit organizations. For nonprofits unfamiliar with the structure
of the federal government, navigating these agencies to identify useful resources
can be a challenge. The Nonprofit Gateway www.nonprofit.gov - was built in
199_ to serve as a central starting point to help nonprofit organizations access
online Federal information and services. Specialized, issue-specific sites have
also been developed, such as www.afterschool.gov, to connect information-
seekers to federal resources that support children and youth during out-of-school
hours.
11/18/00 SAT 16:39 FAX 1 202 395 7211
MILLENNIUM COUNCIL
s/.
001
WHITE HOUSE MILLENNIUM COUNCIL
PHONE: 202/456-2000
FAX: 202/395-7376
TO:
Shirley
FAX: 703 548 6374
PHONE:
FROM:
Ellen
DATE:
11/18
Number of Pages (Including Cover):
MESSAGE: First batch - only Inghtedits - a few
questions. you are a marvel. I hope where you
ash Q, such an Cherapeahe say example, CarolB.
is doing the research.
EML
I'll keep sending
WHITE HOUSE MILLENNIUM COUNCIL
708 JACKSON PLACE, NW
WASHINGTON, DC 20503
The information contained in this facsimile is PRIVATE and intended for the recipient ONLY. Please call if there
are any problems with our transmission.
4.
006
11/18/00 SAT 17:47 FAX 1 202 395 7211
MILLENNIUM COUNCIL
EDSITEment
Another issue-specific site, EDSITEment - "The Best of the Humanities
on the Internet," is a portal site on the Internet created by the National
Endowment for the Humanities in partnership with the nonprofit Council of the
Great City Schools and the MCi-Worldcom Foundation. EDSITEment (found at
EDSITEment.neh.gov) links teachers and students to humanities-based Web
sites inside and outside of government that meet rigorous standards of
excellence and educational utility. Customized learning guides demonstrate how
to use the site as an instructional tool. Primarily designed for teachers, it can also
be used by students, parents, and the public.
In addition to using the Internet's full potential to share information. the
EDSITEment project has also leveraged significant private resources, including $1
million from the MCI WorldCom Foundation. Energized by the success of
EDSITEment, the MCI Worldcom Foundation has used it as a model for creating
six additional portal sites in other areas of the curriculum, enlisting several major
nonprofit groups in the process: geography (The National Geographic Society),
sciences (American Association for the Advancement of Science), economics
(EconomicsEducation), mathematics (National Council of Teachers of Mathematics), and
the arts (the Kennedy Center).
# of hits ? usage - inigiact?
Strategies To Disseminate Information Through Nonprofit Networks
007
11/18/00 SAT 17:48 FAX 1 202 395 7211
MILLENNIUM COUNCIL
Partnership for Family Involvement in Education
Some agencies have found it useful to build networks of nonprofits and others with
common interests as a means to disseminate information and link like-minded
organizations with one another. For example, the Partnership for Family Involvement
in Education was created in 1994 by Education Secretary Richard Riley to
promote and foster partnerships and communication among schools, parent
organizations, faith-based groups, community nonprofits, and employers. Its goal
is to spread the message that entire communities should be involved in
education and that all types of groups can make valuable contributions to help
increase family involvement in a child's schooling. To encourage such support
and to bring groups together, the Partnership convenes meetings, directs
research, develops partnership guides, hosts teleconferences, and provides a
newsletter and Web site and extended technical assistance to communities and
community groups interested in advocating for education. The goal is to have
partners connect with each other, pool resources and ideas, share their best
practices
and
11/18/90 SAT 17:51 FAX 1 202 395 7211
MILLENNIUM COUNCIL
5.
001
DIRECTORY
WHITE HOUSE MILLENNIUM COUNCIL
PHONE: 202/456-2000
FAX: 202/395-7376
TO:
Shirley
FAX: 703 548 6374
PHONE:
FROM: Ellen
DATE:
11/18
Number of Pages (Including Cover):
sand Third
MESSAGE:
First batch - only light edits - a few
questions you are a marvel. I hope where you
ash Q, such an Cherapeahe say example, CarolB.
is doing the research.
EML
what's next ?
make CB answerthe
WHITE HOUSE MILLENNIUM COUNCIL 7 question by wed?
708 JACKSON PLACE, NW
WASHINGTON, DC 20503
The information contained in this facsimile is PRIVATE and intended for the recipient ONLY. Please call if there
are any problems with our transmission.
007
11/18/00 SAT 17:51 FAX 1 202 395 7211
MILLENNIUM COUNCIL
Partnership for Family Involvement In Education
Some agencies have found it useful to build networks of nonprofits and others with
common interests as a means to disseminate information and link like-minded
organizations with one another. For example, the Partnership for Family Involvement
in Education was created in 1994 by Education Secretary Richard Riley to
promote and foster partnerships and communication among schools, parent
organizations, faith-based groups, community nonprofits, and employers. Its goal
is to spread the message that entire communities should be involved in
education and that all types of groups can make valuable contributions to help
increase family involvement in a child's schooling. To encourage such support
and to bring groups together, the Partnership convenes meetings, directs
research, develops partnership guides, hosts teleconferences, and provides a
newsletter and Web site and extended technical assistance to communities and
community groups interested in advocating for education. The goal is to have
partners connect with each other, pool resources and ideas, share their best
practices and be recognized for their efforts.
National Spatial Data Infrastructure
Ithis section uses a lot of technical terms unfamiliar to the lay reader - is there a
difference between geospacial and geographic? can this be made easier to
understand? is it accurate as written?]
Federal agencies can also play an important role in consolidating information from a
5.
008
11/18/00 SAT 17:52 FAX 1 202 395 7211
MILLENNIUM COUNCIL
variety of federal and nonfederal sources to make it easier for users to access. The
National Spatial Data Infrastructure (NSDI) is an excellent example of a multiple
partnership that includes non-profits working in concert to build an electronic
infrastructure bringing together all the national geographic databases on the Web. The
United States Geological Survey provides ongoing staff and funding support to the data
coordination activities of the Federal Geographic Data Committee. The FGDC is an
interagency committee that promotes the coordinated use, sharing, and dissemination of
geospatial data (environmental data, population, and social statistics are examples of
geospatial data). One of FGDC's primary goals is to develop an easily accessible
"national' resource of this information - the NSDI. why is this important to do?
Recognizing that a variety of constituencies have a stake in building the NSDI, FGDC
has established relationships with industry, local governments, and non-governmenta!
organizations [including who - give a couple examples] to create and review the
infrastructure. Among their activities, cooperating groups participate in several FDGC
activities including: promotion of FGDC-endorsed standards for geospatial data transfer,
content, collection, and quality control; standards development, review and
implementation; and participation in the National Geospatial Data Clearinghouse and the
National Geospatial Data Framework. Working with a large variety of groups not only
provides access to an expanded geospatial data community, it fosters increased
collaboration among public and private sector organizations within the geospatial data
community.
Conclusion
11/18/00 SAT 17:52 FAS 1 202 395 7211
MILLENNIUM COUNCIL
009
Public-private partnerships are serving as an effective way for agencies and
nonprofit organizations to exchange or disseminate information; new technology
can only increase the possibilities for improvements in this area. Not only can
collaborative Web sites consolidate access to federal resources in one place or
post information from a variety of sources on a specific topic - the interactive
nature of the Internet also makes it possible for users to connect with one
another (as on the planned Vital Voices site) and post their own information (as
can be done on the National Partnership for Family Involvement in Education
site). These types of Web sites call for even greater cooperation between
nonprofits and government as relevant information is clearly present in both
sectors and for end-users, accessing it through a single site is certainly easier
than working through separate portals.
11/18/00 SAT 17:53 FAX 1 202 395 7211
MILLENNIUM COUNCIL
1.
010
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02:44PM P2
VI.
IMPROVING THE EFFECTIVENESS OF NONPROFIT
ORGANIZATIONS
A.
Introduction
examples are weighted toward assistance to profit-making businesses
(Malcolm Baldridge Awards, SCORE)
why not same assistance for nonprofits?
B.
Technical Assistance or Training to Improve Nonprofit Capacity
SCORE
Malcolm Baldridge National Quality Program
Conservation Leadership Network
C.
Providing Assistance to Improve Compliance with Government Rules
EPA Region 5?
D.
Using Government Contracting Authority
Goodwill of Southern Florida
E.
Helping Nonprofits Work Together More Effectively
FEMA - National Donations Management Strategy
11/18/00 SAT 17:53 FAX I 202 395 7211
MILLENNIUM COUNCIL
011
FROM : Beach House
PHONE NO. : 3019510340
Nov. 09 2000 02:44PM P3
VI. Improving the Effectiveness of Nonprofit Organizations
Improving the effectiveness of nonprofit organizations. Although the federal government does a
great deal to assist for-profit businesses through the SBA and Commerce and other agencies,
there is very limited assistance available to help nonprofit organizations become more effective
Technical assistance or training to improve nonprofit capacity
The Service Corps of Retired Executives (SCORE) is a nonprofit that provides free business
counseling services to business entrepreneurs. Staffed by retired executives who provide one on
one counseling and training workshops, the program is an invaluable resource to the
entrepreneurial community for two major reasons: many SCORE offices are in rural areas where
business counseling is not otherwise available and, many of the entrepreneurs do not yet have the
budget to pay for private business counselors. On an extremely limited budget, SCORE adds to
the success of entrepreneurs through training, evaluation and assessment of businesses and ideas
and thus is an invaluable partner to SBA's. While SCORE is business oriented it could easily
serve as model for providing technical assistance or training to nonprofits and thereby improve
their capacity.
any neuraspect 1993 ?
Signed into law in 1988, the Malcolm Baldrige National Quality Award was established as
America's highest honor for excellence in organizational performance. Managed by the
Department of Commerce's National Institute of Standards and Technology, it has proven to be a
remarkably successful government and private sector collaboration. Each year, more than 400
experts from industry, government, education and health care volunteer hundreds of hours
reviewing applications, conducting site visits, and providing award applicants with written
feedback. In addition, board members have given thousands of presentations on performance
excellence.
Organizations across sectors are supporting the Baldrige program by urging widespread adoption
of its performance excellence principles. For example, the National Alliance of Business and the
American Productivity and Quality Center have formed the Baldrige in Education Initiative;
partnership of 26 business and education organizations dedicated to reforming the education
when ?
system based on quality principles. Today, the Baldrige program, the Baldrige criteria for
new
performance excellence, and the Baldrige award recipients are imitated and admired worldwide.
The Conservation Leadership Network is a strategic alliance of governmental and non-
governmental organizations dedicated to building the capacity of professionals committed to
natural resource conservation The goal of the Network, the result of a long-term partnership when?
between the U.S. Fish and Wildlife Service and the Conservation Fund, is to expand the
knowledge and skills of conservation professionals; enhance relationships among the nonprofit,
corporate and governmental segments of the conservation community; and to broaden the
clinton aspects
American conservation movement's base. Through the National Conservation Training Center,
located in Sheperdstown, WV, the Network offers educational and relationship-building
opportunities for governmental and non-governmental professionals with the desired outcome of
creating conservation professionals who: possess core skills relating to organizational
management and leadership, are aware of new conservation theories, approaches and
technological applications; can apply theory and practice to current conservation issues; and can
work across disciplinary and sector boundaries to build consensus among stakeholders. Through
mayors' Canf. on aleorgi NEA GSA + us. Comf. of mayors
is a good example
1
PREFACE I. INTRODUCTION
by Melanne Verveer, Bruce Reed, and Gene Sperling
Nonprofit organizations transform philanthropy - turning cash into food, clothing,
health care, education and other forms of help for those in need. The nonprofit sector is
an integral component of our national life, encompassing more than one and a half
million organizations with operating expenditures in excess of $600 billion. From 1993
to 1998, the number of 501c3 organizations increased from 575,000 to more than
730,000, and giving and volunteering is at an all-time high. [Make font size 14 pt for
first part of this paragraph] Government is an important source of funding for
these groups, with one study¹ estimating that, in 1997, "more than 30 percent
of all federal spending in areas of concern to nonprofits was channeled
through nonprofits for delivery of services." That translates to some $554
million in government money flowing to education, health, social welfare,
income assistance, culture and the environment. In addition, nonprofits
benefit from $XX in direct tax exemptions for nonprofits. donations from
individuals taking advantage of personal income tax deductions for
charitable giving, SXX in giving from federal workers through the
Combined Federal campaign, and access to the federal government's
significant resources of information and technical assistance.
But more telling than the numbers-size and scope of the resources they
receive is the new spirit of service and civic activism that are taking hold in
Z00
DPC
TCTL get 202 EATL 17:59 00/81/TI
2
communities across America. It is not surprising, therefore, that federal
agencies would increasingly choose to work in partnership with nonprofit
organizations as they worked towardstrive to accomplish common goals.
The Executive Memorandum that created the Task Force directed it to
examine current partnerships between the federal government and the
nonprofit sector and evaluate ways that these partnerships could be
improved with an eye to helping both government and nonprofits better
fulfill their missions. Specifically, the Task Force was charged with three
tasks: (1) to develop a public inventory of "best practices" in existing
collaborations between federal agency programs and nonprofit
organizations; (2) to evaluate data and research trends pertaining to
nonprofits and philanthropy; and -(3) to develop further policy responses.
This document represents the culmination of this Task Force's :fforts to
achieve all three objectives. It includes a wealth of examples of successful
public-nonprofit partnerships and policy recommendations (Objectives 1 and
3). Objective three was addressed by the introduction of several tax
initiatives in the President's budget (see Appendix C) and by the
recommendations in this report. Objective two was met by the Council of
Economic Advisors' Report: "Philanthropy in the American Economy,"
1
A 1999 paper issued by the Nonprofit Sector Research Fund
COO
DPC
Tet! 997 202 FAT ts 11 00 SI TT
3
which included an examination of the factors that affect giving and an
investigation of trends that are likely to affect future giving. (The full text of
the CEA report can be found at Appendix DC.) Moreover, several tax
policy initiatives to foster philanthropic giving were included in the
President's budget, helping to achieve Objective 3; these proposals can be
found at Appendix D.
In January, staff from the Domestic Policy Council, the Millennium
Council and the Office of the First Lady surveyed federal agencies on the
extent of, types of, and barriers impeding relationships with the nonprofit
sector. The responses yielded dozens of examples of how this
administration has broken new ground in the area of partnerships. (The
questionnaire used by staff to survey agencies can be found at Appendix E.)
The team asked each representative to submit the agency's top four non-
profit relationships or new approaches for working with nonprofit
organizations for inclusion in a report. Once nominations were submitted,
White House and agency staff met to judge each submission on the
following criteria: innovation, ease of replication, and impact. Submissions
were then placed into one of six categories for final review: partnerships that
provide better services to the public; partnerships that allow input into the
policy making process: partnerships that effectively le verage resources:
100
DPC
TOT! get 202 FAT TS:41 00/91/TT
4
partnerships that result in meaningful exchanges of information across
sectors and with the general public: approaches that improve government
operations; and initiatives that improve the effectiveness of nonprofit
organizations. From those Through this process, staff members were able to
glean a set of "effective practices," develop a list of recommendations for
other groups, and uncover some of the barriers to successful partnering.
Meanwhile, staff from the President's Domestic Policy Council,
Office of the First Lady, and the Millennium Council met with
representatives of the nonprofit community in order to solicit their input.
The nonprofit representatives commended the work of some agencies for
improvements they had undertaking in working with the sector and were
generally supportive of the direction the Task Force had taken. The
representatives also expressed concerns about issues related to excessive
paperwork, conflicting regulations or processes, micromanagement of grants
and contracts, and access to information. Whtie White House staff requested
that the organizations survey their members for additional feedback; this
request resulted in a survey by Independent Sector of its membership, as
well as responses by the Council on Foundations and [one more - need to
check].
900
DPC
TOTL get 202 EAT 19:21 00/81/TT
5
Finally, in early August, the members of the Task Force met. once
again [Aug. was first official meeting of the Task Force] to hear the details
of the best submissions, to discuss the nominations and to explore other
examples to include. Quickly, though, the discussion took an unexpected
turn: As we called on the agency representatives to discuss their
partnerships, there was a palpable shift in tone. It may have begun when
Father Joseph Hacala from the Department of Housing and Urban
Development explained that he was about to fly to South Dakota for the
"ground blessing" of a new youth center on the Pine Ridge Reservation
[need to explain why this is significant], or when a White House Fellow in
HHS described the contribution of nonprofit partners to the success of the
National Immunization Program. One by one, as the agency principals
described their partnerships, other participants began to ask questions and
while taking extensive notes. We knew that virtually every agency
represented in the room could boast of at least one successful partnership,
but we had not foreseen the extent to which these programs operated as-if in
a vacuum, in most cases, known only to the administrators and nenprofits
involvedagencies were hungry [or eager?] for more information about new
ways to partner with nonprofits.
000
DPC
TOTAL 999 202 FFF TT:55 00/9I/TT
6
As we heard more and more efforts to encourage and facilitate such
partnerships, we began to appreciate how deeply this approach had
penetrated federal agencies. In the days that followed, each of our offices
was blanketed in emails from agency participants with even more ideas.
This document is intended to fulfill the President's mandate as set out
in the Executive Memorandum - to collect a public inventory of effective
practices, develop a set of detailed recommendations, and identify barriers to
successful collaboration. This information can be used by government or
nonprofit employees to improve existing partnerships, and we hope will
encourage the development of new and innovative activities. The material is
divided into categories, meluding Chapter 2 discussions provides models
ofef how to provide better servicesfederal agencies have joined federal
leadership with local networks to mobilize around shared goals. Chapter 3
looks at ways that federal agencies have been able to access new populations
and new perspectives by reaching out to a broader spectrum of nonprofits.:
Chapter 4 involve nonprofits in the policy making process; looks at ways
federal agencies have been able to leverage resources through partnerships
with nonprofits.; Chapter 5 discusses approaches to utilizing nonprofit
partnerships to share information,; The final section of the report, Chapter 6,
includes the findings of the Task Force on ways to- improve the
200
DPC
TOTAL 9st 202 FFF SS IT 00 IT IT
7
effectiveness of non-profit organizations and the responsiveness of
government.
The work of the Task Force makes clear that during the last eight
years, have seen-federal agencies have increasingly developed innovative
and effective reach out to partnerships with nonprofit organizations as
partners in addressingthat have helped them address their most pressing
challenges. We hope that this report will assist future administrations in
forging these relationships and continuing to improve the way that agencies
work with diverse and vital nonprofit sector organizations.
800
DPC
TOT! ost 202 FEE 99:27 00/8T/TT
if Introis I.
1
Draft 4
I.
SHARED GOALS: FEDERAL LEADERSHIP AND LOCAL
MOBILIZATION PROVIDING BETTER SERVICES
From immunizing our children to protecting our environment, one
way for the federal government to do a better job of providing services
achieve its goals is to reach out and forge stronger and more efficient
working relationships with the growing nonprofit sector. By developing
mutually beneficial relationships with nonprofit groups, with including
shared decisionmaking and shared goals, with nonprofit groups, a federal
agency can reach larger numbers of constituents and improve the quality of
the services offered.
Thanks in part to this administration's enthusiastic endorsement of
such collaborative relationships, agencies have taken their joint endeavors
with corporations and nonprofit groups, [other agencies, NOT SURE THIS
FJTS IF THE SENTENCE IS ON MOVING BEYOND GRANTOR-
GRANTEE] and state and local governments beyond the traditional grantor-
grantee paradigm. In such cases, the government does more than define a
program and write a check, handing off the work and reporting obligations
to the nonprofit. Recognizing that nonprofits may, for example, be able to
800
DPC
Tet!
AST
202
IFF
96
17
00/91 II
2
identify problems, mobilize fresh thinking and energy, and promote social
change at the community level, agencies are increasingly capitalizing on
opportunities to collaborate with nonprofit groups, devising and carrying out
strategies that help them work toward and achieve common goals.
Historically, government policies have affected the activities of
nonprofits in a variety of direct and indirect ways, a fact not always well
understood by the public. Federal interactions with the nenprofit sector
include:
7Tax policy, including the deductibility of contributions and the
designation of tax exempt status, which can make a significant
difference in a nonprofit's bottom line and the activities it is
permitted to undertake;
Gollection of statisties by the IRS, the Census, the Department of
Labor, and others, which contributes to our understanding of the
nonprofit sector and provides data of critical importance to some
nonprofit organizations;
OTO
DPC
11/18/00 17:56 FAX 202 456 7431
3
The Combined Federal Campaign and federal employee volunteer
programs, which channel the resources of federal workers to the
HON profit sector;
[]The billions of dollars flow that through federal grants and contracts
to nonprofit organizations;
Research undertaken by government agencies in partnership with
institutions of higher education and other private sector
researchers; and
Direct federal payments that flow to hospitals through Medicaid and
Medicare, together with policies that have a prefound impact on
the health care field.
In the last eight years, federal agencies have developed new
partnerships with nonprofits that are directed at achieving specific shared
goals that could not be accomplished by either the agency or nonprofit
organization on its own. Some of these The examples of such partnerships
that -are described in this section demonstrate how federal leadership and
i The Combined Federal Campaign has served as a model for the development of workplace giving
campaigns in the corporate sector and for state and local government campaigns. For information about the
bistory of the CFC and volunteering policies and pracrices, lists of participating organizations, criteria for
participation, campaign trends and general questions and answers about the CFC. you can visit their web
site at www.opm.ggv/cfc. The CFC also offers brochures on participating charities: communications kits
for marketing purposes: a 2000 CFC video; sample partnership agreements with non-profit campaign
partners; lists of top-performing campaigns in the country; and a Q&A
ITO
DPC
TOTL
9ST
202
IFF
09:17
00/91/TI
4
resources. combined with the local ability to mobilize grassroots action, can
lead to better outcomes than either the government or nonprofits could
achieve alone.
Childhood Immunization
The National Immunization Program
Vaccines are one of the greatest achievements of biomedical science
and public health. Yet, despite remarkable progress, several challenges face
the US vaccine-delivery system, which must be capable of implementing
increasingly complex vaccination schedules. An estimated 11,000 children
are born in this country each day - each child requiring 15-19 doses of
vaccine by the age of 18 months in order to be protected against 11 diseases.
In 1993, the Clinton administration launched the National
Immunization Program (NIP) to provide leadership for the planning,
coordination and conduct of immunization programs nationwide. Based at
the Centers for Disease Control and Prevention (CDC), the NIP offers an
excellent example of a federal-nonprofit partnership - - or as in this case,
series of partnerships. These were the NIP's goals for the year 2000: au least
90 percent of all 2-year-olds would receive each of the initial and most
critical doses of vaccines, as well as the recommended series; vaccine-
012
DPC
ICTL got 202 IFF 19:17 00/81/11
5
preventable childhood diseases would be eliminated or reduced; and, a
system would be put in place to make sure that these goals would continue
to be met in the future. Once these goals were met, they were replaced with
new 2010 targets aimed at eliminating racial and ethnic health disparities
linked to childhood immunization.
While the NIP bad the expertise and a national mandate to improve
immunization rates, those at the helm recognized that grassroots children's
health organizations and nonprofit coalitions would be more efficient at
building awareness of the important of childhood immunizations, educating
parents about the benefits and risks associated with immunization,
facilitating access to health care providers, and engaging corporate and
foundation partners and support. One such local group is the Colorado
Children's Immunization Coalition (CCIC), a statewide public/private
parmership itself, dedicated to fully immunizing Colorado children two
years of age and younger. Stepping out of the old grantor-grantee model,
NIP has provided initial training and technical assistance to CCIC, whose
member organizations have sponsored dozens of free immunization clinics.
In addition, NIP has worked with the Colorado Department of Public Health
and Environment to develop an immunization registry throughout Colorado,
and launched a statewide public awareness campaign - called "Five Visits
CTO
Ddd
Tet! 097 20% FFF 19:11 00/SI/TI
PHOTOCOPY
PRESERVATION
6
Before Age Two" - working closely with seven funding partners, including
Colorado's four professional sports franchises.
The partners cite two factors contributing to their success: First they
share a clear and common goal, i.e improving the immunization rates of
children.
programs creation of similar projects in other parts or me country.
Food Recovery
The Food Recovery and Gleaning Initiative and Community Food
Security Initiative
Community Food Security Initiative
While the federal government doesn't manufacture, grow and
distribute food to our nation's hungry, it does have an important role to play
in eliminating hunger in the United States. In November of 1996, President
Clinton signed an Executive Memorandum directing the US Department of
Agriculture (USDA) to work in partnership with nonprofit anti-hunger
groups to increase the "recovery and gleaning" of excess food for
distribution to the hungry. Following up, Vice President Gore convened the
7
first-ever National Summit on Food Recovery and Gleaning in September of
1997 - the goal of which was to generate national attention for the issue,
catalyze new public-private partnerships, and announce new federal projects.
In the years since the summit, significant progress has been made toward
creating a structure that, with the help of nonprofit groups, will continue to
distribute food to hungry Americans.
The leadership of Secretary Dan Glickman, for whom the Food
Recovery and Gleaning Initiative is a top priority, offers a significant
example of the importance of active and engaged support and leadership
from the top Through thise Initiative, the Department USDA has helped
grassroots food recovery projects distribute over 10 million pounds [CHECK
- I THINK THIS IS NOW 13 MILLION POUNDS] of excess food to
nonprofit anti-hunger groups nationwide. [It would be helpful here to
know specifically how the Department helped the organizations - what
did it do that the organizations couldn't do on their own]
In addition. the Department has issued over 20,000 copies of a
Citizens' Guide to Food Recovery and Gleaning, a how-to manual on
starting and expanding nonprofit recovery efforts; produced a guide for
National Restaurant Association members on how to donate excess food to
nonprofit groups safely: and brokered a partnership between the technology
STO
DPC
Tet! OST 202 FAT 89:18 00/ST/TT
8
firm, Hewlett Packard, and America's Second Harvest to create a Web site
that links food producers with the America's Second Harvest food bank
network.
Based on the success of the Gleaning and Food Recovery Initiative, in
1991 [1991??? that predates the Administration and the Gleaning
Initiative Secretary Glickman USDA launched a broader Community Food
Security Initiative, which works on several fronts to help grassroots
nonprofit groups fight hunger, improve nutrition, strengthen local food
systems, and help families move from poverty to self-sufficiency. Through
this initiative, Agriculture Department USDA employees reached out to
[dozens?] of anti-hunger organizations and [did what?]. Among the
Community Food Security Initiative's commitments are: a partnership with
Share Our Strength (SOS) to expand Operation Frontline, a program that
engages volunteer chefs to teach hands-on nutrition education classes
[specifically, what did the Department do to help SOS expand its
program?], and a partnership with World Hunger Year (WHY) to publicize
and distribute "Replication Manuals" highlighting effective grassroots
hunger and anti-poverty programs in the United States. (were these federal
publications?] In addition, WHY and USDA have co-sponsored regional
technical assistance workshops throughout the country to connect nonprofit
BIO
DPC
7341 9ST 202 IFF 99:49 00/91/11
9
hunger and poverty groups with the resources and expertise of federal
agencies. By working closely with nonprofit organizations in a variety of
ways, the Agriculture Department used its expertise, broad reach, access to
food producers, and other "assets" to improve its effectiveness in an area
central to its purpose.
_Chesapeake Bay Cleanup
[Note - this example needs to be clearer regarding what happened
during this administration that was new or different than the existing
partnership or perhaps we should drop - It is actually a pretty good
example of the federal leadership/local mobilization theme, though is
not new to Clinton Admin. If we keep it, suggest the following changes.
If not, let's replace with DOJ's Weed and Seed and put one line about
this in the conclusion - Also note: EPA has a blurb in another chapter
so cutting isn't a problem on that front.}
OR CEVI FROM LEVERAGING
In the mid 1970s, US Senator Charles Mathias (R-MD), saw the
RESOURCES (IF CARIFIED)
Chesapeake Bay he had loved all his life, in distress. In response, he began
a fact finding tour of marine science institutions around the Bay to try to
understand its decline. His efforts eventually resulted in the formation of
With the signing in 1983 of the first Chesapeake Bay Agreement, the
LTO
Ddd
ICT2 9ST 202 IF3 69:17 00/91 It
10
Environmental Protection Agency's launched the Chesapeake Bay Program
- a unique regional partnership that has been directing and conducting the
restoration of the Chesapeake Bay. since the signing in 1983 of the first
Chesapeake Bay Agreement.-Program partners include the Environmental
Protection Agency, the states of Maryland, Pennsylvania and Virginia, as
well as the District of Columbia, the Chesapeake Bay Commission (a tri-
state legislative body) and several citizen advisory groups and nonprofits -
primarily the Chesapeake Bay Foundation and the Alliance for the
Chesapeake Bay.
The Bay Program continues to operate under subsequent Agreements,
the latest of which was signed in the summer of 2000 [Did the latest
agreement include any interesting innovations?]. Among the partners'
most important activities are nutrient reduction from agricultural lands and
wastewater facilities; toxic chemicals reduction from industry and other
sources; management of fisheries, including crabs and oysters; habit
restoration; and water quality improvement. Also, along the way, partners
have engaged local governments and community watershed groups in the
restoration effort.
In this multi-party alliance, the role of the federal agency - the EPA -
is to provide leadership, through its Chesapeake Bay Program Office in
810
DPC
ICTL
gst
202
IFF
69:11
00/ST/TT
11
Annapolis, Maryland, along with administrative, technical, financial and
other information assistance. Nonprofit partners play different roles - using
their outreach capacity, volunteer networks, and [what else?] to advance the
shared goal of cleaning up the Bay. They are involved in a range of
restoration-related efforts, including educating citizens on flood control and
stream-bank erosion and teaching innovative monitoring procedures.
Training a corps of citizens to provide physical assistance to farmers in
planting riparian buffers and installing fencing to keep livestock out of
critical sites is also an important role. There is success on several fronts, but
an onrushing tide of population growth, landscape changes and increased
vehicle travel within the Bay watershed, means that much more remains to
be done.
Conclusion
Scores of other examples of successful partnerships are working
inshow the benefit of federal agencies aeross the go ernment to provide
better services for their constituentsproviding national leadership in concert
with local mobilization to accomplish shared goals. The Department of
Justice's Operation Weed and Seed encourages has created a network of
local groups to devise strategies to "weed out" violent crime and drug abuse
BIO
DPC
TOFL 991 202 TFF 69:27 00/ST/TT
12
and "seed" neighborhood improvements. HUD's Continuum of Care
initiative supports [MORE ABOUT FEDERAL ROLE] local groups
working to develop comprehensive, long-term approaches to moving people
who are homeless into permanent housing and self-sufficiency. HUD is also
part of JOBS PLUS, a national consortium of private foundations and
federal agencies, including the Department of Labor [and who else].
Established in 1994, JOBS PLUS works in public housing developments to
help residents get and keep jobs. And, the Department of Justice's 5 Goals 4
Kids is working, with the assistance of nonprofit partners like the United
Way, to enroll at least 500,000 uninsured children in the state-run children's
health insurance programs called SCHIP.
These and other examples demonstrate how federal agencies and
nonprofit organizations that share goals and work together can maximize
their effectiveness. In some cases, the federal agency has brought funding to
the partnership: in others, they use their technical expertise and leadership to
catalyze action. Nonprofit organizations bring their own knowledge and
networks to the task. There is no one model, but there are common practices
that can be replicated with an eye to stretching resources further, meeting
common goals and solving common problems. As the nonprofit sector
grows in size and importance, there will be even greater opportunity to forge
020
DPC
TOT!
gst
202
FAI
00:8T
00/81/TT
13
partnerships that marry the mighty power of the federal government with the
vast on-the-ground capabilities of tens of thousands of nonprofit groups,
businesses and citizens - all addressing pressing public problems and all
working toward common solutions.
120
DPC
Tet2 oct 202 FFF C0:8T 00 ST 11
into chally to Happer we II 20 will this be III
i
REACHING OUT TO A BROADER SPECTRUM OF
NONPROFITS
While some nonprofits - particularly larger, well-established
organizations that receive significant federal funding - have traditionally
worked closely with federal agencies, others, because of their lack of
connections. limited resources, size, and other barriers, do not. Nonetheless,
these less well-connected organizations are important partners to federal
agencies and important advocates for their constituencies. For this reason,
the Clinton administration has made it a priority to reach out to a broader
spectrum of nonprofits through a variety of mechanisms.
Working with faith-based organizations Increase font to 14 ptl
Historically, federal agencies have approached partnerships with
Working with faith-based organizations sometimes presents particular
challengescautiously. due to the constitutional separation of church and
State. requirements and the perception that federal agencies should have
only a limited relationship with faith based organizations. However,
because of the importance of faith-based organizations to many communities
across America, the Clinton Administration has explored new ways to build
1
220
PPP
TCT!
Act
202
FAY
00:8T
00 ST TT
2
close working relationships with religious organizations, while respecting
Constitutional requirements. For example, today there are more than [
I
AmeriCorps members serving with faith-based organizations; [thousands?
ASK USDA] of religious organizations help get emergency food to the
hungry through food banks and hot meals programs; and under the welfare
reform law, states have the authority to provide welfare funding to faith-
based organizations to provide mentoring and other supports as people move
from welfare to work [nced two more examples that will not be discussed in
depth here].
we should set off under headings
The Center for Community and Interfaith Partnerships
One particularly visible and successful example of a federal agency
reaching out to faith-based organizations is the Center for Community and
Interfaith Partnerships. Established in 1997 by HUD Secretary Andrew
Cuomo, it is is-the first office in a federal agency specifically created to
address the needs of community- and faith-based organizations that
participate or are interested in federal grant programs. The Center fulfills its
mission in several ways: First, it acts as a clearinghouse providing
information about HUD programs available to fund community-building
2
020
DPC
TCTL
ast
202
IFI
TO:8T
00/81/TT
3
efforts, publicizing best practices in implementing HUD programs, and
performing education and outreach targeted at nonprofits that either have
never received grant assistance or are interested in expanding their activities.
Second, the Center acts as a troubleshooter, assisting nonprofit groups in
navigating the HUD system, resolving problems. and responding to
community and faith-based group inquiries and concerns. Third, the Center
serves as an advocate within the department for community and faith-based
groups - ensuring that their interests are considered when HUD policies and
programs are being developed. Furthermore, the Center is designed to
ensure that community and faith-based groups are included in initiatives,
outreach and educational activities conducted by HUD and its specific
program areas.
Although the Center did not begin as a source of funding for
nonprofits, its approach is SO successful that the FY 2001 budget includes a
"Community and Interfaith Partnerships Initiative" amounting to $20 million
in competitive grants and targeted technical assistance. [was the money
included in approps? If not, I would cut this paragraph - AGREED,
I'll check with Steve Redburn in OMB and let you know Monday (if he
knows)|
3
170
DPC
Total gst 207 IFF TO:8T 00/SI/TI
4
The Strategic Approaches to Community Safety Initiative
Another partnership that taps into faith-based and community-based
groups is called the Strategic Approaches to Community Safety Initiative.
Partners include United States Attorneys, local law enforcement, and
community- and faith-based organizations whose goal is to reduce crime.
The Middle District of North Carolina, which includes Winston-Salem and
High Point, N.C., has established a particularly promising relationship with
clergy and other community leaders that [NEED INFORM ATION ON
EXACTLY WHAT THE PARTNERSHIP DOES - WHAT WAS HERE
SEEMED LIKE IT WAS MEANT TO SHOW US THAT THIS FIT
SEVERAL OF OUR CATEGORIES| achieves the goals of providing better
services to the community, allowing input into the criminal justice policy
process, and fostering information sharing. As a result, crime is down in the
targeted neighborhoods. In High Point, N.C., homicides fell 69 percent from
1997-1999, and assaults with firearms dropped 43 percent. Over the same
period, citizen complaints fell by 45 percent. One corrections official had
this reaction: "Youth and their families don't often see police officers,
probation officers, clergy and community workers standing together at their
door, so it tells them right away that something different is going on."
4
020
DPC
Tot! 99F 202 IFF TO:81 00/91/11
5
Outreach to Small Grassroots Organizations
Grassroots groups, like faith-based organizations, have not always
found it easy to gain access to federal resources and information. However,
these smaller, community-based organizations often enjoy the trust of low-
income populations, can help ensure services reach those who need them
most, and are able to represent the interests of low-income communities to
policy makers. For this reason. federal agencies deploy a variety of
strategies to reach grassroots groups, including working with intermediary
organizations, and providing technical assistance targeted to local
organizations.
The National Community Development Initiative
The National Community Development Initiative (NCDI), for
example, provides financial and technical support to nonprofit community
development corporations engaged in locally driven efforts to improve
distressed inner city neighborhoods. NCDI combines resources from 15
major national corporations and foundations, HUD, and local public and
private organizations to offer grants and low-interest loans for local
5
930
DPC
TCTL get 202 FAT 18:02 00/91/TI
6
development. With these resources, community-based nonprofit groups
build houses, develop health and day care centers and other neighborhood
facilities, create jobs and business opportunities, and help residents gain an
economic stake and voice in their communities.
Core funders of the initiative are providing a total of $103 million -
an amount that, when coupled with financial resources committed by over
250 local partners, including state and local governments, local foundations,
banks and corporations, is expected to generate more than $2 billion for
community revitalization. This initiative demonstrates how a large federal
agency can affect improve the quality of life in the smallestat the
neighborhood level by establishing relationships with local community-and
faith-based organizations.
Technical Assistance Grants
Another approach taken by federal agencies is to provide technical
assistance to targeted community groups. Cleanup of hazardous waste sites
is a complicated process in which few local people can participate without
technical assistance. To assure that local residents can participate in the
cleanup process, EPA makes Technical Assistance Grants (TAGs) available
6
727
DPC
Tot! OST 202 FAI 18:02 00/ST/TT
7
to qualified local nonprofits. Most TAG funds are used to hire independent
technical advisors to help communities interpret, understand, and comment
on site-related decisions. The types of support an advisor can provide
include helping groups review site assessment/investigation data,
participating in public meetings to clarify information about conditions, and
visiting site locations during cleanup to observe and provide technical
updates to the community. In this way, the EPA's program gives nonprofit
groups, organizations and coalitions the power to determine the future of
their own neighborhoods.
Outreach to underrepresented communities
Federal agencies have found that new partnerships with nonprofit
organizations have also expanded their ability to reach previously under-
served communities. As the examples below demonstrate, nonprofit
organizations can be strong partners when it comes to reaching women and
communities of color,
Women Business Centers
In a similar vein, nonprofit organizations can be strong partners when
it comes to reaching women and communit ies of color. For example,
7
028
DPC
11/15/00 18:02 FAX 202 456 7431
8
Recognizing that women have historically been underrepresented in the
business community, the Small Business Administration funded nonprofit
organizations to serve as Women Business Centers (WBCs), are nonprofit
organizations funded by the Small Business Administration that providinge
extensive training to women who own small business owners while helping
the agency achieve its mission efand promoting entrepreneurship, and
reaching out to historically underrepresented segments of the business
community. Each center provides women assistance and/or training in
finance, management, marketing, procurement and the Internet, while
addressing specialized topics such as home-based businesses, corporate
executive downsizing and welfare-to-work. WBCs work extensively with
chambers of commerce, civic organizations, and economic development
groups to offer services in all communities, including rural and economically
depressed areas. All provide individual business counseling and access to the
SBA's programs and services.
ACCION Texas
Similarly, ACCION Texas is a nonprofit [community?] development
program serving that offers small loans - sometimes known as "microcredit"
8
620
DPC
Tet2
9ST
202
FAT
C0:8T
00/81/TI
9
- to economically depressed communities, by offering small loans
sometimes known as "microcredit." In May 2000, the Economic
Development Administration awarded a $500,000 grant to ACCION Texas
to purchase and rehabilitate a building that will house the statewide
headquarters of ACCION, a storefront microcredit lending office and a
regional center for economic development. In its new location, this facility
will deliver small loans and ongoing technical assistance to entrepreneurs in
the heart of impoverished communities. ACCION Texas not only helps
microentrepreneurs strengthen their businesses, it helps them create
additional employment and contribute to the economic revitalization of their
communities. Typical ACCION borrowers include small family-owned
storefronts and home-based businesses. Sixty percent of ACCION Texas
borrowers are women and [X% are Hispanic? I thought this was addressing
reaching out to communities of color as well as women].
Conclusion
Without special efforts to reach beyond the well-funded organizations with
increase
33e
Washington representatives and staff dedicated to grant-seeking, federal agencies might
they
well neglect the communities that most need services. By working closely with
intermediary organizations including-and coalitions of small grassroots organizations,
streamlining the grant-making process, creating an office or designating an individual to
9
030
DPC
Tet2
gst
702
IFF
8:00
00/81/TT
10
serve as a nonprofit liaison, providing technical assistance to organizations that serve
hard-to-reach constituencies, or setting aside resources for underserved groups, federal
agencies are all approaches that can be effective etcan deepening the reach of federal
agencies-into previously under-served communities.
10
ICO
pdd
Tet! 997 202 FAT C0:8T 00/8I/TI
i
IV. (if (ntro is I.)
III.
LEVERAGING RESOURCES
For maximum effectiveness, partnerships may need to involve not just the federal
agency and nonprofit organization, but also business, state and local government
agencies, or foundations. In some cases, resources are needed to achieve shared goals
that are not available through the federal government or nonprofit, such as marketing
expertise and media access. In others cases, private sector funders may find that their
resources go further if they work closely with agency program staff to create synergies
between the different funding streams. In still others, the federal agency may use its
visibility or expertise to catalyze action by private sector funders in specific areas.
Joint Sponsorship of Events or Projects
An increasingly common form of partnership is joint sponsorship of events or
projects. In 1997, for example, the Corporation for National Service joined forces with
the nonprofit Points of Light Foundation; created during the Bush Administration, to
organized the Presidents' Summit for America's Future. All the living Presidents, with
Nancy Reagan representing her husband, gathered in Philadelphia to urge every
American to increase the nation's commitment to its young people - a commitment that
has since been captured in "Five Promises" for youth -- caring adults, safe places, healthy
start, marketable skills, and opportunities to serve - now promoted by the new nonprofit,
America's Promise.
Save America's Treasures
2
changes
p.2
032
Ddd
TOT!
9ST
202
IFF
80:08
00 ST II
3
date, the over-600 SAT projects have received $45 million in grants and have raised
nearly [$
].
The Children Exposed to Violence Initiative
[This example needs to be reworked to explain how the agency contributes and ho
wnonprofits were specifically involved - what they contributed and why - how were
resources leveraged? It's not clear. Need to fix or drop) - If we fix, may fit better in
Federal Leadership, Local Mobilization section
When speaking of leveraging resources, many might assume that money is
involved. But the concept of resources goes beyond budgets as is the case with the
Justice Department's Children Exposed to Violence Initiative (CEVI).
Since its launch in 1998, CEVI has expanded into a full multi-agency, multi-
disciplinary effort designed to reduce child maltreannent across America. CEVI
coordinates and expands upon the Justice Department's policies and programs relating to
children exposed to violence in order to improve the justice system's approach and the
communities' responses to child crime victims and witnesses. CEVI focuses attention on
the abuse and violence that affects the lives of too many children, and challenges federal,
state and local law enforcement - in partnership with families, communities. social
service agencies, child protective services, mental and physical health care providers.
schools, courts. the private sector, and federal, state and local government leaders - to
improve prevention, intervention, and accountability efforts aimed to help children
exposed to violence. [Not clear what this means]
As part of the Initiative, the Department of Justice, in June of 1999, convened
Safe from the Start: The National Summit on Children Exposed to Violence. This summit
brought together experts in law enforcement, child development, medicine, mental health,
000
DPC
Tet2 9ST 202 FAI 10:81 00/SI:IT
4
domestic violence, education, and the media. By working together, these experts were
better able to identify model prevention, intervention, and accountability practices and
develop a Safe from the Start: National Action Plan to address the needs of child crime
victims and witnesses
Vital Voices
In the foreign policy arena, the Vital Voices program [NEED EARLY
EXPLANATION OF WHAT THIS IS AND WHO RUNS IT] shows that partnerships
can cross international boundaries to make a lasting and positive difference in the lives of
foreign citizens as well as Americans. Launched in 1997 to amplify and support the
voices of emerging women leadcrs, Vital Voices built on the promise of the United
Nations Fourth World Conference on Women. Thanks to the leadership of the First Lady
and the Secretary of State, Madeleine Albrightother leaders in the Administration
TRYING TO KEEP THIS NEUTRAL ON CABINET MEMBERS UNLESS WE CAN
WORK THEM ALL IN SOMEWHERE], women's rights have taken their place as part
of the mainstream of American foreign policy.
Vital Voices relies heavily on donated in-kind training, support and expertise
from non-profit organizations, and has leveraged corporate support from a host of
national and international businesses. These partnerships have allowed Vital Voices to
host technology-training sessions, fund Web site development. coordinate research
symposiums, and engage additional private and public sector partners. [It is not clear
through this description If and how nonprofit organizations are involved. - FIRST
LINE OF THIS PARAGRAPH INDICATES INVOLVEMENT IN GEN TERMS]
034
DPC
Tet2 gst 202 EAS to:8T 00/9T/TT
5
In the three years since the launch of Vital Voices, women around the world have
seen their lives changed. Vital Voices [AGAIN - WHO RUNS THIS? Is it a nonprofit
or federal agency?] has helped them run for elected office, start and grow small
businesses and craft new legislation. Vital Voices has engaged the private and nonprofit
sectors to share their expertise with women by offering political, media and leadership
training, exchanges, internships, consulting, grants, and public service announcements.
Vital Voices is creating unprecedented partnerships and has unleashed a growing global
movement of people who support women building strong democracies.
Relationships With "Friends Of" And Other Nonprofit Partners
A growing number of federal agencies and programs are able to point to "Friends
of or partner organizations whose main mission is related to the work of the agency.
Most of these groups are 501c3 organizations that raise private sector funds for purposes
complementary to the mission of the agency. For example,t
National Peace Corps Association
The National Peace Corps Association (formerly the National Council of Returned Peace
Corps Volunteers) was incorporated in 1983 as the national alumni association for the
people who have served as volunteers and staff in the Peace Corps. It is a nonprofit
501 (c)(3) organization with over 11,000 members and 130 affiliated groups, and it
includes among its goals a mission to educate the public about other countries and
cultures, support the network of Peace Corps alumni and groups, promote domestic and
international community service, advance policies and programs consistent with the
Peace Corps experience. and ensure the continued success of the Peace Corps. Other
035
ppc
TCHL
get
202
TFF
20:8T
Auximary, the civillan volument
promoting boating safety awareness, and protecting boaters on the water. Volunteer
Auxiliary members spend thousands of hours educating the public about possible
waterway dangers and threats to life. Its 35,000 volunteers perform vessel safety checks
on millions of boats, ensure compliance with Federal safety regulations and give direct
assistance to Coast Guard rescue missions. Over the course of 61 years of service.
Auxiliary members have saved thousands of lives. And, since the enactment of the Coast
Guard Authorization Act of 1996, their role in non-traditional missions. such as marine
environmental protection, recruiting, and public affairs. has grown substantially. A
recent study showed that each dollar invested in the auxiliary returns about four dollars in
prevention and response services. In addition to its economic value, the Auxiliary gives
the boating community a sense of purpose and pride in being "self-regulated."
Over the eourse of 61 years of service, Auxiliary members have saved thousands
of lives. And, since the enactment of-the Coast Guard Authorization Act of 1996, their
role in non traditional missions, such as marine environmental protection, recruiting, and
public affairs, has grown substantially. [can we clarify two things; what the Auxiliary
036
DPC
7131 get 202 IFF 18:05 00/81/TT
TRANSACTION REPORT
*
NOV-19-00 07:21 PM
*
FOR: SAGAWA BAEP
7035486374
+
RECEIVE
*
*
DATE START
SENDER
PAGES
TIME
NOTE
+
NOV- - 18 06:02 PM 202 456 7431
36
12'36" M. FULL
*
+
FAX for Shirley Sagawa, 703 548-6374
(39 pgs)
From: Julie Bosland (Home number if you have questions: 703-751-8965)
(Note- 1 may not be in tomorrow to get conclusion. - can I look at
it Monday morning and give you comments? Thanks!)
Shirley:
So glad you wrote the first three segments - helps enormously to set the tone and put context of
this Administration's efforts. A few thoughts and some track changes pages follow.
As a broader question, could we make the President's piece the preface and the First Lady's the
Foreword, so that the Intro from Melanne, Bruce and Gene could be the Introduction/first
chapter? I tried to meld a little of what was in the first part of the Better Services chapter into
this and set up the second to last paragraph as a list of chapter topics.
In the President's section:
Page 2, paragraph 1, Line 4 - should we say: "There I named an interagency Task Force on
Nonprofits and Government."
Page 2, paragraph 2. Line 4 - " with nonprofit organizations, and in the process,
redefining the role of government in the 21st century."
Page 2, paragraph 3, line 2 - "better, and are in turn strengthened..."
Page 3, paragraph 1 - should we say youngest instead of smallest?
Page 3, paragraph 2- should we include NEC? Staff weren't really involved, but Gene co-
chaired
First Lady's section:
Page 4, end of paragraph 1-". - contribution to the broader good."
Page 6: CEA report has total giving at "over $190 billion"
Page 6, paragraph 3 - should it be "public-nonprofit partnerships" rather than "public-private
philanthropic"?
Sharing Information Chapter:
Page 2, 2nd line. add second dash after the name of the site
Page 3, last three lines; NSDI "is an excellent example of a multiple partnership that 1" includes
multiple nonprofits working in concert with government and industry to build
Page 4, paragraph 2, last sentence: "it fosters increased communication and
collaboration
Suggest changing last line of chpt to: "These types of Web sites call for even greater
cooperation between nonprofits and government to get relevant information from both
sectors to end-users through a single, easily accessible site."
Other chapter comments done in track changes (attached).
100
2
DPC
Tet! 991 202 EAT 00/81/11
To Card
From Shiles
Here is the dalt w/ Mine + Ellen's
Comments. I'm afraid it well be
had to read - in lazzy to do
type -mm if ( had the organal
electronially -
Move we a call + we can decude
what to do.
In general J there we need more to
transitions, analysis + road augs as
why examples are unchused + them what
readers should Thank take away from -
1
II.
Reaching Out to a Broader Spectrum of Nonprofits
we use" community was to
we
A. Introduction
faim-b asedor a to
life
Sorame
need
Rf: some
Certain nonprofit groups, including faith-based organizations, small grassroots
lazer
responds
groups, and associations that serve underrepresented communities, are, in general, harder
participate the
to reach [I don't quite know why, but we need to say] than national groups like the
reserve organive forthe
American Red Cross or community wide groups like the Colorado Children's
stef
Immunization Coalition (CCIC), a successful partnership that was discussed in the last
chapter. But with the President and the First Lady taking such a visible lead in their
with
fed.
they
efforts to encourage partnering across the spectrum of groups, agencies are working hard
nonetholess, Have invested are important partness opens and advocatesfr their
The
others
for this reason, the cleara administration has made it a priort
becomoch.
to establish relationships with these harder to reach groups. In order to succeed though,
ine,
model
to variety reach out mehanisms 6 a broales spectrum of m profits through a
the paradign described in the first chapter needs some modification. For example,
others ma, involve
L
streamlining or simplifying the grant-making process can make it easier or at least more
do working working not. with is
attractive for these groups to gain access to funding. 1 Other strategies include developing
creating an desynet of ice
personal contact as a
ancade. as
a single point of entry [?], providing technical assistance, or targeting resources in such a
2
sere
Liairn
a
nont
way as to specifically involve the small harder-to-reach group.
what
deep
for
B.
Working with faith-based organizations
+
have or only limited
The Perception has been the again
1 that sere hard-lo-
groups.
1 based ago,
reach coos
should thing $
HUD's Super Notice of Funding Availability (SuperNOFA) is a grant application
process designed to streamline the competitive grant process for federal funds while
be wintent? a unitude
&
helping communities make better and more effective uses of HUD's resources.
Established in 1998, the SuperNOFA provides a uniform application process for all HUD
grants, explains awards and their criteria in plain language and allows communities to
view HUD programs as a menu of options. As part of the SuperNOFA process, HUD has
also expanded how it communicates with potential applicants about the grants and the
put is work
application process by providing on-line application training on the HUD Web site 24
hours a day. SuperNOFA has not only simplified the grant process, it has increased
whole or Inhaluck ink
access to federal funds.
admins
cleation
hate
variety
6
the
is
has
white
wr
wap.
for
eramp If we for Sarumy members Lather ex.) no/ Laus enforcement
Oct. 16 2000 02:08PM P2
3019510300
ON PHONE
are
sp'
FROM : Beach House
One visible agency faith organi apons
2
The Center for Community and Interfaith Partnerships, established in 1997 by
HUD Secretary Andrew Cuomo, is the first office in a federal agency specifically created
itis
to address the needs of community- and faith-based organizations that participate or are
interested in federal grant programs. The Center fulfills its mission in several ways: First,
it acts as a clearinghouse providing information about HUD programs available to fund
community-building efforts, publicizing best practices in implementing HUD programs,
and performing education and outreach targeted at nonprofits that either have never
received grant assistance or are interested in expanding their activities. Second, the
Center acts as a troubleshooter, assisting nonprofit groups in navigating the HUD system,
resolving problems, and responding to community and faith-based group inquiries and
concerns. Third, the Center serves as an advocate within the department for community
and faith-based groups - ensuring that their interests are considered when HUD policies
and programs are being developed. Furthermore, the Center is designed to ensure that
community and faith-based groups are included in initiatives, outreach and educational
activities conducted by HUD and its specific program areas.
providesh
Although the Center has never been a source of funding for nonprofits, its
is
(ded work begin
approach has been so successful that the proposed FY 2001 budget includes [included?] a
did
itam?
"Community and Interfaith Partnerships Initiative" amounting to $20 million in
competitive grants and targeted technical assistance. The purpose of the initiative is to
increase the role of faith-based and community-based organizations in supplying and
maintaining affordable housing, creating economic opportunity, providing assistance for
families to become self-sufficient, and participating in the wide range of HUD programs
in high poverty areas.
Oct. 16 2000 02 08PM P3
: "ON PHONE
FROM : Beach House
3
Another successful partnership that taps into faith-based and community-based
groups is called the Strategic Approaches to Community Safety Initiative. Partners
include United States Attorneys, local law enforcement, and community- and faith-based
organizations whose goal is to reduce targeted crime. Two examples of strategic
bacet
approaches are the Middle District of North Carolina and Operation Reach. The Middle
cut
District of North Carolina works with community leaders, including clergy, to allow their
more
intregration in
input into the criminal justice policy process. Operation Reach involves face to face
and
meetings between law enforcement - including the US attorneys - community leaders
in
face to face
meetind
offenders, during which they listen to a stern message about what will happen if they
alm
break the law again, and they receive information about community services available to
them. Evidence suggests that both approaches reduce crime while building public trust
and confidence in the criminal justice system.
In the process of realizing the main goal of reducing crime has been realized,
participants in Strategic Approaches have recognized that reaching their goal would
never have been possible without the partnerships developed in the community- and
faith-based organizations. The Middle District of North Carolina, which includes
Winston-Salem and High Point, NC, has established a particularly promising relationship
with community leaders, including clergy, & relationship that achieves the goals of
and
providing better services to the community; allowing input into the criminal justice policy
process and fostering information sharing. As a result, crime is down in the
neighborhoods targeted by Strategic Approaches. In High Point, N.C., homicides fell 69
percent from 1997-1999, and assaults with firearms dropped 43 percent. Over the same
period, citizen complaints fell by 45 percent. One corrections official had this reaction:
FROM : Beach House
Oct. 16 2000 02:09PM P4
PHONE NO. : 3019510340
4
"Youth and their families don't often see police officers, probation officers, clergy and
community workers standing together at their door, so it tells them right away that
something different is going on,"
basep
B.
Outreach to Small Grassroots Organizations
Like
found group,
The National Community Development Initiative (NCDI) provides financial and
technical support to nonprofit community development corporations engaged in locally
and
driven efforts to improve distressed inner city neighborhoods. NCDI combines resources
bagel
from 15 major national corporations and foundations, HUD, and local public and private
organizations to offer grants and low-interest loans to local development. In turn,
Comm
community-based nonprofit groups build houses, develop health and day care centers and
x
other neighborhood facilities, create jobs and business opportunities, and help residents
of
if
gain an economic stake and voice in their communities.
me)
Core funders of the initiative are providing a total of $103 million - an amount
Xnt abhrus agreent and
that, when coupled with financial resources committed by over 250 local partners,
&
including state and local governments, local foundations, banks and corporations, is
expected to generate more than $2 billion for community revitalization. This initiative
out
demonstrates how the largest federal agency can reach down and affect the quality of life
in the smallest neighborhood by establishing relationships with local community-and
their are play role f
faith-based organizations.
(TAG)
of
The EPA's Technical Assistance Grants program is equally effective at reaching
the community because it gives nonprofit groups, organizations and coalitions the power
to determine the future of their own neighborhoods. Cleanup of hazardous waste sites is
are another not approach or
a complicated process community in which few local people can participate without technical
taken is puride
have
Oct. 16 2000 02: 09PM P5
PHONE NO. : 3019510340
FROM : Beach House
5
assistance. To assure that local residents can participate in the cleanup process, EPA
makes TAGs available to local, qualified nonprofits. Most TAG funds are used to hire
independent technical advisors to help communities interpret, understand and comment
on site-related decisions. The types of support an advisor can provide include helping
groups review site assessment/investigation data, participating in public meetings to
clarify information about conditions, and visiting site locations during cleanup to observe
and provide technical updates to the community.
Tarih
C.
Outreach to underrepresented communities
The
Women Business Centers (WBCs) are nonprofit organizations that provide extensive
I
the
training to small business owners while helping the Small Business Administration
agencychieve its mission of promoting entrepreneurship and reaching out to historically
underrepresented segments of the business community. Each center provides women
assistance and/or training in finance, management, marketing, procurement and the
For examply
Internet, while addressing specialized topics such as home-based businesses, corporate
executive downsizing and welfare-to-work. WBCs work extensively with chambers of
commerce, civic organizations, and economic development groups to offer services in all
communities, including rural and economically depressed areas. All provide individual
business counseling and access to the SBA's programs and services.
Similarly ACCION Texas is a nonprofit micro-enterprise development program serving
economically depressed communities. In May 2000, the Economic Development
Administration awarded a $500,000 grant to ACCION Texas to purchase and rehabilitate
a building. The building will house the statewide headquarters of ACCION, a storefront
microenterprise lending office and a regional center for economic development. In its
need
instructions.in
Oct. 16 2000 02: 10PM P6
PHONE NO. : 3019510340
FROM : Beach House
6
new location, this facility will deliver micro-loans and ongoing technical assistance to
entrepreneurs in the heart of impoverished communities. ACCION Texas not only helps
microentrepreneurs strengthen their businesses, it helps them create additional
employment and contribute to the economic revitalization of their communities. Typical
ACCION borrowers include small family-owned storefronts and home-based businesses.
Sixty percent of ACCION Texas borrowers are women.
D.
Conclusion
When faced with challenges such as illiteracy, poverty, crime, and environmental
problems, our nation has always relied on the dedication and action of citizens. The
partnerships described above are taking organizational, financial and technological
assistance offered by federal agencies into our poorest communities. But there is perhaps
no organization that embodies the Clinton Administration's intent to put service at the top
of the national agenda more than the Corporation for National Service, which works with
governor-appointed state commissions RUI or dan ages to serve their'
communities and their country.
It is fitting that the first great public-private partnership of the Clinton
not
sue! like this
Administration was the Corporation for National Service, formed after a bipartisan
the
coalition of Administration officials and Members of Congress drafted the National and
conclusing
of
this
Community Service Trust Act which the President signed into law on September
secti
may
better beginning the n report and
al
Oct. 16 2000 02: 10PM P7
: "ON PHONE
FROM : Beach House
7
21,1993. This legislation created the Corporation for National Service², which was
charged with administering three public service initiatives: AmeriCorps, Learn and Serve
America, and the Senior Corps.
2
The CNS is the vehicle through which federal funding and other resources are made
available to local service organizations. Community-based non-profits, state and local
governments, Indian tribes and institutions of higher education establish partnerships
with CNS through state commissions. These state commissions receive oversight and
funding through CNS to work with AmeriCorps and its community-based partners to
develop the local initiatives.
Oct. 16 2000 02 38PM P2
PHONE NO. : 3019510340
FROM : Beach House
ss-ym this or me
AmeriCorps is often described as the domestic branch of the Peace Corps,
offering the opportunity for Americans to participate in community service in exchange
for education awards. In 1999, 69,000 service members worked in hundreds of
AmeriCorps partner organizations. The President has asked Congress for funding in the
FY 2001 budget to put 100,000 AmeriCorps members into service annually.
AmeriCorps has developed relationships with a wide variety of service
organizations, ranging from nonprofits, to local and state government entities, Indian
tribes, institutions of higher education, faith-based groups as well as local school and
police districts. These partnerships have led to the establishment of initiatives to tutor
children, rehabilitate public schools, build homes, provide emergency assistance to
disaster victims, and address other quality of life issues for low-income families.
In addition to developing programs, AmeriCorps service members work to secure the
future of their projects by training volunteers within the community to take over once
they leave. AmeriCorps also offers grant money and technical assistance to service
organizations to improve or expand their operations.
AmeriCorps has successfully partnered with businesses that provide corporate
matching grants to fund local service projects. In addition, companies with specific areas
of expertise provide AmeriCorps members with the training and other resources they
need to develop better service projects, including providing health care and meals for
homeless families, housing for low-income residents, mentoring for at-risk students and
technological improvements for schools.
AmeriCorps embodies the best of our nation's long history of service, coupled
with a 21st century partnership model that reaches out into our neediest neighborhoods,
Oct. 16 2000 02: 38PM P3
:
"ON
FROM : Beach House
9
boosting the effectiveness of small and hard-to-reach community and faith-based
organizations with funding and the power of tens of thousands of talented and
enthusiastic workers. AmeriCorps stands as the ultimate realization of the vision that the
President and the First Lady brought to the White House in 1993.
Oct. 16 2000 02 39PM P4
3019510300 : "ON ENOHA
FROM : Beach House
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:02AM P2
1 cant covent an
III.
INVOLVING NONPROFITS IN THE POLICY-MAKING PROCESS
down WH what changed 7 the explain policy tow
A.
Introduction
it
In meetings with Nonprofit organizations their representatives/na expressed
also
strong support for the chance not only to receive funding and other support, but to have
sech them participation in
agencies build in the opportunity to contribute) to the development of policies. In other
words, they believe they can become more effective partners - and more effective in
carrying out their own missions - if they are included in conversations and planning
meany who is
meetings at an earlier stage. Of course, there are legal and faimess issues that must be
wichnded?
considered, but even informal opportunities for interaction would be a welcome step in
the right direction.
B. Innoyative Approaches to Rulemaking and Policy Development
needne st more momple
this you Grit
Although not the first First Family to use the White House Conference as a
showcase for issues, a vehicle for dissemination of information, and an opportunity for
dialogue and input, the Clintons have hosted more than [a dozen?] of these unique
Conferences. Generally held in the majestic East Room, the largest room in the house,
more than 200
conterences
with its capacity to seat ? guests, the Clintons have also embraced the vast potential of
do we need
the cybercast, a technique that was first used in the White House in February of 1998 for
5ay
to
shins,
the first Millennium Evening at the White House. Mrs. Clinton has held true to her
Its
the
the
?
commitment not only to use the White House as a showcase for American achievement
wer
www
from cooking to sculpture, music to scientific discovery - but to welcome as many people
into the People's House as possible. And thanks to cyberspace, tens of thousands of
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:03AM P3
2
Americans - many of them college students who would never have had the opportunity
otherwise - saw and heard Professor Bailyn at the White House that night.
Several years ago, as the President and First Lady began discussing how to mark
the dawning of the new millennium, they settled on this theme: "Honor the Past -
Imagine the Future." Hoping to engage every American in activities designed to honor
and preserve their country's vast achievements in science, art and letters as well as its
long-cherished values, they charged the White House Millennium Council with the job of
organizing events and projects that would engage every citizen in more than toasts and
fireworks on December 31.
Among the values that the President and the First Lady were determined to
highlight, was a long and proud tradition of philanthropy. Using the most high-profile of
vehicles, in October of 1999 they convened the first-ever White House Conference on
Philanthropy: Gifts to the Future
smiewher?
As with other WH comferences, the planner of The phil cml
organized withouthy the FL offre.
For the first time, planning for the conference was based on the results of developed the
prog am, invitation
coaper other
extensive consultation with nonprofits, corporations, researchers and individuals in a
list, and
or seroions
series of focus groups over several months. The nonprofits that were consulted
policy imangurate announcements
foundahn, list religions sp, advocersy
with
Weded the
represented a cross-section of national and local organizations, served a wide variety of after
constituencies, and concerned themselves with a large number of issues.
w/
lary
The White House Conference on Philanthropy stands pas a "best practices" model
club learny Care
for public private partnerships because of its first-time use of focus groups and
consultation with the nonprofits themselves many of whom reported that they had never
before been contacted prior to such a meeting. Furthermore, the model is fully replicable
too
events
(and has been used since to plan other White House Conferences).
menhon the
Treasury mtg?
FROM
: Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:03AM P4
C.
Conclusion
shipapler than conclusion
of
Too often in the past, government planners and nonprofit leaders have operated as
WI mont
if in a vacuum. Under the "old" model, the nonprofit group was only interested in the
everyone
funds available from the government agency. The nonprofit filled out a form - or more
likely many forms - and waited for an answer. If the group won funding, there were
for the fed agency
more forms. At no time was it necessary to consult face to face, to tour the facilities of
the nonprofit, or to exchange expertise or advice. With models like the White House
Conference on Philanthropy, that pattern has already become dated, and as was evident
colluborations have
at the August meeting of the Task Force, the new paradigm has injected a level of energy,
excitement and enthusiasm heretofore unfamiliar in this process.
when These disaess
Of the programs covered in the last chapter, the Center for Community and
have?
Interfaith Partnerships and the Strategic Approaches to Community Safety Initiative are
also examples in whith-nonprofits were specifically invited to the table to aid in the
that
solution of tough problems At HUD, the Center for Community and Interfaith
Partnerships acts as a clearinghouse to offer information to community-building efforts,
and as an advocate, bringing groups to the table, and including them in initiatives,
outreach and educational activities. And at Justice, Operation Reach, which is one of the
programs operating under the Strategic Approaches to Community Safety Initiative,
involves face-to-face meetings with law enforcement, community leaders and offenders
to reduce crime. The Middle District of North Carolina, which includes Winston-Salem
and High Point, has established a particularly promising relationship with community
leaders - a relationship that achieves the goals of providing better services to the
community, allowing input into the criminal justice policy process and fostering
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:04AM P5
4
information sharing. Crime is down in neighborhoods located within the boundaries of
each of the Strategic Approaches sites, as demonstrated by statistics like this one: In High
Point alone, the murder rate has dropped 69 percent.
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:04AM P6
be
Need make up front may
IV.
LEVERAGING RESOURCES
needed. resourch may
nonth # as I 1km
A. Introduction
atle to of tr 65
The Clinton Administration has broken new ground by helping to broker
I
engage
with
partnerships that often involve not just the federal agency, by also business, nonprofit
organizations and foundations. These partnerships may involve funding, but may also
include joint sponsorship of events or projects, the encouragement of volunteer efforts, or
even marketing efforts or strategies
B. Joint Sponsorship of Events or Projects
would topsely to are
Save America's Treasures
One of the centerpieces of the administration's Millennium Initiative is a project
w/
called Save America's Treasures. Administered by the National Park Service, SAT is
devoted to saving our deteriorating national treasures, preserving them as gifts for the
story.
future. Kicking off the program in July of 1998, the President and Mrs. Clinton stood in
front of the Star-Spangled Banner, which was about to be lifted from its site in the
Smithsonian's Museum of American History, and conserved restored - all the while remaining in
plain view for the public to watch. Standing with the first couple that day was Richard
Moe, chairman of the National Trust for Historic Preservation and Ralph Lauren, who
had donated a total of $13 million to the project - representing the nonprofit partner and
the corporate partner on the project to restore the flag. After the ceremony, Mrs. Clinton
boarded a bus for a swing up the east coast where she focused attention on other
deteriorating sites that hold our history and our stories in their walls - sites like Thomas
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:05AM P7
Ander ok -t but set any grants VAJ
2
Alva Edison's Invention Factory, George Washington's Revolutionary War
Edith Whatter's
Headquarters, and Harriet Tubman's home, a stop along the Underground Railroad.
Mereis also a propamy
In order to be recognized as an&fficial Save America's Treasure sites the project
ino reagning $)
must match
and each site's supporters must take the grant money and leverage an equivalent or
he
greater amount of money and resources from the non Federal sector In doing so,
not
special
Nat'
localities not only take responsibility for, and gain ownership of their projects, but federal
all matchy
grants pro-
funds allow them enough money to start and complete their restorations. The National
gram clothing
Trust for Historic Preservation, a nonprofit historic preservation organization, is the
This is
Council's primary private sector partner in Save America's Treasures. Although III has
the pirt key
say
Need
about
organized the
numbers
nine the
mon
Committee been successful in identifying donors for several Save America's Treasures grants, the
what TNST Loes
to Save ani National Trust does not match grants itself. Rather, works to raise public awareness of,
and also
Treas---
800 SAT sits have
and commitment to, our nation's urgent preservation needs. To date, the over-600 SAT
been
and
recomised
projects have received $ 45 m in grants and have raised nearly $
I'll chech
The Children Exposed to Violence Initiative
what be the
When speaking of leveraging resources many does might not assume mean that resources only mean
the
This need torked example
money. But the concept of resources goes beyond budgets;as mis is the case with the
their fted
Children Exposed to Violence Initiative. Since its launch in 1998, CEVI has expanded
be to explain
the mate treatment of
was also DOI
into a full multi-agency, multi-disciplinary effort designed to reduce child mainteatment
now the
across America.
they by
CEVI is designed to coordinate and expand upon the Justice Department's
how mn TT
policies and programs relating for to children exposed to violence, in order to improve the
It seeks
justice system's approach and the communities' responses to child crime victims and
witnesses. CEVI focuses attention on the abuse and violence that affects the lives of too
notelaar
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:05AM P8
3
many children, and challenges federal, state and local law enforcement - in partnership
with families, communities, social service agencies, child protective services, mental and
and me
list
physical health care providers, schools, courts, the private sector, and federal, state and
100g
2 senter?
local government leaders - to improve prevention, intervention, and accountability efforts
aimed to help children exposed to violence. As part of the Initiative, the Department of
Justice, in June of 1999, convened Safe from the Start: The National Summit on Children
Exposed to Violence. This summit brought together experts in law enforcement, child
development, medicine, mental health, domestic violence, education, and the media
Their job, was to: (1) identify model prevention, intervention, and accountability practices;
and (2) develop a Safe from the Start: National Action Plan to address the needs of child
crime victims and witnesses.
Vital Voices
In the foreign policy arena, the Vital Voices program shows that partnerships can
cross international boundaries to make a lasting and positive difference in the lives of
foreign citizens as well as Americans. Launched in 1997 to amplify and support the
voices of emerging women leaders, Vital Voices built on the promise of the United
Nations Fourth World Conference on Women. Thanks to the leadership of the First Lady
and the Secretary of State, Madeleine Albright, women's rights have taken their place as
part of the mainstream of American foreign policy.
In the three years since the launch of Vital Voices, women around the world have
seen their lives changed. Vital Voices has helped them run for elected office, start and
grow small businesses and craft new legislation. Vital Voices has engaged the private
and nonprofit sectors to share their expertise with women by offering political, media and
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:06AM P9
4
leadership training, exchanges, internships, consulting, grants, and public service
announcements. Vital Voices is creating unprecedented partnerships and has unleashed a
growing global movement of people who support women building strong democracies.
In the category of leveraging resources, Vital Voices has refies relied heavily on the
provided by
Havese were
receipt of in-kind training, support and expertise from governmental and non-
governmental experts, as well as leveraged corporate support from a host of national and
international corporate partners. These partnerships have allow Vital Voices to host
technology training sessions, fund Web site development, coordinate research
Could some specifies
symposiums, and engage additional private and public sector partners.
web
or
Vital Voices is working toward creating the premiere live global community for
web
women on the web. In partnership with America Online and a group of other
telecommunications and technology companies, the Web site will help raise awareness bring of
training and business opportunities available to women. It will connect participants of
Vital Voices programs around the world, offer follow-up online training courses and
track the progress and success of women assisted by Vital Voices programs. One of the
connected
main objectives of the Web site is to expand the network of women leaders around the
world from 10,000 to 100,000. Through engaging women around the world, Vital Voices
?
not
pictures the spirit and ideas of this program global network will driving the Web site. into Being sloh
clear
plugged into this network will give the Web site more original, outting international edge, global
which
content than any other women's Web sites
C.
Relationships With "Friends Of" And Other Nonprofit Partners
Because safety is President Clinton and Vice President Gores' highest
transportation priority, the US Coast Guard Auxiliary, the civilian volunteer arm of the
what hear we or w/" Need ?"?
t
place lant
3.3
shers
Nat'l
ie
Part
Returnal Pa, FAPE name
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:06AM P10
5 if the
United States Coast Guard that assists in promoting boating safety awareness, is
positioned to fit into a Gore administration Volunteer Auxiliary members spend
thousands of hours educating the public about possible waterway dangers and threats to
promoting boats sufety and
we
Pthar hast s b
can
say
life. Its 35,000 volunteers perform vessel safety checks on millions of boats, ensure
This
compliance with Federal safety regulations and give direct assistance to Coast Guard
does
rescue missions. A recent study showed that each dollar invested in the auxiliary returns
of The used .V +
category
about four dollars in prevention and response services. In addition to its economic value,
being
the Auxiliary gives the boating community a sense of purpose and pride in "self-
regulating.'
anything recent
or clintonion
Over the course of 61 years of service, Auxiliary members have saved thousands
almost this
of lives. And, since the enactment of the Coast Guard Authorization Act of 1996, their
crample
role in non-traditional missions, such as marine environmental protection, recruiting, and
public affairs, has grown substantially.
DC.
C.
Partnerships
with
Private
Sector
Funders
why for perse
For the last two years, the Department of Education and the Mott Foundation have
Funden
worked together on the President's 21st Century Community Learning Centers Program,
togener
to funding create community-based after-school programs. The Department administers the
program and supplies funds to local communities through a competitive grant process.
The Mott Foundation underwrites training and technical assistance, program evaluation,
and public awareness. Simply by providing technical assistance on how to complete
applications for federal funding, the Foundation has broadened the pool of recipients.
Over the next six years, Mott will provide more than $95 million to provide
technical assistance in every state, track national attitudes on after-school programs
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:07AM P11
6
research
education
through surveys and polling data, and conduct a public relations campaign as part of the
After-school Alliance. In a validation of the initiative's success, the majority of education
legislation passed last year included requirements for local or state level partnership or
collaboration.
thank
E.
Catalyzing Private Sector Action
In 1998, Labor Secretary Alexis Herman created the Youth Opportunity (YO)
Movement to build on $1 billion in Department funds for "out-of-school youth." YO is a
need better
The of the Dept of labor
word
catalyst, not a government program. Labor's rolets to create a ground swell of support
for the employment and social needs of out-of-school youth. Through the YO,
1
this needs
more
-
corporations provide jobs, internships, apprenticeships and mentoring opportunities;
hand to
grasp how
foundations provide funding to local programs for capacity-building, technical assistance,
this works.
to leverage
leadership development and research; and celebrities volunteer time to promote the
movement through public service announcements and public appearances. Labor brings
the issue to the public arena and generates leadership among corporations, foundations
and celebrities.
F.
Conclusion
Howare these a
America's Promise
idea? program?
In April of 1997, President Clinton launched a remarkable catalyst called
America's Promise. All the living Presidents, with Nancy Reagan representing her
husband, gathered in Philadelphia to urge every American to increase the nation's
commitment to its young people - a commitment that has since been captured in "Five
Promises" for youth: caring adults, safe places, healthy start, marketable skills, and
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:07AM P12
7
opportunities to serve. The Five Promises became the guiding force of America's
Think we
have to
Promise, which today continues to engage new organizations and communities by
mentinal
colin
encouraging the use of the pledge as a common framework. Here are some examples of
no?
organizations working with America's Promise: The Corporation for National Service
and its AmeriCorps Promise Fellows program, which provides hundreds of workers for
nonprofit groups that fulfill the Five Promises; USDA, which has committed through its
4-H programs and clubs to start 50 new Communities of Promise and work with existing
ones throughout America; Job Corps, which has at least 50 percent of its more than
17,000 students participate in Community service projects; the Department of Energy,
which adopted 28 schools that then became Schools of Promise. Finally, the Department
of Education will be encouraging grantees im under this program to become involved in
Communities of Promise.
do they have an am promise grants program?
The Welfare to Work Partnership
When President Clinton signed the Personal Responsibility and Work Act of 1996
(more commonly referred to as the Welfare Reform Act), he understood that the
successful transition of hundreds of thousands of Americans from welfare to work would
require a national mobilization of private-sector employers. Eli Segal, who had already
by
led the successful launch of AmeriCorps, responded. The Welfare to Work Partnership
began in 1997 with five founding companies. In the ensuing three years, more than
more business
20,000 have signed on, employing an estimated 1.1 million former assistance recipients.
The Partnership is a coalition of employers, known as Business Partners, who
pledge to hire welfare recipients without displacing existing workers. Through
foundation, corporate and government grants, the Partnership provides information and
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:08AM P13
8
technical assistance to companies nationwide, encouraging them to hire, retain and
promote welfare to work employees.
The WTW Partnership sent a report to the President in August of 2000 outlining
surveys
the progress it has made over the last three years. Information gleaned from polls and
conferences enabled the Partnership to develop its own list of "best practices," which Cor
Business Partners and service providers could consider when developing or improving
their welfare to work programs. Perhaps More importantly Mough, the Partnership has
translated its findings into specific policy proposals that the Congress, this administration
and President Clinton's successor will be able to consider in the future.
The Responsible Fatherhood Initiative
President Clinton has already unveiled a major new initiative the crucial next
2
step in welfare reform to promote work, child support and responsible fatherhood. The
Responsible Fatherhood Initiative would-1) collect child support from parents who can
afford to pay; 2) ensure that more child support goes directly to families; and 3) provides
Support employ
funds to help more "deadbroke" fathers who owe child support go to work.
Along with AmeriCorps, the Welfare to Work Partnership and the Responsible
Fatherhood Initiative is one of the seminal partnership programs of the Clinton
Presidency. These are programs that others will build on for years to come, ensuring that
generations later out, Americans will cherish the ethic of service and be rewarded for hard
work.
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:08AM P14
1
V.
SHARING INFORMATION
A.
Introduction
Nonprofit organizations say that, when working with the government, access to
information is a priority - from data that is available on the nonprofit sector itself, to
?
information on best practices and pertinent links. At the same time, many federal
agencies report that they are dependent on nonprofit networks to disseminate information
to specific constituency groups.
move
B.
Innovative uses of the Internet
EDSITEment
Transitable
deady
EDSITEment - "The Best of the Humanities on the Internet" - is a portal site on
the Internet created by the National Endowment for the Humanities in partnership with
educational organizations, city school systems, and the MCI-Worldcom Foundation.
EDSITEment links teachers and students to humanities-based Web sites that meet
rigorous standards of excellence and educational utility. Customized learning guides
demonstrate how to use the site as an instructional tool. Primarily designed for teachers, it
can also be used by students, parents, and the public.
In addition to using the Internet's full potential to share information, the
EDSITEment project has also leveraged significant private resources, including $1
Encouraged
million from the MCI WorldCom Foundation. Satisfied by the success of EDSITEment,
the MCI Worldcom Foundation has used it as a model for creating six additional portal
sites in other areas of the curriculum, enlisting several major nonprofit groups in the
process: geography (The National Geographic Society), sciences (American Association
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:09AM P15
2
for the Advancement of Science), economics (EconomicsEducation), mathematics
(National Council of Teachers of Mathematics), and the arts (the Kennedy Center).
EDSITEment's online lessons, which are adaptable for students of different skill
levels, are designed to help teachers integrate Internet humanities resources into their
curricula. EDSITEment offers instructors, students and anyone else who is interested
access to sources once beyond their reach. EDSITEment offers a glimpse into the future
of education, a wonderful time when any primary source will be no farther away than the
click of a mouse.
Vital Voices
Vital Voices, as discussed in the previous chapter, is an example of a
repetitive whey wanthur to collaborative 7 to
effort between a federal office and a private nonprofit using the Internet to
provide better services. In partnership with America Online and a group of other
telecommunications and technology companies, Vital Voices is working to create the
premiere live global community for women on the Web. The potential of the site is
unlimited: helping to raise awareness of training and business opportunities available to
women; connecting participants of Vital Voices programs around the world; offering
follow-up online training courses; and, tracking the progress and success of women
assisted by Vital Voices programs. One of the main objectives of the Web site is to
expand the network of women leaders around the world from 10,000 to 100,000. Being
plugged into this network will give the Web site more original, cutting edge, global
content than any other women's Web site currently in existence.
C. Strategies To Disseminate Information Through Nonprofit Networks
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:09AM P16
3
Partnership for Family Involvement in Education
The Partnership for Family Involvement in Education was created in 1994 by
Education Secretary Richard Riley to promote and foster partnerships and
communication among schools, parent organizations, faith-based groups, community
nonprofits, and employers. Its goal is to spread the message that entire communities
should be involved in education and that all types of groups can make valuable
contributions to help increase family involvement in a child's schooling. To encourage
such support and to bring groups together, the Partnership has convenes meetings,
another
directed research, developed partnership guides, hosted teleconferences, and provided a
list
newsletter and Web site and extended technical assistance to communities and
community groups interested in advocating for education. The goal is to have partners
connect with each other, pool resources and ideas, share their best practices and be
nembts
?
recognized for their efforts.
to
D. Sharing Data/Participating in Data Collection
life
National Spatial Data Infrastructure
The National Spatial Data Infrastructure is designed to bring together all the national
geographic databases on the Web. NSDI is an excellent example of a multiple
needs a
pain wr.
we there
"collect
partnership that includes non-profits working in concert to build an electronic
sume face
infrastructure. The United States Geological Survey provides ongoing staff and funding
support to the data coordination activities of the Federal Geographic Data Committee.
The FGDC is an interagency committee that promotes the coordinated use, sharing, and
dissemination of geospatial data (environmental data, population, and social statistics are
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:10AM P17
4
examples of geospatial data). One of FGDC's primary goals is to develop an easily
accessible 'national' resource of this information - the NSDI.
Recognizing that a variety of constituencies have a stake in building the NSDI, FGDC
has established relationships with industry, local governments, and non-governmental
organizations to create and review the infrastructure. Among their activities, cooperating
what sroups:
groups participate in several FDGC activities including: promotion of FGDC-endorsed
what do do
standards for geospatial data transfer, content, collection, and quality control; standards
Martners hand
development, review and implementation; and participation in the National Geospatial
Data Clearinghouse and the National Geospatial Data Framework. Working with a large
variety of groups not only provides access to an expanded geospatial data community, it
fosters increased collaboration among public and private sector organizations within the
geospatial data community.
F. CONCLUSION
we
Even a small period of time spent surfing the Web will open the most entrenched
few people get
will
this
Whether it's raw data, a portal, or a previously unknown group crying out for
collaboration, the Web provides a wealth of information and potential activities
K it pts
gov't
Luddite's eyes to the potential of this new medium for public-private partnerships.
wrap
unknown even 10 years ago. The use of Web sites by both nonprofits and government
agencies during recent disasters - both natural and man-made - are illustrative: The
nonprofit American Council for Voluntary International Action maintains a
comprehensive Web site at www.interaction.org where those wishing to contribute to
refugee relief or other humanitarian causes around the world can find a list of nonprofits
accepting donations. A similar site maintained by FEMA, the Federal Emergency
FROM : Beach House
PHONE NO. : 3019510340
Oct. 17 2000 10:10AM P18
5
Management Agency (www.fema.gov), offers the latest information for victims of
natural disasters. Life for groups such as these pre-Web is hard to imagine.
le
need talk about the
nonpropt.gov proft. for
site
waterway dangers and threats to life. Its 35,000 volunteers perform vessel safety checks
on millions of boats, ensure compliance with Federal safety regulations and give
direct assistance to Coast Guard rescue missions. A recent study showed that
each dollar invested in the auxiliary returns about four dollars in prevention and
response services. In addition to its economic value, the Auxiliary gives the
boating community a sense of purpose and pride in "self-regulating."
Over the course of 61 years of service, Auxiliary members have saved thousands
of lives. And, since the enactment of the Coast Guard Authorization Act of 1996, their
role in non-traditional missions, such as marine environmental protection, recruiting, and
public affairs, has grown substantially.
D. Partnerships with Private Sector Funders
The President's 21st Century Community Learning Centers Program
Ceman Speak about
For the last two years, the Department of Education and the Mott Foundation have
worked together on the President's 21st Century Community Learning Centers Program,
funding community-based after-school programs. The Department administers the
program and supplies funds to local communities through a competitive grant
process. The Mott Foundation underwrites training and technical assistance,
program evaluation, and public awareness. Simply by providing technical
assistance on how to complete applications for federal funding, the Foundation
has broadened the pool of recipients.
Over the next six years, Mott will provide more than $95 million to provide
technical assistance in every state, track national attitudes on after-school programs
through surveys and polling data, and conduct a public relations campaign as
part of the After-school Alliance. In a validation of the initiative's success, the
majority of education legislation passed last year included requirements for local
or state level partnership or collaboration.
E. Catalyzing Private Sector Action
Youth Opportunity Movement
In 1998, Labor Secretary Alexis Herman created the Youth Opportunity (YO)
Movement to build on $1 billion in Department funds for "out-of-school youth."
YO is a catalyst, not a government program. Labor's role is to create a ground
swell of support for the employment and social needs of out-of-school youth.
emplain
Through the YO, corporations provide jobs, internships, apprenticeships and
mentoring opportunities; foundations provide funding to local programs for
capacity-building, technical assistance, leadership development and research;
and celebrities volunteer time to promote the movement through public service
announcements and public appearances. Labor brings the issue to the public
arena and generates leadership among corporations, foundations and
celebrities.
F. Conclusion
America's Promise
In April of 1997, President Clinton launched a remarkable catalyst called
memoux
America's Promise. All the living Presidents, with Nancy Reagan representing her
husband, gathered in Philadelphia to urge every American to increase the nation's
commitment to its young people - a commitment that has since been captured in "Five
Promises" for youth: caring adults, safe places, healthy start, marketable skills, and
opportunities to serve. The Five Promises became the guiding force of America's
Promise, which today continues to engage new organizations and communities by
encouraging the use of the pledge as a common framework. Here are some examples of
organizations working with America's Promise: The Corporation for National Service
and its AmeriCorps Promise Fellows program, which provides hundreds of workers for
nonprofit groups that fulfill the Five Promises; USDA, which has committed through its
4-H programs and clubs to start 50 new Communities of Promise and work with existing
ones throughout America; Job Corps, which has at least 50 percent of its more than
17,000 students participate in Community service projects; the Department of Energy,
which adopted 28 schools that then became Schools of Promise. Finally, the Department
of Education will be encouraging grantees under this program to become involved in
Communities of Promise.
The Welfare to Work Partnership
When President Clinton signed the Personal Responsibility and Work Act of 1996
PK
(more commonly referred to as the Welfare Reform Act), he understood that the
successful transition of hundreds of thousands of Americans from welfare to work would
require a national mobilization of private-sector employers. Eli Segal, who had already
led the successful launch of AmeriCorps, responded. The Welfare to Work Partnership
began in 1997 with five founding companies. In the ensuing three years, more than
20,000 have signed on, employing an estimated 1.1 million former assistance recipients.
The Partnership is a coalition of employers, known as Business Partners, who
pledge to hire welfare recipients without displacing existing workers. Through
foundation, corporate and government grants, the Partnership provides information and
technical assistance to companies nationwide, encouraging them to hire, retain and
promote welfare to work employees.
The WTW Partnership sent a report to the President in August of 2000 outlining
the progress it has made over the last three years. Information gleaned from polls and
conferences enabled the Partnership to develop its own list of "best practices," which
Business Partners and service providers could consider when developing or improving
their welfare to work programs. Perhaps more importantly, though, the Partnership has
translated its findings into specific policy proposals that the Congress, this administration
and President Clinton's successor will be able to consider in the future.
The Responsible Fatherhood Initiative
President Clinton has already unveiled a major new initiative - the crucial next
bore
step in welfare reform - to promote work, child support and responsible fatherhood. The
Responsible Fatherhood Initiative would 1) collect child support from parents who can
afford to pay; 2) ensure that more child support goes directly to families; and 3) provide
funds to help more "deadbroke" fathers who owe child support go to work.
Along with AmeriCorps, the Welfare to Work Partnership and the Responsible
Fatherhood Initiative is one of the seminal partnership programs of the Clinton
Presidency. These are programs that others will build on for years to come, ensuring that
generations out, Americans will cherish the ethic of service and be rewarded for hard
work.
V.
SHARING INFORMATION
A.
Introduction
Nonprofit organizations say that, when working with the government, access to
information is a priority - from data that is available on the nonprofit sector itself, to
information on best practices and pertinent links. At the same time, many federal
agencies report that they are dependent on nonprofit networks to disseminate information
to specific constituency groups.
B. Innovative Uses of the Internet
EDSITEment
EDSITEment - "The Best of the Humanities on the Internet" - is a portal site
on the Internet created by the National Endowment for the Humanities in
partnership with educational organizations, city school systems, and the MCI-
Worldcom Foundation. EDSITEment links teachers and students to humanities-
based Web sites that meet rigorous standards of excellence and educational
utility. Customized learning guides demonstrate how to use the site as an
instructional tool. Primarily designed for teachers, it can also be used by
students, parents, and the public.
In addition to using the Internet's full potential to share information, the
EDSITEment project has also leveraged significant private resources, including $1
million from the MCI WorldCom Foundation. Satisfied by the success of
EDSITEment, the MCI Worldcom Foundation has used it as a model for creating
six additional portal sites in other areas of the curriculum, enlisting several major
nonprofit groups in the process: geography (The National Geographic Society),
sciences (American Association for the Advancement of Science), economics
(EconomicsEducation), mathematics (National Council of Teachers of Mathematics), and
the arts (the Kennedy Center).
EDSITEment's online lessons, which are adaptable for students of different skill
levels, are designed to help teachers integrate Internet humanities resources into their
curricula. EDSITEment offers instructors, students and anyone else who is interested
access to sources once beyond their reach. EDSITEment offers a glimpse into the future
of education, a wonderful time when any primary source will be no farther away than the
click of a mouse.
Vital Voices
Vital Voices, as discussed in the previous chapter, is an example of a
collaborative effort between a federal office and a private nonprofit using the
Internet to to provide better services. In partnership with America Online and a
group of other telecommunications and technology companies, Vital Voices is working to
create the premiere live global community for women on the Web. The potential of the
site is unlimited: helping to raise awareness of training and business opportunities
available to women; connecting participants of Vital Voices programs around the world;
offering follow-up online training courses; and, tracking the progress and success of
women assisted by Vital Voices programs. One of the main objectives of the Web site is
to expand the network of women leaders around the world from 10,000 to 100,000.
Being plugged into this network will give the Web site more original, cutting edge, global
content than any other women's Web site currently in existence.
C. Strategies To Disseminate Information Through Nonprofit Networks
Partnership for Family Involvement in Education
The Partnership for Family Involvement in Education was created in 1994 by
Education Secretary Richard Riley to promote and foster partnerships and
communication among schools, parent organizations, faith-based groups,
community nonprofits, and employers. Its goal is to spread the message that
entire communities should be involved in education and that all types of groups
can make valuable contributions to help increase family involvement in a child's
schooling. To encourage such support and to bring groups together, the
Partnership has convened meetings, directed research, developed partnership
guides, hosted teleconferences, provided a newsletter and Web site and
extended technical assistance to communities and community groups interested
in advocating for education. The goal is to have partners connect with each
other, pool resources and ideas, share their best practices and be recognized for
their efforts.
Sharing Data/Participating in Data Collection
National Spatial Data Infrastructure
The National Spatial Data Infrastructure is designed to bring together all the national
geographic databases on the Web. NSDI is an excellent example of a multiple
partnership that includes non-profits working in concert to build an electronic
infrastructure. The United States Geological Survey provides ongoing staff and funding
support to the data coordination activities of the Federal Geographic Data Committee.
The FGDC is an interagency committee that promotes the coordinated use, sharing, and
dissemination of geospatial data (environmental data, population, and social statistics are
examples of geospatial data). One of FGDC's primary goals is to develop an easily
accessible 'national' resource of this information - the NSDI.
Recognizing that a variety of constituencies have a stake in building the NSDI, FGDC
has established relationships with industry, local governments, and non-governmental
organizations to create and review the infrastructure. Among their activities, cooperating
groups participate in several FDGC activities including: promotion of FGDC-endorsed
standards for geospatial data transfer, content, collection, and quality control; standards
development, review and implementation; and participation in the National Geospatial
Data Clearinghouse and the National Geospatial Data Framework. Working with a large
variety of groups not only provides access to an expanded geospatial data community, it
fosters increased collaboration among public and private sector organizations within the
geospatial data community.
F. CONCLUSION
Even a small period of time spent surfing the Web will open the most
entrenched Luddite's eyes to the potential of this new medium for public-private
partnerships. Whether it's raw data, a portal, or a previously unknown group
crying out for colllaboration, the Web provides a wealth of information and
potential activities unknown even 10 years ago. The use of Web sites by both
nonprofits and government agencies during recent disasters - both natural and
man-made - are illustrative: The nonprofit American Council for Voluntary
International Action maintains a comprehensive Web site at www.interaction.org
where those wishing to contribute to refugee relief or other humanitarian causes
around the world can find a list of nonprofits accepting donations. A similar site
maintained by FEMA, the Federal Emergency Management Agency
(www.fema.gov), offers the latest information for victims of natural disasters. Life
for groups such as these pre-Web is hard to imagine.
VI. Improving the Effectiveness of Nonprofit Organizations
Improving the effectiveness of nonprofit organizations. Although the federal government does a
great deal to assist for-profit businesses through the SBA and Commerce and other agencies,
there is very limited assistance available to help nonprofit organizations become more effective.
Transih
Technical assistance or training to improve nonprofit capacity
The Service Corps of Retired Executives (SCORE) is a nonprofit that provides free business
counseling services to business entrepreneurs. Staffed by retired executives who provide one on
one counseling and training workshops, the program is an invaluable resource to the
entrepreneurial community for two major reasons: many SCORE offices are in rural areas where
business counseling is not otherwise available and, many of the entrepreneurs do not yet have the
budget to pay for private business counselors. On an extremely limited budget, SCORE adds to
the success of entrepreneurs through training, evaluation and assessment of businesses and ideas
and thus is an invaluable partner to SBA's. While SCORE is business oriented it could easily
serve as model for providing technical assistance or training to nonprofits and thereby improve
their capacity.
Doem
Signed into law in 1988, the Malcolm Baldrige National Quality Award was established as
America's highest honor for excellence in organizational performance. Managed by the
Department of Commerce's National Institute of Standards and Technology, it has proven to be a
remarkably successful government and private sector collaboration. Each year, more than 400
experts from industry, government, education and health care volunteer hundreds of hours
reviewing applications, conducting site visits, and providing award applicants with written
feedback. In addition, board members have given thousands of presentations on performance
excellence.
Organizations across sectors are supporting the Baldrige program by urging widespread adoption
of its performance excellence principles. For example, the National Alliance of Business and the
American Productivity and Quality Center have formed the Baldrige in Education Initiative, a
partnership of 26 business and education organizations dedicated to reforming the education
system based on quality principles. Today, the Baldrige program, the Baldrige criteria for
performance excellence, and the Baldrige award recipients are imitated and admired worldwide.
move
The Conservation Leadership Network is a strategic alliance of governmental and non-
governmental organizations dedicated to building the capacity of professionals committed to
up
natural resource conservation. The goal of the Network, the result of a long-term partnership
between the U.S. Fish and Wildlife Service and the Conservation Fund, is to expand the
knowledge and skills of conservation professionals; enhance relationships among the nonprofit,
corporate and governmental segments of the conservation community; and to broaden the
American conservation movement's base. Through the National Conservation Training Center,
located in Sheperdstown, WV, the Network offers educational and relationship-building
opportunities for governmental and non-governmental professionals with the desired outcome of
creating conservation professionals who: possess core skills relating to organizational
management and leadership; are aware of new conservation theories, approaches and
technological applications; can apply theory and practice to current conservation issues; and can
work across disciplinary and sector boundaries to build consensus among stakeholders. Through
1
these outcomes, the Conservation Leadership Network is working to increase the capacity of
nonprofits through training and outreach.
Providing assistance to improve compliance with government rules
The EPA's Memorandum of Understanding with the American Hospital Association (AHA)
demonstrates how outreach to nonprofits can lead to cooperation on resolution of public/private
problems, and how enlightened-self-interest can lead a variety of sectors to work together to
safeguard the public's health.
Hospitals are America's fourth largest producers of mercury waste and produce about 1 percent
of the nation's solid waste stream. The 1998 MOU assists AHA's member hospitals, including
nonprofits, to go beyond compliance in improving waste management by calling for the
elimination of mercury use in the industry where possible, and a 50 percent reduction in waste
volume by the year 2010. To help the AHA implement the memorandum, an Environmental
Leadership Council was established to assist and advise in implementation. This Council
includes stakeholders in the healthcare industry and a coalition of more than 100 grassroots
nonprofits.
Vital to the implementation component of the agreement has been creation of a comprehensive
"how to" model that provides hospitals with technical information on how to accomplish the
reductions envisioned in the MOU.
Using government contract authority
The South Florida Goodwill is a prime example of using government contracts as a means to
increase its capacity and further assist its clients. Goodwill is leading the charge to help
unemployed or underemployed members embark on new careers. In 1999, they placed 1,518
individuals in competitive jobs. Of these, 515 were welfare recipients and 1,003 were people
with disabilities. While Goodwill interacts with the federal government in several ways, one way
in which they directly benefit from government intervention is in the use of the government's
contract authority. Currently, the South Florida Goodwill engages in several business
partnerships with the federal government providing both services (i.e. janitorial) and goods (i.e.
uniforms) to the Department of Defense. From these experiences, Goodwill has been able to
leverage additional contract opportunities with the private sector (i.e. assembling the advertising
section of the Herald). Through its work with the federal government, Goodwill has been able to
prove that they have a qualified, trained and work-ready workforce. In turn, Goodwill graduates
emerge as skilled, reliable workers who continue to receive support and guidance even after
entering the workforce with follow-up services for both employee and employer.
Helping nonprofits work together more effectively
In 1993, FEMA collaborated with several nonprofit disaster organizations to develop a National
Donations Management Strategy to introduce a level of coordination and control over the large
flow of goods and services donated in response to disasters. The National Donations
Management Strategy stresses that the full capacity of voluntary agencies should be used to
manage donations, that financial contributions to voluntary agencies are the preferred donation,
that management of donations requires a united, cooperative partnership between government
2
and the voluntary sector, and that information management is essential. In the year 2000, a
typical disaster operation would consist of a State Donations Coordinator working with a
Donations Coordination Team, a Multi-Agency Warehouse and a Donations Coordination Center
equipped with a public Information Hotline. Implementation of such strategies have led to better
service to the general public, better service to the disaster-affected community, and an expanded
level of capacity within voluntary agencies to manage disaster donations.
3
1
II.
Reaching Out to a Broader Spectrum of Nonprofits
A. Introduction
Some nonprofit groups, including community and faith-based organizations, small
grassroots organischer groups, and associations that serve underrepresented communities, are, in
nonprofits
state
general, harder to reach than national groups like the American Red Cross or community-
organization
wide groups like the Colorado Children's Immunization Coalition (CCIC), a successful
partnership that was discussed in the last chapter. While some nonprofits, particularly
larger, well-established organizations that receive significant funding from the federal
government, have traditionally worked closely with federal agencies, others, because of
their lack of connection, limited resources, size, and other barriers, do not. Nonetheless,
these organizations are important partners to federal agencies and advocates for their less
well-connected constituencies. For this reason, the Clinton administration has made it a
priority to reach out to a broader spectrum of nonprofits through a variety of mechanisms, include
to
as well as working with coalitions that have a deep reach into their communities. Some
strategies may involve streamlining or simplifying the grant-making process to make it
pand or
easier or at least more attractive for these groups to gain access to funding. Other
into
seeking
were
strategies may include creating an office or designating an individual to serve as a
1
HUD's Super Notice of Funding Availability (SuperNOFA) is a grant application
to desires maybe may
process designed to streamline the competitive grant process for federal funds while
helping communities make better and more effective uses of HUD's resources.
Established in 1998, the SuperNOFA provides a uniform application process for all HUD
in text
to be
grants, explains awards and their criteria in plain language and allows communities to
view HUD programs as a menu of options. As part of the SuperNOFA process, HUD has
also expanded how it communicates with potential applicants about the grants and the
application process by providing on-line application training on the HUD Web site 24
hours a day. SuperNOFA has not only simplified the grant process, it has increased
access to federal funds.
Jj
the Super NOFA
2
nonprofit liaison, providing technical assistance, or setting aside resources for under-
served groups.
B.
Working with faith-based organizations
Many believe - or assume - that federal agencies have, or should have, only a
limited relationship with faith-based organizations. To the contrary, the Clinton
Administration has sought close working relationships with religious organizations in a
variety of ways. For example, today, there are more than
AmeriCorps members are
check
serving with faith-based organizations, and ????.
The Center for Community and Interfaith Partnerships
One visible and successful example of a federal agency reaching out to faith-
Lorgan atums is
based (The Center for Community and Interfaith Partnerships, established in 1997 by
HUD Secretary Andrew Cuomo, is the first office in a federal agency specifically created
to address the needs of community- and faith-based organizations that participate or are
interested in federal grant programs. The Center fulfills its mission in several ways: First,
it acts as a clearinghouse providing information about HUD programs available to fund
community-building efforts, publicizing best practices in implementing HUD programs,
and performing education and outreach targeted at nonprofits that either have never
received grant assistance or are interested in expanding their activities. Second, the
Center acts as a troubleshooter, assisting nonprofit groups in navigating the HUD system,
resolving problems, and responding to community and faith-based group inquiries and
concerns. Third, the Center serves as an advocate within the department for community
and faith-based groups - ensuring that their interests are considered when HUD policies
and programs are being developed. Furthermore, the Center is designed to ensure that
3
community and faith-based groups are included in initiatives, outreach and educational
activities conducted by HUD and its specific program areas.
Although the Center is not a source of funding for nonprofits, its approach is so
successful that the FY 2001 budget includes a "Community and Interfaith Partnerships
Initiative" amounting to $20 million in competitive grants and targeted technical
assistance. The purpose of the initiative is to increase the role of faith-based and
community-based organizations in supplying and maintaining affordable housing,
creating economic opportunity, providing assistance for families to become self-
sufficient, and participating in the wide range of HUD programs in high poverty areas.
The Strategic Approaches to Community Safety Initiative
Another successful partnership that taps into faith-based and community-based
put in based
groups is called the Strategic Approaches to Community Safety Initiative. Partners
faith. into?
include United States Attorneys, local law enforcement, and community- and faith-based
?
organizations whose goal is to reduce targeted crime. The Middle District of North
Carolina, which includes Winston-Salem and High Point, N.C., has established a
particularly promising relationship with community leaders that achieves the goals of
providing better services to the community, allowing input into the criminal justice policy
process and fostering information sharing. As a result, crime is down in the targeted
neighborhoods. In High Point, N.C., homicides fell 69 percent from 1997-1999, and
assaults with firearms dropped 43 percent. Over the same period, citizen complaints fell
by 45 percent. One corrections official had this reaction: "Youth and their families don't
often see police officers, probation officers, clergy and community workers standing
together at their door, so it tells them right away that something different is going on."
4
C.
Outreach to Small Grassroots Organizations
Grassroots groups, like faith-based organizations, have not always found it easy to
gain access to federal resources and information. However, these smaller, community-
can help ensure reach services those
based organizations often enjoy the trust of low-income populations and are able to
who need
the
for this reason, federal agreement depisy
themmas,
represent their interests)to policy makers. Intermediary organizations can play a useful
a
and provideng technical assistance targeted tolocal
variety
role in bridging the gap between grassroots groups and federal agencies.
stategies
organizations
/
The National Community Development Initiative
worky grames with 5 cluby
The National Community Development Initiative (NCDI), for example, provides
financial and technical support to nonprofit community development corporations
engaged in locally driven efforts to improve distressed inner city neighborhoods. NCDI
combines resources from 15 major national corporations and foundations, HUD, and
local public and private organizations to offer grants and low-interest loans for local
with these resorve
development. In turn, community-based nonprofit groups build houses, develop health
and day care centers and other neighborhood facilities, create jobs and business
opportunities, and help residents gain an economic stake and voice in their communities.
Core funders of the initiative are providing a total of $103 million - an amount
that, when coupled with financial resources committed by over 250 local partners,
including state and local governments, local foundations, banks and corporations, is
expected to generate more than $2 billion for community revitalization. This initiative
a
demonstrates how the largest A federal agency can reach out and affect the quality of life in
the smallest neighborhood by establishing relationships with local community-and faith-
based organizations.
5
Technical Assistance Grants
targeted help
Another approach taken by federal agencies is to provide technical assistance to
targeted community groups The EPA's Technical Assistance Grants (TAG) program is
equally effective at reaching the community because h gives nonprofit groups,
organizations and coalitions the power to determine the future of their own
neighborhoods, Cleanup of hazardous waste sites is a complicated process in which few
local people can participate without technical assistance. To assure that local residents
can participate in the cleanup process, EPA makes TAGs available to local, qualified
nonprofits. Most TAG funds are used to hire independent technical advisors to help
communities interpret, understand and comment on site-related decisions. The types of
support an advisor can provide include helping groups review site
assessment/investigation data, participating in public meetings to clarify information
about conditions, and visiting site locations during cleanup to observe and provide
technical updates to the community. In this way
D.
Outreach to underrepresented communities
Women Business Centers
In a similar vein, nonprofit organizations can be strong partners when it comes to
reaching women and communities of color. For example, Women Business Centers
(WBC) are nonprofit organizations funded by the Small Business Administration that
provide extensive training to small business owners while helping the agency achieve its
mission of promoting entrepreneurship, and reaching out to historically underrepresented
segments of the business community. Each center provides women assistance and/or
training in finance, management, marketing, procurement and the Internet, while
6
addressing specialized topics such as home-based businesses, corporate executive
downsizing and welfare-to-work. WBCs work extensively with chambers of commerce,
civic organizations, and economic development groups to offer services in all
communities, including rural and economically depressed areas. All provide individual
business counseling and access to the SBA's programs and services.
ACCION Texas
Similarly, ACCION Texas is a nonprofit development program serving
sometimes
economically depressed communities by offering small loans - or "microcredit." In May
2000, the Economic Development Administration awarded a $500,000 grant to ACCION
Texas to purchase and rehabilitate a building that will house the statewide headquarters
of ACCION, a storefront microcredit lending office and a regional center for economic
development. In its new location, this facility will deliver small loans and ongoing
technical assistance to entrepreneurs in the heart of impoverished communities.
ACCION Texas not only helps microentrepreneurs strengthen their businesses, it helps
them create additional employment and contribute to the economic revitalization of their
communities. Typical ACCION borrowers include small family-owned storefronts and
home-based businesses. Sixty percent of ACCION Texas borrowers are women.
D.
Conclusion
AmeriCorps
move
When faced with challenges such as illiteracy, poverty, crime, and environmental
problems, our nation has always relied on the dedication and action of its citizens. The
partnerships described above are taking organizational, financial and technological
7
assistance offered by federal agencies into our poorest communities. But there is perhaps
no organization that embodies the Clinton Administration's intent to put service at the top
of the national agenda more than the Corporation for National Service, which works with
governor-appointed state commissions, nonprofits, faith-based groups, schools, and other
civic organizations to provide opportunities for Americans of all ages to serve their
communities and their country.
It is fitting that the first great public-private partnership of the Clinton
Administration was the Corporation for National Service, formed after a bipartisan
coalition of Administration officials and Members of Congress drafted the National and
Community Service Trust Act which the President signed into law on September
21,1993. This legislation created the Corporation for National Service², which was
charged with administering three public service initiatives: AmeriCorps, Learn and Serve
America, and the Senior Corps.
AmeriCorps is often described as the domestic branch of the Peace Corps,
offering the opportunity for Americans to participate in community service in exchange
for education awards. In 1999, 69,000 service members worked in hundreds of
2
The CNS is the vehicle through which federal funding and other resources are made available
to local service organizations. Community-based non-profits, state and local governments,
Indian tribes and institutions of higher education establish partnerships with CNS through state
commissions. These state commissions receive oversight and funding through CNS to work
with AmeriCorps and its community-based partners to develop the local initiatives.
8
AmeriCorps partner organizations. The President has asked Congress for funding in the
FY 2001 budget to put 100,000 AmeriCorps members into service annually.
AmeriCorps has developed relationships with a wide variety of service
organizations, ranging from nonprofits, to local and state government entities, Indian
tribes, institutions of higher education, faith-based groups as well as local school and
police districts. These partnerships have led to the establishment of initiatives to tutor
children, rehabilitate public schools, build homes, provide emergency assistance to
disaster victims, and address other quality of life issues for low-income families.
In addition to developing programs, AmeriCorps service members work to secure the
future of their projects by training volunteers within the community to take over once
they leave. AmeriCorps also offers grant money and technical assistance to service
organizations to improve or expand their operations.
AmeriCorps has successfully partnered with businesses that provide corporate
matching grants to fund local service projects. In addition, companies with specific areas
of expertise provide AmeriCorps members with the training and other resources they
need to develop better service projects, including providing health care and meals for
homeless families, housing for low-income residents, mentoring for at-risk students and
technological improvements for schools.
AmeriCorps embodies the best of our nation's long history of service, coupled
with a 21st century partnership model that reaches out into our neediest neighborhoods,
boosting the effectiveness of small and hard-to-reach community and faith-based
organizations with funding and the power of tens of thousands of talented and
9
enthusiastic workers. AmeriCorps stands as the ultimate realization of the vision that the
President and the First Lady brought to the White House in 1993.
we
III.
INVOLVING NONPROFITS IN THE POLICY-MAKING PROCESS
A.
Introduction
Representatives of nonprofit organizations express strong support for the chance
not only to receive funding and other support, but also to have agencies seek their
participation in the development of policies. They believe they can become more
effective partners - and more effective in carrying out their own missions - if they are
included in conversations and planning meetings at an earlier stage. Of course, there are
legal and fairness issues that must be considered, but even informal opportunities for
interaction would be a welcome step in the right direction.
B. Innovative Approaches to Rulemaking and Policy Development
White House Conferences
Doesn't
Since 1993, the Clintons have hosted more than a dozen [?] White House
Conferences, a unique showcase for issues, vehicle for dissemination of information, and
the
only
example
opportunity for dialogue and input. Generally held in the majestic East Room, the largest
room in the house, with its capacity to seat more than 200 guests, the Clinton conferences
have also embraced the vast potential of the cybercast, a technique that was first used in
the White House in February of 1998 to broadcast the inaugural Millennium Evening at
the White House over the World Wide Web. Mrs. Clinton has held true to her
commitment not only to use the White House as a showcase for American achievement --
from cooking to sculpture, music to scientific discovery - but to welcome as many people
into the People's House as possible. And thanks to cyberspace, tens of thousands of
Americans - many of them college students who would never have had the opportunity
otherwise - saw and heard Professor Bailyn at the White House that night.
Several years ago, as the President and First Lady began discussing how
to mark the dawning of the new millennium, they settled on this theme: "Honor
the Past - Imagine the Future." Hoping to engage every American in activities
designed to honor and preserve their country's vast achievements in science, art
and letters as well as its long-cherished values, they charged the White House
Millennium Council with the job of organizing events and projects that would
engage every citizen in more than toasts and fireworks on December 31.
Among the values that the President and the First Lady were determined
to highlight, was a long and proud tradition of philanthropy. Using the most high-
profile of vehicles, in October of 1999 they convened the first-ever White House
Conference on Philanthropy: Gifts to the Future.
As with other White House conferences, the organizers of the
Philanthropy Conference - all members of the First Lady's staff - developed the
program, invitation list and policy announcements after extensive consultation
with nonprofits, corporations, researchers and individuals invited to participate in
a series of discussion sessions over several months. The nonprofits that were
consulted represented a cross-section of national and local foundations, religious
groups and advocacy groups serving a wide variety of constituencies, and
concerned with a large number of issues. Many of these representatives
reported that they had never before been contacted prior to such a meeting.
This planning and partnership model is fully replicable, and has been used since
to plan other White House Conferences.
C.
Conclusion
Too often in the past, government planners and nonprofit leaders have
operated without the benefit of knowing each other's purposes and resources.
Under the "old" model, the nonprofit group was only interested in the funds
available from the government agency. The nonprofit filled out a form - or more
likely many forms - and waited for an answer. If the group won funding, there
were more forms. At no time was it necessary for the federal agency to consult
face to face, to tour the facilities of the nonprofit, or to exchange expertise or
advice. With new models like the White House Conference on Philanthropy, that
pattern has already become dated, and, as was evident at the August meeting of
the Task Force, new collaborations have injected a level of energy, excitement
and enthusiasm heretofore unknown in this process.
IV.
LEVERAGING RESOURCES
A. Introduction
for maximum effecturess,
The Clinton Administration has broken new ground by helping to broker
partnerships that often involve not just the federal agency, but also business, nonprofit apecires
may real L
state t bcal government
organizations and or foundations. These partnerships may involve funding, but may also
include joint sponsorship of events or projects, the encouragement of volunteer efforts, or
even marketing.
B. Joint Sponsorship of Events or Projects
Save America's Treasures
One of the centerpieces of the administration's Millennium Initiative is a
project called Save America's Treasures. Administered by the National Park
Service, SAT is devoted to saving our deteriorating national treasures,
preserving them as gifts for the future. Kicking off the program in July of 1998,
the President and Mrs. Clinton stood in front of the Star-Spangled Banner, which
was about to be lifted from its site in the Smithsonian's Museum of American
History, and restored - all the while remaining in plain view for the public to
watch. Standing with the first couple that day was Richard Moe, chairman of the
National Trust for Historic Preservation and Ralph Lauren, who had donated a
total of $13 million to the project - representing the nonprofit partner and the
corporate partner on the project to restore the flag. After the ceremony, Mrs.
Clinton boarded a bus for a swing up the east coast where she focused
attention on other deteriorating sites that hold our history and our stories in their walls -
sites like Thomas Alva Edison's Invention Factory, George Washington's
Revolutionary War Headquarters, and Harriet Tubman's home, a stop along the
Underground Railroad.
In order to be recognized as an official Save America's Treasure site, the project
and each site's supporters must take the grant money and leverage an equivalent or
greater amount of money and resources from the non-Federal sector. In doing so,
localities not only take responsibility for, and gain ownership of their projects, but federal
funds allow them enough money to start and complete their restorations. The National
Trust for Historic Preservation, a nonprofit historic preservation organization, is the
Council's primary private sector partner in Save America's Treasures. Although it has
been successful in identifying donors for several Save America's Treasures grants, the
National Trust does not match grants itself. Rather, it works to raise public awareness of,
and commitment to, our nation's urgent preservation needs. To date, the over-600 SAT
projects have received $
.
in grants and have raised nearly $
.
.
The Children Exposed to Violence Initiative
When speaking of leveraging resources, many might assume that resources mean
moneyl. But the concept of resources goes beyond budgets as is the case with the Justin Dgti
(CEVI)
Children Exposed to Violence Initiative. Since its launch in 1998, CEVI has expanded
into a full multi-agency, multi-disciplinary effort designed to reduce child maltreatment
across America.
CEVI is designed to coordinate and expand S upon the Justice Department's
policies and programs relating to children exposed to violence in order to improve the
justice system's approach and the communities' responses to child crime victims and
witnesses. CEVI focuses attention on the abuse and violence that affects the lives of too
many children, and challenges federal, state and local law enforcement - in partnership
wheis
with families, communities, social service agencies, child protective services, mental and
physical health care providers, schools, courts, the private sector, and federal, state and
local government leaders - to improve prevention, intervention, and accountability efforts
aimed to help children exposed to violence. As part of the Initiative, the Department of
Justice, in June of 1999, convened Safe from the Start: The National Summit on Children
Exposed to Violence. This summit brought together experts in law enforcement, child
development, medicine, mental health, domestic violence, education, and the media
Their job, to: (1) identify model prevention, intervention, and accountability practices;
and (2) develop a Safe from the Start: National Action Plan to address the needs of child
crime victims and witnesses.
Vital Voices
In the foreign policy arena, the Vital Voices program shows that partnerships can
cross international boundaries to make a lasting and positive difference in the lives of
foreign citizens as well as Americans. Launched in 1997 to amplify and support the
voices of emerging women leaders, Vital Voices built on the promise of the United
Nations Fourth World Conference on Women. Thanks to the leadership of the First Lady
and the Secretary of State, Madeleine Albright, women's rights have taken their place as
part of the mainstream of American foreign policy.
In the three years since the launch of Vital Voices, women around the world have
seen their lives changed. Vital Voices has helped them run for elected office, start and
grow small businesses and craft new legislation. Vital Voices has engaged the private
and nonprofit sectors to share their expertise with women by offering political, media and
leadership training, exchanges, internships, consulting, grants, and public service
announcements. Vital Voices is creating unprecedented partnerships and has unleashed a
growing global movement of people who support women building strong democracies.
In the category of leveraging resources, Vital Voices has relied heavily on the
receipt of in-kind training, support and expertise from governmental and non-
healsh
governmental experts, as well as leveraged corporate support from a host of national and
international corporate partners. These partnerships have allowed Vital Voices to host
G
technology training sessions, fund Web site development, coordinate research
symposiums, and engage additional private and public sector partners.
C. Relationships With "Friends Of" And Other Nonprofit Partners
explain
US Coast Guard Auxiliary
category
Safety is President Clinton and Vice President Gore's highest
Explain
transportation priority -- fitting for the US Coast Guard Auxiliary, the civilian
whether
volunteer arm of the United States Coast Guard that assists in promoting boating
are
safety awareness, and protecting boaters on the water. Volunteer Auxiliary
members spend thousands of hours educating the public about possible
Does edits not have my
Draft 3
(with Shirley and Ellen edits)
I.
PROVIDING BETTER SERVICES
A. Introduction
From immunizing our children to protecting our environment, (those
who serve at the highest leveKof the Clinton administration's federal
agencies know that one way to do a better job of providing services [to to their
constituents is to reach out and forge stronger and more efficient working
relationships with the growing nonprofit sector. Partnerships i.e.,
mutually beneficial relationships } with nonprofit groups can help a federal
agency reach larger numbers of constituents and improve the quality of the
services offered.
[Thanks in part to this administration's enthusiastic endorsement of
such relationships, agencies have taken their joint endeavors with
corporations and nonprofit groups, other agencies, and state and local
governments beyond the traditional grantor-grantee paradigm. No longer
does the government define a program and write a check, handing off the
work and reporting obligations to the nonprofit. Rather, agencies are
capitalizing on opportunities to collaborate with nonprofit groups, devising
and carrying out strategies that help them work toward and achieve common
2
goals. Nonprofits, for example, may be able to identify problems, mobilize
In this way, they can capitable n nonprofits' aparts
fresh thinking and energy, and promote social change at the community
level, or other nigue capa which of such organization
There are many highly publicized activities that include nonprofits
working closely with a federal agency:
Federal grant programs from the National Science Foundation and
the National Institutes of Health assist non-profit research groups
looking for cancer cures.
The Corporation for National Service works in communities across
the nation to provide after-school and tutoring programs.
AmeriCorps members work with organizations such as Habitat for
Humanity and the Red Cross, building homes and providing
disaster relief.
More generally, many government policies affect the activities of
nonprofits - directly or indirectly, and in ways not always well-understood
by the public:
Tax policy, including the deductibility of contributions and the
designation of tax-exempt status, can make a significant difference
in a nonprofit's bottom line;
3
Collection of statistics by the IRS, the Census, the Department of
Labor, and others is also a financial boon;
The Combined Federal Campaign¹ and other employee volunteer
programs directly link federal government workers with the non-
profit sector;
Billions of dollars flow through grants and contracts to nonprofit
organizations;
Government research agencies routinely work with institutions of
higher education and other private sector researchers;
Direct payments flow to hospitals through Medicaid and Medicare.
Despite the fact that there is no comprehensive data tracking the flow
of federal support to nonprofits, we do know that government has become an
important source of funding for these groups. One study estimates that, in
1997, "more than 30 percent of all federal spending in areas of concern to
nonprofits was channeled through nonprofits for delivery of services." That
I The Combined Federal Campaign has served as a model for the development of workplace giving
campaigns in the corporate sector and for state and local government campaigns. For information about the
history of the CFC and volunteering policies and practices, lists of participating organizations, criteria for
participation, campaign trends and general questions and answers about the CFC, you can visit their web
site at www.opm.gov/cfc. The CFC also offers brochures on participating charities; communications kits
for marketing purposes; a 2000 CFC video; sample partnership agreements with non-profit campaign
partners; lists of top-performing campaigns in the country; and a Q&A
2
A 1999 paper issued by the Nonprofit Sector Research Fund.
4
translates to some $554 million in government money flowing to education,
health, social welfare, income assistance, culture and the environment.
While federal government spending on health care, social services,
educational research and foreign assistance has increased, in other areas -
specifically higher education, arts and culture and the environment -
spending is down. The quality and effectiveness of non-profit partnerships
is more important than ever before, and the President was right to initiate
this study. We need more analysis of the effect of government funding, tax
policies and regulation. For, as this sector grows in size and importance,
there will be even greater opportunity to forge partnerships that marry the
mighty power of the federal government with the vast on-the-ground
capabilities of tens of thousands of nonprofit groups, businesses and citizens
- all addressing pressing public problems and all working toward common
solutions.
B. Childhood Immunization
The National Immunization Program
Vaccines are one of the greatest achievements of biomedical science
and public health. Yet, despite remarkable progress, several challenges face
5
the US vaccine-delivery system, which must be capable of implementing
increasingly complex vaccination schedules. An estimated 11,000 children
are born in this country each day - each child requiring 15-19 doses of
vaccine by the age of 18 months in order to be protected against 11 diseases.
In 1993, the Clinton administration launched the National
Immunization Program (NIP) to provide leadership for the planning,
coordination and conduct of immunization programs nationwide. Based at
the Centers for Disease Control and Prevention (CDC), the NIP offers an
excellent example of a federal-nonprofit partnership - or as in this case,
series of partnerships. These were the NIP's goals for the year 2000: at least
90 percent of all 2-year-olds would receive each of the initial and most
critical doses of vaccines, as well as the recommended series; vaccine-
preventable childhood diseases would be eliminated or reduced; and, a
system would be put in place to make sure that these goals would continue
to be met in the future. Once these goals were met, they were replaced with
new 2010 targets aimed at eliminating racial and ethnic health disparities
linked to childhood immunization.
While the NIP had the expertise and a national mandate to improve
immunization rates, those at the helm recognized that grassroots children's
health organizations and nonprofit coalitions would be more efficient at
6
building awareness of the important of childhood immunizations, educating
parents about the benefits and risks associated with immunization,
facilitating access to health care providers, and engaging corporate and
foundation partners and support. One such local group is the Colorado
Children's Immunization Coalition (CCIC), a statewide public/private
partnership itself, dedicated to fully immunizing Colorado children two
years of age and younger. Again, stepping out of the old grantor-grantee
model, NIP has provided initial training and technical assistance to CCIC,
whose member organizations have sponsored dozens of free immunization
clinics. In addition, NIP has worked with the Colorado Department of
Public Health and Environment to develop an immunization registry
throughout Colorado, and launched a statewide public awareness campaign
- called "Five Visits Before Age Two" - working closely with seven
funding partners, including Colorado's four professional sports franchises.
The partners cite two factors contributing to their success: First they
share a clear and common goal, i.e., improving the immunization rates of
children. Second, they are working to achieve both depth and breadth in
their public service advertising activities. NIP has shared the lessons
learned during its partnership with CCIC with other childhood immunization
7
programs across the country, spreading the word and encouraging the
creation of similar projects in other parts of the country.
C. Food Recovery
The Food Recovery and Gleaning Initiative
As is the case with the NIP, the federal government doesn't
manufacture, grow and distribute food to our nation's hungry, but it does
have an important role to play. In November of 1996, President Clinton
signed an Executive Memorandum directing the US Department of
Agriculture to work in partnership with nonprofit anti-hunger groups to
increase the "recovery and gleaning" of excess food for distribution to the
hungry. Following up, Vice President Gore convened the first-ever National
Summit on Food Recovery and Gleaning in September of 1997 - the goal of
which was to generate national attention for the issue, catalyze new public-
private partnerships, and announce new federal projects. In the years since
the summit, significant progress has been made toward creating a structure
that, with the help of nonprofit groups, will continue to distribute food to
hungry Americans.
The leadership of Secretary Dan Glickman, for whom the Food
Recovery and Gleaning Initiative is a top priority, offers a significant
example of the importance of active and engaged support and leadership
8
from the top. Through the Initiative, the Department has helped grassroots
food recovery projects distribute over 10 million pounds of excess food to
nonprofit anti-hunger groups nationwide. In addition, the Department has
issued over 20,000 copies of a Citizens' Guide to Food Recovery and
Gleaning, a how-to manual on starting and expanding nonprofit recovery
efforts; produced a guide for National Restaurant Association members on
how to donate excess food to nonprofit groups safely; and brokered a
partnership between the technology firm, Hewlett Packard, and America's
Second Harvest to create a Web site that links food producers with the
America's Second Harvest food bank network.
Community Food Security Initiative
Based on the success of the Gleaning and Food Recovery Initiative, in
1991 Secretary Glickman launched a broader Community Food Security
Initiative, which works on several fronts to help grassroots nonprofit groups
fight hunger, improve nutrition, strengthen local food systems, and help
families move from poverty to self-sufficiency. Among the Community
Food Security Initiative's commitments are: a partnership with Share Our
Strength (SOS) to expand Operation Frontline, a program that engages
volunteer chefs to teach hands-on nutrition education classes, and a
partnership with World Hunger Year (WHY) to publicize and distribute
9
"Replication Manuals" highlighting effective grassroots hunger and anti-
poverty programs in the United States. In addition, WHY and USDA have
co-sponsored regional technical assistance workshops throughout the
country to connect nonprofit hunger and poverty groups with the resources
and expertise of federal agencies.
D. Chesapeake Bay Cleanup
In the mid-1970s, US Senator Charles Mathias (R-Md), saw the
Chesapeake Bay
he had loved all his life, in distress. In response, he began a fact-finding tour
of marine science institutions around the Bay to try to understand its decline.
His efforts eventually resulted in the formation of the Environmental
Protection Agency's Chesapeake Bay Program - a unique regional
partnership that has been directing and conducting the restoration of the
Chesapeake Bay since the signing in 1983 of the first Chesapeake Bay
Agreement. Program partners include the Environmental Protection
Agency, the states of Maryland, Pennsylvania and Virginia, as well as the
District of Columbia, the Chesapeake Bay Commission (a tri-state
legislative body) and several citizen advisory groups and nonprofits -
primarily the Chesapeake Bay Foundation and the Alliance for the
Chesapeake Bay.
10
The Bay Program continues to operate under subsequent Agreements,
the latest of which was signed in the summer of 2000. Among the partners'
most important activities are nutrient reduction from agricultural lands and
wastewater facilities; toxic chemicals reduction from industry and other
sources; management of fisheries, including crabs and oysters; habit
restoration; and water quality improvement. Also, along the way, partners
have engaged local governments and community watershed groups in the
restoration effort.
The EPA, through its Chesapeake Bay Program Office in Annapolis,
Md., provides leadership on the project, along with administrative,
technical, financial and other information assistance. Other partners are
involved in a range of restoration-related efforts, including educating
citizens on flood control and stream-bank erosion and teaching innovative
monitoring procedures. Training a corps of citizens to provide physical
assistance to farmers in planting riparian buffers and installing fencing to
keep livestock out of critical sites is also an important role. There is success
on several fronts, but an onrushing tide of population growth, landscape
changes and increased vehicle travel within the Bay watershed, means that
much more remains to be done.
E. Conclusion
11
There are scores of other examples of successful partnerships that are
working in every federal agency to provide better services for their
constituents. The Department of Justice's Operation Weed and Seed
encourages local groups to devise strategies to "weed out" violent crime and
drug abuse and "seed" neighborhood improvements. HUD's Continuum of
Care initiative supports local groups working to develop comprehensive,
long-term approaches to moving people who are homeless into permanent
housing and self-sufficiency. HUD is also part of a national consortium of
agencies and private foundations called JOBS PLUS. Established in 1994,
JOBS PLUS works in public housing developments to help residents get and
keep jobs. And, the Department of Justice's 5 Goals 4 Kids is working, with
the assistance of nonprofit partners like the United Way, to enroll at least
500,000 uninsured children in the state-run children's health insurance
programs called SCHIP.
Federal agencies and nonprofit organizations that share goals and
strategies and can coordinate services on a local level exemplify the power
of partnership. In some cases, it's the federal agency that has brought
funding to the partnership; in others, they use their technical expertise and
leadership to catalyze action. Nonprofit organizations bring their own
12
knowledge and networks to the task. There is no one model, but there are
common practices that can be replicated with an eye to stretching resources
further, meeting common goals and solving common problems.
THE WHITE HOUSE
WASHINGTON
Office of the First Lady
Phone: (202) 456-6266
Fax: (202) 456-6244
To: Carol
Phone No.: (301)951-9643
Fax No.: (301) 951-0340
From: Shirley Sagawa
Deputy Assistant to the President and
Deputy Chief of Staff to the First Lady
No. of pages (including cover):
Comments:
Carol- I Acab their to Ellenso
She could work ou 7 my comments
but / thought / should get this L
you So we don 't Lose much
time - It's getting there !
-
-
Draft #3
(with SS and EL edits)
"Americans make great and real sacrifices to the public welfare. They hardly ever fail to
lend faithful support to one another."
--Alexis de Tocqueville
Foreword
In January of 1993, Hillary and I arrived in Washington anxious to
implement a new vision for America - - a vision of our nation standing on the
cusp of the 21st century - strong and confident, prosperous and caring; the
undisputed world leader, ready to compete in the digital age and the global
economy. The vision was clear, but we knew that getting there wouldn't be
easy.
The first and most immediate challenge was the economy. A decade
collapse into 1 #
of trickle-down economics and deficit spending had left far too many
Americans behind. In 1993, the deficit was $290 billion and rising. If we
had continued along the same course, we would have seen the shortfall rise
to $450 billion by the end of the year 2000. Instead we are anticipating a
surplus amounting to at least $230 billion.
What exactly drove the engine of our economy into high gear? What
led to the creation of 22 million new jobs and poverty rates that have
dropped to historic lows? Fiscal discipline enough to cut interest rates and
-
spur growth; to invest in education and skills, science and technology, new
markets for American products and American workers. But growing the
economy was the easy part. If our children and grandchildren were to thrive
in the 21st century, it was up to us to shape a new model for the federal
government.
The history of our nation has been marked by this ongoing debate:
Should government meet all of society's needs? Is it the proper role of
government to fashion a program for every problem? Or should federal
agencies take a hands-off approach, leaving the private sector to help those
in need? Unfortunately, this is a false choice that succeeds only in dividing
America as we see all to clearly every four years.
But there is a third way - a smaller government, committed to giving
people the tools and the conditions they need to make the most of their own
lives - & government that is neither the enemy nor the savior a government
that works in partnership with its citizens and lives within its means.
But even if we operate in a third way, with a streamlined government
and a booming economy, we must always be able to answer these questions:
cut-
How do we ensure that every willing and hard-working citizen enjoys the
addision
Sentene
fruits of our success? As our prosperity carries us forward, how do we
preserve our old and enduring values for future generations? And, perhaps
the toughest question of all: How do we bring disparate voices together,
meeting these challenges as one America? In other words, how do we
strengthen our civil society?
For this kind of government to work, we must have a shing and society
Strengthening our civil society was high on our agenda in October
1999 when the First Lady and I hosted the first-ever White House
Conference on Philanthropy. There I named an Interagency Task Force to
examine one important facet of the third way: successful partnerships
between the federal government and nonprofit organizations. I charged
members of the task force to identify the best examples of these private-
public partnerships and evaluate the ways in which they could be replicated
and improved.
though 1 had championed this new way of working with private the
What you will find in this report may surprise you. In thousands of
80 str,
even
was
instances, large and small, government agencies are working with nonprofit
surprised
at the
organizations, redefining, in the process, the role of government in the 21st
number 1.
breadth of
century. From AmeriCorps to the Welfare-to-Work Partnership, from
these
environmental protection to mass immunization programs, nonprofit
partneshyps.
partnerships are affecting the lives of citizens from Hawaii to Juneau, San
Francisco to South Carolina.
As arefult, As they strengthen the
The role they play cannot be overstated: They hold up a safety net for
citizens in need, create foster a community where neighbors can gather and depend
on one another, ensure that the arts are sustained and nourished, and when all
else fails, they nourish and protect the smallest and most vulnerable among
us. In these ways, and many more, they strengthen and sustain our civil
They make society. and are strengthered through their relationship with Sederal ageneres.
government
I want to thank the First Lady and her staff, as well as the staff of the
Council of Economic Advisors and the Domestic Policy Council who have
worked so hard on this project. Together with representatives of 12 federal
agencies, they have identified exemplary partnerships as well as the best
practices that we hope will lead others anxious to follow their example.
Their work is a gift to the future.
-- William Jefferson Clinton
-
-
"We 've probably never had the capacity to empower so many people and to
have such a positive impact on the lives of as many as we do today. The
question is whether we 'll take advantage of the new technology, pass on
these lessons to our children, and move into this new time with a more
philanthropic focus and commitment."
First Lady Hillary Rodham Clinton
White House Conference on Philanthropy
October 22, 1999
INTRODUCTION by Hillary Rodham Clinton
Over the course of the nearly eight years my husband has been
President, I've been privileged to represent our country in many of the
world's newest democracies, places where people are just beginning to
understand the responsibilities and benefits of freedom. Everywhere I go,
people ask me, "How has the United States been able to make its democracy
work for so many years?" I tell them about our traditions of citizen service
and philanthropy. I tell them that our democracy thrives not just because of
our free elections and our free markets, but because in that space between
government and the economy - in our civil society - our citizens come
together to help each other, to lend a hand in times of trouble, to support
non-profit organizations, and to determine how each one of us can make a
contribution by doing more.
Our democracy thrives because of people like Myrian Bodner, a
Kentucky homemaker who raised a quarter of a million dollars in relief
supplies to help her native Nicaragua recover from Hurricane Mitch. Our
democracy thrives because of Rev. Ann Pearson, who gave each of her
parishioners $10 out of a small inheritance to donate to a worthy cause. She
found that the money grew as enthusiastic donors brought new opportunities
and ideas for community service into the church and requested support for
additional giving. Our democracy thrives because of people like Osceola
McCarty. Ms. McCarthey spent a lifetime washing, starching and ironing
other people's clothes. She lived simply and frugally, and four years ago, she
decided to use her $150,000 life savings to endow a scholarship fund at a
nearby university. "I'm giving it away so that the children won't have to
work so hard like I did."
To honor heroes like these and highlight the American tradition of
giving - a tradition that we hope to enhance as we begin a new millennium -
the President and I hosted the first-ever White House Conference on
Philanthropy in October of 1999. Giving always has been an important
tradition in this country, and never has there been a better time to encourage
and support this tradition. We are living in a period of unprecedented
prosperity, a time when the new economy has produced new wealth and the
-
baby boom generation stands poised to inherit $12 trillion from the World
War II generation. Last year, donations to charitable causes reached a new
high, totaling nearly $150 billion. Individuals accounted for 85 percent of
that amount, up a third since 1995. As a percent of our gross national
product, total giving exceeded 2 percent last year, the highest level since
1971.
Imagine what we could do if we increased our giving by just 1
percent: We could offer child care to more than 6 million children, deliver
more than 250 million more meals to the home-bound elderly, and guarantee
Head Start to every low-income preschooler in America. We could provide
shelter to 4 million people, save all the rare books in our libraries, and still
have more than enough money left over to create the equivalent of a Ford
Foundation every year.
The beginning of the new millennium is a time for great celebrations,
but it should also be a time for reflection and renewal, an opportunity for us
as individuals and as a nation to examine who we are, what we have
accomplished, and where we hope to go. Most important, it must be a time
when we work together to ensure a bright future for our children. The
President and I created the White House Millennium Council to encourage
the participation of every American not only in the celebrations, but also in
considering what is best in our society, what we hope to carry with us into
the new millennium, and the gifts we can make to the future. In choosing as
our theme this simple phrase, "Honor the Past - Imagine the Future," we
hoped to convey the intention that our national celebration go beyond
fireworks and champagne corks to an effort to preserve the cherished historic
sites, artifacts, values and ideals that have shaped the American experience
and that we want to hand down to future generations. One of the most
important gifts we can leave our children is a strengthened philanthropic
The White House Conference on Philanthropy was designed not only
1/2 on a the partnerships she: been with
save America Treasures, Vital Voices, Ready Partnership
tradition.
to honor and explore the phenomenon of giving in this country, and to
highlight the importance of philanthropy in the new millennium but also to
set in motion an examination of public-private philanthropic partnerships.
Insert
That is why the President announced the creation of the Interagency Task
Force on Nonprofits and Government.
When the President and I established the White House Millennium
dont
thenk
Council, we knew that we would have the excitement of helping to plan the
the
fireworks, the speeches and the music. But more important was the chance
-
-
to celebrate America's grandest ideals and values. We asked our fellow
citizens to ponder gifts they would carry into the next century -- whether
restoring a once-grand old building or the Star-Spangled Banner; preserving
a family history; planting a tree, designating a historic trail or creating a time
capsule to be unearthed in a hundred years. But of all the gifts we have to
leave for our children, the one I wish them the most is our tradition of
philanthropy.
I want to thank all the individuals and groups who worked so hard to
make the first White House Conference on Philanthropy such a success, as
well as the Task Force members who have helped us shape the inventory of
best practices and the recommendations that will be a guide for future
generations of government workers and non-profit advocates looking for
creative and practical ways to work together. I especially want to thank
+ malcolm Richardson
Ellen Lovell and the staff of the White House Millennium Council; Melanne
and MatthewNelson
Verveer, Shirley Sagawa and Mary Ellen McGuire from the Office of the
Bruce Read,'
+ tube Bosland
First Lady; and/Eric Gould/from the President's Domestic Policy Council.
They have certainly made their gifts to the future.
List of Appendices
A. Members of the Task Force
Co-Chairs:
The Assistant to the President for Domestic Policy
The Assistant to the President for Economic Policy
The Assistant to the President and Chief of Staff to the First Lady
Task Force Members:
Secretary of the Treasury
Attorney General
Secretary of the Interior
Secretary of Agriculture
Secretary of Commerce
Secretary of Labor
Secretary of Health and Human Services
Secretary of Housing and Urban Development
Secretary of Transportation
Secretary of Education
Administrator of the Small Business Administration
Chief Executive Officer of the Corporation for National and Community
Service
B. Executive Memorandum
C. President's Tax Initiatives
D. CEA Report: Philanthropy in the American Economy
E. Agency Questionnaire
F. Descriptions of specific partnerships
word
-
we
this
G. Nonprofit Partners Meeting
Attendance List
Washington, D.C. 20036
Alan J. Abramson, Director
202/659-1064
Nonprofit Sector Research Fund
FAX: 659-0399
The Aspen Institute, Suite 700,
One Dupont Circle, N.W.,
Washington, DC 20036
Elizabeth Brown
Voice: (202) 7365829
Council on Foundations
fax: (202) 4670790
1828 L Street, NW
[email protected]
Washington, DC 20036
202/4660458
Audrey Alvarado
FAX: 202/7853926
Executive Director
[email protected]
National Council of Nonprofit Associations
1900 L Street, NW, Ste. 605
Neil Carlson
Washington, DC 20036
National Committee for Responsive
(202) 4676262
Philanthropy
FAX: (202) 4676261
2101 S St., N.W., Suite 620
[email protected]
Washington, D.C. 20009
(202) 323-3179
Lawrence Amon
FAX: (202) 323-5084
Vice President
National Wildlife Federation
Ralph Forsht
8925 Leesburg Pike
America's Promise
Vienna, VA 22184
909 N. Washington St./Suite 400
703/790-4346
Alexandria, VA 22314
[email protected]
703/684-4500
Jeanne Argoff, Ph.D.
Tom Jones
Executive Director
Habitat for Humanity International
Disability Funders Network
1010 Vermont Ave. N.W.
2529 Kirklyn Street
Washington, D.C.
Falls Church, VA 22043
628-9171
Tel: (703) 560-0099
[email protected]
Fax: (703) 560-1151
E-mail: [email protected]
Mark Rosenman
Vice Present
Gary Bass
The Union Institute
Executive Director
1710 Rhode Island Ave NW, Ste 1100
OMB Watch
Washington, DC 200363007
1742 Connecticut Ave., N.W.
(202) 4961630
Washington, D.C. 20009
FAX: (202) 4961635
(202) 234-8494
[email protected]
FAX: (202) 234-8584
[email protected]
Marilyn Smith
Corporation for National Service
David Brown
1200 New York Ave. N.W.
Executive Director
Washington, D.C. 20005
National Youth Employment Coalition
202/606-5000
1836 Jefferson PI. N.W.
FAX: 565-2742
PREFACE by Melanne Verveer, Bruce Reed, and Gene Sperling
Nonprofit organizations transform philanthropy - turning cash into
food, clothing, health care, education and other forms of help for those in
need. The nonprofit sector is an integral component of our national life,
not growth
in tt in # has 5013<
encompassing more than one and a half million organizations with operating
as
19936
expenditures in excess of $600 billion. But more telling than the numbers is
to
998
a new spirit of service and civic activism that are fast becoming the mark of
(733,790)
takinghold communities across Americao
the nonprofit sector.
The Executive Memorandum that created the Task Force directed it to
examine current partnerships between the federal government and the
nonprofit sector and evaluate ways that these partnerships could be improved
with an eye to helping both government and nonprofits better fulfill their
missions. Specifically, the Task Force was charged with three tasks: to
develop a public inventory of "best practices" in existing collaborations
between federal agency programs and nonprofit organizations; to evaluate
data and research trends pertaining to nonprofits and philanthropy; and, to
develop further policy responses. Objective three was addressed accomplished by the
introduction of several tax initiatives in the President's budget (see Appendix
C.). Objective two was met by the Council of Economic Advisors' Report:
and
recommer the in dahmont
"Philanthropy in the American Economy," which included an examination of
the factors that affect giving and an investigation of trends that are likely to
affect future giving. (The full text of the CEA report can be found at
Appendix D.)
In January, staff from the DPC, the Millennium Council and the
Office of the First Lady surveyed federal agencies on the extent of, types of,
and barriers impeding relationships with the nonprofit sector. The responses
of
yielded more than a dozen excellent examples of how this administration has
broken new ground in the area of partnerships. (The questionnaire used by
staff to survey agencies can be found at Appendix E.) The team asked each
or
relproaches
representative to submit the agency's top four non-profit "relationships' for
consideration for
inclusion in a "models" report. Once nominations were submitted, White
House and agency staff met to judge each submission on the following
criteria: innovation, ease of replication, and impact. Submissions were then
placed into one of six categories for final review: partnerships that provide
approached
better services to the public; partnerships that allow input into the policy
making process; partnerships that effectively leverage resources;
approached
partnerships that result in meaningful exchanges of information across
sectors and with the general public; partnerships that improve government
operations; and partnerships that improve the effectiveness of nonprofit
organizations. From those, staff members were able to glean a set of "best effective
practices," develop a list of recommendations for other groups, and uncover
some of the barriers to successful partnering.
office
ahe
Meanwhile, staff from the President's Domestic Policy Council, and
the Millennium Council met with representatives of the nonprofit community
in order to solicit their input. While genuinely supportive of the direction the
more
Task Force had taken, the representatives expressed concerns about issues
need comme they spin have k. did thirp
related to excessive paperwork, conflicting regulations or processes,
micromanagement of grants and contracts, and access to information. In
addition, they worry that venture philanthropy and social entrepreneurship
Incl
are pushing the non-profit sector down the wrong path (For a list of nonprofit
We HuDshell they
representatives, go to Appendix G.)
White this
they ba CW
ex of celleg mechr Jany and
Finally, in early August, the members of the Task Force met once
I
eat
again to hear the details of the best submissions, to discuss the nominations
debut?
to explore other models to include. Quickly, though, the discussion took
from
an unexpected turn: As we called on the agency representatives sitting
around the table, there was a palpable shift in tone. It may have begun when
Father Joseph Hacala from the Department of Housing and Urban
Development mentioned that he was about to fly to South Dakota for the
had beet
why this "ground blessing" of a new youth center on the Pine Ridge Reservation, or
is synpean
when a White House Fellow in HHS described the dramatic success of the
continuter of nonprofil partners to the
National Immunization Program. One by one, as the agency principals
described their model partnerships, other participants began to ask excited
extensive
We knew that virtually every agency
represented in the
questions and while taking furious note. Members of the Task Force had not
room
could
foreseen the extent to which these programs operated as if in a vacuum e
boast
in most cases
of at least
known only L the administrators + nonprolite unword
interacting ima small sphere with the nonprof fit partner and a handful of
one Incentry)
parwrship, but we
administrators.
As the success of this administration's direct efforts to encourage and
facilitate such partnerships became clear, the room swelled with pride. Not
only was every representative part of something bigger and more meaningful
than they had suspected, the existence of all these other successful projects
meant more sources of help and support. In the days that followed, each of
our offices was blanketed in emails from agency participants with even more
ideas.
This document is intended to lay out not 00 much the process that
gan on Oct. 22, but rather to fulfill the President's mandate as set out in
the Executive Memorandum - to collect a public inventory of "best
practices," develop a set of detailed recommendations, and identify barriers
to successful collaboration. We believe that such an inventory and discussion
can be used by government or nonprofit employees to improve the synergy
in existing partnerships, and we hope, encourage the development of new
and innovative activities. What you will not find in the body of the report
are detailed descriptions of the "model" partnerships. [Those - or perhaps
cites to where the information is available, can be found in Appendix F.][??]
Rather, we felt a more useful organizational framework would be to present
the material divided into categories. Thus you will find discussions of how
to provide better services; reach out to a broader spectrum of nonprofits;
involve nonprofits in the policy-making process; leverage resources; share
information; improve the effectiveness of non-profit organizations and the
responsiveness of government.
need conclusion
Draft 3
(with Shirley and Ellen edits)
I.
PROVIDING BETTER SERVICES
A. Introduction
From immunizing our children to protecting our environment, [those
who serve at the highest level of the Clinton administration's federal
for thefederal government
agencies know that one way to do a better job of providing services to their
<constituents is to reach out and forge stronger and more efficient working
relationships with the growing nonprofit sector. Partnerships
mutually beneficial relationships switz with nonprofit groups can help a federal
ala
- with shared decisionmateing and shared goals packneships
agencyfreach larger numbers of constituents and improve the quality of the
services offered.
Thanks in part to this administration's enthusiastic endorsement of
such relationships, agencies have taken their joint endeavors with
corporations and nonprofit groups, other agencies, and state and local
governments beyond the traditional grantor-grantee paradigm. No longer
does the government define a program and write a check, handing off the
work and reporting obligations to the nonprofit. Rather, agencies are
capitalizing on opportunities to collaborate with nonprofit groups, devising
and carrying out strategies that help them work toward and achieve common
goals. Nonprofits, for example, may be able to identify problems, mobilize
fresh thinking and energy, and promote social change at the community
level.
have
developed
However, in the last eight years, have with
2
There are many highly publicized activities that include nonprofits
working that are closely directed with a federal at achieving agency: specific pharad fools
non profit organiz ation on it, own. Some These
That could not be accomplished by either the a
Federal grant programs from the National Science Foundation and
in this pection
the National Institutes of Health assist non-profit research groups
Lorder
looking for eancer cures.
page
The Corporation for National Service works in communities across
the nation to provide after school and tutoring programs.
AmeriCorps members work with organizations such as Habitat for
Humanity and the Red Cross, building homes and providing
disaster relief.
Historically
More generally, many government policies the activities of
have affect have It
I
inavariate 7
nonprofits directly-of indirect, and in ways not always well-understood
ways a fact
by the public These policies include:
Tax policy, including the deductibility of contributions and
the designation of tax-exempt status, which can make a significant difference in
a nonprofit's bottom line;
Collection of statistics by the IRS, the Census, the Department of Labor, and
others, is also a financial been; provides data of critical importance b
where contributes to our understanding of the conprofit sector and
Some nonproful organization
The Combined Federal Campaign and other employee volunteer programs that
channel presources resources of federal workers to
directly link federal government workers with the non-profit sector;
the
Billions of dollars that flow through grants and contracts to nonprofit
Federal
organizations;
of Research under by
Government research agencies routinely in with
work institutions of higher
education and other private sector researchers; and
staderal
Direct payments flow to hospitals through Medicaid and Medicare,
together with police that have -
proforml field impact on the health care
Despite the fact that there is no comprehensive data tracking the flow
of federal support to nonprofits, we do know that government has become an
put
important source of funding for these groups. One study estimates that, in
meane mea
is
The Combined Federal Campaign has served as a model for the development of workplace giving
campaigns in the corporate sector and for state and local government campaigns. For information about the
history of the CFC and volunteering policies and practices, lists of participating organizations, criteria for
participation, campaign trends and general questions and answers about the CFC, you can visit their web
site at www.opm.gov/cfc. The CFC also offers brochures on participating charities; communications kits
for marketing purposes; a 2000 CFC video; sample partnership agreements with non-profit campaign
partners; lists of top-performing campaigns in the country; and a Q&A.
A 1999 paper issued by the Nonprofit Sector Research Fund.
1997, "more than 30 percent of all federal spending in areas of concern to
nonprofits was channeled through nonprofits for delivery of services." That
translates to some $554 million in government money flowing to education,
health, social welfare, income assistance, culture and the environment.
While federal government spending on health care, social services,
educational research and foreign assistance has increased, in other areas -
specifically higher education, arts and culture and the environment -
spending is down. The quality and effectiveness of non-profit partnerships is
more important than ever before, and the President was right to initiate this
study. We need more analysis of the effect of government funding, tax
policies and regulation
For
this sector grows in size and importance,
The nonproft
there will be even greater opportunity to forge partnerships that marry the
mighty power of the federal government with the vast on-the-ground
Putatent?
capabilities of tens of thousands of nonprofit groups, businesses and citizens
- all addressing pressing public problems and all working toward common
solutions.
B. Childhood Immunization
The National Immunization Program
Vaccines are one of the greatest achievements of biomedical science
and public health. Yet, despite remarkable progress, several challenges face
the US vaccine-delivery system, which must be capable of implementing
increasingly complex vaccination schedules. An estimated 11,000 children
are born in this country each day - each child requiring 15-19 doses of
vaccine by the age of 18 months in order to be protected against 11 diseases.
In 1993, the Clinton administration launched the National
Immunization Program (NIP) to provide leadership for the planning,
coordination and conduct of immunization programs nationwide. Based at
the Centers for Disease Control and Prevention (CDC), the NIP offers an
excellent example of a federal-nonprofit partnership - or as in this case,
series of partnerships. These were the NIP's goals for the year 2000: at least
90 percent of all 2-year-olds would receive each of the initial and most
critical doses of vaccines, as well as the recommended series; vaccine-
preventable childhood diseases would be eliminated or reduced; and, a
system would be put in place to make sure that these goals would continue to
be met in the future. Once these goals were met, they were replaced with
new 2010 targets aimed at eliminating racial and ethnic health disparities
linked to childhood immunization.
While the NIP had the expertise and a national mandate to improve
immunization rates, those at the helm recognized that grassroots children's
health organizations and nonprofit coalitions would be more efficient at
building awareness of the important of childhood immunizations, educating
parents about the benefits and risks associated with immunization,
facilitating access to health care providers, and engaging corporate and
foundation partners and support. One such local group is the Colorado
Children's Immunization Coalition (CCIC), a statewide public/private
partnership itself, dedicated to fully immunizing Colorado children two years
of age and younger. Again, stepping out of the old grantor-grantee model,
NIP has provided initial training and technical assistance to CCIC, whose
member organizations have sponsored dozens of free immunization clinics.
In addition, NIP has worked with the Colorado Department of Public Health
and Environment to develop an immunization registry throughout Colorado,
and launched a statewide public awareness campaign - called "Five Visits
Before Age Two" - working closely with seven funding partners, including
Colorado's four professional sports franchises.
The partners cite two factors contributing to their success: First they
share a clear and common goal, i.e., improving the immunization rates of
children. Second, they are working to achieve both depth and breadth in
their public service advertising activities. NIP has shared the lessons
learned during its partnership with CCIC with other childhood immunization
programs across the country, spreading the word and encouraging the
creation of similar projects in other parts of the country.
great!
C. Food Recovery
The Food Recovery and Gleaning Initiative
Astis the case-with the NIP While the federal government doesn't
manufacture, grow and distribute food to our nation's hungry, but it does
in eliminating bunger in the us
have an important role to play In November of 1996, President Clinton
signed an Executive Memorandum directing the US Department of
Agriculture to work in partnership with nonprofit anti-hunger groups to
increase the "recovery and gleaning" of excess food for distribution to the
hungry. Following up, Vice President Gore convened the first-ever National
Summit on Food Recovery and Gleaning in September of 1997 - the goal of
which was to generate national attention for the issue, catalyze new public-
private partnerships, and announce new federal projects. In the years since
the summit, significant progress has been made toward creating a structure
that, with the help of nonprofit groups, will continue to distribute food to
hungry Americans.
The leadership of Secretary Dan Glickman, for whom the Food
Recovery and Gleaning Initiative is a top priority, offers a significant
example of the importance of active and engaged support and leadership
from the top. Through the Initiative, the Department has helped grassroots
recovery projects distribute over 10 million pounds of excess food to
The
anti-hunger groups nationwide. In addition, the Department has
issad
teemeshy?
over 20,000 copies of a Citizens' Guide to Food Recovery and
does
ex Jusing
Gleaning, a how-to manual on starting and expanding nonprofit recovery
its to wn-π assist
efforts; produced a guide for National Restaurant Association members on
example
how to donate excess food to nonprofit groups safely; and brokered a
agency
brokeng
partnership between the technology firm, Hewlett Packard, and America's
Second Harvest to create a Web site that links food producers with the
America's Second Harvest food bank network.
Community Food Security Initiative
Based on the success of the Gleaning and Food Recovery Initiative, in
1991 Secretary Glickman launched a broader Community Food Security
Initiative, which works on several fronts to help grassroots nonprofit groups
fight hunger, improve nutrition, strengthen local food systems, and help
Through the empayees' initiative, reached Africulture out Dept to dozard?)
families move from poverty to self-sufficiency. Among the Community of antihunger
organishing
and
Food Security Initiative's commitments are: a partnership with Share Our
did what?
Strength (SOS) to expand Operation Frontline, a program that engages
volunteer chefs to teach hands-on nutrition education classes, and a
partnership with World Hunger Year (WHY) to publicize and distribute
"Replication Manuals" highlighting effective grassroots hunger and anti-
poverty programs in the United States. In addition, WHY and USDA have
co-sponsored regional technical assistance workshops throughout the country
this needs
to connect nonprofit hunger and poverty groups with the resources and
expertise of federal agencies.
Ellen-should should we one
that one J more ol who 3 Apeel in help is up, to in
D. Chesapeake Bay Cleanup
not admis clinton
drop
In the mid-1970s, US Senator Charles Mathias (R-Md), saw the
neade what the happer h Partnes
Chesapeake Bay
he had loved all his life, in distress. In response, he began a fact-finding tour
of marine science institutions around the Bay to try to understand its decline.
His efforts eventually resulted in the formation of the Environmental
Protection Agency's Chesapeake Bay Program - a unique regional
partnership that has been directing and conducting the restoration of the
Chesapeake Bay since the signing in 1983 of the first Chesapeake Bay
Agreement. Program partners include the Environmental Protection Agency,
the states of Maryland, Pennsylvania and Virginia, as well as the District of
Columbia, the Chesapeake Bay Commission (a tri-state legislative body) and
several citizen advisory groups and nonprofits - primarily the Chesapeake
Bay Foundation and the Alliance for the Chesapeake Bay.
The Bay Program continues to operate under subsequent Agreements,
Did ke admin
the latest of which was signed in the summer of 2000. Among the partners'
deflarent?
do and
most important activities are nutrient reduction from agricultural lands and
Therwise a Take new I wire. is
wastewater facilities; toxic chemicals reduction from industry and other
put
sources; management of fisheries, including crabs and oysters; habit
might the
restoration; and water quality improvement. Also, along the way, partners
printed
have engaged local governments and community watershed groups in the
_.TuEPA..
restoration effort.
<
tr the multi-party alliance, the role 7 the federal
to provide
The EPA through its Chesapeake Bay Program Office in Annapolis,
Md., provides leadership on the project, along with administrative,
day different
technical, financial and other information assistance.
Outerpartners/are refit
ro outreach us visity be capacts.
involved in a range of restoration-related efforts, including educating citizens
to advance and [what Soal else] the
Shared
clean jup
the over Bay.
on flood control and stream-bank erosion and teaching innovative
monitoring procedures. Training a corps of citizens to provide physical
assistance to farmers in planting riparian buffers and installing fencing to
keep livestock out of critical sites is also an important role. There is success
on several fronts, but an onrushing tide of population growth, landscape
changes and increased vehicle travel within the Bay watershed, means that
much more remains to be done.
E. Conclusion
There are scores of other examples of successful partnerships- that are
res across the gnement
working in every federal agency to provide better services for their
constituents. The Department of Justice's Operation Weed and Seed
encourages local groups to devise strategies to "weed out" violent crime and
drug abuse and "seed" neighborhood improvements. HUD's Continuum of
Care initiative supports local groups working to develop comprehensive,
long-term approaches to moving people who are homeless into permanent
housing and self-sufficiency. HUD is also part of a national consortium of
DOL.
agencies and private foundations called JOBS PLUS. Established in 1994,
JOBS PLUS works in public housing developments to help residents get and
keep jobs. And, the Department of Justice's 5 Goals 4 Kids is working, with
the assistance of nonprofit partners like the United Way, to enroll at least
500,000 uninsured children in the state-run children's health insurance
programs called SCHIP.
Federal agencies and nonprofit organizations that share goals and
strategies and can coordinate services on a local level exemplify the power
of partnership. In some cases, it's the federal agency that has brought
funding to the partnership; in others, they use their technical expertise and
leadership to catalyze action. Nonprofit organizations bring their own
knowledge and networks to the task. There is no one model, but there are
common practices that can be replicated with an eye to stretching resources
further, meeting common goals and solving common problems.