Role of State Faith Community Liaisons in Charitable Choice Implementation. Partnering with Intermediaries


The sites have developed formal and informal relationships with intermediary organizations to varying degrees and for a variety of purposes. Three FCLs (in Texas, Florida, and New Jersey) maintained formal financial partnerships with intermediaries that helped them reach out to and/or provide services to FBOs and CBOs that were beyond the capacity of the FCL office. Other sites had more informal relationships with them.

  • For the Texas Demonstration Project (TDP) funded by CCF, the OneStar Foundation employed CAN to help in reaching out to the smaller FBOs with which it had existing relationships and which might not have been aware of OneStar and its work. CAN brought its model of combining required training, small grants, and intensive assessment and consulting service from prior capacity-building initiatives it had undertaken in Fort Worth, and its staff managed many essential aspects of the TDP program. For the TDP, OneStar also worked with partners including Baylor University, the Urban Alternative (a Christian ministry founded by Dr. Tony Evans), and Venture CD (a technology provider).
  • Like Texas, Florida has worked with an intermediary  the Florida Institute of Government at Florida State University  to carry out its CCF demonstration.
  • Finally, the New Jersey OFBI has grants with five intermediaries within the state  Faith Fellowship, The Center for Non-Profits, Pro Bono Partnership, Thomas Edison Colleges John S. Watson Institute, and Universal Development Corporation  that assist FBCOs in their organizational development and partnering, focusing on different specialties, including legal advice.

Some FCLs have also developed non-financial relationships with intermediaries. The Alabama FCL has developed relationships with several organizations, in particular the Birmingham-based Nonprofit Resource Center of Alabama (NRCA) and Alabama Community Foundations. Groups that could benefit from more advanced capacity building than the GFBCI staff felt equipped to provide could be referred to NRCA for assistance. The FCL also suggested that strengthening these partnerships could help with the long-term sustainability of the GFBCIs mission. Even if support for the office were to decline in the future, these intermediaries could continue to provide capacity-building services and other supports to FBCOs. Other sites indicated that they might refer FBCOs to a range of private organizations in their states, but these seemed to entail ad hoc relationships. No FCL or staff indicated that their office played a significant role in educating intermediaries about Charitable Choice rules and regulations.

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