The 20-Year Start-Up: Using Capacity Building to Address Systemic Underperformance in a Nonprofit Job Club
Brown, Binta Y
Cooper, Madia W
To understand the phenomenon of organizational underperformance in nonprofits and how to develop strategies for sustained improvement, we created a conceptual framework by synthesizing context-design theory (Wang, 2010), capacity building domains (2004, McKinsey & Company (2001) and capacity building engagement (Light & Hubbard 2004). We utilized a sequential mixed-methods approach. Our project’s findings suggest a number of factors connected across three major areas: leadership, operations structure, and board governance. Due to nonprofits’ complexity, and the highly situated nature of capacity building within organization, our four recommendations will allow LPJC to implement flexible capacity building strategies, thereby improving its performance towards a sustainable future.