Chris Cornforth, Jill Mordaunt, Mike Aiken and Shirley Otto

1
Building organisational capacity Using a
consultancy network to intervene in small and
medium size charities

• Chris Cornforth, Jill Mordaunt, Mike Aiken and
  Shirley Otto
• Open University Business School
• Email c.j.cornforth_at_open.ac.uk or
  j.mordaunt_at_open.ac.uk

2
Overview

• The CAF grants programme
• The research aims and methods
• Capacity building concepts and frameworks
• Main findings

3
CAF Grants Programme

• since 1976 focus on developing capacity of SM
  charities
• 2003/4 1.1m to support gt200 orgs.
• 2006/7 1.2m to support gt90 orgs.
• Two types of grant (2006/7)- consultancy and
  training grants (lt20k, lt20 days consultancy,
  costs etc)- collaborative grants (lt100k
  flexible funding, lt50 days consultancy, joint
  working)

4
Research aims

• Understand the strengths and weaknesses of CAFs
  consultancy-based approach to capacity building
• Examine ways in which it could further improve
  its effectiveness
• Draw out and disseminate lessons about capacity
  building

5
Methods

• Analysis of secondary data monitoring and
  evaluation reports
• Interviews and focus groups with key stakeholders
• Eight case studies of grantees
• Observation of Advisory Council and Grants Panel
  meetings
• Regular reporting and discussion with steering
  group

6
Capacity building concepts and frameworks

• Slippery concept many definitions and used in
  wide variety of contexts (Harrow, 2001 Cairns et
  al, 2005)
• Land (1999) risky business, contested goals,
  unpredictable outcomes, uncertain methodologies,
  unintended consequences, long time lags
• Defn developing capabilities of an organisation
  (system) to improve its effectiveness (and
  sustainability)

7
Approaches to capacity building(Adapted from
Bolton and Adby, 2007)
CAF
8
Models of delivery(Blumenthal, 2003)
9
The Capacity Building Triangle
10
Findings 1 strengths and challenges of CAFs
approach
11
2. Support for and refinement of some US findings
(Backer, 2001)

• Comprehensive but customized service
• Assessment led but, danger of becoming
  formulaic, limits of resource constraints and
  consultants expertise etc
• Client competence and readiness crucial, but
  how to judge initially, how to balance need vs
  picking winners
• Competent providers new skills for foundation
  staff, quality of consultants
• Timeliness re start and duration, but difficult
  to judge at outset
• (Flexible service but, need to balance between
  flexibility and writing blank cheque)

12
References

• Backer, T. E. (2001) Strengthening Nonprofits
  Foundation Initiatives for Nonprofit
  Organizations, in C. De Vita and C. Fleming
  (eds) Building Capacity in Nonprofit
  Organizations, Washington, DC The Urban
  Institute.
• Blumenthal, B. (2003) Investing in Capacity
  Building A Guide to High Impact Approaches, New
  York The Foundation Center.
• Bolton, M. and Abdy, M. (2007) Foundations for
  Organisational Development Practice in the UK
  and USA, London and Newcastle on Tyne Baring
  Foundation and Northern Rock Foundation.
• Cairns, B., Harris, M. and Young, P. (2005)
  Building the Capacity of the Voluntary Nonprofit
  Sector Challenges of Theory and Practice,
  International Journal of Public Administration,
  28 869-885.
• Cornforth, C, Mordaunt, J, Aiken, M and Otto, S
  (2008) Learning from capacity building and
  lessons for other funders, West Malling, Kent
  Charities Aid Foundation. (Available to download
  from http//www7.open.ac.uk/oubs/research/project-
  detail.asp?id73 )
• Harrow, J. (2001) Capacity Building as a Public
  Management Goal Myth, Magic or Main Chance?,
  Public Management Review, 3, 2, 209-230.