Public/Private Ventures (P/PV)

Legacy Collection

Innovation. Research. Action.

After almost 35 years Public/Private Ventures (P/PV) has ceased operations. The organization leaves behind an incredible legacy of knowledge, including hundreds of research reports, case studies and evaluations about how best to improve programs and outcomes for children, youth and families. We are fortunate that P/PV has decided to archive its publications collection with the Foundation Center's IssueLab so that practitioners can benefit from this knowledge for years to come.

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Investments in Building Citywide Out-of-School-Time Systems: A Six-City Study

September 23, 2009

This report is the last in a series funded by The Wallace Foundation and developed by P/PV and The Finance Project to document the costs of out-of-school-time (OST) programs and the city-level systems that support them. The report examines the development of OST systems in six cities across the country and summarizes the strategies and activities commonly pursued, their associated investments and options for financing such system-building efforts. These findings can provide OST stakeholders with critical information to help guide their investments in system planning, start-up and ongoing operations. The report serves as a companion to two previous resources: The Cost of Quality Out-of-School-Time Programs, which provides information on both the average out-of-pocket expenditures and the average full cost of a wide range of quality OST programs; and an online cost calculator that enables users to generate tailored cost estimates for many different types of OST programs.

Call to Action: How Programs in Three Cities Responded to the Prisoner Reentry Crisis

March 1, 2007

Call to Action chronicles how individuals, community organizations, faith institutions, businesses and officials mobilized to build partnerships to address escalating numbers of ex-prisoners returning to their communities. The three cities highlighted in this report, Jacksonville, FL; Memphis, TN; and Washington, D.C., were pioneers in responding to the nation's prisoner reentry crisis. They developed impressive programs and eventually joined P/PV's Ready4Work initiative.In the report's foreword, P/PV President Fred Davie and Vice President for Public Policy and Community Partnerships Renata Cobbs Fletcher argue: "The collective experience of Ready4Work sites highlights the need for more collective and integrated approaches to prisoner reentry -- across cities, regions and states; public and private resources and funding streams need to be redirected, pooled and put to use in more strategic, cost-effective and outcomes-driven efforts. Research findings that show promise for specific program strategies must be at the center of these partnerships, guiding dialogue as well as the design of initiatives and program evaluations."

Locally Grown: Key Strategies for Expanding Workforce Services

October 30, 2006

This report profiles three workforce organizations across the countryin Colorado, Georgia and New Yorkand explores the strategies they used to grow their programs locally. The report examines the dilemmas workforce organizations frequently face in meeting not only the needs of their dual customersjob seekers and employersbut also the needs of a third customer, the public funding agency that is often paying the bill. Along with a look at how these organizations created environments that supported staff in their work, the report also considers the ways a vision and commitment to the workforce fieldbeyond the interests of the organizationcontributed to their success.

Charting New Territory: Early Implementation of the Workforce Investment Act

January 30, 2002

Charting New Territory is an examination of implementation of the Workforce Investment Act through the eyes of public officials in five cities. Though the strategies being pursued in each city vary, the report documents local officials' shared concerns about the difficulty of getting genuine cooperation from mandated partners, the challenges posed by WIA's data collection and performance requirements, and the frustration inherent in a transition from one system to another, while continuing to provide services. It concludes with several lessons on what will be needed to make WIA more effective.

States of Change

May 30, 2001

States of Change documents efforts by state policymakers and local practitioners to devise useful approaches to helping low-income job seekers stay employed and begin advancing. It draws, in part, from our experiences working on these issues since 1997 with five states -- Washington, Oregon, Colorado, Oklahoma and Florida -- as well as on examples and lessons in several other states. In general, states are trying a number of retention strategies, but few have been tested. Therefore, we expect that many strategies discussed will soon be modified or replaced with new approaches. We hope that States of Change encourages this process of testing and innovation by providing a sense of what is being tried and learned around the country, and what challenges remain.

Relative Strength

September 1, 2000

We heard a lot during the 2000 presidential campaign about the importance of working families. Each party has done its best to demonstrate that it will be the better friend to these households. Ironically, the nation's workforce development policies have not only not paid much attention to families, but they have made it considerably more difficult to implement family-oriented employment programs. Relative Strength attempts to shed some light on why developing such programs is so challenging, how some organizations have managed to do it, and how their experiences can inform the field. We do not expect, nor would we recommend, that the employment field abandon its focus on individuals in favor of families. But it does seem that there is a need and considerable interest in undertaking such efforts if more flexible workforce development policies can be developed.

Expanding Resources for Service: Strategies from State Commissions

May 1, 1997

In response to the passage of the National and Community Service Trust Act in 1993, state-level Commissions were created to direct federal funds to local service programs, monitor program progress and quality, and to determine the content and direction of service activity across their states. This report builds on a 30-month study of the implementation of AmeriCorps, the signature component of the 1993 Act, and describes what states and their Commissions are doing to realize the promise that service holds, while fulfilling their legislated mandate.

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