CENTER FOR AMERICAN PROGRESS

CIVIC AND POLITICAL HEALTH OF THE NATION STUDY, 2006

RECRUITING AND RETAINING THE NEXT GENERATION OF NONPROFIT SECTOR LEADERSHIP, NYU WAGNER SCHOOL OF PUBLIC SERVICE, 2004

CIRCLE, 2006

FACEBOOK, JULY 2007USA TODAY, NOVEMBER 3, 2005

• New kinds of leadership are needed for an age defined more and more by diversity and participation

• Civic engagement is lowest in diverse communities because people don’t know how to work together

• Nonprofit organizations struggle to recruit, engage, and develop the next generation

• The Millennial generation wants to get involved but don’t know where to start

OUR COMMUNITIES, COUNTRY AND WORLD ARE CHANGING RAPIDLY

US Census Bureau Report: August 8, 2008Winograd and Hais: Millenial Makeover, Rutgers University Press, 2008

Robert Putnam, Harvard University: E Pluribus Unum: Diversity and Community in the 21st Century , 2007

The Bridgespan Group: The Nonprofit Sector’s Leadership Deficit, 2006

Kim, Kunreuther, and Rodriguez: Working Across Generations: Defining the Future of Nonprofit Leadership, Wiley, 2008

Paul Light, NYU: In Search of Public Service, 2004

Shelly Cryer, NYU: Next Generation of Nonprofit Sector Leadership, 2004

Today’s leaders should

Look like America will look

Connect across cultures

Facilitate collaborative action

Recognize and mobilize community assets

Commit to self-development

Be accountable for impact

Our social impact:

Allies are placed in 10-month paid apprenticeships in nonprofit organizations where they:

• serve at least four days per week

• create, improve and expand services that address diverse issues, including youth development, education, public health, economic development and the environment

• earn a monthly stipend of $1,500.00

• receive healthcare, childcare, student loan deferment and a post-service education award of $5,350

Allies engage in a rigorous leadership development curriculum delivered by community leaders, practitioners and educators. This program includes:

• intensive skills training

• personal coaching

• critical feedback and reflection

• community building

• team projects

• personal presentations of learning

1. Allies are homegrown and more diverse than other service and leadership programs

2. Allies are committed to careers in service

3. Public Allies expands and improves services at a wide range of nonprofits

4. Public Allies’ leadership curriculum is at the cutting edge of leadership theory and practice

5. Public Allies does service with communities, not to communities

6. Public Allies is cost-effective and leverages a huge ROI

Public Allies’ core innovation has been our citizen-centered,

values-based approach to leadership

Our approach to national service and leadership development is distinct from other programs

Public Allies partners with local universities and nonprofit organizations. These partnerships build local capacity, strengthen management, deliver consistent program quality, leverage trusted brands, and streamline costs. We will have 656 young leaders serving in 21 communities in Fall 2011

Our operating partnersAmerican Sunrise (San Antonio)

Arizona State University School of Nonprofit Leadership and Management

Bay Area Community Resources (Silicon Valley + San Francisco)

BRIDGES (Cincinnati)

Community Development Technologies Center (Los Angeles)

Coro Center for Civic Leadership (Pittsburgh)

Eagle Rock School and Professional Development Center (Estes Park)

Indianapolis Neighborhood Resource Center

New Mexico Forum for Youth and Community Development

North Carolina Central University School of Public Administration (Raleigh-Durham)

RYASAP (Connecticut)

University of Delaware Center for Community Service and Research

University of Maryland-Baltimore School of Public Administration

University of Wisconsin Milwaukee School of Continuing Education

Public Allies operates our New York, Chicago and Washington DC sites.

Family Services Metro Orlando Central Florida Pillsbury United Communities Twin Cities/Minneapolis-St. Paul

Recognized… by the Bush and Clinton administrations as a model for national service

Respected… as a source of best practices for leadership development, community engagement and evaluation for the field; the first AmeriCorps grantee to be contracted as a trainer for all other AmeriCorps grantees

Public Allies has created a scalable, sustainable program model with a track record for impact

THIS IS OUR MOMENT

The bi-partisan Edward M. Kennedy Serve America Act will more than triple AmeriCorps, and create opportunity for Public Allies to scale

Public Allies has been supported by the last three Presidential Administrations and our visibility is increasing rapidly because of our history with the Obamas

Of all the jobs I’ve had, if I were ever to do anything again at the drop of a heartbeat, it would be to work at Public Allies. I was really passionate and engaged; it was like a family.

I was never happier in my life than when I was working to build Public Allies.

First Lady Michelle Obama

Allies are very diverse. More than 67% are people of color, 60% are women, 50%

college graduates and 15% LGBT.

More than 90% of Partner Organizations every year have reported that Allies met

or exceeded their goals and expectations

Over 90% of Allies demonstrate significant gains in leadership skills and self

confidence

Nonprofits hosting an Ally saved over $20,000 as compared to what it would cost

to do the same work without Public Allies. Nationally, Allies will save nonprofits more

than $12 million this year

Received the Pew Center for Civic Change’s prestigious Civic Change Award in

2006 and Fast Company Social Capitalist Award in 2008. Best Practices honored

by McKinsey & Company, Bridgespan Group, Cisco, AmeriCorps, and others.

RESULTS

Public Allies 2,818 Alumni demonstrate how we are changing the face and practice of leadership. We continue to engage and support this network, investing in those best positioned to make the biggest impact.

WE DEVELOP AND SUPPORTAN ACTIVE AND GROWING FORCE

FOR SOCIAL IMPACT

More than 80% of Public Allies graduates have continued careers in nonprofit and public service. Their level of civic, political, and volunteer activity more than doubles their age cohort.

In 1999, Giselle John aged out of foster care into Public Allies New York. Through Public Allies, she worked to empower youth in the foster care system, and afterward completed her BA at John Jay College. She is now a consultant with The Annie E. Casey Foundation working to reform foster care systems in counties in three states.

In 1994, while serving as a Public Ally in Washington, D.C., Paul Griffin started City at Peace, which has increased student achievement among 2,000 diverse teens through a program that links arts, service, and tutoring in 7 US cities, Israel and South Africa.