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P H I L A N T H R O P Y A N D G O V E R N M E N T W O R K I N G TO G E T H E R PPPs TABLE 2. PROFILES OF OFFICES OF STRATEGIC PARTNERSHIPS Name Founded Organizational Structure Mission/Purpose Key Strategies Denver Office of Strategic Partnerships 2004 • Location. Internal, department-level position inside the Office of Economic Development. (See footnoted changes on page 10) "To leverage the best of Denver's public and nonprofit sectors to engage in innovative and collaborative work. DOSP believes that by working collectively, the public and nonprofit sectors can be even more efficient and effective in strengthening Denver's communities." • Building relationships, understanding and capacity for the city and nonprofits. • Staffing. Led by a Director, with support of a full-time staff, a part-time communication coordinator, and a part-time intern. • Advisory Structure. One 15-member commission representing nonprofit, government, philanthropic, and business leaders who provide oversight and guidance. Members are appointed by the Mayor and serve two-year terms. Most partnerships supported by the office also have their own advisory committees. 2009 • Location. Internal, executive-level position inside the Office of the Mayor. • Staffing. Led by a Deputy Mayor, with support of an Associate Director, an Administrative Assistant and interns. • Advisory Structure. Two workgroups: the Philanthropy Work Group and the Non-Profit Workgroup. The former, comprised of members of the philanthropic community, provides advice and supports strategic planning efforts. The latter shares the needs of the nonprofit community, supports goal-setting activities and assists with implementation. • Leveraging and coordinating resources around nonprofit space sharing and nonprofit access to government funding. • Highlighting efforts as a local and national model of nonprofit-government collaboration. • Funding. Funded by city general funds; a grant from the Strengthening Communities Fund (ARRA); CDBG funds; Xcel Energy franchise funds; and private donations. Los Angeles Office of Strategic Partnerships • Working with city agencies and nonprofits to initiate and support collaborations. "To develop a shared agenda between the City, nonprofits, philanthropy and other sectors to maximize resources and impact." • Connecting city agencies with nonprofit and philanthropic partners around shared priorities. • Attracting and leveraging philanthropic resources for joint projects and initiatives. • Streamling government processes for enagement with the nonprofit and philanthropic sector. • Funding. Funded by foundations (50 percent) and the City (50 percent). Annual operating budget of approx. $300,000/year. The Philanthropic Liaison to the City of Newark 2007 • Location. Quasi-governmental position inside the office of the Mayor. • Staffing. Led by the Philanthropic Liaison. • Advisory Structure. One advisory committee composed of funders of the Liaison Office, which are primarily members of the Council of New Jersey Grantmakers. The Liaison meets and reports to the Advisory Committee on a bi-weekly basis. • Funding. Funded by eight foundations/ private funds. No public funds are allotted for the Liaison other than in-kind office accommodations at Newark City Hall. is considerable variation in their organizational structures, their 8 reporting relationships, and how they are funded. These structural differences reflect the experimental nature of the offices and how they have developed. In fact, the organizational structures of some of the offices with a longer history (e.g., Denver and Michigan) have sometimes evolved, at times in response to changes in an administration. "To serve as a bridge between the administration of the Mayor Cory A. Booker and the philanthropic community, helping both entities to address the pressing issues of New Jersey's largest city." • Leveraging connections between public and private entities to increase the impact of philanthropy in Newark. • Identifying and sharing information across sectors. • Matching philanthropic foundation interests and the priorities of the city together. The offices are all embedded within government. Four are housed at the executive level: the mayor's office (Los Angeles and Newark); governor's office (Michigan); and secretary's office (Department of Education). The other two (Denver and HUD) are embedded in an agency and exist as separate offices. For those rooted in the executive's office, there is a sense that the office provides more direct access for the philanthropic community to elected officials and MAY/JUNE 2013 | www.thecro.com [23]