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.
Effective access to justice services is a crucial determinant of inclusive growth, citizen well-being and sound public administration. When citizens' legal needs remain unmet, it can contribute to reduced income, housing loss, stress, or employment issues. The inability to resolve these problems diminishes economic opportunity, reinforces the poverty trap and undermines human potential.
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
Effective access to justice services is a crucial determinant of inclusive growth, citizen well-being and sound public administration. When citizens' legal needs remain unmet, it can contribute to reduced income, housing loss, stress, or employment issues. The inability to resolve these problems diminishes economic opportunity, reinforces the poverty trap and undermines human potential.
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
Civil Society Coalition on Sustainable Development (CSCSD) formerly known as Campaign2015+ International is a coalition of over 200 registered civil society and nongovernmental organizations committed to citizens’ empowerment, human rights protection, development and peace in Nigeria.
This publication provides an overview of 145 successful innovations in governance and public administration from 50 countries that received the United Nations Public Service Awards, which is the most prestigious international recognition of excellence in public service. The purpose of this book is to disseminate, through descriptive case studies, information about innovative practices by looking at the problem that led to an innovation; the solution that was designed and implemented to respond to the specific challenge; the actors and steps involved in the innovation process, and lessons learned. Learning more about how public institutions from around the world have solved difficult governance challenges can be a powerful and inspirational tool for those engaged in improving public sector performance.
The outcomes of the Expert Group Meeting (EGM) "E-Procurement Towards Transparency and Efficiency in Public Service Delivery" held from 4 to 5 October 2011 at United Nations Headquarters, New York, are now available. The concept paper presents an option to the UN for moving towards the development of a Knowledge Guide on E-procurement to assist member states in better understanding the challenges and issues associated with the implementation of an e-procurement program within their individual jurisdictions.
In the failure of the formal accountability channels, social accountability is slowly becoming an effective response to governance deficit. Understanding good governance is a prerequisite to understand social accountability. Social Accountability is an approach towards enforcing & building accountability that relies on civic engagement in which citizens participate directly or indirectly in demanding accountability from service providers and public officials.
Accountability is no longer between the state only and citizens. Non state, national and transnational actors are now, heavily involved in all stages of the production of public goods.
The influence of corporate interests in the provision of public goods and services, as well as the entry of several unregulated providers poses a big threat to accountability and inclusion.
The strategies below represent the practical ways in which CSOs have applied the notion of social accountability to the context and issues of concern to their members, constituents and beneficiaries.
Strategic Litigation
Participatory Budgeting
Mobilisation and Networking
Social Audit, Monitoring and Evaluation
Information Communication Technology
Participatory Planning and Decision-making
Consultations and Stakeholder Participation
Accountability Reporting/Investigative Journalism
Participatory Procurement and Financial Management
Social Accountability is a journey.
The work of social accountability is not a sprint but marathon.
Proposal success is cumulative, especially when carried out in collaborative networks where data can be shared, partnerships can be forged, learning can take place, different program areas can be linked, and diverse resources can be leveraged. This session gives practical hands-on training on how to engage in a continuous proposal building process including utilizing the catalogue of federal assistance, grants.gov and planning documents to anticipate and prepare for potential opportunities.
COVID-19 has seriously tested the resiliency and sustainability of organisations, especially those in the nonprofit sector. The pandemic has further exacerbated their already precarious state and many Civil society organisations (CSOs) are under immense pressure to operate, survive, and thrive, while maintaining independence and continually generating funds to pursue planned operations and command strong recognition and influence.
They have been forced to adapt or to abandon the game, to face adversity through innovation or to fail while trying. Organisational and individual preparedness to manage change was tested also and many had to unlearn and relearn, to find new ways of working and developing resilience amidst the pandemic.
Since financing is a key pillar of organizational sustainability, I was invited to strengthen participants understanding, knowledge and practice in mobilizing resources more creatively. Aside the traditional channel of funding, there are 12 proven models of mobilizing resources for any civil society organisations in Africa, no matter its size, staff or strength.
The Constitutional Transitions Clinic ‘back office’ has, from 2011 to 2014, prepared
a series of thematic, comparative research reports on issues in constitutional design
that have arisen in the Middle East and North Africa. Zaid Al-Ali, Senior Adviser on
Constitution Building at International IDEA, acted as an adviser on these reports and
oversaw International IDEA’s participation in the report-drafting process. The United
Nations Development Programme’s Regional Center provided both material and
substantive support in relation to the last three of the six reports.
The first three of these reports are jointly published by Constitutional Transitions and
International IDEA. The second three are jointly published by Constitutional Transitions,
International IDEA and the United Nations Development Programme. The reports are
intended to be used as an engagement tools in support of constitution-building activities
in the region. The full list of reports is:
• Constitutional Courts after the Arab Spring: Appointment Mechanisms and Relative
Judicial Independence (Spring 2014)
• Semi-Presidentialism as Power Sharing: Constitutional reform after the Arab Spring
(Spring 2014)
• Political Party Finance Regulation: Constitutional reform after the Arab Spring (Spring
2014)
• Anti-Corruption: Constitutional Frameworks for the Middle East and North Africa (Fall
2014)
• Decentralization in Unitary States: Constitutional Frameworks for the Middle East
and North Africa (Fall 2014)
• Oil and Natural Gas: Constitutional Frameworks for the Middle East and North
Africa (Fall 2014)
Presentation made during the second International TOSSD Task Force meeting in Costa Rica, 6-7 December 2017.
http://www.oecd.org/dac/financing-sustainable-development/development-finance-standards/tossd-task-force.htm
Civil Society Coalition on Sustainable Development (CSCSD) formerly known as Campaign2015+ International is a coalition of over 200 registered civil society and nongovernmental organizations committed to citizens’ empowerment, human rights protection, development and peace in Nigeria.
This publication provides an overview of 145 successful innovations in governance and public administration from 50 countries that received the United Nations Public Service Awards, which is the most prestigious international recognition of excellence in public service. The purpose of this book is to disseminate, through descriptive case studies, information about innovative practices by looking at the problem that led to an innovation; the solution that was designed and implemented to respond to the specific challenge; the actors and steps involved in the innovation process, and lessons learned. Learning more about how public institutions from around the world have solved difficult governance challenges can be a powerful and inspirational tool for those engaged in improving public sector performance.
The outcomes of the Expert Group Meeting (EGM) "E-Procurement Towards Transparency and Efficiency in Public Service Delivery" held from 4 to 5 October 2011 at United Nations Headquarters, New York, are now available. The concept paper presents an option to the UN for moving towards the development of a Knowledge Guide on E-procurement to assist member states in better understanding the challenges and issues associated with the implementation of an e-procurement program within their individual jurisdictions.
In the failure of the formal accountability channels, social accountability is slowly becoming an effective response to governance deficit. Understanding good governance is a prerequisite to understand social accountability. Social Accountability is an approach towards enforcing & building accountability that relies on civic engagement in which citizens participate directly or indirectly in demanding accountability from service providers and public officials.
Accountability is no longer between the state only and citizens. Non state, national and transnational actors are now, heavily involved in all stages of the production of public goods.
The influence of corporate interests in the provision of public goods and services, as well as the entry of several unregulated providers poses a big threat to accountability and inclusion.
The strategies below represent the practical ways in which CSOs have applied the notion of social accountability to the context and issues of concern to their members, constituents and beneficiaries.
Strategic Litigation
Participatory Budgeting
Mobilisation and Networking
Social Audit, Monitoring and Evaluation
Information Communication Technology
Participatory Planning and Decision-making
Consultations and Stakeholder Participation
Accountability Reporting/Investigative Journalism
Participatory Procurement and Financial Management
Social Accountability is a journey.
The work of social accountability is not a sprint but marathon.
Proposal success is cumulative, especially when carried out in collaborative networks where data can be shared, partnerships can be forged, learning can take place, different program areas can be linked, and diverse resources can be leveraged. This session gives practical hands-on training on how to engage in a continuous proposal building process including utilizing the catalogue of federal assistance, grants.gov and planning documents to anticipate and prepare for potential opportunities.
COVID-19 has seriously tested the resiliency and sustainability of organisations, especially those in the nonprofit sector. The pandemic has further exacerbated their already precarious state and many Civil society organisations (CSOs) are under immense pressure to operate, survive, and thrive, while maintaining independence and continually generating funds to pursue planned operations and command strong recognition and influence.
They have been forced to adapt or to abandon the game, to face adversity through innovation or to fail while trying. Organisational and individual preparedness to manage change was tested also and many had to unlearn and relearn, to find new ways of working and developing resilience amidst the pandemic.
Since financing is a key pillar of organizational sustainability, I was invited to strengthen participants understanding, knowledge and practice in mobilizing resources more creatively. Aside the traditional channel of funding, there are 12 proven models of mobilizing resources for any civil society organisations in Africa, no matter its size, staff or strength.
The Constitutional Transitions Clinic ‘back office’ has, from 2011 to 2014, prepared
a series of thematic, comparative research reports on issues in constitutional design
that have arisen in the Middle East and North Africa. Zaid Al-Ali, Senior Adviser on
Constitution Building at International IDEA, acted as an adviser on these reports and
oversaw International IDEA’s participation in the report-drafting process. The United
Nations Development Programme’s Regional Center provided both material and
substantive support in relation to the last three of the six reports.
The first three of these reports are jointly published by Constitutional Transitions and
International IDEA. The second three are jointly published by Constitutional Transitions,
International IDEA and the United Nations Development Programme. The reports are
intended to be used as an engagement tools in support of constitution-building activities
in the region. The full list of reports is:
• Constitutional Courts after the Arab Spring: Appointment Mechanisms and Relative
Judicial Independence (Spring 2014)
• Semi-Presidentialism as Power Sharing: Constitutional reform after the Arab Spring
(Spring 2014)
• Political Party Finance Regulation: Constitutional reform after the Arab Spring (Spring
2014)
• Anti-Corruption: Constitutional Frameworks for the Middle East and North Africa (Fall
2014)
• Decentralization in Unitary States: Constitutional Frameworks for the Middle East
and North Africa (Fall 2014)
• Oil and Natural Gas: Constitutional Frameworks for the Middle East and North
Africa (Fall 2014)
Presentation made during the second International TOSSD Task Force meeting in Costa Rica, 6-7 December 2017.
http://www.oecd.org/dac/financing-sustainable-development/development-finance-standards/tossd-task-force.htm
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.
“We can change the world and make it a better place. It is in your hands to m...Amouzou Bedi
KFDWB’s mission is to provide worldwide Development Aid Support to development agencies, organizations, local governments, NGOs public and private institutions by helping local communities know and understand which human development challenges and/or frustrations they are facing each day, and make these information and knowledge universally accessible via a central database and useful to development organizations and local and national responsible bodies in order to highlight and alleviate the problems at a community level to reach the Millennium Development Goals (MDGs) and the forthcoming Sustainable Development Goals (SDGs) in each corner of the globe.
Transparency: Changing the Accountability, Engagement and Effectiveness of Aiddbw001
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.
The questions posed in this short presentation are ‘How can countries make better use of ODA’? And ‘can ODA also go for much needed sustainable projects?’ With the new set of 17 Sustainable Development Goals we (the world) will have to focus among other things on more on transparency and effectiveness. This artifact specifically made for the World bank Group Financing 4 Development MOOC is for all audiences and the information provided can be applied by many countries and could hopefully make a difference in outcomes.
2008 was a year in which almost all our assumptions about how the world operates were challenged – for the better, and for the worse. Optimistic political change was paired with an economic crisis, the impact of which continues to devastate the fragile base of financial security relied upon by most low- and moderate income Americans. The asset building message has never been more relevant or necessary.
Catalyzing Financial Services for Enterprising Nonprofits . A report of the CIBC Presents Entrepreneurship 101 Lived-it-Lecture featuring Jed Emerson held December 2, 2009, at MaRS.
During the past 15 years or so, several countries across the world – including India – have introduced and made major changes in the way their economies function. The earlier economic models have given way to market forces and its attendant processes of liberalization, privatization and globalization. Over the years, this process – which continues – has seen a boom in markets, mega-mergers of huge companies, the accumulation of wealth, and the growth of information technology
HAQ: Center for Child Rights
B1/2, Ground Floor,
Malviya Nagar
New Delhi - 110017
Tel: +91-26677412,26673599
Fax: +91-26674688
Website: www.haqcrc.org
FaceBook Page: https://www.facebook.com/HaqCentreForChildRights
Answer questions 14-1 and 14-4 with approximately 40 to 90 w.docxjustine1simpson78276
Answer questions 14-1 and 14-4 with approximately 40 to 90 words each.
14-1.
Identify which level(s) of government regulate(s) NFP organizations and identify the source of authority.
14-4.
What are the distinguishing characteristics between a public charity and a private foundation? What is a public support test and how does it relate to public charities and private foundations?
Answer the following questions with 100 to 150 words each.
FASB Statement 117
1. What are the three classifications of net assets established by FASB Statement 117? How are these net assets affected by the existence or absence of donor-imposed restrictions? How are releases of these net assets accomplished?
A. how is adherence to the restrictions monitored?
B. how is income from restricted assets reported?
Financial Reporting
2. What financial statements are required of not-for-profit organizations? How are they different or comparable to those provided by organizations that operate for profit? How does the retained earnings section of for-profit organizations differ from that of the net assets section of not-for-profits?
a. what are some of the differences in the balance sheet of a not for profit entity and a for profit entity?
NFP or Governmental
3. in what ways can governmental entities raise additional revenue for large dollar projects?
45
The Corporation’s Social
Responsibilities
The idea that businesses bear broad responsibilities to society as they pursue economic goals is an
age-old belief. Both market and nonmarket stakeholders expect businesses to be socially responsi-
ble, and many companies have responded by making social goals a part of their overall business
operations. Some businesses have even integrated social benefit with economic objectives as their
primary mission. With these dramatic changes in the mission and purpose of a business organiza-
tion, what it means to act in socially responsible ways is not always clear, thus producing contro-
versy about what constitutes such behavior, how extensive it should be, and what it costs to be
socially responsible.
This Chapter Focuses on These Key Learning Objectives:
• Understanding the role of big business and the responsible use of corporate power in a
democratic society.
• Knowing when the idea of corporate social responsibility originated and the phases through
which it has developed.
• Investigating how a company’s purpose or mission can integrate social objectives with
economic objectives.
• Examining the key arguments for and against corporate social responsibility.
• Defining a social enterprise and understanding its role in solving social problems.
• Evaluating business’s social obligations to help the world’s poorest members.
• Recognizing socially responsible best practices.
C H A P T E R T H R E E
Law29473_ch03_045-066.indd Page 45 29/11/12 9:13 PM user-TRVT-065Law29473_ch03_045-066.indd Page 45 29/11/12 9:13 PM user-TRVT-0.
1. PAY F OR S UCCE S S:
I N V E S T I NG I N
W H AT WOR K S
JA N UA RY 2 01 2
2. This convening and report generously supported with funding from the Rockefeller Foundation.
3. Pay f o r S u cc e S S : I n v e S t I n g I n W h at Wo r k S
On October 21, 2011, the White House Office of Social Innovation and Civic Participation and Nonprofit
Finance Fund co-hosted the Pay for Success: Investing in What Works convening with support provided
by the Rockefeller Foundation. This report outlines: 1) background on Pay for Success financing; 2) les-
sons around the interest in and support needed to pursue Pay for Success projects; 3) opportunities for
future progress in the field; and 4) a sampling of resources for additional learning.
What is Pay for Success?
At a time when citizens and their governments are being asked to do more with less, innovators around
the world are seeking cost-effective solutions that can deliver better outcomes for their communities.
Pay for Success has emerged as one such strategy. Currently being implemented as far as the United
Kingdom and Australia and as close as New York, Pay for Success financing and grant-making models
can direct taxpayer dollars to interventions that have demonstrated success in delivering social and
economic outcomes for individuals, families, and communities most in need. The concept of Pay for
Success is simple: pay for services if and when they achieve the desired results that achieve social out-
comes and ultimately save money.
How are Pay for Success models currently being applied?
With its potential applicability across a wide range of social issues – including homelessness, adult and
juvenile re-offending, drug addiction and unemployment – the Pay for Success model has been under
serious consideration around the world for the past two years. Most notably, with investment support
from the Rockefeller Foundation and local charitable organizations, the United Kingdom launched the
first social impact bond pilot in 2010 to reduce recidivism rates by seven percent over an eight-year
period at Peterborough Prison. Since then, the United Kingdom and Australia have made considerable
progress toward launching additional Pay for Success pilot programs in the areas of homelessness and
care of individuals with disabilities.
In his 2012 budget request, President Obama included $100 million for Pay for Success initiatives across
seven program areas, including workforce development, education, juvenile justice and care of chil-
dren with disabilities. At the same time, a handful of state and local governments in the United States
began actively exploring the applicability of the Pay for Success model in their communities. Among
these states, Massachusetts, Minnesota and New York City have taken concrete steps to pursue Pay for
Success pilot projects, such as releasing a Request for Information, or receiving approval from the State
Legislature to pursue such projects.
What was the objective of the White House convening on Pay for Success?
On October 21, 2011, the White House and Nonprofit Finance Fund developed a forum for learning and
planning for future Pay for Success pilots: Pay for Success: Investing in What Works. More specifically,
this convening brought together cross-sector stakeholders to 1) build a unified conversation on Pay
for Success; 2) foster knowledge-building among state and local communities; 3) build a pipeline of
★ 1 ★
4. Pay f o r S u cc e S S : I n v e S t I n g I n W h at Wo r k S
communities interested in pursuing Pay for Success pilot projects; and 4) determine the specific and
critical actions that can be taken to support these efforts.
Participants included representatives from foundations, academia, intermediaries, service providers,
Federal agencies, and Congress. State and local governments, the primary audience for the conversa-
tion, comprised two-thirds of the ninety-plus person event. Key topics of conversation included: 1)
the definition of Pay for Success; 2) the importance of this concept at a local, state, and federal level; 3)
lessons from states currently pursuing and implementing Pay for Success projects; 4) potential social
and economic issues to which the model could apply; and 5) opportunities and challenges of structur-
ing these projects. The convening was streamed live on the White House website, and is now available
online at the Nonprofit Finance Fund Learning Hub, www.payforsuccess.org.
What was learned from the convening?
Commitment of the Obama Administration to Support Pay for Success Projects in 2012
Both Melody Barnes, Former Director of the White House Domestic Policy Council, and Robert Gordon,
Executive Associate Director of the White House Office of Management and Budget, were enthusiastic
about the potential for Pay for Success as a new form of grant-making focused on delivering better
outcomes for some of the most vulnerable and hardest-to-serve populations. As Ms. Barnes said at the
convening, “If we are to truly transform lives and achieve results for those who are the hardest to serve,
then we must commit to paying for and scaling what works.” The convening gave Federal agencies
valuable insight into the intentions of state and local governments to pursue Pay for Success projects
in the near term, as well as the opportunities and challenges they anticipate. Ms. Barnes announced
the Administration’s commitment to launching Pay for Success pilots in 2012 and noted that several
agencies were already actively engaged in discussions to assess the potential for launching pilots using
existing authorities.
Strong Interest in Pay for Success in the Areas of Criminal Justice, Homelessness, and Education
Ninety-two percent of participants who responded to a post-convening survey indicated that the
convening furthered their interest in pursuing a Pay for Success pilot. “I was completely new to Pay
for Success and now I consider it whenever we discuss any type of program,” one local government
participant said. As another described, “This vehicle sparks creativity and encourages the use of new
approaches. If we continue to develop this tool and the ideas for ancillary sources of funding which are
stimulated by this model, we have a chance to truly innovate.”
In addition to Massachusetts, Minnesota and New York City, each of which had already taken concrete
steps to pursue Pay for Success pilots as noted above, state and local government participants – includ-
ing Connecticut, Michigan, New York State, Rhode Island, Virginia, Atlanta, Los Angeles, and Louisville
– provided a clear sense that they were considering or pursuing Pay for Success pilots. Criminal justice,
homelessness, early childhood education, and workforce development ranked among the top of the
list of issues that participants are interested in addressing with Pay for Success projects. These issues
★ 2 ★
5. Pay f o r S u cc e S S : I n v e S t I n g I n W h at Wo r k S
are reflected in the Pay for Success pilots that Massachusetts, Minnesota, New York, New York City, and
Los Angeles are currently pursuing.
Desire for a Pay for Success “Community of Practice” to Support State and Local Governments
Seventy-five percent of participants who responded to the post-convening survey indicated that their
ability to bring together and mobilize a diverse group of interested parties would be critical to capably
executing Pay for Success in their communities. In order to build that capacity, state and local govern-
ments recommended the continued development of a cross-sector “community of practice” to provide
the following: 1) a centralized communication vehicle for requesting, providing and sharing support,
resources and knowledge; 2) a comprehensive best practice toolbox that can be accessed by state and
local governments at varying stages in the pilot project pipeline; and 3) follow-on convenings to support
the progress of state and local governments through the lifecycle of a Pay for Success project. The col-
laborative network of stakeholders initiated at the October 21, 2011 convening is the framework for the
sort of “community of practice” that will enable the responsible and effective replication, diversification
and scaling of the Pay for Success financing models to occur.
What’s next?
Administration Officials Will Support Pay for Success in 2012 and Beyond
As Administration Officials indicated at the convening, Federal agencies are actively exploring how the
Federal government can support Pay for Success project development and knowledge-building in 2012
and beyond. Specifically, two agencies – the Department of Justice and the Department of Labor – will
lead the way for the Administration’s support of Pay for Success pilots through 2012 competitions. The
Department of Justice plans to give priority funding consideration in 2012 Second Chance Act grant
solicitations to highly qualified applicants who incorporate a Pay for Success model in their program
design. The Department of Labor will also launch one of the first Pay for Success funding opportunities
through the Workforce Innovation Fund by early spring, making up to $20 million available for programs
that help individuals obtain employment. Agencies will be releasing more information on these, and
potentially other, opportunities in the coming weeks and months.
State and Local Governments Will Build External Support and Internal Capacity
The convening encouraged many state and local governments to take the next step towards developing
and implementing a successful Pay for Success project. Most planned to continue meeting with external
leaders and intermediaries, pursue funding, and build support internally. Since October, additional
communities have made public their intention to pursue such projects. Among others, Social Venture
Partners Rhode Island announced their collaboration with Social Finance, Inc to explore the model, while
the Children’s Aid Society in New York received a grant from the Rockefeller Foundation to use the Pay
for Success model to serve at-risk children. As indicated on the survey, ninety-three percent of state
and local government respondents are seeking help connecting with 1) other groups advancing Pay
for Success pilot projects and 2) interested funders – both areas with which the cross-sector members
of the Pay for Success community can assist.
★ 3 ★
6. Pay f o r S u cc e S S : I n v e S t I n g I n W h at Wo r k S
Intermediaries Will Continue to Build and Enrich the Community of Practice
Non-governmental players in Pay for Success projects have a key role to play in connecting interested
parties and building the knowledge base around Pay for Success financing. Some of these forums
already exist, such as Nonprofit Finance Fund’s online Learning Hub (www.payforsuccess.org) that
provides the latest information on Pay for Success news and tools, while others continue to develop,
such as the Annie E. Casey Foundation’s conversations to explore innovative financial strategies that
promise to deliver better outcomes for children more efficiently. Nonprofit Finance Fund and other
intermediaries are actively working to build out the specific Pay for Success Community of Practice
supports requested by state and local governments, namely 1) a centralized communication vehicle
for sharing resources; 2) a comprehensive toolbox that can be accessed by state and local governments
at varying stages in the pilot project pipeline; and 3) follow-on convenings to support the progress of
state and local governments through the lifecycle of a Pay for Success project.
Where can I learn more?
Materials from Pay for Success: Investing in What Works, and much more, can be found on the Nonprofit
Finance Fund Learning Hub: www.payforsuccess.org, including:
• Convening Agenda and Attendee List
• Pre-Convening Background Materials
− “Social Impact Bonds: Rethinking Finance for Social Outcomes,” Social Finance.
− “Financing What Works: Social Impact Bonds Promise,” Center for American Progress.
− “Robust Intermediaries Key to Social Impact Bond Success,” Tactical Philanthropy.
− “Preparing Nonprofits for Social Impact Bonds,” Tactical Philanthropy.
− “The Social Impact Bond as Ironclad Arrangement,” Harvard Business Review.
− “Social Impact Bonds Can Transform Education,” Baltimore Sun.
− “For Federal Programs, A Taste of Market Discipline,” New York Times.
− “Social Impact Bonds: A Promising New Financing Model to Accelerate Social Innovation
and Improve Government Performance,” Center for American Progress.
• Convening Recordings
− “Pay for Success 101 (Pre-Convening),” Jitinder Kohli, Center for American Progress.
− “Pay for Success in Theory and Practice,” Melody Barnes, White House; Doug Besharov,
University of Maryland; Linda Gibbs, City of New York; Jay Gonzalez, Commonwealth of
Massachusetts; Robert Gordon, White House; and Kippy Joseph, Rockefeller Foundation.
− “Pay for Success Readiness,” Jeff Liebman, Harvard University; George Overholser, Third
Sector Capital Partners; Tracy Palandjian, Social Finance US; Bill Pinakiewicz, Nonprofit
Finance Fund; and Lester Salamon, Johns Hopkins University.
− “The Future of Pay for Success,” Jonathan Greenblatt, White House; Kristin Giantris, Nonprofit
Finance Fund; and Gene Sperling, White House.
★ 4 ★