Capacity Building: A Topical Resource List

Capacity building, or grantmaking designed to develop the strength and effectiveness of nonprofit organizations and to increase the leverage of philanthropic dollars, is an increasing area of interest for grantmakers. The following resources on aspects of this topic from a grantmakers' point of view recently have been published.

Backer, Thomas E., et al. Exploring Foundation Financial Investments in Nonprofit Capacity Building. Encino, CA: Human Interaction Research Institute. 2006. 18 p.

The researchers provide statistics related to the nature and characteristics of foundation financial investments based on recent surveys. In addition to these facts, they offer recommendations for future actions.

Bartczak, Lori (ed.) A Funder's Guide to Organizational Assessment: Tools, Processes, and Their Use in Building Capacity. . Saint Paul, MN: Fieldstone Alliance, 2005. xii, 197 p.

In this book, primarily directed to grantmakers with an interest in furthering capacity-building, a variety of assessment tools are presented and explained. Part 1 of the book provides tools that funders can utilize in evaluating the work of their grantees; Part 2 focuses on the work of grantmakers themselves, offering techniques for appraising their own efforts. With resource list and index.

Blumenthal, Barbara. Investing in Capacity Building: A Guide to High-Impact Approaches. New York, NY: Foundation Center. 2003. ix, 268 p.

Defining capacity building as "actions that improve nonprofit effectiveness," the author identifies these components of effectiveness: organizational and financial stability, program quality, and growth. Blumenthal developed the principles she elucidates by a review of research, evaluations of current programs, and interviews with foundations and consultants. The book provides guidance to both funders and nonprofits for developing strategies that work to enhance performance. With bibliographical references and index. Abridged version available online.

Connolly, Paul. Deeper Capacity Building for Greater Impact: Designing a Long-Term Initiative to Strengthen a Set of Nonprofit Organizations. New York, NY: TCC Group, 2007. 28 p.

This briefing paper explains how grantmakers can plan, implement, and evaluate long-term capacity building programs. The document covers key decisions that grantmakers must make when developing capacity-building initiatives, including the duration of the initiative, the funder's role, the types of assistance to provide, and others.

Connolly, Paul and Carol Lukas. Strengthening Nonprofit Performance: A Funder's Guide to Capacity Building. Saint Paul, MN: Amherst H. Wilder Foundation. 2002. 163 p.

Defining capacity building as “the process of strengthening an organization in order to improve its performance and impact,” the authors explicate how grantmakers can provide the strongest support for capacity building among their grantees. This book not only explains how, but also clarifies why this type of funding is important, and elucidates the major types of support that enhance performance. A four-step plan to support capacity building is outlined and explained. Also included is an historical overview of this type of grantmaking. Numerous worksheets are given to assist in the process. With bibliographic references and an index.

De Vita, Carol J. and Cory Fleming. Building Capacity in Nonprofit Organizations. Washington, DC: Urban Institute. 2001. 96 p.

Papers by various experts, presented at a seminar held in 2000. Contributors include Penelope McPhee and John Bare of the John S. and James L. Knight Foundation; Carol J. De Vita, Cory Fleming, Eric C. Twombly, and Elizabeth T. Boris of the Urban Institute; and Thomas E. Backer of the Human Interaction Research Institute. The authors define capacity building, discuss why there is a need for it, outline its role in the development of nonprofits, and give guidelines to grantmakers on how and why to fund this effort.

Draper, Lee. "Funder's Little Shop of Horrors: Misguided Attempts at Nonprofit Capacity Building." Foundation News & Commentary vol. 46 (September-October 2005) p. 18-27.

Draper presents five case studies (nonprofit names are not divulged) that illustrate how funding of technical assistance can have unwanted consequences. Her analysis of the problems that occurred accompany each case study, along with her recommendations for better strategies.

Draper, Lee. "When Capacity-Building Grants Flatline." Foundation News & Commentary vol. 44 (May-June 2003) p. 28-34.

Advice for grantmakers when the grants they've given for capacity building efforts seem to fail. Includes several case examples, and how the funders reacted.

Fine, Allison and Bruce Jacobs. Echoes From the Field: Proven Capacity-Building Principles for Nonprofits. Washington, DC: Innovation Network Inc. 2001. 8 p.

Nine principles that were devised in answer to the question of how technical assistance providers can best support grassroots organizations in the fulfillment of their mission. This study focused on nonprofits working in the environment and social justice areas.

Light, Paul C.; Hubbard, Elizabeth T.; Kibbe, Barbara. The Capacity Building Challenge: Part I—A Research Perspective; Part II—A Funder's Response. New York, NY: Foundation Center. 2004. 81 p.

Part I: A Research Perspective by Paul Light and Elizabeth Hubbard examines the capacity building efforts of eight funders and proposes a system for understanding and measuring the outcomes of such efforts. Part II: A Funder's Response by Barbara Kibbe presents one grantmaker's perspective on applying the lessons from this research to the craft of making grants that build nonprofit capacity. Available online.

Philbin, Ann and Sandra Mikush. A Framework for Organizational Development: The Why, What and How of OD Work. Winston-Salem, NC: Mary Reynolds Babcock Foundation. [2000]. 51 p.

The Mary Reynolds Babcock Foundation conducted the Organizational Development Program from 1995-1999 in order to provide a grounding for capacity building by one hundred nonprofits in the South. The lessons learned from the program are presented here from the perspectives of the nonprofits. Twelve core components to organizational health emerged from the project, and those are discussed and illustrated in detail.