1.
Organizational Capacity
“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”
Dougherty & Mayer (2003)
capacity-building efforts can focus in
many different organizational areas

2.
Organizational Capacity
“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”
Dougherty & Mayer (2003)
capacity-building efforts can focus in
many different organizational areas
(Venture Philanthropy Partners, 2001)

3.
...or on distinct organizational “systems”

4.
...or on distinct organizational “systems”
Cultural System
mental models, organizational values,
characteristic behaviors, consciousness

5.
...or on distinct organizational “systems”
Cultural System
mental models, organizational values,
characteristic behaviors, consciousness
Aspirational
System
vision, mission, leadership

6.
...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

7.
...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

8.
...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
Extraorganizational
system
collaboration, networks, constituent
engagement, movement participation,
programs
(Butcher, et al, 2007)

9.
...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
strategy, structures, operations,
operations
coordination, resources, systems, etc
system but too often exclusively focused here, neglecting other critical systems
Extraorganizational
system
collaboration, networks, constituent
engagement, movement participation,
programs
(Butcher, et al, 2007)

10.
What do
community
organizations
think they
need?

11.
What did organizations report as “major challenges”?
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
$
Responses from 197 nonprofit organizations, representing a broad spectrum of Miami-Dade nonprofits

12.
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.”

13.
When respondents’ rankings of minor and major
challenges are combined, 11 additional areas of challenge
emerged, including:
•
•
•
•
•
•
•
•
•
•
•
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%)

14.
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.”

15.
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.”

16.
Although local respondents to the survey focused on
money as their main organizational capacity concern,
capacity building is about more than adequate financial
resources

17.
Capacity building
“the application of knowledge and expertise to the
enhancement of those factors that contribute to
organizational effectiveness”. (Kibbe, 2004, p. 5)

18.
Capacity building
building
organizational
capacity is an
ongoing process
“the application of knowledge and expertise to the
enhancement of those factors that contribute to
organizational effectiveness”. (Kibbe, 2004, p. 5)

19.
Three
Categories:
How do we go about building organizational capacity?
(Backer, Bleeg, & Groves, 2004)

20.
Three
Categories:
How do we go about building organizational capacity?
1. assessment of NPO needs, assets, and readiness for
change;
(Backer, Bleeg, & Groves, 2004)

21.
Three
Categories:
How do we go about building organizational capacity?
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)

22.
Three
Categories:
How do we go about building organizational capacity?
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)

23.
Capacity-building approaches that provide
“blended solutions” (combining consulting,
coaching, training and/or peer exchanges)
are especially effective .
(Connolly & York, 2003)

24.
Capacity-building approaches that provide
“blended solutions” (combining consulting,
coaching, training and/or peer exchanges)
are especially effective .
Promising peer-learning practices include:!
planning and facilitating “round table
discussions”, “case study groups,” and/or
“learning circles;”
(Connolly & York, 2003)

25.
capacity building should focus across three interdependent
levels within an emerging social, economic and cultural
environment
(St. Luke’s Health Initiatives, 2011)

26.
“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.

27.
A Continuum of Growth and Development along Four Stages
National Gender & Equity Campaign (2011)

28.
A Continuum of Growth and Development along Four Stages
National Gender & Equity Campaign (2011)

29.
A Continuum of Growth and Development along Four Stages
National Gender & Equity Campaign (2011)

30.
National Gender & Equity Campaign (2011)

31.
there are key differences between capacity building for!
organizational sustainability & capacity building for social justice & change
The Building Movement Project - www.buildingmovement.org

32.
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)

33.
GENERATIONS SERIES
VISION FOR CHANGE:
A New Wave of
Social Justice Leadership
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

34.
GENERATIONS SERIES
VISION FOR CHANGE:
A New Wave of
Social Justice Leadership
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.

35.
Internal Focus

36.
Internal Focus
For 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

37.
Internal Focus
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
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.
Kania, J., Kramer, M. (2011). “Collective Impact.” Stanford Social Innovation Review, http://www.ssireview.org/site/printer/collective_impact. !

38.
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?