ccat refresher course
TRANSCRIPT
Prepared by:
January 22, 2016
CCAT Refresher Course
Julie SimpsonTCC Group
Director, Nonprofit Strategy & Capacity Building
Presenter:
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Agenda
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o Brief Overviewo Interpreting the Resultso Targeted Capacity Buildingo Future Sessionso Q&A
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CCAT Overview
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1. CCAT is not a report card – it is an organizational learning tool
2. CCAT is a comprehensive framework for facilitating discussion and brainstorming about effectiveness
3. CCAT is not the be all and end all of organizational assessment – it is one tool serving a much deeper process
4. CCAT is a leadership tool
CCAT Purpose
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• Assess the organizational effectiveness of nonprofits
• Create the most cost-effective capacity building
• Build capacity-building plans• Develop capacity-building initiatives
• Evaluate capacity-building efforts• Longitudinal studies
• Frame strategic planning efforts
• CCAT data can be collected across cohorts and aggregated for further analysis
CCAT Applications
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Section Description Outcomes
Introductory Meeting +
CCAT Orientation
• Organization and consultant meet to introduce CCAT and context
• Involves org lead and survey takers
• Open and honest relationship between org and consultant
• Consultant learns about organization
• Survey takers ready for CCATCCAT Interpretation • 1-2 hour meeting to discuss
main themes in CCAT results• Involves survey takers
• Org has established key themes in CCAT results
• Consultant understands org interpersonal dynamics
Targeted Capacity Building Sessions
• Series of conversations to determine priorities and establish
• Involves change agents (Tier 1 and Tier 2 staff), and board if necessary.
• Develop a capacity building plan that is informed by:
• CCAT data• Conversations with org
stakeholders• Consultant expertise• Org’s role in community
and aspirations
Overview of CCAT Engagements
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Interpreting the Results
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• Identify overall themes from the lifecycle chart and prioritized capacity building plan
• Use CCAT interpretation guide• Review entire report for potentially sensitive
issues• Items that point to particular personnel• Interpersonal issues• Low scoring subcapacities
Facilitator Preparation
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Follow this order:1. Where is the organization in the
organizational lifecycle? 2. What are the priority recommendations?
• Are there recommendations that don’t make sense for the organization?
• Can the recommendations be grouped?• What item in the capacity-building plan
really excites you and why?• What item in the capacity-building plan
concerns or scares you and why?3. What are the strengths of the organization?
Questions for the Organization
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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
Assessing Lifecycle Stage and Capacity Needs
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Example 1
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Example 1
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Example 2
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Example 2
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• Too much focus on low scores/challenges
• “I disagree with the results.”
• Taking recommendations personally
Interpretation Pitfalls
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• Taking recommendations literally
• “These recommendations are too vague.”
• “We just don’t have the resources to do any of these recommendations.”
Interpretation Pitfalls
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• “CCAT Executive Summary”• Lifecycle• Prioritized Capacity Building Plan• Leadership• Adaptive• Management• Technical• Culture• Priorities and Next Steps
Where does interpretation lead to?
“What resonated most for our organization
was…”
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• Survey• Does skipping questions bring an
organization's score down?
• Lifecycle• How is it possible for an established
organization to be in the Core Program Development stage?
• Frequency• What is the value of taking the CCAT more
than once?
FAQs
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• Prioritized Capacity Building Plan• If some of my sub-capacity scores are really
low, why don’t they appear on my prioritized list?
• Comparison Reports• What organizations am I being compared to?
FAQs
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Targeted Capacity Building
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Capacity Building Learning Community
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4 Part Learning Partnership
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• Funder• Set strategic direction for capacity building
and learning goals• Create environment and set expectations for
mutual learning• Adjust strategy based on learnings based on
data and lessons learned• Organization
• Commit to change and learning• Work with consultants to develop and
implement capacity building plans• Provide continuous feedback on the process
Capacity Building: Learning Partnership
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• TCC Group…• Collaborates with funders to design the initiative• Trains on the ground consultants on targeted
capacity building • Establishes and maintains a learning
loop/learning communities• Local Capacity Building Providers…
• Work with organizations to interpret the CCAT • Help organizations create capacity building
plans, using targeted capacity building approach and their own expertise
• Empower individuals and provide assistance in implementing plans
Capacity Building: Learning Partnership
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Real-life Example
Expert Facilitation from Local Consultants, Informed by:• Targeted Capacity Building Approach• Local Understanding and Expertise• Learning Loop
Learning Loop:TCC feeds information back into the process via CCAT
data, interviews, and surveys
Stronger Nonprofits/Community/Fu
nder
Funder Supporting a
Cohort
CCAT CB Plan Development
Implementation and TA
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How to Plan, Conduct, & Interpret Targeted Capacity Building Sessions
• Report clear, results-oriented objectives in improving health, education, and quality of life in the community
• Articulate need for CB and effectively marshal resources
• Acquire the internal capacity to absorb additional funds as they enhance effectiveness and impact
• Employ sustainable leadership practices of staff and board to lead and fundraise
• Funding to support internal infrastructure, in addition to program infrastructure
• Ability to "tell their story" and articulate how add'l resources would increase their capacity to succeed
• Access to experts and technical assistance to build skills
• Increased leadership capacity, including board development and succession planning
Grant partners who:
Foundation Goals Grantee Needs
Cap
acity
Bui
ldin
gSu
ppor
ts
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Real-life Example
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• Combined with supplemental data, CCAT data help foundations achieve their own goals
Cohort Data: Targeted Strategy
Clustered delivery of services
Curriculum design
Funding strategies
Capacity building strategies
Building the capacity of capacity builders
Ecosystem building
Informed Approaches to…
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Future Sessions
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• Technical / Content Changes to CCAT• Marketing the CCAT• BoardSource findings and briefing paper• Future discussions / lessons learned
• Interest in LinkedIn group
Down the Road…
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• Insights from webinar participants• Q&A
Lessons Learned and Q&A
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• CCAT website: www.tccCCAT.com • Orientation Video• Interpretation Video• Interpretation Guide• Technical User Guides
• CCAT Report
Resources
For further assistance, please contact:[email protected]
1-866-470-2258