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PPPs are either in the process of forming a cross-sectoral partnership or have done so already as a result of the training. The Denver OSP notes other successful collaborations with the foundation community such as the city's Teen Pregnancy Prevention Partnership, the Denver Transit Oriented Development Fund, and the Green and Healthy Homes Initiative. The nature of these collaborations with philanthropy varied from program coordination to public related investments to direct grant funding. The Los Angeles Office of Strategic Partnerships also points to successes in securing and leveraging funds among its accomplishments. For instance, it helped to guide the formation of the Neighborhood Revitalization Work Group—comprising city, county, nonprofit and philanthropic partners—to make Los Angeles more competitive for federal funding, including two grants from the Department of Education Promise Neighborhood Grant program. Similarly, in partnership with the California Endowment, it brokered a joint grant application between the city and county, bringing new resources to the region. It also notes the work it has done to streamline and coordinate the city's grants and contracting processes for nonprofits; its help in securing foundation funding for a range of local programs; its work with both foundation and nonprofits to coordinate census outreach efforts; and its efforts to organize the city's first "nonprofit day." Instances of accomplishment for the Philanthropic Liaison to the City of Newark primarily revolve around identifying and coordinating opportunities to bring additional funding to the city for local initiatives. In close partnership with the Council of New Jersey Grantmakers and the Newark Funders Group, the Philanthropic Liaison has helped to secure more than $46 million in private and public funding for programs and initiatives ranging from prisoner reentry programs to workforce development grants to environmental There is ample evidence that leaders involved with Michigan's OSP recognize its impact: 87 percent of government and foundation leaders surveyed agreed that the office had increased government-philanthropic partnerships in the state. suggests that it has played a key role in "building partnerships" in the state that help to increase government's effectiveness. The accomplishments of the offices at the federal level are consistent with their different role and contexts as compared to the local and state offices. Rather than leading with securing funding, federal offices point to successful efforts to facilitate matchmaking, innovation, and more efficient government processes. For example, HUD's Office for International and Philanthropic Innovation developed an open source web platform that provides information about funding sources and potential partnerships for local urban development efforts (Partner.HUD.gov). The Department of Education's Office of Strategic Partnerships created a similar platform, the i3 Registry, in partnership with the philanthropic community and the Foundation Center, to match the department's grantees with philanthropic and business resources. Federal offices have also supported catalyzing efforts to spread innovation across sectors. For example, HUD's office developed an open, online platform to collect and disseminate best practices and innovations in housing, community development, and the built environment; sustainability initiatives to education reform. it partnered with the business and philanthropic community on Michigan's Office of Foundation Liaison, created in 2003, has impact investing; and it developed an award in partnership with brokered more than $100 million in foundation investments for the Council on Foundations for community foundations whose economic and workforce development, K-16 education, health, early work through a public/private partnerships led to meaningful and childhood, and land use programs and initiatives since its inception. measurable results. But its successes extend beyond securing funds. The Office of Foundation Liaison brought together a diverse group of government and philanthropic stakeholders to reform state and federal benefits systems for low-income families, thereby expanding access. And, there is ample evidence that leaders involved with Michigan's OSP research initiatives related to program related investments and In the process of achieving these outcomes, those spearheading the efforts have developed a deeper understanding of what the challenges are of making philanthropic partnerships work and how offices of strategic partnerships can best catalyze those partnerships. recognize its impact: 87 percent of government and foundation leaders surveyed in an assessment in 2010 agreed that the office had increased government-philanthropic partnerships in the state. A recent assessment of the office concludes that it has "evolved into an important networking agent for government and philanthropy" and James Ferris is the director of the Center on Philanthropy and Public Policy at the University of Southern California. Nicholas Williams is the center's associate director. Visit http://cppp.usc.edu to read the entire report. MAY/JUNE 2013 | www.thecro.com [25]