February 2008 Brown Bag Minutes

In this Brown Bag, presenters addressed the following topic, "Are There Ways to Leverage Non-Financial County Resources in Hard Times?" and explored three interesting possibilities.

• Leveraging the county government’s purchasing power in high cost areas such as gas, office supplies, etc.
• Making specific county government services available to nonprofits
• Advancing payments to nonprofits, with due diligence safeguards, as soon as a contract is signed
  

Presenters included:
Phyllis Courlander, Assistant Director, Top Banana Home Delivered Groceries
Craig Dowd, Director of Re-Entry, Clarksburg Correctional Facility
MaryAnn Holohean, Director, Nonprofit Montgomery!

Nonprofit Montgomery! (NPM!) and
Montgomery County Office of Community Partnerships (OCP)
Brown Bag Lunch
February 13, 2008

Panel topic: “Are There Ways to Leverage Non-Financial County Resources in Hard Times?”

Welcome
MaryAnn Holohean welcomed the participants to the February Brown Bag meeting and directed their attention to the list of revised dates for the 2008 meetings. Participants were asked to complete the evaluations found in their information packets.

Panel Presentation

Phyllis Courlander - Assistant Director, Top Banana Home Delivered Groceries

• How to make the small dollars work.
• Top Banana, operating from Brandywine, has their own vehicles that are used to service clients in Washington D.C. and Prince George’s County and parts of Charles and Montgomery Counties.
• Top Banana began looking for ways to stretch their dollars when the increasing cost of gasoline put a strain on the organization.

§ Knowing that the County had a bulk contract for gasoline that avoided the station overhead costs, Top Banana began seeking information from the Office of Procurement on a potential piggy-back on the contract.

- There is a 25-50 cents per gallon difference in what the County is paying for bulk gasoline opposed to what everyone else is paying at stations. This equates to a savings of $2,800 per year.

o This would save an organization like Manna, that is on the streets daily, $7K per year.
o Top Banana, a twice a week service, would realize a savings of $2K per year.

- Section 11B-49 of the County Procurement Code states that “If goods are needed to perform a contract with the County, a nonprofit organization that is exempt from taxation under Section 501(c)(3) of the United States Internal Revenue Code but which is not a public entity may:”

o purchase goods under an existing County requirements contract;
o engage in cooperative procurement for the goods with the County; or
o purchase the goods from the County if it is in stock and not otherwise
needed.

As a part of a required report, the Procurement Director “must provide information on use of this subsection by nonprofit organizations in aggregate dollar amount, type of purchases made, significant purchasers under this subsection (as determined by the Director based on dollar amount), any identified additional cost or cost savings to the County, and any other relevant information.”

- Organizations wanting to piggyback must have a site that can accept bulk gasoline deliveries; they would not be allowed to pull up and use County pumps.
- Specific commodities with invoices are easier to track. Gasoline is more complicated.

§ What can the County do?
- Issue a card to participating nonprofits that is acceptable at County pumps.
- Fleet Management was asked by a solid waste contractor to use the County gas pumps and was told no by the County Attorney.

§ The Office of Procurement wants to work with the nonprofits.
- What are the top items nonprofits would like to procure under County contracts? Having this list would allow for a more effective investigation.
- Compile a survey to collect the top five big ticket items.

§ It would be helpful to nonprofits to know how the County handles procurement of services.

Craig Dowd – Director of Re-Entry, Clarksburg Correctional Facility, Department of Correction and Rehabilitation (DOCR)

• The emphasis in the DOCR is on rehabilitation as well as incarceration.

§ It costs $31K/year and $3K/72 hours to house a person.
§ The Clarksburg facility teaches the detainees, most of whom have never had a structured job, work habits and work skills.
- People come from all over the country come to tour the facility.
o Leadership Montgomery brings all their classes for a tour.
- The Alternative Community Service Program is also run out of the Clarksburg facility.

• The Clarksburg facility provides two services:

§ Photocopying (black and white), collating, mailing
§ Digital imaging
- All news articles on the County’s website
- Blueprints used by Permitting Services
- In the future, may digitize 40 years of Gazette newspapers.

• The fees are minimal – supplies and materials.
• All work is done inside the facility. Give some lead time for a rush job. The facility does not take on more than they can handle.
• The DOCR will come and pick up the job and deliver it directly to the Post Office.
• Win-win situation – the nonprofits get work done at minimal costs (those with operating budgets under $500K only pay for materials/supplies) and the detainees really benefit from the work experience and being able to give back.
• Question – How can DOCR claim money from the State’s realignment of current resources?
  § Montgomery County will not have a shot at this money. DOCR is self sufficient – it does not receive money from the state.
• How do nonprofits access this resource? Contact Craig Dowd – 240-773-9798.

MaryAnn Holohean – Director, Nonprofit Montgomery!
Nonprofit Cash Flow

• Cash flow is the life blood of all nonprofits.
• It is Important to understand and manage the cash flow.
• Cash flow is important to the government sector as well.
• Most government agencies work on the MBA approach – never make money available before the service is received.
• The average nonprofit lost $10K last year to lines of credit fees.
• Under the former Comptroller William Donald Schaeffer, the State of Maryland stopped all advanced payments.
• Those organizations who received grants from the Meyer Foundation were permitted to borrow money against front-in and pay it back when the County funds were received.
• Circular argument – nonprofits are asked to be more business like, but are hamstrung on cash flow.
• Examples of the way in which government agencies handle advance payments on contracts to nonprofits:
  § Loan funds, set up within government or in collaboration with an operating or a community foundation;
  § Exceptions granted under specific circumstances;
  § Advances made available during a specified time period, usually in response to a systems breakdown in contract management with the government agency and coupled with a mandate for immediate major systems improvement with the government; and
  § A general advance payment policy.
• These examples are part of an effort by Nonprofit Montgomery! to identify ways in which nonprofits contracting with the county government may be able to improve cash flow by accessing advance payments once a contract has been signed.

Discussion/Questions

• The County should be able to upfront money to nonprofits with which they have ongoing relationships/conversations.
• County Executive, County Attorney, Finance and Procurement must work together to change the procurement language. Truly make them grants.
  § Because the current process is a contractual one, there must be insurance which eats into the grant amount.
  § Nonprofits are seen as vendors, and this will probably not change during this budget crisis.
• Procurement process does not preclude the upfront payment by the County, but “for the good of the County” prevails.
• A clear picture needs to be painted as to what happens when the money is not given upfront- what services are not given.
• The money cannot be used before a certain time and must be used by a certain time – the window between the two can be very small.
• How to tap into Leadership Montgomery alumnae to serve on boards and volunteer in communities?
  § Leadership Montgomery still has a beggar picture of nonprofits.
  § Need to make clear the impact that nonprofits have.
  - Beyond Charity Report
  § The nonprofit sector is the fasting growing employment base.
• Greater DC Cares has a volunteer alert that focuses on young professionals.
• What is the County doing to advertise to their employees about volunteering and recognizing those who do volunteer?
  § Reed Dewey and the Volunteer Center team are working on how to encourage and promote volunteering county-wide; getting nonprofits to identify and work better with volunteers.
  § Federal government workers cannot volunteer during business hours.
  § During the County Charity Campaign, the emphasis should be on not only giving money, but time.
• There is a motor fuel refund from the State through the Comptroller’s Office – there are some restrictions – must be a nonprofit.
  § Some organizations are getting 23-24 cents/gallon from the State through the motor fuel refund.
• Is there a model of nonprofits buying together?
  § Nancy Hall, Maryland Association of Nonprofits could provide information on what is going on around the country.
  § Center for Nonprofit Advancement which serves Montgomery County would also be a resource.
• Can the nonprofits cut their own deal with gas station owners?
• Lutheran Social Services serves as a source for other nonprofits to receive printing services at a discounted rate.
• Items that nonprofits would like to buy/obtain in bulk or cooperatively if possible:
  § Health benefits
  § Qualified Childcare providers
  § Rent
  § Office equipment (telephones, copiers, furniture, etc.)
• It would be helpful to have a list of County contracts.
• Avoid bureaucracy by putting in contracts “giving nonprofits ‘best price.’”
  § Small and large organizations partner to keep bureaucracy down.
• Rent/lease sharing
  § The Trawick Foundation and Catholic Charities are looking for small nonprofits to lease space.
  § Jewish Council for the Aging is looking for a space to consolidate all of their programs. They may have space to lease to smaller organizations.
  § Cultural issues have been a problem when sharing space.
  § Nonprofit Village – Council has a grant application from the Nonprofit Village.
  § How to get the information out regarding what lease space is available for nonprofits.
• Nonprofit Montgomery! will begin a blog in March.
• Professional services such as lawyers, accountants, human resource consultants, etc. are needed.

§ Has NPM! ever tried to work out a deal to have paperwork filled out professionally?
§ The Volunteer Center’s Pro Bono Consultant Program is a great avenue for obtaining professional services.
§ Where do you go for a bundle of services?

-Different levels of services that are needed and difficult to obtain for a startup nonprofit.
§ Ask the Chambers of Commerce for referrals.
§ Maryland Nonprofits has a job posting service.
- What is the fee to join the association?
§ infoMontgomery has a section on their website (http://www.infomontgomery.org/) that promotes nonprofit dialogue. This is a good way of posting and sharing best practices.

• How to follow up on Top Banana’s work with procurement?

§ Get a list of contracts from the Procurement Office.
§ MaryAnn Holohean, Phyllis Courlander and Maureen Herndon to prepare information regarding nonprofit procurement needs to present to David Dise, Director, Office of Procurement.
-Utilize SurveyMonkey.com to create a survey.
§ Invite someone from Procurement to one of the next Brown Bag meetings (David Dise or Pam Jones).
§ Maybe to April’s meeting – Procurement Office is working with limited staff.
§ Not an end, but thrilled there is a beginning.

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October 2007 Brown Bag Minutes

At this fifth Brown Bag, panelists discussed the Maryland “Budget Crisis” or “Structural Budget Deficit” discussed by policy-makers and in the media relating to the state’s “general fund” budget, which accounts for roughly half of state spending in Maryland – or over $14.5 billion in 2007. The projected shortfall to continue current services and operations within the general fund budget in the next budget year (FY 2009) is approximately $1.42 billion (almost one of every ten dollars being spent today).

Panelists included:
Henry Bogden, Director, Maryland Budget and Tax Policy Institute
Chuck Short, Special Assistant to the County Executive
Pamela Cudahy, President/CEO, St. Luke's House, Inc.

Nonprofit Montgomery! and
Montgomery County Office of Community Partnerships (OCP)
Fifth Brown Bag Lunch
October 16, 2007

Meeting Notes

Panel Topic: “Not a Spectator Sport: The Role of Nonprofits in the Maryland
Budget Solution”

Welcome and Introductions
MaryAnn Holohean welcomed the participants to the October meeting and introduced the panelists.

Participants were asked to complete and return the questionnaire in preparation for the
2008 meetings.

Henry Bogden, Acting Chief of the Budget and Tax Institute

“What You Should Know About Maryland’s Budget Challenge”
· The budget crisis or structural budget deficit refers to the state’s General Fund Budget, which accounts for approximately half of state spending in Maryland.

• The General Fund Budget is money raised through state taxes (80%), the lottery (4%), corporate income (4%) and other fees (12%). It does not include federal dollars, gasoline tax, and tuition at state colleges and universities tuition or motor vehicle fees.
• 83% of the General Fund supports education (47%), health (26%) and public safety (10%). The General Fund also supports aid to local government programs.
  · Structural budget deficit is when “ongoing/recurring costs exceed ongoing/recurring revenues (what is being paid for does not lineup with incoming revenue).
• Maryland’s structural revenue problem stems from:
  o Increased obligations in critical areas such as education, health, and public safety over recent decades
  o Revenues not growing with obligations
  o Tax cuts without regard for growing needs
• Maryland is not a high-spending state; this is a revenue problem.
  Maryland has not grown a revenue base that keeps up with the spending
  o Maryland is still spending the same amount of wealth as 30 years ago.
  o The proportion of Marylanders’ personal income being
  collected to pay for state and local government is lower than in 46 of the 50 states.
  o All state and local government spending in Maryland represents a
  smaller investment of collective income than any other state in the country.
  · The projected shortfall to continue current programs and services in the next budget year (FY09) is $1.62 billion.
  
  · The Governor must present a balanced budget.
• The Department of Legislative Services has prepared a document to present possible cuts – “Doomsday Budgets”
  o These reductions (10% of the General Fund Budget) would be spread over state agencies.
  o Reductions include:
  - A quarter billion in state workforce ‘savings’
  - $500 million in cuts to K-12 education and libraries
  - $32 million from DHMH budget
  - $37.5 million from medical care programs
  - Elimination of property tax relief for low income renters
  - Elimination of General Fund support for DHCD capital program
  o Total number of proposed reductions – 150.
• The Governor has proposed a fairly progressive mix of revenue and spending reductions, which include restructuring of income and sales tax.
  o The plan would balance the General Fund Budget for the next several
  years and close the structural budget gap by fiscal year 2011.
  o The proposal includes two new initiatives with general funds.
  - A new health initiative, which would be partially funded by the increased tobacco tax.
  - Increased funding for higher education funded by proceeds from the increase in corporate income tax.
  o The plan would seek to make the state’s tax system more progressive through income tax rate changes and increasing the refundable earned income tax credit.
  o Also included in the plan, is a phased reduction of the state property tax.
  o Unaddressed in the plan is the revenue to meet the needs of the already under-funded programs that exist.
  - There are disabled individuals and seniors still waiting for services.
  - There are foster care issues.
  o Many problems will be left unaddressed with this new budget plan.
  o The plan will not work without the “special session” that the Governor has requested.
  - More revenue has to be generated in FY08.
  - Generated revenue will be moved to the FY09 budget.
  o If slots are realized, any revenue over $425 million will be used for
  school construction.
  · The problem is political.
• Those opposed to taxes and ‘big” government will exploit the natural resistance to paying more.
• Historically, spending constraints and cuts have not generated any pushback.
• There is no pushback for the advocacy side.
  o Legislators need to hear that people care about these programs.
  o Advocates must influence what the legislators are hearing in their districts.
  o Know who your legislators are and how to contact them.
  o Delegations from three counties hold the bulk of the votes.
  · A solution must be worked on at the grassroots level.
• Develop partnerships and coalitions.
• Engage board members, volunteers, donors, etc.
• Use media, mailings and websites for publicity.
• Engage the community through informational meetings, special events, rallies, etc.
• Contact legislators.

Charles “Chuck” Short – Special Assistant to the County Executive
· First problem - The state budget crisis causes a crisis for the County.
· Timing is everything.

• A balanced budget must be presented by the Governor in January.
• A balanced budget must be presented by the County Executive in March.
• If the special session does not solve the problem, the Governor’s budget will reflect this is January – Doomsday.
• The County’s budget, which is currently under preparation, will have to be reworked.
  · The County is currently looking at a $300 million deficit, which will be resolved by mid-February. If the special session does not resolve the state’s budget crisis, the County will face another $150 million in cuts.
• All of the counties are pretty much in the same situation – facing severe reductions.
  · Second problem – Montgomery County needs to raise taxes.
• The increase will be in property tax – the only tax the County can control. The only question is how much.
  · The greatest disaster is a dramatic increase in taxes with a dramatic decrease in services.
• This happened in 1992, which lead to a countywide referendum that was defeated by 2 percentage points.
  - If the referendum had passed, many jobs, especially those in the nonprofit sector would not exist.
  · With an increase in taxes, county services, at the minimum, must be held at the same level.
  · A political problem for Montgomery County is that the state will increases taxes in January
  (sales tax will increase from 5% to 6%) and the property tax will increase July 1st.
  · 53% of the income tax that will be raised by the state will come from Montgomery County -
  only a small portion of that will come back.
  · Practical thoughts:
• Nonprofits will need to advocate – participate, but don’t “play.”
  - The best way to participate is in an informed and strategic way.
  - Be informed, be careful.
  - The message should not be to protect the nonprofits, but to protect services.
• Understand the difference between posturing and positioning. Where are they trying to go?
  · With higher taxes, private nonprofit agencies will have to figure a way to maintain services.
  · Taxpayers revolt – your services will go first.
  · How can you convince the persons who are paying for your program that it is money well spent?
• Right work, right way, right pay!
  
  Pamela Cudahy, President/CEO, St. Luke’s House, Inc.
  St. Luke's House, Inc., (SLH) was founded in 1971 by concerned citizens from St. Luke's Episcopal Church in Bethesda, MD, to address the needs of patients being released from state psychiatric hospitals who had no place to go. SLH was established independently soon thereafter, and the first group home was opened. (http://stlukeshouse.org/aboutus.html)
  · This is the time to take action, make voices heard. It is not about the nonprofits, but the services – the means to an end.
  · How are we serving the general community? Not everyone has the understanding or the empathy.
• Nonprofits must become more sophisticated in their approach.
  · If programs are not funded, where do these needs go?
• Needs and people do not go away. They are like shifting sand – moving from
  place to place.
• Must be able to show how lives are impacted by the lack of services.
  · Nonprofits must be able to put a human face on problems for the community and legislators to see – take them to Annapolis.
  · Create coalitions and partnerships – numbers count.
• Find partners in other parts of the State.
• Find ways to get together and get the message out.
• Identify the vulnerable.
  
  Questions/Comments
  · When do the nonprofits get the word about cuts?
• Example – Did not find out about a program cut until September, which was retroactive to July 1.
  · Nonprofits with small staffs spend so much time grinding out the service that there is very little time left to find out what is going on with the budget cuts.
  · Coalition-type work is very effective for this situation. Draft letters, lay out a strategy, share the load.
  · When advocating, only two things matter – money and votes.
• If you don’t have money, you can influence votes. Don’t forget to utilize e-mail – eight e-mails about the same subject represent a public outcry.
• No amount of votes is too small.
  · African Immigrant Community has no idea what is going on in terms of taxes being raised. They do not know about the issues in order to vote.
• Communication is key.
• In the African Immigrant Community there are many small nonprofits that are being operated with no or little support from government.
  · There is room for everyone at the table, but the rules of the table change.
  · Nonprofits have to become more and more skilled at what people are buying.
• Must be skilled in knowing what the person is buying – political, financial, and human, etc.
  · How far can a 501(c)(3) go in advocacy?
• A 501(c)(3) organization may choose to elect to participate in lobbying activities under the safe harbor provisions of the tax code by filing form 5768 with the Internal Revenue Service. Once that has been elected, the organization is subject to specific expenditure limits for lobbying activities (election is optional; the organization may prefer to rely on the general rule of “no substantial part” of income . . .” particularly if lobbying activities are minimal.) The expenditure limits under the election rules are graduated, beginning at 20% of the first $500,000 of the organization’s expenditures for charitable “exempt function” purposes.
  · Nonprofits must work together to create coalitions and partnerships – money is not coming top-down, but from all over.
  · Human service side of a private nonprofit – not in it for the money, but for the principle side of it (a moral and just community).
• Justice and fairness – that’s the message.
  · What can be done as agencies to help the County and State government get the message out about who needs the services?
• Look at different coalitions; see what they are doing. Join with them – don’t duplicate the work.
• Community statements – just don’t stand alone.
• “Gee whiz” statements.
  · Challenge – to have someone on the board to monitor legislation.
  · County Council should put out a request for persons to be on the review committees during the grant process.
  · Four levels to work through – individual, executive (County), Council members, State.
  · Advocacy fair – how to write a letter to my legislator; have experts in the room; target small, emerging nonprofits.
• League of Women Voters has a program on how to lobby your legislator.
• Maryland Nonprofits also has a program geared toward this subject.
  · Maryland Nonprofits – Coalition for the State
  
  
  October 17, 2007- Nonprofit EXPO and the Montgomery County Charity Campaign Kickoff in the Executive Office Building, Cafeteria, 11:00 a.m. - 4:00 p.m.
  

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September 2007 Brown Bag Minutes

At this fourth Brown Bag, panelists discussed the report by the Corporation for National & Community Service, Volunteering in America: 2007 City Trends and Rankings. In addition to statistical analysis, the report contains an analysis of several key findings relevant to Montgomery County. Panelists also discussed creative ways to maximize volunteers as a resource for the non-profit community through services like the Pro Bono Consulting Program.

Panelists included:
Shelby Jennings (CNCS)
LaMonica Shelton (CNCS)
Della Stolsworth (Pro Bono Consulting Program)
Becky Wagner (Community Ministry of Montgomery County)

Nonprofit Montgomery! and
Montgomery County Office of Community Partnerships (OCP)
Fourth Brown Bag Lunch
September 18, 2007

Panel topic, “Maximizing Volunteers as a Nonprofit Resource: 2007 Trends and Challenges”


Welcome/Introductions
MaryAnn Holohean welcomed everyone to the meeting and introduced Suzanne Carbone, Public Libraries/Archives, who gave a brief overview of the Foundation Center and the Foundation Directory Online. The Foundation Directory Online, available at the Rockville Library, is an electronic database that provides access to comprehensive information on grantmakers and grants. It includes over 80,000 foundations, corporate giving programs, and grantmaking public charities as well as a searchable database of 500,000 recently awarded grants. It is the best source of information in the world for grants. The database is not available at any other library in Montgomery County. The Foundation Center provides seminars at Rockville Library on a regular basis. A library card and pin number are needed to access the database. This is the first Foundation Center in the nation that has made this information available on line.

Ann Evans, Acting Director of the Volunteer Center, introduced the panelists.


LaMonica Shelton – Senior Policy Analyst, Corporation for National & Community Service (CNCS), http://www.nationalservice.org/
The mission of CNCS, a federal agency, is to improve lives, strengthen communities, and foster civic engagement through service and volunteering.
o The Corporation is headed by a CEO who reports directly to the President of the United States.
o It is the largest grant provider in the nation – $900 million a year.
CNCS serves as an umbrella for:
AmeriCorps – 75K members each year participate in intensive service; the largest funded program
Senior Corps – Citizens ages 55 and over volunteer to meet the needs of America’s communities; largest number of participants.
Vista – Focus on reducing poverty
Learn and Serve America – Engages students, teachers and others in service learning.
Strategic Initiatives
o Mobilizing more volunteers – volunteering is a resource to address the nation’s most pressing problems.
o Ensuring a brighter future for all youths.
o Engaging students in communities.
o Harnessing the experience of baby boomers.

• Goals
  o Increase the number of volunteers from 65 million to 75 million by 2010.
  o Mentor 3 million more youth living in at-risk environments; engage over 3
  million at-risk youth in service.
  o Engage more college students and baby boomers in volunteering.


• Volunteers are necessary.
  They respond well in disasters.
  They help generate more volunteers.
  They help strengthen nonprofit organizations.

Shelby Jennings – Research Communications Specialist, CNCS

• As part of its mission, CNCS conducts research about the volunteer activities and
  trends of Americans.
  o The research is based largely on the data collected annually by the U.S. Census
  Bureau and the Bureau of Labor Statistics.
  o The aim of the research is to provide nonprofit and government organizations
  with an in depth understanding of the trends and habits to help them develop
  better strategies for engaging more Americans in volunteer service.
  o Data used to develop the report is from the Current Population Survey (CPS).
  · The CPS is one of the largest and most reliable surveys in the United
  States, and includes 60K households.
  · CPS produces the country’s monthly employment and unemployment numbers.
  · Volunteering information has been collected every September
  since 2002.
  o Volunteering for political campaigns is not excluded from the data.


• Volunteering in America
  o The volunteer rate has been at historic highs since 1974, but declined in 2006.
  o The growth in volunteering has been led by teens (ages 16-19), baby boomers (ages 45-64) and seniors (ages 65 and older).
  o Older adults have volunteered at much higher rates than in previous years. They have the most intensive volunteer hours – 100 hours per year, some more than 500 a year.
  · As baby boomers get older there will be a larger base of volunteers.


• Volunteering in states and cities
  o The City report provides the most detailed information for local communities.
  o The more local the information on volunteering, the more actionable it becomes
  to grow service and volunteering.
  o Montgomery County is included in the information for Washington, D.C.
  · The Washington MSA ranked 15th in volunteer rate.
  o Many of the top-ranked metro areas are in the central part of the country.
  o Central cities lag behind (24%) suburbs and rural areas which have similar
  volunteer rates (29%).
  o The number of nonprofits and their ability to retain volunteers may affect a community’s volunteer rate.


• Do some communities care more?
  o Community factors can drive volunteering
  · Level of attachment to the community
  · Homeownership rates – the higher the homeownership rates the higher
  the volunteer rate.
  · Multiunit housing
  · Education – the high school graduation rate has the most effect on the
  volunteer rate.
  · Poverty - the higher the poverty rate, the lower the level of volunteering.
  · Commute time – longer commute times to work may limit opportunities for volunteering.
  - Washington, D.C. area has the 2nd longest average commute time.
  The longer one is alone, the less social interaction; there is a
  direct correlation between social interaction and volunteerism.
  · Diversity – the more diverse the community, the lower the level of trust. Low trust has a negative impact on civic engagement (Putnam study).
  · Population density – The denser the population the lower the volunteer level of participation.


• Addressing long commute times
  o Workplace volunteer programs
  o Flexible work schedules
  o One-time volunteer opportunities such as Martin Luther King, Jr. Day.
  o Flexible volunteer opportunities – tele-volunteering, flexible volunteer schedule.


• Volunteer Retention
  o 1 out of 3 persons drop out of volunteer service from year to year.
  o Faith-based volunteering has the highest retention rate.
  o Practices that lead to increased retention:
  · Recognition – award ceremonies for volunteers.
  · Screening procedures to match volunteers with assignments.
  · Training and development opportunities for volunteers.
  o Service learning requirements – to keep youth on the path of volunteering, it is important to involve them in the planning of service.


• Ideas for community leaders
  o Promote service learning schools
  o Emphasize volunteerism among the growing numbers of seniors.
  o Encourage and create policies that promote home ownership.
  o Support small and new nonprofit organizations.
  o Support businesses that are taking steps to increase volunteering in the community.
  o Ask people to volunteer.

Della Stolsworth – Pro-Bono Consultant Program, Volunteer Center

• The Pro-Bono Consultant Program, begun 3 ½ years ago, is a program of the Montgomery County Volunteer Center. The program was created to increase volunteer opportunities and to meet the needs of nonprofits. One of the needs of nonprofits is skilled resources.


• Volunteer opportunities are short-term projects (usually no more than 3 months).


• Program is perfect for those who have a fear of commitment and like variety/different choices.


• 20-30 percent of volunteers continue to work with the organization and remain committed.


• The program allows for a great deal of flexibility – most work can be performed from home, at the agency or other locations.


• Key component of the Pro-Bono program is the screening and matching process.
  o Potential volunteers are interviewed and their experience verified by the Volunteer
  Center staff.
  o Projects are reviewed before acceptance to ensure that they meet the program
  timeframe and guidelines.
  o Because Pro-Bono consultant candidates are interviewed one-on-one, their real
  passions are able to be tapped increasing retention.
  o Once volunteers are interviewed, they select projects of interest and a meeting is
  arranged with the nonprofits/agencies to discuss their needs and parameters. There is
  no obligation to accept a project.
  o Volunteer’s skills, knowledge and experience are matched to projects and agencies.


• The Volunteer Center remains in contact with the volunteer and the agency throughout the project to ensure a successful completion.


• At the end of the project, the volunteer and the agency evaluate the results.

Becky Wagner – Executive Director, Community Ministry of Montgomery County

• Interfaith coalition is a natural volunteer base.
  They do not work exclusively from their group of congregations or with the faith community, but also corporations.
  · Looking to grow their relationship with mid-size companies.
• There are over 7 thousand volunteers a year working with programs.
• 135 congregations looking at the business community to see who shares their values.
• $3.6 of $8 million is cash and the rest is in-kind.
• Have to find a balance between the gifts of the volunteers and the needs of the organizations.
  o Matching professional skill sets of volunteers with the needs of the agencies.
  o Under-utilized volunteers become very unhappy and will tell others.

• The volunteer piece is taken very, very seriously.
• “The experience you want, the experience you need.” This includes students who have to (service learning hours required to graduate), and people who have to (court ordered).
• Never know the outcome of volunteering. Some of the largest personal contributors have been gained because of their service experience.
• 65% of residents of Bethesda are un-churched and feel good about it.
• More people are volunteering fewer hours.
• Early retirees are natural volunteers, but because of the economy, many have had to take second jobs.
• Of the 33 thousand new residents to the area, 50% are immigrants.
  o Most immigrants have a very different idea of volunteerism.
  o Many assume the government takes care of these problems, so why are you asking them to help?
  o It is best to align those of the same culture together.
  o A lot of challenges with the diverse community – help must be asked for discreetly.
• It is very important for the nonprofit who is asking for help to be able to define exactly what they want in a volunteer and have a work plan.
  
  
  Questions/Comments


• Any correlation between service learning requirements and the increase in teen volunteering?
  o Not certain; but it was found that there is a correlation between those high school students who were required to volunteer and those who volunteer as college students.


• Is there any way to measure a person’s attachment to their community?
  o There are certain questions (trust, emotional attachment, commitment) that could be
  asked, but it is a very lengthy and difficult process to get questions changed on the
  survey.


• Diversity, as is inclusion, is a white concept.
  o Volunteering means different things in different cultures. We are familiar with the traditional white model of volunteering.


• Changes in demographics affect everything that has to do with volunteering.
  Has any data shown what roles groups such as the Volunteer Center play in the level of volunteering? Who is asking people to volunteer?
  o This information can be found in the report from the Points of Light Foundation.
  o Businesses
  · Corporate Volunteer Council focuses on their members.
  · Allstate depends on the Volunteer Center for referrals.


• 61 million people volunteer through some formal organization; 5 million volunteer informally.
• Are there certain challenges volunteering with small organizations? Are there certain models that work better with small organizations?
• The Pro-Bono program is a great proven model for small organizations.
• Nonprofits need coaching/training on how to prepare for volunteers – program of work and project proposal form.
  o This is what we need, and this is what we hope you will do for us.
• Can Nonprofit Montgomery! do this training?
  o Nonprofit Montgomery! can network to bring the nonprofits and trainers together.
  o Maryland Nonprofits is a resource for training and technical assistance.
  o It should be written into grants that organizations must have training.
  
  Next Meeting


• Tuesday, October 16
  
  
  

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August 2007 Brown Bag Minutes

At this third Brown Bag, panelists discussed the importance of learning to communicate effectively across all three sectors in Montgomery County – business, government and nonprofit/philanthropic – within the City of Gaithersburg. Panel members spoke briefly about the characteristics of Gaithersburg and what convinced them to work in partnership – and what kept them working in partnership - even though such efforts have either never gotten off the ground or failed in other jurisdictions around the country.

Panelists included:
Crystal Carr, Director of Human Services, City of Gaithersburg and Panel Chair
(School UpCounty Partnership, nonprofit grants, Character Counts! and UpCounty Latino Network 1)
Chief John A. King (Cops in Shops & Extra Eyes)
Cindy Hines (Olde Towne Coordinator- Gaithersburg Business Alliance)
Maureen Herndon (HS Program Manager- Gaithersburg Coalition of Providers,
Principals Lunch, Landlords Lunch)
Ralph Bunge (Gaithersburg Help - Holiday Giving Program)

Nonprofit Montgomery! and
Montgomery County Office of Community Partnerships (OCP)
Brown Bag Lunch #3
August 21, 2007

Meeting Notes

Welcome and Introductions
MaryAnn Holohean and Bruce Adams welcomed the attendees. Ms. Holohean gave a brief overview of the collaboration between NonProfit Montgomery! and the Office of Community Partnerships; she thanked the City of Gaithersburg for hosting the meeting.
Participants introduced themselves.

Panel Topic - “Local Government, Business and Nonprofits Working Together to Create a Just and Caring Community: What We Can All Learn from Gaithersburg”

Crystal Carr, City of Gaithersburg Director of Human Services

· Gaithersburg is a fiscally responsible city that has a pay-as-you-go financial philosophy that allows the City to enjoy a thriving economic status. A comprehensive, bottom-up opposed to top-down, management approach is taken, as the City acts as both conduit and facilitator.
· The City of Gaithersburg Human Services Office has only three staff persons.
° They credit their ability to provide these programs and services to their partnerships with area business, nonprofits, government agencies, and congregations.

° The Human Services Office is responsible for the following initiatives:

• Education Committee
• Multicultural Affairs Committee
• Community Advisory Board, Montgomery Outcomes Development Group, Gaithersburg Coalition of Providers
• Latino Providers Network
• Character Counts! Steering Committee
• Community Partnership Development
  
  · Friends of Wells/Robertson House
  ° The Wells/Robertson House is a 14-bed transitional housing program for homeless men and women in recovery from alcohol and/or drug addiction. The program is a combined community effort supported by the City, grants, state funding, fundraisers and local contributions.
  ° The house was established by the City of Gaithersburg in response to the concerns over the rise of homelessness in Olde Towne. A City Task Force was formed to explore the concern and recommended that Homeless Advocate position as well as the Wells program, which would provide those overcoming chemical addictions and homelessness with a clean, safe, sober, long-term environment to pull their lives together and become committed to a program of recovery.
  ° Friends of Wells/Robertson House, Inc. is a nonprofit 501(c)(3) that was formed later to raise funds to ensure the growth of the Wells/Robertson House program.
  
  · Nonprofit Grants – Recognizing that the City can not provide all the needed services, some programs are outsourced to nonprofits organizations that have the skills and can speak the language.
  ° Four priority areas
• Healthcare and mental health
• Prevention of homelessness
  * permanent, transitional and emergency housing
  * eviction prevention
• Building strong children and families
  * gang prevention
  * early childhood care
  * home visitation
• Individual and family self-sufficiency
  * job training and education – seeing larger gaps in education due to the increasing immigrant population
  * case management services
  * food, clothing and furniture
  * affordable home care
• $626,947 funding 29 nonprofit grants which provide 15,547 units of service (units of service differ with the type of service).
  · School Grants, Prevention Dollars & Breakfast Program: serving approximately 6,000 students
  ° Partnering with a business can help supplement programs for schools.
  ° Prevention dollars and breakfast program - $14,500
  ° The breakfast program in the City is subsidized by the Gazette Newspapers - $3,130
  ° Grants going to 23 schools that have student bodies composed of 10% or more City residents.
  ° 16 Gaithersburg Schools funded $54,987 for students.
  ° Three priority areas
• Promoting academic enrichment
• Safe environment conducive for learning
• Parental involvement
  
  · City World Market
  ° The City World Market is a celebration of cultural heritage, diversity and economic empowerment, winning national and state economic development and cultural diversity awards upon its debut in 2006.
  ° The City World Market is sponsored by the City of Gaithersburg’s Office of Economic and Community Development, Montgomery College, Through the Kitchen Door International, All About Signs, Inc., and the Gaithersburg-Germantown and Mid-Atlantic Hispanic Chambers of Commerce.
  ° For the second year, new entrepreneurs selling ethnic crafts and goods have had the opportunity to receive 15 hours of free business development training through Montgomery College, television exposure and a place at the City World Market to be held on September 16, 2007 at the 26th Annual Celebrate Gaithersburg in Olde Towne Festival.
  ° This year, 17 of the 23 participating students will graduate (August), representing 19 new businesses; the market will host 50 vendors, 27 of which are selling international crafts.
  ° Workbooks were developed on marketing and business plans how to’s.
  
  · Vivan Las Americas
  ° Began and organized by Through the Kitchen Door International, Vivan Las Americas conducts life skills and empowerment training programs using food and nutrition as a means for family and community empowerment.
• Graduates of Through the Kitchen Door program are reported to make two dollars more and hour than others in the same job positions.
  ° The success of the program is a tribute to the contributions and efforts of volunteers, community and corporate partners such as the City of Gaithersburg; VisArts, Rockville; CASA de Maryland; and Whole Foods Markets.
  ° The event celebrated the heritage, culture and diversity of the area’s Hispanic community. VIVAN LAS AMERICAS featured the healthy preparation and samples of typical foods from representative countries of the Americas. Activities and exhibits that addressed interests and needs of Hispanic residents focus on nutrition, diet, health, public and private social and consumer services, cultural exchange, education and training.
  
  · Character Counts! Program
  ° The Character Counts! program, enables adults to teach children the six pillars of ethics -responsibility, respect, caring, fairness, trustworthiness and citizenship in ways that they will understand.
  ° There are 29 Character Counts! Schools
  ° National Character Counts! Week - $1,750 - is sponsored by Gazette Newspapers, Montgomery Village Rotary and Gaithersburg Rotary.
  ° Character Counts! Scholarship - $5500 – Bohrer Memorial Scholarship Fund, Rodgers Consulting, Lockheed Martin, and DRS.
  
  · Upcounty Latino Network
  ° The mission of the Upcounty Latino Network is to strengthen human service provider networks in the Upcounty Montgomery County and to improve access and delivery of health and human services to individuals and families who encounter language and cultural barriers.
  ° An estimated 20 organizations and providers are active members.
  ° Monthly forum (workgroup format) where issues that are timely and current to the community are addressed.
  
  Chief John A. King, City of Gaithersburg Police Department
  
  · There are approximately sixty thousand residents in the ten square miles that is the City of Gaithersburg. Policing of the City is shared with Montgomery County Police Department. Community policing is the philosophy of the City - working with community, City departments and other government agencies. Cops in Shops and Extra Eyes are two programs in which the City partners with government agencies, businesses, nonprofits. The success of the programs is measured by anecdotal feedback from the community who express that with the programs there is a better quality of life.
  
  · Cops in Shops
  ° Implemented by the Gaithersburg Business Alliance, the Cops in Shops program involves businesses that sell or serve alcohol in an on-going campaign that includes owner policy seminars, state certified alcohol server training, business intervention, business code of conduct and risk assessment, compliance checks and stepped-up enforcement.
  ° Cops in Shops often use plan clothes police officers to make alcohol purchases or act as cashiers.
  · Extra Eyes
  ° Extra Eyes is a component of the Enhanced Enforcement program run by the County Police Alcohol Unit.
  ° Community persons are trained on Maryland alcohol laws, underage drinking, how to recognize intoxicated individuals, subtle signs of intoxication and impaired drivers.
• Those who have successfully completed training are able to work in the community to identify violators and notify a police officer by radio.
  
  Cindy Hines, City of Gaithersburg Olde Towne Coordinator
  
  · The Gaithersburg Business Alliance acts as an umbrella organization under which business owners work with State and local governments to implement prevention, education and enforcement programs that address alcohol abuse, public intoxication and related issues.
  ° The program was implemented in Gaithersburg to bring awareness to the ripple effect of over serving.
  ° Aware of the County program, Kathie Durbin from the Montgomery County Department of Liquor Control was contacted. The Gaithersburg Business Alliance is a model out of the Dept. of Liquor Control Outreach Office.
  ° State certified training is offered at a reduced cost to Alliance members.
  · National Night Out
  ° The City of Gaithersburg and more than ten thousand communities across the nation participate in National Night Out.
  ° The goal of National Night Out is to increase drug prevention awareness, generate support for anti-crime programs, empower neighborhoods to organize to fight back against crime.
  ° Businesses may need additional training and lines of communication are open even after the National Night Out.
  ° National Night Out in Gaithersburg is sponsored by the business community and helps to bring together residents, law enforcement agencies, local officials, civic groups and community organizations.
  
  Maureen Herndon, City of Gaithersburg Human Services Program Manager
  
  · Human Services in the City takes a one-on-one macro approach to needs assessments. Human Services under the Department of Economic and Community Development goal is: “To foster collaboration and partnership among the private, nonprofit and public sectors in the community. To foster efficient and beneficial service delivery, community awareness of challenges and successes, volunteerism and educational opportunities for all. To promote and encourage ‘best practice’ and mutual understanding among community groups.”
  · Gaithersburg Coalition of Providers
  ° Founded in 1996, the Coalition is comprised of over 60 representatives from area nonprofits, congregations and schools that provide services for families in need in the Gaithersburg area.
  ° The Coalition meets quarterly and focuses on identifying gaps in service, training, information sharing, promotion of service collaboration and community partnerships.
  · Annual Gaithersburg Landlord Lunch and Budgeting Classes
  ° An annual lunch of appreciation for City landlords that was started in 2004.
  ° Coordinated by the City of Gaithersburg Human Services and Stepping Stone Shelter Housing Counseling Program in conjunction with landlords and area nonprofit housing assistance programs.
  ° The lunch is an opportunity to share common concerns and ideas for the betterment of Gaithersburg residents. Landlords are updated on County and City services.
  ° Follow-up budgeting classes are held for renters who are experiencing financial challenges.
  ° Discussion on how landlords can recognize when their tenants are having issues and how to educate the greater community on how to avoid evictions.
  · Annual School Principals, Counselors and PTA Lunch
  ° Coordinated by the City’s Human Services, this lunch provides an opportunity for 10% schools to present to the City information on programs, volunteer opportunities and wish lists.
  · Montgomery County Housing Fair
  ° The Housing Fair is an annual event that is coordinated by the County’s Departments of Housing and Community Affairs and Health and Human Services; Cities of Gaithersburg, Rockville, and Takoma Park; Maryland State Housing Office and various nonprofits in partnership with area businesses.
  ° Over 60 exhibitors from area housing programs, County programs, realtors, mortgage and rental companies participate.
  ° Workshops are held to address homeownership, renting, financial literacy and credit issues.
  · Annual Martin Luther King, Jr. event and Literary Arts contest
  ° County-sponsored program that draws over 800 each year to celebrate the life of Dr. King.
  ° A representative from the City serves on the event committee.
  ° Literary arts contest is co-sponsored by the Gazette Newspapers and the City and is open to Gaithersburg students who present their works at the annual event.
  · Community Ministry of Montgomery County Emergency Assistance Coalition
  ° The City is an active member of this Coalition which coordinates numerous nonprofit and congregational supported programs that serve thousands of needy County families.
• Provide emergency services such as food, medicine, and money to prevent evictions.
  ° Churches are frustrated with the many requests for money.
  ° Training is provided during monthly meetings to ensure proper service delivery and good stewardship of donations.
  · Gaithersburg Interfaith Alliance
  ° The City is a participating member of the alliance which is comprised of congregational representatives who meet monthly for spiritual development, training and coordination.
  ° The alliance provides an opportunity for area nonprofits and schools to present issues and programs that promote mutual understanding and address gaps in services.
  
  Ralph Bunge, Good Shepherd Lutheran Church
  · Holiday Giving
  ° The City of Gaithersburg Holiday Giving Program is supported by area congregations, businesses, nonprofit organizations and area individuals and families.
  ° Needy families are referred by counselors, schools or social services (duplicate referrals are weeded out).
• Over 800 households were referred last year.
  ° Special Thanksgiving and December holiday meals are provided.
  ° This program is run county-wide by the Montgomery County Volunteer Center.
  
  
  Discussion/Questions
  
  · How did the collaboration/partnerships begin?
  ° Mayor Edward Bohrer brought together a group of people with varying views to work with the City Council to address the homeless situation in the City. This group became the Community Advisory Board. The committee was given the freedom to come up with a plan. The group identified and reached out to community leaders and area nonprofits.
  · Training small nonprofits
  ° The Human Services Office can coordinate with Maryland Nonprofits to bring in a trainer for a group of nonprofits who will share the cost of the training.
  ° New nonprofits can be paired with established nonprofit organizations who will act as mentors.
  ° Partner each nonprofit in Gaithersburg with a business or church.
  ° Each nonprofit should be run like a small business.
  ° Several nonprofits are supported by churches.
  · Nonprofits are a form of social capital.
  · Asian community
  ° No natural collaboration – most are in survival stage
  ° Asian communities believe in helping themselves.
  ° The need to work very closely with each distinct Asian cultural group to understand how best to deliver services.
• Jayne Park of the Asian Pacific American Legal Resources Center and co-chair of Nonprofit Montgomery! has established a committee of ten Asian leaders. The group is working with Larry Shinagawa at the University of Maryland to conduct survey research on the county’s Asian communities, their needs, and their networks of service providers. As is true nationally, Asian-serving nonprofits are funded at lower levels than any other subset of ethnic-serving nonprofits.
  ° Korean Community Service Center located in Grand Mart has taken some of the stigma away from receiving help. The space is provided free of charge. The Center partners with Mobile Med to offer health services to the community.
  · Are new businesses coming into Gaithersburg made aware of the community’s ethic of county service?
  ° Depends on the type of business. Those who serve or sell alcohol are approached by the Gaithersburg Business Alliance.
  ° The Corporate Volunteer Council (CVC) also reaches out to these businesses to create a climate of giving back and employees volunteering.
• The CVC has made more inroads in Gaithersburg than in any other area.
  · Idea to develop an orientation brochure to give to businesses.
  · Volunteer Center implements a great many partnerships and programs.
  · It is often true that nonprofits are not seen by government and business as equal partners; they are seen by these sectors as full of passion but poorly organized and managed – the old “charity model” perspective. It is very impressive to see the value the City of Gaithersburg places on their nonprofit partners.
  ° The City of Gaithersburg appreciates the uniqueness of the nonprofit sector and the depth of knowledge and expertise of nonprofits. They have a deep embedded appreciation for the nonprofit sector.
  · Where are the gaps?
  ° Affordable housing – many residents are one small crisis away from being able to afford housing.
  · When the City puts out the call, people respond. The City is very specific when explaining the need.
  · The City has great collaboration with the County.
  · The County should adopt the Character Counts! Program which has been a cornerstone of Gaithersburg’s success in bringing the three sectors together.
  · Building mutual trust and loyalty is essential to any partnership.

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July 2007 Brown Bag Minutes

At this second Brown Bag, a panel of corporate and philanthropic leaders discussed the value of the nonprofit sector in Montgomery County, and how we can identify, measure and communicate that value. Panel members spoke about how they viewed the nonprofit sector in Montgomery County and posed some of the tough questions they think about when they consider the value of nonprofits.

Panelists included:
Bill Schlossenberg, Director of Public Affairs/Associate Publisher, The Gazette and member, Corporate Volunteer Council (CVC)
Jackie Ogg, Deputy Director, Montgomery County Community Foundation
Chrissina Herbert, Corporate Volunteer Council
Carol Trawick, Founder of the Jim and Carol Trawick Foundation

Nonprofit Montgomery! and
Montgomery County Office of Community Partnerships (OCP)
Brown Bag Lunch #2
July 17, 2007

Meeting Notes

Welcome and Introductions
The participants were welcomed to the second brown bag lunch meeting by Molly Callaway and Cindy Price. MaryAnn Holohean gave an overview of Nonprofit Montgomery!, reviewed the meeting handouts and introduced the guest panelists. Bruce Adams provided a brief overview of the Office of Community Partnerships and pointed out that the conference room in which the meeting was being held had been named the Charles L. Short Conference Room in recognition of Chuck Short’s (Special Assistant to the County Executive) many years to of service.

Panel Topic – “Our Perspectives on the Nonprofit Sector of Montgomery County”

Bill Schlossenberg, Director of Public Affairs/Associate Publisher, The Gazette and member of Corporate Volunteer Council (CVC)

• The nonprofit community is a very important facet in the day to day functioning of
  the Gazette.
• The better the nonprofits do, the more people they are able to serve, the better the community is as a whole.
• Tries to support the nonprofit community whenever possible through free advertising and direct monetary support. (Wants to invest in an already proven nonprofit – the return on the investment is that the nonprofit is actually performing the good work it promised to do. Sometimes we support a unique situation, e.g., giving free advertising to an 11 year-old and his brother who planned a fundraiser for the homeless).
• Nonprofits should be run “as a business.”
• It is very important to keep lines of communication – let us know what you are doing with our support – let us know your needs.
  
  Carol Trawick, Founder of the Jim and Carol Trawick Foundation and corporate and community leader
• The nonprofit community identifies undone work and does it. Nonprofit leaders are “heroes” – combining passion with specific skill sets.
• Has experience with all three legs of the stool – government, private/business and
  nonprofit.
• Business view of the nonprofit community: they’ve got: passion, expertise,
  ability to identify where the needs are; they don’t have: management and
  funding expertise
  ° Nonprofits are constantly chasing the funding for their programs.
  
  ° Many nonprofits keep going to the same businesses for funding; and these
  businesses see constant requests for funding.
  · Montgomery County has a unique pool of businesses – the County’s
  small business community is not 60-65% of the overall pool, but well over 95% - a lot of these are consulting businesses because of the federal government – this means that there is a very large number of small businesses with whom nonprofits are not now communicating with whom they need to communicate.
  
• Encourage businesses to adopt a nonprofit through the Volunteer Center or
  Community Service Day.
  ° Link the hidden small businesses with nonprofits.
• Ask these small business leaders to sit on your nonprofit board, but only where they can make a difference.
  ° When bringing a business leader on the board of a nonprofit, be clear about the skill set you are seeking (finance, human resources, etc.). Also, be clear about your expectations of a potential board member.
  ° Businesses think in real outcomes – create a time line, follow up, relate the project back to the general community.
  ° Businesses see results when giving to political campaigns – this same thought process should be used by nonprofits when developing a funding proposal.
• Larger nonprofits could bring smaller nonprofits under their auspices as subcontractors (must fit within their mission).
  ° Smaller nonprofits have the expertise; larger nonprofits have the management capabilities.
• Nonprofits need to organize their finances to reflect direct cost, indirect cost, general and administration cost
• The Trawick Foundation has a program (a nonprofit village), Go Occupant, that offers small nonprofits their first professional environment.
  ° Private office and access to equipment
  ° Brown bag lunches with other nonprofits to share information
  
  Chrissina Herbert, Allstate Insurance and member of Corporate Volunteer Council
• Nonprofits should be effective and accountable.
• Nonprofits should model themselves after for-profit businesses.
• General perception of nonprofits is very good.
• Businesses want to know
  ° Is it going to help the business (retention, publicity)?
  ° What’s in it for us?
  ° Will it affect our bottom line?
  
  Jackie Ogg, Deputy Director, Montgomery County Community Foundation
• The Montgomery County Community Foundation, an affiliate of the Community Foundation of the National Capital Region, is 11years old.
  ° Works to build charitable giving/philanthropy by Montgomery County residents.
  ° Area of expertise is donor advisement.
  · Approximately 125 donor advised funds for charitable giving.
  ° Of the $20 million given last year, 75% stayed in this region; 50% of the regional giving stayed in Montgomery County.
• There are significant growing pockets of poverty in Montgomery County.
  ° Different nonprofits are rising to meet the needs of the community.
  ° Montgomery County is still a “hard sell.” Many people do not recognize the reality of needs in the “new” Montgomery County.
• Sharing Montgomery Fund provides support to County nonprofit organizations.
  ° A vehicle for recognizing and learning about the challenges and the nature
  of nonprofits with the County.
  · 38 of the 100 requests received $250,000 in total funding last year.
  · Six categories reviewed to determine funding eligibility:
  - Meet guidelines
  - Track record
  - Impact
  - Management
  - Leadership
  - Financial capacity
• Three categories of nonprofits:
  ° Large, well established
  ° Kitchen table – leaders in the communities, have a skill, helping neighbors; sometimes by default become nonprofits (under ten years old).
  ° Established, District of Columbia based nonprofits following their clients as they move into Montgomery County.
• Want to fund all types that are out there and encourage communication within the sector.
• How to build the capacity of the nonprofit sector?
  ° RFPs for nonprofits to come together to learn about collaborating – small
  and large nonprofits
  · Stipends for smaller nonprofits
  · Series of workshops
  ° A Learning Circle initiated in 2006 focused on building the capacity of the
  nonprofit sector in the County with recommendations for county government,
  philanthropy and the nonprofit sector.
  ° Invest in the collective development of the sector – Nonprofit Montgomery!
  
  Questions
  Question: How many requests are received a month? [to Bill Schlossenberg]
  
  Answer: 75-150 requests. The Gazette is able to act on half of the requests, mostly through free advertising. Tend to support projects involving children and the arts, staying away from religious institutions across the board unless the money being raised is going to children or to feed the hungry.
  
  Follow up question: What can the nonprofits do to diminish the load?
  
  Answer: A certain amount of advertising space is allotted in each edition for nonprofits. The nonprofits should collaborate and submit requests for this space on a rotating basis. One of the worse things that can happen is that we agree to provide the free space, a deadline is established, and the nonprofit never remits the copy.
  
  Discussion
  Building relationships
  ● Important to develop a relationship between the nonprofit and the business.
  - The nonprofit must hold up its end.
  - Everyone needs to be able to say what they need or want to get out of the partnership.
  - Developing partnerships takes time and work.
  - Use Community Service Day as a means for connecting small nonprofits with
  businesses for a day. The nonprofits should follow up with the businesses and work
  to form partnerships.
  ● The business community is not monolithic.
  - Each business is different – comprised of different individuals.
  - Brainstorm on how to approach each business.
  - There is no specific model that will work for everyone.
  ● It’s about trust and value. Businesses want to know that their money is being invested and
  handled wisely.
  ● Is it feasible to have peer on peer dialogue with nonprofit, government and business sectors?
  There seems to be no place where the three can come together and debate and discuss these
  issues.
  - Each sector needs each other – must have the skill set to talk each other’s language.
  - Government has been a great support and true partner to the nonprofit sector.
  - Government can be a facilitator and an enabler.
  - Office of Community Partnerships (OCP) is working to bring nonprofit and
  business sectors together.
  - Nonprofits need to have a relationship with the Department of Economic
  Development (DED). It is difficult for nonprofits to even be recognized in any literature from DED.
  - The Volunteer Center helps to build the relationship with business, nonprofit
  and government sectors. They also have a monthly orientation for nonprofits.
  
  Communication
  ● Communicate the value of the project/program before you approach the business for support –
  trust and personal relationships are key.
  ● Companies want the tangible. They want to know where the money is going, what the money
  is doing (outcomes).
  ● Companies appreciate positive reinforcement and “thank you’s.”
  ● Keep the lines of communication open. Let the business know what you need, what’s going
  right.
  
  Collaboration
  ● Subcontracting can work when there is mission alignment, but it has often failed because the
  cultural dimensions of the relationships have not been deeply explored and understood ahead
  of time (“cultural can range from ethnic differences, to the balance between service and
  advocacy, to the manner in which services are delivered to the office environment).
  ● Once the small nonprofit becomes linked to a larger nonprofit the mission and “culture” of the larger organization often becomes the driving force.
  - To be successful, the small nonprofit would come in with a program/project clearly
  defined. The large nonprofit would manage the small nonprofit’s “business” functions
  not the program/project.
  - Failures arise when criteria are not set up and contracts do not spell out specifics.
  ● Set up a system in which businesses are invited to learn of ways they can make a difference in
  the communities. A monthly stipend would be collected from each business and dispersed to
  the participating nonprofits. The more experienced nonprofits would make the pitch.
  - Businesses like one on one relationships.
  - Each nonprofit has to figure out what works for them.
  
  Finances/Funding
  ● Nonprofits should do research before putting together a funding proposal.
  - What does the company want to see?
  - Know how the company handles asks.
  - Know the company’s fiscal year and when to apply for funding.
  - What criteria does the company use to determine funding?
  - Look at the marketplace when planning the fundraising. How are the fundraising
  dollars being spent? Have to spend money to make money.
  ● One of the biggest problems nonprofits feel they face is disrespect.
  - A sense that they are always begging for money.
  - How do they garner the same respect as the politicians who ask for money?
  ● For-profit businesses are better at identifying what they want. Nonprofits know they want
  money, but many are not willing to do what it takes to get it.
  ● The ability to leverage is very important. Show how every dollar was leveraged into
  additional dollars.
  ● Recognize that in most businesses there are two pots of money – transactional
  advertising/marketing money throughout the year and grants that are usually focused on a
  single calendar date.
  - Do not assume you can get money from both pots; or use the first to get the second.
  ● Smaller businesses face the same start-up issues as nonprofits.
  ● Nonprofits have a tendency to go after the money before determining if it will cover the true
  costs of delivering the services. In doing so, they end up getting further and further behind in
  accomplishing their mission. One of the most important contributions business leaders can
  make to nonprofits is helping nonprofits demonstrate to foundations and government what it
  actually costs to deliver a service because often these costs are not covered by funders even
  though no business could operate without them.
  ● Know and use the skill sets of the board of directors in raising funds.
  ● Teach nonprofits how to set up their finances to show direct and indirect costs;
  general and administrative costs. These areas must be included in the financials so
  that the nonprofits have the ability to hire additional staff such as grant writers.
  
  Goal
  ● Sustainability
  
  Next Steps/Follow up
  ● A nonprofit expo is scheduled for Wednesday, October 17, 2007 in the cafeteria of the
  Executive Office Building. The expo will tie into the County charitable giving campaign.
  Members of the Corporate Volunteer Council will be invited. A tip sheet will be provided for
  the nonprofits who participate.
  
  ● Try to link business and nonprofits for Community Service Day, October 27, 2007.
  
  ● Request that DED include nonprofit information when preparing literature for new
  businesses.
  
  ● Next Brown Bag Meeting on August 21, 2007, will be hosted by Crystal Carr, City of
  Gaithersburg.
  
  Announcements
  ● Funding Expo, Tuesday, July 24, 2007 at the Long Branch Community Center, Silver
  Spring, 7-9 p.m.
  

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June 2007 Brown Bag Minutes (1st Brown Bag)

In this first Brown Bag, panelist Chuck Bean (Executive Director, Nonprofit Roundtable of Greater Washington) discussed the “Beyond Charity” project undertaken by the Nonprofit Roundtable of Greater Washington in partnership with the World Bank. This project (which resulted in the late 2007 publication of the Beyond Charity report) focused on providing nonprofit leaders in the region with examples and tools to communicate the value of nonprofit organizations.

Nonprofit Montgomery! and
Montgomery County Office of Community Partnerships (OCP)

Brown Bag Lunch #1

“How should we better measure and communicate the value of nonprofits?”

June 19, 2007

Meeting Notes

Welcome and Introduction
Bruce Adams and MaryAnn Holohean welcomed the participants to the First Brown Bag Lunch.

Purpose of monthly “Brown Bags”
To build relationships/partnerships between Montgomery County government and the nonprofit sector.

Brief Introduction to Nonprofit Montgomery!
° A newly organized effort to build the collective strength, visibility and influence of Montgomery County’s nonprofit sector
° Nonprofit Montgomery! seeks to bring collective leadership together across the nonprofit sector in the “new” Montgomery County: encompassing large anchor organizations; mid-size nonprofits; newer nonprofits that are developing from communities both new to Montgomery County or underserved within the county; DC-based nonprofits that are developing new programs within the county for their constituents; and faith-based organizations.
° The goal is to have a wider range of nonprofit leaders “at the table’
° Unlike earlier efforts to bring nonprofits together in the county, Nonprofit Montgomery! is staffed.
° Driven by common issues
° A critical element of the work is supporting the sector in measuring and communicating its value


Speaker
Chuck Bean, Executive Director, The Nonprofit Roundtable of Greater Washington
http://www.nonprofitroundtable.org/

(Interactive discussion throughout the session: notes cover both presentation and discussion)

Three areas of focus:
· Perception of nonprofits
· Why should we better measure and communicate the value of nonprofits?
· How should we better measure and communicate the value of nonprofits?
° Key words – measure and communicate

National Perceptions/descriptions of nonprofit organizations (from a 2006 Independent Sector national survey)
· In comparison with some for-profit corporations, nonprofit organizations were viewed
favorably by the public. However, the public also expects a lot more from nonprofits than from for-profit corporations.
· In an opinion poll on name perception:
° “Nonprofit” was viewed most positively and associated with helping the community, (i.e. there was no profit motive).
° Descriptives like “charities” and “foundations” were perceived more negatively in comparison with “nonprofit,” “philanthropic,” and “charitable.”
· It was determined that the term “nonprofit community” was preferable to “nonprofit sector”. “Sector” was considered jargon and too abstract a concept, whereas “community” was an easily understood and had positive connotations.
· Nonprofit attributes:
° The most valued traits for nonprofits were accountability, effectiveness, commitment and caring.
° In general, nonprofits were viewed, and expected to be, committed and caring.
° The attributes that nonprofits were felt to not possess: accountability, effectiveness,
efficiency, selflessness, and results-oriented. (i.e., those interviewed valued the trait
of nonprofit accountability very highly, but felt that many nonprofits were not accountable)
° Surprisingly, being local was not viewed as an important attribute.
· The nonprofit sector believes that:
° It is clear that nonprofit effectiveness has not been communicated to the public.
° Being considered as caring, but not selfless, is contradictory.

Montgomery County nonprofits by the numbers (based on research by Maryland Association of Nonprofit Organizations and the Urban Institute)
° According to the Internal Revenue Service (IRS), there are approximately 5,000 501(c)(3) organizations in Montgomery County.

• This number includes many inactive organizations that are still listed on the IRS roll.

° 1,600 of these nonprofits have budgets of $25,000 and up.

• One of the largest nonprofits (most assets) in the region is located in
  Montgomery County - Howard Hughes Medical Institute.
• 437 of these organizations have budgets over $ 1 million/year.

° Two thirds of the 1,600 are locally serving organizations.

• Therefore there are approximately 1,000 nonprofits serving the nearly one million people living in Montgomery County (this is the same as the national average).

° Do these 1,000 nonprofits have the ability to serve the increasing and very diverse population of Montgomery County?

• There is currently no overall research being done to track trends and to ensure that the needs of all types of residents are being covered. This research would be very expensive.
• However, there is research being carried out in specific areas (e.g., the recent health status research among the Asian American communities within the county, carried out by the Asian Studies and Research Center at the University of Maryland and funded by HHS).
• Does Montgomery County have the “right” nonprofits?

Why should we better measure and communicate the value of nonprofits?
To raise awareness about the role of nonprofits in our lives. Although many of us view nonprofits as the organizations that deliver critical services to our poor and under-resourced neighbors, we often forget that every one of us – at some time in our lives – relies on nonprofits, whether to provide afterschool programs for our children, health and other support programs for our elders, or the League of Women Voters guide we review before casting our ballots.

Nonprofits:
- deliver needed services in the community
- give citizens opportunities to volunteer and youth opportunities for community service
- identify and find solutions for community problems
- develop public policy options for government to consider
- provide a voice for the underrepresented
- advocate for change
- educate the public on important issues
- provide “the commons” where citizens can come together to discuss and debate

· To recognize that the government cannot provide all critical services, and know that there are organizations that can effectively close the gap (i.e. that government and nonprofits can work together to help close the gap with the money provided).
· Private, corporate, public sectors do not speak the same language or have the same values as the nonprofit sector:
· Different ways are needed to communicate what the nonprofit “value added” is to all sectors. Depending on the sector/audience being addressed, there are different presentations for the same program asking for the same support.
· Nonprofits have a difficult time putting together a narrative about what they accomplish.
· The corporate/private sector needs to provide input when resolving these issues.
· Policy makers always want to fund the best program.
° Difficult to show that your program is the best when the County government is
only interested in outputs and not outcomes.

• Outputs asked for by the County have no relationships to outcomes.

"Outputs" = number of units served (most tangible)
"Outcomes" = the difference made to those served (difficult to track)

· Government is chartered to make the services happen; nonprofits feel they have that same charter.
· The real challenge is to develop a candid relationship between the government and nonprofit sectors. Some points of clarification and discussion that are needed include:
° If government feels they should fund critical services and not organizations, how can the organizational costs of delivering a service (i.e., the real cost) be covered?
° A need for a clear definition of terms, goals and priorities.
° Are the nonprofits cognizant of the priorities of the County?
- New organizations are not in the loop and don’t know the plan.

How should we better measure and communicate the value of nonprofits?
· Effectively describe in-kind services, including the $ amount contributed
· The ability to bring in additional funding sources:
° Makes individual nonprofits more competitive on the front end (proposal stage), but there is no follow up by contract monitors. (Contract monitors have different levels of sophistication and experience.)
° Nonprofits must be able to identify and describe all the ways they leverage additional $s for every $ they receive
· National statistics can be used to complement local data or serve as proxies for local data when they are not available
· The Office of Management and Budget takes into account
° the additional funding that the organizations can bring in
° the value of the organizations’ volunteers (translated into dollars)

• Many organizations do not include this in their proposals.

· Costs prevented should be included in the outcomes (e.g., a recent study in North Carolina shows that dispute settlement centers resolved 13,544 cases at a cost to the state of only $118 each, compared to $922 per case had they gone to district court.)

What is the end goal of the monthly “brown bags”?
· Relationship building that leads to better community service
· Bringing people forward who add value to our understanding of the nonprofit sector.
· Help define the fundamental role of government
· Provide opportunities for better nonprofit-government co-visioning (cultural competency – how nonprofits fit in).
· Explore the definition of “nonprofitness”
· Common understanding of the “value” of nonprofits.
· Create a common language among the government and nonprofit sectors (as well as business and philanthropy).

Follow up items
· Contact information to be sent to all participants.

· Corporate Volunteer Council, private businesses, philanthropy and County Council members to be invited to future meetings.
° Representatives from corporate philanthropy , businesses that promote volunteering, and those that currently do neither.

· Ask the question, “What is your perception of nonprofits?”

· Tuesday, July 24, 2007 at Long Branch Community Center from 7-9PM there will be a Funding EXPO where nonprofits will have the opportunity to meet and dialogue with staff from county government and some private foundations, as well as support organizations such as the Foundation Center, which is now offering services at the Rockville library, and infoMontgomery – the countywide database of nonprofit services

· Put together a Nonprofit Expo in the fall (late September or early October) in the Executive Office Building cafeteria to showcase the work of nonprofits from throughout the county
° Most of the OMB analysts and others in government do not know what the individual nonprofits do – we need to learn a lot more about each other
° Ideally, the Nonprofit EXPO would be scheduled to coincide with the annual United Way campaign.

· Participants were encouraged to view Jed Emerson’s views on values at http://www.blendedvalue.org/

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