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Nonprofit capacity building.

Incoronato, Denise Harding.

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Nonprofit capacity building.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Nonprofit capacity building./
Author:	Incoronato, Denise Harding.
Description:	187 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.
Contained By:	Dissertation Abstracts International75-07A(E).
Subject:	Organization theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3615006
ISBN:	9781303807091

Nonprofit capacity building.
Incoronato, Denise Harding.

Nonprofit capacity building. - 187 p.

Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.

Thesis (Psy.D.)--Alliant International University, 2014.

This item must not be sold to any third party vendors.

The purpose of this applied research project was to explore capacity building in the non-profit environment. The study focused on a non-profit organization called Intermountain located in Montana. The researcher was interested in assessing capacity building, the role of strategy, and leadership at Intermountain to further enhance the organization's sustainability for the future and to understand the lack of capacity that hindered those efforts. A qualitative research design was used to focus on phenomena in natural settings and study the complexity of these phenomena. The research question was: how do organizations in the nonprofit sector enhance capacity building? The researcher used a needs assessment survey designed by McKinsey & Company for Venture Philanthropy Partners. Leadership participants of Intermountain were asked to complete the survey designed to assess organizational capacity. The Researcher collated the quantitative scores from the survey into an aggregate summary and designed a feedback session to assist in identifying and understanding the organizational areas of greatest capacity and those that needed improvement. The findings centered on measuring the current organizational capacity in the areas of aspirations, strategy, organizational skills, human resources, systems & infrastructure, organizational structure, and culture. The findings were consistent with the literature review and chosen model for the methodology in investigating capacity building, the role of strategy, and leadership in a non-profit and to understand the lack of capacity that hindered those efforts. The survey data for each of the elements presented the organization's leadership with an opportunity for further exploration and an opportunity to develop recommendations for enhancement. The feedback session provided an opportunity for participants to engage in reflection, analysis, and planning to build greater capacity. A reoccurring central theme derived from the results centered on the extensive growth and expansion that had occurred in the organization during the last decade, which took a toll on the organization's capacity. The leadership participants committed to continue the planning and creation of recommendations for improvement and implementation, which will be captured for future evaluation by the organization's leaders and board of directors. The organization would be enhanced through capacity building efforts and specific action steps.

ISBN: 9781303807091Subjects--Topical Terms:

2122787
Organization theory.

Nonprofit capacity building.
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520 $a The purpose of this applied research project was to explore capacity building in the non-profit environment. The study focused on a non-profit organization called Intermountain located in Montana. The researcher was interested in assessing capacity building, the role of strategy, and leadership at Intermountain to further enhance the organization's sustainability for the future and to understand the lack of capacity that hindered those efforts. A qualitative research design was used to focus on phenomena in natural settings and study the complexity of these phenomena. The research question was: how do organizations in the nonprofit sector enhance capacity building? The researcher used a needs assessment survey designed by McKinsey & Company for Venture Philanthropy Partners. Leadership participants of Intermountain were asked to complete the survey designed to assess organizational capacity. The Researcher collated the quantitative scores from the survey into an aggregate summary and designed a feedback session to assist in identifying and understanding the organizational areas of greatest capacity and those that needed improvement. The findings centered on measuring the current organizational capacity in the areas of aspirations, strategy, organizational skills, human resources, systems & infrastructure, organizational structure, and culture. The findings were consistent with the literature review and chosen model for the methodology in investigating capacity building, the role of strategy, and leadership in a non-profit and to understand the lack of capacity that hindered those efforts. The survey data for each of the elements presented the organization's leadership with an opportunity for further exploration and an opportunity to develop recommendations for enhancement. The feedback session provided an opportunity for participants to engage in reflection, analysis, and planning to build greater capacity. A reoccurring central theme derived from the results centered on the extensive growth and expansion that had occurred in the organization during the last decade, which took a toll on the organization's capacity. The leadership participants committed to continue the planning and creation of recommendations for improvement and implementation, which will be captured for future evaluation by the organization's leaders and board of directors. The organization would be enhanced through capacity building efforts and specific action steps.
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