nonprofit organizational capacity building
DESCRIPTION
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.TRANSCRIPT
“the combined influence of an organization’s abilities to govern and manage itself, to develop assets and resources,
to forge the right community linkages, and to deliver valued services – all combining to meaningfully address its
mission”
Organizational Capacity
Dougherty & Mayer (2003)
capacity-building efforts can focus in many different organizational areas
“the combined influence of an organization’s abilities to govern and manage itself, to develop assets and resources,
to forge the right community linkages, and to deliver valued services – all combining to meaningfully address its
mission”
Organizational Capacity
Dougherty & Mayer (2003)
(Venture Philanthropy Partners, 2001)
capacity-building efforts can focus in many different organizational areas
...or on distinct organizational “systems”
Cultural System mental models, organizational values, characteristic behaviors, consciousness
...or on distinct organizational “systems”
Cultural System mental models, organizational values, characteristic behaviors, consciousness
Aspirational System vision, mission, leadership
...or on distinct organizational “systems”
Cultural System mental models, organizational values, characteristic behaviors, consciousness
Aspirational System vision, mission, leadership
Learning System adaptation, reflective practice, enabling structures, teaming
...or on distinct organizational “systems”
Cultural System mental models, organizational values, characteristic behaviors, consciousness
Aspirational System vision, mission, leadership
Learning System adaptation, reflective practice, enabling structures, teaming
Management and operations
system
strategy, structures, operations, coordination, resources, systems, etc
...or on distinct organizational “systems”
Cultural System mental models, organizational values, characteristic behaviors, consciousness
Aspirational System vision, mission, leadership
Learning System adaptation, reflective practice, enabling structures, teaming
Management and operations
system
strategy, structures, operations, coordination, resources, systems, etc
Extra-organizational
system
collaboration, networks, constituent engagement, movement participation,
programs
(Butcher, et al, 2007)
...or on distinct organizational “systems”
Cultural System mental models, organizational values, characteristic behaviors, consciousness
Aspirational System vision, mission, leadership
Learning System adaptation, reflective practice, enabling structures, teaming
Management and operations
system
strategy, structures, operations, coordination, resources, systems, etc
Extra-organizational
system
collaboration, networks, constituent engagement, movement participation,
programs
(Butcher, et al, 2007)
but too often exclusively focused here, neglecting other critical systems
...or on distinct organizational “systems”
What do community
organizations think they
need?
Responses from 197 nonprofit organizations, representing a broad spectrum of Miami-Dade nonprofits
Survey results indicate that a large majority of respondents are encountering major challenges in two areas:!
• Development efforts, including a variety of activities (with exception of special events) !
• Enhancing the visibility/reputation of their organization—a marketing/PR activity that is closely linked to development efforts
What did organizations report as “major challenges”?
$
most important capacity building needs
“Looking across results from the various areas it appears that fundraising challenges are the most significant challenges that nonprofits are currently facing. Given the economic climate, this is not
surprising.”
• Board development - recruiting, retaining, training effective board members (74% experiencing this challenge) !
• Undertaking effective special events (73%) !
• Enhancing public understanding of key policy issues (71%) !
• Undertaking strategic planning (69%) !
• Creating, updating, and effectively using databases (69%) !
• Creating and implementing a social media strategy (68%) !
• Strengthening relationships with key policy makers (68%) !
• Recruiting/keeping qualified and reliable volunteers (66%) !
• Developing targeted communications to community (65%) !
• Evaluating or assessing program outcomes or impact (64%) !
• Allocating sufficient time for staff and teams to reflect together on their practice (63%)
When respondents’ rankings of minor and major challenges are combined, 11 additional areas of challenge
emerged, including:
“Please describe what you believe would be the most helpful way(s) to meet your organization's most important
capacity building needs.”
What would help?
“Please describe what you believe would be the most helpful way(s) to meet your organization's most important
capacity building needs.”
What would help?
Although local respondents to the survey focused on money as their main organizational capacity concern,
capacity building is about more than adequate financial resources
“the application of knowledge and expertise to the enhancement of those factors that contribute to
organizational effectiveness”.
Capacity building
(Kibbe, 2004, p. 5)
“the application of knowledge and expertise to the enhancement of those factors that contribute to
organizational effectiveness”.
Capacity building
building organizational capacity is an
ongoing process
(Kibbe, 2004, p. 5)
(Backer, Bleeg, & Groves, 2004)
How do we go about building organizational capacity?
Three Categories:
1. assessment of NPO needs, assets, and readiness for change;
(Backer, Bleeg, & Groves, 2004)
How do we go about building organizational capacity?
Three Categories:
1. assessment of NPO needs, assets, and readiness for change;
2. technical assistance & organization development consultation (e.g., training, coaching, peer networking, provision of print resource materials, and convening);
(Backer, Bleeg, & Groves, 2004)
How do we go about building organizational capacity?
Three Categories:
1. assessment of NPO needs, assets, and readiness for change;
2. technical assistance & organization development consultation (e.g., training, coaching, peer networking, provision of print resource materials, and convening);
3. direct financial support (Backer, Bleeg, & Groves, 2004)
How do we go about building organizational capacity?
Three Categories:
Capacity-building approaches that provide “blended solutions” (combining consulting, coaching, training and/or peer exchanges)
are especially effective .
(Connolly & York, 2003)
Capacity-building approaches that provide “blended solutions” (combining consulting, coaching, training and/or peer exchanges)
are especially effective .
(Connolly & York, 2003)
Promising peer-learning practices include:!planning and facilitating “round table
discussions”, “case study groups,” and/or “learning circles;”
capacity building should focus across three interdependent levels within an emerging social, economic and cultural
environment(St. Luke’s Health Initiatives, 2011)
“Is the organization’s long-term survivability the goal, or is the goal to build the accomplishment of mission?!
These two purposes don’t always completely align.”
from McCambridge, Ruth. (2010). “Nonprofit Capacity Building for What?” The Nonprofit Quarterly, Vol. 17: 4, p. 8.
National Gender & Equity Campaign (2011)
A Continuum of Growth and Development along Four Stages
National Gender & Equity Campaign (2011)
A Continuum of Growth and Development along Four Stages
National Gender & Equity Campaign (2011)
A Continuum of Growth and Development along Four Stages
National Gender & Equity Campaign (2011)
there are key differences between capacity building for!organizational sustainability & capacity building for social justice & change
The Building Movement Project - www.buildingmovement.org
In social justice organizations, big vision and ambitious goals are motivating to the staff;
however, the lack of people capacity to reach the scale of success organizations seek can
end up exhausting everyone.
Kim, H., & Kunreuther, F. (2012)
VISION FOR CHANGE:A New Wave of Social Justice Leadership
G E N E R A T I O N S S E R I E S
Helen Kim & Frances Kunreuther
Kim, H., & Kunreuther, F. (2012). Vision for Change: A New Wave of Social Justice Leadership. Generations
Series. New York: Building Movement Project. Retrieved from http://www.buildingmovement.org/
news/entry/340
the internal work – especially finding and developing the
right staff, overseeing financial and organizational growth, and
creating diverse revenue streams – often consumed young leaders
who had little experience or support in these areas. Many
expressed the need for better management skills as they sought
to implement internal organizational changes to move
towards their vision.
VISION FOR CHANGE:A New Wave of Social Justice Leadership
G E N E R A T I O N S S E R I E S
Helen Kim & Frances Kunreuther
Kim, H., & Kunreuther, F. (2012). Vision for Change: A New Wave of Social Justice Leadership. Generations
Series. New York: Building Movement Project. Retrieved from http://www.buildingmovement.org/
news/entry/340
Internal Focus
Internal FocusFor all of the talk of strategic partnerships, collaboration and networks, the
nonprofit sector remains mired in an organization-centric view of the world. Indeed, there is an industry of consultants, lawyers, accountants, funders
and others who are focused on !organizational capacity building
In a self-referential wheel of mutual support. Their livelihood and programs depend on fostering organizational improvement that leads to improved
outcomes and strong communities. The downside is that a fixation on the internal operations of organizations can lead to a preoccupation with
organizational sustainability and performance while paying less attention to the critical importance of nurturing networks – other organizations,
individuals, sectors – to achieving community change of any significance. In a word, strong organizations are a necessary, but hardly sufficient,!
condition of large-scale social change.
Internal Focus
Kania, J., Kramer, M. (2011). “Collective Impact.” Stanford Social Innovation Review, http://www.ssireview.org/site/printer/collective_impact. !
For all of the talk of strategic partnerships, collaboration and networks, the nonprofit sector remains mired in an
world. Indeed, there is an industry of consultants, lawyers, accountants, funders
and others who are focused on
organizational capacity building
How do we build intra-, inter-, and extra-organizational capacity in social change organizations in ways that takes
into consideration social change goals and the values through which social change organizations operate?