PUBLIC ALLIES

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• PUBLIC ALLIES

Vision Social change model
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FOUNDING VISION

• With the help of many friends and mentors, two
  remarkable young women founded the National
  Center for Careers in Public Life (now Public
  Allies) in 1992 with 15 Allies in Washington, DC
  to create a pipeline for talented and
• diverse young people into public life.
• Their vision was that the
• energy and idealism of
• young people would
• transform communities.

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• THE PROBLEM

At a time when many traditional solutions to
social problems are not working, economic and
social disparities are increasing, and high
profile ethical lapses in all sectors are
compromising the public good, we need new
leaders. The Bridgespan Group reports that the
nonprofit sector will need 640,000 new leaders
over the next decade. Yet developing new leaders
is limited in three ways
The Limits of Current Change Efforts and
Organizations
The Limits of Traditional Leadership Models
The Limited Engagement and Support of Young People
There is a need to address the limitations of
traditional models of leadership in terms
of Who is in leadership roles especially with
regard to diversity and individuals most impacted
by issues How leadership is practiced the
limits of heroic, positional leadership over
values-based, inclusive and collaborative
approaches How leadership is defined and
practiced often influences who will join and lead
efforts

• There is a need to address limitations of how
  change is approached in terms of
• Collaboration Work is fragmented by single
  issues, approaches to change, and organizations
  that rarely cross various boundaries
• Mobilizing assets There is little community
  engagement and there are few pipelines for
  emerging community leadership
• Leadership Organizational management and
  funding interests are not balanced effectively
  with broader advocacy and accountability to the
  community served

• There is a need to address the limited engagement
  and support of diverse young people who
• Do not feel represented by and lack trust in
  current systems
• Desire alternatives to institutions and systems
  that do not value or engage their assets,
  innovations, and entrepreneurship
• Are not aware of how to create viable careers in
  nonprofit and public service
• Do not receive the training and support needed
  when entering the nonprofit workforce, and are
  not developed as leaders
• Value authenticity in public leadership, but
  rarely see it

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• THE PROBLEM

• The convergence of these factors
• reinforces privilege in who attains and
  maintains leadership,
• creates few opportunities to develop diverse
  young leaders for public life, and
• emphasizes leadership practices that result in
  the fragmented service of social needs rather
  than invigorating public life through increased
  innovation, community engagement, and
  collaboration

We need to overcome these limits as we prepare
leaders who can innovate in solving public
problems, earn public trust and invigorate the
public life of their communities.
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SOCIAL CHANGE MODEL
Vision a more just and equitable society for all

• Through our program, Allies gain a framework and
  a network to work for change. Allies
• build community with a talented and diverse
  network of peers working on different issues in
  the community.
• serve in paid apprenticeships with community
  organizations with responsibility for achieving
  measurable service results.
• receive training, coaching and support to
  practice leadership that values collaboration,
  inclusion, asset-based community development,
  continuous learning, and integrity.

• Communities receive expanded and enhanced
  services from nonprofits.

The social change model shows the cause-effect
relationships that lead from our mission to our
vision and identifies our five long-term outcomes.

• 5. Nonprofit, public, and civic organizations are
  more diverse, collaborative, and asset-based, and
  effectively develop diverse leadership in their
  organizations and the community.

Nonprofits have greater capacity through the
Allies service and sharing PAs values and
approach.
1. Young people from diverse backgrounds are seen
as assets in their communities
young adults from diverse and under-represented
backgrounds and a lifetime commitment to working
for positive community and social change join
public allies

• 4. Ally Alumni engage the assets of their
  communities so more citizens are engaged in
  collective change efforts.

• 2. Ally and Staff alumni join a network of
  changemakers social entrepreneurs, servant
  leaders, reformers and activists - working both
  in influential positions and on the front lines
  in communities.

• 3. Ally alumni work together and with others
  across issue, approach, sectoral, and cultural
  boundaries resulting in innovative approaches and
  solutions.

Alumni Programs continue connecting and advancing
the skills, networks, and leadership of the Ally
network. The Leadership Practice trains and
supports other organizations to develop leaders
and leadership values.
Mission advancing diverse young leaders to
strengthen communities, nonprofits, and civic
participation
Action Learning Model (10 months)
Systemic Change Model (10-20 years)
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• CHANGE

Action Learning Model Public Allies will be the
premier pipeline for developing diverse young
leaders committed to careers working for
community and social change. Systemic Change
Model Thousands of leaders and organizations
working to create a more just and equitable
society will be more effective by practicing
collaboration, diversity and inclusion,
asset-based community development, continuous
learning and integrity.