partnership principles
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We invite you to join other leaders in the private, public, and nonprot sectors
in arming a vision o a system that is responsive and ecient in meeting the
needs o the community, and in which the interaction between government and
human services providers refects airness and mutual accountability.
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Table o Contents
Letter . . . . . . . . . . . . . . . . . . . . .1
Introduction. . . . . . . . . . . . . . . . . .2
Process . . . . . . . . . . . . . . . . . . . .3
A Glossary o Terms . . . . . . . . . . . . .4
Partnership Principles . . . . . . . . . . .6
Opportunities . . . . . . . . . . . . . . . . 13
Endorsement . . . . . . . . . . . . . . . . 14
Acknowledgements . . . . . . . . . . . . 15
Appendix: Abridged Version
o Partnership Principles . . . . . . . . . 17
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Copyright 2010 Donors Forum. All rights reserved. Printed in the United States o America.
Sggeste Cittin: Fair and Accountable: Partnership Principles or a Sustainable Human Services System (Chicago, IL: Donors Forum, January 2010)
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1 Letter | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
January 2010
Donors Forum is pleased to present Fair and Accountable: Partnership Principles ora Sustainable Human Services System. This seminal document recommends practicesthat should be ollowed when the City o Chicago or State o Illinois contract withnonprots to provide human services. The practices are designed to help ensure that
Illinois residents have access to high-quality human services that meet their needs.
Donors Forum undertook this eort as part o its mission to strengthen Illinoisphilanthropy and the nonprot community. Central to this mission is leadership onmatters o public policy. In act, one o the ve main concepts underlying the policy
work o Donors Forum is a commitment to promoting eorts that secure adequatepublic resources and achieve equitable scal policies and practices or vital [nonprot]programs and services that sustain and enhance our communities.
While the Partnership Principlesocus on human services, the ideas have broadimplications or other services provided by nonprots and or other partnershipsbetween the public and nonprot sectors. Many o the concepts could be well appliedto other nonprot services and programs that receive government unding, including but not limited to the arts, economic development, health care, and programs that
promote volunteerism and community service.
Ensing xi beneft: In a climate o scarce resources, the Partnership Principlesare vital to ensuring that every dollar spent on human services has maximum benetor the people o Illinois. The current recession, combined with insucient investmentin human services over many years, has put the entire human services system at risk.
According to another report rom Donors Forum, Economic Outlook 2010, delays inreimbursements rom the government are posing as many problems or nonprots
which provide the bulk o human services to Illinois residents as unding cuts.
O all challenges acing nonprots, grantmakers responding to the Economic Outlooksurvey were most likely to be very concerned about the impact o delayed statepayments. To cite one grantmaker: Given the combination o increased demand orservices and reduced unding, particularly public resources, I am most concerned aboutthe possible shutdown/ailure o even the most capable, responsible organizations.
The Pblic/Nnpft Ptneship Inititive: The publication oPartnership Principlesispart o a broader initiative called The Public/Nonprot Partnership Initiative. Fundedby The Wallace Foundation, the Initiative began in the all o 2008. Activities to datehave included extensive interviews, research, analysis, and the convening o a PolicyForum representing 41 leaders and experts with an interest in human services as well aspublic and nonprot partnerships (see page 3 or more on the process and page 15 ora roster o the Policy Forum). The Initiative will continue through the all o 2011 asDonors Forum promotes understanding and adoption oPartnership Principlesby keyleaders in the private, nonprot, and public sectors.
Plese jin s in n enseent: Our communities cannot aord the real costs to
society o not having a strong human services system. We invite you to join DonorsForum (please see page 14) and many other leaders in arming a vision o a systemthat is responsive and ecient in meeting the needs o the community, and in whichthe interaction between government and nonprot providers refects airness andmutual accountability.
Bb Glves Vleie S. Lies
Chair, Board o Directors President and CEODonors Forum Donors Forum
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2 Introduction and Process | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Introduction
The Pblic Tst: Both government and nonprot providers
must uphold the public trust by exercising wisestewardship o taxpayer dollars in the development and
delivery o services. This notion o preserving the public
trust was the impetus behind the development o a set
o guidelines around nonprot governance, leadership, and
eectiveness. Titled Illinois Nonproft Principles and Best
Practices, the guidelines were rst published by Donors
Forum in 2004 and subsequently adopted by the Illinois
Attorney Generals Charitable Advisory Council.
This document, Fair and Accountable: Partnership
Principles or a Sustainable Human Services System,
builds upon the Nonproft Principlesto dene more
specically the components o mutual accountability
between government and human services providers,
and, by extension, between government and nonprot
providers o services o any kind. Whereas the Nonproft
Principlesdene the optimal operational components o
a well-unctioning nonprot organization, the Partnership
Principlesdene the contracting relationship between
government and human services providers that is essential
to a well-unctioning human services system.
Fcs: The Partnership Principlesocus on contracts
because contracts serve as a primary mechanism orimplementing policies and practices. They are directed at all
who have an interest in the strength o our communities,
and thus play a critical role in dening and reorming the
system. This includes legislators, policy makers, advocates,
human services proessionals, nonprot board leaders,
researchers, philanthropists, civic leaders, private sector
leaders, and human services consumers.
Fair and Accountable: Partnership Principles or a
Sustainable Human Services System is organized into
six main categories:
1. SErVICES: Bse n nic, t-iven sste
2. ProVIdErS:Tnspent n cpetenc-bse selectin
pcesses
3. CoNTraCT rENEwaL:Cnitine n cnit best
inteest n pence
4. PaymENT:mintining vible sste
5. rEPorTING aNd moNITorING:Pting efcienc
n ccntbilit
6. CommuNICaTIoN aNd INTEraCTIoN:Fsteing she
citents n behl the pblic g
The principles have broad implications or how resources
are allocated, presupposing a rational system driven by
dynamic community needs and an understanding o
practices that lead to positive outcomes. They call or
transparency and accountability between government and
human services providers, and also on behal o the public.
A strong human services system is critical to the well-being o a community, its residents, and society at large. Human
services not only improve the quality o lie or consumers o those services, but in doing so contribute to the saety and
vitality o communities and the State. When services are available and working well, people are able to learn, remain
healthy, and work. The hallmark o a strong human services system is that residents and communities can access high-
quality services that meet their needs. However, over the course o many years, a lack o sucient investment in human
services, exacerbated by a severe economic recession, has put the system at risk o not being able to provide high-quality
services. As a result, there are many who believe the system neither operates eectively nor supports quality overall, and
that it is time to revisit the shared commitment and responsibility that government and nonprot human services providers
have to the well-being o the people they serve.
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3 Introduction and Process | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Donors Forum is grateul or the input and review o many stakeholders in creating the Partnership Principles. The
process or developing the document included Donors Forum conducting interviews with nearly 50 City and State
ocials, human services providers, and civic and philanthropic leaders. In addition, Donors Forum convened ocus groups
o select providers and conducted research o similar eorts in Illinois and other states. Donors Forum also analyzing
studies, reports, and similar processes in other states. These eorts culminated in the convening o the Policy Forum
(see page 15) comprising 41 experts representing a wide range o perspectives, including those o human services
providers, private philanthropy, civic groups, private business, trade associations, policy advocates, and academics.
A sub-group o the Policy Forum drated the principles and practices, which were then discussed and armed by the
Policy Forum as a whole.
1 Practices recommended here refect a synthesis o many sources. Several were adopted rom other initiatives, including The Arizona Department o
Economic Securitys eorts to create a human services taxonomy (see practice 1.2.a.), Minnesotas Grants Management Business Transormation Area
Case or Change (see practice 1.2.b. and 2 .1.b.), and The Illinois Ater-School Partnerships Report and Recommendations o the Illinois Ater-School
Funding Policy Task Force (August 2008) (see 2.1.a and 5.1.a.).
Process
Timing is Everything
In ocus group o out-o-schoo-time (OST) providers convened by Donors Forum, providers strongy voiced the probem ock o ignment between the timing o grnt receipt nd progrm deivery schedues or sc yers. For instnce, summer
progrm unding cuts cross two sc yers or nonprots whose sc yers run rom Juy to June. In ddition, n
notiction o unding or grnt mounts my come ter the necessry strt dte or n eective progrm in Juy or
summer progrms or December or schoo yer progrms. Providers my need to ront od the unding with their own
resources in order to get progrms up nd running on time. This cretes csh fow probems nd my impede the opertion
o other progrms.
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4 Glossary | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Hn SevicesBy human services, we mean the
ull range o services that help
people at each lie stage maintain
or reach their ull potential.
Examples include, but are not
limited to, services related to
early childhood education and
development, child welare,
out-o-school-time and youth
services, developmental disabilities,
physical disabilities, mental health,
employment and training, sexual
and domestic violence, alcohol
and substance abuse, immigrants
and reugees, homelessness and
aordable housing, ex-oenders,
ood and nutrition, and older adults.
Hn Sevices
PvieThis term reers to any organization
that delivers human services,
including nonprot, or-prot,
and government entities. These
are sometimes reerred to as
service providers, or, more simply,
providers. Others sometimes reer
to them as vendors.
Hn Sevices SectThis term reers collectively to all
human services providers. In this
paper, it is sometimes reerred to as
the sector.
Hn Sevices SsteThe human services system is
made up o 1) the human services
sector (i.e., all service providers)
combined with 2) those who und
the sectorgovernment unders
at all levels and private unders,
including oundations, corporations,
other organizations, and individuals.
While the initiative is intended to
ocus on the relationship between
government as a under and
nonprot organizations as human
services providers, the principles
and practices should also extend to
government entities and or-prot
organizations that deliver human
services.
a Stng Hn
Sevices Sste
A Report on the Chicago Regions
Health and Human Services
Sector, sponsored by United Way
o Metropolitan Chicago and The
Chicago Community Trust (March
2007), oered characteristics o
eectiveness and eciency or the
human services sector:
Focuses on the best interest o
the community and consumers
Responds to ongoing and
emerging needs
Has measurable impact on human
lives and community issues
Provides appropriate, easily
accessible services
Sustains eorts over time
Aligns locations o services
with needs
Maximizes resources invested
in direct services
Delivers the right amount o
service in the least amount o
time to achieve outcomes
In sum, these characteristics
describe a sector that is responsive,
accountable, and ecient.
As we consider providers and
unders working together to
meet community needs, these
characteristics could be extended
to include the concept o airness,
refecting a system where the
burdens and benets are shared
by both providers and unders on
behal o the common good.
A Glossary o Terms
Mode Humn Services System
GOal: Iinois residents re be to rech their u potenti bsed on their ie stge
nd to contribute to the vitity o their community nd the stte/city.
rESPoNSIVE:
uFocuses on the best interest o the communityand clients
uResponds to ongoing and emerging needs
uFosters creativity and innovation
EFFICIENT:
uAligns service location with needs
uMaximizes resources invested in direct services
uDelivers right amount o service in least amounto time to achieve outcomes
FaIr:
uBalances nancial risk to promote stable servicedelivery
uAllocates resources according to relative need
aCCouNTaBLE:
uTransparent process or decision making aroundallocation o resources and service procurement
uHas measurable impact on human lives andcommunity issues
NnpftPvies
Pivte Philnthp
Stte n Cit
Gvenent
rESIdENTSHaVE aCCESS To
QuaLITy SErVICES THaTEFFECTIVELy addrESS
THEIr NEEdS
Government Leaders Who
Prioritize Human Services
Inormation
Sucient andFlexible Funding
Dened Best Practices,
Standards and Outcomes
Geographic and
Service Priorities
Human Capital
CollaborativeEnvironment
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5 Glossary | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Cntcting reltinshipThe City o Chicago and the State
o Illinois both pay, or contract with,
nonprot organizations to provide
human services. The contracting
relationship reers to the ways in
which human services are dened
and delivered, unding is allocated,
providers are paid, and results
are measured and reported. The
contracting relationship also reers
to how providers and government
collaborate and cooperate on these
matters. Given the signicant
numbers o contracts between
the government and nonprot
services providers, the contracting
relationship has a proound eect
on the human services system
as a whole. Thus, reorms to the
contracting relationship can be a
key driver or change, positively
aecting the human services
system overall.
GvenentThere are various levels (municipal,
township, county, state, ederal)
and numerous divisions and
departments within government
that contract with nonprot
providers to deliver human services.
Within the human services system,
government may act as both under
and service provider. Practices
vary widely between and across
levels. Contracts at lower levels
o government refect not only
their specic requirements, but
also those passed down rom
higher-level government sources
o unding. For example, a city
may contract with a nonprot
services provider using unding
the city receives rom the ederal
government. The Public/Nonprot
Partnership Initiative was created
to address the contracting
relationship between nonprot
services providers and both the City
o Chicago and the State o Illinois.
Unless otherwise stated, the term
government in this document
reers to both the City and
the State.
CnsesThe people who use the human
services. Others sometimes reer
to consumers as clients, program
participants, service recipients, or
recipients o services.
A Glossary o Terms
A Model from Arizona
By Executive Order, the Governor o arizon creted the arizon Txonomy Committee
(aTC) comprising members rom seven dierent stte gencies, oc nd region gency
representtives, United Wys, nd pnners with the councis o government, with go
to hve reevnt stte, county, city, nd oc gencies [use the txonomy] s mens o
common nguge or use in pnning, budgeting, contrcting, reporting, nd evution.
Designed to ensure consistent deivery o services on sttewide bsis, the txonomy is
iving document with n estbished process or proposing chnges nd dditions. among
its benets, n estbished txonomy nd process or using it heps the pubic nd nonprot
sectors understnd expecttions or services provided, promote best prctices, nd compre
outcomes.
Source, Arizona Department o Economic Security https://egov.azdes.gov/cmsinternet/main.aspx?menu=48&id=656&e
kmensel=15074e5e_48_0_656_1; viewed November 4, 2009.
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6 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Partnership Principles or a Sustainable Human Services System
The authors o Illinois 1970 Constitution recognized that
the state had a responsibility to meet this need. Among
other intentions, Illinois established its Constitution to
provide or the health, saety and welare o the people;
eliminate poverty and inequality; assure legal, social
and economic justice; [and] provide opportunity or the
ullest development o the individual. Though the
State provides some services directly, government works
primarily with and through nonprot human services
organizations to achieve these aims.
To create the human services system that can best serve
the needs o Illinois residents, this document, Fair and
Accountable: Partnership Principles or a Sustainable
Human Services System, establishes principles and
practices to inorm the working relationship o the partners
in service provision and to maximize the quantity and
quality o services delivered.
PrEamBLE
In order to ensure that Illinoisans reach their ull potential and contribute to the vitality o their communities and
beyond, residents must have access to quality human services that eectively address their needs.
It is understood that human services programs are
established based on a wide variety o actors, including
ederal and state policies and laws, community priorities,
and local and cultural needs and practices. In addition to the
adoption o the ideas outlined in the Partnership Principles,
a constellation o actors is necessary to succeed:
Government leaders who make human services a priority
through policy and budget decisions
A quality workorce to deliver services and administer
the system
An understanding o what services are needed,
where they are needed, and in what amounts
Best, inormed, and promising practices;
quality standards; and dened outcomes
Sucient and fexible unding
Access to inormation
A collaborative environment
Step by step, practice by practice, we must strive or
this ideal system together, adopting and implementing
the principles and practices to ensure an ecient human
services system that is air, responsive, and accountable
to the people o Illinois.
Payment Delays Cause Big Problems
according to survey in te 2009, deys in government unding posed s mny concerns or nonprots s did cuts in
government unding. Resuts were pubished inEconomic Outlook 2010, the most recent in series o reports tht Donors
Forum hs issued since 2002 bout the economy. The 2010 report shows tht 40 percent o nonprot respondents experienced
deys in receiving government pyments during 2009; most requenty, rom the Stte (91 percent o those ected by te
pyments). In 2009, 36 percent o respondents reported deys, compred to 27 percent in 2007 nd ony 20 percent in 2006.
O those ected by te pyments rom the Stte, 97 percent indicted tht the deys hve cused csh fow probems, nd
75 percent reported witing onger this yer thn st. Nonprots most requent responses hve been to increse their ines
o credit, tke out short-term ons, nd/or reduce spending nd services.
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7 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
1.1 Contracted services are based on a
comprehensive and transparent planning process
that denes and prioritizes services.
1.1.a. Planning includes local and regional input.
1.1.b. Planning is coordinated across service and
unding areas.
1.1.c. Planning is conducted at a minimum o every 10
years based on the most recent census data, and
no more requently than every ve years.
1.1.d. Public unding is allocated across services,
geography, and populations based on existing and
emerging needs, service gaps, and disparities.
1.2 Contracted services balance best practices and
good stewardship o public dollars with given
resources.
1.2.a. There is a system to uniormly describe services
and identiy consistent terminology or use in
budgeting, contracting, reporting, and evaluating.
Partnership Principles or a Sustainable Human Services System
1
1.2.b. Government and service providers participate
in a ormal process to identiy, dene, and
communicate best, inormed, and promising
practices or contracted services.
1.2.c. In determining contracted services, governmentconsiders short- versus long-term benets to
consumers and communities, given available
resources.
1.2.d. Contracted services are assessed according
to the relative benets to the consumers
and communities, the number o potential
beneciaries, and the severity o need.
1.2.e. Where communities do not have the
inrastructure to deliver the necessary level or
types o services, public dollars may be invested
in building the capacity o providers to delivereective services.
1.2.. Government invests in innovative services and
service models in order or providers to achieve
desired results.
CoNTraCTEd SErVICES: Bse n nic, t-iven sste
In order to eectively meet the needs o communities and their residents, the human services system must be dynamic
and responsive to demographic changes as well as to emerging and changing needs. From inormation gathered through
a comprehensive planning process, a blueprint should be developed or which services are needed where, and in what
amounts. Such a process should be coordinated across service and unding areas, and it should refect a partnership
between government and human services providers. While ederal, state, county, township, and municipal laws mandate
particular services or dened populations, local communities and geographic regions can provide inormation to help
prioritize which services are most needed beyond what the law requires. In some cases, communities or providers may
not have the capacity to deliver the determined level or types o services, and it may be in the best interest o the people
served as well as more cost eective or government to invest in building the inrastructure and capacity o providers to
support eective services. Overall, the ocus should be on contracting or services that are eective in achieving consumer
outcomes and that support the interests o the public good.
It Would be Amazing
When one eder in rge orgniztion ocused on chidren sked st to review the principes, they highighted sever o them
s prticury promising, greeing, I you coud ccompish 1.2 tht woud be mzing.
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8 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
2.1 There is a transparent and streamlined
decision-making process or theprocurement o human services.
2.1.a. Government establishes grant criteria and
contract award processes in advance and
adheres to request or proposal (RFP) processes.
2.1.b. Government consistently applies standards
and policy to determine contract awards across
providers.
2.1.c. Potential bidders receive adequate notice o
unding opportunities and deadlines.
2.1.d. Each request or proposal includes explicitguidance on eligibility qualications or service
providers, and all qualied, interested providers
have the opportunity to apply.
2.2 Contracts are awarded to providers that
best demonstrate an ability to achievedesired outcomes through delivery oquality services.
2.2.a. Criteria or selecting providers include
experience with service delivery, utilization o
appropriate best practice or innovative models,
and a track record o delivering the agreed-upon
outcomes.
2.2.b. Selected providers demonstrate specic
experience with, or knowledge o, the target
population, community, or region; community
and consumer support; and cultural competency.
Partnership Principles or a Sustainable Human Services System
2CoNTraCTEd ProVIdErS: Tnspent n cpetenc-bse selectin pcesses
To ensure that consumers receive the most eective services, contract bidding processes should be open to all qualied
providers, and services procured rom those providers must demonstrate providers ability to achieve consumer outcomes,
based on clear criteria and objective scoring systems.
Reporting is Burdensome and Costly
Providers tod Donors Forum tht ck o unied reporting system cross stte gencies mens service providers, regrdess
o the number o contrcts with the stte, must report the sme or simir dt to mutipe gencies in mutipe ormts nd
systems. Becuse these systems dont et providers retrieve their own dt, mny providers then invest in nd mintin
seprte orgniztion dtbse in order to merge inormtion, trck progress towrd their own budget nd pnning gos,
report to the bord, nd pn or the uture. at the sme time, it seems stte gencies do not hve the mechnisms required
to trck connections between their unding strems cross service providers, issue common RFPs, or seek opportunities to
stremine the reporting process.
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9 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
3.1 Contract renewal is based on provider
perormance and demonstration o continued
ability to deliver contracted services.
3.1.a. There is a system or dening and measuring
acceptable and excellent perormance, including
consumer satisaction.
3.2 Decisions to conduct open bidding processes
rather than contract renewals consider
investments required to apply or, start up,
deliver, administer, and evaluate services.
3.2.a. The renewal process minimizes duplicative
paperwork by allowing providers to certiy where
there are no changes to corporate legal and
organizational status.
3.3 When contracts are not renewed, the transition
process takes the best interests o consumers
and communities into account.
3.3.a. Timerames or government communication
about the non-renewal o a contract allow or
coordination between terminated and new
providers to provide continuity o care orconsumers.
Partnership Principles or a Sustainable Human Services System
3CoNTraCT TErmS aNd rENEwaLS: Cnitine n cnit best inteest n pence
The opportunity and process or contract renewal should be based on serving the best interest o consumers and
communities. I delivering or administering a service requires a signicant investment o resources and time, contract
renewal will allow or more service continuity and more money to pay or direct services or the consumer, rather than or
the costs incurred (e.g., or new buildings that must meet specic codes or or the purchase o special computer systems)
when a new provider is engaged. As long as a provider is demonstrating positive outcomes and meeting other agreed-
upon contractual requirements, it benets not only the provider and government, but also the consumers, to renew the
contract. However, it is also in the best interest o consumers or government to terminate contracts with providers that
ail to meet standards o satisactory perormance. In those cases, government and providers have a responsibility to
consumers to provide or continuity o care when transitioning to new providers.
A Model for System Development
[P]erhps most impressive rom poicy stndpoint is how ery eduction in Iinois works s system. Iinois hs
strong coordinting body ced the Ery lerning Counci, which is responsibe or cobortion between the three princip
ery eduction progrms in the stte: the edery unded Hed Strt progrms, the stte-unded Preschoo or a, nd
chidcre voucher progrm.The stte so hs quity rting system to provide prents inormtion bout progrm quity,
nd is buiding strong ery eduction dtbse with sttistics on providers, the progrms they oer nd how much demnd
exists or vibe sots. Under the edership o the counci, ech o these components work together to provide n rry o
ery eduction opportunities tht re o high-quity nd igned with curricu nd stndrds in the eementry grdes.
Christina Satkowski, All Eyes on Illinois. The Early Ed Watch Blog, New America Foundation. Entered February 17, 2009. Viewed November 3, 2009.
http://www.newamerica.net/blog/early-ed-watch/2009/all-eyes-illinois-10144
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10 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
4.1 Payment is based on the ull cost o ecient
service delivery consistent with agreed-upon
quality standards.
4.1.a. Payment or services is set in a air and
transparent ashion with clear methodology or
assessing the ull costs o service delivery and
with the opportunity or providers to provide
input on the methodology.
4.1.b. Baseline payment may be adjusted to refect
dierences o geography and consumer
population characteristics, to the extent that they
impact the cost to deliver service.
4.1.c. Payment may be adjusted to refect a level o
quality or perormance above a dened baseline.
4.1.d. Rates are adjusted annually to refect changing
costs o service delivery.
4.1.e. Services and other requirements to receive
payment, and payment terms, are established at
the beginning o the contract and renegotiated
only in accordance with pre-established
parameters and timerames.
4.2 Contracted providers do not bear nancial risk o
late payment.
4.2.a. Payments to providers adhere to agreed-upon
timerames.
4.2.b. Government pays interest on late payments.
4.3 Payment mechanisms maximize ederal dollars or
the State o Illinois and local municipalities.
Partnership Principles or a Sustainable Human Services System
4PaymENT amouNT aNd TImING: mintining vible sste
Timely payment at sucient amounts or quality service delivery is critical to an eective system that meets consumers
needs. Nonprot human services providers ace rising costs, and are required to provide the same or higher levels o
service, incorporate higher quality standards, and carry out ununded mandatesall with unding that does not increase at
a rate to match these demands. At the same time, government aces a structural decit and cash fow constraints, which
create chronic shortalls in revenue that are passed along to the human services providers. The cumulative impact over
a number o years has been to weaken the human services inrastructure, reducing the quality, range, and accessibility
o services or consumers. A nancially viable human services sector is critical to the quality o lie, productivity, and
economic vitality o the state o Illinois. In order to maintain a set o healthy, high-perorming nonprot providers,
government should bear the nancial responsibility o compensating providers in a timely manner, and or mid-term
contract changes. The ull cost o services, eciency, and acceptable level o service quality are concepts that should be
considered together to determine the amount o payment or services and whether the payment mechanism should be
ee-or-service, grant-based, cost-reimbursement, or consumer vouchers.
Rising Costs and Flat Funding
Service providers tod Donors Forum tht they ce
rising costs, yet re required to provide the sme or
higher eves o service, incorporte higher quity
stndrds, nd crry out ununded mndtes, or
unding tht does not increse t rte to meet these
demnds. at the sme time, government ces budget
nd csh fow constrints tht crete the chenges
which re pssed ong to the humn service providers.
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11 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Partnership Principles or a Sustainable Human Services System
5
5.1 Reporting and monitoring systems emphasize the
level and ecacy o services or consumers.
5.1.a. Providers and government agree in advance
and adhere to evaluation methods, which may
include assessments by sta and consumers
as well as other perormance measures, and
providers report on these annually.
5.1.b. Providers and government agree in advance to
program activity measures that provide pertinent
inormation about the services.
5.2 Reporting, billing, and monitoring systems are
ecient and standardized across services and
government agencies.
5.2.a. Reporting requirements are scaled to the amount
o unding provided.
5.2.b. Compliance requirements related to nancial
management are consistent with generally
accepted accounting standards.
5.2.c. Government monitoring procedures or nancial
and organizational compliance are standardized
and accepted across government agencies, with
the objectives to reduce paperwork and eliminate
redundant monitoring.
5.3 Technology eciently serves the inormation
needs o government and service providers,
including the input, reporting, and analysis o
service and billing inormation.
5.3.a. Government agencies use common systems or
provider reporting and billing to avoid duplicate
entry.
5.3.b. Government reporting systems allow providers
to access the data that they, the providers, have
reported to the government.
5.3.c. Government reporting systems allow interace
with provider inormation systems.
5.3.d. Government invests in current technology
including its own systems, systems that
government requires providers to use, and the
related costs o providers systems.
rEPorTING aNd moNITorING: Pting efcienc n ccntbilit
There are two primary kinds o reporting and monitoring or government contracts: one is related to program and service
delivery, and the other to organizational issues, including nancial and legal status. Human services providers must
be accountable or the services they deliver, and government must institute ecient data collection and compliance
monitoring processes. The emphasis should be on service quality and consumer outcomes. Government should direct
more attention toward meeting the human services needs o consumers, rather than on managing service providers.
Service providers should spend more resources and attention on meeting the human service needs o consumers,
rather than on paperwork.
Consolidation Could Reduce Costs
[I wish] we coud consoidte dtbses to crete
eciency.We hve to enter mes or chid cre into
dierent systems or dierent unders even though its
the sme vribe.
Multi-service provider
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12 Principles | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
6
Partnership Principles or a Sustainable Human Services System
6.1 Government and providers are proactive and
responsive in their communications around all
aspects o the contracting relationship, including
opportunities and problems.
6.1.a. Government seeks input rom providers about
potential contract changes and requirements, as
well as realistic timerames to implement theseactivities.
6.1.b. Government provides inormation about contract
changes, requirements, and deadlines within
reasonable timerames to provide or thoughtul
planning and to minimize negative consequences
or consumers.
6.1.c. Government engages providers in developing
and implementing quality standards, outcome
measurements, and reporting and billing
systems.
6.1.d. Specic individuals within the government and
provider structures are designated as contacts
or the other party or problem solving and other
communication.
6.1.e. In addition to inormal communication, there are
specic mechanisms that provide opportunities
or regular dialogue between government and
providers.
6.2 Government coordinates human services
contracting activities across departments and
agencies in order to enhance eciency and
eective service delivery or consumers.
6.3 Government regularly makes inormation on
human services and their results availableto the public.
CommuNICaTIoN: Fsteing she citents n behl the pblic g
Mutual accountability and an environment that encourages open communication are critical or government and providers
to ulll their shared commitment to the public good. Communication and interaction that oster partnership can lead to
more inormation shared about consumers and communities, a better understanding o their needs, smoother transitions,
higher-quality services, and more creative and eective solutions to problems. Government agency advisory committees
create one opportunity to build mutual commitment toward these end results. In addition to communication between
government and providers, government agencies should coordinate planning, monitoring, and other activities in order to
streamline processes and strengthen results. Finally, transparency and accountability to the public should be a priority and
partially ullled when government communicates inormation to the public about human services and their impact on
consumers and communities.
Providers Would Like an Opportunity to Talk
about the rustrtion o not hving common
understnding o services, n out-o-schoo-time provider
points out, [The pubic unding ws] so regimented.
It woudnt ow ny fexibiity in how service ws
deivered. We were tking dierent nguges with no
opportunity to tk bout how things rey work, nd
cn work.
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13 Opportunities | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Evene:
u Endorse the Partnership Principles. By completing
and submitting the orm on page 14 your name or
your organizations name will be included as a public
supporter o the principles on a continuously updated
list that will be posted on the Donors Forum website.
u Make this a living document. Log on to the Donors
Forums website (www.donorsorum.org) to express
your interest in working on a particular area or to
recommend additional practices.
Sevice Pvies:
u Host a candidate orum in your community to help
ocus attention on the issues residents ace locally and
to highlight the importance o a strong human services
system in addressing those challenges.
u Start a conversation with your local legislators about
ways that the principles and practices could be
addressed, and what the implications may be or
human services in your community.
Legislts, othe Electe ofcils, nLegisltive St:
u Develop or support legislation that is consistent with theprinciples and practices in the Partnership Principles.
u Rerain rom decisions and actions that confict with
principles and practices in the Partnership Principles.
u Encourage a culture that is responsive, accountable,
ecient, and air.
Opportunities or Engagement
Exective Bnch:
u Seek ways to streamline and standardize processes
across government agencies.
u Create an integrated approach to comprehensive
community planning or human services.
Gvenent agencies:
u Identiy opportunities or administrative changes to
policies and practices and allocate sta resources to
implement the principles and practices in the
Partnership Principles.
u Create and maintain mechanisms such as advisory
councils and encourage open dialogue with serviceproviders.
avctes, Clitins, n Netks:
u Identiy particular principles and practices o interest to
your stakeholders, and mobilize resources to dene and
advocate or solutions that urther their implementation.
Fntins n othe Pivte Fnes:
u Recognize that private philanthropy is a key component
in the human services system, join the dialogue, and
support systems change.
The challenge o reorming the human services system may seem daunting, and there are any number o barriers that
stand in the way o change. However, the growing and shiting needs o the people o Illinoisas well as the severe
nancial challenges aced by government and nonprot human services providersdemand a change in the status quo.
In order or the human services system to deliver high-quality services that achieve positive results or consumers and
communities, all stakeholders in the human services system should take action to support and create a system that is
responsive, accountable, ecient, and air. We invite you to join in the dialogue and make a commitment to work
toward the implementation o Fair and Accountable: Partnership Principles or a Sustainable Human Services System.
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14 Endorsement | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Endorsement o Fair and Accountable: Partnership Principles for a Sustainable Human
Services System
We believe that a strong human services system is critical to the well-being o a community, itsresidents, and society.
We acknowledge that government entities and human services providers must work
together in order or consumers and communities to access high-quality services that meet
their needs.
We recognize the contracting relationship between government entities and human
services providers as a mechanism to improve the human services system.
We supportFair and Accountable: Partnership Principles or a Sustainable Human Services
System and pledge to work, on behal o the people o Illinois, toward the implementationo the Partnership Principlesin order to help create a human services system that is
responsive, ecient, accountable, and air.
Organization
Name/Title
Date
Return a signed copy o this orm to:
Public/Nonprot Partnership Initiative
Donors Forum
208 S. LaSalle St., Suite 1540
Chicago, IL 60604
Fax 312-578-0103
Or go to www.donorsorum.org to submit an endorsement online.
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15 Acknowledgements | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Chi: L Thll
President and Chie Executive Ocer
United Way o Metropolitan Chicago
Frank Anselmo
Chie Executive Ocer
Community Behavioral HealthcareAssociation o Illinois
Joseph A. Antolin
Executive Director
Heartland Human Care Services
Lori Baas
Executive Director
Christopher House
Linda Baker
Faculty
Paul Simon Institute at
Southern Illinois University
Margaret A. Berglind
President and CEO
Child Care Association o Illinois
John Bouman
President
Shriver Center
Sarah Bradley
Chie Operating Ocer
Ounce o Prevention Fund
Debbie Bretag
Executive Director
Housing Options or the Mentally
Ill (Was with the Illinois Center or
Violence Prevention/Illinois Ater-
school Partnership while servingon the Policy Forum)
Catherine Brown
Senior Director o
Communities Program
McCormick Foundation
Cynthia Canary
Director
Illinois Campaign or Political Reorm
Laura Eilts
Community Involvement Leader-
MidwestDeloitte Touche
Ricardo Estrada
Executive Director
Erie Neighborhood House
Karen Freitag
Executive Director
Southern Illinois Regional
Social Services
Bob Glaves
Executive Director
Chicago Bar Foundation
Amy K. Gudgeon
Senior Consultant
Fiscal Management Associates
Mark Ishaug
President and CEO
AIDS Foundation o Chicago
Tom Johnson
President
Taxpayers Federation o Illinois
Colleen Jones
Chie Operating Ocer
Metropolitan Family Services
George Jones Jr.
Executive Director
Ada S. McKinley Community Services
Jim Kales
President and CEO
Aspire o Illinois
Suzanne Doornbos Kerbow
Associate Director
Polk Bros. Foundation
Candace King
Executive Director
DuPage Federation onHuman Services Reorm
Tuyet Le
Executive Director
Asian American Institute
Jim Lewis
Senior Program Ocer
The Chicago Community Trust
Valerie S. Lies
President and CEO
Donors Forum
Annika K. Little
Senior Vice President
Bank o America Charitable Foundation
Trinita Logue
President and CEO
IFF
Ralph Martire
Executive Director
Center or Tax and
Budget Accountability
Steven McCullough
President and CEO
Bethel New Lie
Dale Morrissey
Chie Executive Ocer
Developmental Services Center
Meredith L. OConnor
Executive Vice President
Jones Lang LaSalle
Kelley Pasatta
Program Manager
Chicago Metropolis 2020
Cheryl D. Polk
Executive Vice President
United Way o Greater St. Louis
Elizabeth Powers
Proessor
Institute o Government and
Public Aairs at University o Illinois
Sylvia Puente
Executive Director
Latino Policy Forum
Allen A. Rodriguez
Senior Vice President
Charter One Bank
Carol Ronen
Former State Senator
Illinois General Assembly
Nancy B. Ronquillo
President and CEO
Childrens Home + Aid
Bill Steinhauser
President and CEO
Bethany or Children & Families
Sylvia M. Zaldivar-Sykes
Executive Director
Lake County Community Foundation
Acknowledgements
FuNdING
The Public/Nonprot Partnership Initiative was unded by The Wallace Foundation. Donors Forum thanks
The Wallace Foundation or its vision and generosity in supporting this work.
PoLICy Forum
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16 Acknowledgements | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
dns Fs Pblic/Nnpft Ptneship Inititive Te:
Valerie S. Lies
President and CEO, Donors Forum
Laurel OSullivan
Senior Director o Public Policy, Donors Forum, and Director o
the Public/Nonprot Partnership Initiative
Debra A. Hass
Director o Research or the Public/Nonprot Partnership Initiative
Nancy Kim Phillips
Director o Policy Forum or the Public/Nonprot Partnership Initiative
Eitil Sppt:
Editor: Celeste Wroblewski
Vice President
External Relations
Donors Forum
Designer: Barbara Ciurej
Copy editor: Janet Franzpies
This Pblictin
Cpies this pblictinmay
be downloaded on Donors Forums
website (.ns.g).
Printed copies are available
by emailing Donors Forum at
PNP@donorsorum.org. Please
include your name, title, name o
organization, complete address,
and number o copies requested.
Acknowledgements
abt dns F
Donors Forum is the premier resource or networking and education, inormation and
knowledge, and leadership on behal o philanthropy in Illinois. As a nonprot membership
association o grantmakers, individual donors, and advisors, Donors Forum advances
philanthropy by serving its members and by promoting an eective and inormed
nonprot sector.
Donors Forum oers hundreds o resourcestraining, events, research, a website,
publications, advocacy, and moreto promote philanthropy and a strong nonprot
sector in Illinois. Please go to www.donorsorum.org or more inormation.
Strengthening Illinois philanthropy and the nonproft community
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17 Appendix | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
CoNTraCTEd SErVICES: Bse n nic, t-iven sste
1.1 Contracted services are based on a comprehensive and transparent planning process that denes and
prioritizes services.
1.1.a. Planning includes local and regional input.
1.1.b. Planning is coordinated across service and unding areas.
1.1.c. Planning is conducted at a minimum o every 10 years based on the most recent census data, and no
more requently than every ve years.
1.1.d. Public unding is allocated across services, geography, and populations based on existing and emerging
needs, service gaps, and disparities.
1.2 Contracted services balance best practices and good stewardship o public dollars with given resources.
1.2.a. There is a system to uniormly describe services and identiy consistent terminology or use in budgeting,
contracting, reporting, and evaluating.
1.2.b. Government and service providers participate in a ormal process to identiy, dene, and communicate
best, inormed, and promising practices or contracted services.
1.2.c. In determining contracted services, government considers short- versus long-term benets to consumers
and communities, given available resources.
1.2.d. Contracted services are assessed according to the relative benets to the consumers and communities,
the number o potential beneciaries, and the severity o need.
1.2.e. Where communities do not have the inrastructure to deliver the necessary level or types o services,public dollars may be invested in building the capacity o providers to deliver eective services.
1.2.. Government invests in innovative services and service models in order or providers to achieve desired
results.
CoNTraCTEd ProVIdErS: Tnspent n cpetenc-bse selectin pcesses
2.1 There is a transparent and streamlined decision-making process or the procurement o human services.
2.1.a. Government establishes grant criteria and contract award processes in advance and adheres to request or
proposal (RFP) processes.
2.1.b. Government consistently applies standards and policy to determine contract awards across providers.
2.1.c. Potential bidders receive adequate notice o unding opportunities and deadlines.
2.1.d. Each request or proposal includes explicit guidance on eligibility qualications or service providers, and all
qualied, interested providers have the opportunity to apply.
2.2 Contracts are awarded to providers that best demonstrate an ability to achieve desired outcomes through
delivery o quality services.
2.2.a. Criteria or selecting providers include experience with service delivery, utilization o appropriate best
practice or innovative models, and a track record o delivering the agreed-upon outcomes.
2.2.b. Selected providers demonstrate specic experience with, or knowledge o, the target population,
community, or region; community and consumer support; and cultural competency.
Abridged Version o Fair and Accountable: Partnership Principles for a Sustainable Human Services System
1
2
Donors Forum (www.donorsorum.org) developed Fair and Accountable: Partnership Principles or a Sustainable Human
Services System with the involvement o dozens o thought leaders in Illinois. The Partnership Principlesare intended to
promote air, responsive, transparent, and accountable partnerships between nonprot providers o human services in
Illinois and their government unders.
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18 Appendix | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Abridged Version o Fair and Accountable: Partnership Principles for a Sustainable Human Services System
CoNTraCT TErmS aNd rENEwaLS: Cnitine n cnit best inteest n pence
3.1 Contract renewal is based on provider perormance and demonstration o continued ability to deliver
contracted services.
3.1.a. There is a system or dening and measuring acceptable and excellent perormance, including consumer
satisaction.
3.2 Decisions to conduct open bidding processes rather than contract renewals consider investments requiredto apply or, start up, deliver, administer, and evaluate services.
3.2.a. The renewal process minimizes duplicative paperwork by allowing providers to certiy where there are no
changes to corporate legal and organizational status.
3.3 When contracts are not renewed, the transition process takes the best interests o consumers and
communities into account.
3.3.a. Timerames or government communication about the non-renewal o a contract allow or coordinationbetween terminated and new providers to provide continuity o care or consumers.
PaymENT amouNT aNd TImING: mintining vible sste
4.1 Payment is based on the ull cost o ecient service delivery consistent with agreed-upon quality
standards.
4.1.a. Payment or services is set in a air and transparent ashion with clear methodology or assessing the ull
costs o service delivery and with the opportunity or providers to provide input on the methodology.
4.1.b. Baseline payment may be adjusted to refect dierences o geography and consumer population
characteristics,
to the extent that they impact the cost to deliver service.
4.1.c. Payment may be adjusted to refect a level o quality or perormance above a dened baseline.
4.1.d. Rates are adjusted annually to refect changing costs o service delivery.
4.1.e. Services and other requirements to receive payment, and payment terms, are established at the beginning
o the contract and renegotiated only in accordance with pre-established parameters and timerames.
4.2 Contracted providers do not bear nancial risk o late payment.
4.2.a. Payments to providers adhere to agreed-upon timerames.
4.2.b. Government pays interest on late payments.
4.3 Payment mechanisms maximize ederal dollars or the State o Illinois and local municipalities.
rEPorTING aNd moNITorING: Pting efcienc n ccntbilit
5.1 Reporting and monitoring systems emphasize the level and ecacy o services or consumers.
5.1.a. Providers and government agree in advance and adhere to evaluation methods, which may include
assessments by sta and consumers as well as other perormance measures, and providers report on
these annually.
5.1.b. Providers and government agree in advance to program activity measures that provide pertinent
inormation about the services.
3
4
5
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19 Appendix | Fair and Accountable: Partnership Principles or a Sustainable Human Services System
Abridged Version o Fair and Accountable: Partnership Principles for a Sustainable Human Services System
5.2 Reporting, billing, and monitoring systems are ecient and standardized across services and government
agencies.
5.2.a. Reporting requirements are scaled to the amount o unding provided.
5.2.b. Compliance requirements related to nancial management are consistent with generally accepted
accounting standards.
5.2.c. Government monitoring procedures or nancial and organizational compliance are standardized and
accepted across government agencies, with the objectives to reduce paperwork and eliminate redundant
monitoring.
5.3 Technology eciently serves the inormation needs o government and service providers, including theinput, reporting, and analysis o service and billing inormation.
5.3.a. Government agencies use common systems or provider reporting and billing to avoid duplicate entry.
5.3.b. Government reporting systems allow providers to access the data that they, the providers, have reported to
the government.
5.3.c. Government reporting systems allow interace with provider inormation systems.
5.3.d. Government invests in current technology including its own systems, systems that government requires
providers to use, and the related costs o providers systems.
CommuNICaTIoN: Fsteing she citents n behl the pblic g
6.1 Government and providers are proactive and responsive in their communications around all aspects o thecontracting relationship, including opportunities and problems.
6.1.a. Government seeks input rom providers about potential contract changes and requirements, as well as
realistic timerames to implement these activities.
6.1.b. Government provides inormation about contract changes, requirements, and deadlines within reasonable
timerames to provide or thoughtul planning and to minimize negative consequences or consumers.
6.1.c. Government engages providers in developing and implementing quality standards, outcome measurements,
and reporting and billing systems.
6.1.d. Specic individuals within the government and provider structures are designated as contacts or the other
party or problem solving and other communication.
6.1.e. In addition to inormal communication, there are specic mechanisms that provide opportunities or regular
dialogue between government and providers.
6.2 Government coordinates human services contracting activities across departments and agencies in order to
enhance eciency and eective service delivery or consumers.
6.3 Government regularly makes inormation on human services and their results available to the public.
6
.ns.g/gptnes
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208 South LaSalle Street
Suite 1540
Chicago, Illinois 60604
Phone: 312-578-0090
Fax: 312-578-0103
Toll-ree
Phone: 888-578-0090
Fax: 877-572-0106
Library
Phone: 312-578-0175
Fax: 312-578-0158
TTY: 312-578-0159
ino@donorsorum.org
www.donorsorum.org
Strengthening Illinois philanthropy and the nonproft community
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