Appendix to Part A

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Overview

Capacity Building Constructs
Partnership Constructs

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Sheet 1: Capacity Building Constructs

Capacity Building Constructs
Contact Info	1, 2, 3, 4, 5, 6, 7, 8, 9
Descriptors	10, 12, 13, 14, 15b, 15c, 19.1, 19.2, 19.3, 43, 57
Stratifiers	11, 15, 15a
Critical Area	Sub-Area	Definition (is measured by…)	Survey q's
Leadership Development	Board Development	>the types of training and development activities in which members of the board of directors have participated	16d (orientation), 16e (board training)
Leadership Development	Staff Development	>the types of training and development activities in which the executive director, paid, and unpaid staff have participated	22.1a, 22.1b, 22.1c, 22.2a, 22.2b, 22.2c, 23a, 23b, 23c
Leadership Development	Volunteer Development	>the types of training and development activities in which volunteers have participated	23.1a, 22.1b, 23.1c
Organizational Development	Mission & Strategies	>whether the board sets goals and strategies for the organization	16d
		>the existence of a written mission statement	29.1
		>the existence of a written strategic plan	29.2
		>the use of regular organizational assessments to reassess the mission and strategies	28
Organizational Development	Management	>the use of regular organizational assessments	28
		>consistency of leadership in the organization	25
		>whether the head of the organization is a paid position	24
Organizational Development	Staff Management	>the number and type of staff in the organization	17.1, 17.2, 18.1, 18.2
		>the use of HR best practices, such as the existence of job descriptions	20.1, 20.2
		>the use of HR best practices, such as annual performance reviews for staff	16d (performance review), 21.1, 21.2
Organizational Development	Volunteer Management	>the existence and size of an organization’s volunteer program	17.3, 18.3
		>the existence of volunteer job descriptions	20.3
		>annual performance reviews for volunteers	21.3
Organizational Development	Financial Management	>the ratio of an organization's total expenditures to its revenue	32.1, 32.2, 33, 33a
		>the existence of financial management procedures (regular budget preparation inclusive)	16d (financial review), 29.5, 31, 36
		>the existence of an individual responsible for financial management (as distinct from executive director)	30
Organizational Development	IT Management	>acquisition of computers	37, 38, 39
		>use of software	36, 44, 48
		>use of the Internet	40, 40a
Organizational Development	Board Composition and Functions	>the existence of an organization's board of directors	16
		>the number of active members	16b, 16c
		>the board's primary activities in governing the organization	16c
Organizational Development	Board Best Practices	>whether the board keeps minutes at meetings	16e (board best practices)
		>whether the board's bylaws specify a finite number of seats	16c
		>whether the board provides formal orientation to new members	16d (orientation)
Organizational Development	Nonprofit Incorporation	> 501c3 status	27
Organizational Development	Revenue Sources	>total revenue	32.1, 33, 33a
		>diversity of funding sources of an organization	34
Organizational Development	Funding Readiness	>501(c)3 status	27
		>existence of a fund development plan	29.3
		>actions to improve grant-writing: hiring a grant writer	35
		>actions to improve grant-writing: sending staff to grant-writing training	22.1b, 22.2b, 22.3b, 23b
Program Development	Program Design	>interest in best practices as through staff attending training on service delivery	22.1c, 22.2c, 22.3c, 23c
Program Development	Service Delivery	>percentage increase in service recipients being served	42, 46
		>focus areas of the organization in working with clients	14 (Descriptor)
Program Development	Monitoring & Evaluation	>methods of recordkeeping being used	44, 48
		>collection of data on service recipient satisfaction	45.1, 49.1
		>use of this data to assess formal program outcomes	45.2, 49.2
Community Engagement	Community Outreach	>whether the organization has rethought the way in which it markets is work/mission in community and whether it has implemented new or improved methods of doing so	52.3, 52.4
		>whether the organization has rethought the way in which it gains understanding of its community and whether it has implemented new or improved methods of doing so	52.1, 52.2
Community Engagement	Collaborative Relationships	>whether the organization is engaged in partnership arrangements other than CEY	51
		>the diversity of relationships with other organizations in the community	51a

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Sheet 2: Partnership Constructs

Partnership Constructs
Contact Info	1, 2, 3, 4, 5, 6, 7, 8, 9
Descriptors	54, 55, 56, 57, 58, 59, 64, 65
Stratifiers	11, 15, 15a
Critical Area	Sub-Area	Definition (is measured by…)	Survey q's
Leadership Development	Trust	>partners perceptions of three of four components of trust: dependability, competence, collegiality	72.7+, 72.9+, 72.11+
		>the use of teambuilding activities to build trust	62+
		>the existence of an action plan with defined roles and responsibilities on which partners must follow through	68+
Leadership Development	Relationship-building	>partners perceptions of how well the lead organization builds relationships among project partners	72.6, 72.8
		>the extent to which partners can identify the other organizations involved in their collaborative project	63
		>partners perceptions of how well the lead organization balances the process/product tension	72.4+
Organizational Development	Shared Mission & Objectives	>the existence of a written mission statement and the extent to which project partners know about it	67, 72.1
		>the extent to which all project partners contributed to the development of the mission statement	72.2+
		>the extent to which the goals of the collaborative project align with the goals of individual partner orgs	72.3+
		>the extent to which goals of individual partner organizations align with each other	72.5+
		>the extent to which partners all have similar goals they want to achieve through their collaborative project	66
Organizational Development	Communication	>the extent to which the partnership provides regular while appropriate formal and informal opportunities for partners to communicate with each other	60+, 60a+
		>the extent to which partners partake in these opportunities	60a+, 61+
Organizational Development	Action Plan	>the existence of an action plan that outlines roles and responsibilities of project partners	68+
Organizational Development	Sustainability Plan	>the existence of a sustainability plan	69+, 73
		>the extent to which members across all levels of partner organizations are involved in/aware of CEY project activities	70
Program Development	Evaluation	>whether a partnership plans to conduct an evaluation of its collaborative work	On follow-up
Community Engagement	Community Outreach	>whether the partnership has taken action to increase awareness about its collaborative work to clientele, funders, and the community at-large	71+
+ indicates question to be included on 2006 baseline module