Purpose: Smith (2000) estimates that there are 7.5 million grassroots associations in the United States. These organizations are often the only safety net remaining in neighborhoods that are decimated by a lack of resources, power and voice (Eisinger, 2002). In the last decade there has been a surge of interest in how the capacity of these groups can be strengthened so they can meet the needs of urban neighborhoods. Organizational researchers have identified potential outcomes related to capacity building (Connolly and Lukas, 2002). Yet, with a few notable exceptions (see Backer, 2001) there are very few published studies on the effectiveness of capacity building. This poster describes the evaluation results of a five year demonstration on capacity building with grassroots groups. Methods: Multiple methods were used to evaluate the processes and outcomes. Principal sources include pre and post test interviews with staff and board members of each participating organization, observation of services, and focus groups and/or interviews with consultants and mentors. A total of 22 organizations participated in the project. In addition, two of the organizations were selected as case studies to illuminate the changes and challenges experienced by the groups. Results: The results were modest, but satisfying. Strong gains were found in two key growth areas: managerial knowledge and improvements in formalization of internal functioning. Although over two-thirds (69%) reported changes in their managerial knowledge this did not transfer to skills. Several tangible outputs were reported. Nearly all of the groups reported serving more people, and a third expanded their program offerings by adding new components, or increasing the number of sessions offered. Over half (57%) documented increases in their revenues. Board membership increased in 70% of the organizations, and board make-up changed as well. The process evaluation and case studies identified issues for model development. First, several groups were not “ready” to benefit from capacity building. Second, groups responded best to a mix of empowerment based capacity building. Finally, contradictions were noted in working with small groups. That is, how do you improve effectiveness without destroying the “homegrown” character these groups possess? Implications: The project demonstrated that capacity building infused with empowerment can lead to positive outcomes for grassroots groups. Challenged with the paradox, social workers in the community will learn not to change the nature of small grassroots organizations, but rather to empower them to improve on their own terms allowing them to set the priorities important for their organization's mission.

Backer, T. (2001). Strengthening nonprofits: Foundation initiatives for nonprofit organizations. In C.J. DeVita and C. Fleming (Eds.) Building capacity in nonprofit organizations (pp. 31-84). Washington D.C.: The Urban Institute. Connolly, P., & Lukas, C. (2002). Strengthening nonprofit performance: A funder's guide to capacity building. St. Paul, MN: Amherst Wilder Foundation Eisinger, P. (2002). Organizational capacity and organizational effectiveness among street-level food assistance programs. Nonprofit and Voluntary Sector Quarterly, 31, 115-130. Smith, D. H. (2000). Grassroots associations. Newbury Park, CA: Sage Publications.