Prepared by: Dr. Atta Ceesay (SUNY-Buffalo State College) & Dr. Ellen Szarleta (Indiana University Northwest) Capacity Building Project – Final Report MARCH 2016
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Preparedby:Dr.AttaCeesay(SUNY-BuffaloStateCollege)&Dr.EllenSzarleta(IndianaUniversityNorthwest)
CapacityBuildingProject–FinalReport
MARCH2016
PAGE1
ContentsIntroduction................................................................................................................................................2
SummaryofCapacityBuildingProjectDeliverables...............................................................................4
CapacityBuildingProgramComponentsandCompletedActionSteps................................................5
StepOne:FoundationsofEastChicagocapacitybuildingassessment.............................................5
StepTwo:Nonprofitcapacitybuildingassessment.............................................................................9
StepThree:Grouptraining/facilitationonkeycapacityissues.........................................................16
StepFour:Peernetworksbasedonneedsofcommunityandorganizations..................................20
ProcessSummary......................................................................................................................................21
FinalEvaluationSurvey............................................................................................................................22
NextSteps:MeasuringPerformance......................................................................................................24
Appendix1:FECBoardandStaffInput...................................................................................................26
Appendix2:WorkshopEvaluationQuestionnaire................................................................................38
Appendix3:AuthorBiographies..............................................................................................................41
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IntroductionIn2013,theFoundationsofEastChicago(FEC),throughastrategicrealignment,
implementedaprocesstoexploretheissuesoflong-termsustainabilityofitsgrantees.As
stated,thefoundation’smissionis“tostrengthenandimprovethequalityoflifeinEast
Chicagothroughstrategicgrantmaking,providingleadership,andservingasa
communityresource”(FEC,2016)i.Themaintenetsofthestrategicrealignmentfocused
onhealth,educationandpublicsafety.TheFoundationengagedinmultipleconversations
withkeystakeholderstodeterminehowbesttoaddressthemaintenets.Itbecame
apparenttothefoundationthatgranteesrequiredsupportinfourareasinorderto
sustainablyimplementprogramssupportiveoftheFECmission.Theseareasare:
• CapacityBuilding
• ProgramMeasurementandReporting
• PublicRelations
• Technology
TheEastChicagoFoundationcapacitybuildingandreportingandmeasurement
challengesandopportunitiesarethefocusofthisreportbytheIndianaUniversity
NorthwestCenterforUrbanandRegionalExcellence.Theprojectteaminitiallywas
contractedtohelptheFoundationsofEastChicagoachieveitsprogramgoalsby:
• Determiningwherethenonprofitsareinthedatacollection,dataassessment,
analysissoftwareuse,reportdevelopmentandreportpresentationstages
• Evaluatingthecapacity/potentialoftheorganization’sstaff,board,facilities,
programs/services
CapacityAssessment:PhaseI
TheIndianaUniversityNorthwestteamwouldtakeonthispartoftheassessment,by
examiningtheorganizationalcapacityandlifecyclestagesofthechosenproviders.
ThroughtheuseofTheCoreCapacityAssessmentTool(CCAT)ii,anelectronicsurveywas
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administeredtotheparticipatingorganizations.Thistoolallowedproviderstoselectand
reporttheirviewsonleadership,technology,organizationallearning,andmanagement.
Participantsreceivedasummaryoftheresultsthatcontainedanassessmentoftheir
strengthsandchallengesbasedontheiranswers.Theindividualorganizationreportsalso
containedrecommendationsforimprovementineachoftheareasassessed–leadership,
technology,organizationallearning,andmanagement.Althoughthetoolwasnot
establishedtorankorganizationsaccordingtotheiroverallcapacityscore,itwasableto
suggest,basedontheirresponses,infrastructureareasofstrengthandareasofchallenge.
Threesessionswereheldwithproviderstodistributetheresultsoftheirsurveys,discuss
thepurposeoftheexercise,andexplaintheresultsandhowtoprocesstheinformation.
Thiswasanimportantopportunityforproviderstobegintoexamine,basedonaself-
assessment,thesustainabilityoftheirorganization.
CapacityBuilding:PhaseII
InMarch2015,theIndianaUniversityNorthwestteamsignedanagreementwithFECto
takethenextstepinbuildingasustainablenonprofitcommunity.Inthisnextphaseof
theprojectstepsweretakentoincreasetheefficiencyandeffectivenessnotonlyofthe
nonprofitorganizationsgranteesbutalsotheFoundationsofEastChicago.The
foundationalsoconductedanenvironmentalscanofitsoperations.Theinformation
collectedfromthecapacityassessmentstage(CapacityAssessment:PhaseI)wasusedto
informthisphaseofthestudy.
TheobjectivesoftheCapacityBuildingProject(PhaseII)wereto:
• WorkwithFECtoinventorythetypesofcapacitybuildingsupportalready
providedtononprofitsandtoidentifythemosteffectivewayforFECtodevelopits
capacitybuildingcapability;
• Workdirectlywiththenonprofitorganizationsidentifiedinthepreviousstudyto
buildapeersupportnetwork;
• Anddevelopanddelivergroupand/orindividualizedtrainingthatisspecifictothe
needsoftheorganizationsandthecommunity.
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Toaccomplishtheprojectobjectives,theteam:
• WorkedcloselywithFECandtherelevantstakeholders
• Utilizedseveraldifferentmethodsofbuildingcollaborativerelationshipsbetween
thenonprofitorganizationsincludingcommunityofpracticemethods.Todothis
weusetheresultsoftheCCATsurveyandanassessmentofcommunityneedsto
comeupwithaframeworkforthenetwork
• Usedbestpracticestodeliverhighqualityknowledgetothenonprofitsintheareas
mostneededsotheyareabletoadvancetothenextlifecyclestage.
Dr.AttaCeesayandDr.EllenSzarleta,leadinvestigators,completedthisphaseofthe
projectandElizabethLaDukeandMaryJarrettgraduateassistantsprovidedinvaluable
assistance.
Theaimofthissectionofthereportistoprovideanoverviewoftheproject’sactivities
andresults.Lessonlearnedwillbepresentedalongwithrecommendationsforthefuture.
SummaryofCapacityBuildingProjectDeliverables• TheFoundationofEastChicago’sboardandstaffmemberscompletedaCore
CapacityAssessmentTool.
• Theprojectteamconductedananalysisoflifecyclestagesandindividual
organizationcapacityoftheselectedgrantees.21outof26completedthesurvey.
• Acapacitybuildingtrainingplanwasdevelopedfromtheassessment.
• Fivetrainingsessionscoveredvariousaspectsofoperationalskills.
• The21agenciesthatcompletedtheinitialassessmentattendedthetraining
sessions.
• Peer-to-Peernetworkingsessionswerefacilitatedbytheprojectteam.
• Anonprofitresourcedirectorywasdevelopedbytheprojectteamandcirculated
toalltheparticipatingagencies.
• 3resourcetools(referencebooks)weregiventotheparticipantsuponcompletion
ofthetraining.
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CapacityBuildingProgramComponentsandCompletedActionSteps
STEPONE:FOUNDATIONSOFEASTCHICAGOCAPACITYBUILDINGASSESSMENT
FoundationsofEastChicagoprovidesastrongbasisfornonprofitsustainabilityinthe
community.ToenhancetheabilityofnonprofitsfundedbyFECtosustaintheir
operationsandservices,theprojectteamworkedwithFECtoidentifythetypesof
capacitybuildingsupportalreadyprovidedandtoidentifyforFECwhatisthemost
effectivewaytoexpanditscapacitybuildingcapability.Theprojectteamparticipatedin
meetingswithotherconsultants,FECstaff,andmanagementtodiscusscurrentinitiatives
andtoidentifyneeds.
TheprojectteamorganizedtheadministrationoftheFoundationCoreCapacity
AssessmentTool(FCCAT)iiiforFECstaffandboardmembers.TheFCCATwas
administeredtoFECduringthemonthofJuly,2015.Theassessmentlooksatfourkey
capacities:1.LeadershipCapacity;2.AdaptiveCapacity;3.ManagementCapacity;and4.
TechnicalCapacity.
LeadershipCapacityfocusesontheabilityofallorganizationalleaderstocreateand
sustainthevision,inspire,model,prioritize,makedecisions,providedirectionand
innovate,allinanefforttoachieveorganizationalmission.
AdaptiveCapacitymeasuresanorganization’sabilitytomonitor,assess,respondto,and
createinternalandexternalchanges.
ManagementCapacitymarkstheorganization’sabilitytoensuretheeffectiveand
efficientuseoforganizationalresources.
TechnicalCapacityassessestheorganization’sabilitytoimplementallofthekey
organizationalandprogrammaticfunctions.
Thetoolalsolooksattheorganizationalculture.Organizationalcultureconsistsofa
foundation’sabilitytoempowergrantees,itsbeliefingrantees,anditscapacityforre-
energizing,andunifying.Thisaspectmarkstheenvironmentandcontextinwhichthe
fouraforementionedcapacitiesoperate.
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Results
15participantscomprisingallboardmembersandmanagementstaffcompletedthe
survey.Assessmentofeachcorecapacityanditssub-capacitiesisbasedona300point
scale.Ascoreof230orgreaterisconsideredtobeshowingstrongcapabilities;ascoreof
190to229issatisfactory,andascorebelow190indicatespotentiallychallenging
capabilities.FEC’soverallcapacityscoresdemonstrateastrongcapabilityinleadership,
management,andtechnical(244,231,and245).Thefoundationscoredsatisfactoryin
adaptiveandorganizationalculture(scoresof229and226respectively).Whilethe
foundation’sassessmentdepictsanexemplaryoperation,anindepthanalysisofthe
differentcomponentsidentifysomepotentialchallengesandareasofimprovement.Here,
wewillprovideasummaryoftheresultsbutseeAppendix1foranaggregatecompilation
ofthesurveyresponsesofall15participants.
Leadershipcapacitymeasurementsincludeadvocacy;boardleadershipandstrategy;
internalandexternalleaderinfluence;leadervisionandstrategy;andsupportingdiversity,
equityand/orinclusion.Thefoundation’scapabilitiesinthisarealieinitsabilityto
formulateaclearvisionwhichnotonlyoutlinesthetrajectorythatthefoundationwants
totake,butincorporateshowtheorganizationrelatestoitslargerenvironment.The
foundationalsohaspoliciesandprogramsinplaceinsupportofdiversity,equity,and/or
inclusion.Somepotentialchallengingareaswithinleadershipcapacityspeaktothe
foundation’slackoforminimalinvolvementincommunitydecisions;involvingstaffin
thedecisionmakingprocess;boardpoolconsideration;andun-willingnesstogetridof
programsthatarenotworking.
Sub-capacityscoresinadaptivecapacityrangedfrom209to245withthehighest
performingaspectsspeakingtothefoundation’sabilitytocreatenetworksthrough
connectionswithpotentialpartnerstodiscussorsolveproblemsandtodevelopand
implementastrategicplan.Environmentallearningseemstotakeplaceoccasionally,
leavingroomforthepotentialtolearnandadapttosomeindustrybestpractices.This
showsthatthefoundationcouldpotentiallybenefitfromamorestreamlinedprogram
evaluationprocess.
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Managementcapacityscoresrangefrom212to246.Internalcommunicationsand
problemsolvingareareasthatboththeboardandstaffagreedtobeonpoint.
Communicationisopen,clearandconstructivefeedbackexchangesoccuroften.All
participantsfeltthatrolesandresponsibilitiesareclearlydefined,alongwiththerequired
knowledge,skills,abilitiesandothercharacteristics(KSAOCs).Whilejobdescriptionsare
welloutlined,thestafflacksbenchmarksforperformanceassessment.Grantmaking
processandgrantstrategyweretwoareaswhereparticipantswouldliketoseemorework
done.Keythemesincludedthefoundation’sinabilitytoeffectivelymanagethebudgetfor
long-termsustainability,andthelackofmissionalignmentwithgrantmakingstrategies.
Thefoundation’stechnicalcapacityscoresof231to257allfellwithinthestrongcategory.
Thissectionoftheevaluationassessestheorganization’sabilitytoimplementallofthe
keyorganizationalandprogrammaticfunctions.Theresultsshowthatthefoundation
doeshaveadequateinfrastructureandtechnologicalcapacitiesforoperationalefficiency.
Theboardandstaffseemtohaveagoodhandleonthemission,governance,andpolicy
directivesoftheorganization.Oneareaofimprovementliesinthefoundation’sabilityto
provideexternalcommunicationsthatareconsistentwiththeorganization’smissionand
vision.Theinternalgrantmakingprocesscurrentlyservesitspurposeofasmoothgrant
administrationbutthefoundationisnotlinkingitsgranteestootherpotentialfunders.
Theoverallorganizationalculturescoreof226(satisfactory),whichisaseparatemeasure,
demonstratesanotablehandleoftheenvironmentandcontextinwhichthecore
capacitiesofleadership,adaptive,management,andtechnicaloperates.Specifically,this
areaoftheassessmentlookedat:
Empoweringpromotesproactivity,learning,andabeliefinthevalueandabilityofstaff
andclients.Thefoundationscoreof242(strong)speakstotheorganization’sabilityto
promoteanenvironmentoflearningandbeliefinthevalueandabilitiesofitsstaffand
grantees.
Theboardandstaffbeliefingranteesabilitytosucceedscoreof214showsapotential
gapincommunicationandcapacity.
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Theabilitytore-energizetheworkenvironmentbysupportingstaffreflectiononthe
workathand,socialization,andinteraction,seemstobeanareaofpotentialimprovement
forthefoundation.Whilethefoundationhasenactedpoliciesandprogramsinsupportof
diversity,equityandinclusion,itsneedstoensurethattheyareimplementedproperlyso
thatnoonegrouporindividualisgettingpreferentialtreatmentoverothers.
FEC’soverallcapacityscoresof229to245showasatisfactorytoastrongcapabilityin
leadership,adaptive,management,technical,andorganizationalculture.Theseresults,as
discussedabove,showthattheoveralloperationofthefoundationiscommendablebuta
fewrecommendedchangescanmaketheoperationexemplary.
Recommendations
Recommendedleadership,programmaticandoperationalchangesincludes:
• Thefoundationshouldseektobuildstrongercommunityrelationshipbygetting
involvedandparticipatingincommunitydecisionmaking.
• Increaseboardtrainingandseektodiversifyfutureboardmembershipbasedon
valueaddedskills.
• Empowerandinvolvestaffinbrainstormingandprogrammaticchangeswithinthe
organization.
• Improveitsprogramevaluationtooltoeffectivelyweedoutprogramsthatarenot
meetingthegoalsoftheorganization.
• Takeintoaccountresearchandindustrybestpracticesintheirprogrammaticand
decisionmakingprocesses.
• Re-vampitscurrentprogramevaluationandmonitoringsystemtoallowfor
meaningfullearningandacting.
• Re-evaluateandredesignthegrantmakingstrategyandprocess
• Ensurethatitsexternalcommunicationmessageanduseofsocialmediais
consistentwiththemissionandvisionoftheorganization.
• Fosteraworkenvironmentwhereallemployeesfeelequallytreated.
TheFCCATexerciseallowedthefoundation’sboardandstafftoevaluateitsleadership,
adaptive,management,andtechnicalcapacities.Furthermore,italsoassessedtheoverall
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organizationalculturalenvironmentinwhichthesecapacitiesoperate.Ithelpsthe
foundationidentifyinternalandexternalstrengthsandweaknessesandofferssome
recommendedchanges.
STEPTWO:NONPROFITCAPACITYBUILDINGASSESSMENT
In2014,26granteesofFECwereselectedtoparticipateincapacitybuildingassessment.
DrawingupontheoriesonCapacityBuilding,fourlifecyclestageswereidentifiedforthe
study:1.ImpactExpansion;2.InfrastructureDevelopment;3.CoreProgramDevelopment;
and4.Stagnation.
Withinacompanylife-cycle,theImpactExpansionstageexpressestheorganization’s
abilitytolead,manage,discover,adapt,andfundactivitiesthatareembeddedinbothits
missionandvision.ThroughouttheImpactExpansionstagethefocusisonthechanges
thatoccurwithinthecommunityinwhichtheorganizationoperates.
ThestageofInfrastructureDevelopmentmarksanorganization’sabilitytoprimarily
lead,manage,explore,adapt,andfundtheoperationandinfrastructuretotakethecore
programtoscale.
Withinanorganization’slifecycle,CoreProgramDevelopmentphaserepresentsthe
organization’sabilitytolead,manage,explore,adapt,andfunditsowncoreprograms.
Withineachlifecycle,organizationsmustfocusonfourcoreareasofcapacity:Adaptive
Capacity,Leadership,Management,andTechnology.
AdaptiveCapacityreferstoanorganization’sabilitytomonitor,assess,respondto,and
createexternalandinternalchanges.Leadershipcapacityreferstotheorganization’s
leader’sabilitytocreateandsustainthevision,inspire,model,prioritize,makedecisions,
providedirections,andinnovate,allinanefforttoachievetheorganizationalmission.
Managementcapacityreferstotheorganization’sabilitytoensuretheeffectiveand
efficientuseoforganizationalresources.Technologycapacityistheorganization’sability
toimplementallofthekeyorganizationalandprogrammaticfunctions.
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Results
Amongthe26non-profitorganizationsselectedbytheFECforthestudy,21completed
thesurvey.Table1summarizesthelifecycleoverallscoresforthe21organizationsthat
completedthesurvey.Theorderoftheorganizationsisbasedontheirstagesof
developmentwithintheirlifecycle,color-codedasintheoriginalCCATreportsprovided
totheFECforeachorganizationthatcompletedthesurvey.
ThelifecycleofanorganizationbeginswiththeCoreProgramDevelopmentStage.It
continueswiththeInfrastructureDevelopmentanditculminatesintotheImpact
ExpansionStage.Theimpactexpansionstageoftenleadstochangesthatallowthe
organizationtosurviveinacontinuouslyevolvingenvironment.Insomecases,
organizationsthatfailtoexpandandchange,succumbtotheexternalchangesofthe
environmentfacingwhatisidentifiedasastagnationstage.Aglanceatthesurveyresults
suggeststhat,amongthe21organizationsthatcompletedthestudy,4arenowfacingthe
impactexpansionstage(seeTable1colorcodedbrown).Eightarestillinthe
infrastructuredevelopmentstage;and,theremaining9(43.0%ofthetotalrespondents)
arestillintheCoreProgramDevelopmentStage.
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Table1:NonprofitOrganizationsbyLifecycleStage
Number
Organization CoreProgram
DevelopmentInfrastructureDevelopment
ImpactExpansion
DidNOTCompleteSurvey
1 BethanyRetreatHouse X
2 WeCarefromtheHeart X
3 CatholicCharities X
4 CommunitiesInSchoolsofLakeCounty X
5 IndianaParentingInstitute X
6 EastChicagoCarnegiePerformingArtsCenter,Inc. X
7 HolisticCommunityCoalitionNFP X
8 EastChicagoUrbanEnterpriseAssociationInc. X
9 FoodBankofNorthwestIndiana X
10 MissionofJesusChristChurch X
11 NorthwestIndianaFederationInterfaithOrganizations,Inc. X
12 SalvationArmyEastChicagoCorps X
13 St.Joseph’sCarmeliteHome X
14 HealthyEastChicago,Inc. X
15 EastChicagoEducationFoundation,Inc. X
16 HolyTrinityCroatianChurch X
17 St.StanislausChurch X
18 ITooSingAmericaOrganizationofNWI X
19 TeensinAction X
20 Boys&GirlsClubofNorthwestIndiana,Inc. X
21 WorkforceDevelopmentServices,Inc. X
22 FaithTempleChurchofGodinChrist,Inc. X
23 SociedadCivicayCulturalLaReforma X
Xel-HaEscueladeDanza X
24 CommunityFellowshipOutreachMinistries X
25 JuniorAchievementofChicago/NorthwestIndianaarea X
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Recommendations
ImpactExpansionNonprofitOrganizations:Basedontheresponsestothesurvey,the
organizationsthatareintheImpactExpansionstagearedoingwellinCoreProgramand
InfrastructureDevelopmentshowingthattheyhaveasolidbaseuponwhichtobuild
furtheractivitiesandexpandthemissionandvisionoftheorganization.Theirprograms
seemtobewelllinkedtothemissionandvisionandtheseorganizationshavesystemsin
placethatallowthemtooperatesmoothly.Thefollowingrecommendationsapplytoall
theorganizationsthatarecurrentlyintheImpactExpansionstage:Weencouragethese
organizationstoconsidertheirImpactExpansionincludingbroadeningtheorganization’s
approachtoachievingimpactexpansionbeyonditscoreprograms.Thismayinclude
strategicalliances,partnerships,policy/advocacyworkorfurtheroutreachinthe
community.
InfrastructureDevelopmentNonprofits:Forthoseorganizationsthatarecurrentlyinthe
InfrastructureDevelopmentstage:werecommendafocusonImpactExpansion,including
aspectsofcapacitybuildingthataddressbroadeningtheorganization’sapproachto
achievingimpactexpansionbeyondtheorganization’scoreprograms.Thismayinclude
strategicalliances,partnerships,policy/advocacyworkorfurtheroutreachinthe
community.Itisimportanttonote,however,thatthedevelopmentofanorganization’s
effectivenessisanadditiveprocess,soacontinuedfocusonmoreeffectiveandefficient
InfrastructureandCoreProgramDevelopmentwillalwaysbeimportanttoconsider
throughouttheorganization’slifecycle.
CoreDevelopmentNonprofit:ForthoseorganizationsthatarestillintheCore
developmentstagewerecommendthattheLeaders/administratorsconsiderthe
organization’sCoreProgramDevelopment.Closealignmentbetweentheirprogramsand
mission/vision–andclaritywithintheorganizationastohowtheyrelate–arecriticalto
thefoundationofeachorganization’seffectiveness.Iftheorganizationisjuststartingout,
leaders/administratorsmaywanttothinkmoreabouthowtoclearlyarticulatethe
missionandvisionandapplyittodevelopingtheirprograms.Forthoseestablished
organization,webelieveitisbesttogobackandensurethatthereisastrongconnection
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betweentheorganization’sprogramsanditsmission/visioninordertobuildthecapacity
ortheorganization.Theprioritizedsetofrecommendationsthatweprovidetoeach
organizationrepresentsomeofthestrategiesforenhancingtheircoreprogram
development,basedontheresultsoftheirorganization’scapacityassessment
participationandourresearchonwhichareasaremostcriticalfororganizationsattheir
stageofcapacitybuilding.
Whilewewereabletoprovideoverarchingrecommendationstothenonprofit
organizationsbasedontheirlifecyclestages,theprojectteamconductedamicr0analysis
ofthefourareasofcapacitytogainmoredepthintothecapacityissuesfacingthe
organizations.Regardlessoflifecyclestagesomecommonthemessharedbyall
organizationsemerged.Table2depictssuchthemes.
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Table2:MicroanalysisofCCATCoreCapacityAreas
CCATCoreAreasofCapacity SharedCapacityIssues
OrganizationalResourceSustainability
• Improvefinancialsustainability• Fundingstreamdiversification
ProgramResourceAdaptability
• Scalebackprograms• Hiremorestaff
Leadership LeadershipSustainability
• Successionplanning• Staffpreparedness• Reduceorganization’srelianceonasingleleader
Management Programstaffing
• Staffalignment/restructuring/changes• Crosstraining,retentionandvolunteermanagement
Financialmanagement
• Fundraising/grantcapacity• Stafffinancialskilldevelopment
Supportingstaffresourcesneeds
Carefullyconstructedjobdescriptions
Keepingemployeeswell-informed,dedicatedandadaptable
• Well-definedrolesandresponsibilities• Performanceevaluation• Diversity
Employeemotivation
• Providingrelevantbenefit• Employeedevelopment
Technology Outreach,advocacyandmarketing
Staffskilldevelopment
Legalexpertise
Fundraising/grantcapacity
Communication
Facilitymanagement
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Additionally,theorganizationsalongwithFECstaffmemberswereinvitedtoameetingto
gooverthesurveyresultsandbrainstormonwhattheorganizationsmightneedmoving
forward.Themeetingwasheldatthefoundation’sfacilityonMay12,2014.Thegeneral
discussionofgoalsandconcernscenteredonthefollowingissues:
• Workshopisencouragingorganizationstoevaluatetheirinternalstrengthsandchallenges–mightbebeneficialforthemtoconductSWOTanalysis
• Promotingthinkingdifferently• Collaborationisvital–leadstogrowth• Differencebetweenpartnershipandcollaboration• Organizationshavegoalofadvancingfundraising• Needtocreateandmaintainauthenticconnections• Requestforknowledgeofservicesthatallorganizationsprovide-andthedepthof
thoseservices• Sustainabilitythroughconnections• Referencemanual/userguide–includecontactinformationforallorganizations• Requestforknowledgeofotherorganizations’missions• Concernoftimerequirement–takestimetobuildrelationshipsanddeveloptrust
–manyorganizationshaveonlyone(orsmall)staffandcannotdedicatethetime• Sizeoforganizationcanleadtodifferentproblems–notsameissuesforall
organizations• Sustainabilitynotequaltofundraising• Becomingbetterorganizationismoreimportantthanfundraising• Networkingopportunitiesarekey–cannotoperateasislands–musteliminate
silos• Changeanddevelopingpartnershipsdoesnotleadtoloss(lossofcontrol,
standing,etc.)• Trustisparamount• Educateothersonwhatorganizationscanandcannotdo–challenges,restrictions,
etc.
Aseparatemeetingwiththeboardtheirperspective,thoughtsandgoalsmainlycenteredonthesekeyissues.
Leadership/management
• Mobilizeorganizationsthroughadvocacyatcityandstate• HowcanFECprovidehelpneededtobeaneffectivecollaborator• HowcanFEChelpeachproviderworksuccessfullywithFEC’smission?• Referto(orlookat)theexperienceofprovidersandtheirservicesandsuccessesin
meetingcommunity’sneeds
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Sustainability/long-termviability
• Organizationneedstobeabletobuildlong-termsupport• Thinkoutsidethebox• Howwilltheplanmakethecommunitybetterovertime
Impact
• Impactthatismeasureable• Cleargoalsforimpact• Meaningfulrequestorprojectthataddressesthemission• Howisprojectororganizationimpactingthecommunity• Bestpractices–historyofsuccessfulprojects(perorganization)• Investmentthatmakeslong-termimpact• Trueinvestmentinthegrowthofcommunityanditsresidents• NotinterestedinBand-Aidsorquickfixes–butratherchangesinthewaythe
populacethinksand/ordoesthings• Howarelivesbeingimproved
Funding/grantmanagement
• Currenttrackrecordofgrantfidelity• Demonstratehoworganizationhassuccessfullyusedfundspreviously• Fundraisingtoolsthatbuildorganization’scapacity/sustainability
Advocacy/communityrelations/marketing/collaboration
• Improvecommunityperception• Istheorganizationmeetingobjectives• Whatmakesorganizationeffective
Itisfromthisconversationwiththefoundationboard,staff,nonprofitorganizationand
ourmicroanalysisoftheCCATsurveyresultsthattheprojectteamderivedsomegroup
trainingandfacilitationonkeycapacityissuesasoutlinedinstepthreebelow.
STEPTHREE:GROUPTRAINING/FACILITATIONONKEYCAPACITYISSUES
Afteritwasdeterminedwhatleadershipskillsareneededtoenhancenonprofit
performance,theteamdevelopedanddeliveredworkshopsonkeycapacityissues.The
grouptrainingbeganwithanorientationandtrainingsessiononthevalueofcreatinga
peernetwork.AllnonprofitsthatcompletedtheCCATevaluationinphaseonewere
invitedtoparticipateintrainingsessions.Onthisdatethenonprofitsorganizationswere
informedthatcapacitybuildingtrainingsessionswouldbeheldintheareasof
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organizationalculture,leadership,operationalmanagement,adaptivecapacity,and
sustainability.Theorganizationswerealsointroducedtotheconceptsofknowledge
sharingandpeernetworks.Theywereencouragedtothinkofallparticipatingnonprofits
aspeerresourcestosupportfuturecapacitybuildingefforts.
FourcapacitytrainingsessionswereheldinJune2015andtwoinFebruary2016.The
topicscoveredwerechosenaftercarefulreviewoftheCCATresults.Thetopicswere
chosentomeetthecoreneedsoftheFECnonprofitsandtobuildthenonprofitpeer
network.Thefinalsessionsweredevelopedtointegrateallthedifferentaspectsofthe
previousfoursessions.Table3outlinesthescheduleofsessionsalongwithabrief
descriptionofeachsession.
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Table3:CapacityTraining
CapacityTrainingTopic
Purpose WhoAttends? Date
OrganizationalCulture
Introductiontothecapacitybuildingprocess;assessmentofnonprofitorganizationalculture
Allnonprofits
June1,2015
LeadershipSustainability
Trainingonstaff/boardleadershipbestpractices
Allnonprofits June10,2015
ProgramStaffing&StaffResources
Trainingfocusedonstaffalignment,crosstrainingandskilldevelopment
Allnonprofits June17,2015
ResourceSustainability&Adaptability
Trainingonchange,managingchangeandcreating/maintainingsustainableorganizations
Allnonprofits June24,2015
HallmarksofaSustainableNonprofit
Trainingonstrategictoolstoachievesustainability
Allnonprofits February18,2016
BecomingHighlyImpactful
Discussiononwhatistakestobeimpactful
Allnonprofits February18,2016
Inallsessions,thenonprofitorganizationsusedtheresultsofthepreviouslyadministered
CCATasareferencepointfordevelopingtheirplansforimprovingcapacity.All
participantsbeganwithareviewoftheirorganizationalculture.Thentheparticipants
developedstrategiesforadvancingimprovementsinthecriticalareasofleadership
sustainability,managementofstaffandresources,resourcesustainabilityandadaptability.
Thenonprofitsusedtheinformationprovidedinthecapacitybuildingtrainingsessionsto
guidethedevelopmentoftheirstrategies.
AttheendofthefourthtrainingsessionheldonJune24,2015,alltheparticipantswere
askedtowriteamemotoFECoutliningthetoptwoorthreeprioritiesthatwillbe
addressedasaresultofthecapacitybuildingtrainingandCCATassessment.The
organizationswereaskedtoreflectonthefollowingthreequestions:
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• Whatdoyouthinkisthemostimportantchangeyourorganizationhasto
gothroughtoremainsustainable?
Createclearercriteriaandmeasurementtoolstousetodeterminetheeffectivenessofthe
organization’sprograms.
Culture:Communicationontheoperationalandorganizationallevel.Wehavetomakesurethat
allgroups/departmentsunderstandandcanarticulatethemissionwithinthecontextofthework
thatisbeingperformed.Soimportantsinceeveryoneisinvolvedinthecommunitiesinwhichwe
work,atvariouslevels.
Thateveryonehasthesameinformationatthesametime,sothemessagingcanbeclearand
everyoneisabletoperforminthesamedirection.
• Howareyougoingtocreatethecapacitytoadapttochange?
Oftentimeswedowhatwedobecausewehavebeendoingitforyears.Theassumptionismade
thattheprogram/serviceisusefultotheEnterpriseZoneresidentsandbusinesses.Enhanced
betterdefinedmeasurementtoolsandcriteriaforprogramswillyieldmoremeaningful
assessmentinformation;whichwillallowfordevelopmentofprogramsandservicesthatare
bettersuitedforresidentsandbetterassistbusinesses.
Duringthepastseveralmonths,actionshavemovedusintoaperiodofchange.Wewillestablish
astrategicteamthatwillworkcollectivelyand/orindividuallytobrainstormwaysinwhichour
communicationsystemissolidandthereforehelptofosterthedesiredcultureofthe
organization.Weneedtherightpeople,attherighttime,intherightplace.
Increasingourboardengagementiscriticalifwearetomoveforward.Increasingmeeting
attendanceandeveryone’sunderstandingofourgoalsisimportanttogetthingsdone.
Strengtheningworkingrelationshipsbetweenboardmemberswouldhelpreinforceoureffortsby
havingeveryonefeelaccountabletoeachotherandmorelikelytofollow-throughwithtasks.
• Howareyougoingtoembedthisprocessinyourdaytodayoperations?
Createannualtimelinessothatprogramsaren’tjustongoing.Thiswillestablishbaselinenumbersandalsoallowoneperiodtobetobemeasuredagainstanother.
Overtimecollecteddatacanbeusedtoevaluatetheeffectivenessoftheprogramorserviceandtheorganizationcanadaptasnecessary.
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Createtrackingmechanismssothattheorganizationcanassesslongtermsuccess.
Annuallyrevisitthemissionoftheorganizationtoensuretheprogramsandservicesareremainingtruetothemission.
Instillinleadershiptheneedtoadheretothecriteriaincarryingoutprograms.
Whenapplicable;sitevisitsshouldincludeallsegmentsofleadership.
Annuallyevaluateprogramstoensureorganizationisbeingfiscallyresponsibleinallocatingfundstotheprogramorservice.
Createandconductapre&postsurveywithourstakeholders
Brainstormwaysinwhichwecansuccessfullymeasureourresultswithintheparametersofaspecifictimeline.Thenfinallysharetheresultswithourstakeholdersandimplementationresults.
Weneedtobringonmoreboardmemberssowecanlightentheloadoncurrentmembers.Wealsoneedtomakeexpectationsclearuponbringingonnewboardmembers
Byhavingasetonboardingprocessandstayingloyaltoit,creatinganorientationmeetingfornewmembers,andholdingastaffretreattohelpbuildrelationshipswithinourgroup
TheanswersabovewillgiveFECanideaofwhattheorganization’sseeasthemost
importantchangestheyhavetomaketoremainsustainableandhowtheyaregoingto
createthecapacitytoadapttochange.
Tocomplementtheaforementionedtrainingsessions,theprojectteamintroducedand
facilitatedtheprocessofbuildingpeernetworksamongstthenonprofitstofurtherengage
theminacollectivelearning,sharingandcollectiveimpacteffort.
STEPFOUR:PEERNETWORKSBASEDONNEEDSOFCOMMUNITYANDORGANIZATIONS
TheresultsoftheCCATsurveyadministeredtothe26nonprofitsinthefirstphaseofthe
projectprovidedcriticalinformationfordesigningthepeernetwork.UsingtheCCAT
results,theprojectteamwasabletoidentifyandgroupthenonprofitsaccordingtotheir
stageofdevelopmentandtheirstrengthsandchallenges.Thisinformationservedasthe
basisfordesigningthepeersupportnetwork.Oncetheframeworkwascreated,weused
theresultstohelpdesignthetrainingsessions.Forinstance,inatrainingsessionon
leadershipcapacitybuildingweplacedthenonprofitorganizationswithstrongleadership
capacityinamentoringposition.Throughsharedstoriesandexperiencesthenonprofit
PAGE21
organizationslearnedbestpracticesfromoneanotherandbuiltrelationshipsbasedon
trustthatwilllaterserveasavaluablepeerresource.
Whilenotpartoftheoriginalproposedwork,theprojectteamdeterminedthataPeer
NetworkResourceGuidewouldbebeneficialtotheparticipatingnonprofits.Theteam
preparedaresourcethatwillprovidecriticalinformationincludingcontactinformation
andmissionstatements.Thenonprofitscanusethisguidetomaintaincontactwiththeir
peers.Table4outlinesthepeer-to-peertrainingschedule.
Table4:Peer-to-PeerTraining
TrainingTopic Purpose WhoAttends? Date
Governance Reinforceconceptsdeliveredinleadershiptrainingsession;guidepeer-to-peerdiscussionsongovernance
Allnonprofits
June10,2015
Staff&VolunteerManagement
Reinforceconceptsdiscussedinmanagementtrainingsession;facilitatepeer-to-peerdiscussionsonbestpractices
Allnonprofits June17,2015
OrganizationalLearning
Reinforceconceptsdiscussedonorganizationalsustainabilityincludingfundingpresentation,discussionandfinancialsustainability
Allnonprofits June24,2015
ProcessSummaryThroughouttheprojectwe:
• WorkedcloselywithFECandtherelevantstakeholders
• Utilizedseveraldifferentmethodsofbuildingcollaborativerelationshipsbetween
thenonprofitorganizationsincludingcommunityofpracticemethods
• Usedbestpracticestodeliverhighqualityknowledgetononprofitsintheareas
mostneededsotheyareabletoadvancetothenextlifecyclestageifadecisionis
madetodoso
• Webringallorganizationsinaparticularlifecyclestagetogethertodiscusshow
besttoincreasetheircapacitybysharingideasand/orresources.Intheend,the
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nonprofitorganizationswouldhaveawaytosharetheirexpectationsandlearn
bestpracticesfromoneanotherleadbytheprojectteam.
FinalEvaluationSurveyAttheFebruary18,2016projectwrap-upandtrainingmeeting,12participatingnonprofits
completeda21-questionsurveybasedonthetopicsandconversationswehadduringthe
capacitybuildingtraining.OnLikertscaleof0(stronglydisagree)to5(stronglyagree),
thenonprofitswereaskedquestionsregardingthestructureanddeliveryofthetraining
program.Thegraphbelowshowstheresponsestothequestions.
00.51
1.52
2.53
3.54
4.55
ParticipantEvaluation
StronglyDisagree Disagree Neither Agree StronglyAgree
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Theparticipantsalsoprovidedfeedbackonfouropen-endedquestions.
Howwouldyouimprovethisworkshop?
• Providebetterinformationbeforetheworkshop.• Clarifytheworkshopobjectives.• Increasethecontentcoveredintheworkshop.• Maketheworkshopmoredifficult.• Shortenthetimefortheworkshop.• Makeworkshopactivitiesmorestimulating.• Addmorevideototheworkshop.• Speedupthepaceoftheworkshop.
Whatotherimprovementswouldyourecommendfortheseworkshops?
• MonthlyworkshopsprovideCEU’satendofthesession.• Beclearaboutwhoistoattend.• Providemoreresourcestotakebacktotheorganization.• Morestats.• Buildinmoreinteractionbetweenparticipants.• Don’tbelievetherightpeopleforourorganizationareintheroom.• TherewereanumberofPowerPointpresentations.Iwouldhavelovedtohaveacopy.• Beginatstatedtime,not1.2hourlater.• Giveorganizationthefreedomtoattendtopicsofhelptothisparticular
organization.Itisaterriblewasteofourveryprecioustimetobe‘mandated’toattendcomponentsthatarenotrelevant.
• Someofthematerialwastoorepetitiveandsometoobasic.• Beginontime.• Ilearnedalot.UsedwhatIlearnedtoimprovemanyaspectsofourNPO.• Perhapssplittingupnon-profitsbysize.Asalargerorganization,someofthethings
discussedarenotinmycontrol,andthereforewerenotrelevant.
Whatistheleastvaluableabouttheseworkshops?
• Asistypicalmanyoftheorganizationsdifferinsignificantwaysanditishardtogeneralizeparticularlyasifrelatestoboards.
• Mostofthecontentdoesandapplytoourorganizationandyetwewere‘mandated’toattend.
• Bothbenefitsandvaluesvaluable.• Onlythosetopicsthatdidnotapplytomyrolewithinmyorganization,suchas
strategicplanning,leadershipandgovernance.Thoseareimportantforsmallernon-profitsthough,soIunderstandtheneedtocoverthem.
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Whatisthemostvaluableabouttheseworkshops?
• Knowingtheorganizationinthecommunity.• Realizationonwhatelementsconstituteahealthyorganizationandhowtobebetter
fortheorganizationandself.• Makingconnectionsthathavebeenoverlookedandunder-utilized.Alsoitmademe
gobackandcleanupsomeunresolvedissues.• Becomingmorefamiliarwithotherorganizationsandthepeoplerunningthem.• Thecommentsoftheparticipants.• Formeboardengagementtheirimportance,andhowtogetthemactivelyengagedin
anaturalway.• Toheardifferentperspectives.• Networking,boardmanagementinformation,funding,diversification,information,
theresourceguideandbooksprovided.SittingdownwithDeniseDillardfora1on1.
NextSteps:MeasuringPerformanceTheFoundationsofEastChicagocapacitybuildingchallengesandopportunitieshave
beenthefocusofthisproject.ThemainpurposewastoassisttheFECinitsefforttoassess
itsgranteeinordertoimprovethefoundation’sgrantmakingcapacityandresource
allocation.TheteamadministeredtheCoreCapacityAssessmentTool(CCAT),a146-
questiononlinesurveythatmeasuresanonprofitorganization'seffectivenessinrelationto
fourcorecapacities—leadership,adaptability,management,andtechnicalcapacities—as
wellasorganizationalculturetothe26selectednonprofits.Thetoolhelpsorganizations
identifytheirlifecyclestageandprovidesareal-timefindingsreport,aprioritized
capacity-buildingplan.
TheresultshelpedtheprojectteamandtheFECmakeseveraldeterminations:(i)
determinethelifecyclestageoftheorganizations,(ii)identifycapacitygapsand(iii)the
makerecommendationsonthecapacityareastobeaddressed.Furthermore,thedata
helpedtheprojectteamevaluateandmakestrategicrecommendationsintheareasof
institutionalandprogrammaticcapacity.Capacitybuildingtrainingandpeer-to-peer
networkingwasprovidedtothedifferentorganizations.
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Atthisjunction,thenonprofitswillbenefitfromstrategicobjectivedevelopment,
programplanningandmanagement,leadingtotheimplementationofkeyperformance
measuresthatareoutcomeoriented.Thiswillgivethemtheabilitytocomparetheir
deliverablestoasetofkeyperformanceindicatorsorsetofbenchmarksovertime.
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Appendix1:FECBoardandStaffInput
LeadershipCapacity
Advocacy:
• developingendowmentplan• Wecandomoreinregardstopromotingourcorefocusareas.AstheFoundation
continuestodefinewhatwewillconcentrateourfundingon,weneedtoidentifymoreorganizationsand/ormovementsthatarealignedwiththeseareas.Oncetheseareidentified,wecanlookforwayswecanbecomemoreinvolvedwiththem.Tothispoint,wehavenotgoneoutofourwaytoassociateourselveswithagenciesand/orcausesthatreflectourcorevaluesoutsideofjustawardingthemfunding.Thisisanarearipeforimprovement
BoardLeadership:
• Rethinkingandadaptingtochange• UpdatingpoliciesandproceduresandgoalssincethebirthofFoundationsofEast
Chicago18yearsago,FEChasfollowedthe"GovernanceandBestPractices"modelsofthe"CouncilonFoundations"whichiscomprisedofnumerousFoundationsandentrepreneursworldwide.
• Usingthesemodelsandtheknowledgeofcommunityleadersfromallprofessionalbackgrounds1FECcreatedamissionstatementandastrategicplanforsustainability.
• TheBoardcandomoretolearnabouttheworkthestaffdoesandhaveabetterunderstandingofwhattheydo.Thiswillassisttheminmakinggovernancedecisionsthatmorealignwithwhatisoccurringonaday-to-daybasis.ThiswillalsoenablethemtospeakinmoreauthoritativetonesregardingtheworkoftheFoundationandmakeinformativedecisionsaboutthefutureoftheorganization.
• Allthenecessaryinformationforeffectivegovernance".Learnourpoliciesandcontinueddiscussiononthemformoreeffectiveness."All'thenecessaryinformationallthetime.
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ExternalLeadersInfluence:
• peopletalktous;weareonthestreetsofEC• Need:establishbettercommunicationwithcommunityleaderstakinginto
considerationtheirmainintentions• FECidentifies(external)leadersoftheE.C.communityandwhereappropriate,
seekscollaborationandattemptstopartnerwiththemtobetterthecityanditsresident
• Boardandstaffmembers(internalleaders)areveryvisibleinthecommunityandareencouragedtoengagewithyoungandoldforidea
• Weneedtodomoreinregardstointeractingwithstakeholderassociationsintheregion.Weneedtodevelopstrongerrelationshipswiththemsotheyknowmoreaboutusandwhatwedo.Thisway,theywillbeabletospeakupinpublicandprivateforumsinwhichtheFoundationsarebeingspokenaboutorshouldbebroughtintotheconversationevenifnoonedirectlyassociatedwiththeFoundationsispresent.Thiswillincreaseourvisibilityandstrengthenourbrand.
• Establishingbettercommunicationwithcommunityleaderstakingintoconsiderationtheirmainintentions
InternalLeaderInfluence:
• WecandoabetterjobinallowingthenaturalleadershipqualitiesofourstafftobeutilizedinregardstoactivitiesoftheFoundation.Therefore,itwillnotfallonlyononeortwoindividualstobetheleaderandpublicrepresentationoftheFoundation.
LeaderVisionandStrategy:
• ThevisionanddirectionthattheBoardhasfortheFoundationdoesnotatalltimesappeartobeincompleteharmonywiththeStaffandGrantcommittee.Whiletheymaynotbeoppositeofeachother,thereneedstobemoreopportunitiesfortheBoardtocommunicateitsoverallvisionfortheFoundationtothestaffandcommitteemembersandviceversa.
• WhiletheBoard'svisionisthefinalword,havinginputfromstaffandcommittee'swillhelpstrengthentheoverallFoundationstrategies.
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LeadershipSustainability:budgetedmoniesforboard/staffattendanceatseminarsorCE;
• Need:makestrongereffortstocultivatestaffmembersandothercandidatesaboutleadershiptransitions.
• Therecouldbemoredoneregardingencouragingmorestaffandboardmemberstoattendlearningopportunities(Conferences,webinars,seminarsetc.)Thisiswherethetruelearningregardingthefieldofphilanthropyoccurs.Aspeoplelearnmoreaboutthisfield,theywillbemoreinclinedtotakeonleadershiproleswithintheFoundationandinareastheynormallywouldnotworkin.
• Makestrongereffortstocultivatestaffmembersandother"candidates"aboutleadershiptransitions.
SupportDiversity:
• grantcommitteeisdiversegroupofindividuals;retired,extensivebackgroundinworkforceandcommunity;boardstaffandgrantcommitteearediverse
• TheGrantCommitteeneedstobringmorediversevoicesonthecommittee.Needyoungerindividualswhocurrentlyworkintheeducationandhealthfields.Thereisalsoaneedformoreprofessionalsonthecommittee.Thereisadangerfortoomanylike-mindedindividualstobecomethemajorityofdecisionmakers.CultivatingandencouragingmoreindividualswithdifferentthoughtsandviewpointswillhelptheFoundationsmakebetterinformeddecisionsforall.
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AdaptiveCapacityScores
CreatingNetworks
• Aswecontinuetodevelopadatabasedemonstratingtheneedsofourgrantees,Ibelievetheopportunitytoincreaseourscoreinthiscategorywillincrease.Aswelearnmoreabouttheneedsofourgrantees,wewillthenbeabletoreachouttoorganizationsandindividualswhoareexpertsintheseareas.Wewillthenbeabletoconnectnotonlyourgrantees,butBoardmembers,Committeemembersandstafftotheseresourcesaswell.Asthisprocesscontinues,weasstaffandBoardmembersneedtolookforopportunitiestonetworkwithindividualsandorganizationsthatwefeelwouldbeofcurrentorfuturebenefittoourgrantees.
Decision-MakingTools
• Thedevelopmentofagrantapplicationrubricwouldgreatlyincreaseourabilitytoimproveinthisarea.Byhavingarubrictoevaluatethestrengthofapplications,thegrantcommitteewouldhaveauniformtooltousetoscoreapplications.Thiswillassistthecommitteeinmakingfundingdecisionsbasedmoreontheoverallmeritoftheapplicationandnottheirpersonalfeelingsabouttheauthorsofthegrant.Thisrubricshouldalsobemadeavailabletothegranteespriortotheircompletingtheapplication.ByknowingwhattheFoundationwillvaluewithintheapplication,theyhopefullywillwritebetterproposals.
EnvironmentalLearning
• Weneedtocontinuetakingadvantageoftheinformationthatismadeavailabletousthroughthevariousfundingnetworksandassociationsweareapartof.Thefieldisconstantlyreleasingnewinformationaboutbestpracticesregardinghowtodophilanthropy.Weneedtopaymoreattentiontotheseresourcesandintegratethemintoourpractices.Thisalsooccursbyattendingmoreconferencesandwebinars.
• Needtomakebesteffortslearningaboutwhatisgoingoninourcommunityprograms,agencies,communitystrategies.
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InnovationandExperimentation
• Ibelieveasweworkonimprovingtheotherareaswithinthissection,wewillnaturallybecomemorecomfortablewithbeingmoreinnovativeandopentotakingmoreriskswiththewaywecurrentlyinvestingrantees.Thethingtokeepinmindiswemustbemoremindfulofwhatthepotentialrisksarewithnon-traditionalprograminvestmentstrategiesandconductdue-diligenceinensuringwedon'tendupdoingmoreharmthangoodbynotthinkingthingsthough.Wealsomusteducatethecommunitythatwecandomoretobehelpfulthanjustfundprograms.
ProgramEvaluation
• Wearebeginningtotakestepstocorrectthisareaofweakness.Aswebegintobecomemorefocusedonthetypesofoutcomeswewanttoseefromourgrantees,wewillbeabletodeveloptheappropriateevaluationtoolsandmeasurementsystemsforourneeds.Thiswillcomefromimprovingthewayweconductsitevisitsandrestructuringourinterimandexitreportssotheybetterreflectthetypeofinformationweneedtoevaluateourgivingdecisions.
• Attentiontothequalityofevaluations.
StrategicPlanning
• TheprocesstoimprovethiswilltakeplacelaterthismonthwiththeBoard'sstrategicplanningretreat.Thekeyfromthisdevelopmentwillbehowcloselywealignourdailyoperationstotheguidelinesdevelopedthroughthenewplan
ManagementCapacityScores
GrantmakingProcess
• Improvementisneededofcurrentgrantproceduresandpolicieswhichshouldincludetherevampingofgrantapplications/evaluationprocess.
• Applybetterskillsreviewinggrantapplicationsasweshouldpaymoreattentiontoneedandmerit.
GrantmakingStrategy
• FEC'sPillarsaretoobroad;discussionisneededtonarrowfocusanddeterminewhatarea(s)FECwantstomakegreaterimpactandhoworwhatpathtotaketoensureourgranteesunderstandourgoalsandobjectives.
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• FEChasbeguntheprocessofcapacitybuildingthroughsharedlearningactivitieswithaselectgroupofgrantees.
• Thisprocessshouldbeexpandedtoincludeothernonprofits.TheSocialMediaTrainingworkshopwassuccessfulwithover40localprovidersattending.FECshouldcontinueasaconvener,organizingmeetingsandeventswheresimilarlearningopportunitiesareoffered,providingfundsandfree/lowcosttrainingtoboosttheabilitiesofthegrantee'scapacityandtheopportunitytoshareinformation.It'snotallaboutProgramsandGeneralOperatingfunding,butjustasimportantprovidingtrainingopportunitiestoourgranteestobetterunderstandFEC'snewdirectioninfunding.
InternalCommunications
• Whenemployeesbecomemorespecializedandfocused,theyoftenlosesightofthebigpicture.That'swhenhavingeffectiveinternalcommunicationbecomesvital.AswemovedintotheTransitionPhase,theInterimExecutiveDirectorhasemphasizedtheimportanceofweekly/biweeklystaffmeetings.Thishasprovensuccessfulandprovidedemployeesanexcellentplatformtoexchangeideas,informationandquestions.Thisalsoempowersstafftoseekanswersfromtheirpeers,strengthenconnectionsamongeachotherandtransferknowledge.
• Itwouldbeofbenefitthatallstaffgetinvolved(tosomedegree)inthegrantmakingprocessandinattendingsitevisits.Soscholarshiporadmindivisioncanunderstandthesitevisitprocessandgetanunderstandingofwhatsomeofthegrantsareallabout.SamewithGrantdepartmentlearningaboutthescholarshipapplicationandselectionprocesses.Allowingstafftoparticipatebooststheirself-confidence,makingtheirworkexperiencebetterandopensthedoortobetterinteractionswithcurrentandfuturegrantees.Thisimprovesstaffknowledge,participationandtheopportunitytoprovideinputfromadifferentperspective.It'saboutlearningtogetherandidentifyingwaystoworkbetterandsmarter.
ManagingStaffPerformance
• Thereisaneedtofinalizethestaffprocessesmanual,andencouragecross-trainingamongstaff,soifsomeoneleavesorisoffsomeonecanfillinuntiltheindividualreturnstoworkorpositionisfilled.Continuetoencouragestafftraining,workshops,webinars,etc.,notonlywithintheircomfortzone,butinotherareasofnonprofitprocesses
ProblemSolving
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• HRconflictsareusuallyresolvedbytheexecutivedirectorwhohasanopendoorpolicy.ItisalsoimportanttoengagetheBoardPresidentintheHRproblem-solvingprocess.
TechnicalCapacityPart1
EvaluationSkills
Beforewecanmakeimprovementsonourcurrentevaluationskills-staff,committeemembersandtheExecutiveBoardfirstneedtobetrainedontheevaluationprocess.However,thefirststepishavingpreciseandwelldefinedpillarsalongwithcreatingasharedvision.
Oncethishasbeendeterminedaskingtherightquestionsiskeyintheevaluationprocess.Thefollowingquestionsarejustafewexamplestoaidusinimprovingourevaluationskills.
• ·Whatistheevidencethatthistypeofprojectcanbeeffective?• Doproposedgrantactivitiesmeshwithlogic/theorysupportedbypastevidence?• Isthisthemostefficientwayofachievinggoals,oristhereabetteralternative?• Isthisthe.bestuseoffoundationmoney?• Aretherealternativeusesofresourcesthatwouldyieldgreaterbenefits?• Whathavewelearnedwhatworks?
ExternalCommunicationSkills
• ProvidingeducationalWebinarsonFEC’swebsite,forwardpromotionalmaterialsformgranteestoSMDG,placethelistofcurrentgrantsonthefrontpageofFEC’swebsite,distributenewslettertothecommunity,providespecificdirectionstoourclientsonhowtosendaPressReleasetoourlocalnewspapers,andcontinuetodevelopaProviderDirectory.
Facilities
• FEC’sconferenceroomsandHealthyEastChicago’sclassroomsoneandtwoappeartohaveamplespace,equipmentandamenitiestoprovideaconducivelearningenvironment
FacilityManagementSkills
• AssignonlyoneFECstafftoscheduleallexternalmeetingswithoutsideorganizations.ThiswilleliminateduplicationandRSVP’swillbegiventojustoneperson
GrantmakingAdaptability
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• Ourpastflexibilitymaybelookedatasahindranceduetothefactwewereopentonewopportunitiesbutwelackedspecificdirection.
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TechnicalCapacity–Part2
GrantmakingBudgetSkills
• InregardstomanagingourGrantmakingbudgetfromaFoundationstandpoint,weareimproving.AswecontinuetoeducatetheGrantCommitteetheyarenotobligatedtoawardeverydollarallocatedpergrantround,welessenthechancesthatwewillgooverbudget.Inaddition,asweeliminatespecial,outofcycle,lineitemgrants,wewillbeabletostaywithinasetbudget.OneadditionalareaweneedtocontinuetoworkonisforcingtheScholarshipcommitteetostaywithinbudgetandnotoverspend.Onewaytoassistinthisareaistodoabetterjobinforecastingthenumberofpotentialscholarshipapplicantsatthebeginningofeachyearandallocatetheproperamountoffundstocovertheneed.
GrantmakingSkills
• Wewillcontinuetoimproveinthisareaasstaffgoesaboutlearningadditionalbestpracticesfromthefieldandweincorporatethosepracticeswithinourdaytodaygrantmakingprocess
KnowledgeofNonprofitOrganizationEffectiveness
• Aswelearnmoreaboutthenon-monetaryneedsofourgrantees,wewillbeabletocreatemoreassistanceprogramstoaddressthisissue.Thekeywillbeourwillingnesstoprovidetheseservicesandencourageourgranteestotakeadvantageofthem
LegalSkills
• StaffandBoardmembersneedtobecomemoreeducatedinbasicnonprofitlegalmethodologiesandterminologiessowecanmakeeducatedevaluationsoflegalsituationsthatdonotcallforengagingourlegalteam.WeshouldalsolooktobringonmoreindividualsbothontheBoardandstafflevelwhohavelegalbackgroundstoimproveourexpertiseinthisarea.
Mission-RelatedInvestingSkills
• WecanchargeourInvestmentcommitteetoengageourmoneymanagerstolookforandsuggestopportunitiesthatwecouldinvestincompaniesthatalignwithourGrantmakingfocus.Thiscouldbeespeciallyusefulwithcompaniesthatarelocalorhaveanimpactonourcommunity.
• Checkonadaptabilityandflexibilitywhengrantingmonies.
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Technology
• WeneedtocontinuetoencourageourBoardmembersandgrantcommitteememberstotakeadvantageofallthevariousformsoftechnicalcommunicationavailable.Weshouldeventuallybecome_apaperlessorganizationinallaspectsofGrantmakingandgrantevaluation.Thiswillbeassistedwithupgradingourgrantmanagementsoftware(MicroEdge)
TechnologySkills
• WeneedtocontinuelookingfortrainingopportunitiesforBoardandStafftobeasknowledgeableabouthowtomaximizetheoperationalcapabilitiesofthetechnologyweutilizeintheoffice.Similartowhenweparticipatedintheoffice-wideGiftstrainingandthesocialmediaclasses.
OrganizationalCulture
Organizationalcultureisthebehaviorofhumanswithinanorganizationandthemeaningthatpeopleattachtothosebehaviors.Cultureincludestheorganization'svision,values,norms,systems,symbols,language,assumptions,beliefs,andhabits.
Ourgranteesarestuckintheirorganizationalways.Astheirsourceoffundingitisuptoustoensuretheyaresuccessfulthroughtraining(capacitybuilding,socialmedia,etc.)Providingcontinuedcapacitybuildingopportunitiesforstaffandgranteesisimportant.FECbelievesintheirgranteesandwantsthemtosucceedthereforeprovidingthemwiththenecessarytraininganddevaluationtoolsisvital.WewantourgranteestobeabletobetterthecommunitybutFECrealizestherearechangesthatneedtobemadewhichiswhythetrainingswereimplemented.Ifagrantee'sprogramiswellstructuredandimplementedcorrectlythisinstillsabeliefinthegranteefromthepointofviewofFECstaff.
BeliefinGrantees
• FECbelievesinthecommunityitserves.Asstaff,weneedtobemoreinvolvedandlearnasmuchaswecanaboutourgranteesandtheservicestheyprovide.Wedon'tonlywanttoprovidefundingforthesegranteesbutwewanttoprovidealevelofcomfortaswell.WewantthemtounderstandthattheycancometoFECstaffbeforeandwhenaproblemarises.GranteesneedtoknoweverymemberofFECstaffsothattheyfeelcomfortableaddressingconcernssothatwemayoffersupportordirection.
• Tothispoint,wehavebeenfundingorganizationsmoreforwhoisassociatedwiththemratherthanwhattheydo.Thishascausedthestafftonothavethegreatesttrustthattheorganizationswillbeableaccomplishwhattheystatedtheywilldo.
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Theyalsodamagetheirrelationshipwithstaffwhentheydonotfollowthroughwithprovidingtheproperreportingasrequested.Aswetakemorestepstoimprovetheoperationalcapacityofourgrantees,andbecomemoreselectiveinwhowefund,thisrelationshipwillimprove.
Empowering
• BecauseofthemanagementstyleofourpreviousExecutiveDirector,ourProgramStaff(eventhoughverycapableandknowledgeable)appearedconfusedattimesonwhatwasexpectedfromtheboard.Wesucceededinmakingcorrectionsin-housebeforeissueswereirreparable
• Thestaffneedstobeawareofallevents(meetings,sitevisits,etc.)thatthegranteesarehavingincasethestaffwouldliketoattend.Attendingtheeventswillhelpstafflearnmoreaboutthegranteesandwhattheydoorareplanningtodo.Sitevisitsofferanopportunityforstafftoengagewithgranteesandperhapsprovidevaluableinputonpossiblepartnerships/networkingopportunitiesthatmayfavorablyimpactthegranteesprogramandthecommunityitserves.WewouldliketoseeallofourgranteessucceedFECisateamandourgoalistoworktogethertobetterthecommunity.Wecanonlydosoifweareawareofwhatisgoingoninthecommunity.Themoreweknowaboutourcommunitythemorewecanhelponeanother.IbelieveFECworkswellasaTeamandbyempoweringoneanotherwewillbecomeevenbetter.Weshouldalwayshaveroomtogrowandlearnandexpandourexpectations.
• Whileweprovidefundingtoorganizations,theyneedmorethanjustdollarsfromus.Theyneedtheassistanceandguidancefromourprofessionalstafftohelpthemastheymatureasorganizations.Weneedtoprovidemoretrainingfororganizationssotheywillbecomebetterequippedtooperate.Wecanalsodevelopmoreopportunitieswithoursocialmediaconsultantstofindwastohighlightandcelebratetheaccomplishmentsofourgranteesevenifwedidnotdirectlyfundit.
Re-energizing
• FECstaffappearstobemorefocusedandmissionorientedratherthandisconnectedwitheachother.
• FECnowhasinplaceanInterimDirectorwhoclearlyunderstandsthecommunityandhastheskillstore-energizeandempowerthestaff
• Weneedtobemoreencouragingtostaffmemberstofindlearningandself-improvementopportunitiestoparticipateinthatmakesthembetterprofessionallyandpersonally.Byprovidingopportunitiesforstafftotakepartintheseprograms,theywillbecomemoreengagedemployees.
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Unifying
• Thisprocessisimproving,butthereneedstobeacorporatecultureandenvironmentthatencouragesopentwowaydialoguebetweentheBoardandStaffandbetweenstaffdirectreportsandtheirsupervisors.Thishasimprovedovertheyears,buttherestillneedstobestrongmessagingfromtheleadershipthatthisformofcommunicationisnotonlyencouragedbutisexpectedandtherewillbenonegativerepercussionsdirectedtotheindividual.
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Appendix2:WorkshopEvaluationQuestionnairePleasecompletethefollowingquestionstoassistusincompletingthisstudy.Thequestionsshouldbeansweredbyoneindividualperorganization.Yourorganization’sidentityshouldNOTbeplacedanywhereonthisform.
1. Isyourorganizationa501(c)(3)? YesorNo
2. IfyouansweredyestoQuestionOne,howmanyyearshaveyoubeena501(c)(3)?_______
3. DoesyourorganizationhaveapaidExecutiveDirector? YesorNo
4. Howmanypaidstaffdoesyourorganizationemploy? __________
5. Howmanyvolunteerstaffdoesyourorganizationusetoconducteverydayactivities?______
6. Howlonghaveyoubeenaffiliatedwiththeorganizationinthecapacityofapaid employeeorunpaidvolunteer? ______years______months
7. Howmanyofthe5(four)trainingsessionsdidyouattend(includingthisone)?___________
Pleasecircleyourresponsetothequestionslistedonthenextpage.
Rateaspectsoftheworkshopona1to5Scale:
1="Stronglydisagree,"orthelowest,mostnegativeimpression
3="Neitheragreenordisagree,"oranadequateimpression
5="stronglyagree,"orthehighest,mostpositiveimpression
ChooseN/Aiftheitemisnotappropriateornotapplicabletothisworkshop.Yourfeedbackissincerelyappreciated.Thankyou.
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WORKSHOPCONTENT(Pleasecircleyourresponsetoeachitem.)
1=stronglydisagree2=Disagree3=neitheragreenordisagree4=Agree5=stronglyagreeN/A=Notapplicable
SDSA
1.Iwaswellinformedabouttheobjectivesoftheworkshops 12 34 5 N/A
2.Thisworkshopliveduptomyexpectations. 12 34 5 N/A
3.Thecontentisrelevanttomyorganization. 12 34 5 N/A
WORKSHOPDESIGN(Pleasecircleyourresponsetoeachitem.)
4.Theworkshopobjectiveswerecleartome. 12 34 5 N/A
5.Theworkshopactivitiesstimulatedmylearning. 12 34 5 N/A
6.Theworkshopactivitiesencouragedinteractionwith 12 34 5 N/Afellowparticipants 7.Theactivitiesinthisworkshopgavemesufficientpracticeandfeedback 12 34 5 N/A8.Thetimeallottedforeachworkshopwastoolong. 12 34 5 N/A
9.Thetimeallottedoreachworkshopwastooshort. 12 34 5 N/A
10.Theday/timeofeachworkshopwasconvenient. 12 34 5 N/A
11.Thedifficultylevelofthisworkshopwasappropriate. 12 34 5 N/A
12.Thepaceofthisworkshopwasappropriate. 12 34 5 N/A
WORKSHOPINSTRUCTORS(Pleasecircleyourresponsetoeachitem.)
13.Theinstructorswerewellprepared. 12 34 5 N/A
14.Theinstructorswerehelpful. 12 34 5 N/A
WORKSHOPRESULTS(Pleasecircleyourresponsetoeachitem.)
15.Iaccomplishedtheobjectivesofthisworkshop. 12 34 5 N/A
16.IwillbeabletousewhatIlearnedinthisworkshop. 12 34 5 N/A
17.Theworkshopwasagoodwayformetolearnhowtoincreasethecapacityofourorganizationtoservethecommunity 12 34 5 N/A
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18.Howwouldyouimprovethisworkshop?(Checkallthatapply.)
___Providebetterinformationbeforetheworkshop
___Clarifytheworkshopobjectives
___Reducethecontentcoveredintheworkshop.
___Increasethecontentcoveredintheworkshop.
___Updatethecontentcoveredintheworkshop.
___Improvetheinstructionalmethods
___Makeworkshopactivitiesmorestimulating
___Improveworkshoporganization
___Maketheworkshoplessdifficult
___Maketheworkshopmoredifficult
___Slowdownthepaceoftheworkshop
___Speedupthepaceoftheworkshop
___Allotmoretimefortheworkshop
___Shortenthetimefortheworkshop
___Improvethetestsusedintheworkshop.
___Addmorevideototheworkshop
19.Whatotherimprovementswouldyourecommendfortheseworkshops?
20.Whatisleastvaluableabouttheseworkshops?
21.Whatismostvaluableabouttheseworkshops?
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Appendix3:AuthorBiographies
AttaA.Ceesay,Ph.D.isanAssistantProfessorandNonprofitTrackCoordinatoratSUNY-
BuffaloStateCollege.HerresearchandteachinginterestsincludePublicManagement,
HumanResourcesManagement,comparativeandDevelopmentPublicAdministration,
andNonprofitManagement.Dr.Ceesay’sinterestsinserviceincludecommunity
developmentandpublicandnonprofitcapacitybuilding.Shecurrentlyteachesnonprofit
managementandgovernance,strategicplanning,andpublicorganizations.Dr.Ceesayhas
morethansixyearsworkexperienceintheprivateandpublicarena.Sheworkedat
KimberlyClarkCorporationholdingseveraldifferentfinancialpositions.Shealsoworked
attheNewJerseySmallBusinessDevelopmentCenteratRutgers-Newark,wherethey
wereresponsibleforsmallbusinessdevelopmentinEssexCounty.Shehelpedclientswith
businessdevelopmentbyprovidingthemwiththenecessarybusinessknowledgeand
tools.Shehasexpertiseinneedsassessment,capacitybuilding,strategicplanning,
researchdesign,andperformancemanagementandevaluation.
EllenSzarleta,Ph.D.,J.D.,istheDirectoroftheIndianaUniversityNorthwestCenterfor
UrbanandRegionalExcellenceandanAssociateProfessorintheDivisionofPublicand
EnvironmentalAffairsatIndianaUniversityNorthwest(IUN).Dr.Szarletacurrently
managesprojectsandperformsappliedresearchintheareaofnonprofitcapacitybuilding
andprogrammanagement,economicdevelopment,seniorandyouthservices,andcrime
dataanalysis.Sheactivelyengageswithnonprofitorganizations,offeringworkshops,
training,andfacilitationservicesthatenhancethecapacityofnonprofitorganizationsto
deliverservices.Herresearchinterestsincludecommunity-universitypartnerships,civic
andcommunityengagement,nonprofitcapacitybuilding,communitiesofpracticeand
knowledgenetworksaswellaspublicparticipationprocesses,environmentalpolicydesign
andtheintersectionofscienceandpolicymaking.Sheteachesclassesonpublic
managementeconomics,decisionmakingandenvironmentalpolicy.
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ihttp://foundationsofeastchicago.org/index.php.iiCCATisdevelopedbytheTCCGroupiiiFCCATisdevelopedbytheTCCGroup
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