**KNOWING YOUR NONPROFIT PARTNERS:**

**A DESK GUIDE FOR FEDERAL EMPLOYEES**

![](media/image1.jpeg){width="5.125in" height="3.872916666666667in"}

Bureau of Land Management

Department of the Interior

2008

**TABLE OF CONTENTS**

**[INTRODUCTION]{.underline}**

**[ABOUT NONPROFIT ORGANIZATIONS]{.underline}**

> p.3 What is a nonprofit organization?
>
> p.4 How do nonprofit organizations work?
>
> p.4 How are nonprofit organizations governed?
>
> p.4 What is the life cycle of a nonprofit organization?
>
> p.6 What are the steps involved in setting up a nonprofit
> organization?
>
> p.6 What is the planning process for a nonprofit organization?
>
> p.8 How often does the organizational planning process occur, and who
> should
>
> be involved?
>
> p.9 What are the reporting requirements for nonprofit organizations?

**[WORKING WITH NONPROFIT ORGANIZATIONS]{.underline}**

> p.10 What criteria should the Bureau of Land Management (BLM) use for
> selecting
>
> existing nonprofit partners?
>
> p.11 What should be considered in creating a new nonprofit
> organization?
>
> p.11 What role can BLM employees play in working with established
> nonprofit
>
> organizations?
>
> p.13 What limitations does the Federal Advisory Committee Act impose?
>
> p.13 Is a written agreement between nonprofit partners and the BLM
> required?
>
> p.13 How does a nonprofit partner apply for Federal funds to use for
> partnership
>
> activities or projects?
>
> p.14 What is grants.gov?
>
> p.15 Can the nonprofit partnership donate money or other resources to
> the BLM?
>
> p.15 Can BLM employees be involved in fundraising activities conducted
> by
>
> partners?
>
> p.15 Can the nonprofit partner solicit donations for a partnership
> project at a BLM
>
> structure or facility/area?
>
> p.16 What is the difference between "Friends Groups" and Interpretive
>
> Associations?
>
> p.17 Are nonprofit partners---even those that receive a
> salary---considered BLM
>
> volunteers?
>
> p.17 Are nonprofit partners able to access government equipment?
>
> p.17 Are BLM employees able to serve as liaisons to nonprofit partners
> or serve on
>
> their Board of Directors?

**[CASE STUDIES: BEST MANAGEMENT PRACTICES]{.underline}**

> p.18 CASE STUDY: Grand Staircase--Escalante National Monument Partners
>
> p.19 CASE STUDY: Friends of Yaquina Lighthouses

**[CHALLENGES AND POTENTIAL SOLUTIONS]{.underline}**

> p.20 Differences in budgets, funding, and planning processes or cycles
> between the
>
> BLM and its nonprofit partners
>
> p.20 Different interpretations regarding BLM guidelines for partnering
> with
>
> nonprofit organizations that raise funds
>
> p.20 Lack of communication about nonprofit partnership activities
> within the BLM
>
> p.21 Inability of a nonprofit partner to deliver services and goods
> the BLM needs
>
> p.21 Changes in Federal and nonprofit staff
>
> p.22 Need to build Federal capacity for partnering with nonprofit
> organizations

**[ADDITIONAL RESOURCES]{.underline}**

> p.22 Publications
>
> p.22 Internet
>
> p.23 Training and Technical Assistance

**[INTRODUCTION]{.underline}**

During the 2004 White House Conference on Cooperative Conservation,
participants identified a number of problems and potential solutions
regarding the relationship or interaction between Federal agencies and
their partner nonprofit organizations. Conference participants noted
that the two organizations use different definitions and language to
talk about goals, programs, and policies. When individuals are speaking
different languages, misunderstandings and conflicts may arise. Federal
agency personnel must get to know the world of their nonprofit
partners---learn their language, culture, way of doing business, how
they raise money, and the problems and barriers they face.

Making an effort to know each other's mission, management issues, and
idiosyncrasies is key to getting to know the individuals who are
managing the partnership and establishing open communication and a
trusting relationship with them.

This electronic desk guide, written from the perspective of nonprofit
organizations, is designed to help the Federal employee understand the
culture of the nonprofit world. Organized in the form of questions and
answers, the guide is divided into four sections: (1) about nonprofit
organizations, (2) working with nonprofit organizations, (3) challenges
and potential solutions, and (4) additional resources. The purpose of
the desk guide is twofold: first, to provide a resource for BLM
employees at the field level to understand the nonprofit world,
assessing the strength, resiliency, flexibility, and stability of an
existing or potential community-based nonprofit partner; and second, to
provide an introduction for private groups or individuals wishing to
form a community-based nonprofit organization to partner with specific
BLM units.

**[ABOUT NONPROFIT ORGANIZATIONS]{.underline}**

**What is a nonprofit organization?**

Nonprofit organizations are private, self-governing organizations that
are overseen and benefit---at least in part---from the work and
contributions of volunteers. Nonprofit organizations are registered in a
State and qualify through the Internal Revenue Service (IRS) for special
tax status. These organizations can make a profit. However, IRS rules
require nonprofit organizations to use part of their profits to
ultimately serve a public purpose or benefit rather than return earnings
to owners or Board members. Most nonprofit organizations partnering with
the BLM obtain the IRS's 501(c)(3) Federal tax-exempt classification.
These organizations can then receive tax-deductible contributions from
individuals and other organizations to serve religious, educational,
charitable, scientific, and literary purposes. Whereas 501(c)(3)
organizations can let the public know how a piece of legislation might
affect the cause their organization supports, they are only allowed to
spend as much as 5% of their resources to lobby the legislature.

**How do nonprofit organizations work?**

In many ways, for-profit businesses and nonprofit organizations are
similar. The main difference is that the mission of a for-profit
business is to make money; a nonprofit business's mission is to work
toward some public good. Nonprofit organizations often refer to the
**double bottom line** to evaluate success---both the financial results
of an organization and the social change they have created. While it is
desirable for nonprofit organizations to end the year with a profit,
they cannot distribute this profit to their owners or Board members. The
profit must be reinvested into the organization or used as defined by
its mission (i.e., to assist the agency).

**How are nonprofit organizations governed?**

Nonprofit organizations are governed by a volunteer Board of Directors
that has no financial interest in the nonprofit organization's business.
The Board agrees to accept legal and fiduciary (or public trust)
responsibility for the organization. The Board is responsible for
ensuring that the nonprofit organization is doing what it set out to do
and must make sure funds are spent properly. A Board member's roles and
responsibilities include staying well informed about the organization's
work, clarifying the organization's mission, selecting leadership,
overseeing the budget and ensuring the organization has the resources to
carry out its goals, setting policies, approving long- and short-range
plans, fundraising, overseeing, and serving as an ambassador for the
organization. There are a variety of ways that nonprofit Boards and
associated committees can be structured. Also visit Board Source
[http://www.boardsource.org](http://www.boardsource.org/) or the Board
Café [http://www.boardcafe.org](http://www.boardcafe.org/)

Advisory Boards are commonly formed to provide professional expertise to
the Board of Directors or identify prominent names to list on the
organization's letterhead for organizational credibility or fundraising
activities. Advisory Board members do not have governance
responsibilities and typically do not engage in the day-to-day workings
of the nonprofit organization.

**What is the life cycle of a nonprofit organization?**

Nonprofit organizations face life cycles not unlike those of humans.
Their birth is followed by growth. Growth builds toward maturity.
Maturity, without a regenerative process, may result in decline. Below
is a chart describing six generally accepted stages of nonprofit
development:

+-----------------+-----------------+-----------------+-----------------+
| **STAGE**       | **BOARD/STAFF** | **POLICIES**    | **PLANNING**    |
+-----------------+-----------------+-----------------+-----------------+
| **Infant:**     | Founder and     | None or         | Showcase the    |
| Founder and     | close friends   | minimal, beyond | founder's       |
| close friends   | form the Board  | bylaws.         | vision. Little  |
| hustle to get   | and do all the  |                 | or no long-     |
| things started. | work. Board     |                 | range planning. |
| Work seems      | raises          |                 | Main focus is   |
| frenetic with   |                 |                 | on survival and |
| management in a | all money.      |                 | an immediate    |
| crisis mode.    |                 |                 | need.           |
+-----------------+-----------------+-----------------+-----------------+
| **T             | Founder and     | Basic staffing  | Heavy reliance  |
| oddler/go-go:** | friends may     | policies are    | on grant        |
| After some      | remain          | written, along  | writing and     |
| success,        | involved. Hires | with key Board  | events.         |
| day-to-day      | first paid      | policies beyond | Opportunities   |
| crisis has      | staff. Everyone | bylaws. Policy  | outweigh        |
| ended. New      | is spread thin. | is written only | planning.       |
| ideas can       | Organization    | after problems  | Programs may be |
| develop. High   | adds staff long | emerge.         | accepted that   |
| energy remains. | after the need  |                 | fall outside    |
| Growth spurts   | for them is     |                 | the             |
| occur. Activity | recognized.     |                 | organization's  |
| may take        | Many people are |                 | mission. A      |
| precedence over | involved in     |                 | sense that it's |
| results. New    | fund raising.   |                 | time to get     |
| projects may be | Staff begins to |                 | organized and   |
| undertaken      | feel            |                 | do more         |
| without         | overwhelmed.    |                 | planning.       |
| considering     |                 |                 |                 |
| potential       |                 |                 |                 |
| outcomes.       |                 |                 |                 |
+-----------------+-----------------+-----------------+-----------------+
| **Adolescent:** | Founder may     | Systems and     | Strategies and  |
| May be          | still be        | procedures      | goals crafted.  |
| conflicts       | active,         | adopted for     |                 |
| between those   | bringing energy | efficiency and  | New systems and |
| wanting to      | and financial   | accountability. | procedures for  |
| continue        | assistance. New | May cut         | fundraising and |
| unfettered      | Board assumes   | projects not in | consultants may |
| growth and      | more            | line with       | help Board      |
| those who want  | responsibility  | mission.        | build           |
| more            | and control.    |                 | fundraising     |
| organization.   | Board lacks     |                 | skills.         |
|                 | understanding   |                 |                 |
|                 | of fundraising. |                 |                 |
+-----------------+-----------------+-----------------+-----------------+
| **Prime:**      | Experienced and | Innovation      | Business        |
| Order and       | energetic       | takes place     | planning and    |
| discipline      | Board. Talented | within          | long-range      |
| brought to the  | employees and   | established     | strategic       |
| work            | volunteers work | systems.        | planning are    |
| load---without  | with mutual     |                 | integrated into |
| hurting         | respect. People |                 | the life of the |
| innovation and  | in the          |                 | organization.   |
| risk taking.    | organization    |                 |                 |
| Organization is | enjoy their     |                 | Fundraising is  |
| results         | work.           |                 | integrated into |
| oriented and    |                 |                 | most            |
| there is        | Both the Board  |                 | activities.     |
| predictable     | and the staff   |                 |                 |
| growth. Risk    | are fully       |                 |                 |
| taking is based | engaged in      |                 |                 |
| on knowledge    | appropriate     |                 |                 |
| and experience. | fund raising,   |                 |                 |
| Conflicts are   | program, or     |                 |                 |
| resolved in     | earned income   |                 |                 |
| best interests  | roles.          |                 |                 |
| of the          |                 |                 |                 |
| organization.   |                 |                 |                 |
+-----------------+-----------------+-----------------+-----------------+
| **Stable:** All | The Board is    | Policies may be | Organization    |
| programs,       | less than       | updated, but    | dwells on       |
| products, and   | energetic.      | are rarely a    | achievements    |
| services are    |                 | major concern.  | rather than     |
| supported by    | People in the   |                 | future plans.   |
| public          | organization    |                 | There is        |
| contributions   | still take      |                 | declining       |
| and earned      | pride in their  |                 | investment in   |
| income. Maximum | work. Working   |                 | new ideas.      |
| financial       | conditions      |                 |                 |
| growth and      | include good    |                 |                 |
| strength have   | salaries and    |                 |                 |
| been achieved.  | benefits.       |                 |                 |
| Complacency     | People are      |                 |                 |
| sets in and     | happy with the  |                 |                 |
| growth slows.   | way things are. |                 |                 |
|                 |                 |                 |                 |
| Leaders have an |                 |                 |                 |
| opportunity to  |                 |                 |                 |
| initiate a new  |                 |                 |                 |
| growth curve.   |                 |                 |                 |
+-----------------+-----------------+-----------------+-----------------+
| *               | Some people in  | Money is        | A large         |
| *Aristocracy:** | the             | invested in     | endowment may   |
| Money is used   | organization    | systems of      | trick leaders   |
| for comfort and | may be          | control.        | into thinking   |
| image rather    | concerned, but  | Emphasis is     | that there is   |
| than new        | most accept the | placed on how   | no urgency. The |
| programs or     | status quo.     | things are      | Board is likely |
| services. The   |                 | done, rather    | to resist new   |
| organization    | Leadership is   | than what is    | fund raising    |
| takes on an air | required to     | done. Long-     | strategies.     |
| of formality,   | reinvent the    | established     |                 |
| in people's     | organization by | policies may be |                 |
| dress, offices, | pushing for     | questioned,     |                 |
| and procedures. | change and      | such as the     |                 |
| Things continue | bringing in     | temptation to   |                 |
| to slow down,   | fresh ideas     | dip into        |                 |
| with decisions  | from outside    | endowment funds |                 |
| taking a long   | the group.      | since some      |                 |
| time.           |                 | income streams  |                 |
| Participation   |                 | are being       |                 |
| in the          |                 | reduced.        |                 |
| organization's  |                 |                 |                 |
| programs begins |                 |                 |                 |
| to decline.     |                 |                 |                 |
+-----------------+-----------------+-----------------+-----------------+
| *               | In some         | Employees are   | A few committed |
| *Bureaucracy:** | instances,      | alienated, with | donors may      |
| The focus of    | energy is spent | grievances and  | provide         |
| the             | on fighting one | lawsuits        | "bailouts,"     |
| organization is | another rather  | possible.       | which only      |
| inward.         | than for the    |                 | prolong the     |
| Formality and   | charitable      | Employees are   | agony. No new,  |
| politeness give | cause.          | paranoid and    | exciting plans  |
| way to passive  | Back-stabbing   | some begin to   | are introduced, |
| resistance.     | may occur       | look for other  | having been     |
| People blame    | between Board   | jobs. There are | replaced with a |
| one another or  | and staff. The  | many complex,   | recitation of   |
| outside forces  | chief executive | slow internal   | problems.       |
| for declining   | is likely to be | systems, and    | Suggestions for |
| circumstances.  | fired. Layoffs  | outsiders find  | change are      |
| The             | may occur and   | it hard to      | likely to be    |
| organization    | morale          | connect with    | resisted.       |
| may fail, but   | plummets.       | the             |                 |
| lingers as long |                 | organization.   |                 |
| as the money    |                 |                 |                 |
| holds out.      |                 |                 |                 |
+-----------------+-----------------+-----------------+-----------------+

Material adapted for educational purposes only by C. W. Buchholtz, April
23, 2006, from Holly Hall, "Getting Over Growing Pains" in The Chronicle
of Philanthropy, pages 41--45, April 6, 2006.

**What are the steps involved in setting up a nonprofit organization?**

1.  Choose a name for the nonprofit organization.

2.  Establish a steering committee or core group to develop a mission.

3.  Form an incorporating Board of Directors.

4.  Write Articles of Incorporation and submit them with the required
    fee to the State.

5.  Obtain a Federal Employer Identification Number.

6.  Develop organizational bylaws.

7.  Hold the first Board meeting and take minutes.

8.  Once you receive State nonprofit status, file appropriate IRS
    documents to apply for 501(c)(3) Federal tax exempt status and pay
    appropriate fees.

9.  Register as a charity within your State.

10. Check if your State requires a separate tax exemption.

<http://www.irs.gov/pub/irs-pdf/fss4.pdf>

<http://www.irs.gov/pub/irs-pdf/f990ez.pdf>

<http://www.irs.gov/pub/irs-pdf/f990sa.pdf>

<http://www.irs.gov/pub/irs-pdf/f990ezb.pdf>

<http://www.irs.gov/pub/irs-pdf/f1023.pdf>

<http://www.irs.gov/pub/irs-pdf/f8718.pdf>

**What is the planning process for a nonprofit organization?**

Newly formed nonprofit organizations tend to focus on a short-term
action plan (typically 1 year in duration) containing small, achievable
goals. As the organization matures, the group will be confronted with
more complex decisions about where to spend the organization's energy
and resources in the future. This is where the planning process comes
in. There are essentially four main categories of planning used by
nonprofit organizations, which are described below.

1\. [Strategic Plan]{.underline}

This plan sets 3- to 5-year goals for the organization and describes the
objectives that must be accomplished to achieve these goals. Funders
often ask that the strategic plan be included with a funding proposal.
Plans typically include an executive summary; a statement of the
organization's mission, vision, and values; a description of the
planning process; organizational goals; strategies to achieve these
goals; a timeline and action plan that lists specific tasks to be
accomplished; and appendixes with summaries of background information
used to determine the plan. The best way to get started on a strategic
planning process is to form a planning committee. This committee is
composed of a group of Board members, staff, and one or two outside
people who will guide the planning process and pull together the
background information needed to make decisions. Training is available
to assist new organizations undertaking the planning process
([www.appl.org](http://www.appl.org/)).

One important step in forming a strategic plan is to have the group
assess the internal and external situation confronting the nonprofit
organization. One common way to organize this information is through an
analysis of the internal [S]{.underline}trengths and
[W]{.underline}eaknesses of an organization, as well as the external
[O]{.underline}pportunities and [T]{.underline}hreats. Known as a
"S.W.O.T." (Strengths, Weaknesses, Opportunities, and Threats), this
analysis is followed by a discussion focused on converting weaknesses
into strengths and threats into opportunities.

In addition to compiling a strategic plan, it is recommended that a one-
or two-page synopsis of what the organization is trying to accomplish,
an implementation plan, and resources needed to accomplish the mission
are developed. This is often called an "elevator summary" (the amount of
information you could convey to someone during an elevator ride).

2\. [Annual, Action, or Business Plan]{.underline}

It is important that the planning committee review the strategic plan
and mission every year to be sure the organization is on track in regard
to workload and tasks, as well as the division of roles and
responsibilities. This review is done as part of the annual planning
process, whereby specific objectives, a deadline, and lead person
responsible for completing the task are identified. An annual plan
should include an organizational budget for the current year (including
in-kind contributions). Annual plans form the basis for year-end reports
detailing organizational accomplishments.

3\. [Sustainable Funding Strategy Plan]{.underline}

Successful fundraising is based on a plan that recognizes and develops
an organization's likeliest sources of funding, as well as ways to
diversify revenue sources to provide sustainable, ongoing streams of
revenue. There are six basic steps involved in creating a fundraising
plan:

1.  Provide a brief overview of previous income sources.

2.  Identify sources of current earned revenue such as fee for service,
    sale of products, or accrued interest.

3.  Develop goals for accessing a diverse base of contributions such as
    government grants or contracts, foundation grants, corporate
    contributions, individual contributions, annual fund, major gifts,
    memberships, or special events. If fundraising is a task, prepare a
    plan.

4.  Develop a plan for recognizing donors.

5.  Analyze the cost of achieving each fundraising goal.

6.  Identify who will work on each fundraising goal and develop a
    timeline.

    4\. [Evaluation and Adaptation Plan]{.underline}

Evaluation is particularly important for nonprofit organizations because
of their emphasis on a double bottom-line (stable finances that can
include a profit, and the service and benefits that the nonprofit
organization provides to the community). When designing an evaluation
process, it is important to consider why, what, and how the organization
is going to evaluate and who will be interested in the results. There
are several types of evaluation: (1) process evaluation (did the project
do what it was supposed to do?); (2) goal-based evaluation (did the
project reach its goal?); and (3) outcome evaluation (did the project
have the desired outcome?). Some projects require a combined evaluation
approach.

**How often does the organizational planning process occur, and who
should be involved?**

It is best to revisit an organization's mission statement and strategic
plan each year to be sure they are still relevant. This review is
followed by an annual planning process designed to identify activities
that support the mission, goals, and objectives of the organization, as
well as to craft implementation and funding strategies to ensure the
annual work gets done.

Involving all partners early and often in the organizational development
and planning process provides a unique opportunity for the partners to
convey who they are organizationally, what they are trying to do
together, and how they are planning to get there. This helps establish
understanding, sets realistic expectations, and clarifies where the
organizational goals and objectives overlap. For example, the process
can show how the partner can use its skills and resources to help
accomplish a mutually agreed-upon goal and how the BLM can help the
partners support the public lands in their community.

**What are the reporting requirements for nonprofit organizations?**

Many people understand that nonprofit organizations do not pay corporate
income tax, and that donors may be eligible to claim their donations to
a 501(c)(3) nonprofit organization as a tax deduction. But being exempt
from taxation does not exempt nonprofit organizations from IRS reporting
requirements or meeting transparency standards with regard to their
financial information. States govern the corporate organization and
organizational reporting requirements for nonprofit organizations and
often require registration if a nonprofit organization---whether
in-State or out-of-State---plans to raise funds from individuals in the
State.

Nonprofit organizations also file a Federal financial report with the
IRS called a 990, which ascertains the organization's adherence to the
regulations that must be met to maintain nonprofit status. Nonprofit
organizations have the same tax and reporting requirements for employees
and contractors that for-profit corporations meet. While nonprofit
organizations may apply for sales tax exemptions in their State of
incorporation, that exemption usually stops at the State borders.
Finally, nonprofit organizations may not be exempt from personal
property taxes in some States.

The IRS regulations require nonprofit and for-profit organizations alike
to provide their financial information on an annual basis. Well-run
nonprofit organizations have four primary means of providing this
information to the public: the IRS tax form 990 filed annually; a
self-prepared annual report or an audit by an independent CPA firm, or
both; and information provided on the Web site of *Guidestar*.

1\. [The 990 Return]{.underline}

An organization that
[normally](http://www.irs.gov/charities/article/0,,id=155948,00.html)
has \$25,000 or more in gross receipts must file a [Form
990](http://www.irs.gov/pub/irs-pdf/f990.pdf), *Return of Organization
Exempt from Income Tax*. This return is due on the 15th day of the 5th
month after the end of the fiscal year. The due date may be extended for
3 months without showing cause by filing [Form
8868](http://www.irs.gov/pub/irs-pdf/f8868.pdf) before the due date. An
additional 3-month extension may be requested on Form 8868 if the
organization shows reasonable cause why the return cannot be filed by
the extended due date.

2\. [Audited financial statements]{.underline}

Most nonprofit organizations with government grants and contracts or
foundation funding are required by those funders to provide audited
financial statements prepared by an independent certified public
accountant. Audits provide detailed notes in addition to the standard
financial statements. Audits do not guarantee that there are no problems
with the nonprofit organization, but they do measure the probability
that the statements are valid (unqualified audit) or suspect (an audit
with qualifications). For nonprofit organizations with more than
\$500,000 in Federal grants, there is an additional audit step--- the
OMB-required A-133---which lists any accounting practices that are
viewed as risky.

3\. [Annual Report]{.underline}

An annual report usually has three components: (1) it tells the
nonprofit organization's "stories" about its programs, people, and
ideas; (2) it usually also has abbreviated financial information; and
(3) it recognizes donors to the organization. An annual report is the
key "public face" of any nonprofit organization.

4\. [Providing Public Information and Guidestar]{.underline}

Well-run nonprofit organizations will place their 990 returns, audited
statements, or annual reports on their Web sites for easy access.
*Guidestar* ([www.guidestar.org](http://www.guidestar.org/)) also makes
available on its Web site all the 990s filed with the IRS. Nonprofit
organizations may complete information for their *Guidestar* listing to
tell the public more about their mission, programs and successes. Many
nonprofit organizations have come to understand the power of telling
their story through *Guidestar* and other web sites dedicated to
providing donors with information. But these sites, particularly
*Guidestar*, do not allow a nonprofit to choose whether its 990 is
listed.

As Federal managers are approached by nonprofit organizations as
partners, a quick check of the organization's Web site for an annual
report or *Guidestar* for a 990 and other information can help
familiarize the manager with the mission, program, and financial
wherewithal of the nonprofit.

**[WORKING WITH NONPROFIT ORGANIZATIONS]{.underline}**

**What criteria should the BLM use for selecting existing nonprofit
partners?**

Both the agency and the nonprofit organization need to benefit from the
partnership. Identifying benefits for the potential partners can form
the basis for a partnership. If the agency knows nonprofit organizations
or people with mutual interests who support BLM's mission, they can be
potential partners. Ask the following questions:

-   Which nonprofit organizations share the same or complementary
    purpose, values, and vision as BLM's?

-   Which nonprofit organizations serve a similar clientele?

-   What is the purpose of the partnership you want to develop, and what
    resources and expertise are needed?

-   Does the nonprofit organization have a positive, compatible image in
    the local community that will bring additional credibility to the
    BLM?

-   Does the nonprofit have the capacity---or can it develop additional
    capacity---to take on the new responsibilities of the partnership?

-   Do you or your agency have past experience with the nonprofit
    organization? If yes, is there an existing financial assistance
    agreement in place? It is often easier to build on a present
    relationship than build a new relationship from scratch.

-   Does the nonprofit have the ability to leverage Federal funding
    either through private foundation grant money, program income,
    membership dollars, or volunteer hours?

-   If there is no existing organization that can function as the
    desired partner, should a new nonprofit be established? If so, what
    is the appropriate structure? Will an informal organization serve
    the purpose over a short term, or should a more formal group be
    established as a long-term partnership?

    **What should be considered in creating a new nonprofit
    organization?**

BLM employees can facilitate activities that lead to the creation of a
nonprofit (e.g., calling a meeting to facilitate the organization of a
nonprofit or speaking with community members about the benefits of a
nonprofit). However, BLM employees should not be actively involved in
the setting-up and management of a new nonprofit (e.g., writing the
bylaws and incorporation papers, service as an officer). In all
activities, it is important to avoid the perception of a conflict of
interest. Visit <http://www.doi.gov/partnerships/ethics.html>.

It is possible to create a nonprofit organization if none exist in your
area that support the missions and projects similar to those of the BLM.
However, it is important to recognize that creating a new nonprofit can
be a difficult and time-consuming task, needing frequent nurturing
during the early years. Before making such a decision, consider asking
an existing nonprofit to act as a fiscal sponsor to foster a new
nonprofit, giving your group the opportunity to grow before it becomes
an independent entity.

**What role can BLM employees play in working with established nonprofit
organizations?**

Nonprofit partners are not Federal entities, and their members are not
subject to many of the ethics restrictions applicable to Federal
employees. For example, as non-Federal entities, their members may
freely perform activities such as: fundraising, lobbying; soliciting
donations; selling commercial items; promoting and endorsing the
products and services of other organizations, etc. Partner organizations
are performing these activities for their respective missions, many of
which directly or indirectly benefit the BLM.

Ethics restrictions prohibit Federal employees from using their Federal
positions to perform most of the activities cited above. Furthermore,
because partner organizations are frequently performing the activities
cited above for the direct or indirect benefit of the BLM, real or
apparent conflicts of interest could exist in BLM employees are actively
involved in these same activities on behalf of their nonprofit partners.
For these reasons, and others described below, it is advisable to
maintain an "arms length" relationship between the BLM and nonprofit
partners.

For the legal protection of BLM employees, it is the BLM policy that BLM
employees working with nonprofit partners will primarily be representing
BLM views and interests as they relate to partner organizations, and BLM
employees will not become significantly involved with the management of
these organizations. The role of BLM employees is to: provide
information about BLM goals, objectives, and needs to nonprofit
partners, including how donated funds might best be utilized; and to
facilitate the accomplishment of joint BLM/partner activities from a BLM
perspective. BLM employees, to the extent possible, will remain
"hands-off" from active fundraising in which nonprofit organizations may
freely participate. BLM employees should avoid commingling BLM duties
and partner activities to the point that confusion is created as to
whether an employee is working for the BLM or a partner organization.

BLM employees are strongly discouraged from becoming officers or members
of the Board of Directors of partner organizations. If BLM employees do
become officers in partner organizations, it should be the rare
exception and not the rule, and careful discussions with the employee's
servicing ethics counselor should occur before such a decision is made.
Instead, BLM employees are encouraged to represent BLM views and
interests as they relate to nonprofit partnerships by serving as:

-   a liaison or technical representative to the nonprofit's Board of
    Directors;

-   a nonvoting member on the Board of Directors; or

-   a member of a committee of the partner organizations.

This policy is being put into place to prevent BLM employees from
inadvertently violating several criminal statutes (with substantial jail
terms or fines) as they relate to service with outside organizations. It
is important to note that even if a BLM employee services as an officer
of a partner organization purely as a private citizen, with no use of
Government time, resources, or information, these referenced criminal
statutes will still be applicable.

If it is determined that it is absolutely necessary for a BLM employee
to become an officer or a member of the Board of Directors of an outside
organization, the BLM employee must:

-   Seek the counsel of a qualified ethics counselor;

-   Complete ethics training;

-   Recuse themselves from any BLM matters affecting the financial
    interests of the outside organization; and

-   Develop and obtain approval of a formal MOU and waiver. These
    documents require the signature of the Director of the BLM. Sample
    MOUN and waiver language can be found at:
    <http://www.doi.gov/ethics/docs/officer.html>

Regardless of the relationship of a BLM employee to a partner
organization, BLM employees shall not use their Federal positions to
promote or endorse the products or services of a partner organization.
BLM employees may "recognize" the efforts of nonprofit partners in
supporting joint BLM--partner projects. However, a general endorsement
of a partner organization, as distinct from "recognition" of a jointly
undertaken and properly authorized project, should be avoided.

Furthermore, BLM employees are prohibited from controlling or assuming
any measure of practical responsibility for the fundraising activities
of partner organizations. BLM employees are also prohibited from using
their Federal position or any appropriated funds for lobbying activities
performed by a nonprofit.

**What limitations does the Federal Advisory Committee Act impose?**

The Federal Advisory Committee Act (FACA) was enacted by Congress in
1972. Its purpose was to ensure that advice rendered to the Executive
Branch by the various advisory committees, task forces, Boards, and
commissions formed over the years by Congress and the president be both
objective and accessible. Its purpose was to also promote good
government values such as openness, accountability, and balance of
viewpoints consistent with administrative efficiency and cost
containment.

Generally, nonprofit partners are not providing a Federal agency with
advice or recommendations on a specific issue. Therefore, FACA would not
apply to partnership activities such as fundraising for partnership or
volunteer projects.

However, if an organization is established to provide a Federal agency
with advice or recommendations on any matter, it is subject to FACA
guidelines. There are several ways Federal agencies can work with
various interests and partners and still uphold the law:

-   Have non-Federal entities initiate and conduct meetings.

-   Have open meetings (town halls, hearings, county commissioner-style
    meetings, and others) where the meeting is publicly announced and
    open to all.

-   Use any method of communication that is open to anyone---computer
    bulletin boards, fax-back telephone systems.

-   Visit [www.gsa.gov/faca](http://www.gsa.gov/faca) for more
    information

    **Is a written agreement between the nonprofit partners and the BLM
    required?**

Where there will be no exchange of resources, it is strongly suggested
that the partner relationship be formalized by signing a Memorandum of
Understanding (MOU). The MOU outlines the roles and responsibilities of
all the partners, including the BLM. If the Federal partner anticipates
exchanging resources (federally appropriated money or items of value)
with a nonprofit partner, a formal written agreement is required.

**How does a nonprofit partner apply for Federal funds to use for
partnership activities and projects?**

A Federal agency and its nonprofit partner can transfer funds or
resources through the use of a:

-   Financial assistance agreement (a cooperative agreement or a grant
    agreement) and modification;

-   contract;

-   contributed funds agreement; or

-   reimbursable agreement.

The process of applying for Federal funds now includes one additional
step---requiring the nonprofit partner organization to apply for Federal
monies by using an electronic clearinghouse called "grants.gov."

**What is grants.gov?**

Grants.gov supports the requirements of The Federal Financial Assistance
Management Improvement Act of 1999 (Public Law 106-107) by providing a
single Internet site through which organizations and individuals can
identify and apply for Federal grants and cooperative agreements
(<http://www.grants.gov/>). Public Law 106-107 was enacted to:

\(1\) improve the effectiveness and performance of Federal financial
assistance programs;

\(2\) simplify Federal financial assistance application and reporting
requirements;

\(3\) improve the delivery of services to the public; and

\(4\) facilitate greater coordination among those responsible for
delivering such services.

Under grants.gov, when the BLM wants to provide Federal funds for a
project, the project must be posted by BLM on the grants.gov Web site.
Partners---not the BLM---then compete for the project. The posting on
grants.gov, called a "grant opportunity," provides the following
information:

-   posting date;

-   closing date for applications;

-   funding instrument type (whether a grant or cooperative agreement);

-   expected number of awards;

-   estimated total program funding;

-   award ceiling and floor;

-   whether cost sharing or matching is required;

-   description of eligible applicants;

-   agency name; and

-   description of the project or activity.

Once posted, the project announcement will be open for applications from
all qualified parties nationwide, including the partnership members.
When the winning applicant has been selected, a cooperative agreement
will be developed between the BLM and the winning applicant. If there is
a current cooperative agreement in place between the BLM and winning
applicant, a new cooperative agreement is not needed. If a cooperative
agreement exists, a modification will be created to transfer the money
from the BLM to the winning applicant. THERE IS NO GUARANTEE THE WINNING
BIDDER WILL BE A MEMBER OF THE PARTNERSHIP. If a partner that is a
contractor is the winning applicant and continues as an active member of
the partnership, it is important that the contractor partner recuse
themselves from participating in partnership activities including
financial activities which may have the appearance of a conflict of
interest.

> All nonprofit organizations who wish to apply for Federal money must
> register at: <http://www.grants.gov/applicants/get_registered.jsp>.

**Can the nonprofit partnership donate money and other resources to the
BLM?**

Yes, money and other resources can be donated from nonprofit
organizations and foundations directly to the BLM. This donated money is
placed in a Contributed Fund Account (7122). Partner organization
donations CANNOT pay for the salary of Federal employees. A BLM employee
can have his or her travel expenses paid by non-Federal organizations
for participation in trainings, conferences, or meetings. (BLM employees
should check the following ethics Web site concerning a nonprofit
partner paying for their travel:
<http://www.doi.gov/partnerships/ethics.html>.)

**Can BLM employees be involved in fundraising activities conducted by
partners?**

There are a broad range of appropriate activities the BLM employee may
undertake in relation to authorized fundraising by partners, for
example, in responding to inquiries from the public. BLM employees may
provide information, when appropriate, regarding the BLM's ability to
accept donations in support of their programs. As part of this
informational activity, employees may develop lists of programs or
activities that the BLM could undertake with donated support, and
disclose these in interactions with outside entities. BLM employees
interact frequently with nonprofit partner groups who solicit on behalf
of the BLM. This interaction generally is permissible. The Partnership
Legal Primer, available online at <http://www.doi.gov/partnerships/>,
contains more information regarding the ethical guidelines for BLM
employees engaged in fundraising activities. It is the responsibility of
the BLM employee engaged in a fundraising activity to ensure their
actions comply with established ethical guidelines.

**Can a nonprofit partner solicit donations for a partnership project at
a BLM structure or facility/area?**

**A. Donation Boxes.** Donation boxes may be installed on BLM property
by an authorized BLM fundraising partner provided that 100% of the
donations or collections are expended consistent with the agreement
between the partner and the BLM. Donation boxes must clearly advise the
public on how the funds will be used. Without this information, moneys
collected in donation boxes must be considered miscellaneous receipts to
the U.S. Treasury. Donation boxes may be placed only on BLM property or
on property jointly administered by, or for the benefit of, the BLM.
Funds received from donation boxes on jointly administered property, for
example, joint visitor centers, heritage areas, or leased facilities,
must be accounted for in the same manner as those located on BLM-managed
property. The proceeds from such joint donation boxes will be allocated
according to a formula agreed to by those entities in written
agreements.

**B. On-Site Fundraising of Visitors.** Direct personal solicitation of
visitors is not permitted. Unless visitors have specifically provided
authorization, for example, through an opt-in check box, visitor names
from sources such as permit applications, backcountry or campground
registrations may not be given to BLM partners nor may they be disclosed
to any third party except as provided under the Freedom of Information
Act and the Privacy Act. Visitors may specifically request that the BLM
provide them with additional information about the BLM or its needs.

**C. Displays and Fundraising Activity Information**. The manager may
allow the nonintrusive display or distribution of materials to educate
visitors about an authorized fundraising partnership or activity. The
material must identify the BLM fundraising partner and inform visitors
how they may receive additional information. Materials may include
donation envelopes, architectural drawings, models, graphics,
newsletters or other similar material. It is permissible to authorize
links from BLM Web sites to partner Web sites that provide opportunities
to make electronic donations provided that such linkages conform to
Departmental information technology management and security policies,
including those pertaining to Web sites, and are authorized by written
agreement between the BLM and partner.

**D. On-Site Fundraising Events.** Requests from nonprofit partners to
use structures or land for authorized fundraising activities or donor
cultivation events are subject to the same review and approval
procedures applicable to any other non-BLM users, including the need to
obtain permits as necessary. If the BLM is a cosponsor of the
fundraising event on-site, special use permits are generally not
required. Fundraising activities, such as raffles, auctions, sale of
food or beverages or other items, and information booths with nonprofit
partnership membership brochures are permitted. On-site fundraising
sponsors may charge an entrance or parking fee.

**What is the difference between Friends Groups and Interpretive
Associations?**

There is no specific legal definition for Friends Groups. In general,
these are community-based volunteer groups organized for a specific
purpose or interest in a particular geographic area. Friends Groups are
not required to have a formal agreement with the agency; however, it is
highly recommended that, at a minimum, they have a MOU in place. If a
Friends Group has nonprofit 501(c)(3) statuses, and they run a sales
outlet in a BLM facility to support interpretive, educational, or
scientific programs, they become an interpretive association.

Interpretive associations are nonprofit 501(c)(3) organizations that
have a Cooperative Agreement with a Federal public land agency to
support interpretive, educational, or scientific programs. Interpretive
organizations are authorized to sell interpretive and educational
materials in outlets on public lands and use their revenues to support
the Federal partners interpretive, educational, or scientific programs.

**Are nonprofit partners---even those who are salaried---considered BLM
volunteers?**

Yes. Non-salaried and salaried nonprofit members are considered
volunteers. (Salaried employees are called "donated workers.") To be
considered an official BLM volunteer or donated worker, a volunteer or
donated worker agreement must be completed. This agreement includes a
position description detailing the type of work to be done, when the
work will be done and what resources are needed to accomplish the work.
Nonprofit organization volunteers and donated workers should participate
in training regarding the rights and responsibilities of BLM volunteers.

**Are nonprofit partners able to access government equipment?**

Nonprofit partner volunteers are allowed to use government equipment on
an as-needed basis. Regarding computer access, the job description
provided in a volunteer agreement should specify: (1) why computer
access is needed; (2) what type of computer access is needed (e.g., word
processing, graphics programs, Internet access); and (3) the hours when
they will be in the office using such equipment. All BLM volunteers are
required to complete required security screenings and trainings before
IT access will be granted. Volunteers are not allowed to use government
equipment for fundraising activities: they must use their own computer
and dedicated phone line for this purpose.

**Are BLM employees able to serve as liaisons to nonprofit partners or
serve on their Board of Directors?**

BLM employees can serve as a liaison--technical assistant--committee
member to nonprofit partner organizations including interpretive
associations and Friends Groups authorized to raise funds for the
benefit of BLM. It is recommended that the BLM identify a liaison to
nonprofit partner organizations to participate in such activities as
coordinating efforts, facilitating agreements, preparing financial
documentation, and participating in the annual planning process.

BLM employees may not serve on a nonprofit organization's Board of
Directors except in very rare circumstances that must be approved by the
Bureau's Ethics Officer. There are important reasons for not having a
Federal employee serving as a member of a Board of Directors or other
officer of partner organizations. For example, there is a criminal
statute (18 USC 208) that prohibits Federal employees from taking
actions in their Federal capacity that can affect their own financial
interests or those of a spouse or minor child, a business partner, a
prospective employer, or an organization in which a Federal employee
serves as an officer or employee. For more information, visit
<http://www.doi.gov/partnerships/ethics.html>

**[CASE STUDIES: BEST MANAGEMENT PRACTICES]{.underline}**

+-----------------------------------------------------------------------+
| **GRAND STAIRCASE--ESCALANTE NATIONAL MONUMENT PARTNERS**             |
|                                                                       |
| **Organizational History:**                                           |
|                                                                       |
| ![](media/image2.jpeg){width="1.6180555555555556in"                   |
| height="1.3868055555555556in"}The Grand Staircase--Escalante National |
| Monument (GSENM) was designated in south-central Utah in 1996. The    |
| community-based Grand Staircase--Escalante Partners (GSEP), a         |
| nonprofit 501(c)(3), was created to generate private funds and        |
| resources to support interpretive, educational, scientific, scenic,   |
| historical and cultural activities and programs for the Monument. The |
| GSEP started with a small group of committed incorporating Board of   |
| Directors.                                                            |
|                                                                       |
| **The BLM's Role in Grand Staircase--Escalante Partners:**            |
|                                                                       |
| The BLM was not involved in starting the nonprofit organization. The  |
| GSEP was formed by the community's interest in preserving resources   |
| and supporting activities at the Monument. A BLM staff person         |
| presently serves as liaison between the BLM and the GSEP. The         |
| organization operates out of the BLM Visitors Center in Kanab, Utah,  |
| with BLM providing office space and equipment to the partnership.     |
|                                                                       |
| **Present Organizational Challenges**:                                |
|                                                                       |
| 1\. Changing the focus or orientation of the Board of Directors from  |
| project implementation to governance and fundraising. Few members     |
| have Board nonprofit experience and need training and experience in   |
| Board roles and responsibilities, governance and fundraising skills.  |
|                                                                       |
| 2\. Little planning has been accomplished because of the Board's      |
| previous focus on accomplishing on-the-ground projects. Consequently, |
| there is no long-term strategic plan, sustainable funding strategy,   |
| or succession strategy to bring in new Board members.                 |
|                                                                       |
| 3\. When the Monument was created by Presidential proclamation, the   |
| traditional local community resisted the designation. The present     |
| Board, composed mainly of members who have recently moved to the      |
| area, is challenged to find ways to bring the long-time residents and |
| newer arrivals together.                                              |
|                                                                       |
| **Lessons Learned:**                                                  |
|                                                                       |
| 1.  Board members need a clear understanding of their roles and       |
|     responsibilities and the level of commitment that is required.    |
|     Having job descriptions or an orientation handbook allows new     |
|     members to focus on their appropriate roles.                      |
|                                                                       |
| 2.  1-year term limits for Board officers prevented these officers    |
|     from fully applying skills and knowledge they learned in that     |
|     year. Board members now serve a 3-year term.                      |
|                                                                       |
| 3.  The BLM liaison position was key to providing a stable            |
|     environment in a year when there was a high turnover in the       |
|     Federal staff.                                                    |
|                                                                       |
| 4.  Strong initial strong support from a BLM Field Manager helped     |
|     develop a vision of opportunities that could be developed between |
|     the BLM and GSE partners.                                         |
|                                                                       |
| 5.  Shared workspace helps build strong relationships between the two |
|     organizations.                                                    |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| **FRIENDS OF YAQUINA LIGHTHOUSES**                                    |
|                                                                       |
| **Organizational History:**                                           |
|                                                                       |
| Incorporated in 1988, Friends of Yaquina Lighthouses (FOYL) supports  |
| the restoration and preservation of two light houses on the Oregon    |
| coast: the BLM-managed Yaquina Head, and Yaquina Bay, managed by      |
| Oregon Parks and Recreation. A nonprofit organization, the FOYL       |
| operates sales outlets in each location to provide resources to       |
| support both lighthouses' education, interpretive, maintenance, and   |
| operations programs. Other fundraising efforts include a membership   |
| program, special events, grant writing, donation boxes, and           |
| government contracts. FOYL has a 12-member Board and full-time        |
| executive director. In addition to the BLM and Oregon Parks and       |
| Recreation, partners include the U.S. Fish and Wildlife Service and   |
| the U.S. Coast Guard.                                                 |
|                                                                       |
| **The BLM's Role in Friends of Yaquina Lighthouses:**                 |
|                                                                       |
| ![](media/image3.jpeg){width="2.620138888888889in"                    |
| height="1.7409722222222221in"}When the organization began, the BLM    |
| manager at Yaquina Head served as the president of the Board. This    |
| relationship, detrimental to the functioning of the organization and  |
| illegal, was discontinued. Some Board members displayed an "us versus |
| them" attitude, which prevented a clear organizational vision from    |
| emerging. Hiring a strong executive director in 2000 strengthened the |
| organization financially and organizationally by creating a           |
| synergistic vision and focus on the mission.                          |
|                                                                       |
| **Current Organizational Challenges**:                                |
|                                                                       |
| 1.  There is no long-term strategic plan and sustainable funding      |
|     strategy.                                                         |
|                                                                       |
| 2.  Lack of public recognition in the community hinders the ability   |
|     of the nonprofit organization to increase its revenue stream.     |
|                                                                       |
| 3.  The Board of Directors is in transition: it needs to (1) train    |
|     and develop the existing Board while continuing to bring in new   |
|     Board members, (2) define Board roles and responsibilities,       |
|     and (3) develop a Board succession strategy.                      |
|                                                                       |
| **Lessons Learned:**                                                  |
|                                                                       |
| 1.  Multiple family members on the Board were counterproductive to    |
|     the goals and objectives of the initial organization. Present     |
|     Board members have diverse expertise and skills.                  |
|                                                                       |
| 2.  Although leadership provided by a Federal partner on the Board    |
|     was important in the initial stages of the organization, BLM      |
|     staff should not serve as members of the Board. Leadership needed |
|     to be transferred to Board members drawn from the local community |
|     to attain organization stability and credibility.                 |
|                                                                       |
| 3.  Good, daily communication between the BLM and the Executive       |
|     Director is vital to making the relationship between the          |
|     nonprofit organization and Federal agency work.                   |
|                                                                       |
| 4.  Lack of a long-range strategic plan and sustainable funding       |
|     strategy has inhibited the fundraising ability of the             |
|     organization.                                                     |
+-----------------------------------------------------------------------+

**[CHALLENGES AND POTENTIAL SOLUTIONS]{.underline}**

[Differences in budget, funding, and planning processes or cycles
between the BLM and its nonprofit partners]{.underline}

-   It is important that the BLM be aware of its nonprofit partners'
    budget cycles and reporting requirements. Nonprofit organizations,
    if they so desire, have the flexibility to mirror the Federal fiscal
    year (October through September). Since the biggest fundraising
    season for a nonprofit organization is typically the fourth quarter
    (September--December), most nonprofit organizations choose to follow
    the calendar year or set their year end at July 31.

-   Nonprofit organizations and Federal land management agencies have
    different timelines, objectives, and legal requirements regarding
    planning. Every effort should be made, however, to be informed of
    and involved in each other's planning processes to ensure the
    creation and maintenance of a common vision and to keep all parties
    informed and communicating about potential problems.

[Different interpretations regarding BLM guidelines for partnering with
nonprofit organizations that raise funds]{.underline}

-   Nonprofit partner volunteers cannot use government equipment to
    conduct fundraising activities. Fundraising is defined as the
    organized activity of raising funds for an institution or project
    (such as special events, membership campaigns, grant writing, and
    direct mail solicitations).

-   Nonprofit partner volunteers can use their own computer and pay for
    a private DSL or phone line within a Federal facility to raise
    funds.

-   BLM employees can work or participate with authorized nonprofit
    support groups who solicit for the benefit of the BLM (i.e., attend
    events and accompany a partner on visits to prospective donors)
    subject to any specific limitations contained in the BLM Draft
    Donation Guidelines. [The BLM employee must be specific with the
    donor from the start that the BLM employee's role in the meeting is
    to provide education and information, not to make the
    solicitation---the request for money.]{.underline}

[Lack of communication about nonprofit partnership activities within the
BLM organization]{.underline}

-   Communication among all members of a BLM--nonprofit partnership is
    critical. It is particularly important that key decision makers and
    spokespersons at high levels in both the agency and nonprofit
    organization are aware of the goals and objectives of the
    partnership. Such awareness enables both entities to highlight
    successes, respect local decisions, and avoid sending mixed signals
    to the public.

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-   The responsibility for ensuring adequate communication and
    consultation within the BLM rests with the BLM's liaison to the
    nonprofit partner organization. It is the liaison's responsibility
    to attend nonprofit partner organization meetings and other events
    to stay informed of the nonprofit organization's activities and what
    assistance might be needed from the BLM. Since the BLM liaison is
    often not the agency's local decision maker, he or she will need to
    get approval before issuing a decision on behalf of the Bureau.
    Ultimately, the partnership is between the agency and nonprofit
    organization. Every effort must be made to ensure that all
    individuals within the agency are aware and supportive of the
    partnership effort.

    [Inability of a nonprofit partner to deliver the goods and services
    that the BLM needs]{.underline}

-   It is important to remember that successful and long-lasting
    partnerships are mutually beneficial. In addition to looking for
    ways that a nonprofit organization can support the BLM, it is
    equally important that the BLM look for ways it can assist the
    nonprofit partner. Rather than assuming what type of support each
    partner organization can provide or needs at any particular time,
    make time to ask.

-   Often, nonprofit organizations that work with BLM field units are
    small, rely on volunteers to accomplish their mission, and have
    limited funds. In order to operate effectively and maintain a
    competitive edge in today's business world, these organizations
    benefit from BLM in-kind donations of office space, computer
    equipment, telephone lines, and supplies to conduct their daily
    business. In some instances, nonprofit organizations may need to
    rely on the technical expertise and specialized equipment that the
    BLM has to offer (e.g., archaeologists, biologists, GIS mapping
    equipment, and expertise).

-   Be sure to recognize the nonprofit partner and celebrate its
    successes. Formal recognition by the Federal partner can help
    legitimize nonprofit employees in the eyes of their supervisors,
    Board members, and funders.

-   In return, the nonprofit organization can offer the BLM volunteers
    who can perform needed work, raise funds to provide additional
    financial resources, and encourage members to support the BLM.

    [Changes in Federal and nonprofit staff]{.underline}

-   Relationships are important predictors of long-term success. When
    possible, select and maintain nonprofit liaisons that have tenured,
    positive relationships with the group.

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```
-   The BLM and its nonprofit partners should institute protocols to
    maintain consistency in the face of employee turnover in both the
    agency and the nonprofit organization.

-   Consider incorporating nonprofit or BLM partners on hiring
    committees.

    [Need to build Federal capacity for partnering with nonprofit
    organizations]{.underline}

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```
-   All BLM employees working with nonprofit and for-profit partners
    should have a basic understanding of business management, including
    fundraising, advertising, and marketing.

-   All BLM employees should have, at a minimum, a general understanding
    of how nonprofit organizations work. Reading this Desk Guide is a
    good start. Other Federal agencies may take this Desk Guide and
    change it as needed to apply their policies and programs.

-   BLM employees working with nonprofit partners should have basic
    training about the functions of nonprofit organizations and the
    ethics implications of partnerships. This Desk Guide can serve as
    the basis for an online training program sponsored through the
    National Training Center or a "Nonprofit 101" module to add to
    existing BLM training programs. Agency employees can also serve
    details to nonprofit partner organizations.

    **[ADDITIONAL RESOURCES]{.underline}**

    [Publications]{.underline}

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```
-   [Nonprofits for Dummies]{.underline}, Hutton & Phillips, Wiley
    Publishing

-   [Taking Flight]{.underline}, U.S. Fish and Wildlife Service
    publication

-   [Team Based Strategic Planning]{.underline}, Fogg, Amacom Publishing

-   [Fundraising for Dummies]{.underline}, Multz & Murray, Wiley
    Publishing

-   [Grant Writing for Dummies]{.underline}, Browning, Hungry Minds
    Publishing

-   [A Desktop Reference to Collaborative, Community-Based
    Planning]{.underline}, Sonoran Institute

-   [Collaboration Desk Guide]{.underline}, Bureau of Land Management

-   [A Desk Guide to Cooperating Agency Relationships]{.underline},
    Bureau of Land

Management

-   [Standards for Excellence: Ethics & Accountability Code for the
    Nonprofit Sector]{.underline}

    [Internet]{.underline}

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```
-   Knowing Your Nonprofit Partner: A Desk Guide for Federal Employees
    <http://www.blm.gov/partnerships>

-   BLM Partnership Web site <http://www.blm.gov/partnerships>

-   BLM Partnership Q&A <http://blm.gov/nlcs/partnerships/qa.html>

-   DOI Partnership Web site <http://www.doi.gov/partnerships>

-   DOI Partnership Legal Primer
    <http://www.doi.gov/partnerships/partnership_legal_framework.html>

-   USFS Partnership Resource Center
    [http://www.partnershipresourcecenter.org](http://www.partnershipresourcecenter.org/)

-   BLM's ADR and Conflict Prevention Program
    <http://www.blm.gov/adr/index.html>

-   DOI's ADR and Conflict Prevention Program <http://www.doi.gov/cadr>

-   Maryland Association of Nonprofit Organizations
    [http://www.marylandnonprofits.org](http://www.marylandnonprofits.org/)

-   Grassroots Fundraising
    [http://www.grassrootsfundraising.org](http://www.grassrootsfundraising.org/)

-   Chronicle of Philanthropy
    [http://www.philanthropy.com](http://www.philanthropy.com/)

-   Association of Fundraising Professionals
    [http://www.afpnet.org](http://www.afpnet.org/)

-   Sonoran Institute [http://www.sonoran.org](http://www.sonoran.org/)

-   National Forest Foundation
    [http://www.natlforests.org](http://www.natlforests.org/)

    [Training and Technical Assistance]{.underline}

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-   Sustainable Funding Strategies Workshop,
    [http://www.ntc.blm.gov](http://www.ntc.blm.gov/)

-   Grant Writing Course,
    [http://www.ntc.blm.gov](http://www.ntc.blm.gov/)

-   Partnership Series [http://www.ntc.blm.gov](http://www.ntc.blm.gov/)

-   Board Source,
    [http://www.boardsource.org](http://www.boardsource.org/)

-   Association of Partners for Public Lands
    [http://www.appl.org](http://www.appl.org/)

    **[ACKNOWLEDGMENTS]{.underline}**

Special thanks to Helene Aarons, Joe Ashor, Curt Buchholtz, Mary DeWitz,
David Knight, Liz Madison, Jane Maines, Peter Mali, Cindy Oster, Mike
Satter, Claudia Schechter, Carolyn Shelton, Karen Simms, Laura Van
Riper, and Pat Williams for their assistance in compiling and reviewing
this desk guide. Thanks also to the National Landscape Conservation
System, BLM Range and Riparian Programs, and the National Riparian
Service Team for funding this project.