Sample Organization Assessment Report Core Capacity · TCC GROUP CCAT REPORT SAMPLE ORGANIZATION 9. Your Leadership Capacity Leadership Capacity is the ability of all organizational

Core CapacityAssessment ReportSample Organization

Core Capacity Assessment ToolSample OrganizationMay 2018

[email protected]

http://www.tccgrp.com/

mailto:[email protected]?Subject=Help

Welcome to your results.Let's get started.

IntroductionIntroduction 3

Your Lifecycle PlacementYour Lifecycle Placement 4

Your Focus AreasYour Focus Areas 5

Your Core CapacitiesYour Core Capacities 4

Your Adaptive CapacityYour Leadership CapacityYour Management CapacityYour Technical Capacity

Your Organizational CultureYour Organizational Culture 16

Your Capacity Building Plan &Your Capacity Building Plan &Next StepsNext Steps

18

SampleOrganizationYOUR PARTICIPANTS

4 Staff members1 Board members

DATE OF RESULTS

May 2018

TCC GROUP CCAT REPORT SAMPLE ORGANIZATION 2

The Core Capacity Assessment Tool (CCAT)measures your organizational effectiveness.This CCAT Report is designed to help yourorganization identify its strengths and targetits areas for improvement.

In this report, you will find an analysis of your nonprofit’s current reflections on the four corecapacities crucial for organizational success: adaptive, leadership, management, andtechnical capacity. This assessment also contains a measure of organizational culture—yournonprofit’s unique history, values, and beliefs-- which cuts across all other capacities and has asignificant impact on how effectively you operate.

The CCAT also helps you determine your lifecycle stage—a growth stage marker that informsthe strategic recommendations we’ve identified for your nonprofit (Your Capacity BuildingPlan) to guide your continued growth. Your nonprofit’s lifecycle stage provides a lens throughwhich you can prioritize and focus your capacity building efforts. Your customized capacitybuilding plan offers targeted recommendations—derived from your organization’s uniquecombination of lifecycle placement and capacity scores—designed to advance your nonprofitthrough its lifecycle with increased effectiveness and impact.

TCC Group developed our core capacity assessment model after decades of research intowhat makes nonprofits effective in delivering on their missions. The CCAT is a statisticallyvalidated tool that applies this model to highlight organizational challenges andopportunities. The findings in this report are derived from the anonymous responses providedby your organization’s leaders who participated in the assessment. All capacity scores, as wellas your lifecycle placement, have been calculated from the way participants answeredquestions on their perceptions of the organization. We encourage you to share this reportwith staff and board members, as well as other stakeholders, to inform a rich conversationabout strengthening your nonprofit.


Your LifecyclePlacement

Lifecycle Stage CapacityLifecycle Stage Capacity

The white threshold bars indicate the minimum levelof capacity required to advance to the next lifecyclestage. As your organization grows stronger, you willcontinue building capacity in all three lifecycle areas.

Impact Expansion

Infrastructure Development

Core Program Development

You are placed in theCore ProgramDevelopment stage.Based on responses from people in your organization, SampleOrganization is developing and/or refining its core programs. Ensuringthat your programs are aligned with your nonprofit’s mission and visionis critical to your effectiveness. You want to make sure you can directlyconnect the impact your programs have with the larger societal visionyou are trying to achieve, and that your programs set you on a clear pathto achieving your organizational mission.

If you are a recently founded nonprofit, you will benefit from achievingclarity, consensus, and buy-in around your organizational vision andmission, and the way your programs can move the needle on the changeyou seek. If you are a more established nonprofit, you are likely focusingon ways you can continue to be relevant within a changing environment,or examining how you can grow or scale your work in partnership withothers who share a common vision.

Organizational development is an additive process; a healthyorganization is one that constantly moving through various lifecyclestages as it grows and develops, and as it responds to a changinginternal and external landscape. Knowing where you are in yourorganization’s lifecycle— and where you want to go—can help youidentify and prioritize the areas of greatest impact for your capacitybuilding work.


Your Focus Areas

Your placement in Core ProgramDevelopment indicates how you can focusyour capacity building efforts in each corecapacity area, to achieve greater mission-driven impact.

ADAPTIVEADAPTIVE

Assess the needs of your constituents and determine yourunique role in addressing those needs, understand whatresources you need to deliver your programs, andfamiliarize yourself with others who share your vision.

LEADERSHIPLEADERSHIP

Articulate - and continually refine - your vision foraddressing constituents’ needs. Develop core programcomponents to realize your vision, and determine how youwill acquire new (or adapt existing) resources toimplement those programs.YOUR PRIORITY FOCUS AREAS

Internal LeadershipLeader Vision

MANAGEMENTMANAGEMENT

Recruit the right people to implement your programs, andprovide them with feedback, direction, and theopportunity to learn and innovate.

YOUR PRIORITY FOCUS AREAS

Managing Program StaffStaff Development

TECHNICALTECHNICAL

Access the required skills, tools, and systems to deliverprograms that meet constituents’ needs.


Your Core Capacities

Organizational capacity is the set ofcapabilities, knowledge, and resources yournonprofit needs to be effective in achieving itsmission.

Through TCC Group’s decades of experience assessing capacity building efforts undertakenby nonprofits of diverse size and reach, we have identified four common attributes that everynonprofit needs to be effective. These are: adaptive capacity, leadership capacity,management capacity, and technical capacity. In addition to these four core capacities,organizational culture is a foundational element to an organization’s effectiveness, and itimpacts all aspects of your nonprofit’s ability to effectively achieve its mission.

Each core capacity is divided into multiple sub-categories. These sub-capacity areas provideadditional detail on your organization’s strengths and challenges within the core componentsof your effectiveness.

The recommendations provided alongside your scores in this section can help yourorganization better understand and address specific areas where survey respondentsidentified challenges. It’s important to keep in mind that, while some scores might indicateoverall strength in a sub-capacity, there may be specific areas within that sub-capacity whereyour respondents identified room for improvement.

While each of the core capacities is distinct, all of them are interrelated and interdependent. Athriving nonprofit seeks to build alignment across all capacity areas, in order to increase yourability to achieve your mission.


Your scores for core capacities and sub-capacities are measured on a 300-point scale. Eachscore is based on the average of all survey respondents’ perceptions of your organization’seffectiveness.

Scores above 230 indicate areas that respondents consider organizational strengths. Scoresbetween 190 and 229 indicate areas where your organization is performing satisfactorily. Ascore below 190 is considered an area that would benefit from additional strengthening. Ifyour organization scores below 190 on a sub-capacity, it indicates that survey respondentsfeel that strengthening that sub-capacity area is crucial for your nonprofit’s growth.

Keep in mind that, regardless of where your scores fall, the CCAT is not a report card; it offersan opportunity for your nonprofit’s leadership to hold data-driven discussions, andcollectively prioritize where you want to focus your energy and resources for improvement.


Your AdaptiveCapacity

Adaptive Capacity is the ability of yourAdaptive Capacity is the ability of yourorganization to learn, and to assess, respond to,organization to learn, and to assess, respond to,and create change internally and externally.and create change internally and externally.

STRONG SATISFACTORY CHALLENGE

ResourceSustainability

Maintaining financial stability in order toadapt to changing environments

EnvironmentalLearning

Using collaboration and networking withcommunity leaders and funders to learnabout what’s going on in the community,and stay current with what is going on in thefield

ProgramResourceAdaptability

Easily adapting to changes in programresources, including funding and staff

ProgrammaticLearning

Assessing the needs of clients and usingprogram evaluation as a learning tool

OrganizationalLearning

Self-assessing, using assessment data/findings to conduct strategic planning, andfollowing through on strategic plans

Decision-making Tools

Using important tools, resources and inputsto make decisions (i.e., Outside technicalassistance, in-house data, staff input, clientinput, a written strategic plan)

300

250

200

150

100

50

0Resource

Sustainability

195

EnvironmentalLearning

191

Program ResourceAdaptability

165

ProgrammaticLearning

159

OrganizationalLearning

148

Decision-makingTools

140


RECOMMENDATIONS ADDRESS CHALLENGES

Your organization identified challenges in these areas. Here are some recommendations to help get started building your capacity.

Decision-making ToolsDecision-making ToolsIncrease your use of in-house data and knowledge tomake decisions.Engage outside help more often when you are havingtrouble addressing a management problem.Create a written strategic plan that includes measurablegoals.Increase your use of informal evaluation tools such asclient stories and anecdotes.Increase the frequency with which you ask for clientfeedback on how you provide programs and services.

Environmental LearningEnvironmental LearningHelp your leaders stay more informed of trends in thefield.Cultivate more long-term relationships with funders.Help leaders stay more up to date on key issues in thefield.Increase your participation in related associations,forums, networks, events, etc.Increase the frequency with which your leaders meetand collaborate with other organizations andcommunity leaders.

Resource SustainabilityResource SustainabilityDiversify your funding streams.Increase your financial stability.

Organizational LearningOrganizational LearningFormally share the organization's progress on yourstrategic plan with your staff on a regular basis.Conduct organizational assessments on a more frequentand regular basis.Share the results of your organizational assessmentswith staff more often.Seek input from your stakeholders and use thisinformation as you create your strategic plan.Use your strategic plan to improve your programs andservices.Meet the deadlines you have established in yourstrategic plan.

Program Resource AdaptabilityProgram Resource AdaptabilityIncrease your willingness to scale back programs whenmoney or staff is lost.

Programmatic LearningProgrammatic LearningIncrease the number of staff who are involved inprogram evaluation.Share program evaluation findings with staff and boardmore often.Use your evaluation findings to change programs andservices.Conduct client needs assessments more frequently.Improve the quality of the program evaluations you doso that they give you good information on the outcomesyou are achieving.Improve the quality of program evaluations you do

h t h hi h / i


Your LeadershipCapacity

Leadership Capacity is the ability of allLeadership Capacity is the ability of allorganizational leaders to create and sustain theorganizational leaders to create and sustain thevision; and to inspire, provide direction, makevision; and to inspire, provide direction, makedecisions, and innovate on the path to achievingdecisions, and innovate on the path to achievingthe organizational mission.the organizational mission.


LeaderInfluence

Organizational leaders can persuade their board,staff, and community leaders to take action.

InternalLeadership

Organizational leaders apply a mission centered andinclusive approach to making decisions, and inspireand motivate others in support of the mission.

BoardLeadership

The board provides fiduciary oversight, holdsorganizational leaders accountable for progresstoward achieving the mission, and conducts outreachto garner resources and connect people with themission.

Leader Vision Organizational leaders formulate a clear vision andmotivate others to pursue it.

LeadershipSustainability

The organization cultivates leaders, plans for leadersuccession, and avoids an over-reliance on oneleader.

300

250

200

150

100

50

0Leader Influence

204

Internal Leadership

183

Board Leadership

182

Leader Vision

180

LeadershipSustainability

130




Board LeadershipBoard LeadershipIncrease the board's passion for the mission.Improve the board’s financial management andoversightIncrease the role your board plays in holding leadersaccountable for progress.Increase board members' knowledge about theorganization and its cause so that they can makeeffective policy decisions.Increase the board's ability to reach out to and inspirethe community.

Internal LeadershipInternal LeadershipClarify your mission and vision.Increase your leaders' willingness to seek outsidecounsel when needed.Increase staff involvement in decision-making.Increase the frequency with which leaders let staff knowhow valuable their work and contributions are.Increase your leaders' willingness to make changes.

Leader InfluenceLeader InfluenceIncrease leaders' ability to persuade board members tochange their attitudes and/or behaviors.

Leadership SustainabilityLeadership SustainabilityClearly articulate your succession plan.Reduce your organization's reliance on one leaderenough so that his/her leaving wouldn't slow theorganization.Increase the readiness of staff members to becomeleaders.


Your ManagementCapacity

Management Capacity is the organization’sManagement Capacity is the organization’sability to effectively and efficiently useability to effectively and efficiently useorganizational resources.organizational resources.


ManagingProgram Staff

Ensuring that program staff have the knowledge,skills, and cultural sensitivity to effectively deliverservices.

StaffDevelopment

Coaching, mentoring, training, and empowering staffto improve their skills and innovate.

AssessingPerformance

Detailing clear roles and responsibilities andassessing staff performance against those roles andresponsibilities

Conveying StaffValue

Providing positive feedback, rewards, and time forreflection

ManagingFinances

Ability to ensure efficient financial operations Setting RoleExpectations

Establishing clear and realistic expectations for staff

Program Staffing Implementing staffing changes as needed to increaseor improve programs and service delivery. (Pleasenote that this sub-capacity score may be empty if norecent staff changes have occurred.)

VolunteerManagement

Recruiting, retaining, providing role clarity anddirection, developing, valuing and rewardingvolunteers

Problem Solving Effectively, judiciously and consistently resolvinghuman resource problems and interpersonal conflictin an inclusive manner

ManagerCommunication

Opening channels of communication betweenmanagers and staff

Resourcing Staff Providing the technical resources, tools, systems, andskills people need to carry out their work

300

250

200

150

100

50

0

206 198 180 180 174 173 173 167 163 139 128

Managing

Program Staff Staff

DevelopmentAssessing

PerformanceConveying

Staff Value

Managing

FinancesSettin

g Role

ExpectationsProgram

Staffing Volunteer

ManagementProblem

Solving Manager

CommunicationResourcing

Staff




Resourcing StaffResourcing StaffProvide staff with more of the tools, systems,technology, or other resources they heed to do theirjobs well.Provide staff with more of the technical resources theyneed to do their jobs.

Volunteer ManagementVolunteer ManagementMake it easier for volunteers to know who is managingthem.Clarify volunteers' roles.Help volunteers see their work as rewarding.Improve your volunteer retention rate.Increase the effectiveness of your volunteer recruitmentstrategies.

Assessing PerformanceAssessing PerformanceClarify the benchmarks you use to evaluate staffperformance.Update staff job descriptions and clarify reporting lines.

Conveying Staff ValueConveying Staff ValueExpand the number of ways you reward staffperformance (e.g., time off, bonus, etc.).Give staff positive feedback more frequently.Encourage staff to reflect on their work and theprocesses they use to perform their jobs.

Managing FinancesManaging FinancesIncrease employee benefits enough to improve staffretention rates.Make your financials more easily available uponrequest.

Manager CommunicationManager CommunicationClarify and update your organizational chart.Help your managers communicate with staff morerespectfully.Update your written policies.Encourage your leaders and managers to be more opento negative staff feedback.

Setting Role ExpectationsSetting Role ExpectationsPromote constructive feedback by regularly checking inwith staff.Help your managers set more realistic expectations foremployees.

Managing Program StaffManaging Program StaffIncrease your program staff members' ability toimplement services in a way that has an impact.Increase your staff's cultural sensitivity andunderstanding of the obstacles your constituents face.

Problem SolvingProblem SolvingHelp your leaders consistently follow-through ondecisions that they make.Decrease the number of times your leaders/managerscontradict one another in front of staff.Help your leaders/managers deal with human resourceproblems more promptly.

Program StaffingProgram StaffingIncrease your willingness to make staff changes in orderto increase the quantity of programs and services youprovide.


Your TechnicalCapacity

Technical Capacity is the organization’s ability toTechnical Capacity is the organization’s ability toimplement all of the key organizational andimplement all of the key organizational andprogrammatic functions.programmatic functions.


ProgramEvaluation Skills

Ability to design and implement an effectiveevaluation

Facilities The proper facilities (space, equipment, amenities,etc.) to run efficient operations

FacilityManagement

Ability to operate an efficient facility Legal Skills Ability to engage proper legal counsel

Marketing Skills Ability to communicate effectively with internal andexternal stakeholders

TechnologySkills

Ability to fully utilize technology to run efficientoperations

FundraisingSkills

Ability to develop resources for efficient operations,including management of donor relations.

Service Delivery Ability to deliver efficient and quality services

FinancialManagementSkills

Ability to ensure efficient financial operations Outreach Ability to do outreach, organizing and advocacy

Technology Equipment, systems, and software, etc. to run efficientoperations

300

250

200

150

100

50

0

180 180 180 180 180 173 173 165 165 120 105

Program

Evaluation

SkillsFacilitie

sFacility

ManagementLegal Skills

Marketing

Skills Technology

Skills Fundraising

Skills Service

Delivery Financial

Management

SkillsOutreach

Technology



Your organization identified challenges in these areas. Hereare some recommendations to help get started buildingyour capacity.

OutreachOutreach

Increase the number of staff/volunteers you have doingoutreach, community organizing and advocacy.

Program Evaluation SkillsProgram Evaluation Skills

Increase the number of staff/volunteers with the skillsneeded to do quality program evaluations.

Facility ManagementFacility Management

Increase the number of staff/volunteers you have with theskills needed to run use and maintain your facilities andequipment.

TechnologyTechnology

Expand your technology (computers, software,communications equipment, etc.) so that you can operatemore efficiently and effectively.

Technology SkillsTechnology Skills

Increase the number of staff/volunteers you have with theskills needed to run your technology systems.

Increase the number of staff/volunteers you have with theskills needed to use your technology and software to meetyour communications needs.

Fundraising SkillsFundraising Skills

Increase the number of staff/volunteers you have with theskills needed to raise funds from the government,corporations and foundations.

Legal SkillsLegal Skills

Increase the number of staff/volunteers you have with legalexpertise.

Service DeliveryService Delivery

Increase the number of staff/volunteers you have with theskills needed to deliver services.


OrganizationalCulture

Organizational Culture is an organization’sOrganizational Culture is an organization’sunique history, style, structure, and values. Whileunique history, style, structure, and values. Whilenot a core capacity, organizational culturenot a core capacity, organizational cultureimpacts overall effectiveness by fostering unityimpacts overall effectiveness by fostering unityand engagement.and engagement.


Re-energizing Supporting time for staff to reflect on theirwork, socialize, and reconnect with why theyare doing the work

Unifying Nurturing open and honest communicationacross all levels in the organization, leadingto a sense of a cohesive group identity

Empowering Promoting a culture of learning, sharing,mutual respect, and a belief in the value andagency of staff and clients.

300

250

200

150

100

50

0Re-energizing

215

Unifying

192

Empowering

180



Your organization identified challenges in these areas. Hereare some recommendations to help get started buildingyour capacity.

EmpoweringEmpowering

Increase staff comfort in telling leaders about problems thatarise with programs.

Improve your leaders' and board members' ability to handledisagreements.

Create a culture of learning within the organization.

Help leaders share success stories with staff more often.

Strengthen staff members' believe that their clients cansucceed.

UnifyingUnifying

Address the perception that there are some exclusive staffsub-groups.

Encourage staff to share information more often.

Encourage staff to share problems before it is too late.


Your CapacityBuilding Plan

You are in:Core ProgramDevelopment

Your Capacity Building Plan is unique to yourorganization. This set of recommendationstargets areas you can prioritize to increase theeffectiveness of Sample Organization, basedon the lifecycle stage you identified and yourcore capacity assessment results.

Knowing that you placed in Core Program Development enables you to focus your capacitybuilding efforts on the particular capacity areas that will most directly help your organizationachieve its short-term goals and its long-term mission-driven impact. Even when certain sub-capacity scores fall in the challenge area, these may not surface as the most critical sub-capacities to address first, since they are not closely associated with your designated lifecyclestage.

Focusing on the key areas in your capacity building plan will enable your organization to growinto its next lifecycle stage and ensure increased effectiveness. Once you review the followingrecommendations, identify those that resonate most strongly for your organization. Then,select a few strategies to engage on your own, or with outside assistance.


LEADERSHIP RECOMMENDATIONS

Internal Leadership

Increase staff motivation.ON YOUR OWN

Create incentives for each staff member to achievebenchmarks in their work, ensuring that benchmarks aredirectly relevant to the mission and vision of theorganization.

Set a mission-related goal for the organization and plan acelebration for when it is reached. This might be anumber of clients served, an important taskaccomplished, or certain targets reached.

Talk with each staff member individually about theirunderstanding of the mission and vision.

Work with each staff member to outline how their specificrole contributes to achieving the organizational vision andmission. Remember to not exclude administrative or othernon-program staff.

WITH OUTSIDE ASSISTANCE

Do a staff retreat to discuss the vision for the organizationand each staff member's role in achieving that vision.Retreats can help refocus staff members on the biggerpicture.

Internal Leadership

Increase your leaders' willingness to seekoutside counsel when needed.ON YOUR OWN

Establish a policy that commits organizational leaders toask the question, "Is there another perspective I wouldbenefit from in making this decision?" and to seek outthose perspectives. Consider adopting an "open door"policy.

Every week, have organizational leaders pick at least onetopic, pending decision or other type of relevant issue onwhich to solicit counsel from another person, internally orexternally, and then follow-through on doing so.

Have organizational leaders reflect on their leadershipstyle as part of their annual review, paying specificattention to how they gather information for decision-making, and consider areas where the leader mightbenefit from seeking additional information.

In a staff or board meeting, brainstorm a list of communitymembers whose advice has been or could be beneficial.Identify specific topics where each person's counselwould be particularly relevant. Refer and update this liston a regular basis.

Review job descriptions of all staff to make sure that rolesare clear within the organization so that everyoneunderstands who makes which decisions.


Engage a leadership coach to help reflect on leadershipstyles and help leaders open up more to outside counsel.

Internal Leadership

Increase your leaders' willingness to makechanges.ON YOUR OWN

Construct a timeline for your organization, noting anyperiods of major change. Discuss what precipitated thechange, what was the result of the change, and how thechange could have been handled better. Then considerthe current organization and discuss any changes thatmight benefit it.

Identify another organization that you respect that hasrecently gone through large changes. Invite a colleaguefrom the organization to go to lunch to discuss thechange'how they decided to do it, how they knew thetime was right and what hey learned in the process.


Engage an executive coach to advise on managingchange in the workplace and risk-taking.

Internal Leadership

Increase the amount of interaction betweenleaders and the staff and strengthen theirworking relationships.ON YOUR OWN

Have organizational leaders do 'direct' service work on aregular basis within the organization.

Implement regular staff meetings, and ask different staffmembers to prepare the agenda and facilitate themeeting on a rotating basis.


Do a personality assessment as a staff, such asStrengthsFinder or Meyers-Briggs, and reflect as a staff onthe implications for working together.

Have a staff retreat to discuss how to work together moreeffectively. Often an outside facilitator can be helpful innavigating this discussion.

Have an external source conduct a 'network analysis' tounderstand workflow patterns in your organization.

Internal Leadership

Clarify your mission and vision.ON YOUR OWN

Ensure that your mission and vision are written down, andreference them in your work.

Meet with senior staff to discuss the varyingunderstandings of your mission and discuss how themission and vision are relevant in the currentenvironment.

Review the mission and vision for any words or phrasesthat might be unclear or have multiple meanings andmake sure they are clarified for everyone within theorganization.

Review the organization's strategic plan in regard tomission and vision. If you don't have a strategic plan,consider doing some informal strategic visioning.

Talk to some similar organizations about their mission andvision, in order to understand how your organizationmight be similar or different.


Get executive coaching to help articulate your ownmission for the organization.

Get external help to undergo a strategic review of yourmission and vision, perhaps as part of a strategic planningprocess.

Internal Leadership

Make sure that the decisions you make closelyreflect the organization's mission and vision.ON YOUR OWN

Encourage all staff members to reflect on how eachdecision they make relates to better achieving theorganization's mission and vision. Ask staff to reflect on arecent decision that they made and think through theimplications as they relate to the mission and vision.Spending a week having staff focus on relating decisionsto the mission and vision, and discuss how it went. Theleaders of the organization can set an example byfrequently referencing the mission and vision and howvarious activities contribute to reaching the mission andvision.


Get an external assessment of your organization'sdecision-making process and how to improve decision-making.

Leader Vision

Help your leaders develop a clearer vision forthe organization.ON YOUR OWN

Facilitate regular "in-house" meetings to reflect on anddiscuss the organizational vision (as well as how theorganization is doing with respect to strategic planimplementation, if a strategic plan exists).

Facilitate regular meetings to discuss program evaluationfindings (if some form of evaluation data exists) andreflect on what the findings are saying with respect tovision relevance and achievement.


Hire a consultant to facilitate a visioning exercise/meeting(perhaps as part of a larger engagement to conductstrategic planning).

Leader Vision

Increase your leaders' ability to motivateothers.ON YOUR OWN

Identify, meet with and/or "shadow" other leaders(outside of the organization) who are particularly effectiveat motivating others.


Hire an executive coach to work with staff leaders andmanagers who struggle with respect to motivating others.

MANAGEMENT RECOMMENDATIONS

Managing Program Staff

Increase your staff's cultural sensitivity andunderstanding of the obstacles yourconstituents face.ON YOUR OWN

Ask staff to identify those issues that they feel theorganization needs to address with respect to diversityand tolerance. Form a workgroup, led by a senior staffperson, to identify priorities and develop a plan foraddressing them.

Convene a small task force to develop a statementexplaining why diversity, cultural sensitivity are importantto the organization's ability to achieve its mission.convene the entire staff to discuss the draft, theirreactions to it, and its potential implications for theorganization.

Have a series of small, confidential group discussions thatinvite staff to share their perspectives on diversity,tolerance, and identity. If necessary, ask a trustedcolleague outside the organization to facilitate.

Talk with respected colleagues about how they haveapproached issues of diversity and tolerance in theirorganizations.


Hire a diversity consultant that can facilitate a discussionabout staff members' perspectives/biases about diversityand can help formulate a plan to build a more diverse andtolerant workplace.

Host a brown-bag lunch series that features guests thatcan speak to the experience, culture, and/or particularneeds of different races, cultures, and/or identity groups.

Staff Development

Encourage your staff to innovate.ON YOUR OWN

Document and share successful experiences and lessonsof staff who have innovative in getting their jobs done.

Formally acknowledge staff who have innovative ingetting their jobs done in public forums.

Integrate this component/experience into staff appraisalsystem.

Provide necessary support and resources to staff whowould like to be innovative in getting their jobs done(such as spending work time in researching and learning).


Network and learn from peers from other nonprofitorganizations who have had successful experiences inencouraging staff be innovative about their jobs.

Seek coaching and consultation (volunteer or paid) onhow to encourage staff to be innovative about their jobs.

Seek targeted funding to support professionaldevelopment training in this area.

Send staff to attend external workshops and trainings thatassist them to be innovative about their jobs.

TCC GROUP CCAT REPORT SAMPLE ORGANIZATION

Ready to take thenext step?

At TCC Group we know that data alone does not help a nonprofit build capacity. It does,however, provide a launchpad for collective reflection and interpretation, enabling you tomove your organizational capacity building plan forward by identifying specific next stepsand success metrics, and turning data into action.

The information you receive from your CCAT report can be amplified through a facilitated andinclusive discussion, ideally by a neutral third-party facilitator who can guide yourorganization’s leadership through the report and contextualize what your results mean foryour nonprofit. This will help you tailor your CCAT results to immediately translate them intomeaningful organizational improvement.

TCC Group’s CCAT facilitators have deep experience in the nonprofit sector and make itpossible for organizations to implement capacity building strategies for organizationaltransformation. TCC Group also trains and certifies a network of nonprofit consultants inexpert CCAT facilitation. A certified CCAT facilitator can help you identify concrete next steps,mobilize the resources required to accomplish your goals, and help your board and staffachieve greater mission-driven impact.

To learn more, access our network of CCAT facilitators, or to schedule an interpretation call,To learn more, access our network of CCAT facilitators, or to schedule an interpretation call,visit us at CCAT Help Desk:visit us at CCAT Help Desk: www.tccCCAT.com www.tccCCAT.com

Need help?Need help?

Our online Capacity Building Resources are a great place to start addressing yourorganization’s capacity building priorities. All resources are organized by core capacity andsub-capacity, to best connect you with information that can further your capacity buildingwork.

These resources are available at our CCAT Help Center: www.tccCCAT.comThese resources are available at our CCAT Help Center: www.tccCCAT.com

Our Help Center also contains additional information about the Core Capacity AssessmentTool, and FAQs.

Contact us anytime at [email protected] us anytime at [email protected]


https://app.verticalchange.com/contacts/d710bf21-0cb8-4d51-b5d4-93ed493dad51/standard_reports/www.tccCCAT.com

TCC Group collaborates with leaders to solvecomplex social problems.

As a mission-driven consulting firm and certified B Corporation, TCC Group partners withfoundations, nonprofits, and companies to propel positive social change through strategy,capacity building, initiative design, strategic communication, management, and evaluation. We design and implement solutions for social impact by immersing ourselves ininterconnected communities and systems, co-creating innovative and effective processes, andapplying and sharing our experience with the field.

Additional ServicesAdditional Services

The CCAT is an integral piece of the comprehensive capacity building services offered by TCCGroup. We offer tailored capacity building services to funders, nonprofits, and cohorts oforganizations: designing capacity building initiatives, building evaluation capacity, facilitatinglearning communities, and providing staffing and technical assistance. We also work toimprove funders’ effectiveness with the Foundation Core Capacity Assessment Tool (FCCAT).These specialized services are ideal for organizations interested in identifying and prioritizingcapacity solutions necessary to accomplish their societal vision, and working in relationshipwith social sector actors to achieve lasting impact.

To learn more about TCC Group, visit our website atwww.tccgrp.com or email us [email protected]


https://app.verticalchange.com/contacts/d710bf21-0cb8-4d51-b5d4-93ed493dad51/standard_reports/www.tccgrp.com

mailto:[email protected]

Documents

Sample Organization Assessment Report Core Capacity · TCC GROUP CCAT REPORT SAMPLE ORGANIZATION 9. Your Leadership Capacity Leadership Capacity is the ability of all organizational