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called these filters a “coordination matrix.” The coordination matrix is needed for two-way (and multiple-way) communications with individuals in nonprofit organizations. An individual wishing to send information would need to identify the subject matter and other criteria for the communication to reach the targeted audience. An individual finding that s/he is receiving unwanted communications can simply change the description of type of information wanted (i.e., change the profile filter). Third, in order to make the coordination matrix work, a classification scheme needs to be created so that users can obtain appropriate choices (e.g., subject matter) for selecting items when using the coordination matrix. The classification scheme can also be used for getting better precision when searching for information through the Internet. The Internet has produced a glut of information because there are inadequate tools for refining searches and narrowing the type of information individuals receive. A taxonomy needs to be developed that, among other things, provides a list of subjects and issues that users can choose through the coordination matrix. A thesaurus needs to be developed to complement the taxonomy since many people will use terms they are familiar with in selecting or searching for information. Thus, the taxonomy and thesaurus become essential tools in making the coordination matrix work. These three tools — registry, coordination matrix, and classification scheme (including the taxonomy/thesaurus) — are needed to build improved communications coordination within the sector. Implementation of Coordination Tools We recommend that a nonprofit infrastructure organization, such as Independent Sector, take the lead in improving communications linkages within the nonprofit sector. Based on initial discussions, Independent Sector is willing to play a leadership role, but would want to undertake these efforts in an incremental fashion. For example, Independent Sector has taken steps to build a database framework that can be shared by the cochairs of the Let America Speak coalition, the coalition that was established to oppose efforts to silence the advocacy voice of nonprofit organizations. Under its Public Policy Initiative, Independent Sector is exploring ways to create an alert system that allows targeted e-mail and faxes to be distributed to the more than 3,000 state and local nonprofit organizations concerned about nonprofit advocacy issues. Ultimately, Independent Sector will consider whether to expand the base of 3,000 groups and permit all participants to post and receive information, and, if so, how best to do it. The Union Institute, through its research during the NPA planning process, identified some key elements that must be considered when developing the taxonomy and the thesaurus. A key element is building off existing classification schemes so that the result of this effort is used more widely, and in a variety of contexts (such as the U.S. NonProfit Gateway — see Chapter IV of this report). We believe it is important for The Union Institute to continue its work on developing the taxonomy and thesaurus, and to coordinate its efforts with the National Taxonomy of Exempt Entities developed by Independent Sector. 6 We are familiar with a recent meeting to discuss “circuit riders.” To the extent that this group or others continue to meet, those efforts should be linked in some way to the Working Group. 14 • Building Blocks for the Future
We also recommend that OMB Watch convene a Technology Working Group that builds upon the work of the Technology Advisory Committee (TAC) organized by OMB Watch during the NPA planning process (see Chapter III for more information). Several TAC members have stated that they would want to continue meeting to discuss collaborative projects and new ideas. We believe it very important that the TAC continue, but in an expanded form to include local, state, and national nonprofits actively involved in nonprofit policy issues. The primary mission of the new Working Group should be focused on collaborations to build the demand, skills, and applications for use of newer information technologies with regard to public policy issues. Specifically, the Working Group should: ❏ Discuss case examples of innovative uses and applications of information technologies in pursuing public policy matters; ❏ Recommend possible pilots that should be established to test the application of technology tools in policy matters (see discussion about pilots below); ❏ Discuss the types of skills needed by nonprofits to use information technology tools to engage in public policy matters; ❏ Review any steps being undertaken to develop communications linkages within the sector (such as those being undertaken by Independent Sector), including the development of a classification scheme, and recommend further actions, if necessary; and ❏ Discuss opportunities for collaboration in using information technologies in engaging in public policy matters. The name of the Working Group and how it should be governed (e.g., chairing the meetings) should be left to the participants to determine. 6 B. Skills-Building The three organizations involved in doing NonProfit America survey research and focus groups — Forum of RAGs, NCNA, and OMB Watch — found a major need for building the capacity of nonprofit organizations to use information technologies and to engage in public policy activities. 7 As it relates to technology capacity building, there are many organizations — nonprofit and for-profit — already providing training and technical assistance to nonprofits. We concur with the Technology Advisory Committee’s recommendation (see Chapter III of this report for more information) that any capacity-building initiatives involve existing organizations in their design and execution. A critical concern is that existing services, such as the Technology Resource Consortium members, “circuit riders,” community computer centers, and CompuMentor, are already severely underfunded, operating with limited resources to address a significant need. Thus, resources are needed to strengthen effective services. 7 OMB Watch research did not focus on improving skills of nonprofits to engage in public policy initiatives, so we are not qualified to make explicit recommendations in this area. 8 The Center for Strategic Communications estimated in an NPA-commissioned paper that a comprehensive training and technical assistance program reaching 35,000 nonprofit organizations would cost more than $120 million over a three year period. While training costs may decline as technology becomes more ubiquitous, technical assistance would likely be on-going and create large per-unit costs. OMB Watch — May 1997 • 15
Page 2: About OMB Watch OMB Watch is a nonp
Page 5 and 6: Table of Contents Chapter I: OMB Wa
Page 7 and 8: Chapter I OMB Watch’s Vision of C
Page 9 and 10: engaging in relevant public policy
Page 11 and 12: r r quiring a new organization, doe
Page 13: database of names or about a recrui
Page 17 and 18: ❐ ❐ Use of “circuit riders”
Page 19 and 20: information technologies can help t
Page 21 and 22: All three types of pilots — appli
Page 23 and 24: were not to be trusted because we w
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Page 31 and 32: Chapter II NPA Research Findings OM
Page 33 and 34: indicated that the coordination mat
Page 35 and 36: Interviews and Discussions From Aug
Page 37 and 38: Survey Respondents by Staff Size Pe
Page 39 and 40: Building Linkages Between and Among
Page 41 and 42: In addition to the general support,
Page 43 and 44: "It’s like an excited board membe
Page 45 and 46: The communications matrix was chose
Page 47 and 48: Mechanisms to Facilitate Nonprofit
Page 49 and 50: "Don’t get caught up in not leavi
Page 51 and 52: "About the only issues we share, is
Page 53 and 54: "Test as you go. Show in 3 or 4 are
Page 55 and 56: Perception of Slant and Issues of "
Page 57 and 58: Chapter III Technology Advisory Com
Page 59 and 60: semination, by John Chelen and Mars
Page 61 and 62: Facilitating Information Flow Marsh
Page 63 and 64: Other Outreach Objectives: ❐ To i
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and coordinating the training and w
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❐ Preemption and displacement of
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System Design — John Chelen, Unis
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3. The database should be developed
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5. Hosting the Trainings. Important
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Information Hubs — Chris Sullivan
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Chapter IV Other Planning Activitie
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The nonprofit users. We chose to in
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r Reach out to the nonprofit sector
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OMB Watch — May 1997 • 83
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OMB Watch — May 1997 • 85
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Planning Phase OANO convened a plan
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B. Is there a need for uniform gran
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Implementation Phase Nonprofit orga
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Appendix OMB Watch’s Involvement
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few organizations. Included in the
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