This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.

1. Prepared by:
Sí Texas: Social Innovation for a Healthy South Texas
January 25, 2016
Building Nonprofit Capacity
Throughout the Nonprofit Lifecycle

2. 2
About Us
Julie Simpson
TCC Group
Director, Nonprofit Strategy
& Capacity Building
Lupita González
CCAT Certified Facilitator
Executive Coach
Capacity Building Consultant

3. 3
• Founded in 1980
• 32 full-time staff and 10 affiliates
• Offices in San Francisco, New York,
and Philadelphia
• We work globally with philanthropies
and NGOs.
An Introduction to TCC Group

4. 4
• Help you and your organization get the most out of your
individual CCAT report:
• Orient you to the CCAT Framework and your CCAT
Report
• Surface ways to leverage the information and the CCAT
report for your organization
• Ask and answer key questions about your CCAT report
and how to take action
• Send you home with clearly defined priorities and next
steps
Why are we here today?

5. 5
Agenda
5
• Introductions
• CCAT Overview and Four Core Capacity
Framework
• CCAT Report Deep Dive and Interpretation
Recommendations
• Home Team Discussion – Interpreting
CCAT
• Opportunities to Leverage the CCAT
• Conclusion

6. 66
“You know, I'm all in for progress. It’s change that I object to.”
– Mark Twain

7. 7
• Who took it?
• What one or two words would you use to
describe your experience with it to date?
• How might you ‘use it’?
Your CCAT Experience

8. 88
Four Core Capacity Framework

9. 9
What Capacities to Build?
The Four Core Capacities Model
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.

10. 1010
What Is In The CCAT Report?

11. 11
Stages of Development: Organizational Lifecycle
Leading, managing, learning
about, adapting and
resourcing efforts to create
mission- and vision-centered
community change that core
programs cannot accomplish
on their own
Leading, managing, learning
about, adapting and
resourcing an organization’s
operations and infrastructure
to take core programs to
scale
Leading, managing,
learning about, adapting
and resourcing an
organization’s core
programs

12. 12
• Overall core capacity and
culture scores
• Strengths and challenges
in subcapacities listed
below
• Any subcapacities not
listed are in satisfactory
range
Summary of Strengths and Challenges
Score Category
230 – 300 Strength
190 – 229 Satisfactory
<190 Challenge

13. 13
• Definitions of
subcapacities listed on
pages 5-7
• Recommendations
correspond to items in the
survey that the
organization did not score
highly in
Subcapacity Scores and Recommendations
Score Category
230 – 300 Strength
190 – 229 Satisfactory
<190 Challenge

14. 14
• Tell your organization’s story
• What matters for your organization?
So What?

15. 15
Group Map of Lifecycle Stages
2
2
5

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Core Program
Infrastructure
Development
Impact Expansion
CapacityNeeds
Leadership
Internal leadership and
vision to sustain and grow
program model
Internal leadership to
sustain and grow business
model
Scalable models for
community impact and
system change
Adaptive
Needs assessment and
ongoing evaluation (R&D)
to sustain and grow
Organizational assessment
for sustainability and
business planning for
independent resource
generation for growth
Evaluation, planning, and
process implementation
for community alliances,
collaborations, and system
reform efforts
Management
Strong program
management and
implementation for
sustainability and growth
HR and infrastructure
management and
performance
measurement for
sustainability and growth
Alliance and partner
management
Technical
Program delivery,
resources and tools for
sustainability and growth
Operational and
administrative facilities;
skills and tools for
sustainability and growth
Relationships, networks,
and resources
Lifecycle Stage and Capacity Needs

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•Recommendations that
will make the biggest
difference in lifecycle
•Each recommendation:
• Is based on an item in
the survey your
organization did not
score highly in
• Addresses an area that
is preventing lifecycle
advancement
Prioritized Capacity Building Plan

18. 18
• Recommendations
from the prioritized
capacity building plan
• Suggestions for what
you can do on your
own or with outside
assistance
Prioritized CB: Strategies and Recommendations

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• Education
• Training
• Resources
• Tools
• Consulting
• Coaching
• Mentoring
• Technical Assistance
• Technical Support
Support:
• Awareness
• Know-How
• Motivation
Determining Readiness “Ready, Set, Go”
Awareness, Knowledge, Attitude, Motivation, Skills Opportunity, Behavior, Habit
Ready Set Go!
“Go” Services ensure that behaviors happen, habits are formed, and changes are sustained
• Plans
• Tools
• Resources
• Instructions
• Assisting
• Showing
• Doing
• Feedback
Skills:

20. 20
1. The CCAT is a leadership tool
2. The CCAT is not a report card – it is an organizational
learning tool
3. The CCAT helps facilitate discussion about organizational
effectiveness
• Useful data from many organizational leaders
• Provides language for leaders to use in discussion
CCAT Purpose

21. 2121
Introduction to Capacity Building 3.0

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The Problem
Multi-sector
collaboration is
increasingly a
given in the
social sector. This is new
work, and
therefore
requires new
capacity.

23. 23
The Problem
But our
models of
capacity building
are too focused
on a one-way
relationship
where funders
provide support
for nonprofits to
build their own
organizational
capacity.

24. 24
The Problem
But where’s
the attention
to relational
capacity
…and to the
capacity that
funders and
others need to
be good
collaborators
?
?
The conversation on capacity building is evolving…

25. 25
Capacity Building 1.0
Who:
What:
How:
Individuals
Skills and Knowledge
Trainings,
Workshops,
Seminars

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Capacity Building 2.0
Who:
What:
How:
Organizations
Interrelated Functions
Catch-all Capacity
Building Initiatives

27. 27
Capacity Building 3.0
Who:
What:
How:
Ecosystems
Relational Capacity
Targeted Capacity
Building

28. 28
The Evolution of Capacity Building
Who:
What:
How:
Ecosystems
Relational
Capacity
Targeted
Capacity
Building
CB 3.0CB 2.0CB 1.0
Organizations
Interrelated
Functions
Catch-all Capacity
Building Initiatives
Individuals
Skills and
Knowledge
Trainings,
Workshops,
Seminars

29. 2929
Home Team Discussions:
Interpreting the CCAT Report

30. 30
• Reminders:
o CCAT as a mirror
o No score reflects a single opinion
o Results that may look straightforward can have deeper
meaning
o Scores that are surprising should warrant discussion
• Caveats:
o Not a perfect fit for all organization types
o Like all tools and assessments, the CCAT requires the
organization to make sense of the data
o Take what resonates, leave the rest
Preparation for Home Team Discussions

31. 31
Fill out the worksheet with your team (45 minutes)
Home Team Discussions
SIX STEPS:
1. Who are you? What do you want to be? Determine your organization’s role and
aspirations
a. Macro, Micro, or Hybrid
b. What are your “relational communities?” In what ways are they essential if you are to achieve
your mission?
2. What is your current lifecycle stage? Assess your organization’s lifecycle
3. What are your priority capacity strengths and challenges? Assess and prioritize your
organization’s capacity needs.
4. Who is your change team? Determine who needs to change
5. What does your change team need to build its capacity? What is the team’s readiness
level? Determine whether the individuals or group are “ready to go” or “need to get
ready”
6. What available resources exist to help you build capacity? What resources do you need
to acquire? Determine a cost-effective model for supporting capacity building

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After Lunch:
Interpreting & Leveraging the CCAT

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• Finish filling out the worksheet
• Full Group Discussion
• What did you learn about your prioritized capacity
building needs?
• How did you target the capacity you are poised to build?
• What kind of change will be required in order to
strengthen your organization?
• How did your awareness of what others in your
ecosystem are doing affect your ability to target your
capacity building needs?
Home Team Discussion (continued)

34. 34
• Share the report with staff and Board!
• Provide a space and time to reflect on your report
• Facilitate a conversation around organizational
strengths and challenges
• Develop a set of priorities based on your needs,
resources, and aspirations –
• Find an ‘org lead’ to ‘own’ capacity building
• Determine what skills and supports are needed to build
your capacity
• Try to identify capacity building partners
• Make a plan
Taking it Home

35. 35
• CCAT as a way to engage staff and board members
• CCAT as a unique data source to use in
conversations with supporters and funders
• CCAT as a tool for evaluation and learning
• CCAT as a frame for strategic planning
Ways to Leverage

36. 36
•One way that you intend to
use the findings, process, or
CCAT?

37. 37
THANK YOU
Julie Simpson
TCC Group
Director, Nonprofit Strategy & Capacity Building
jsimpson@tccgrp.com
Lupita González
CCAT Certified Facilitator
Executive Coach, Capacity Building Consultant
Lupita.gonzalezz@gmail.com