This cross-site analysis examines all 8 of the exemplary FBCO-TANF partnerships described in the project’s case studies, by drawing out important findings related to volunteer management, organizational infrastructure, inter-agency communication, and place-based strategies. Moreover, the 14-page report articulates some of the leading reasons a TANF agency would want to partner with an FBCO, and it describes how effective partnerships can emerge. (author abstract)

On April 26th, 2011, Peer TA hosted a Webinar on a pair of innovative partnerships between TANF programs (or other public systems) and local faith-based or community organizations serving the same low-income families and individuals in their communities. Though these two sectors often work independently at the local level, many TANF officials and program leaders have experienced considerable gains by partnering.

This cross-site analysis examines all 8 of the exemplary FBCO-TANF partnerships described in the project’s case studies, by drawing out important findings related to volunteer management, organizational infrastructure, inter-agency communication, and place-based strategies. Moreover, the 14-page report articulates some of the leading reasons a TANF agency would want to partner with an FBCO, and it describes how effective partnerships can emerge.

Given the weak economy, many nonprofit organizations have been forced to make budget cuts, and often, these reductions are in organizational capacity, rather than direct service funding. The Finance Project authored this report in response to these trends on four approaches for nonprofit organizations serving youth, specifically, and how organizational leaders can support and strengthen their organizational capacity, including building accurate overhead rates into contracts and grants, accessing funding to directly support capacity building, accessing technical assistance to support or improve organizational capacity, and forming partnerships to share administrative services.

It is expected that by the year 2018, sixty percent of all American jobs will require at least some college education. It has also been projected that if the current rates of degree completion continue, the American workforce will fall three million workers short of meeting the demands of this changing labor market. In this report from the Center for American Progress and the Council for Adults & Experiential Learning, the authors outline mechanisms and policies necessary to ensure postsecondary success among non-traditional and mobile learners. Among these mechanisms are articulation agreements between institutions allowing for easy credit transfers, methods for awarding credit to learning occurring outside of the classroom, resources that make educational options more apparent to students, and the development of programs based on competencies rather than credit hours. The authors stress that these changes are necessary both to meet the needs of the growing numbers of non-traditional students and to address the demands of the changing American economy.

This joint letter was signed by program heads in HHS and Agriculture providing information related to the health insurance exchanges, Medicaid eligibility information technology systems, the advance planning process for information technology procurements and how these and other programs can work together.

This resource is a presentation given by the Keynote speaker, Eugene Bardach, Goldman School of Public Policy, UC Berkeley at the National Association for Welfare Research and Statistics 50th Annual Workshop. The meeting occurred September 28-29, 2010 in Los Angeles, California, and the presentation was entitled, "Interagency Collaboration and Coordination in Social Policy Research and Practice."

These resources come directly from the field, and consist of tools used by leading practitioners--both TANF officials and FBCO leaders--throughout the country. Examples include inter-agency Memoranda of Understanding, tracking and referral forms, recruitment tools, confidentiality agreements, and relevant participation surveys. Our tools are available in PDF, but if you would like Word versions of the tools, please email us at: peerta@blhtech.com.
Please note: Though used in the field, these products are not endorsed by the Office of Family Assistance, Administration for Children and Families, U.S. Department of Health and Human Services or any other branch of the federal government.

The TANF Faith-Based and Community Organizations Initiative was designed to examine promising partnerships between TANF offices and FBCOs working in their communities. The goal of the initiative was to help low-income participants attain economic self-sufficiency by linking together the unique strengths of faith-based organizations, community-based groups, and intermediary organizations with TANF programs at the state and local levels. The project described some leading practices in partnering organizations nationwide, and makes available a set of on-the-ground tools for interested TANF program leaders and FBCO communities.

There were four primary components of the Initiative:

The initiative’s first phase (2007-08) collected information from 139 grassroots faith-based and community organizations nationwide, resulting in a Compendium of Organizations, which documents core components of 139 local social service organizations. After a careful vetting process, 23 of these organizations with highly promising elements—whether because of their relationship with local TANF agencies, unique approaches to serving clients, existing public support, or evidence of effectiveness—were selected for further study.

The project’s second phase (2008-09) consisted of a refined analysis of the top 23 FBCOs, described in the Snapshots of Success report. The research team followed up systematically with Executive Directors in each of the 23 sites, and using information gleaned from informal phone-based outreach, identified 8 sites that would participate in on-site interviews and analysis.

During the third phase (2009-10), the team conducted two-day site visits with each of the 8 leading FBCO partners, and developed initial case studies about FBCO programs partnering with their local TANF office.

Finally, the initiative’s fourth phase (2010-11) compiled these case studies and other relevant “tools” gathered in the field into an online webpage, for use by a larger number of FBCO or TANF program leaders interested in supporting local public-private partnerships in their communities.

During Phase 3 of the project (2009-2010), in close partnership with the OFA Federal Project Officer, the project team conducted two-day site visits with each leading organization, which included faith-based organizations, community-based organizations, and intermediary partners. The case studies were drafted to isolate key insights about local collaboration and help identify strategic on-the-ground practices for FBCO leaders or TANF practitioners.