‘Hoovering up the Money’? Delivering Government-Funded Capacity-Building Programmes to Voluntary and Community Organisations

Abstract

The ‘ChangeUp’ and ‘FutureBuilders initiatives have provided substantial funding to support and facilitate ‘capacity building’ in voluntary and community organisations and so enable them to contribute to the achievement of public and social policy goals. This paper builds on findings from a study of an early ‘capacity-building’ programme delivered between 1998 and 2005. We explore the challenges of implementing such initiatives for voluntary sector intermediary bodies involved in delivering them and for the voluntary and community organisations intended as the main beneficiaries. We conclude with a discussion about the implications for policy implementation.

A comparative analysis of resource networks of intermediary support organizations for nonprofit development: Evidence from incubators for nonprofit organizations

“…Some funding agencies offer funding to ISOs in an effort to strengthen community‐based organizations. Funded ISOs are tasked with building the capacity of community‐based organizations at the local level (Bruton & Williamson, 2005; Harris & Schlappa, 2008; Kilby, 2008; Lansley, 1996). In addition, Sanyal (2006) finds that ISOs strengthen local NPOs by creating linkages between local NPOs and international or regional NPOs.…”

Learning Higher-Level Features with Convolutional Restricted Boltzmann Machines for Sentiment Analysis

“…For third sector organizations the implications include coping with rapid growth and change; learning to work according to governmental expectations and norms; responding to governmental accountability requirements; and, at the same time, retaining a focus on their own long-term organizational sustainability and independence (Mulroy, 2003;Harris and Schlappa, 2007). For governmental agencies, the challenges of CSPs include understanding the distinctive organizational features of third sector organizations and how those features affect matters such as sectoral representation, speed of decisionmaking, strategic planning and engagement in governance structures (Craig and Taylor, 2002;Hudson et al, 1999).…”