Request for Proposals
PA CleanWays of Allegheny County (dba Allegheny CleanWays) is seeking a consultant to assist us in exploring organizational realignment and service collaboration with like-missioned organizations.
About the Organization
Founded in 2000, the mission of Allegheny CleanWays (https://www.alleghenycleanways.org/) is to engage and empower people to eliminate litter and illegal dumping in Allegheny County. Our primary work is to clean up litter and illegal dumping on land and along waterways, but we also conduct research and offer educational programs.
Land-based cleanups may be on roadsides, hillsides, alleys, or vacant lots. Run year round, our land-based cleanups can be done with small crews called DumpBusters or with bigger groups of volunteers. Often corporations and community groups approach us looking for a meaningful volunteer opportunity for their constituents.
Allegheny CleanWays’ riverbank cleanup program is aimed at creating trash-free rivers and streams throughout Allegheny County. From spring through fall, volunteers work with CleanWays staff by boarding our pontoon boat, Rachel Carson, in order to be dropped off along the banks where they pick up plastic bottles, tires, and other items. These family-friendly cleanups are great opportunities to connect with and learn about the health of the region’s waterways.
For the past several years, Allegheny CleanWays has been working to expand and improve our education program by increasingly engaging students in service-learning. Activities include at least one age-appropriate litter cleanup near their school or along a local riverbank using the Rachel Carson. We also reach approximately 1500 people annually through tabling activities at various community events and speaking engagements.
Research continues to be an important aspect of our work. We have conducted illegal dumpsite surveys twice in Pittsburgh, with the most recent update being in 2009, and twice in the rest of the county. Most recently, we completed a Waste Audit that has increased our understanding of the trash we collect, including the amount of plastics and other single-use products and brands of items.
Rationale for Project
Allegheny CleanWays (ACW) has always believed in the value of collaboration and has a reputation as a dependable partner. We already have two strategic partnerships in place, but would like to strengthen them. We also believe there are other strategic affiliation possibilities that would both enhance our ability to carry out our mission long-term and benefit the communities in which we work. We are striving to be a more inclusive, socially just organization.
For this consultation, we specifically want to consider other ways that ACW and Friends of the Riverfront (FOR) might collaborate, including the existing prospect of a shared office space. We also want to look at greater resource sharing and service collaboration with Pennsylvania Resources Council (PRC) and Grounded Strategies (Grounded). Our hope is that through collaboration we may have a greater impact on the problems we are trying to address, including stronger advocacy for systemic changes. Some of the connections we see include the following:
The timing of this exploration is tied to several factors, including:
Role of the Consultant
Within the context of the Forbes Funds’ perspective of capacity building (https://forbesfunds.org/capacity-building), the consultant will help Allegheny CleanWays and FOR determine ways to more effectively manage the day-to-day activities of their existing strategic partnerships. The consultant will also assist Allegheny CleanWays in considering new strategic alliances with FOR, PRC, and Grounded Strategies. Over the 12-18 months of the project, the consultant will learn about the programs and services of each agency and will facilitate:
Ideally, the consultant will assist implementing one or more new strategic alliances, but without knowing ahead of time what those alliances might be, we are not including implementation as a project requirement. Rather, at the end of the project, we would like to have at least the following concrete outcomes:
These outcomes need to be documented in a final report to be delivered to Allegheny CleanWays and the Forbes Funds.
Budget
ACW has been awarded a Forbes Funds Management Assistance Grant, which will reimburse us for up to $20,000 in consultant fees.
Confidentiality
All intellectual property will become the property of Allegheny CleanWays. All data remains the sole property of the nonprofit organization from which it was collected. The consultant shall agree to keep information related to this process in strict confidence, including, but not limited to, the terms of the contract and any confidential business information or proprietary information that is gathered on this project.
Proposal Content
Please include the following information in your proposal:
Proposal Submission & Selection Process
We ask that questions concerning this RFP be conveyed in writing to Myrna Newman at Allegheny CleanWays at myrna@alleghenycleanways.org with copy to landerson913@gmail.com by January 22, 2021. No phone calls will be accepted. If appropriate, responses to questions may be shared on our web site as an addendum to this RFP.
Consultant proposals (PDF format) are due by 5:00 p.m. on January 29, 2021 to Myrna Newman, Executive Director, Allegheny CleanWays at myrna@alleghenycleanways.org with copy to landerson913@gmail.com. Consultants will be notified by February 19.
A committee of ACW board and staff will be responsible for consultant selection. Finalists will be interviewed. Qualifications to be considered include:
Key Dates
RFP released – January 4, 2021
Questions due – January 22, 2021 by 5:00 p.m.
Proposals due - January 29, 2021 by 5:00 p.m.
Selection Made/Response to Bidders – February 19, 2021
Addendum: Questions and Answers
Questions related to ACW's strategic plan
Q1: In the RFP, you reference the successful end of the existing organizational strategic plan, and starting a new one. How does the strategic planning process overlay with/interact with this process? Is it planned to take place during the next 12-18 months? Is it already underway? In any case, doesn't it make sense to do concurrently/as one larger scope of work?
A1: Yes, this consultation and our strategic plan are certainly related! We put off doing any work on a strategic plan last year for that very reason. We currently have a Planning Team of the board, though, which consists of the Executive Committee, two other board members, and Myrna. (This is the team that will be reviewing consultant proposals.) This group will also be talking about the work we need to do for this year. We wanted to set ourselves some goals for the year (re: fundraising for example) that weren't directly related to the consultant project.
We expect the results of this consultation will form a major part of our eventual strategic plan, but we particularly want to look at the intersection of our work with these 3 organizations. If there is time during the consultation period to develop a strategic plan, that would be helpful.
Questions related to current and potential partnerships
Q2: I wondered if Friends of the Riverfront, Pennsylvania Resource Council, and Grounded Strategies are already on board with participating in this planning / exploration? I know that you have collaborated with them, but are they aware of this proposal? Have they said they would be willing to invest staff / board time in exploring a closer working relationship?
A2: Yes, the EDs at FOR, PRC, and Grounded are aware of the proposal and approved on the idea of the project before the application was submitted. They were also notified them when we received the award and received a copy of the "Role of the Consultant" last week. We've asked them to share with their board/board president.
Q3: Are all of the organizations aware that they are being considered as collaborative partners? If yes, what types of conversations have you had? Will they be involved in the selection of the consultant?
A3: See A2 above. Myrna has had informal conversations with each of the other executive directors from time to time over the past several months. Other organizations will not be involved in the selection of the consultant.
Q4: Are you also open to / considering collaborations with other organizations with related missions? If so is the work under the RFP to include this exploration, or should it stay focused on FOR, PRC and Grounded?
A4: We would not be opposed to considering another like-minded organization if all parties (including the hired consultant) are amenable to it. That being said, the three organizations identified in the RFP were selected because 1) we already work with them and 2) there are clear connections to them in terms of programs/services. We want to make sure that we are able to address collaboration with these three organizations first before taking on a larger group.
Q5: Can you tell us a little about the current partnerships in place with FOR?
A5: Currently, we share a Development Director and stewardship staff with other NGOs. The Development Director has been in place for 1.5 years and splits her time equally between the two organizations. She is a full-time employee of FOR and we contract with FOR for her services. The cost of the position was paid for by a 4-year shared grant that decreases with each year, requiring each organization to contribute an increasingly larger portion of the costs. The stewardship staff are also paid for through a shared grant. They are part-time and temporary. Our goal in hiring them was twofold- (1) to help us make up for lost time/work during the pandemic shutdown and (2) to help other NGOs meet their bottom line during these difficult times and/or to provide full-time work to their staff who had hours cut or were furloughed. The first group (originally 3, but one person got a full-time job shortly after hire) was hired to augment our fall cleanup season (October - December). We have started hiring additional staff this winter and are again partnering with other NGOs.
Q6: How happy are you with the shared development director and the shared use of other NGOs stewardship staff?
A6: Overall, we are very happy with both. In fact, our overall satisfaction with the shared staffing has made us realize that this is a model that could and should be explored more. Specifically, the shared development director has been an amazing addition to both staffs, despite profound hurdles (including at transition of the ED at FOR and the pandemic) during her tenure so far. While many of the logistics of sharing a director equitably/fairly were spelled out in an agreement that Kate Dewey helped us draft, the day-to-day workings of it have not been without kinks and both organizations recognize the difficulty of the position and challenges of keeping it going. Sharing stewardship staff may not be as "high stakes" as sharing a development director, but has proven to be more challenging logistically - especially in terms of negotiating schedules, communication, and vehicle use. As a result, while the added stewardship staff was a definite benefit to both organizations, they were not always used as effectively as possible. We do anticipate that we'll get better at it on the next round, having learned quite a bit already. We are asking the consultant to advise us about how to better manage these existing share staffing relationships.
Q7: Are the other named organizations in this endeavor (FOR, PRC, Grounded) going to be compensated as a component of their participation in the process/is that already budgeted separately?
A7: No compensation has been budgeted for the other 3 groups – or for ACW for that matter. Forbes Funds grants only go to consultant fees.
Q8: Approximately what percentage of ACW annual budget is already allocated toward shared services with FOR?
A8: Currently, about 16% of our annual budget is allocated toward shared services. This amount includes all associated wage, program, capital, and overhead costs.
Q9: The Pennsylvania Resources Council is in the midst of a search for a new Executive Director. Do you know when the organization plans to have the new executive onboard?
A9: PRC hopes to have a new ED in place by the spring of 2021.
Q10: Since the passing of their long-term ED, they reviewed programs and services. Do you know of any changes that indicate an increased potential for successful collaborations?
A10: We are not aware of any additional areas of collaboration
Q11: PRC’s operating budget is substantially larger than ACW, FOR and Grounded. Have any of these smaller organizations considered the opportunities and challenges in partnering with substantially larger organization?
A11: We are certainly aware that PRC’s budget is much larger, but in our current partnerships, that has not been a problem. If we had a closer alliance of some sort, our work would be a small part of their activities. We expect our consultant to help us determine how the difference in budget size might be positive or negative. The other organizations will likely not be partnering with PRC in any way -- certainly not in any significant way. To clarify, Allegheny CleanWays is the client for this consultation, and we are asking the consultant to help us explore our relationship with each of the 3 other groups. We are not asking for the consultant to look at ways those 3 groups can work among themselves – although that might happen.
Q12: How (if at all) are board members from each organization being involved in this collaboration investigation? Laurie Anderson from ACW seems directly involved. Are there others on ACW board as well as board members from any of the other organizations?
A12: ACW’s Board President, Laurie Anderson, initiated the discussion between the Forbes Funds and ACW and has worked closely with Myrna on the project definition. See A1 above for note about our Planning Team. We do not know how aware the boards of the other organizations were prior to the award of this grant. See A2. Each organization has at least spoken with their board president (if not the full board) about this.
Q13: Do you have a sense of crossover in supporters and development strategies among organizations (e.g., foundation and corporation supporters or similar special events)?
A13: Yes, we have common funders: Richard King Mellon Foundation and the Colcom Foundation are two notable examples. With a development director shared with FOR, we hoped to hold combined volunteer events that could be sponsored by corporations. The pandemic prevented us from exploring that potential opportunity other than in a limited way, having only secured a sponsorship from long-term corporate partner, Duquesne Light Co., for both organizations.
Q14: Beyond a shared development director with ACW and FOR, are there other areas of administrative services that seem logical for shared services (e.g., financial management or human resources)?
A14: This is an area that the consultant might investigate. Between board members with strong financial backgrounds and a capable bookkeeper on contract, we are fairly confident about our financial management. We have many HR questions/issues that arise. Board members have been helpful, but we have no one with specific HR expertise. We have discussed with FOR the need for various shared administrative positions including administrative assistant and social media/marketing assistant.
Q15: Is there any crossover in board membership among organizations? Are you aware of any staff that have moved from one organization to another?
A15: We are not aware of any crossover in board membership among the organizations. We know of staff that have, at times, moved from one environmental organization to another, but not among the organizations involved in the proposed strategic alliance.
Questions related to racial equity/justice and work in communities of color
Q16: What successes and challenges have ACW and FOR had working within communities of color across the region? Are there specific communities in which you would like to expand that work?
A16: Speaking for ACW only: ACW works only in Allegheny County. There is a higher percentage of dump sites in poor and minority communities due to high level of abandoned and vacant properties in those communities. We believe we have been successful wherever we worked, particularly in terms of removing/eliminating illegal dumping, but could improve in the following key ways: (1) increase engagement of residents in all aspects of our work, but particularly in volunteering with us and stewarding the sites after we are “done” cleaning up the dumping (2) equipping residents with tools, training, and resources to address litter and dumping on their own. (3) enacting policy and procedural changes aimed at reducing litter and illegal dumping. Most of our work has been in City neighborhoods, but we have wanted to expand into the Mon Valley because the communities with the most dump sites are located there. We began working in McKeesport last year and will continue this year as long as funding lasts. Thanks to community interest and a small grant from a resident, we will be expanding into Penn Hills this year as well. Braddock has also indicated interest in having our assistance.
Q17: How has ACW put racial justice into action in the organization's policies, practices, and/or partnerships to date?
A17: While we have always recognized and touted the connection of our mission to racial and social justice issues, we have not historically done a great job of integrating racial justice into our policies and procedures. In recent years, we’ve taken the following steps toward doing that:
Questions related to policy/advocacy
Q18: The RFP notes that through collaboration, you hope to achieve ‘strong advocacy for systemic change.’ Would you provide an example of one of those changes that you believe could be better achieved through a collaboration?
A18: Some examples of this include:
Q19: What do you consider the primary policy drivers (mandatory or voluntary) that create a need for the work the ACW does? What would you consider to be the top one or two policy drivers that don't currently exist, but if they did, could help you do more to achieve your mission?
A19: Primary policy drivers include:
PA CleanWays of Allegheny County (dba Allegheny CleanWays) is seeking a consultant to assist us in exploring organizational realignment and service collaboration with like-missioned organizations.
About the Organization
Founded in 2000, the mission of Allegheny CleanWays (https://www.alleghenycleanways.org/) is to engage and empower people to eliminate litter and illegal dumping in Allegheny County. Our primary work is to clean up litter and illegal dumping on land and along waterways, but we also conduct research and offer educational programs.
Land-based cleanups may be on roadsides, hillsides, alleys, or vacant lots. Run year round, our land-based cleanups can be done with small crews called DumpBusters or with bigger groups of volunteers. Often corporations and community groups approach us looking for a meaningful volunteer opportunity for their constituents.
Allegheny CleanWays’ riverbank cleanup program is aimed at creating trash-free rivers and streams throughout Allegheny County. From spring through fall, volunteers work with CleanWays staff by boarding our pontoon boat, Rachel Carson, in order to be dropped off along the banks where they pick up plastic bottles, tires, and other items. These family-friendly cleanups are great opportunities to connect with and learn about the health of the region’s waterways.
For the past several years, Allegheny CleanWays has been working to expand and improve our education program by increasingly engaging students in service-learning. Activities include at least one age-appropriate litter cleanup near their school or along a local riverbank using the Rachel Carson. We also reach approximately 1500 people annually through tabling activities at various community events and speaking engagements.
Research continues to be an important aspect of our work. We have conducted illegal dumpsite surveys twice in Pittsburgh, with the most recent update being in 2009, and twice in the rest of the county. Most recently, we completed a Waste Audit that has increased our understanding of the trash we collect, including the amount of plastics and other single-use products and brands of items.
Rationale for Project
Allegheny CleanWays (ACW) has always believed in the value of collaboration and has a reputation as a dependable partner. We already have two strategic partnerships in place, but would like to strengthen them. We also believe there are other strategic affiliation possibilities that would both enhance our ability to carry out our mission long-term and benefit the communities in which we work. We are striving to be a more inclusive, socially just organization.
For this consultation, we specifically want to consider other ways that ACW and Friends of the Riverfront (FOR) might collaborate, including the existing prospect of a shared office space. We also want to look at greater resource sharing and service collaboration with Pennsylvania Resources Council (PRC) and Grounded Strategies (Grounded). Our hope is that through collaboration we may have a greater impact on the problems we are trying to address, including stronger advocacy for systemic changes. Some of the connections we see include the following:
- Friends of the Riverfront. Rivers are a key environmental and cultural feature of Allegheny County, and we share common riverfront stewardship goals with FOR. Each year we collaborate on multiple volunteer events to pick up litter, plant and maintain native species, or remove invasive species from the riverbanks and trails. Viewing this riverfront work as one program rather than two might be a better use of resources. Current strategic partnerships include:
- Shared Development Director. In 2019, both organizations interviewed candidates and jointly chose the person for the position. While the person is an FOR employee and ACW contractor, both organizations contribute equally to her costs and management.
- Shared stewardship staff. This partnership was formed in the fall of 2020 through emergency grant funding to FOR and ACW to help both organizations catch up on work interrupted by the Covid-19 shutdown. To make up for lost time, the two organizations are contracting with other nonprofits to use their staff, which in turn helped those organizations to hire back staff who had been furloughed or had their hours reduced and/or to meet their bottom line. FOR functions as the fiscal manager, but both organizations share in the planning and implementation of the grant and in overseeing and supervising shared staff, who have come from Grounded Strategies and Tree Pittsburgh.
- Pennsylvania Resources Council. Our mission overlaps with PRC’s mission to “lead and promote individual and collective action to prevent waste and conserve PA’s environmental resources.” While historically, PRC has tended to focus more on recycling and composting while we’ve focused on cleaning up litter and illegal dumping, we wonder if there would be greater impact if all these services were carried out with a shared, collaborative vision and direction.
- Grounded Strategies. We think it makes sense to explore a strategic affiliation with Grounded because, in many respects, their work is an extension of our land-based cleanups. After ACW cleans up illegal dumping, removes overgrown vegetation, and gets a plot of land back to where it can be developed or easily maintained, change is more sustainable if we can “pass the baton” to Grounded, which has proven strategies to work with residents to develop and/or maintain green spaces. Re-dumping is then far less likely to occur on that land, and true revitalization can occur.
The timing of this exploration is tied to several factors, including:
- ACW’s 2018-2020 strategic plan is largely completed. As we begin the strategic planning process for our next three years, we have the opportunity to explore realignment options.
- ACW is far enough into two strategic partnerships with FOR to recognize the benefits of continuing existing partnerships and exploring others. We also realize that we would benefit from more guidance about managing resilient and effective partnerships.
- ACW and FOR have already begun looking at shared office space in a location that has the potential to become a hub for environmental organizations.
- PRC is undergoing a change in leadership and considering organizational and programmatic options.
- ACW is solid financially and programmatically, expanding our work into the Mon Valley, and able to offer a strong partnership to other organizations.
- The effects of the pandemic and the renewed focus on issues of justice and racial equity are pushing many organizations to rethink and reimagine possibilities, offering an opening to explore organizational realignments. ACW is committed to racial equity and social justice, and is evaluating our work accordingly. We are particularly interested in strengthening and sustaining relationships with residents in the communities where we work and in finding solutions to systemic problems.
Role of the Consultant
Within the context of the Forbes Funds’ perspective of capacity building (https://forbesfunds.org/capacity-building), the consultant will help Allegheny CleanWays and FOR determine ways to more effectively manage the day-to-day activities of their existing strategic partnerships. The consultant will also assist Allegheny CleanWays in considering new strategic alliances with FOR, PRC, and Grounded Strategies. Over the 12-18 months of the project, the consultant will learn about the programs and services of each agency and will facilitate:
- Increased communication among staff of involved organizations regarding services and events.
- Meetings among board members of involved organizations to develop and build relationships of trust and mutual commitment, as well as an understanding of the work of each agency.
- Deep reflection among board and staff of each organization regarding values and mission, including our goal to position this work within the context of environmental and social justice efforts.
Ideally, the consultant will assist implementing one or more new strategic alliances, but without knowing ahead of time what those alliances might be, we are not including implementation as a project requirement. Rather, at the end of the project, we would like to have at least the following concrete outcomes:
- A clear and documented understanding of how services among the involved organizations overlap and complement one another.
- A recommendation (or options) for how Allegheny CleanWays might realign with one or more of the other three agencies for greater collective impact on the communities we serve and increased sustainability for each organization.
- Improved management of existing collaborations (shared staffing) with FOR.
These outcomes need to be documented in a final report to be delivered to Allegheny CleanWays and the Forbes Funds.
Budget
ACW has been awarded a Forbes Funds Management Assistance Grant, which will reimburse us for up to $20,000 in consultant fees.
Confidentiality
All intellectual property will become the property of Allegheny CleanWays. All data remains the sole property of the nonprofit organization from which it was collected. The consultant shall agree to keep information related to this process in strict confidence, including, but not limited to, the terms of the contract and any confidential business information or proprietary information that is gathered on this project.
Proposal Content
Please include the following information in your proposal:
- Consultant name and contact information, including phone, email, and web site, if any.
- A summary of your experience in exploring strategic alliances with nonprofit organizations.
- Your experience with nonprofits in the environmental and/or community development fields.
- Three client references, including the individual’s name, organization, email address, and phone number.
- Project description/approach.
- Proposed workplan with timeline, activities, and deliverables. Note that the Forbes Funds requires the consultant to attend an initial kickoff meeting and one at the close of the project. The Forbes Funds also requires the consultant to complete a survey after project completion.
- Proposed total fee and a payment schedule tied to specific project milestones & deliverables
- Resumes/Bios for all relevant team members.
Proposal Submission & Selection Process
We ask that questions concerning this RFP be conveyed in writing to Myrna Newman at Allegheny CleanWays at myrna@alleghenycleanways.org with copy to landerson913@gmail.com by January 22, 2021. No phone calls will be accepted. If appropriate, responses to questions may be shared on our web site as an addendum to this RFP.
Consultant proposals (PDF format) are due by 5:00 p.m. on January 29, 2021 to Myrna Newman, Executive Director, Allegheny CleanWays at myrna@alleghenycleanways.org with copy to landerson913@gmail.com. Consultants will be notified by February 19.
A committee of ACW board and staff will be responsible for consultant selection. Finalists will be interviewed. Qualifications to be considered include:
- Experience in successfully developing strategic alliances among two or more nonprofit organizations
- Familiarity with issues facing communities of color, especially regarding environmental justice
- Strong facilitation skills
- Experience in creating a neutral environment for obtaining input
- Experience in gathering and using data to drive the strategic process
- Ability to constructively challenge key stakeholders
- Experience in inspiring others to thinking innovatively
- Project management experience
Key Dates
RFP released – January 4, 2021
Questions due – January 22, 2021 by 5:00 p.m.
Proposals due - January 29, 2021 by 5:00 p.m.
Selection Made/Response to Bidders – February 19, 2021
Addendum: Questions and Answers
Questions related to ACW's strategic plan
Q1: In the RFP, you reference the successful end of the existing organizational strategic plan, and starting a new one. How does the strategic planning process overlay with/interact with this process? Is it planned to take place during the next 12-18 months? Is it already underway? In any case, doesn't it make sense to do concurrently/as one larger scope of work?
A1: Yes, this consultation and our strategic plan are certainly related! We put off doing any work on a strategic plan last year for that very reason. We currently have a Planning Team of the board, though, which consists of the Executive Committee, two other board members, and Myrna. (This is the team that will be reviewing consultant proposals.) This group will also be talking about the work we need to do for this year. We wanted to set ourselves some goals for the year (re: fundraising for example) that weren't directly related to the consultant project.
We expect the results of this consultation will form a major part of our eventual strategic plan, but we particularly want to look at the intersection of our work with these 3 organizations. If there is time during the consultation period to develop a strategic plan, that would be helpful.
Questions related to current and potential partnerships
Q2: I wondered if Friends of the Riverfront, Pennsylvania Resource Council, and Grounded Strategies are already on board with participating in this planning / exploration? I know that you have collaborated with them, but are they aware of this proposal? Have they said they would be willing to invest staff / board time in exploring a closer working relationship?
A2: Yes, the EDs at FOR, PRC, and Grounded are aware of the proposal and approved on the idea of the project before the application was submitted. They were also notified them when we received the award and received a copy of the "Role of the Consultant" last week. We've asked them to share with their board/board president.
Q3: Are all of the organizations aware that they are being considered as collaborative partners? If yes, what types of conversations have you had? Will they be involved in the selection of the consultant?
A3: See A2 above. Myrna has had informal conversations with each of the other executive directors from time to time over the past several months. Other organizations will not be involved in the selection of the consultant.
Q4: Are you also open to / considering collaborations with other organizations with related missions? If so is the work under the RFP to include this exploration, or should it stay focused on FOR, PRC and Grounded?
A4: We would not be opposed to considering another like-minded organization if all parties (including the hired consultant) are amenable to it. That being said, the three organizations identified in the RFP were selected because 1) we already work with them and 2) there are clear connections to them in terms of programs/services. We want to make sure that we are able to address collaboration with these three organizations first before taking on a larger group.
Q5: Can you tell us a little about the current partnerships in place with FOR?
A5: Currently, we share a Development Director and stewardship staff with other NGOs. The Development Director has been in place for 1.5 years and splits her time equally between the two organizations. She is a full-time employee of FOR and we contract with FOR for her services. The cost of the position was paid for by a 4-year shared grant that decreases with each year, requiring each organization to contribute an increasingly larger portion of the costs. The stewardship staff are also paid for through a shared grant. They are part-time and temporary. Our goal in hiring them was twofold- (1) to help us make up for lost time/work during the pandemic shutdown and (2) to help other NGOs meet their bottom line during these difficult times and/or to provide full-time work to their staff who had hours cut or were furloughed. The first group (originally 3, but one person got a full-time job shortly after hire) was hired to augment our fall cleanup season (October - December). We have started hiring additional staff this winter and are again partnering with other NGOs.
Q6: How happy are you with the shared development director and the shared use of other NGOs stewardship staff?
A6: Overall, we are very happy with both. In fact, our overall satisfaction with the shared staffing has made us realize that this is a model that could and should be explored more. Specifically, the shared development director has been an amazing addition to both staffs, despite profound hurdles (including at transition of the ED at FOR and the pandemic) during her tenure so far. While many of the logistics of sharing a director equitably/fairly were spelled out in an agreement that Kate Dewey helped us draft, the day-to-day workings of it have not been without kinks and both organizations recognize the difficulty of the position and challenges of keeping it going. Sharing stewardship staff may not be as "high stakes" as sharing a development director, but has proven to be more challenging logistically - especially in terms of negotiating schedules, communication, and vehicle use. As a result, while the added stewardship staff was a definite benefit to both organizations, they were not always used as effectively as possible. We do anticipate that we'll get better at it on the next round, having learned quite a bit already. We are asking the consultant to advise us about how to better manage these existing share staffing relationships.
Q7: Are the other named organizations in this endeavor (FOR, PRC, Grounded) going to be compensated as a component of their participation in the process/is that already budgeted separately?
A7: No compensation has been budgeted for the other 3 groups – or for ACW for that matter. Forbes Funds grants only go to consultant fees.
Q8: Approximately what percentage of ACW annual budget is already allocated toward shared services with FOR?
A8: Currently, about 16% of our annual budget is allocated toward shared services. This amount includes all associated wage, program, capital, and overhead costs.
Q9: The Pennsylvania Resources Council is in the midst of a search for a new Executive Director. Do you know when the organization plans to have the new executive onboard?
A9: PRC hopes to have a new ED in place by the spring of 2021.
Q10: Since the passing of their long-term ED, they reviewed programs and services. Do you know of any changes that indicate an increased potential for successful collaborations?
A10: We are not aware of any additional areas of collaboration
Q11: PRC’s operating budget is substantially larger than ACW, FOR and Grounded. Have any of these smaller organizations considered the opportunities and challenges in partnering with substantially larger organization?
A11: We are certainly aware that PRC’s budget is much larger, but in our current partnerships, that has not been a problem. If we had a closer alliance of some sort, our work would be a small part of their activities. We expect our consultant to help us determine how the difference in budget size might be positive or negative. The other organizations will likely not be partnering with PRC in any way -- certainly not in any significant way. To clarify, Allegheny CleanWays is the client for this consultation, and we are asking the consultant to help us explore our relationship with each of the 3 other groups. We are not asking for the consultant to look at ways those 3 groups can work among themselves – although that might happen.
Q12: How (if at all) are board members from each organization being involved in this collaboration investigation? Laurie Anderson from ACW seems directly involved. Are there others on ACW board as well as board members from any of the other organizations?
A12: ACW’s Board President, Laurie Anderson, initiated the discussion between the Forbes Funds and ACW and has worked closely with Myrna on the project definition. See A1 above for note about our Planning Team. We do not know how aware the boards of the other organizations were prior to the award of this grant. See A2. Each organization has at least spoken with their board president (if not the full board) about this.
Q13: Do you have a sense of crossover in supporters and development strategies among organizations (e.g., foundation and corporation supporters or similar special events)?
A13: Yes, we have common funders: Richard King Mellon Foundation and the Colcom Foundation are two notable examples. With a development director shared with FOR, we hoped to hold combined volunteer events that could be sponsored by corporations. The pandemic prevented us from exploring that potential opportunity other than in a limited way, having only secured a sponsorship from long-term corporate partner, Duquesne Light Co., for both organizations.
Q14: Beyond a shared development director with ACW and FOR, are there other areas of administrative services that seem logical for shared services (e.g., financial management or human resources)?
A14: This is an area that the consultant might investigate. Between board members with strong financial backgrounds and a capable bookkeeper on contract, we are fairly confident about our financial management. We have many HR questions/issues that arise. Board members have been helpful, but we have no one with specific HR expertise. We have discussed with FOR the need for various shared administrative positions including administrative assistant and social media/marketing assistant.
Q15: Is there any crossover in board membership among organizations? Are you aware of any staff that have moved from one organization to another?
A15: We are not aware of any crossover in board membership among the organizations. We know of staff that have, at times, moved from one environmental organization to another, but not among the organizations involved in the proposed strategic alliance.
Questions related to racial equity/justice and work in communities of color
Q16: What successes and challenges have ACW and FOR had working within communities of color across the region? Are there specific communities in which you would like to expand that work?
A16: Speaking for ACW only: ACW works only in Allegheny County. There is a higher percentage of dump sites in poor and minority communities due to high level of abandoned and vacant properties in those communities. We believe we have been successful wherever we worked, particularly in terms of removing/eliminating illegal dumping, but could improve in the following key ways: (1) increase engagement of residents in all aspects of our work, but particularly in volunteering with us and stewarding the sites after we are “done” cleaning up the dumping (2) equipping residents with tools, training, and resources to address litter and dumping on their own. (3) enacting policy and procedural changes aimed at reducing litter and illegal dumping. Most of our work has been in City neighborhoods, but we have wanted to expand into the Mon Valley because the communities with the most dump sites are located there. We began working in McKeesport last year and will continue this year as long as funding lasts. Thanks to community interest and a small grant from a resident, we will be expanding into Penn Hills this year as well. Braddock has also indicated interest in having our assistance.
Q17: How has ACW put racial justice into action in the organization's policies, practices, and/or partnerships to date?
A17: While we have always recognized and touted the connection of our mission to racial and social justice issues, we have not historically done a great job of integrating racial justice into our policies and procedures. In recent years, we’ve taken the following steps toward doing that:
- We have been active in the Black Environmental Collective that Jamil Bey of Urbankind initiated. We were "active" in that we attended most, if not all, of the sessions he held and were able to diversify our board of directors as a result. Currently, three women of color sit on our board.
- Like many other groups, our staff and board prepared and made public a statement about race and justice. To begin to put our statement into action, we formed a committee of 4 board members and Myrna. After a lot of discussion, we planned and held a virtual board retreat. We asked everyone to watch the film "City of Trees," and then we discussed the film and how it related to ACW. The discussion was good, but we barely scratched the surface of the issues.
- Both the staff and some of the board have been doing a lot of reading to better educate ourselves about historical practices and policies that have led to some of the systemic failures, particularly those connected to sanitation, housing, and community development. To be frank, the pandemic exhausted our ability to do much of anything further this year.
- Board members are taking turns learning about the communities where we work, and will do presentations to the full board. We will just be starting that in Feb.
- Staff members are practicing how to better frame the issues affecting communities of color and the intersection of racial justice and the work we do when talking with volunteers, donors, etc.
- Staff members are exploring the effectiveness of involving police in litter and illegal dumping issues, the potential problems involved in that for people of color, and alternative solutions to this crime that don’t involve police.
Questions related to policy/advocacy
Q18: The RFP notes that through collaboration, you hope to achieve ‘strong advocacy for systemic change.’ Would you provide an example of one of those changes that you believe could be better achieved through a collaboration?
A18: Some examples of this include:
- Holding manufacturers of tires accountable for creating and administrating a manifest that tracks tires from production through recycling so that commercial tire dumpers (haulers and/or dealers) can be caught and prosecuted.
- Enacting a state-wide bottle bill (aka “container deposit law") to encourage return/recycling of plastic and glass bottles
- Improving access to convenient and inexpensive disposal and recycling options, particularly for hazardous and hard-to-recycle items
- Providing recycling, disposal, and sanitation services to people experiencing homelessness
- Requiring a refundable deposit as part of the building or demolition permit process. The deposit is returned when presented with a weigh slip from a legal disposal facility showing that the debris has been recycled or disposed of properly.
- Establishing policies/procedures that enable communities/neighborhoods to fight blight such as:
- Contracting with community and or non-profit groups to employ residents in maintaining empty lots/alleyways, etc. within their communities
- Making it easier to transfer titles of abandoned properties
- Holding absentee landlords (especially “milkers”) accountable for maintaining properties
Q19: What do you consider the primary policy drivers (mandatory or voluntary) that create a need for the work the ACW does? What would you consider to be the top one or two policy drivers that don't currently exist, but if they did, could help you do more to achieve your mission?
A19: Primary policy drivers include:
- Historically – Redlining and other policies that have led to environmental and service inequalities
- Currently - An outdated municipal waste and recycling ordinance (Act 101) and The City of Pittsburgh’s Roadmap to Zero Waste
