12 16-11 AlertNet Blog - Country ownership of U.S. foreign assistance
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December 16, 2011 blog written to support an InterAction paper about the importance of U.S. foreign assistance recipient countries "owning" and/or directing programs established to lift their countries out of poverty.
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Response one –PADM-03
I choose to look into Brookings from the list that was provided in this week’s forum. Each year Brookings puts out an annual report showing the work that was done, this highlights the impact on world. This lets the donors know where monies has gone and shows the commitment they have to the cause they have.
According to the site Brookings has just launched David M. Rubenstien Fellowship Program, this to help with diversity and scholarly and working with the next generation of those who are creative for the United States and around the world.
The reason why one could trust this company is it is a nonprofit. Some of the things they stand for is diversity, different perspectives, and different experience and this helps with public policy research. They are working with more than 300 scholar and research topic like foreign affairs, economic, governance, metropolitan policy and developments.
This company is governed by a board of trustees and these people come from many different backgrounds as well, this stays within their ideals of what they stand for.
This company is based out Washington, DC and the mission they want to achieve is to always conduct research that is in-depth and correct and help with solving problems that are issues for society for a local level, state, federal, and global.
These are the types of companies that need to be around to help with social issues that are at the forefront of what people are talking about on a daily basis.
This is a good company that one can trust.
Jason
Resources:
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Response two PADM-03
Think tanks are utilized to assist policymakers, as well as citizens, by offering various research, analysis, and point of views about certain policy issues. Once policy makers have a better understanding about the problems at hand, they can create more well-informed solutions. Think tanks also give a large variety of opinions and ideologies about a particular subject, which could help examine an issue from multiple angles (Keavney, 2018).
The additional Think Tank I used in my analysis this week is The Heritage Foundation. Here is the link to their discussion on FEMA: https://www.heritage.org/homeland-security/commentary/why-fema-must-be-reformed-disaster-strikes
The Heritage Foundation is a fairly conservative think tank influenced by the conservative agenda, as well as political actors in the form of conservative lawmakers, public officials, and legislatures. In fact, President Donald Trump has, and continues, to use The Heritage Foundation as a resource for his policy recommendations (The Heritage Foundation). Inserra’s (2017) recommendations ...
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A follow-up to the 2011 Knight study, “Getting Local: How Nonprofit News Ventures Seek Sustainability,” the new report takes a deeper look, expanding the number of nonprofit sites included in the research. It also broadens the focus of the study from just local, to state and national organizations. Find out more at www.knightfoundation.org/features/nonprofitnews.
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Through measurement, reviews, the identification of good practices and policy dialogue, the OECD seeks to better understand, track and help to improve effective access to justice. Our work in this area is an essential component for the successful attainment of Sustainable Development Goal 16 - to promote the rule of law at the national and international levels and ensure equal access to justice for all.
For further information see: www.oecd.org/gov/access-to-justice.htm
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Similar to 12 16-11 AlertNet Blog - Country ownership of U.S. foreign assistance
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Comments (add 5) The Government Accountability Office (GAO), The GAO is a government organization, so it has a different point of view than other organizations may have.
Response one –PADM-03
I choose to look into Brookings from the list that was provided in this week’s forum. Each year Brookings puts out an annual report showing the work that was done, this highlights the impact on world. This lets the donors know where monies has gone and shows the commitment they have to the cause they have.
According to the site Brookings has just launched David M. Rubenstien Fellowship Program, this to help with diversity and scholarly and working with the next generation of those who are creative for the United States and around the world.
The reason why one could trust this company is it is a nonprofit. Some of the things they stand for is diversity, different perspectives, and different experience and this helps with public policy research. They are working with more than 300 scholar and research topic like foreign affairs, economic, governance, metropolitan policy and developments.
This company is governed by a board of trustees and these people come from many different backgrounds as well, this stays within their ideals of what they stand for.
This company is based out Washington, DC and the mission they want to achieve is to always conduct research that is in-depth and correct and help with solving problems that are issues for society for a local level, state, federal, and global.
These are the types of companies that need to be around to help with social issues that are at the forefront of what people are talking about on a daily basis.
This is a good company that one can trust.
Jason
Resources:
https://www.cato.org/publications/policy-analysis/federal-emergency-management-agency-floods-failures-federalism
https://www.gao.gov/products/GAO-15-178
https://www.brookings.edu/about-us/
Response two PADM-03
Think tanks are utilized to assist policymakers, as well as citizens, by offering various research, analysis, and point of views about certain policy issues. Once policy makers have a better understanding about the problems at hand, they can create more well-informed solutions. Think tanks also give a large variety of opinions and ideologies about a particular subject, which could help examine an issue from multiple angles (Keavney, 2018).
The additional Think Tank I used in my analysis this week is The Heritage Foundation. Here is the link to their discussion on FEMA: https://www.heritage.org/homeland-security/commentary/why-fema-must-be-reformed-disaster-strikes
The Heritage Foundation is a fairly conservative think tank influenced by the conservative agenda, as well as political actors in the form of conservative lawmakers, public officials, and legislatures. In fact, President Donald Trump has, and continues, to use The Heritage Foundation as a resource for his policy recommendations (The Heritage Foundation). Inserra’s (2017) recommendations ...
BOYD - OAS Fellowship Report - Nov 2015
The Organization of American States' Fellowship on Open Government aims to empower the next generation of public policy leaders in the Americas by connecting them through a network focused on modern governance trends like open government. The inaugural fellowship included 24 fellows from 16 countries who participated in online courses, seminars in the US and Mexico, and developed open government projects. It aimed to strengthen open government practices around transparency, civic participation, and cross-sector collaboration to support democratic governance and public administration modernization across the Americas.
ANNUAL_REPORT_2012
This document is the annual report of the Robert Sterling Clark Foundation for 2012. It provides an overview of the Foundation's grants and activities that year across its three program areas: promoting international arts engagement, protecting reproductive rights, and improving the performance of public institutions in New York. A total of $4.78 million was appropriated to 53 grantees. The report describes the goals and strategies within each program area, and provides details on several specific grants made to organizations such as Art21, Bang on a Can, and the Brooklyn Academy of Music.
Transparency: Changing the Accountability, Engagement and Effectiveness of Aid
Homi Kharas
Senior Fellow, Global Economy and Development
The Brookings Institution
October, 2010
Abstract
There is a consensus that transparency is vital for aid effectiveness. That’s the good news. The bad news is that this consensus has existed for many years, yet transparency is still considered inadequate. New tools have opened up opportunities for change and reduced the cost of providing information, but changes in agency culture and incentives and high-level leadership are still needed to make progress. In some instances, there is a fear of the exposure created by a commitment to transparency. In other instances, efforts to promote transparency have fizzled with high costs of reporting and little use of the information collected. As the number of institutions involved in development rises, the benefits and challenges of greater transparency rise. The old ideas of centralized, unique databases are giving way to new ideas of decentralized, real-time information that can be merged with other data, presented in compelling visual ways, validated and enriched with feedback from beneficiaries, and systematically used by a wide range of stakeholders. There are three big gaps in transparency. At the global level, data is needed on large new players like non-DAC and private donors. At the recipient country level, the gaps between needs and resources must be identified. Finally, accountability of recipient governments and donors can be strengthened through beneficiary feedback and project evaluation.
Pay For Success Report 2012
The document summarizes a White House convening on "Pay for Success: Investing in What Works" that brought together stakeholders to discuss Pay for Success financing models. Key points from the convening include: strong interest from states in applying these models to issues like criminal justice, homelessness, and education; a desire for a "community of practice" to support states in developing projects; and a commitment from the Administration to support Pay for Success pilots in 2012.
HKombian s3023036 - Anthro Final Paper
The document discusses the blinders of development aid from a Western perspective and the lack of legitimacy and accountability in international aid organizations. It analyzes case studies of international aid responses, including the 2010 Haiti earthquake response and the inadequate national responses to Hurricane Katrina in 2005 and the Flint water contamination crisis in 2016 in the US. The document argues that Western aid approaches are underpinned by colonial ideologies that prioritize organizational goals over local needs and sustainability.
Undg report on dialogues on post 2015 implementation delivering the post 201...
This document summarizes the key discussions from several dialogues on opportunities for implementing a post-2015 development agenda at the national and local levels. The dialogues focused on strengthening capacities and institutions, localizing the agenda, participatory monitoring and accountability, partnerships with civil society and the private sector, and the role of culture in development. The main messages are that implementation will depend on actions at national and local levels, and that localizing the agenda, building strong partnerships, and strengthening capacities and accountability will be essential.
Undg report on dialogues on post 2015 implementation delivering the post 201...
This document summarizes the key discussions from several dialogues on opportunities for implementing a post-2015 development agenda at the national and local levels. The dialogues focused on strengthening capacities and institutions, localizing the agenda, participatory monitoring and accountability, partnerships with civil society and the private sector, and the role of culture in development. The main messages are that implementation will depend on actions at national and local levels, and that localizing the agenda, building strong partnerships, and strengthening capacities and accountability will be essential.
Capstone Paper 2014
This document is a capstone paper analyzing the complex dynamics between NGOs, donors, and developing country governments. The author conducted a literature review finding that some experts argue the current framework needs to change to better support sustainable health systems. The paper will examine case studies and propose how NGOs and governments can work together more synergistically towards shared health goals.
SDG 16.6.pptx
SDG 16.6 aims to develop effective, accountable and transparent institutions at all levels of government. Key aspects include the ability of governments to implement budgets accurately and deliver public services as planned, while accountability institutions help bridge gaps between stakeholders and decision makers. Transparency minimizes corruption and ensures diverse voices are heard in decision making. Effective implementation requires localizing SDG 16.6, strengthening access to information and civic engagement, and increasing financing through taxation while ensuring inclusive stakeholder participation in governance. Challenges to achieving SDG 16.6 include lack of state-citizen engagement, weak legislative frameworks, and public sector corruption.
HIP Latino Age Wave Report 2016
This document provides background context on the challenges facing older Latino adults in the United States. It discusses demographic trends showing Latinos are the fastest growing aging population. However, older Latinos face significant economic vulnerabilities due to lifetime wage disparities and lower rates of qualifying for retirement income and health insurance compared to other groups. The document outlines gaps in Social Security benefits for Latinos and their higher poverty rates in retirement. It presents data on the gender wage gap negatively impacting Latinas.
Women’s Rights & Gender Equality, the New Aid Environment and Civil Society ...
This document summarizes a research report on the implications of changing aid structures for organizations working on gender equality and women's rights. It finds that new aid modalities like budget support and pooled funding are often not prioritizing gender and may marginalize smaller organizations focused on women's empowerment. While some donors have enabled influencing work on gender policies, funding is becoming shorter-term and less supportive of core costs. The report highlights the diverse experiences of organizations and need for more monitoring of aid impacts on the civil society sector.
.Gad network report new aid modalities
This document summarizes a research report on the implications of changing aid structures for organizations working on gender equality and women's rights. It finds that new aid modalities like budget support and pooled funding are often not prioritizing gender and may marginalize smaller organizations focused on women's empowerment. While some donors have enabled influencing work on gender policies, funding is becoming shorter-term and less supportive of core costs. The report highlights the diverse experiences of organizations and need for more monitoring of aid impacts on the civil society sector.
Respond to each peer initial post and question at the end with a res
Respond to each peer initial post and question at the end with a response about 3-4 sentences long.
Peer 1
Voluntary organizations funded by public contributions have existed since the seventeenth century; however, didn’t become a unified sector until the 1970s (Renz, 2016, pg. 7). Because non-profits are diverse and complex it can be difficult to define and make inclusive to one definition. It can refer to charitable tax-exempt organizations, civic organizations that do not allow the deductibility of donations, and unincorporated organizations (Renz, 2016, pg. 3).
The non-profit sector covers a broad spectrum of public services such as hospitals, foundations, charities, religious institutions, and disaster relief organizations. Acknowledging the importance of non-profits is easy as these organizations attempt to address the issues of millions of people whether it be donations, programs, or services. Although tax exempt, government policies play a crucial role in the growing number of nonprofit organizations either indirectly by providing incentives or directly through grants and contracts (Renz, 2016, pg. 17). Non-profits don’t exist to make a profit but to use excess resources to meet needs that the government alone cannot fulfill. These organizations are not prohibited from earning revenue as long as the profit-making activities are related to the recognized program purpose.
The three main sectors private, non-profit, and the government share several similarities and key differences. One of the main differences is how their resources are handled. A non-profit organizations’ money is legally required to support its mission while private entities are able to distribute their resources to shareholders. Government agencies redirect their surplus resources back into government initiatives. Political shifts also highlight additional differences. As the political power changes so do the priorities in governmental agencies and the availability of public sector programs (The role of non-profits vs government and for profit sectors, 2015). Political shifts can garner more support and funding for non-profits but because the organizations secure funding from outside sources, programs can continue indefinitely as long as resources are available without any effect of a political change.
Non-profits are typically restricted with their work inside of the community as long as its business and mission related. Most restrictions imposed on non-profits are administered through state and federal government agencies through tax compliance, incorporation rules, and political participation.
Peer 2
What is the nonprofit sector? A nonprofit sector is an organization that provides a service(s) that is not conducted for the purpose of making a profit. The organization is sustained by donations, sales of goods and services, or by revenue from the government (Wolfe). The United States has three sectors government, private, and nonprofit. The private nonp ...
The Road to Successful Partnerships - final
This document summarizes 10 case studies of partnerships between governments in the Global North, intermediary organizations, and LGBTI civil society organizations in the Global South and East. It finds that successful partnerships ensure local ownership and influence over project design, strategy, and funding. While models varied, key factors for success included political commitment, coordination, local adaptation, flexible funding, and manageable reporting. Overall, partnerships worked best when based on trust, transparency, and shared decision-making between all parties. The report recommends increasing alignment of funding priorities with local LGBTI groups, engaging them in policymaking, and ensuring transparency in funding agreements.
The Reality Of Health Care Policies
The key factors in translating policy into practice to achieve successful healthcare delivery include understanding the policy context, values, and stakeholders. The policy process is complex, non-linear, and influenced by political and social factors. Both top-down rational models and bottom-up incremental models have limitations. Successful implementation requires navigating these complexities, building consensus, and adapting to local needs and unforeseen challenges.
Strong Starts Policy Forum Report and Findings
This is a summary of findings from the Strong Starts for Children Policy Forum in Santa Fe, N.M., on Jan. 24, 2011. Some 150 parents, neighbors, child advocates and policymakers met for a policy forum in New Mexico to celebrate the work of the five Strong Starts programs and to work through the pros and cons of policy options for improving the lives of New Mexico’s youngest children.
Please use the points in this report when you to talk to each other, to early childhood advocates, and to your policymakers about what New Mexicans want in order to ensure bright futures for their children.
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
Copyright © Cengage Learning. All rights reserved.
CHAPTER 3
The Interorganizational Context of Public Administration
LEARNING OBJECTIVES
1. Understanding the relationships among the many groups—public, private, and
nonprofit—that drive the effectiveness of public programs and affect the work of the
public manager
2. Learning about the federal system of government and the complexities of
intergovernmental relations that result from federalism
3. Understanding how the relationship and power division between federal and state
governments has evolved
4. Exploring the issues associated with privatization and contracting and public-private
partnerships
5. Understanding the unique challenges of nonprofit organizations
SUMMARY OVERVIEW
This chapter is concerned with relationships among public-sector organizations, an issue that has
become an increasingly important focus for public administrators at all levels. Given the
complexity of modern society, the work of a public administrator likely will involve an intricate
set of relationships with a variety of groups external to the administrator’s own agency, including
public, nonprofit, and private organizations. The chapter includes a comprehensive discussion
about the concept of intergovernmental relations (IGR), which the authors define as “the complex
and interdependent relationships among those at various levels of government as they seek to
develop and implement public programs,” and federalism, which is the relationship and division
of power between the federal government and state governments.
This discussion addresses the changing patterns of funding for public programs, which is
instrumental to an understanding of intergovernmental relations, and touches on the various
approaches to federalism that have been employed in the United States. This includes a
description of how recent presidential administrations, from Reagan to Obama, have approached
the relationship between the federal government and the states, and offers insights into the courts’
influence in this area as well. This chapter also addresses IGR from the perspective of states and
localities, including funding and the use of preemptions and mandates, and includes a discussion
of subnational relationships, including state-to-state, state-to-local, and local-to-local.
This is followed by an examination of the relationships between governmental and
nongovernmental organizations in the public sector, highlighting the role of the latter in the
policy process. As the authors note, not only have nonprofit, for-profit, and faith-based
organizations taken a leading role in delivering public services, they also play an important part in
bringing issues to the public agenda and influencing decisions about public problems. An
important theme running throughout this discussion concerns a description and an evaluation of
30 Chapter 3: The Interorganizational Context o.
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
This chapter discusses the political context in which public administrators operate. It focuses on three themes: 1) the structure of the three levels of government and their relationship to public administration, 2) the legislative branch's role in the policy process and oversight of agencies, and 3) the judiciary's role in reviewing agency actions and interpreting laws. The chapter examines the executive, legislative, and judicial branches at the federal, state, and local levels to help administrators understand their political environment.
StandForUnity 2016-2019 Third Emancipation Prospectus v20160820
Stand For Unity is a community-based social movement and organization seeking a "Third Emancipation" in the US through greater social cohesion and representation of grassroots communities in policymaking. Stand For Unity aims to empower individuals and communities through various programs, research, and unifying events. Key programs include Sounds of Sanctuary, Adopt a Hood community programs, and an inaugural Heal the World Music Cinema Summit in partnership with Loyola Marymount University to promote unity. Stand For Unity works to bridge divides and facilitate collaboration across all sectors of society through its established community relationships and networks.
Similar to 12 16-11 AlertNet Blog - Country ownership of U.S. foreign assistance (20)
Comments (add 5) The Government Accountability Office (GAO), The .docx
Comments (add 5) The Government Accountability Office (GAO), The .docx
Transparency: Changing the Accountability, Engagement and Effectiveness of Aid
Transparency: Changing the Accountability, Engagement and Effectiveness of Aid
Undg report on dialogues on post 2015 implementation delivering the post 201...
Undg report on dialogues on post 2015 implementation delivering the post 201...
Undg report on dialogues on post 2015 implementation delivering the post 201...
Undg report on dialogues on post 2015 implementation delivering the post 201...
Women’s Rights & Gender Equality, the New Aid Environment and Civil Society ...
Women’s Rights & Gender Equality, the New Aid Environment and Civil Society ...
Respond to each peer initial post and question at the end with a res
Respond to each peer initial post and question at the end with a res
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
Copyright © Cengage Learning. All rights reserved. CHAPTE.docx
StandForUnity 2016-2019 Third Emancipation Prospectus v20160820
StandForUnity 2016-2019 Third Emancipation Prospectus v20160820
More from Tawana Jacobs, APR
Introducing the Women's Fellows at Community Change
Press release introducing the 2019 Women's Fellows -- all of whom have been directly impacted by incarceration.
Draft op-ed: Communities of color will be the deciders in 2020
Op-ed drafted for Dorian Warren in anticipation of June 2020 Democratic presidential debate regarding the level of influence communities of color will have in the 2020 election.
Draft op-ed: When a state breaks a child care system it has to fix
Op-ed drafted for California child care advocate in anticipation of the state legislature's 2019 budget vote in June 2019.
Want to win in 2020? Focus on child care
Ghost wrote an op-ed for two child care activists -- one an early childhood educator and mom in New Mexico; the other a mom advocate in Michigan -- to share their stories and connect the issue to the upcoming 2020 election.
Black women build in the era of danger
Op-ed placement. First published by The Progressive, then syndicated by the Tribune News Service and published in more than ten newspapers including the Seattle Times and NY Daily News.
Op-ed: Grandmas worry about child care too
The author worries about who will take care of her new grandbaby as both of the child's parents work. She notes that Michigan has a child care crisis, with nearly half of children living in "child care deserts" and the high cost of care making it a struggle for many families. While efforts to expand preschool are good, more needs to be done to address accessibility and affordability of child care. The author recalls her own difficulties affording child care for two children over a decade ago and hopes state representatives will take action to increase assistance and support for families and child care providers.
2018-19 Maryland Women's Business Center Social Media Strategy
A social media strategy I created and began to implement in June 2018. It includes second-hand market research data, audience information, social media channel purposes, and measurable objectives.
National LGBTQ Task Force Analysis of Media Audit
Analysis of traditional and social media audit from 2016 Creating Change Conference with recommendations
Emmanuel Lutheran Church Marketing Communications Plan 2015-16
The document outlines Emmanuel Lutheran Church's marketing communications plan from January 2015 to June 2016. It aims to refine and upgrade the church's communications to better reach its membership and improve its community profile. Key objectives include developing an initial marketing plan, upgrading the church website, increasing communications capacity among leadership and staff, and strengthening the church's presence in the local community. The strategy involves three phases - improving existing communications, completing a new website, and launching the site while continuing communications development. Progress will be evaluated quarterly.
2014 marketing communications research report summary
Soon after beginning employment with Emmanuel Lutheran Church as the part-time communications director in March 2014, I began conducting in-depth research and analysis of the church’s current marketing communications efforts. The purpose of this work was to establish an accurate starting point for strategy development and determine immediate needs.
Surprisingly, a number of the stakeholders interviewed for the report lacked a clear understanding of how building enthusiasm among current members and strengthening Emmanuel’s presence in the community could increase church membership.
Ashes and dashes press release
Emmanuel is part of a nationwide movement that has clergy and lay people stepping outside of churches to mark the foreheads of interested passers-by in parking lots, at transit centers and on street corners with ashes and encourage them to gain a better sense of self by examining their humility and mortality and seek renewal.
Illustration: Emmanuel Lutheran Church's New Website
Emmanuel’s Communications Program Illustration Talking Points
Upon its completion, ELC’s new website will be the centerpiece of the church’s communications program. Its purpose is to be a comprehensive resource for the congregation and serve as a community resource to potential members and partners in the Vienna/Oakton/Fairfax community. The new website will begin the much-needed process of increasing clarity of mission and provide a level of consistency for sharing ELC information internally and externally and build ELC’s profile in the broader community.
2014 Marketing Communications Research Report
Marketing communications research report completed for Emmanuel Lutheran Church. The report measures the success of current communication tools; shares feedback gathered from confidential stakeholder interviews and suggests next steps.
Serving the Servants Community Partnership Luncheon
Emmanuel Lutheran Church invites local nonprofit organizations and officials to a "Serving the Servants" Luncheon on September 7, 2014 from 12:30-2:00 pm. The church congregation will serve and honor guests from organizations like Our Daily Bread and FACETS that help less fortunate community members. As part of the Lutheran denomination's Day of Service emphasizing "God's work. Our hands", the afternoon will include food, fun, and entertainment. RSVPs are requested by August 22 to the church located at 2589 Chain Bridge Road in Vienna.
Emmanuel Lutheran Church 2014-2015 Narrative Spending Plan
Pastor Beth is excited about Emmanuel Lutheran Church's 2014-15 narrative spending plan. She notes that God calls the church to continue advancing his story by serving, teaching, healing, and making new disciples. The plan supports ministries like worship, education, missions, and community outreach to nourish the congregation and feed others with God's love. It envisions continuity in established programs as well as new initiatives with staff additions and building improvements. Council President Dennis Moyer expresses gratitude for the congregation's support of the church's work.
Blueprint for Marketing Communications at Charis Worship Center Ministries
This document provides a blueprint for Charis Worship Center Ministries' marketing communications strategies from 2013-2018. It includes goals, branding elements, and sample strategies. The community outreach section recommends connecting with local schools and organizations to learn about community needs and establish relationships. Building engagement within the community is key to distinguishing Charis and inviting people to attend events and services.
Ford Foundation Memo
Fenton Communications completed its evaluation of communications firms for a Ford Foundation program in Indonesia. It reviewed five initial firms, narrowing it to three to submit revised proposals. Fenton analyzed the proposals using criteria like skills, understanding of issues, adherence to scope, budget, and references. It recommends Klirkom as most qualified due to creative thinking, consistency, and a reasonable budget. InterMatrix is also recommended due to experience with related issues and competent proposal. MACS909 is eliminated for insufficient understanding and a higher budget. The Ford Foundation will interview Klirkom and InterMatrix in the week of May 7th before selecting a firm.
Press release: As G-20 Approaches, Development Orgs Stress Economic Recovery ...
Today, members of the InterAction alliance called on G-20 leaders to rapidly implement their previous commitment of $50 billion for the world’s poorest countries at next week’s Pittsburgh Summit.
2008 fabb mini media relations rollout
Mini-media relations strategy prepared to support the introduction of InterAction's 2008 Foreign Affairs Briefing Book.
Communicationsand marketingplan summerandfall_2004
The document outlines a communications and marketing plan to promote a report called "The Security Demographic" through the summer and fall of 2004. The plan's goals are to educate military, policymaking, and public audiences about the connections between population issues and conflict. Key elements include securing media coverage and op-eds around relevant events, distributing the report to influential contacts, and engaging international audiences.
More from Tawana Jacobs, APR (20)
Introducing the Women's Fellows at Community Change
Introducing the Women's Fellows at Community Change
Draft op-ed: Communities of color will be the deciders in 2020
Draft op-ed: Communities of color will be the deciders in 2020
Draft op-ed: When a state breaks a child care system it has to fix
Draft op-ed: When a state breaks a child care system it has to fix
2018-19 Maryland Women's Business Center Social Media Strategy
2018-19 Maryland Women's Business Center Social Media Strategy
Emmanuel Lutheran Church Marketing Communications Plan 2015-16
Emmanuel Lutheran Church Marketing Communications Plan 2015-16
2014 marketing communications research report summary
2014 marketing communications research report summary
Illustration: Emmanuel Lutheran Church's New Website
Illustration: Emmanuel Lutheran Church's New Website
Serving the Servants Community Partnership Luncheon
Serving the Servants Community Partnership Luncheon
Emmanuel Lutheran Church 2014-2015 Narrative Spending Plan
Emmanuel Lutheran Church 2014-2015 Narrative Spending Plan
Blueprint for Marketing Communications at Charis Worship Center Ministries
Blueprint for Marketing Communications at Charis Worship Center Ministries
Press release: As G-20 Approaches, Development Orgs Stress Economic Recovery ...
Press release: As G-20 Approaches, Development Orgs Stress Economic Recovery ...
Communicationsand marketingplan summerandfall_2004
Communicationsand marketingplan summerandfall_2004
12 16-11 AlertNet Blog - Country ownership of U.S. foreign assistance
- 1. AlertNet AidWatch - The evolution of U.S. foreign assistance By Tawana Jacobs | Friday, December 16 “Country ownership” has become a popular term used in discussions about the future of U.S. foreign assistance. But its definition shifts depending on who you’re talking to. InterAction’s just released policy paper, “Country Ownership: Moving from Rhetoric to Action,” provides a clear and easy to understand definition that all who care about international development should consider using. Defined in the paper as “the full and effective participation of a country’s population—including government, civil society and the private sector—in conceptualizing, implementing, monitoring and evaluating development policies, and programs,” country ownership is a partnership approach to development assistance. It empowers and supports countries and their citizens to take responsibility for their own development, using local systems and resources to create new opportunities and change in their communities, while becoming less reliant on foreign aid. It’s not just NGOs who believe in country ownership. The Obama administration has become attached to the concept, promoting it in development policies such as the Quadrennial Diplomacy and Development Review and initiatives such as Feed the Future and the Global Health Initiative. However despite this progress, the administration’s attempt to “adopt a model of development based… on partnership, not patronage,” as Hillary Clinton has described, has been inconsistent. If the administration gives the new paper a read, they will see that current and future development assistance programs can be run more effectively and efficiently. In addition to a clear definition, the paper’s five recommendations outline the core elements of country ownership. These suggestions would go a long way toward ensuring the engagement of all those involved—the Obama administration, Congress, U.S. NGOs and the private sector. With nasty political fights over the federal budget likely to continue for the foreseeable future and the economy still sputtering, it behooves the government to show taxpayers that their investment in foreign assistance makes good fiscal sense. This fiscal challenge, coupled with a commitment to give partner countries the support needed to actively participate in the development process, should open the door to an in-depth policy conversation with U.S. NGOs.
- 2. U.S. NGOs are experts in applying participatory approaches to development, and depend on local country resources – people, systems and knowledge – to support their program work and the evaluation of its effectiveness. Plus, a multitude of InterAction member organizations are now playing supportive roles to local groups that manage programs formerly run by international NGOs. They have a significant contribution to make to the U.S. government’s understanding and approach to country ownership. The Obama administration has taken a proactive approach to advancing country ownership and has made good progress, but it should seek effective partners to truly move U.S. development assistance into the 21st century. ***************************************************************** Tawana Jacobs is the Associate Director of Public Relations at InterAction, the largest alliance of U.S.-based international nongovernmental organizations, with nearly 200 members. The new paper on country ownership can be found at www.interaction.org/country-ownership.