ERIC ED480445: Local Intermediary Organizations: Connecting the Dots for Children, Youth, and Families.

10 Pages·2003·0.26 MB·English

by  ERIC

DOCUMENT RESUME
ED 480 445
CE 085 450
AUTHOR
Blank, Martin J.; Brand, Betsy; Deich, Sharon; Kazis,
Richard; Politz, Bonnie; Trippe, Steve
Local Intermediary Organizations: Connecting the Dots for
TITLE
Children, Youth, and Families.
Jobs for the Future, Boston, MA.
INSTITUTION
SPONS AGENCY
Ewing Marion Kauffman Foundation, Kansas City, MO.; Charles
Stewart Mott Foundation, Flint, MI.; Carnegie Corp. of New
York, NY.
2003-00-00
PUB DATE
9p.; Additional support from Wallace-Reader's Digest Funds.
NOTE
AVAILABLE FROM
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http://www.jff.org/jff/PDFDocuments/Intermediaries.pdf.
PUB TYPE Reports
Research (143)
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DESCRIPTORS
*Agency Cooperation; *Agency Role; Community Resources;
Community Services; Educational Resources; Family Programs;
Federal State Relationship; Integrated Services; Legislation;
*Linkirig Agents; Local Government; Local Issues; Nonprofit
Organizations; Outreach Programs; Partnerships in Education;
*Policy Formation; School Community Relationship; *Shared
_ Resources and Services; *Social Services; Youth Programs
IDENTIFIERS *Intermediaries
ABSTRACT
Despite the conventional wisdom that comprehensive services
are an essential element in the support of children and families, over the
past several decades programs and services have continued to be disconnected,
separately funded, and provided by these multiple agencies. The need for
local intermediaries has emerged through the devolution of decision making
from the federal to local level, the decentralization of schools and their
support networks, and the rise in networking in social services delivery.
Intermediary organizations typically carry out activities related to four
major functions:
(1) engaging, convening, and supporting critical
constituencies to increase public involvement, design new initiatives,
strengthen local institutions, and achieve tangible results;
(2) promoting
quality standards and accountability for continuous improvement and to
demonstrate positive outcomes;
(3) brokering and leveraging resources by
increasing the efficiency and impact of service providers and attracting
resources that individual organizations often cannot secure on their own; and
(4) promoting effective policies that can strengthen local organizations and
result in more effective services for young people and families. In order for
local intermediaries to achieve their full potential they need to be:
recognized for their value; included in legislation and regulations; funded;
and connected to each other. (Includes 3 endnotes, a list of resources, local
intermediary contact information and a Partners for the Intermediaries
Report.)
(MO)
Reproductions supplied by EDRS are the best that can be made
from the original document.
/
n
8n9r d
Preface
Supporting systems and services that nurture children,
Over the past several decades, policy makers and program
youth, and families as they grow and develop is the
planners have come to understand that children, youth, and
common agenda for the six organizations that hove
families need a range of supports and services to live
contributed to this brief. Through numerous interactions,
the authors have each come to realize how intermediary
healthy, productive lives. While conventional wisdom
organizations are improving systems that support our
supports the belief that comprehensive services are an
youngest children, our school-age children, our youth
essential element in the support of children and families,
transitioning to adulthood, and their families and
programs and services, in reality, still mirror the old ap-
communities. We believe that local intermediaries
proachdisconnected services, separate funding streams,
have the potential to help revitalize and reform the
and multiple agencies providing services. In an era of tight
delivery of services to children, youth, and families.
By joining forces in publishing this piece, we seek to
resources and increased local responsibility for programs
make a strong case for the critical role and value of
and services, communities are experimenting with new
intermediary organizations.
ways to connect the service dots for children and families.
The authors would like to thank the many individuals,
Local intermediary organizations are a promising approach
both inside and outside our organizations, who
to efficiently and effectively connecting and delivering a
assisted in the development and content of this brief.
range of supportive services.
We are grateful to Jessica Deutsch, who prepared the
early drafts of this document, patiently working with
Across the nation, local intermediaries are emerging to
the authors as we refined our ideas and thinking on
address a wide range of family, education, social, and
this issue. We also would like to thank the leoders of
economic challenges. Typically, local intermediary organiza-
the intermediary organizations, who willingly shared
their experiences with us during the development of
tions engage in one or more of the following tasks:
this brief. Finally, we wish to acknowledge the
o Engaging, convening, and supporting critical constituen-
assistance of various funders who support our
organizations: The Carnegie Corporation, Charles
cies. Local intermediary organizations bring together
Stewart Mott Foundation, Ewing Marion Kauffman
diverse constituencies to increase public involvement,
Foundation, and the Wallace-Reader's Digest Fund.
design new initiatives, strengthen local institutions, and
achieve tangible results.
Martin .1. Blank
Coalition for Community Schools,
o Promoting quality standards and accountability. Local
Institute for Educational Leadership
intermediary organizations help service providers iden-
Betsy Brand
tify standards for assessing service quality and use data
American Youth Policy Forum
more effectively to promote continuous improvement and
demonstrate positive outcomes.
Sharon Deich
The Finance Project
o Brokering and leveraging resources. Local intermediary
Richard Kazis
organizations broker and leverage diverse public and
Jobs for the Future
private resources. This involves increasing the efficiency
Bonnie Politz
and impact of service providers and attracting resources
Center for Youth Development,
that individual organizations often cannot secure on
Academy for Educational Development
their own.
Steve Trippe
o Promoting effective policies. Local intermediary organiza-
New Ways to Work
tions educate elected officials, funders, and policy makers
about specific policies and investments that can
strengthen local organizations and promote more effec-
To order copies of this document, please contact [email protected] or
tive services for young people and families.
visit the websites of any Intermediaries partner (see bock page).
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TO THE EDUCATIONAL RESOURCES
Points of view or opinions stated in this
INFORMATION CENTER (ERIC)
document do not necessarily represent
1
official OERI position or policy.
assist community organizations and program
Across the country, in big cities, smaller towns,
leaders. Most of the organizations profiled are still
and rural areas, intermediary organizations are
in their infancy. They are experimenting with
improving the ability of local organizations to bring
different ways to structure themselves, finance
multiple stakeholders together, promote and provide
their work, market their services, and deliver
quality services, mobilize political support, and
consistently high-quality services to the organiza-
attract private- and public-sector resources. Inter-
tions with which they work. The list at the end of
mediaries are also energizing local residents, service
this brief contains additional information
deliverers, and political leaders to imagine and embrace
regarding the intermediaries cited in the examples.
better ways of helping children and families.
Local intermediaries are supporting and
strengthening the efforts of many organizations
Why Local Intermediary
that serve children, youth, and families across a
Organizations Are Emerging Now
range of policy areas, including:
o early care and education
Several trends have contributed to the emergence
o after-school, youth development, community and
school partnerships, and other services for
of local intermediaries. These include devolution,
economic decentralization, and networking in social
school-age children and youth
services delivery.
o workforce development and economic
self-sufficiency.
Devolution
More specifically, intermediaries are helping
During the past two decades, legislation and
improve the quality of child care for low-income
regulatory mandates across many policy areas
families; the quality and availability of after-school
have pushed decision making, administration, and
options for elementary, middle, and high school-age
delivery of services from federal down to state and
youth; the relationship between schools and their
from state down to local levels (e.g., welfare,
communities; the regularity and effectiveness oflinks
workforce development, health care, social ser-
between education and employment for teens; and
vices). "States have assumed increasing responsi-
the implementation of integrated neighborhood-
bility for the design and administration of social
building strategies to support healthy communities.
policy and for the ultimate success or failure of the
These organizations are filling real needs in
resulting programs," according to the Center for
their communities, yet they still face serious
the Study of Social Policy, and "have also been
challenges that mirror those of their child-, youth-,
given greater flexibility in determining which
and family-serving partners. To sustain them-
social goals to focus on and how to best meet
selves, these organizations must find funding;
them." At the same time, devolution has prompted
demonstrate results; accept accountability for
greater flexibility, responsiveness, and local ac-
outcomes; and work to expand their scale and scope
countability, and has led to increased complexity,
without a diminution of quality and effectiveness.
coordination challenges, and administrative
fragmentation in local communities. This environ-
This brief is intended to introduce policy makers and
ment has created an urgent need for mechanisms
program developers to local intermediary organizations
to simplify and coordinate across different pro-
and to demonstrate the potential of these organiza-
grams and policy areas at the local level. Interme-
tions in helping local communities achieve important
diaries are one response to this challenge.
policy goals. It addresses the following questions:
o Why are intermediaries becoming more common
and visible now?
Economic Decentralization
American institutionsschools, corporations, and
o What do effective intermediaries do? What
nonprofit organizationstend to evolve in response
functions do intermediaries perform?
to new economic realities and dynamics. Just as cor-
o What impact are intermediaries having on
porate structures adjust to new challenges and oppor-
efforts to help young people and families develop
tunities, other institutions tend to follow suit.
and succeed?
In the last decades of the 20th century, businesses
In each section that follows, this brief includes
found the vertical integration and centralized
examples of intermediary organizations working to
industrial organization of the 1900s to be increas-
2
3
This section describes each of these four func-
ingly ineffective. To become more competitive in an
tions and provides examples from the work of nine
increasingly complex and global environment,
intermediaries.
businesses applied new flexible strategies
decentralization, lean production, joint ventures,
and networking. The same trends are observable in
Engaging, Convening, and
education and other public policy arenas. Schools
Supporting Key Constituencies
are moving away from large "factory models" of
one-size-fits-all schools in favor of smaller "learn-
Local intermediary organizations bring
ing communities." Educators are discovering the
together diverse constituencies to
need for alliances and networks to connect them to
increase public involvement, launch new
community organizations, local governments, and
initiatives, strengthen local institutions;_
peers in other communities. In the social services
and achieve tangible results.
arena, intermediary organizations are like the
brokers, conveners, and standard-setters that
facilitate decentralized economic activity in the
As modern life becomes more complex and fast
corporate world. Their presence is becoming
paced, the impetus toward more flexible, manage-
critical for nurturing the learning, partnership
able, and efficient human connections intensifies.
development, and collaboration that community
Organizations seeking to work together need a
groups need to succeed.
mechanism for coordinating, collaborating, and
overcoming barriers to efficiency and effectiveness.
Networking in Social Services Delivery
As convening bodies, intermediary organizations
bring local constituencies and their leadership
The rise of intermediaries has been described as "part
together around an intentional agenda, promote
of a broad trend...toward fluid, networked, and in-
broad public participation, accelerate learning and
teractive systems for organizing multi-partner com-
improvement, and focus attention and resources on
munications and collaboration. As innovative, project
the achievement of tangible results.
specific, and goal-oriented partnerships are emerg-
ing, so too are organizations to broker and simplify
Through their convening function, intermediaries
these relationships."
are "setting the table" around which the different
stakeholders meet to plan and strategize new initia-
Across service domains, intermediary organiza-
tives. As neutral arbiters, intermediaries are able to
tions are responding to the need for effective ways
position themselves to build strong, meaningful, and
to foster and manage collaboration. They can
purposeful relationships across organizations that
create order out of often confusing legislative
deliver services. Across the nation, intermediaries are
mandates, keep partners focused on a shared
pulling together like-minded groups and helping
vision, and help make "strategic decisions about
them see the benefits of greater collaboration and
how services are provided, and who is accountable
coordination of efforts when serving the same
for the results that ensue." In short, they make it
population. Because they are typically not service
easier for partners to come together, learn together,
deliverers themselves, intermediaries can help pro-
and jointly be accountable for the well-being of
viders focus less on turf issues and more on the out-
children, families, and communities.
comes that are important to the entire community.
In 1995, the Hamilton County/Chattanooga Public
The Four Functions of Local
Education Fund was asked to convene the planning for a highly
Intermediary Organizations
emotional and politically charged "merger" of the city and county
school systems. Hamilton County needed a neutral facilitator that
would make sure all voices were heard. Remaining "just a little outside
all the time," the Fund was able to bring people together and weather
Intermediary organizations typically carry out
the inevitoble political storms. Both the schools ond the community
activities related to four major functions:
view the policy decision to merge as a solid success and consider
the intermediary's role critical to that success.
o engaging, convening, and supporting critical
constituencies
In Austin, Texas, the Capital Area Training
Foundation (CATF) acts as the local intermediary to support
o promoting quality standards and accountability
school-to-work efforts. This group regularly brings together
o brokering and leveraging resources employers, school leaders, government officials, and other
community partners to plan programs that serve their mutual
o promoting effective policy.
interests in developing an educated and skilled workforce. By
3
4
1--1?' The Community Network for Youth Development
establishing and staffing industry advisory councils, CATF
(CNYD) in San Francisco provides technical assistance, training,
provides a venue for significant numbers of employers to enter
into ongoing collaboration with local school districts and
and resources to support youth development programs and
practices in a variety of agencies that serve youth. Through its
economic development officials.
Youth Development Program Outcomes Project, CNYD is helping
agencies develop assessment techniques that support continuous
program improvement. By assisting programs in developing
Establishing Quality Standards and
outcome measures that build on best practices and support
Promoting Accountability
community goals, CNYD is building the capacity of programs to
deliver higher-quality services.
Local intermediary organizations help
service providers identify standards for
Brokering and Leveraging Community Resources
assessing service quality and use data more
effectively to promote positiveoutcomes
Local intermediary organizations broker-
and continuous program improvements.
and leverage a wide range of resources
on behalf of their constituentshelpingtao,
As partnerships mature, they move from develop-
increase theefficiency and impactifOK -
ing a shared mission and set of goals to tackling
service providers and-to attract resarntew -
_
common issues. In the social services arena, these
that:individual organizations often:cannot:
issues often include raising the bar on the quality
secureorr their own.
of programs and promoting accountability within
programs and the community. Intermediary
Community-based nonprofit organizations are
organizations are well-positioned to make a differ-
often waging an uphill battle for the essential
ence in this area for two major reasons.
prerequisites for their work. Funding may be the
First, having forged new relationships among
most obvious example of scarce resources, but the
organizations across the community, intermediar-
list is longer. Resources related to staffing, space,
ies can be pivotal in identifying and keeping open
time, technology, arrangement of in-kind contribu-
the lines of communication about quality and
tions, management, and organizational development
accountability. "What are we trying to accomplish
are also in scarce supply.
together?" "Who is responsible for which aspects of
Given their relationships to so many organiza-
this process?" "How will we measure success?"
tions, and their foot in the door with wider support
These fundamental questions about results and
networks, local intermediary organizations can act
accountability are at the heart of many intermedi-
as brokers, helping programs leverage critical
aries' efforts.
resources. This may include:
Not surprisingly, intermediaries are also quite
o increasing access to existing funding opportunities
focused on measuring their own success. This
o retooling the way existing funding sources are used
process, however, is complicated by the fact that
intermediaries are often funded by different
o acting as a fiscal agent to streamline services
organizations than those they serve (e.g., they may
o training local organizations in effective finance
be funded by foundations and serve community
strategies
organizations). Being accountable in two directions
requires intermediaries to develop more complex
o working to increase available funding and resources.
methods of measuring their outcomes, while
Some local intermediaries have taken on "back
balancing the needs of funders and clients.
office" functions that increase the efficacy of the
direct service organizationsmanaging data
r
In rural North Carolina, the Orange County
Partnership has been working to improve the quality of care
systems, providing staff to conduct professional-
for its youngest citizens. When the Partnership began, only about
development training, and working with business
one-third of local child care programs met quality standards and
partners on legal activities. The more latitude local
few were accredited. With a focus on quality improvements, the
intermediary organizations are given to broker and
Orange County Partnership has worked with program leaders to
leverage existing services and resources, the more
increase the number of accredited centers and certified teachers.
With the assistance of the Partnership, more than 70 percent of
their constituents can remain "focused on the
young children in Orange County are now in care situations that
prize," undertaking needed direct services for
have received national accreditation or the highest quality rating
children, families, and communities.
from the state's system.
4
EST COPT!
AV
Intermediary organizations almost always have an
Another benefit gained when intermediaries take
active hand in local policy and systems reform.
on the role of resource developers is a more efficient
They are also tremendously skilled at educating
use of time and money. By focusing on the needs of
elected officials and policy makers on specific
many service providers in the community, interme-
policies that are likely to lead to more effective
diaries can match scarce resources with organiza-
services and better results.
tional needs, spreading the wealth and taking
advantage of multiple opportunities. Intermediar-
Intermediaries have also been helpful in provid-
ies can also help programs be more efficient in
ing policy advice about how programs can more
their own use of funds by creating purchasing
effectively work together for the benefit of children
pools and other mechanisms to reduce costs.
and families. By seeing a full range of programs
and services, intermediaries can recommend how
Bridges to Success (BTS) in Indianapolis is an
C.
duplication can be reduced, emerging needs met,
innovative effort to make schools the centers of their communities
and programs aligned.
by creating opportunities for educators, heolth and human
services agencies, community and youth development agencies,
and families to come together to improve student learning,
The Local Investment Commission (LINC), a citizen-
strengthen families, and build healthier neighborhoods. With the
led intermediary in Kansas City, Missouri, was created to improve
United Way of Central Indiana playing the role of intermediary,
the way social services were delivered, by revamping a rigid
over $3 million has been leveraged for BIS from a variety of
bureaucracy to create a system that is responsive to constituent
partners, including the school system, United Way, neighborhood-
needs. Among LINC's many successes is a redefined relationship
based community centers, o teachers' union, the recreation
between area public and private providers that yielded a
department, a local university, the mayor's office, the Chamber of
"welfare-to-work" system that provides employment and training
Commerce, and private funders. BTS is now working to odd
options for both participants in The Temporary Assistance For
health, mental health, recreation, career exploration, service
Needy Families ITANF) Program and local employers. More than
learning, and other supportive services for parents, teachers, and
6,100 persons have been placed through this system, and more
neighbors in 43 community schools.
than two-thirds are still on the job.
g.:Y1' The After School Corporation (TASC) took on the role
In Massachusetts, the Boston Private Industry
of after-school intermediary in New York City in 1998, with the
Council joined with other local workforce boards and the state's
support of George Soros' Open Society Institute. TASC's bread-and-
School-to-Work Office to petition the legislature to fund the cost of
butter services include resource development, training and technical
activities that link school and work-based learning opportunities
assistance to program staff, and capacity-building opportunities for
for young people. This campaign resulted in a growing
community-based groups. TASC has also worked to bring in
commitment from the state to a matching fund that allocates state
additional dollarsgenerating $3 of public funding for every $1 of
dollars for connecting activities, based upon the amount of wages
privote money granted by the Open Society Institute. Because TASC
local employers pay to students in school-run, work-based
takes the leading role in securing long-term funding, programs are
learning programs. First funded at $500,000 in 1997,
better able to focus on delivering quality services.
portnerships now receive $5 million from the legislature.
The Urban Strategies Council in Oakland, California is
a local community building intermediary. Using on asset-based
The Future of Local
approach, Urban Strategies works from the neighborhood to the
city and state levels in pursuit of an inclusive strategy for addressing
!intermediary Organiz tions
inter-related issuespoor schooling, crime, bad health,
unemployment and underemployment, and family instabilitythat
ensnare people in chronic poverty. By bringing together
neighborhood residents, community-based organizations, schools
Effective intermediaries add significant value to
and local government, Urban Strategies has generated more than
naturally decentralized, often fragmented systems
$70 million for strategies to enhance after-school programs, reduce
of supports and opportunities for children, youth,
infant mortality, organize more comprehensive services, and develop
and families. They add value to communitiesand
community economic development opportunities in recent years.
they can provide critically important information
and support to policy makers who want to improve
youth and community services. Properly organized
Promoting Effective Policy
and operated, intermediaries can strengthen and
Local intermediary organizations educate
enhance the ability of programs and agencies to
elected officials, hinders, and policy makers
achieve their desired outcomes.
about specific policies and investments
The reality, however, is that these institutions are
that can strengthen local service
evolving, experimenting, and still finding their way.
organizations and promote
more effective
Intermediaries have great potential, but they, too,
services for young people and families.
face very real organizational and programmatic
challenges. To realize their potential as a resource to
5
The power and value of these organizations is
local service providers, these organizations must have
just beginning to be known and appreciated by
access to information on effective practices and how
policy makers, particularly at the state and federal
they can be adapted to various circumstances.
levels. For these important emerging entities to
Because they convene, facilitate, and broker other
achieve their potential, intermediaries need to be:
organizations, it is often difficult to define the
outcomes for which these organizations should be
o Recognized for their immense value. Inter-
held directly accountable. And all of these very real
ested policy makers and program developers can
dilemmas and challenges must be tackled in an
visit and get to know and become advocates for
environment where the intermediaries' functions are
the local intermediary organizations at work in
neither well understood nor adequately funded.
their communities.
In an era of tight resources and devolving
e Included in legislation and regulations.
authority, intermediary organizations hold much
Local intermediary organizations can be in-
promise. Recognizing the value of these organiza-
cluded as legitimate entities in legislative
tions to their communities, some, private founda-
language and made eligible for technical assis-
tions, as well as local, state, and federal govern-
tance and training grants.
ments, have begun to provide financial support for
o Funded. Few public funding sources exist to
intermediaries. However, these investments are
support the core functions intermediaries
limited, sporadic, and lack a systemic strategy for
perform. Specifically, collaboration, coordination,
promoting and sustaining these organizations and
and ongoing leadership development need
the important functions they play. As policy mak-
sustainable funding in order for intermediaries
ers, program developers, and advocates seek to
to realize their potential.
improve supports and services for children and
families, local intermediary organizations can
o Connected to each other. Ensuring that local
provide an important vehicle for success.
intermediary organizations have vehicles for
communicating with each other is critical to
their success. Opportunities to share knowledge
Conclusion
will be a critical link in maximizing public and
private investments in local communities. The
insights of intermediary organizations may well
Across the country, local intermediaries are help-
be the basis for generating models for success.
ing communities make better use of resources that
support children, youth, and families by weaving
together the pieces of a naturally decentralized
Endnotes
system of supports and services. Properly orga-
nized and operated, intermediary organizations are
vehicles for adding strength and capacity to exist-
1 Brown, Brett B. Tracking the Well-being of
ing programs, institutions, and systems. They also
Children within States: The Evolving Federal
help achieve the results that both policy makers
Role in the Age of Devolution. Washington, DC:
and families seek. Intermediary organizations are
Urban Institute, September 2001, www.urban.org.
adding value by:
2 School-to-Work Intermediary Project. The
o bringing together organizations, professionals,
Intermediary Guidebook: Making and Managing
and community members who have never
Community Connections for Youth. Boston and
spoken to one another, thereby creating new
San Francisco: Jobs for the Future and New
opportunities for exchange, streamlined admin-
Ways to Work, 2001, p. 4.
istrative processes, and economies of scale
3 Center for the Study of Social Policy, Toward New
o opening a dialogue between researchers and prac-
Forms of Local Governance:A Progress Report from
titioners to foster and share new kinds of exper-
the Field. Washington DC: Center for the Study of
tise and information
Social Policy, September 1996, p. 1.
o bringing clout to important issues through
partnerships and consensus building
o creating flexibility within systems to adapt and
produce results.
6
Resources
O Developing Collaborative Community Governing Bodies: Implications
o Afterschool Time: Toward a Theory of Collaborations, G. Noam.
for Federal Policy, M. Blank and J. Danzberger. Washington, DC: Insti-
Boston: Program in Afterschool Education and Research, Harvard
tute for Educational Leadership, 1996.
Education Publishing Group, 2001.
The objective of this paper is to help various stakeholders understand
This paper discusses the importance of cross-institutional collabora-
the role and function of a Collaborative Community Governing Body
tion in the development and implementation of after school
that supports cross-systems and cross-agency work on behalf of
programs. Available from hitp://www.gse.harvard.edu/
children, youth, and families. Email [email protected] for copies.
-afterschooVpublicotions/.
O Intermediary Guidebook: Making and Managing Community Con-
O Bringing It Together, H. Blank, A. Melaville, and L. Miller.
nections for Youth, School-to-Work Intermediary Project. Boston and
Washington, DC: Children's Defense Fund, 2002.
San Francisco: Jobs for the Future and New Ways to Work, 2001.
This guide describes the experiences of nine states in which compre-
This guidebook is designed for people and organizations who are
hensive community early childhood initiatives are underway to
engaging in partnerships designed to promote young people's self-
strengthen and expand supports and services for children from birth
confidence about their abilities, increase their connections to adults
to five years and measurably improve readiness for school and beyond.
and opportunities, and foster the academic and work-related
Topics include: establishing appropriate governance structures,
competencies they need to succeed. Available from http:///
providing support and guidance, building broad constituencies,
www.iff org/
libro I y/0073.
developing sound funding policies, facilitating planning, ensuring
accountability, and designing effective evaluations. Available for
O New Rules, New Roles: Preparing All Young People for a
$12.95 from http://wwwchildrensdefense.org/pubpage.php.
Changing World, R. Conescu, A. Lewis, A. Mackinnon, and
A. Weissberg. New York: Wallace-Readers Digest Fund, 2000.
a Building Effective Community Partnerships, B. Potapchuk. Washing-
ton, DC: Institute for Educational Leadership and Office of Juvenile
This report describes six initiatives that require schools, youth
Justice and Delinquency Prevention, U.S. Department of Justice, 2001.
serving organizations, employers, and post-secondary institutions to
work in partnership. Available to download at hno://
This toolkit provides ideas and resources to help local community
wwwwollacefunds.org/frames/fromesetpublications.htm.
initiatives build the relationships among organizations and
individuals that are necessary to move a systemic change agenda.
o The Role of Local Intermediary Organizations in the Youth
It offers case study examples and a variety of tools communities
Development Field, J. Wynn. Chicago: Chapin Hall Center for
can use to establish effective community partnerships. Available for
Children at the University of Chicago, 2001.
$10.00 from http://www.ieforo.
This paper looks at the role of local youth development intermediar-
o Building Local Infrastructure for Youth Development: The Added
ies in assisting organizations with programmatic and organiza-
Value of Intermediary Organizations, R. Murphy. Washington, DC:
tional challenges. The challenges include the importance of
Center for Youth Development and Policy Research, Academy for
defining effective practice and clarifying their accountability and
Educational Development, 1999.
the outcomes for which they are responsible. Available from http:/
/www2-chc.spc.uchicago.edu,/ProjectsGuide/publications.losso.
This report explores what capacity-building intermediary organiza-
tions ICBls) do and what roles they play in strengthening youth
development programs, practices, and policies. Profiles of 8 CBIs
17 local and one statewide) are included with highlights of their
organizational origins and structures and their primary functions. To
order, contact [email protected].
Local intermediary Contact Information
The Urban Strategies Council
The Local Investment Commission (LINO
Hamilton County/Chattanooga
Capital Area Training Foundation
The Boston Private Industry Council
672 13th St.
3100 Broadway, Suite 226
Public Education Foundation
P.O. Box 15069
2 Oliver Street, 7th Floor
Oakland, CA 94612
Kansas City, MO 64111
100 East 10th Street
5930 Middle Fiskville Rd., Ste. 507.1
Boston, MA 02109
ph: 510-893-2404
ph: 816-889-5050
Chattanooga, TN 37402
Austin, TX 78761-5069
ph: 617- 423-3755
fax: [phone]
fax: [phone]
ph: 423-668-2426
ph: 512-323-6773
fax: [phone]
Contact Junious Williams, CEO
Contact Gayle A. Hobbs, Executive
Contact Dan (Wiener, President
fax: [phone]
Contact Neil Sullivan, Executive Director
www.urbanstrategies.org
www.pef.chottonoognorg
Director
www.bostonpicorg
Contact John Fitzpatrick, ExecutWe
www.kdinc.org
Director
The After-School Corporation (TASO
Bridges to Success (BIS)
info@catf-austirorg
The Orange County Partnership for
925 Ninth Avenue
RO. Box 88409
Young Children
New York NY 10019
Community Network for
3901 N. Meridian Street
1829 E. Franklin Street, Suite 12008
ph: 212-547-6950
Youth Development
Indianapolis, IN 46208
fax: [phone]
Chapel Hill, NC 27514
657 Mission, 1410
ph: 317-921-1283
ph: 919-967-9091
Contact Lucy N. Friedman, President
San Francisco, CA 94105
fax: [phone]
fax: [phone]
www.toscorp.org
ph: 415-495-0622
Contact Debbie Zipes, BTS Director
Contact Michele Rivest, Executive Director
fax: [phone]
www.ips.k12.in.us
www.omngesmartstartorg
Contact Sue Eldredge, Executive Director
www.rnyd.org
7
ort
ortners for the Ingermediories Le
American Youth Policy Forum (AYPF) is
a nonprofit
Betsy Brand, Co-Director
professional-development organization based in Washington, DC.
American Youth Policy Forum
AYPF provides nonpartisan learning opportunities for individuals
1836 Jefferson Place, NW
working on youth policy issues at the national, state, and local
Washington, DC 20036
levels. Participants in these learning activities include Congressional
Tel. [phone]
staff and Executive Branch aides; officers of professional and
Fax [phone]
national associations; Washington-based state office staff;
www.aypforg
researchers and evaluators; and education and public affairs media.
The Center for Youth Development and Policy Research
Bonnie Politz, Co-Director
AED
was established in 1990 at the Academy for Educational
Center for Youth Development
Development in response to growing concern about youth. Like many
and Policy Research,
organizations, the Center is dedicated to contributing to better futures
Academy of Educational Development
Center for Youth Development
for all youth in the United States. We share with many the conviction
and Policy Research
1825 Connecticut Avenue, NW
that too many children and youth are at the risk of poor outcomes
Washington, DC 20009-5721
because opportunities are too few, too fragmented, too problem-
Tel. [phone]
focused, and too distant from family and neighborhood.
Fax [phone]
wmaed.org/us/youth.html
The Coalition for Community Schools
at the Institute for
Martin Blank, Staff Director
for
Educational Leadership is an alliance of education, youth
Coalition for Community Schools,
Community
development, family support, human services, community
Institute for Educational Leadership
Schools
development, government, and philanthropic institutions, that
1001 Connecticut Avenue, NW, Suite 310
promotes community schools. A community school is both a place
Washington, DC 20036
and a set of partnerships between the school and other community
Tel. [phone]
resources, where an integrated focus on academics, services,
Fox 202-872-4050
supports, and opportunities leads to improved student learning,
www.communityschools.org
W. I &rind WSW*
katks
stronger families, and healthier communities.
The Finance Project
is a non-profit policy research, technical
Sharon Deich, Program Manager
44*
assistance, and information organization that was created to help
The Finance Project
improve outcomes for children, families, and communities
1401 New York Avenue, Suite 800
nationwide. Its mission is to support decision making that produces
Washington, DC 20005
and sustains good results for children, families, and communities by
Tel. [phone]
The FINANCE
developing information, knowledge, tools, and technical assistance
Fax [phone]
PROJECT
for improved policies, programs, and financing strategies.
wwwfinanreprojettorg
Jobs for the Future
believes that all young people should have
Richard Kazis, Senior Vice President
a quality high school and postsecondary education, and that all
Jobs for the Future
adults should have the skills needed to hold jobs that pay enough to
88 Broad Street
JOBS FOR THE FUTURE
support a family. As a nonprofit research, consulting, and advocacy
Boston, MA 02110
CREATING STRATEGIES
organization, JFF works to strengthen our society by creating
Tel. [phone]
for Educational and Economic Opportunity
educational and economic opportunity for those who need it most.
Fax [phone]
www.ifforg
New Ways to Work
is focused on improving the lives of our
Steve Trippe, President and Executive Director
nation's youth. New Ways helps communities build local systems that
New Ways to Work
connect schools, community organizations, and businesses and that
425 Market Street, Suite 2200
improve the services, educational programs, and support the
San Francisco, CA 94105
community provides for its youth. New Ways creates the environment
Tel. [phone]
and guides a process that brings the right people together with
www.nww.org
customized tools for powerful learningand dramatic change.
8
.
U.S. Department of Education
Office of Educational Research and Improvement (OERI)
.
Einaltonel WOE: Inftinilloa Cams
National Library of Education (NLE)
Educational Resources Information Center (ERIC)
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