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PHOTOCOPY
PRESERVATION
�Nonprofits Capacity Building Program (NCBP)
December 13, 1999 - DRAFT
In order to create a stronger and more effective nonprofit sector the Nonprofit Capacity Building
Program (NCBP) would provide capacity and technical assistance to train and manage assistance
for nonprofit and community-based organizations through development centers nationwide.
The NCBPs would provide counseling, training and technical assistance in all aspects of
nonprofit management. These services may include: assisting nonprofits with start-up, budgeting
and financial management, marketing, fundraising, board development, technology assistance,
volunteer management, human resources, strategic planning, personnel management and
program evaluation. They could also assist in creating and maintaining a centralized access point
of information and databases about nonprofit organizations.
The structure of the program could be through grants made by a federal agency (i.e., HUD) to
statewide nonprofit associations or technical assistance providers 501(c)(3) organizations that
would then provide services to other nonprofit and community-based organizations.
Funding
Funding for the NCBP is proposed to be at $50 million per year. A federal grant-making partner
will provide up to 50 percent of the operating funds for each state NCBP. Matching funds, either
in the form of direct contributions or in-kind support must be provided by one or more sponsors.
In addition, membership dues and earned income may be included among the matching fund
totals.
Eligibility
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In each state, there will be a lead organization (LO) that will sponsor the NCBP and manage the
program. The lead organization will eventually be responsible for coordinating program services
offered to nonprofit organizations through a network of subcenters and satellite locations in each
state. Each LO must provide for inclusive planning, evaluation, the involvement of a broad
range of nonprofits and fair decision-making. At least 80 percent of the federal funds must be
used to provide actual services to nonprofit organizations.
f "~( L.c.~ .;-" to apply are statewide nonprofit associations whose membership are open to all
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Eligible
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501(c)(3) organizations, or other 501(c)(3) nonprofit technical assistance providers which
provide management assistance to nonprofit institutions on a state level.
To qualify for funds, a provider must be a 501(c)(3) tax-exempt organization, have its own
board, open to serve all 501(c)(3) nonprofit organizations in the state in which it is located, and
demonstrate a level of experience and achievement in providing management assistance to
nonprofit organizations.
�UsebfFunds
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The !four main objectives of the NCBP program are to:
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strengthen the capacity and effectiveness of the nonprofit community;
increase community development;
assist a wide range 6fnonprofit organizations regardless of their size and institutional
development; and
broaden the technical and management assistance delivery system to more nonprofit
organizations.
SelJction Criteria
In rbviewing NCBP proposals, the federal grant-making entity will consider:
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the applicant's ability to contribute matching funds;
the quality of prior performance;
evaluation of accomplishments in relation to clearly defined objectives;_
evidence of efforts to leverage resources and effectiveness through public andlor private
partnerships;
consideration of opportunities to use new technology to better serve nonprofit organizations; and
strategic partnerships with technical providers, consultants and academic institutions. .
Outcomes
Th'is initiative will better'equip nohprofits executives, board members and community leaders
wi~h the knowledge and skills in'management and governance to improve their organization's
performance and service delivery .. The NCBP will emphasize the importance of planning,
sttategi'c communications, alliances and restructuring, the use of evolving technologies, and
ev~luation and accountability with the nonprofits it works with. Among the key objectives of
this initiative:
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provide nonprofit boards with the highest quality management and technical assistance services
specifically designed to meet their needs, resources and goals;
bring about cost effective, sustainable changes that strengthen npnprofits, their boards, and the
services they can offer their clients.
customized and convenient access to accurate and timely data and information for nonprofit
organizations;
the development, promotion and institutionalization of best practices and standards; and
improved technology acquisition and application.
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Social Venture Capital Formation as a Model for
"The Neighborhood Improvement Tax Credit"
December 13, 1999 - DRAFT
The venture capital model is a comprehens~ve investment approach that sets clear
. : perfonnance objectives, manages risk through close monitoring and frequent assistance, and
.; plans the next stage of funding well in advance. Many fonns of charitable giving through
! individuals, corporations and foundations have experienced difficulty in finding ways to
i support their grantees in longer tenn, more sustainable ways. Because organizational
underpinnings were not in place, many innovative programs have not lived up to their initial
promise. The venture capital model can act as a starting point for grantees that want to help
, nonprofits develop the organizational capacity to sustain and expand successful programs.
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One idea to promote the type of giving that mimics "venture capital" giving is to allow a tax
credit (greater than the current deduction for charitable gifts) to corporations and individuals
who make certain types of contributions to "neighborhood organizations" engaged in
: equc,ational, social and economic services to aid impoverished people. Tax-exempt entities
such as private foundations could be encouraged to engage in these activities by offsetting
',\ v.: certain taxes they are required to pay, such as tax on investment income. To be eligible for
u . ':-. t:the credit, obligors would have to: 1) give to a local organization; 2) make a contribution
h
oel}C.~ : ?~er a certain length. o~~in:e; and 3) apply wi~h an IRS tax exempt non-p~ofit in submit~ing a
.(tIv-- -11I Jomt proposal. The mItIatIve encourages busmesses to fonn more commItted partnershIps
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with grantees in order to achieve the long-tenn goals of the nonprofit organization.
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;Eligible Services
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: In order to be considered for the "Neighborhood Improvement Tax Credit (NITC), all
proposals must identify services according to the categories listed below. No services other
than those described below are eligible for the tax credit. Eligible services must benefit low
mcome persons.
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Community Services - Any type of counseling and advice, emergency assistance or medical
care furnished to individuals or groups in an impoverished area.
Crime Prevention - Any activity which aids in the reduction of crime in an impoverished
area.
Education - Scholastic instruction or scholarship assistance to individuals who reside in an
impoverished area that enables then to meet educational requirements or otherwise
prepare for better life opportunities.
Job Training - Instruction for low-income indiv,iduals which enables them to acquire
vocational skills so that they may be. employable or be able to seek a higher grade of
employment.
Neighborhood Assistance -Furnishing financial assistance, labor, material or technical advice
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to aid in the physical improvement of a part or all of an impoverished area. Such projects
may include the rehabilitation of buildings to provide affordable housing to low income
persons
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Community Partnerships
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The: corporation eligible for the NITC by partnering with a local nonprofit is expected to agree to
provide the following:
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A statement of purpose for each participating corporation which identifies its role and
responsibility in the NITC and the benefit to the co~unity.
A long-term funding commitment to the community partnership which will provide operating
support for the nonprofit organization.
Technical resources and in-kind support as necessary, such as accounting services, and
management assistance.
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IgJ 002
NC!'lA
FAX 202 467 6261
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..C~inmittee Members: '. '.• '
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:' Drew+la.stfrlgs;. Co~Chair.:·Delaware Assoclatipn ':ofNonprofitAgencies .
'.. , '. Florence' Gteen. Co~Chair;' CaUfotnia AssoCiation. of Nonprofits"
. . . Natha.n",W6Qdliff~Sta.nleY; Mis~i$SipprCente~:far' Nonp'rofltS .
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.Melissa Flournoy Louisiana 'As~'Ociation of N6npro:flt$"
.' .. ': ~6ri: Pratt;'Minnesota··COuncilofNo-npro:flts.·.·~ . .
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..' : . HedyHels:eli; 'Genter forNonprcififManagelTlenf
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.' Pamela Davis, Natiorlcll hisuranceAjliahce'Couricil: .
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". ALJdreYAlvarado;. Ni;lticinal :Council'Qt NonprofifAssoci~tions .'
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FrQm-DE ASSOCIATION OF NONPROFIT AQENCIES
+3D2TTT5386
T-881
P.03108
F-99S
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Atta~hed is a working draft of our proposal for the creation of a Nonprofit Cap~oilY Building Program.
Alth~ugh this document has been reviewed by a number of state ~ciation ex.ecutives. 'we recognize
dtat this proposal requires additional editing, ap.d that B. detailed strategy in securint: funding for this
pf'0P95al needs to be developed... :Que to \be current pOlitica.1 conditi.on at the fcderallevei. as wen 811 other
i!W~ arl$~g within the nonprofit sectot. \\to r;speotfully request that NCNA's Board of Directon
endorse this proposall and plaoe it among its prlmru:y strategic objectives.
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Pro~ Purpose
The Nonprofit Capacity Building Program (NCBP) will be eatablished to provide training and
~l'u\gemem a9sistanee for nonprofit and connnunity-based orgtJ.!li.mtiona through development centeI'!I
loeatM nationwide.
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iuog:ram would have a profound impact ~ improving Th~ perfomumce ofthe more than i million
. nonp~fit hlatirution9 in United States. ~, the key outcomes oftbia initiative;
• Provid.e organizations with the higltest quality management 8l1.d technical usistance &emCeS
specifically designed fot nonprofii'cxecutives, their boards. staffs and vobmteers ~t mee\
their needs. resources and g04ls; and
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: • Bririg about cost effective, !m~nrlm}ble changes that strengthen organizaliona and the services
they oan offer theSr clients.
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Thfs pi'lIjeot
a.l&O dir~(l~ly impact economi~ revitalization effortS throughout countrY- Mon~ than jUst
creating economic opportunities. the nonprofincctor works to protect the environment, pre~e historic
bui1rup.gs and artifacts. document our histoty zild culture, discover cures to disease, expand the
educa'tlon.a.l knowledge of our cbildren, QIld mo.re. All these activities atld more hcilp to improve our
natiorfs quality of life, enha.lwe iW business clifn1te, and reduce the tax burden on our citizens.
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Annual Federal Appropriation
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Ftmdipg for NCBJ?' is proposed to be at $50 mi~licm per year f()r the first thret ytJam. with the expectation
'that the program's funding will be adjusted to ;ccount for inflation. ,
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ExIsting FederallnltlaUva&
To plfice tbis program it! some type of context. the program wO $eek to develop is similar to the National
Bndo~ent for the Arts' agreement f¢Ogrtlms for state arb agencies, and 'the Small Busmess
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Adrni~istre.ti()n's Small Businc5s Dcve]opmentCenter projects.
To provide comparative benchmarks. we revie?ed both of these program$ in terms of federal a.llocations
and n~ber of organizations served in Delaware in FY97.
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Program
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Nonprofit Capaci~Building ProgI'M1
NEAlState Arts Agency Program
Small Buslnaa DSVEllopment Center
Tot. Fed. Approprliltloa
$50 mHnoi\
$32m1Uloo
$57.5 mnnoo....
Delaware Appraj!l'iatlDn
$250,000 minimum
$200 000 minimum
$250000 minimum
Agenclaa Sewed in DE
2.100
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Unknown at this time
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O$.lt 61'C1uIJ i~ RotH thttt If}'(lli lndwl. fttdert1.IIZIIProprlqzlons!or SCORE (Scvia: Coqu ofRiaired ExeoUtiwt), Rusinsss
''lformf.,floll CSIUes. EMuprlsll ZoIUl Orw-Slop Capllol Sfu!;>.PS, Millurily B~m DtW;/~pm~ GIld Wonu:n-Owned Business
Dr:ve/o/lI1tenr rhe tatal/£4ti'GI8lI.ppt;lrl_e44 $9S millioillor SmM/ b~:s:sdt:velopmllnr 1ft fiY97.
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NCNA
TUE 16:10 FAX 202 467 6261
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From-DE ASSOCIATION OF NONPROFIT AGENCIES
+3027775388
T-861
P.04/08
F-995
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Fed.f;ral
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Department ofIJo"s~g " Urba.n DeveIopmenl (HOD)
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SOl(c)(3) StateWirle Nonprofit Asso~i'!tiOl1a Or 501 (c)(3) Tc::clmica1 Assistance Providete
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Nonprofit and community~baled organizations
It sh~'uld be noted that a small portion of funds ($3~.s million) woUld qc available to National Service
Orgtinizations (see National Service OrgantzatiQns below).
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EligIDle to apply are statewide nonprofit asfiO~OI18 (SNAs) whose ~bmhip ar6 open to all
501(0)(3) organizations, or other SOl(c)(3) nonprot'U technical assistance providers (NTAPs) which
provide m.anagernent assistmlce to nonprofit inf.t'itu.tians on it. state level. and organizations providing
senices at a national level to state associations (see the listing at the end of this program de9tmpt;ion).
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To qualify for funds, an SNA must: be II 501(c)(3) tax-exempt o:rgani~tion; ~ve its own board; open to
serve all SO I (c)(J) nonprofit organizations in the state in which, it is looated; demonstrate a level of
ex~rience and achievement in providing manBrement e.ss1stance to n.onprofit orpnizntions.
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Nonprofit organizations and individuals may l\llply to the SNA or NfAP for a mbarant. but may not
apply directly to the Department of Housing & Urban Developmcmt for grant suPPQrt under this program.
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US8a 6flllo Funds
'fbrJugh the Nonprofit Capacity Building Program (NeBP). the Department of Housing & Urban
Devi:lopmcnt (HUD) wppons a nationwide neqvork through which nonprofit organizations antl
emefg{ng community-based institutions can obi:!Un :free consulting support an(l technical assirtance.
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The NCBP pro~ bas four main objectives:
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(8) to Slt:rengthen the capacity and effeeJi,veness oftbe nonprofit commUIlity;
(b) . to increase community development;
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(c) to a!i~iet a wide range ofnonprofit organizations regardless of their si2e and instiNtiorlAl
OevelOJlft1edt. and
(d) to brc)a.den the technical and maoag~nt assistance delivery system to more nonprofit
organizations.
Laad OrpalzatioPG
In e~h stale, th~e will be a lead arganimtiOfi (to) that will sponsor the NCBP and ~I:e the
program. The lead o~ization will be respon5~ble for coordinating program services offered to
nonprofit otA*nizations thtou~ 11 network of s*enters and satellit(! loca.tions in eaoh StAte•. Each LO
taiJOr it! assistance to the local community and l)eeds ofindividualolient$. The: LO must provide for
incl~sivc:: planning. evaluation, the in'llOtvement Qfa broad range ofno!1ptOfit::s. fair decision-mak:ins, and
efforts to encourage public awareness and a~eiation ofthe impact and achieVements of nonprofit
. institutions. At least 80 percent of me federal fqnds m\W be used to provide actual S(;("1rices to nonprofit
orgalnizations. Wher¢ver possible, LOs will use 'Volunteers and other low-cost reQOUI'CeS..
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Nanpl'aRl DOYeiopllIsnt Centon;
Eaclt Nonprofit Development Center (Nne) wopld have a director. staff members, volunteer~ and part
:time personnel. Among those donating their semees would include: qualified indi vidual!J recruited. from
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TUH 1If: 11. J:<AX 202 467 6261
fraa-DE ASSOCIATION OF NONPROFIT AGENCIES
+3027175386 .
T-961
P.OS/OB· F-99S
profcs~onal and trade a~sociatiol!S. the legal and a.ecounrlna- oommunitie$, IOQdCmia, and Executive
Servi,* Corp~. NDCs will also Wicd paid consultants, management support organizations, and others
from the public, private 8.l\d nonprofit seeton tp be]p clieJ1tS who need specialized expertise.
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StateWide Impact
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LOs ~ll be required to meet the following s~ecific requirements:
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'I. locate subcentcrs so that they are II.~ accessible as poSSible to DOl'lprofit organizations
throughOu.t the .state;
opcm all 51.1bccnteR at least 4Q hoW'S per week, Ot durinl1 thenprmal buoiness hom ()f it$
Btate or academic organizations, throughout the year;
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3. develop working telanonshipt; with Jcpl institutions, ac·co1ll1tjng flm1s. publie relations
communlty, professlcmal associations, private consuhatllS, and nonprofit groups; and
4. maintain a list ofprivate consultants and technical assistance providcr5 at eacb subcenter.
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At\yon~ who is interested in starting a nonprofit for me first time, or improving Of expanding an existing
l1ODpn#it orpnization, but who cannot Rtford the service, ofa private consultant. may receive Bervi~
from either the LO or NOC.
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NOes kill provide couns~ling. training, and technical assisWlce in aU aspects of nonprofit management.
These servioes may inolude, but are not limited to!
• assist nonprofit or~jZ1ltiQDS with noftf)tofit start-up. budgeting and finanoial management,
marketing, tQt1dnJsing. board development, voluntCCT manasement, human resources,
strategic planning, personnel management. and program evaluation.
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: • special NDC programS and community development activities in;lude technicalllSDstance,
procurement assistance, and executive tnmsition services.
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,• creating and maintaining a oentralized aoccss point of information and databases about
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NCBPs' are permit:te4 to charge clients a ~nable fee to cover the costs of trQining sponsored or 00
sponscn':ed by tIle NCBP, costs ofservices provi4ed by or obtained from tbird partJcs, or the Closts of .
provi4tng specialized. services. Reasonable fees may also 'be charged. for coW'\!oling services.
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NCBP;'; will also make special eff'on to reach ~erging nonprofit orpnizations. and those located in
empowerment zones and coIIDl'lUUities. and. rural environments. Assistance wiU be provided to both
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current and -potential nonprofit leaders.
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Matching AUlds
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provide up to SO pe:reent of the operating fLmds for ezr.gJ.1 state NCBP. Matching fun4s, either
in the fOnn of direct coritrlbutiQ$lS or in-kind suppott. mU5t be provided by one OJ' more SPOrlSQH.
Spons~ may Include! st~le legislators; IifOrpora~ gnmtmakers, private ana community foundations; state
and locat ehamb81'9 ofcommerce.lOcliI United Ways; public ~d private universities; vocational and
techniwl schools; and comtnunity colleges. In a¥ition. membership dues and earned income may be
inclu4e~ among the matohinJ; fund tOUlls.
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AppnoaUen Pmoeu
Coope~tive agreemen~ ~Wlll-dB would be made for ft period of one year; however, it would be assumed
that HUD would typically renew exiatl:ng recipient organizations. As a remIt, there- would not be many
obtain new-grant awards tf) ~te an 'NCBP network. Renewalllpplications woUld
have to contain any information required HUD. .
opport:ui'lities 'to
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~-=-o~o6=--_
Nt;NA
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Slp·2T·99 02:38pm
'From-OE ASSOCIATION OF NONPROFIT
+3DZTT7538S
A~HCIES
T-861
P.DS/DB
F-99,
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Should HOD decline to renew an existing recipient, or should Dll exi$ting recipient ohoose not to reapply
for fi.md~ HUn may accept applications frotp other orgRDi2arioJlS interested in becoming a new
reciPiem in that area.
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The appJication must include a copy ofJhe org~iution'$ 501(0)(3) tax-exempt OQnfirmation letter. basio
information about the provider, the geographic area to be served, &ources of fUnding, IOng-ran~e plans,
propOsed strategies and acti'Vities; partnerships; budget and pe1'$OllI1el to be invo1\'cd in operating the
netw~k. Other dOCl.Dnentation as required by HUD mllS\: also be included.
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IndiV;idUi:!.15 and nonprofit organizations interes~ in receiving services may contac\: the appropriate
subc~nter at any time.
SelecUon Cflt.erla
In reViewing NCBP proposals. HUD win consiger:
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the applicant'S ability to contribute matc4tn,g fimds.
the quality ofprior pert'onnlllce;
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3. eWItmtion of accomplishments in relation tp clearly defined objectiv~;
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4. evidence of ~fforts to JeVerage resources IlIl9 effectiveness'Jhro\lgb publi~ and/or 'private
pAnnerships;
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S. o~dcration of oppommities to m:e new technology to better serve nonprofit organizations;
6. stfa,tegic partnerships With teohnical provl<i~, consultants. and academic instinntons.
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Hin:l bay cl'loose to approve an appliCWlt on a "conditional·· bllBis, .In suehs case. the award will be for
one or more specified periods of time up to one full budget period (one year). Witbin thealloned time,
the provider must resolve the specific matter to lillO's satis&ctiOn. or funding may be discontinued.
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COopqative qreements are for a period of QIlI: fear. Fwld$ are distributed according to a population
based fonnula t except that each SNA will reoeive nO less than '250,000 each year, subject to the
availa~ility ofapprOprilted t\mds.
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Natloaal Service OrganlzaUolIS (NlDs)
HUn tbaY also make a small portion of funds ($7-3 million) available to support national services
provided by membership OIgatUzatiOns of SNAs and NT,Alls. Funds may be W1ed to provide leadershiJl.
training. phmning, coordination and information services that improve accountabilitY. and to help best
prao~es and too1.9. In additiot1. NSOs will provjde technical assistance to lea4 organizations in
e$tablisbirLg and instimtionalizing their program~.
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Ou~es
The Nc::tBP will have a profQwd impact on impr~)ying the performance of nonprofit instituuons in the
United States. Thi~ initiative will betret Oquip nonprofit executives., board members, and communitY
knowledge and skills in manage;nent and IJovemanee to improve their organization's
leaders \with
performance and service delivery. The NCBP wjIl emp~~
importance ofplanning, mategic
co~Upicatl()n6. alliances and restrUCtming, the'use ofevolviJ1a technologies, and evaluation and
auo1ll1tability with the nonprofitfi it works. Amopg the key objectives ofthls initiative:
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Provide nonprofit tlQards with tho highcat quality manasement and technical amstance services
specifically designed to meet thl!lk needs. resources 8l1d goals. and
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• Bring about CQ,!U effective. BUstairutb1e chaDges that strengthen l1onprofitll. their boards. 9l1Q.
the servioes they can offer their oU\:Ints.
• ' CLlStomi2cd and eonvenient access'to accurn'£e and timeJy data and information for nonprofit
organizati6osi .
• The development, promotion aJ'u;l institutionalization Qfbeit praotices and standards;
• hnprovcd teebnology acquisition ~d Application at orgard2atianally appropriate level.
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The uldmGle ,~'Ult~ wlll/H IlI'(lngtl', mDr~ eJlt!Ctiv8 IUJnprofdN, IUIII t!(JUet:tiveiy. a ~trong."
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"Glos'sary ofTerms
LO af Lead OrganizatloJl. This is the or~tion that win oootdinate the program throughout the
state~ In the case of &mall stares the LO and NO,C will be the same entity. In the case oflarger 4tate9~ the
LO win set up and/or contract with existing institutions to create NDCs throughout its nate. .
NDq "" Nonprofit Dev e1opmeot Center. The p'hysicalloeation where nonprofit management and
technical assistanoe will origma:'te_
.
I
.
'mAP ..a Nonprofit Teebuieai AisistanceProvlder.
andltir tedmical assistance to nonprofits.
I'
A nonprofit institution providing management
.
.
,
NSO':c; NlUional Senlce Organization. Nonprofit organizations with a national mandate that provide
mana'gement and/or technical assisrance to nonptofits.
i
.
!
Wor~ list of Potential
Partners 8& AllIes
Alliance for Justice
A1Uarice for ' Nonprofit Management
I
Aspen Institute
CotmCi1 on Foundations
Grantbakers for Effeetive Organizations (co-c~ired by Barbara Kibbe, Packani Foundation, and
M.aryc'mne Holohean; Meyer Foundation)
.
Indep~dent Sector
National Center for Nonprofit Boards
National Cenrer of Charitable Statistics
N8ti~ Society ofF1.Illd.taising Executives
OMB!Wateh
PointS of Light FotMcb.tion
Unite~ Way ofAmerica
,
,
'
.
Pleas~: add additional organi2ations in the space b,elow:
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~
THE WHITE HOUSE
Office of the Press Secretary
I
For Immediate Release
!
October 22, 1999
October 22, 1999
I
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
Supporting the Role of Nonprofit Organizations:
Interagency Task Force on Nonprofits and
Government
SUBJECT:
!
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Tht:; United States is the most generous Nation on Earth.
In.1998,
an! estimated $175 billion was given by American individuals,
communities, foundations, corporations, and other private
'p~ilanthropies to a wide variety of causes and organizations.
In;dividuals accounted for 85 percent of all contributions in 1998
arid their giving has increased by almost one third since 1995.
And over the next 20 years, approximately $12 trillion {n wealth
is expected to be transferred from one generation to the next ~
more than $1 trillion of which will flow to nonprofit
o~ganizations through charitable giving.
I
i
.
I~ many cases it is nonprofit organizations that convert
pf;!ilanthropy into results -- helping people in need, providing
health care and educating our Nation's youth. The nonprofit
sector is an integral component of our national li , encom
passing more than one and a half million organizations, with
operating expenditures in excess of $600 billion. But mo~e
telling than the dollar figures is the new spirit of service and
c;ivic activism that nonprofits of every kind are now exhibiting.
W,e are today in the midst of a nonprofit boom, a time when the
a'ctivities of this sector are becoming ever more creative and
e'ntrepreneurial.
.
I
.
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.
Nonprofits are uniquely able to 'identify problems, mobilize fresh
~hinking and energy, care for those in need on a human scale, and
promote social change at the community level. As this sector
grows in size and importance, there is an ever greater
0pportunity to forge partnerships that include Government,
nonprofit groups, businesses, and citizens to address pressing
public problems. There are already many ways that nonprofits
work.closely with the Federal Government. For example, Federal
grant programs from the National Science FQundation and the
I
I
�I
N~tional
Institutes of Health assist non-profit research
institutions that search for cures to cancer. And the
CO:rporation for National Service works with nonprofits throughout
th,e Nation to provide after-school and tutoring programs.
Our
,challenge in this time of burgeoning social entrepreneurship is
toi encourage Government",nonprofits, and others to work together
more meaningfully.
I
'
Th~refore,
today I direct the Assistants to the President for
Domestic Policy and Economic Policy and the Chief of Staff to the
First Lady to convene an Interagency Task Force on Nonprofits and
Goyernment (IITask Force!!). The purpose of this Task Force will
bel,twofold:
first, to identify current forms of collaboration
between the Federal Government and nonprofitsi and second, to
ev~luate ways,this collaboration can be improved.
,
;
Structure of the Task Force
,
i
The Assistant to the President for Domestic Policy, the Assistant
to,the President for Economic Policy, and the Assistant to the
President and Chief of Staff to'the First Lady'will jointly Chair
the TaskForce. The'Office of the Vice President, the Office of
Martagement and Budget, and the Council of Economic Advisers will
be iregular participants.'
'
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'
The Task Force shall be composed of the following members:
I
(1 )
(2)
(3 )
(4)
(5 )
(6 )
(7)
(8)
(9)
(10)
(11 )
(12)
i
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
I,
The: Chairs of the Task Force may add such other officials and
ind~pendent agencies as they deem appropriate to further the
p~r~oses of this effort or to participate i~ specific aspects of
it., The Chairs, after consultation with Task Force members, will
apP9int staff members to coordinate the Task Force's efforts.
The:Chairs may ,call upon the participating agencies for
logistical support to the Task Force, as necessary.
Members of
thelTask Force may delegate their responsibilities under this
memorandum to subordinates. During its work, the Task Force will'
consult regularly with the nonprofit sector.
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Objectjyes of ' the TaskForce
,
Thel Task Force will:
i
1.
Develop a public inventory of "best practices" in
existing collaborations between Federal agency programs
and nonprofit organizations.
In cooperation with the
nonprofit sector, the Task Force will work to apply
these leading models to other Government efforts.
For
example, cross-agency initiatives that reflect the
community-wide focus of many nonprofitscould be
highlighted and replicated. The Task Force will also
examine ways that Federal agencies can better draw upon
the experience and innovations of nonprofits in the
development of public policy.
2.
3.
'I.
Evaluate data and research trends on nonprofits and
philanthropy. Understanding the significance of the
relationship between the nonprofit and Government '
sectors requires an understanding of the impact that
the nonprofit sector has on the economy and on public
policy.
For example, the Council of Economic Advisers
should undertake an analysis of existing data from the
private and, nonprofit sectors concerning the role of
'philanthropy in our economy, including an examination
of the factors that affect giving and an investigation
of trends that are likely to affect future giving.
The
Task'Force will also coordinate agency· efforts to
identify the contributions made by the nonprofit sector
and information regarding philanthropic activity.
Develop further policy responses. The Task Force will
meet to discuss new findings and to consider new or
modified Administration ,policy responses.
For example,
the Task Force will work with the non-profit sector and
others to explore ways to encourage philanthropy and
service, efforts to help nonprofits develop and grow
(including "venture philanthropy")
opportunities for
closer collaboration on research and in meeting local
needs,/and ways to reduce governmental barriers to
innovative nonprofit enterp:rises.
1
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I
F~om time to' time,
the Task Force will report to me on the:
r~sults of its efforts.
, i
i
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G~neraJ
Provisions
I
This memorandum is intended only for internal management of the
_ executive branch. This memorandum is not intended, and should
nqt be construed, to create any right, benefit, or trust
responsibility, substantive or procedural, enforceable at law or
e~uity by a party against the United States, its agencies, its
officers, or its employees.
This memorandum shall not be
cqnstrued to create any right to judicial review involving the
compliance or noncompliance with this memorandum by the United
S~ates, its agencies, .its Qfficers, or any other person.
WILLIAM J. CLINTON
#
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��the
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MINISTERS
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For urban youth, the city C?ffers
a world of trouble. Here's a
behind-the-scenes look at how
a group ofBoston streetworkers
is doing a .world ofgood.
ARRY MAYES IS PACING THE HALLWAY OF Dorchester
District Court like a man on a mission. Mayes is a youth out·
reach worker, more commonly known as a "streetworker," .
who is employed by the Ella J. Baker House in Boston's Four
Corners neighborhood,. not far from the courtho~se. He's
here to advocate for a man we'll call "Mario," a 25-year-old
Cape Verdean \vho has surrendered to authorities one
year after skipping o';lt o·n assault and battery charges.
Mayes wants to keep Mario out of jail. "If I can some·
how get strict probation or we get another hearing, it's
a huge win:' Mayes says as he waits anxiously for the case to be called.
It would be a victory for Mario, but Mayes is thinking about more
than that. It \vould be a big win for the new way business is being
done on the city streets and in its courts.
A spate of shootings among rival Cape Verdean groups had
punctured the calm of a quiet summer on the streets, and the po
lice were ready to crack down. They were going to arrest a number
of youths who had o~tstanding warrants, and Mario was on their
list. Before making their move, however, police officials did someBY
PHOTOS
MICHAEL
BY
JONAS
WILLIAM
FALL 1999
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CommonWealth 37
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th'ing unheard of in most big-city dcpilrtmcnts: They
handed their warrant list to 10Gli ministers and gave them
10 days to get the wayward wanted to come in on their own.
Rev. Filipe Teixeira, a 33-year-old priest who minist~rs
to Cape Verdean YO\lths in Boston's Roxbury and
Dorchester neighborhoods, and Rev. Eugene Rivers, the
outspoken leader of the Azusa Christian Community, an
urban ministry that operates the Baker House, paid a visit
to Mario's mother. After the ministers left, Mario's mother
contacted her son, who months earlier had fled to a city
outside Boston, and begged him to settle his accounts with
tlie law. Mario decided to turn himself in.
''I'm shocked that he called, I'm not lying;' says Mayes.
"A lot of these kids are hard heads."
Mario still has to face the earlier charges. And because
he defaulted before, he could be heading to jail on high bail
until his trial, months down the road. But because Mario
came in or his own, Mayes and Teixeira are hoping the
judge will release him under tight supervision pending the
trial. They also hope such an outcome 111ight lead other
young Cape Verdeans to come dean on their outstanding
warrants. Teixeira thinks Mario might even be willing to
work with him to steer other youths in the community away
from trouble.
The case looks like just one more chapter in the end
less tale of broken lives and laws that is being told at the
Dorchester court on this steamy July morning. But as
Mayes alld Teixeira confer in the hallway, and Mario's
mother waits inside the courtroom wearing a worried look,
what's unfolding is another small test of Boston's nation
ially acclaimed approach to stemming gang violence and
!youth crime. Fittingly enough, a streetworker from the
'Ella J. Baker House is in the thick of it.
,
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rAKING IT TO THE STREETS
.
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."Without the ministers...
the whole thing woul~
have been built on sand."
All kinds of new lines of communication have developed
1mong the many groups in Boston touched by youth crime'
I
from police to preachers, probation officers to school of
of those slots unfilled this summer. The state Department
ficials. And credit for Boston's success in reducing violence
of Public.Health funds an additional half dozen street
has been widely shared, too. But at the heart of the effort
nas been the willingness of Rivers and some other church
worker positions. Community health centers and other
l~aders in the city's black community to lay claim to the, service agencies throughout the city have o~treach teams
streets and to the young men leading lost lives there. . whose stated missionillay be HIV education or teen
pregnancy prevention, but who represent another form of .
'';Without the ministers," says Boston police Capt: Robert
streetworker. And community groups such as Teen
Dunford, who oversees the Four Corners area, "I think the
Em powerment in the South End and the Dorchester Youth
Jhoie thing would have been built on sand."
Collaborative provide outreach targeted to specific city
: Much of this ministering is being done by a cadre of
neighborhoods. All told, says Tracy L:itthcut, the city's
streetworkers whose job is to be available-night- and
director of youth services, there are more than 100 people
d~y-to youths on the edge of trouble. [n 1990, the City
citywide interacting full-time with young people "out
of Boston sent four' outreach workers into the streets,
011 the street level."
.
, cqmbing the neighborhoods, trying to redirect gang mem
But the churches have laid the foundation for the city's
b~rs away from the downward ~piral of drugs and guns. The
anti-crime efforts. The len Point Coalition, formed in
city's streetworker program has now grown to 30 posi
'1992, brought new voices of moral authority to the
ti6ns-although high turnover and low salaries left eight
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38: CommonWealth
FALL
1999
�•_ _ ~~. _ _ _ _ _ _ _ _ _ _ _ _ _UI!l5l)I\_ __
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campaign against crime: Rev. Rivers, Rev. Ray Hammond
and Rev. Jeffrey Brown, among others. The Baker House has
become a cornerstone of the outreach work. Operating
out of a three-story house in the middle of the tough Four
Corners neighbcHhood, Rivers and a full-time staff of nine
direct a range of programs for area youths. Their specific
duties aside, the Baker House staff act ultimately JS front
line soldiers in a crusade to reclaim young lives marked by
fatherlessness, low expectations, ~ind a street culture where
jail time is more rite of passage than badge of shame.
The work involves more than juslkeeping the peace.
t.:.
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At work in and around Dorchester: Teny Gross, Larry Mayes,
and (above) Mark Scott. Below right: Rev. EugC/le Rivers.
Sometimes it means negotiating a return to school or
brokering a deal with state juvenile authorities to keep.
a teen out of detention but under the close watch of a
Baker House worker. Just as often, it means simply spend
ing time with young people who have few real mentors in
their lives, acting as social counterweights to the fast-paced
street life that tugs constantly at young men in the city's
minority neighborhoods.
.
Larry Mayes speaks of the need to embrace young
urban outlaws. Sometimes that ineans going to the
prisons and ministering to them there. He sees his work
partly as a Christian-inspired propaganda campaign. "Who
. has the loudest voice, who has the 1110st influence?" he
asks. "I'm out to prove to these kids that I can be more
authentic than their own friends. A lot of times when they
get arrested their friends go bye-bye. No one shows' up
to visit them in jail. We do."
And sometimes it means going to court on behalf of
someone like Mario. Having worked with police to bring
FA 1.1. I ':l':l':l
CommonWealth 39
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him into the system, Mayes and his COI11
piatriots believe it's time to balance justice
, ,Jith me;cy. They think Mario is ready to
tlln1 the corner on crime. It's a gamble,
I
bllt one not taken on blind faith. It comes
,
of an effort to look into the hearts of
I
ypung people who are shunned or feared
b¥ most adults.
I
KEEPING THE FAITH,
KEEPING THE PEACE'
11:1 \995, the Azusa Christian Community
o'pened the Ella j, Baker House on Wash
il~gton Street, the main artery through
the Four Corners neighborhood. Named
, fbr a founder of the Southern Christian
,
Leadership Conference, the building
I
'
;yas a burned-out former crack den. Fully,
renovated, it now houses the Azusa youth
I
.
c~nter an d wors h' servICes.
lp
: Topped off by a smart, four-color
\{ictorian paint job, the Baker House is a
~eacon of the "faith-based" approach to
shcial problems now in vogue. The. concept
,
landed Rivers on the cover of Newsweek
n~agazine last year, and it had AI Gore and
George W. Bush jockeying this,summer
I
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oyer who could pledge greater allegiance.
The Azusa activists, however, have been at
i~ in Four Corners for more than a decade.
~nd the approach had some currency
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"We sell values here. We're saying there's
a normal world here. 'let's get you back in it."
before that, too, says Mark Scott, the 37-year-old director
~f the Baker House programs. "Not new idea, about 2,000
years old:' he says.
, I Scott, who moved to Four Corners a decade ago to join
~ivers's church, gave up his job as a librarian two years ago
t? work full-time at the Baker House. "For me:' he says,
«'Jesus sided with the'poor, and all those Scriptures side with
the poor and the alien and the prisoner and the down
trodden, and there's no getting off the hook."
I
, Raised as a Catholic on Chicago's South Side, Scott ,is
~ow preparing to becorne an ordained Pentecostal minis
ter. With a master's degree in library science, he was, like
rilOst of the Azusa members, on a'decidedly middle-class,
p,rofessional trajectory before responding to, the pull of
sltrong faith and a belief that its power could be harnessed
a
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CommonWealth
to tackle the most desperate problems facing black,inner
city neighborhoods. "All social movements are led by
largely, declasse middle-class intelligentsia," says Rivers,
who calls the small Azusa community "a lean, mean,
guerrilla mach ine."
Though the Azusa activists say it iS,indeed a holy war to
save lives thatthey are waging, there's no Bible-thumping
,in their dealings with young people: most of whom have
had little contact with church life. "It would be meaning
less," says Rivers. "You might as well be speaking 12th-cen
tury Peloponnesian. And so we don't speak in foreign
languages. These people have heard all the B.S. before;
they've got to experience God's love. They experience God's
love through us loving them, loving them with expres
sions of sacrifice and cornmitment and long hours."
FALL I 'J'J'J
.... --"<.,,..."" ......~-
�Streetcornersociety: Scott, Gross,
and Mayes say they see a different
side ofsome gang members when
they are away from the group.
,,,
'j
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The Azusa street ministers blend
activism with a strong belief in
political self-determination, much
as Ella' Baker and the civil rights
activists did in the 1950s and '60s.
"The black community is in a seri
ous crisis-it's.in dire shape;' says
Scott. The solutions have "got to
come from the community. No out
side force is going to be able to come
in and say we'll fix this for you. It's
an old piece of nationalism that
black people have to fIx it for them
selves. Well, what institution that is
part of the community is going to
do it? Of all of the institutions that
you could look to, the church is the
most viable."
There is no shortage of churches
in Boston's black community.
Between small, storefront ministries
and larger congregations, there are
more than two dozen churches
along Washington Street alone,
says Scott. "You feel like-:all this
God, we shouldn't have any prob
lems;' he says. Though a number of
churches have stepped forward as
part o~ Boston's anti-crime efforts, many remain focused
inward, on their flock, showing little interest in reaching
out to youths at the far margins of the community.
"The c~urch has not done what'it could do or should do,"
says Scott.
Ulti~ately, he says, the work with young people is about
redemption, an "a priori belief that they're created in the
image 6f God, and that they therefore have an unlimited
amount of potential;' But you have to save lives before you
can sav~ souls, and the path to spiritual redemption runs
I
fIrmly on the ground. You have to "forget the church alto
gether almost, and be on the street, be in the field, be avail
able right where the kids are;' says Scott. "Avoid violence,
achieve literacy, access jobs. If they could do those things,
that wo~ld be success."
I
I
HELPING THOSE WHO HElP THEMSELVES
Over the1summer, the Baker House runs science and sports
camps, ~nd a job-readiness program. The one constant
through9ut the year-and throughout the night-is the
availability ofstaff to deal with young people in every type
, of crisis imaginable, from 2 a.m. calls from a police lock
up to pleas for help from homeless 16-year-olds.
"Like AT&T, I'm in business. Every page will be
returned," says Teny Gross" who is paid through the
city's streetworker program, but works full time out of the
Baker House. The Israeli-born son of a Croatian Jew
and Serbian Catholic, the 33-year~0Id Gross was a pho
tography student at the Museum of Fine Arts when he
came to Four Corners in 1990 to do a documentary
project on Azusa's outreach work. He never left, and
is widely regarded as one of the most committed and
effective youth workers in the city.
Gross finds his own reference point for the group's drive
to repair black city neighborhoods. "I think Azusa is really
a 'Zionist' organization. You cannot ask for others to save
you. If you can't build your capacity to save yourself, you
are doomed;' says Gross, who regards himself as something
of an outside helper-soldier in the Azusa army.
Because the Baker House has established a strong
foothold in the neighborhood, more and more young peo
ple fInd their way to the building on their own, or are re
ferred by a friend, teacher, or probation officer. Contrary
to popular images of streetworkers corralling a crew of
teens under a street lamp, Gross generally shuns that
approach. "I spend a lot of time with kids alone. I'm not
a fan of big groups. There's a lot of bravado going on;'
says Gross. "Everyone's like high-fIve, everything's cool.
But it's a fake. Inside people are eaten." Though he once
had a gun pulled on him on a Mattapan street, Gross calls
the street swagger of most young gangbangers "a shell,
it's a thin shell of rejection;' When they're alone with him,
saysGross, "1 have some tough gang members who cry
,with me."
He ~ays:the initial stages of gang life-the sense of
importance, of belonging-"are truly exhilarating for an
inner-city kid." The later stages offer a different scenario.
"More and more stress, get shot, in jail;' says Gross. "It
usually is not a happy ending."
,"We sell values here;' Gross says of the Baker House.
"We're saying.there's really a normal world here. Let's get
you pack into it."
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KICKED OUT
"William," a 16-year-old black youth with a muscular build
and weary eyes is one of the many teen-agers Gross sees
who is living far from t~e "normal world;' Estranged from
the aunt and uncle who were raising him, he's been living
with grandparents. He's been kicked out of high school,
and his grandfather is accusing him of selling drugs, a
charge he denies. He also swears off any gang involvement,
a claim' that Gross later confIdes he doesn't accept with
full confIdence.
"My grandfather just disowned me. I'm not even
allowed in the house," William telJs. Gross, sitting in a
FALL
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1999 CommonWealth 41
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, is already a veteran of the pepartment of Youth Services,
meeting room at the Baker House on a late June afterI
n<;lOn. He's been bouncing between places, and his case
the state agency that supervises juvenile offenders. He
stopped showing up at school in the spring, and DYS was
wbrker from the Department of Social Services is talking
aqout a foster home. "Practically, I'm a bum, ifyou ask me:'
ready to commit him to a state-run facility. "I negotiated
he says. "A bum is a person that don't have no home, and
with DYS," says Gross. "He was going to be locked up for
I don't have no real home."
six months. The only reason they're not locking him up is
I Gross says he can work on getting him back into school, because he's coming with me."
aAd he offers to go with William to help negotiate a return
"Looks sweet as hell;' Gross says of Barry. "I remember
tq his grandparents' home. "I'll do whatever it takes for me , him carrying a gun when he was 10. We'll see if we can save
tq get back in the house:' says William. ''I'm tired of run
him. Everyone else has sort ofgiven up on him." Gross and
ning. Today I just want to go home, to my own room, and
others at the Baker House often speak in shorthand of
"saving" kids. In reality, they
l~y down, go to sleep for a
say, they can only show
couple hours."
kids a better path to follow;
Ten days later, William is
the rest is up to them. "They
o~e of 40 teen-agers who
fix themselves:' says Mark
s~ow up for the start of the
Scott, who tells youths,
B,aker House summer job
"Decision is destiny-it's,
ttaining program. It's the
really on you:'
~ird year that Baker House
The prime time for
~as run the six-week pro
gram, in which teens take
trouble is between ages 14
and 24, say youth workers.
~art in mock interviews,
goal-setting exercises, and
After that high-risk period,
many settle into more licit
get some hands-on experi
e~ce with computers, car
lives, driven by a combina
tion of maturity and ex
pentry, and other lines of
haustion from life on the
.rork. They're paid $5.59 an
~our through the city's
streets. "I call that the bot
summer jobs program, and
tleneck'" Gross says. "I
tpe Boston Private Industry
push you through that,
you're probably all right:'
<:=Ouncil provides job place- ,
For some, the awaken
ment help. A grant from the
police department pays for
ing comes earlier.
J van, leased for the sum
"I was young and
mer, and for food condumb;' says Luis Garcia. At
I
sumed during a two-week
19, he's working as an as
I
'
~tay at Camp Edwards
sist~nt supervisor in the
army base on Cape Cod.
Baker House job-tr~ining
I Last year, 60 teens
program. Just'siX months
earlier, however, he fin- '
~tarted the program, but
only half made it to the
ished a year on probation
I
~nd. It's not a stellar reten
for receiving stolen vehi
~ion rate, but the program doesn't draw from the honor
cles. Before that, there was a juvenile crack cocaine con
roll. A lot of these young people, says Rivers, are part of
viction that landed him in DYS custody for six months.
I
Last year, Garcia finished his high school G .E.D., and he
r'a whole generation of kids beneath the radar screen that
f\ren't going to be doing Boys and Girls Club, YMCA,
now hopes to enroll at Roxbury Community College. "It's
Big Brother. They're going to be doing time." Indeed, two
pretty hard going from negative to positive," says Garda. He
~igh-profile gang members were in the program last
has two daughters, ages 1 and 3, and says they were hi~ mo
,summer; one of them is now in jail. "You see them in our
tivation to straighten out-as was his mother. "1 didn't
want my mother looking at me through the bars:'
'
:room, and they're just kids-which they are:' says Gross.
''I'm working with kids telling them right from wrong:'
;"Put some of them on the street at night, and you'll be
lafraid to go on that block. You've got some real players and
he says of his summer job. "But 1 can't tell them too much,
ifuture players."
because you have to learn from experience. The negative
i One of those they're trying to keep off the streets is a life- it's b~llshit. I look at those kids overthere, they don't
Iwiry 13-year-old Gross has known for three years. "Barry"
really realize it."
'I
"No outside force is
'going to come in and say
we'll fix this for you."
i
I,
i
I
!42 CommonWealth
FALL
1999
�-'.'
.. '
I
GETTilNG THE WORD OUT
.
Hennessey of the Boston school police force talked about
the rising temperature on the streets. "We didn't know
what we were going to do about it, but we knew we had to
do something:' recalls Hennessey.
The following month, in the city's Brighton neighbor
hood, a group of Crips. carried out a brutal attack on a
Blood with a hammer and machete. Lieutenant Gary
French, commander of the Boston police department's
anti-gang unit, showed up shortly after that at the Baker
House, and within days there had b~en meetings between
leaders of the Ten Point Coalition and law enforcement of
ficials, Cardinal Bernard Law, a stalwart supporter of the
Tefl Point Coalition, hosted a ,strategy session at his resi
dence in Brighton, and Mayor Tom Menino convened a
,City Hall summit with school superintendent Thomas
Payzant, With much of the new gang activity taking place
at schools-some of it starting among younger, middle
Everyone agrees the streets are safer and quieter than they
were ib the early 1990s, Crime levels in Boston are at ~ 30year l~w, and the city's murder rate has plummeted a stun
ning 7,8 percent, from a peak of 152 killings in 1990 to just
34 murders last year. During the 30-month period from July
1.995 to December 1997, there wasn't a single juvenile
homi~ide victim in Boston. "The good news is almost un
believ~ble:' says Rivers, "It's a different world,"
But there are troubling signs that B~ston could be in for
anoth:er wave of gang violence, With many of the most vi
olent~omegrown gangs put out of business or suppressed
by aggressive policing and prosecution in the mid '90s, lo
cal faCtions of the Bloods and Cfips, the notorious Los
Angeles street gangs, have begun to fill the vacuum, During
a me!porial walk in February 1998 for a Dorchester youth
cut d,own by gunfire, Teny Gross and Lieutenant Mike
i
. ~BAD ENDING .:, ;,;,:{::;"
deras~:'t~g;~~~i~i\~p~:~e:'~ttii~ "father for the first time
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The phone call came in the rriiddle 6f(a Sunday afternooh meet- athis arraignmeht:for.·murder in Brockton District Court.
. :ink'at the Bak~r House inlai~~jurie:"st~eet wo~er tenyGrosSl.' ,.:iH~:.is·~·yot:~~ari; lik~:rii~~yOiher young· peiopleiwhci un
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answer.it1Not wantirg,~b/be~in~~rh,l~t¢d during'
for~unatelyh1s l:i~t6 ti'Y;~9ra!Se himSelf: says Rivers. '.
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'. :si9n;'Rev. Eugene Rivers; to,lO, hi
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,~ ':-, Ateen-age~!Vho had o~cely[it~~c;s:~e~s O~,D,?rc,~~?,t~r's 'to';;i:akere~P,Orisibilit~,f9r,;~he!r:iive~and"actions; arid parents'
.. Four Corners neighborhood,. 1;7;,'year,old Elbert: JQhnson, a;;#;'~cii~tr,~.r~'~.t~,·d~X!ar~b.~tterjOb'raiSing them 'so,they'll
.·.~~s,:~anted fo~;a m~'rder ~~0T~!t~ed>¥;:t~~:~~eek~Q~' in .;~~~b'~~~~:~?ffif~qi,,!g~~~9l<jes. ~we build them wrong, arid·
... ,Brockton, J~hn~.n was the t~r~~~:~~~7;~II;'~'p?IiQ:~ n:a~~~nt, t~~-.\;eJ~~~?~~~j1r~.rry,:~~ifhl~~xpensiv~, and ~hey g?thro,ugh .
and'had shown up at:the Bostdn'home':ofa'surrogateJamily ..mis¢rY4tintilJI)Ely'.'gepheirljfe:right.;and so (ilany ofthem..
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.,'!: 'Riversspeni'four, hourstalkingt6 JohnsOn, and after COll-with:~irat;ri~(is·a :wor(j.'that: c6me~up·Over~rid;Jver. And.
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hirn hi;·only.alt~matiSe~·~:f~,be;·h~nted'ao~n'lil{e
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FALL 1999
.. \, ' , "", ,::'
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J
CommonWealth
43
I
�.,'
school students-the decision was made to bring a stern
warning about gang life to the city's classrooms.
The reach has been imp'ressive. Since March 1998, teams
of ministers, streetworkers, police and probation officers
have made 78 presentations to more than 8,000 students
at Boston middle and high schools. Ministers and law
enforcement officials have also made 200 home,visits to
families of kids suspected of gang involvement. The mes
sage, says Dorchester District Court probation officer Billy
Stewart, has been: "Violence, high-profile gang activities,
the beat downs, the assaults
-you're going to get sup
pressed, enforced, and jailed.
We've been there, done this,
kids, and we're not going to
do this again. You WIll lose:'
Along with a promise of
harsh suppression of gang
activity has come informa
tion on summer jobs and
other resources for youths.
But it's difficult to mea
sure the impact ofthe new
anti-gang campaign. There
were several violent inci
dents in schools last year
involving gang members.
And an attack last spring
outside an East Boston
school marked the first
shooting that "no question,
absolutely can be attributed
to the Bloods and Crips;'
says French, the police antiI
gang unit commander. Still,
there's a feeling that things
I
could be much worse. "I
think we reached a lot of
kids" with the school visits,
says Hennessey, the school police lieutenant. So far, at least,
, things haven't gotten "out of control;' he says.
To keep a handle on the situation, represeqtatives oflaw
enforcement and youth agencies and religious leaders have
been meeting' once a week at the Baker House. The sessions
have been convened under the banner of a Baker House ini
tiative dubbed "Operation 2006." The name is a reference
to the projected peak year of the demographic "bubble"
criminologists have been warning of, a point when the
, population of 14- to 17-year-olds will be 20 to 25 percent
larger than it was in 1994.
._
!
The meetings, held every Wednesday morning, are a pic
; ,ture of Boston's anti-crime collaboration in action. At one
: session in late June, more than a dozen people gathered
: around a conference table, including representatives of the
': Boston police, school police, probation department, and
Department of Youth Services, along with religious lead
ers, youth workers from other agencies, and a lawyer from
Roxbury Defenders, a local branch of the state public-de
fender agency.
Emmett Folgert, the veteran director of the Dorchester
Youth Collaborative, warns two officers from the anti-gang
unit, David Singletary and Kenneth Israel, of a local Bloods
and Crips beef that's been playing out beneath the law en
forcement radar. It's the sort of free-flow of information
that never happened years ago, and that can sometimes
head off problems before
they get bigger, say partic
ipants. "It's all about indi
viduals you can really go
to;' says Singletary. "Our
strength is not just physi
cal; it's partnerships."
CREDIBILITY ON
THE LINE
At Dorchester District
Court, Larry Mayes is
working every partnership
angle he can come up with.
Still waiting for Mario's
case to be called, he but
tonholes the prosecutor in
the hallway. "I'm making a
case to everybody;' Mayes
says after the' en,counter.
Wearing a striped dress
shirt and tie that Filipe
Teixeira, the CapeVerdean
priest, brought for him,
Mario cuts a better image
than the cohort ofT-shirt
and-sneaker-clad defen
dants herded through the
morning arraignments. But-it's not just his pressed collar
, that makes Mario stand out. While on the run from his
default warrant, Mario was working and he stayed out of
trouble, Mayes says. "Not every kid will I advocate for;' says
Mayes. "1 think he's worth ie' Mayes says Mario had tears
in his eyes as they spoke of the role he could play with
,younger Cape Verdeans heading for trouble. "Watching
his eyes glisten-that's unusual," says Mayes. "I said, 'All
righ t, this guy gets it:"
It's a breakthrough that carries a price, Mayes knows. "I
think a Christian should make people uncomfortable;'
says the lanky 37-year-old. "We believe someone repents
and turns around. When you do that, that means that those
you left behind usually reject you. And'he's in that position,
which I think is excellent," Mayes says of Mario. "It doesn't
feel great, but it's good for him.",
"I think a Christian,
should make people
uncomfortable."
".'
i
i
I
I
'
44 CommonWealth
FALL 1999
�I'
Mayes was raised by a single parent in the housing pro
jects:ofNew Haven. After high school, Mayes studied to be
a missionary at a fundamentalist colle'ge in Texas, and he
rece~tly returned to school and complet€;d a master's degree
in public poliCy at Regent University inVirginia, a Christian
scho~l founded by conservative' preacher Pat Robertson.
But he leavened his religious readings with large doses of
Noa1n Chomsky and other left-leaning thinkers.
"I know I made my professors uncomfortable:' he laughs.
'Tve: always been battling with people who say claim your
self",by staking out a position on the ideological spectrum.
Mayes calls himself an adherent of "the tertian quid-the
third way. Which means that Christ or my Christian con
victibns predate and transcend left and right politics: I'm
I
n~t going to let someone put me in a framework off the bat,
and then control me and frame me from that." Adds Rivers,
'~It's a post-ideological, post-left, post-right pragmatism.
, Mealmrable outcomes is the bottom line. So what works,
worKs. What does not is discarded:'
I
In Mario's case, what works is the intercession of veteran
I
' .
probation officer Billy Stewart, with whom Mayes has also
don~ some hallway lobbying. Stewart agrees to make a
pitch to the judge, and when the case is finally called, '
SteJart, the prosecutor, and Mario's court-assigned public
defe*der approach the bench for a "side-bar" conference ~th
Judge Rosalind Miller.Stewart does most of the talking.
"Billy's a great talker;' Mayes whispers, watching in
tently alongsideFather Teixeira and Mario's mother. When.
the conversation is over, Judge Miller, who has taken a tough,
no-nonsense approach to cases all morning, announ<;:es
that Mario will be released under tight sup~rvision. He has
to be home by 7p.m. every night until his trial in November,
and must show proof at weekly probation meetings that
he's searching for ajob. "They will be checking on you;' she
warns him sternly. "You better be where you say you'll be."
Mayes and Teixeira are thrilled. Had Mario been sent to jail,
says Mayes, it "would have been tough to get other kids who
are on the edge to come in:'
•
. '''You have a carrot and stick approach. We're the carrot,
they're the stick;' says Mayes,referring to the court. But
"carrots can choke you;' he adds. "If he screws up any
which way, they won't need to find him. We'll turn him in
and advocate that his butt is locked up for a long time:'
"This is a real good win for us:' says Gary French, the
anti-gang unit commander who gave community leaders
the first crack at his warrant list."Everybody's credibility is ,
sort of on the line here, buU think it's thd way we proba
bly should be doing business."
"The good thing and the bad thing about Boston is
everything is rel~tionsliips," says Baker House director
Mark Scott. "Ten years ago there wer~ no relationships, so
everybody was talking to nobody. Now, we're all account
'
. able to each other:' _
Michael Jonas is a free-lance writer and regular contributor to
The Boston Globe.
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AverStar
Feder'GJ ,(iov'ernm'ent
and Commerci'a" Sectors
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AverStar. Inc,
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CALIFORNIA 0 COLORADO 0 DISTRICT OF COLUMBIA 0 FLORIDA 0 MARYLAND
I
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MASSACHUSETTS 0 NEVADA' NEW, JERSEY' OKLAHOMA 0 OREGON 0 PENNSYLVANIA' RHODE ISLAND
SOUTH CAROLINA Oil TEXAS' VIRGINIA' WASHINbTON • WEST VIRGINIA
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FALL 1999
CommonWealth
4S
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J. Eric Gould
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ReGord Type:
11/19/9901:50:04 PM
Record
Ann O'Leary/OPD/EOP@EOP. J
To;
n B. Buxton/OPD/EOP@EOP
cc:
Su~ject: Non-Profit Task Force
Could we get together on Man y to discuss the Nonprofit Task Force some of the issue it's might cover
,
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an9 how some of these ideCi might fit into the budget.
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Anytime after 12:00 is go
a for me.
THE WHITE HOUSE
Office of the Press
I
For Immediate
ease
October 22, 1999
October 22, 1999
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MEI10RANDUM'FOR
SU~JECT:
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HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
Supporting the Role of Nonprofit Organizations:
Interagency Task Force on Nonprofits and
Government
ThJ United States is
most generous Nation on Earth.
In 1998,
an lestimated $175 billion was given by American individuals,
communities, foundat
,corporations, and other private
ph~lanthropies to a wide variety of causes and organizations.
Individuals accounted
85 percent of all contributions in 1998
an~ their giving has increased by almost one thirds
1995.
And' over the next 20
approximately $12 trill
in wealth
is .expected to be transferred from one generation to
next
morle than $1 trillion
which will flow to nonprofit
org~nizations through charitable giving.
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cases 1t . nonpro f
organlzat1ons t h at convert
phi1anthropy into results
helping people in need, providing
th care and educating our Nation's youth. The nonprofit
In~any
�sector is an integral component of our national life,
encom-passing more than one and a half million organizations with
operating expenditures in excess of $600 billion.
But more
telling than the dollar figures is the new spirit of service and
civic activism that nonprofits of every kind are now exhibiting.
We are today in the midst of a nonprofit boom, a time when the
activities of this sector are becoming ever more creative and
entrepreneurial.
Nonprofits are uniquely able to identify problems, mobilize fresh
thinking and energy, care for those in need on a human scale, and
promote social change at the community level. As this sector
grows in size and importance, there is an ever greater
opportunity to forge partnerships that include Government,
nonprofit groups, businesses, and citizens to address pressing
public problems.
There are already many ways that nonprofits
work closely with the Federal Government.
For example, Federal
grant programs from the National Science Foundation and the
National Institutes of Health assist non-profit research
institutions that search for cures to cancer. And the
Corporation for National Service works with nonprofits throughout
the Nation to provide after-school and tutoring programs.
Our
challenge in this time of burgeoning social entrepreneurship is
to encourage Government, nonprofits, and others to work together
more meaningfully.
Therefore, today I direct the Assistants to the President for
Domestic Policy and Economic Policy and the Chief of Staff to the
First Lady to convene an Interagency Task Force on Nonprofits and
Government (IITask Force"). The purpose of this Task Force will
be twofold:
fir st, to identify current for ms of collaboration
b etween the Federal Government and nonpro fits i and second, to
evaluat e ways this collaboration can be improved.
Structure of the Task Force
The Assistant to the President for Domestic Policy, the Assistant
to the President for Economic Policy, and the Assistant to the
President and Chief of Staff to the First Lady will jointly Chair
the Task Force.
The Office of the Vice President, the Office of
Management and Budget, and the Council of Economic Advisers will
be regular participants.
The Task Force shall be composed of the following members:
(1 )
(2 )
(3 )
(4 )
(5 )
(6 )
(7 )
(8)
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
�(9)
(10)
(11)
(12)
Secretary of Transportation
Secretary of Education
Administrator of the Small Business Administration
Chief Executive Officer of the Corporation for
National and Community Service
The Chairs of the Task Force may add such other officials and
independent agencies as they deem appropriate to further the
purposes of this effort or to participate in specific aspects of
it. The Chairs, after consultation with Task Force members, will
appoint staff members to coordinate the Task Force's efforts.
The Chairs may call upon the participating agencies for
logistical support to the Task Force, as necessary. Members of
the Task Force may delegate their responsibilities under this
memorandum to subordinates. During its work, the Task Force will
consult regularly with the nonprofit sector.
Objectives of the Task Force
The Task Force will:
1.
Dev elo p a public i nve n tory of "be s t pract ice s" in
exis ting collaborations between Federal agency programs
a n d nonprof i t organizations.
I n cooperation with the
n o nprofit sector, the Task Force will work to apply
these leading models to other Government efforts.
For
example, cross-agency initiatives that reflect the
community-wide focus of many nonprofits could be
highlighted and replicated. Th e Task Force will also
e x amine ways that Federal agenci e s can b e tter draw upon
the experience and innovations o f nonprofi ts in the
development of public policy.
2.
Eva lua t e data and research tre nds on nonprofits and
p h i l anth ropy. Understanding the significance of the
relationship between the nonprofit and Government
sectors requires an understanding of the impact that
the nonprofit sector has on the economy and on public
policy. For example, the Counc i l of Ec onomic Advisers
s hou ld unde r t ake an ana lys i s of e xi s ti ng d ata f rom t h e
p r i vat e a nd nonprofi t sectors con c e rning the role of
p hilan t h ropy in o ur economy, i ncluding an e xami nation
o f t he fa c t ors that a f fe c t gi v ing and an i n vestigation
o f t r ends that are likely to af fe c t f u ture giving.
The
Task Force will also coordinate agency efforts to
identify the contributions made by the nonprofit sector
and information regarding philanthropic activity.
3.
Develop further policy responses.
The Task Force will
meet to discuss new findings and to consider new or
�w
•
modified Administration policy responses.
For example,
t he Task Force will work with the n o n -pro fit sector and
o thers t o explore ways to encourage phil a nthropy and
servi ce , efforts to h e lp nonpro f i ts d evelop and grow
(including "venture philanthropy"), opportuni t ies for
closer col l a bora t i on o n r e s e a r c h and i n me et ing local
needs , a n d wa ys t o reduce gove r nmental ba rriers to
i n novative nonprofit enterprises.
From time to time, the Task Force will report to me on the
results of its efforts.
General Provisions
This memorandum is intended only for internal management of the
executive branch. This memorandum is not intended, and should
not be construed, to create any right, benefit, or trust
responsibility, substantive or procedural, enforceable at law or
equity by a party against the United States, its agencies, its
officers, or its employees. This memorandum shall not be
construed to create any right to judicial review involving the
compliance or noncompliance with this memorandum by the United
States, its agencies, its officers, or any other person.
WILLIAM J. CLINTON
#
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Nonprofits and the Hunt Administration
1997-99
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.January 1997
• IGov. Jim Hunt holds a Legislative Briefing for Nonprofits, inviting more than 200 nonprofit
i leaders to a sp~cial preview/discussion of his 1997-98 legislative agenda.
'
.• : Appoints Robin Britt, former secretary of the Department of Human Resources, as Governor's
I Special Advisor on Children, Families and Nonprofits.
I
April 1997
• : Gov. Hunt directs his Cabinet to appoint nonprofit liaisons in each department to develop
: partnerships between state government and nonprofits. There are now more than 70 State
Agency Liaisons (or SALs) in state government; they are working closely with the NC
i Center for Nonprofits.
I
SALs'Mission: Strengthen and enhance the ability ofNC state government to provide
quality services through the involvement of nonprofits and other partners in policy
formulation, organizational development, and program implementation. Provide essential
human resources through the involvement of state employees as volunteers with
nonprofits.
SALs' Goals:
1. Create ongoing mechanisms for two-way communication between state departments or
divisions and the state's nonprofit organizations that work in related fields.
2. Use the expertise and perspectives of nonprofit leaders to help develop public policy.
3. Provide each department with a focal point for encouraging volunteerism and identifying
volunteer needs and opportunities with its service area.
M~y 1997
• : The Governor's Office and the NC Center for Nonprofits cosponsor a dayJong workshop, "New
: Partnerships Conference," to find ways to improve collaboration between nonprofit and
: volunteer agencies and state government.
S~ptember
1997
• : Gov. Hunt appoints representatives of nonprofit community to the Governor's Commission on
: Juvenile Crime and Justice to get nonprofit ideas and input on improving the juvenile justice
, system, revamping the juvenile code and boosting prevention efforts. (Governor's Office
I meets periodically with in~erested nonprofits throughout the 1997-98 legislative session on
this topic.)
10/21199
�October 1997
• SALs attend 1997 Center for Nonprofits conference -- "A Sector in Transition: Nonprofits
Working Togetherfor North Carolina's Future."
• Governor's Office cosponsors "North Carolina Funders Summit, "which was designed to bring
together nonprofit, foundation and state government leader$ to discuss ways to better
communicate and how nonprofits and funders can get involved in policy issues and debates.
I
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January 1998
• Governor holds Summit on America's Promise and Volunteerism, with the help ofthe nonprofit
~ommunity and SALs, and declares 1998 the Year of the Volunteer. SALs promote 1998
Year of the Volunteer activities, including securing a pledge of 1.1 million hours of volunteer
kervice by state employees in 1998.
.
.
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March 1998
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• pov. Hunt joins with a broad coalition of nonprofit groups to call for and work toward passage of
NC's children's health insurance plan, including weekly strategy sessions. (The plan is now
~alled NC Health Choice for Children.)
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May 1998
• Dovernor's Office, Department of Health and Human Services, and the NC Partnership for
:Children begin comprehensive outreach effort with nonprofits for full funding and expansion
,of Smart Start to all 100 counties.
:
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• 'State Agency Liaisons form 1998-99 action plan -- working with NC Center for Nonprofits -
:that details SALs' roles and responsibilities:
1. Learn about the scope and roles of nonprofit organizations and identify the nonprofits
whose work relates to the mission of their departments.
2. Communicate with nonprofits, including meeting with nonprofit leaders and sending
nonprofit newsletters and other communications to others in the agency.
3. Speak and listen at statewide & regional meetings of nonprofits.
4. Identify nonprofit leaders for consideration of appointment to b<;>ards and commissions.
5. Serve as ombudsman to address problems or concerns between the department and
nonprofits.
.
6. Involve nonprofit leaders in specific ways in the department, including identifying
specific areas -- such as policy, program, legislation and others -- for nonprofit
involvement.
7. Invite nonprofits to participate in competitive bidding to provide services to the state.
8. Network with nonprofit liaisons in other departments and divisions to increase
nonprofits' access to state government and to strengthen partnerships with nonprofits
and government.
10/21/99
�.
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9. Report progress on goals and responsibilities to Governor's Office and department
secretary.
10. Celebrate the success of partnerships with nonprofits, including quarterly recognition of
nonprofits in the department, and annual celebrations of nonprofits in state
government.
JU!1e 1998
• ;Gov. Hunt urges Cabinet Secretaries to increase the number of SALs in their departments by
Iappointing a lead State Agency Liaison and liaisons for each major division and section. He
:also urges Council of State members to appoint their own SALs to serve as contacts with
;nonprofits.
,
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Aulgust 1998
I
• !Governor's Policy Office brings together -- for the first time -- nonprofit mentoring groups to get
iinput about NC's biggest needs when it comes to mentoring at-risk youth. Based on those
':meetings, Gov. Hunt solicited a $1 million corporate donation to support North Carolina's
:mentoring efforts.
September 1998
• ;Governor's Office holds Governor's Nonprofit Roundtables in Asheville, New Bern and Raleigh,
"listen & learn" sessions as part of ongoing efforts on the Governor's part to involve
:nonprofits in the Hunt Administration's activities -- especially in public policy development.
:
,October 1998
GOY. Hunt addresses the 1998 NC Center for Nonprofits Conference, focusing on strengthening
theirelationship between state government and nonprofits. Gov. Hunt makes three specific
promises to the nonprofits:
'
. : 1. Will ask every Cabinet Secretary and every Council of State member to see that their
nonprofit liaisons hold quarterly "roundtables: with nonprofits, issuing an open
invitation for all nonprofits with an interest in that agency's issues to attend a brown .
bag lunch. Will also urge them to see input from nonprofits from around the state.
2. Will ask the Issue Teams to set up special briefings with nonprofits -- organized in
groups along the lines of the AgendaJor Action -- in November and December to
listen to their input as part of the 1999 budget/legislative planning process.
3. Will meet with nonprofit leaders twice a year -- at the NC Center for Nonprofits
annual conference in October and in early spring -- for thoughtful dialogue on the
issues of the day.
,
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In addition, his chief of staff, Franklin Freeman, outlines the Governor's legislative priorities and
SALs hold a "listen and learn" to continue the nonprofit dialogue.
!
10/21199
�Nov~mber-December 1998
• Governor's Policy Office and the Issue Teams -- five specific teams made up of senior staff from
across the administration and focusing on good start & good education, safe communities,
cl,ean environment, personal & parental responsibility and financial security -- hold
roundtables with nonprofits in Raleigh to get their feedback and ideas on the Governor's
upcoming budget and legislative package.
I
March 1999
• lIhe Hunt Administration works with nonprofits to get creative with federal funds to address the
critical issue of child abuse and neglect. Hunt launches the 'Safe Kids' initiative, which
,
works to:
* build stronger families through intensive home visitation and family preservation;
* find more foster and adoptive families;
* educate the public about abuse and adoption issues through an awareness campaign, a
web site and toll-free number (1-877-NCKIDSl); and
* crack down on child abusers.
• Hunt launches his NC Cares initiative, which provides health insurance and salary supplements
fo child care teachers who improve their education and training and who stay in the
classroom. Child Care Services Association, a nonprofit agency based in Durham, is
administering this initiative with a combination of federal and state dollars.
I
Ap~il1999
• ~fter nonprofits continue to identify affordable housing as a key issue, Govemor Hunt
;announces the NextSteps initiative, a program to improve opportunities for affordable
;housing, job training and health care for low-income families and those moving from welfare
;to work.
I
'Juhe 1999
• ' Governor Hunt sends out the mid-year Report to Nonprofits to let nonprofits statewide know
'more about the administration's efforts in education, the environment and the economy.
October 1999
• : Because of Hurricane Floyd recovery and relief efforts, Gov. Hunt is unable to attend the NC
, Center for Nonprofits Annual Conference. In his place, he sends Dr. David Bruton, Secretary
, of Health and Human Services, to discuss the administration's continuing commitment to
! nonprofits and to look at ways to improve the state's grants and contracts process.
,
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10/21199
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November 19, 1999
I
Name
School
Address
City, State, Zip
I
Dear - - - Thank you very much for your participation in our roundtable conversation at the White
. House today. As we discussed in the meeting, your insights into the key challenges facing
I.
. Nnerican public high schools are invaluable to our efforts.
I
"1.
I
The' President and Vice.P~esident are intent on continuing this Administration's strong
support for public education ahd for providing schools and districts with the tools they
n~ed to meet high standards for student performance and school success. Your ideas .
today will help inform the Administration's continued efforts to improve the quality of
pqblic scho()ling in America.·
. '
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•
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I
Please do not hesitate to contact the members of the Domestic Policy Council's e.ducation
te~m on matters related to ~-12 public education and the principalship. We appreciate
your efforts in education and wish you the best ofluck for a good rest of the year at
I
(school name).
I
I
Sincerely,
�N.C. Center for. Nonprofits
http://www.ncnonprotits.org/liaisroles.html
0.0
.~.'
'~~'~,jJ
Nonprofit and Volunteer Liaisons in State
Government -- What They Do
Liaisons' Mission: Strengthen and enhance the ability of North
Carolina state government to provide quality services through the
involvement of non profits and other partners in policy formation,
organizational development, and program implementation. Provide
essential human resources through the involvement of state
employees as volunteers with nonprofits.
.
Vision: North Carolina state government is organized to best serve
the citizens.
Liaison's Goals:
.
.
• Create ongoing mechanisms for two-way communication
between state departments or divisions and the state's
nonprofit organizations that work in related fields.
• Use the expertise and perspectives of nonprofit leaders to
develop public policy.
• Provide each department with a focal point for encouraging
volunteerism and identifying volunteer needs and
opportunities within its service areas.
Liaison's Roles with Nonprofits:
i
i
• Learn about the scope 'and roles of nonprofit organizations
and identify the non profits whose work relates to the mission
of the agency/department.
• Communicate with nonprofits,
• . Speak (and listen) at statewide and regional meetings of
nonprofits.
• Identify nonprofit leaders for consideration for appointment to
state boards and commissions.
• Serve as ombudsperson to address problems or concerns
between the department and nonprofits,
• Involve nonprofits in specific ways within the department.
• Invite nonprofits to participate in competitive bidding to
provide services to the state.
• Network with Nonprofit Liaisons in other departments and
divisions to increase oonprofits' access to state government
and to strengthen partnership between non profits and state
government.
• Report progress on goals and responsibilities to the
Governor's Office, Cabinet Secretaries, and Council of State.
• Celebrate the success of partnerships with nonprofits.
Liaison's Volunteer Roles:
• Work with volunteerism liaisons within the department to
establish a vQlunteer plan.
.
• Encourage and support state employees to volunteer, and
record volunteer time.
• Create a clearinghouse for volunteer efforts.
• Participate in partnerships to enhance.volunteerism in the
state.
.
• Celebrate the volunteerism efforts of state employees.
[Back to Advocacy]
lof2
10121/19999:22 AM
�N.C. Center fori Nonprofits
http://www .ncnonprofits. orglliaisioles.htrnl
I
N.C. Center for Nonprofits
1110 Navaho Drive, Suite 200
Raleigh, NC 27609-7322
Phone: 919/790-1555
Fax: 919/790-5307
http://www.ncnonrofits.org
nccenter@ao .com
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~Sr UPDATE:
September 2, 1998
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20f2
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10/21119999:22 AM
�.""
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Draft 3
Report of the Public Poh·cyTask FOl'ce
to DOT RIDINGS and the COUNCIL ON FOUNDATIONS
1
EXECUTIV'E SCYEvlARY
I
I
The: t(:::m Dubiic Dolicy suggests rhc fnune:work rhrough which a dc:mocnic socie,,! - and the: public
..
insrlrutions that sc~rvc: a <.i(:m(;c::~ttic sodety ~ make: decision:; '~1d deliver sc:-vic(:s.
! From convc:nin~ community leaders to workin~ with the media, from conducrin~ public education
carrb~ugns to lundin~ R)Vernment agencies, grantma.k(~rs MC inv()[vcd in activities that sc~ck to shaDe: ()r
imd;:)v~: public polic~c~. A$ a result their (~{p(:rrisc: and action in a varic:rv of ...proll'r,un areas sud~ as
!oj
heal thcarc:, wdfarc: rc:t~) rm, c:ductrio n, the arr.s and the: C'nvironmc:n t, t()un<.httio ns make: valuab Ie
corlrnbut1ons to policy de vcVlpmc:1t at state, 10c,11 <U1d nati;)l1alle:vc:ls. 'In rum, foundations eU1 better
achwvc: thclr missions, \U1d strengrhen their contributions to the: public g'()(X'., by participating in the: public
IX) ~! cv' '''''"lC;'S'
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Council on F)undarions Pre~idc:nt Dorothy Ridings crc:aic:d the: Publlc Policy Task Force: to
rc:c(pmmc:nd ways :n wfllch rhc: Council C,U1 bette::' support grantmakc:rs' ',,x.,-or:( in pubEc policy. The cleven
mc:mbc:rs of the: t'LSk.forcc: arc: rc:prcscnr,nive or' the variety of gral1tmakc:rs in the Council mc:mbc:rshl? The:
r,LS.~ force: me:r Four times in Washmgton, DC between October 1998 and June 1999. In 'addirion, the task
fr)r~~: condUi.:;cd rhrc:c: Focus gr'GUpS of Councll mcmuc:rs and sought,inpur t'rom Council st,lEf, ar'Enirv
'J
groG?S, :e:g!onal ,LSsociarlons ,md colleague: ()rg,U1iz,t~ion$ of the CounciL This report is the: :c$ult of iheir
discu;;siol1s ,md tlndin~. .
.
.
.
I The: Public P,;!icy T,LSk Force: ar'flrmsthe Council's c)rr.mitme:nt tl) SUO Dortin:r lis, membc:rs' work in
pul~lic p()licyandrc:com~cnds spc:cific w,lyS the: Council GU1 in~crpcmtc: rhis t'~ncrio~ into the:
orgl:U1!Zatlon's core ~c::-v:;,::e:s. The Task Force believes the: Council can be: Lodl a leader and a provider 0['
st:r-'.rlcc:s in this ·lr,:a. The: Council's .
lcadershio is ne:c:dc:d to anlculatc: die: m('rits 0 Finvo [yemen t in 2ublic
I
'
p<)::cy 'me! to :-'c
new ja:rnerships. Educar!omu :;et"'rices wiil adv'mcc: mc:mbe:::s' awareness of the: pubEc
oelie'! <1.[(:11:1 ;l.!1d(:~1h·,U1CC: their ~k.ill::; i,) Darricloare !n :1".
I
C~ivcn that rh(: C~un(il,!$ .an()n~.~art'isan rr.c:~bc:rshi~ ·?..s~o(iat1(~n gr:mtrr.akcTs 'Nlrh v·drying.,
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2. Build Strategic Relationships. The:
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Provide General Education on How to Affect Public Polk)'. Th~: CGunet
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4. Provide Targeted Education on How to Affect Public Policy. The: Coul1\.;:1 eU1 ::-e:cognizc:
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such ".1.$ scs,::,icilS de'Jc:!opcd ~:sp(:eially For trustC(:S on public policy and inform-,lrtOn for
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c)mmuniry t()un<.hrions on the: lobbying rules.
5. Highlight Examples and Best Practices of Foundation Public Policy Work. The: Council
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em Pn) mo re public 2') licy as an c:Ffcc rive: and c::-carlve gran rma.king ::' tr;lrc:gy by highlighting
foundatH) n ~I<) ric::; ii1;U' demo n::; irate: the: use () f public po !icy s traic:giC:s i nmakmg sigi1ificUH
Imp rovc:mc:1ts in ihc (i,)mmun iric:s ,they serve, '
' The: i;~ [.:: for(~: believes th',l: the: Council's ouGlic policy dC:::';lftmc:n t mus t be: the catal'!s t to working
I other Council srat't' ,md dcpa.rr;ncnt::; in offering these services. Tl1c dcpa.rrmc:nr should ',usn t;)rm"Jizc:
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R~:~()nai i\ssoclanon t;t' Gnmrmakcrs.
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-" , The: r,~k for;,;c ur~l"C:s rhe: C<juneil ,l!locate aoorooriatc: rcs<)urc(:s t<) dc:vC:~()D and sustain ,lCrivine:s in
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c'",6"! ()f these: five ',lfe'J':; <)F s(:r"'Tic(:, 'The: r.ask force: recognlze:s ~hal this will bc: ,m evolving S.mcrion and
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Dubli$hil1~ a brochure "m-,!.king the case:" t'or foundati()l1 .
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invdlve::Tlcm in 0t ublic . . . . . . b mate::ilis on the: lc~J ,~pe:.:ts. .foundation involvc:mc:nr !l1
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p'J:;:iic ~olicy, The: r,lSk force: briher recommends rn,H rhe Ccuned create: :,t (ommirrc:e of members :0 advise
~:1(: C(lund [cadc:r:;bi:: 'l.!1d srai:":' 1;11 the: :rr,olc:mc:nr,tilO11 of these: rC:t::)mlTlC::1datic;n~ .
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With rhi8 rc?!'):-r, rhe rask :(HC~: c(')l;cludcs irs works and congrat'uiaiC'S the Council and ii~ sLirf hr'
c:ffurrs :0 da:c:.
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believes irs mc:mb(::'s :':-t(;u~d cunsilic:, pa:ricipating tn public policy aCi:vincs, P:JiJ!!C noEc'l !S the t'r:uncwork
i:lrbugh which ou, democratIC ~i)cicr; ma.k,c:s decisions ,uld activer::; s(:r.ricc:s. tvLU1Y 't'oul1~htiuns and
c'.)~po!:'ate ~ving p!:'ograrns CCU1 bes; achie:ve: rhc:ir missions bv commUniC'1iing ,md collaborating with
glyF:rnmu;t d.ir~:~tly ~tnd through their gr,u1tec:s. FI)lJn<.Lttiol;~.ar(: already c:ngctge:d in public po'-iicy when
tHCy proVide tundll1g to gu v cr:lmc:ntal agenCIcs or to nonpror:t crg,U11zatlons that arc: workmg to ,Kklrcss
sOdial problems. Sociehy greatly bC::ldlts from the: .(:':<O<::lisc: that t()undations contriburt to imorovinO' state,
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'b':~dl md federal government poiic:cs on important issucs such as hc:althc'.lrc:, wclEtre: rc:t':)rm, c:ducttion, the:
art~ and the cnviro nmCI1 t.
The Public Policy Task Force: recommends that the Councilcontinuc: tl) mgc:g!:';ultrrtal(eT pa.rticipation
in public policy by educating its mcmber-~ about public policy strategics ,U1d supporting them as :hcy work
to fhapc: ,U1d/or afrcct Ch,U1gC: through t!-lis process. Specifically, the task f:;rcc: pro<.ridc::; the: C)uncil with ',t
bldcprint for ,ihc: evolvmg workplan of ltS' pubhc polley dc:parrmelU-providing members \:II;th inc:
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ap~ro?riar(: teoi::; to mforrn public policy ',U1d building str;ttcgic relationships wlth (jth~:r crg.minilons. This
report ddll1cS the Council's niche: in oroviding public pollcy services and addresses how the: puUic ooli,cy
dc:p<l.rrnlCnr eUl be ins rrumcntal in ach:cving kcy goals of the: Cound's 20()O-2004 S~niegic Plan.
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11,mc:mtx!:' Publ1c PI:dlCY T,L~k Force, cn,urcd by Darni,u1 Thorm:U1 d the: E<.;v~!lg Ma!:'il),} Kv.l:':·:r.:c:'!
FO,u!1(.Lwcn, mu feur rimes ,U1d hc:~d $(:vc::;11 fl)(u:; group::; bclwC:cr'l Octo be:::, 1998 ,U1d June: 1999, Council
Pr~:sid(:nt DOi Ridings esr,tblishcd .he l':l~k force an<.~ invirc:d its memoers ro join. Thc: members !)f rhe: ta~k
Fc:cc: and the:r Dh:!,U1~hrl)Dic affiliaricl1s arc: listed in Aooe:ndix A.
I Thls r;::oorr build~ on ~h(: work of Ccuncil membcrs who have Drc:viou.:::y c:xami:l('(.: ,ilis ISsu;::, i:lduding
',t si~r.. -;·tl "'~~'i('!·t m'Ul<'J!C':T:'''l r '''''-ou'''' wh()s(' "Ph il ',Ulthropy ·U1<.l the Pul'lic 'e;'~')r" r;'~"'I"~ WtS ;~~uc"l in '\0"':(
. (f~~"l ;"': ,: ::':'~:""~~'~i'~"'.}-, wur,\. ,t.) ..., many ot"~i .~m:ilghl;:\ (",~" ,h<.," C."U\l~:.,:, ::;rc... ,:,. :,,())Cl::, :-'[)('~lc:l:,U'J'
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Pt3BLIC r<)L!C';T ~J\?~O~Jt\GE IS C()N::rjS!!~C~
G~antmaker confusion over the meaning of words used to discuss public policy work. including terms
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"lobbying," "advocacy."and ')ub1ic policy" its'elt: m~ke engagement in this area difticult.
M(C~R.:. A>;D i\CCU";V\TE. INfCR.\G\TIOt-i IS NEEDED
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: The task t'orce's initi,u charge: W,ts i() recommend to the Council's lc:adc:rshi2 ~l.'celt!C ways rhat rhc'
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Cdunei! co uid heb ItS members engAge though tfully ,Uld c:ffceti'lc:ly 111 Jublic t')() licy eft() r:s. Spccifiedlv
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"c::;:i;ludc:c\ from rhc work of the: ta.sk fcn.:c: and rhus from this rcport arc: "self-dc:fcnse:" activiilC:s - ',i.rrempts
blithe Council and Its members re aff,:ct legislation directly rdating ro philanthropy (e.,g.) tax exemption ,Uld
de~~u'.:ri bi:ity issucs).
At rhe outset, rhe: Counc!l's commitmcnr to the: imporr,Ulce: ~U1d value of " ' wor:< w:tS
public pullCv
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,U:':;:rmed. Thus, rhe t,tSk t'cm:c'sdrivilll! cuc:srion w',tS not "Should C()unct\ mcmlJCrs (:[W",12:(: in DUl)lIc
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'lu~:s ;io ns W,ts clearly "Ycs." Ins read, ihc' tas k Fo rcc was ch'lrgcc\ "v.nth'specirJing ways rhe: Cuuncil could helr
ItS imc:mbc:rs unl!c:rsl,Ull~ ',Ule! become: particio,Ult3 111 the connc:ctlOl1 t)(::-'yv(:cn pubiic policv ;Ullt thcir
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I Til(: r,tsk Force: Found that \v!d(:SDrc::td confusi'.)l1 exists among Cound mC!T.bc:rs of win; "puLEe ccEcy
wurk" reallv means. Its lmporianc:, :Uld wherher t<)ulldarions sh(;uld Lc c:ngagd in it. Thus, ~U~ 1dd,ti~)l1,tl
r-:ur?,)SC ,:/ ,his rqJort is to clarify the C()uncil'~ dc:fini tion o'f public po liey ~U1~d m,u(c the: etsc for
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C():W(::';ilOn f()und"tricl1s, prtvate: 'mel t'1mily Foundations and region',u assrJeiMicns .of Ii;r~U1tm,\.kc:s. In
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Public policy involvement is any lawful philanthropic activity, including funding and
convening, that ultimately seeks to affect or inform the actions of any level of
government expressed in laws,administrative practices, regulations or executive or
judicial orders.
W~ilc the dc:r'!l1ltion itself is de!ibcrardy succinct, it is intc:nded to embrace in its conc(:pr a \VIl1c: array of
,LCifvitic~, including public c:ducaticn and public engagc:ment, policy rcsC:'.lrch, leadership devc:lc pmc:nt; ,
cO!1vc:ning- of stakeholders. ,md suoport hr ,ldvocacy org-,miz<Ltions. AJ,)r' rhis work lS ,m inherent part of
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thd Dolicv formation pmc(:ss ,~ ,r e:-::ists 111 (Jur seelet'!. ',uxl all is ,u:mrooriate 6)r t't)Undatiolls to e()l1sider '<Il1l1
sup?orr:~ they c:n~;Jg(: in policy work.
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A:; giared abuvc:, this deFinition 1:; nor, for rhc: I:ask ~()rc(:'s purposes, inrended ro.covc:r sc:lf-defensc
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put) lic po licy wurk, such ,L:; cff() rlS to miunrain the: current leve:! ,)r chari table: dc:ducribili ty for con triburion:,
r() private: founcbnions. This dc::'t111tion abc c:'c1udc:s ,my actw!tic:s in VIolation ot' the: taxcodc:, including
tr oolitic;!'! c,mdidarc:s and or:vate r()Unl:at1011 lobbyin tr for SOt edic
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Il/}]atjollmfauo'll iidil.lities f,'O'ltst:itllle JlIIh!i&' poti~'Y imJOb)eme'llc(
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aetfon by foundanol1S in the :-:()~incal arC::1a. Fkeausc: of rhc: pc:r:v',L:;ivc m:1uc:ncc: of pU':;llC policy in Amc::x<Ln
life!, the: hear: ci:' rhc: <.ki:nir-ir)n ~s an ',LCilOn's 1!1tC:l1c:cd Gurc;)rr.c-lrTIon;vlnl:!: r): prc:sc;:-,r:ng public petie'?
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hcalr}l topic :n ;he: NRC drarn;L ER. Throagh
cf hcalr11 ~ssucs~ :T~(::nt~.(:rs ~)f ~hc pu:;ilc '~.!'C: more: like:!y' ro ?ar~~Cl~(:'~(: 111 [-'c' dtscUSSl{jn~ '.U1d
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rhe ;\n,C:lcan El1iC':-D:-:SC: [nsriruiC: ',md rhc: .'\lc:x!s de:TocllUe:vdk: 111$ ri;-uih n. Olin :;;ranrs have:
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en i:1~: mC'r:U:l()!U [v' unc:rary Funl, icachers Ul11on::;. '.lrtIrmarl~rc aCi1()!1 anlI women's
PI)l:cyn:~\.k(T:' ll!'(:.l key ,ludiC':1CC:
r ihis rc:scarch.
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; Through a .;ran r ri) dw C(:11 ter for Pelicy Ai rc:rn;Hives, ,the Kdb.J"d; Foundaflcn SUpp0rf::; cmc:rgin!! s t,trc:
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throu:;;n rhe: Flc:mmg FelloWs orogram. The: program lxing-:; to:;;c:rhc:r 35 flr"r term state: legislators ro
c::;:·,iminc: 'hc:i~ individual va~c: sy~ re:n; an~1 to c;<plo re together s tr~icgJ~s fl)r enh',mcing rhe:ir valuc~ to the
pc licy precess ar the_s t,He: level.
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Fut'iJD[NG GO\l::'RNMENT W,\TCHDCGS
" iSince: 1?-94, rhe Fli)[(:ncc and j<)hn Scnum,mn Founlia~ion h,tS bc:e:nsuppOrt11:g the: ge:neral operatl11g
(:;'8(:I1"es or .he Center tor Pubbc Integnty. Hc:al1'!uartcrc:ll 111 Washmg;-on, DC, the: Center I11v(:silg-atcs the
rcb.rion::;nip bcrwccn political contr:LJurions and kgtslarive action. Rc:cc:nt Center publica,iions have: c:xposed
s:52clal lnrc::-c:H lni:1ucncc: drivl!w the: f~:deral gf)VCrnmcnt's rC·.J"ul;ttiol1 of ro:{!c chcm!d.ls ,U1d food safc: .rv ,md
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!"l\ICNG GlRECT GRi\NTS TO GOVERl--lMENT
lThe: IVkKnighr Fouri.darion of Minnc:,u;olis has commitrc:d $20 m!Eion to an cft()rt to rcc;uce: nJ!'d~hip
l)n Il'vEnncso ta.n; arIc:ctc:d bv welfare: rc:br;' 'and ro help DC:O ole: pamclP<tie: 111 the: c:conomic mains rrc:am. The:
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~r)g::-;un is designed to cncouc1.gc: collaboration [;c:rwcc:n
vct'nme:nr agencies, business(:s, and ciVIC ·:1.!'l,d
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S"'.ttc of Mil1!1C:SOt'<l to help It meet cirize:1S' 'WidcsDread need :'ot childc~1.:C: as 0'1.:(::1IS left ",.-(:lfa.rc: for jobs.
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(C'(-iVENING ST/',[<.E..:":OLDERS
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T1C \'(,fy,)ming CommunIr'! Foundal'lon ~,c::.-vc:d as a convenor for srate: lc:ac:c:~s rl) develop a vIsioning,
~rqcc:~:skr rh<;: 'Jsc: of iOn ,teres uf r--rimc: l<md madc: available: by rhe: cbsurc: of an otl rc:rinc:::y that n,d bcen
',', :1~aic~ source: ;)F c:mploymenr ,L~ well as an imp,)r~,UH corporarc: citizc:n t:)r ove:r flO years. The: fun,krs C~·
~h(.ivi:;!oning oroces::;, Amcco 'md the: El1'T!mnrr.~:ntal Pmrc:crio!1 Agc!1c'!, saw rhc: communi,,! foundation ',tS
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nul'li .. D(·liCC''': O~D(,~ i->'undaci('ns
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=·)·Clhd·.liion~ :',:·.. ur::ly ll1 ~!1C: r;uUic ?olit.:y a!"e:u Sl11C(: governmenr;u ~l!':,;:)!1 ;u1d i!uc:~i()n af~'(:cts ihe public
mcre: br:)(tdiv rh',m the (.b:::sio:1s !)f any othcrg(1)UD. For foundation~" ::::Jblic ~l.()licy involvement is puUu.:
~:t!"h:':lD:trion.
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. T~E L.,\W 2.NCOUR.i\G2.S PUBLIC PO:...rCY rNVOLVEM2.NT
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Fou!1<..\a t ions arc c:ncouragt:d 1'0 participate in public policy by thc: how:; gi)verning rrivatc:
phqanthropy. While foundaJions cmno t engAge in parti,,<U1 ~lctivitic:;; and arc rc::;tric:ted in their a.bility to
:obf)Y' they arc e=ct)liciily pcrmlticd oth<:r k.111d~ ()f involvc:ment v.rirh governmenr. Fuunltitions c,m ralk
abo.,ur Issues with le~islar<)rs, dIscuss policy v.rith cabmct mcmbers, or encourage ~rass-roots citizen
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A 19G5 Treasury Deparrment rcpo rt called foundations "unitluc!y tiualific:d iO ini tiatc: though t ~md .
',~cti:<)n, c:,pc:rrme!1t v.rith 11CW and untried ventures, dissent from prevailing ~lititud(:s, ,md act tlUickly and.
t1c:~ibly," These characteristic:.;, Treasury rightly St',ltcs, apply to foundations' involvc:ment both v.rith the
oriJatc: nonprofit sector and in the: rcalm of local, state, <U1d ti::deral g')vernmcnr.
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FuUr';Ol\TiONS HJ\ 'i/E '\N 2.X1ST!NG REL1\TIONSEIP \VITH GCVERNMENT
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Public: policy is involved in nearly everything foundaiions do, whether or not they realize it. If ,1
Fouhliarion !S funding educarion or childhood immunizarion or cnvironmc:nral concerns or hi~5toric
. pr~:~erva!'!<)n or sU~iainablc dc:vc:iopmc:nt, it is Smding issues 'Wirh pu:;lic policy r<U11ltications. Il~dec:d,
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t'ou'ndario:1S' and gover!1mel1 r's cons ti ruen ts arc: m,my times one ,md ,he same. A r,icuhiing .u1d c:mbncing
d1C:1I..aar,nC:C"S!1io that already exists among foundarions <U1l1 governmenr wtl! ',11l0w r()r a more: effc:cnvc
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?GUND1\T:ON INVOLVEMSNT
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PUBLIC POLICY iNCR.E..!\SES PUBLIC BENEFIT
; Foundarions do rhcir wct'k [n a largercontc:xt
one shaped by c(':)l1omic conditions '2.. nd the work of
1:!1;,k::nmC::H. G r'U1:m.ilkcrs who choose 10 cng-,:gc: in public ts()\iC'{ w!;rk arc: d()in~ lr beclu:;c i i helDs thc:m
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:c,~Lhl:1g chllanthn)plc siraiegics, innovate more broadly and thus c:mand . "
the beneb ,mel impaCT of rheir
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CO'LNCIL SERV1CES
,,V'h'al is the COlLndf'f Role?
The task ['cree rc:c'xr.:nends !lUi inC Ccund define ;~~ niche in ;;r:;viding services to members who
'",ish ~() bcccmc enl2?..,I:!cd in cubiic policv, rccogl11zing that other groups, c::rhcr 1n p·a.rmcr5hm ;",1th ihc
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The ;;1$k r()t·cc believes ,he: Council'::;,oic should be .0 provide: its members with ~h(: t()O;S ihc? nc:ed r,)
befc:tfc:ctivc: in public policy. The: Focus should be on ~kill·building and capac:rl c::cp,u1sion, nor on spc:d'ic
p::L g r:1.ffimatic is~ues or fUl;ding areas. The: task fc rct recognizes ;hat rhc:r~: ;11'/ () th·er :ll'(:,1$, ours ide the
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do'm·,tin of this eons"i<.krarion of public policy and member sc:rviec:~, where: rhe Councii mi!J;hr address a
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P();!icy position. And there: is SUIJst,U1tial discussion of specific issues at the: Council's conference, rhrough
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mc:mbers fairiy in the member service arena s tudicd by the: tas k fo ree, the tas kt() rc(: r~:commcnds :; rro nglv
thJt the Council be guided by the prtl1cipb e:xpressed above:.
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I This approach-building skills nlrhc:r than or"fcring issue: area e:;(8c:rnsc-!1~:Ce:ssl~',m:s Forming a range: of
sif~'lrCI:!-ic oarrnc:rships, not only betvlcc:n the: Council and its rb.embers bur '\AIlth ()thcr J.:;::;ociaiions, national
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tV'JUJl are the Cortn,:;!']' {:ore &'Ompete'1ntBS and where should ie/oms its ~lfom?
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Give:1 that r.f1C Council . .vill foc .Js on pmviding "how to affcct public policy" "f'.uni:1g i:1 a balanced,
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: Trus~ec: ::;UDDOrl of:' a founda.rion'::; Dubiic policy werk is (:sscntiall'o irs success, yc-~ :T.,UW r:".J~.i(:(:S arc:
;,m\nt'Grrne:d al;(;ut how their F,)undatic;n ca!'i be: involved m public ,Policy. T;,c Coune:! G'..!~ ?lay ;l role: 111
c:nb)Ura:z:nlZ rrusrc:c: ilW(;jvc:rncnt in DubEc Dolicy [)'I creating m;uc:rials 3Pccit'!cally t()r r~1is 'ludic::1CC:.
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where thc Council '?,irc:<,.dy h<',::; niche, These: ,ll'(:,1$ ar(: ~::1U:1-:.(:rarc:~: below.
\\~r.h ',t m'ion',~(: t',)r .he inclusion I)f c:a'..:h ,:nd a S:\.:T.81:n;;: of Di)icntia! CnJ<";uCS, and s(~-,c(:s o:':'(::-(:~i in c::~ch
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S:U1LD STR.i\TEGIC ?E.Li\TrONSHIPS
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rmg::',\1T1S, the: Council C',U1 act:ls ,tr(J(I::'ra.l poinr bctv.re:c:n irs members and crh~'~ org-.u1intl0ns. In :llh.htjon
ro l!'nking granrm:lk(:::'3 to these: org<U11zati'.)l1s, the Council can se:ek opporruni~ic:s to provide: joint services.
Sc:v~:ral c::,:amok:s of how such oarrnc:r;;hips cc.uld worK include:
• :CollaiJorarc wirh the: FCr'Jm of Rc·.i-ional AsSr)C!atlOns of Gr,mtmakc:rs to c::fc:r a pn)\:!r,UTI on
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vv·d'i mc::n~)c:rs (::lubiicltions, Interner) :i) Dr:)vidc: I)DOO[tun1rics for all members to (:xo,md .rhelr s!dls in rhe:
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r,l.i:'c:." rhm the issue area (for c::,amplc:, a f'oundarl()n \\;i1o held '.t rop·noich meeting
Lr:nkin;::: r(j~~:~h(:- ~r',l:1i!T.:llcc::; :md Stare k'J'i::da;ors around thc: topic () t' c-duniio n wcukl •[x: hi~hlighi(:d t'or
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:-·o'.1!idanon work, ihc: Council will ais ,,) oe: 'makin:z rhe: case' for Foundation ilwclvc:mc:nt 111 aublic policy.
E:amDies of rhc:sc: kmd::; of resourcc:s includc::
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i • Dc:vc:loping,u1 annual award For c:ffe:::tive policy work (award could go to a t\)undatlol1 ,u1d to a
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• Crc::tting suggestions of "good practices" when work:ng in the: public policy arena
• Highlil1'hrinO' Dublic po iicy stratc:l1'ic:s that have w()rkc:d ("Public P()licy
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{, il1,i?in~ Ret:Ommel1riatio'lls to the Conl1d!'!'
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Ry f(JC'.1s1l1g on these: ttve: 'cIrcas of ser"'Jlce: ,md 1.)rovll1tng acrivitic:s in each uregory annually, the: Public
P()l:~y TL"k Force: uelic:ves the: public ?olicy dc:partmen t will pl,l.Y an in tc:gral role: in help ing the: Ccuncil
realize rhc: following intended outcomes of the: 2()OO·2004 Strategic Plan:
=:j The Ccunei! has improved its aGilities to identify interests ',md respond ro me;:r.bcr needs. (M,tkingthc:
Casc!, ProvidinlJ' How tos, HighE!!hting e::mmDlc:s)
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'U1d~or .'1l7.lo!;,.'e7';ei1t il1l'llhl.iI.'i?o!i~y i.ssues o/mterert to ,~untm(Jkerr. (1vblcing the C~(:, Pn;vlding H~)'; lOS)
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of Council members ,wid partlcipate [nbcal, rc:gicnal and national public policy
acrlvlncs (Making the: ClS(:, Providing Hew tos, SiraJegic Relationships)
=:j Mc:rr:bc::-s '.will have: a better undc:r-3[,mdingof thc: Council's role: Wlrhrc;spe:ci to orher Dhilamhroplc
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=:j There: IS U1crc:',~e:d collal)()ration a.rnong phiLmthmpic support org,U11zarions, including the: Council, in
:):-{)11~l)nn:z communicarions, !c:'Y!slarion ,u'ld publil.· _~;" ,uld ',lCccu11rabiliry in . '
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C,l~,tU!S~ ;0 makin~ ~hc: c(;l1nc:(;-ion bc:rwce:l1 pudic pc;li<.:y func:iol1s and on-:::-011W Council aCiiviilc:s. The
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The: Council'::; c()mmir:"n~:m ro idC:l1ri~/ing and rcsponding ro Emerging Issues also includes ,1
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~d'mb(:rs Ol~ issuc:~ ~h~lt havc: ',lll ctkct <)n rhc: t'id~1 ,1::\ a whole, ind~di~1g ..D'Jblic r::olicv issues..
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ias'k force's recommendarions. The D\-lblic policy function must i:vq;mtc: sc:amlc:ssly with confc:rc:l1cc:s '~1<.1
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;h~()ugh sessions generated through rhc call t()r sessions proccss. The: public policy dC!:J<U'tmc:nr should work
.w1th ;hc: Council's ,u111ual confc:r(:nc(:, Ltmdy t()undario ns and communi rv services s taft" ro assure: rhar rhere
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:ha;t ;he Council formalize: thc: relationship be:rwe:c:n its public poliCY sraff am.! ;he public policy commirrc:e:s
of thc: Forum of RClo!lonal Associations of Grantma.k(:~ ,md rhc: Affinil'y GrouD SteerinO" Commirtee. The
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In cOnclusion, the task force w.:ogntZC$ that public policy is an evolving funcrion at the Councd,
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Gra/ltmakcrs are just llc:ginning iO understand the power md importance: 'of public policy work, or arc: only
slowly bc:ginnmg.to call it by that n,L'l1C, Thus, while: the: public policy function may eventually l)C diffused
thrdughout every funcrion at the: Councij~ that is not now the: (;\$e: and the: task force: recommend:; a ncw
mcrtbc:r advisor] group for public policy Ix: convened to advise: the: CounciLleadc:rship and staff on the:
implementation of these: recomme:ndatiol1$ .
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Witl~ this .r~:Dort.' the: Public Poiicv Task Force: concludes lts work, The tas;( Force commends the: Cound
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',Uld lts stafF f,)rthc:~r d't()Crs, VJirh a ::;pe:cial thanks to Rc:th Brown for her dc:dlcarcd mallagcmc:nt of the: task
force work and to Linda Rurton t()r he::.- 'adminis,rativ(: suoport'. The: t,\$1\: Force: is "gratiricd by the:
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rc:htrio!lship bc:t'\Nc:cn Council mc:mbe:::-:, ,md sra.ff that dc:vdope:d during its mc:c:tmgs. It w.::ommcnds
:;us~j.ined input .md ::WOlvc:mC:l1t from Council members in the: public pOlley function ,\$ the: Ccunci!'s staff
\;e:2'll1$ to lmD!cmc:nr rhe: ::-c:commc:ndations of this r(:oort.
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YE'FTO COME
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Andrew Rotherham - Education Series
Creator
An entity primarily responsible for making the resource
Domestic Policy Council
Andrew Rotherham
Date
A point or period of time associated with an event in the lifecycle of the resource
1999-2000
Is Part Of
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<a href="http://clinton.presidentiallibraries.us/items/show/36329">Collection Finding Aid</a>
<a href="http://catalog.archives.gov/id/612954">National Archives Catalog Description</a>
Identifier
An unambiguous reference to the resource within a given context
2011-0103-S
Description
An account of the resource
The Education Series highlights topics relating to class size reduction, test preparation, the Elementary and Secondary Education Act, charter schools, the digital divide, distance learning, youth violence in schools, teacher salaries, social promotion, Hispanic education, standardized testing, and after-school programs. The records include reports, draft legislation, memoranda, correspondence to and from organizations and community leaders that focus on education issues, articles, publications, email, and fact sheets relating to the Administration’s progress on education.
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Publisher
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William J. Clinton Presidential Library & Museum
Format
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Adobe Acrobat Document
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171 folders in 12 boxes
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Paper
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Philanthropy
Creator
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Domestic Policy Council
Andrew Rotherham
Education Series
Identifier
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2011-0103-S
Is Part Of
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Box 4
<a href="http://www.clintonlibrary.gov/assets/Documents/Finding-Aids/Systematic/2011-0103-S-edu.pdf">Collection Finding Aid</a>
<a href="http://catalog.archives.gov/id/612954">National Archives Catalog Description</a>
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Format
The file format, physical medium, or dimensions of the resource
Adobe Acrobat Document
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William J. Clinton Presidential Library & Museum
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Reproduction-Reference
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8/22/2013
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2011-0103-Sa-philanthropy
612954