new frameworks for measuring capacity and assessing performance
TRANSCRIPT
Presenters:
Julie SimpsonDirector of Nonprofit Strategy & Capacity
BuildingTCC Group
@juliefaesimpson
Grantmakers for Effective Organizations National Conference#2016GEOMay 3, 2016
New Frameworks for Measuring Capacity and Assessing Performance
Mary K. WinklerSenior Research AssociateUrban Institute Center on Nonprofits & Philanthropy
@MaryKWinkler
Tyrone SpannFormer Community Program Director
Foundations of East Chicago@foundationsec
2
Agenda
2
o Introductiono Organizational Assessment Tools
• The Performance Imperative• Core Capacity Assessment Tool
(CCAT)• Foundation Core Capacity
Assessment Tool (FCCAT)o Funder Perspectiveo Experiential Learningo Question & Answer
3
The Problem
Multi-sector collaboration is
increasingly a given in the
social sector.This is new work, and therefore requires new capacity.
4
The Problem
But ourmodels ofcapacity building are too focusedon a one-way relationship
where funders provide support
for nonprofits to build their own
organizational capacity.
5
a. 20 percentb. 47 percentc. 61 percentd. 75 percent
Foundation CEOs who say they DO support nonprofit assessment efforts
Measure4Change
6
75 %Source: “Transparency, Performance Assessment and Awareness of Nonprofits’ Challenges: Are Foundations and Nonprofits Seeing Eye to Eye?” Buteau, Ellie, Mark Chaffin and Ramya Gopal in The Foundation Review 6, no 2 (2014): 67-80
Foundation CEOs who say they DO support nonprofit assessment efforts
7
a. 27 percentb. 41 percentc. 59 percentd. 71 percent
Nonprofit CEOs who say they DO NOT receive support for assessment efforts
Measure4Change
8
71 %Sources: “Transparency, Performance Assessment and Awareness of Nonprofits’ Challenges: Are Foundations and Nonprofits Seeing Eye to Eye?” Buteau, Ellie, Mark Chaffin and Ramya Gopal in The Foundation Review 6, no 2 (2014): 67-80 and State of the Nonprofit Sector Survey Results (2014). Nonprofit Finance Fund
Nonprofit CEOs who say they DO NOT receive support for assessment efforts
9
Relational Capacity
But where’sthe attentionto relational
capacity
…and to thecapacity that funders and
others need to be good
collaborators? ?
The conversation on capacity building is evolving…
10
OCAT Organizational Capacity Assessment Tool
CCATFCCAT
Core Capacity Assessment ToolFoundation Core Capacity Assessment Tool
IOA Universalia Institutional and Organizational Assessment Model
MHO My Healthy Organization Social Service Assessment Tool
PIOSA Performance Imperative Organizational Self-Assessment
Informing Change Evaluation Capacity Diagnostic Tool
ACT Advocacy Capacity Assessment Tool
Sample of Organizational Assessment Tools
11
Funder and Grantee Performance
FunderGoals
GranteeNeeds
Capacity BuildingSupports
12
Sample of Capacity Building Investments
1313
The Performance Imperative
15
Leap of Reason Ambassador Community
16
Performance Imperative Organizational Self-Assessment (PIOSA)
1717
Core Capacity Assessment Tool
18
CCAT Four Core Capacities
The ability of all organizational leaders to create & sustain the vision, inspire, model, prioritize, make decisions, provide direction, & innovate, all in an effort to achieve the organizational mission.
The ability of a nonprofit organization to ensure the effective and efficient use of organizational resources.
The ability of a nonprofit organization to monitor, assess, respond to and create internal and external changes.
The ability of a nonprofit organization to implement all of the key organizational and programmatic functions.
19
Lifecycle StageThe systems needed for an organization to operate smoothly, including having policies in place, good staff communication, & initial evaluation efforts to improve programs
Broadening your approach to achieving mission impact beyond your core programs. This may include strategic alliances, partnerships, policy/ advocacy work or further outreach in your community
Close alignment between your programs and your mission/vision – and clarity in your organization as to how they relate
20
1. Who are you? What do you want to be? Determine your organization’s role and aspirationsa. Macro, Micro, or Hybrid
b. What are your “relational communities?” What’s your organization’s appetite for growth over the next 5 years?
2. What is your current lifecycle stage? Assess your organization’s lifecycle
3. What are your priority capacity strengths and challenges? Assess your organization’s capacity needs
4. Who are the change agents to building capacity? Determine who needs to change
5. What do the change agents need to build capacity? What type(s) of capacity building support do they need? Determine whether the individuals or group are “ready to go” or “need to get ready”
6. What are the available resources to build capacity? Determine a cost-effective model for supporting capacity building
Steps for Targeted Capacity Building
Macro
Micro
2121
Foundation Core Capacity Assessment Tool
22
FCCAT Five Core Capacities• Vision • Influence (internally
and externally)• Advocacy• DEI
• Grantmaking strategy, process, and budget
• Grantee relationships • Internal communication• Staff development and
performance
• Strategy/strategic planning • Creating foundation networks• Environmental learning• Evaluation• Innovation and
experimentation
• Cultural competency• Skills (e.g., evaluation, financial
management, legal, grantmaking)• Knowledge management• Technology
• Clear and lived values
• Collaboration• Transparency• Unifying • Valuing different
perspectives
www.tccccat.com/foundationCCAT
2323
Funder Perspective
24
Why we needed to access the capacity of our grantees:• Lack of program diversity
• Lack of tangible outcomes from funded programs
• Failure to meet expectations
• Inability to demonstrate long-term sustainability
Foundations of East Chicago
25
Foundations of East Chicago/South Shore FundersWhat we learned:
• Validated the lack of capacity
• Had to rethink our grant programs and resources provided
• Eagerness to learn
• Other local funders faced the same issues
26
What came next:• Partnership with a local university
• Temporarily scaled down our grant cycle
• More capacity building initiatives in our new Strategic Plan
• Partnerships with other local funders
Foundations of East Chicago/South Shore Funders
2727
Experiential Learning
28
• How did your discussion of the performance assessment data help you prioritize where and how to build capacity?
• When would an assessment of this kind not be appropriate for a nonprofit? Why? What would better serve its needs?
Experiential Learning – Report Back
2929
Question & Answer
30
THANK YOU
Mary K. Winkler
Tyrone Spann
Julie Simpson