Outcomes

This document outlines the specific completed, expected, and ongoing outcomes for Nonprofit Montgomery! in the areas of collective strength, visibility, and influence to build a just and caring community.

2007-2008 Proposed Outcomes

Nonprofit Montgomery!
…collective strength, visibility and influence to build a just and caring community

The mission of Nonprofit Montgomery! is to build the collective strength, visibility and influence of the Montgomery County nonprofit sector in order to create a just and caring community.

Collective Strength

2007-2008 Outcomes:

1. At the end of 2008, an informal survey of selected nonprofit leaders in the county will show that a majority of these leaders report an increase in collective action among nonprofits in working together to accomplish common goals.

2. At the end of 2008, a cohort of at least 30 diverse nonprofit leaders will have developed the strong ties, trust and working relationships to build Nonprofit Montgomery! into a lasting and effective network that is both collaborative and catalytic.

3. Organizational support has been provided to an organized capacity building effort by nonprofit leaders serving the many Asian communities within Montgomery County. This effort, which is being designed and led by a diverse group of Asian nonprofits, includes survey research on the size and scope of county’s Asian communities and their needs, identification of the ways in which the various Asian communities access services, and mapping of the nonprofit resources serving the various communities. The Asian leaders report that the support received from Nonprofit Montgomery!, although modest, has facilitated the success of this capacity building effort.

4. Over 300 nonprofit leaders have participated in one or more convenings or other events organized by Nonprofit Montgomery! Eighty percent of these leaders report they have developed a continuing working relationship with at least one other nonprofit leader. Seventy percent of these leaders report they have been able to apply their learning from the convening to their service delivery and advocacy work.

5. Collaborative working relationships have been established between Nonprofit Montgomery! and other key organizations and networks working in the nonprofit sector within Montgomery County (including, among many others, the Collaboration Council for Children and Families, the Montgomery County Volunteer Center and the Corporate Volunteer Council, the Montgomery County Funders Roundtable, Upcounty and Downcounty Latino Networks, Maryland Association of Nonprofit Organizations, Center for Nonprofit Advancement, Foundation Center Cooperating Collection at the Rockville Public Library, United Way of Montgomery County, Asian Nonprofit Leaders Collaboration Network, etc.) The leaders of these organizations, when queried, indicate that the working relationship with Nonprofit Montgomery! has added value to their ability to serve their audiences.

6. The nonprofit capacity-building network for Montgomery County nonprofits has been mapped, with information readily accessible to nonprofits via electronic, print and other channels about all the resources available to them

7. With a 2007-2008 special emphasis on the state and local revenue challenges in Maryland and Montgomery County, an ongoing working relationship has been established with the Rockville Public Library and the Foundation Center to expand free access for nonprofits to critical grant-seeking information. In collaboration with Nonprofit Montgomery! and the County Executive’s Office of Community Partnerships, the library is the site of a variety of free information sessions for nonprofits on fiscal developments at the state and county levels, and the challenges facing nonprofits in addressing these issues both externally and internally. Nonprofits attending the seminars report they have been able to apply the knowledge in their daily work. The library-based sessions directly connect attending nonprofits with expert resources within the county offering technical assistance and other resources (see #5).

Collective Visibility

2007-2008 Outcomes:

1. An ongoing relationship with ACCESS Montgomery/MCT-TV has resulted in a 20% increase in on-line information about Montgomery County’s nonprofit community.

2. One hundred and seventy (170) nonprofit leaders, at least 1/3 of whom are from small and emerging nonprofits, participated in the third annual Funding EXPO to bring nonprofits together with county and foundation funding sources; nonprofit leaders who have been successful in generating funding; and technical assistance providers who offer support in the fund-raising area. At least 80% of the attendees report they are bringing new information that will be helpful in fundraising back to their agencies.

3. Five hundred (500) county employees participated in the first annual Montgomery County Nonprofit Fair, co-sponsored by the Montgomery County Government Employees’ Charitable Campaign, the County Executive’s Office of Community Partnerships, the Montgomery County Volunteer Center, and Nonprofit Montgomery!. The Nonprofit Fair, held at the Executive Office Building cafeteria, kicked off the annual campaign and was organized with the six (6) charitable umbrella groups involved in the campaign. Fifty (50) nonprofit organizations exhibited at the Nonprofit Fair. The County Campaign reported a 10% increase in giving.

Collective Influence

2007-2008 outcomes:

Government sector:

1. Establish Montgomery County’s nonprofit sector and its leaders as a key source of subject matter expertise, best practices and community knowledge and insight, and as an essential partner at decision-making tables with government and business on all types of Montgomery County issues, including the establishment of priorities for the county.

2. Ten (10) monthly “brown bags,” co-sponsored by the Montgomery County Executive’s Office of Community Partnerships (OCP) and Nonprofit Montgomery! , have been held at the Rockville Public Library to expand the shared knowledge and understanding among government, business, and philanthropic and nonprofit leaders. Approximately 30 leaders attended each month. Seventy percent report that they have established a working relationship with at least one new partner.

3. The Montgomery County government-Nonprofit Montgomery! procurement working group, led by the Director of Procurement, focused on possible improvements in contract solicitation, execution, and administration. Specific improvements in each area have resulted from this work. These improvements have had a direct and documented effect on a nonprofit’s contract management requirements.

4. County Council members consult with nonprofit leaders as expert resources and sources of best practices and other knowledge as the Council evaluates changes in its grant making process and in other areas of county funding of nonprofits. Changes in funding processes reflect the input of the nonprofit community.

5. Support the Office of Community Partnerships (OCP) in developing a single point of entry for nonprofits on the county website to get up-to-date information about opportunities for input on planning and policy development; relevant information from the county, including county and state grant opportunities; and links to relevant resources, including training and technical resources both within and outside the county.

6. Government officials have attended and participated in at least two convenings, each with over 100 nonprofit leaders, on critical issues for nonprofits within Montgomery County. For 2007, these convenings focused on the executive and legislative branch funding processes for nonprofits. For 2008, it is expected that convenings will focus on the impact of state and county revenue shortfalls.

Another area of convening for 2008 may be evidence-based planning approaches and outcomes measurement, including results-based accountability, and community indicators. Government officials attending the convenings report an increase in their perception of the knowledge and expertise that nonprofits bring to the public policy table, and in their appreciation of nonprofit leaders as peers rather than supplicants.


Business Sector:

1. Collaborative work with the Montgomery County Volunteer Center and the Corporate Volunteer Council of Montgomery County (CVC – MC) has led to an expanded understanding of the knowledge and expertise nonprofit leaders bring to the table as peers with business and government leaders in county decision-making. This increase in peer-to-peer relationships has been demonstrated in at least one specific issue area.