CCAT Interpretation Session - Si Texas Convening
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Prepared by: Sí Texas: Social Innovation for a Healthy South Texas January 25, 2016 Building Nonprofit Capacity Throughout the Nonprofit Lifecycle
Transcript of CCAT Interpretation Session - Si Texas Convening
Prepared by:
Sí Texas: Social Innovation for a Healthy South Texas
January 25, 2016
Building Nonprofit Capacity Throughout the Nonprofit Lifecycle
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About Us
Julie SimpsonTCC Group
Director, Nonprofit Strategy & Capacity Building
Lupita GonzálezCCAT Certified Facilitator
Executive CoachCapacity Building Consultant
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• 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
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• 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?
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Agenda
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• 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
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“You know, I'm all in for progress. It’s change that I object to.”
– Mark Twain
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• 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
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Four Core Capacity Framework
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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.
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What Is In The CCAT Report?
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Stages of Development: Organizational LifecycleLeading, 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
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• 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 Category230 – 300 Strength
190 – 229 Satisfactory
<190 Challenge
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• 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 Category230 – 300 Strength
190 – 229 Satisfactory
<190 Challenge
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• Tell your organization’s story
• What matters for your organization?
So What?
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Group Map of Lifecycle Stages
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Core Program Infrastructure Development Impact Expansion
Capacity
Needs
LeadershipInternal 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
AdaptiveNeeds 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
ManagementStrong program
management and implementation for
sustainability and growth
HR and infrastructure management and
performance measurement for
sustainability and growth
Alliance and partner management
TechnicalProgram 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
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• 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:
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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
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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.
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The Problem
But ourmodels ofcapacity building are too focusedon a one-way relationship
where funders provide support
for nonprofits to build their own organizational
capacity.
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The Problem
But where’sthe attentionto relational
capacity
…and to thecapacity that funders and others need to be good
collaborators
??
The conversation on capacity building is evolving…
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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 CapacityBuilding Initiatives
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Capacity Building 3.0
Who:
What:
How:
Ecosystems
Relational Capacity
Targeted CapacityBuilding
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The Evolution of Capacity Building
Who:
What:
How:
Ecosystems
Relational Capacity
Targeted CapacityBuilding
CB 3.0
CB 2.0
CB 1.0
Organizations
Interrelated Functions
Catch-all CapacityBuilding Initiatives
Individuals
Skills and Knowledge
Trainings, Workshops, Seminars
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Home Team Discussions:
Interpreting the CCAT Report
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• Reminders:o CCAT as a mirroro No score reflects a single opiniono Results that may look straightforward can have deeper
meaningo Scores that are surprising should warrant discussion
• Caveats:o Not a perfect fit for all organization typeso Like all tools and assessments, the CCAT requires the
organization to make sense of the datao Take what resonates, leave the rest
Preparation for Home Team Discussions
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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 aspirationsa. Macro, Micro, or Hybridb. 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)
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• 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
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• 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
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•One way that you intend to use the findings, process, or CCAT?
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THANK YOU
Julie SimpsonTCC Group
Director, Nonprofit Strategy & Capacity Building
Lupita GonzálezCCAT Certified Facilitator
Executive Coach, Capacity Building Consultant
