Survey Instruments Used to Evaluate Foundation-Funded Nonprofit Capacity- Building Programs: Considerations for Organized Philanthropy

Brown, Catherine H.

doi:10.9707/1944-5660.1200

Cited by 4 publications

(4 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While more testing is needed, the revised assessment is useful for rural nonprofits to quickly evaluate areas of strength and challenge. With funders placing greater concern on organizational capacity, rural nonprofits may be at a disadvantage for funding opportunities, and therefore, these organizations must carefully attend to perceived deficiencies to become more competitive while remaining true to their values and community context (Brown 2014;Karsh and Fox 2014;Minzner et al 2014;Walters 2020). Conversely, nonprofit influencers (e.g., funders, capacity builders, policymakers) need to be less rigid and more thoughtful about how conventional standards-often made specifically for and by nonprofits in urban settings-may or may not fit nonprofits in rural settings.…”

Section: Discussionmentioning

confidence: 99%

“…In the past few decades, a stronger focus has emerged on organizational capacity with funders of nonprofits (e.g., foundations, governments), with significant concerns regarding an organization's ability to effectively manage and utilize money (Brown 2014;Karsh and Fox 2014;Minzner et al 2014). This expectation, along with a "do more with less" fiscal environment (Luma Consulting 2016), has manifested in hesitations and failures in investing in small or grassroots organizations and increased competition for funding across the nonprofit sector (Karsh and Fox 2014).…”

Section: Nonprofits and Organizational Capacity-framework And Measure...mentioning

confidence: 99%

See 1 more Smart Citation

Assessing Capacity in Rural Nonprofits

Walters,

Brown,

Wallis

et al. 2023

Administrative Sciences

View full text Add to dashboard Cite

Organizational capacity is necessary for nonprofits to meet their missions and contribute to society. Less is known about rural nonprofits’ organizational capacity and characteristics, as most research focuses on urban nonprofits. The present study first considers the utility of an organizational capacity assessment and identifies pertinent areas of organizational capacity in rural nonprofits. The second objective of the study is to examine relationships between areas of organizational capacity and organizational-level characteristics. In May 2019, nonprofits (n = 290) from persistently poor, rural counties in 14 southern states participated in a survey providing organizational characteristics and assessing organizational capacity. An exploratory factor analysis on the organizational capacity assessment revealed four organizational capacity areas: Organizational Identity, Fund Development, Volunteers, and Organizational Procedures. Then, descriptive, bivariate, and multivariate analyses were conducted to understand the relationships between the organizational capacity areas and organization characteristics, including organizational age, expenses, life stage, NTEE classification, and executive director tenure. Findings indicate significant relationships exist between organizational capacity and characteristics, consistent with previous studies. Older, mature, and/or larger rural nonprofits have increased capacity in several areas. Thus, targeting younger and smaller rural organizations for capacity-building efforts may be impactful.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Nonprofits and Organizational Capacity-framework And Measure...mentioning

confidence: 99%

Assessing Capacity in Rural Nonprofits

Walters,

Brown,

Wallis

et al. 2023

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…In this study, EFA is used to test the concepts and to identify the critical PM resources of NGOs (Lewis-Beck, 1994). CFA is applied to evaluate the overall measurement model based on a priori theory or the results of EFA and it is also widely used to study the associations between a set of observed variables and their underlying latent constructs (Bryne, 2013;Brown, 2014). The CFA technique is applied in previous RBV research to confirm the measurement model of organisational resources (Wahjudono et al, 2013;Jafari and Rezaee, 2014).…”

Section: Discussionmentioning

confidence: 99%

Project managing in post-conflict environments: an exploration of the resource profiles of Sri Lankan non-governmental organizations involved in development projects

Nanthagopan

Williams

2021

IJMPB

View full text Add to dashboard Cite

PurposeThe aim of this study is to examine the configuration of project resources in organizations operating in a post-conflict country environment using a Resource-Based View (RBV) perspective.Design/methodology/approachData collection was undertaken using a quantitative survey study of Non-Governmental Organizations (NGOs) involved in development projects in Sri Lanka, which obtained 445 responses. An Exploratory Factor Analysis and subsequent Confirmatory Factor Analysis were performed to identify and confirm the Project Management (PM) resource profile composition of these organizations.FindingsThe study identified resource profiles incorporated items at the team, organizational and collaborative social resource levels and did not differ significantly by organization type. This suggests that the current focus of PM RBV research that implicitly uses a competitive advantage derived framework may need to be adapted for contexts such as post-conflict environments.Research limitations/implicationsFor organizations seeking to deliver projects in developing countries, the findings indicate that relational capacity in the form of a collaborative social resource may be required to adapt team and organizational resources to post-conflict environments.Practical implicationsThe lessons learnt from NGOs can be of value to other organisations seeking to operate in post-conflict environments. The findings from this research reveal that organizations in Sri Lanka establish resource profiles that meet domestic and external requirements. For the management of these organizations, recognition of the inherent contradictions of this strategy can enable the optimization of resource profiles, improving organizational efficiencies.Originality/valueThe study has used insights from NGOs involved in international and local development projects to extend current knowledge of PM resources. While NGOs are distinctive, the critical PM resources identified here may be of value to private and public organizations seeking to develop project resource profiles adapted to emerging markets.

show abstract

“…CFA is generally applied to understand the associations between observed variables and underlying latent constructs (Brown 2014;Bryne 1994). As CFA is used to examine that the measures of constructs are consistent with the literature, it is applied in this study to evaluate the overall measurement model based on the latent constructs of project success.…”

Section: Justification and Selection Of Cfa And Semmentioning

confidence: 99%

Levels and interconnections of project success in development projects by Non-Governmental Organisations (NGOs)

Nanthagopan

Williams

Thompson

2019

IJMPB

View full text Add to dashboard Cite

Purpose The purpose of this paper is to understand and identify the nature of evaluation criteria, levels and associations among levels of project success in development projects by NGOs in Sri Lanka. Design/methodology/approach The setting for this study is Sri Lanka, a country currently recovering from civil war and natural disasters and host to a large number of national and international NGOs involved in development projects. Data collection was conducted using a quantitative survey which obtained 447 responses. Multivariate analysis of data was conducted using confirmatory factor analysis and structural equation modelling. Findings The study confirmed that overall project success in NGOs could be assessed in three levels: project management (PM) success, project success and NGO success. The results conclude that there are strong associations among the three levels of project success; moreover, PM success and project success are indispensable for achieving NGO success. Originality/value This study extends existing research to confirm the presence of the three levels of project success and the interconnections among them. These findings can support subsequent research on development projects and also support the design of holistic evaluation tools to support project practices in NGOs.

show abstract

Survey Instruments Used to Evaluate Foundation-Funded Nonprofit Capacity- Building Programs: Considerations for Organized Philanthropy

Cited by 4 publications

References 6 publications

Assessing Capacity in Rural Nonprofits

Assessing Capacity in Rural Nonprofits

Project managing in post-conflict environments: an exploration of the resource profiles of Sri Lankan non-governmental organizations involved in development projects

Levels and interconnections of project success in development projects by Non-Governmental Organisations (NGOs)

Contact Info

Product

Resources

About