Grassroots organizations have a central place in service provision within many urban communities, particularly as they work with young people. Enhancing the potential of youth serving organizations is vital as many of these small groups lack infrastructure and resources. One organization has gone beyond grant making to organizations to include providing technical assistance, then moving to a model of capacity building to improve their ability to fulfill their mission. This paper describes the efforts of New Detroit to improve the infrastructure of youth serving grassroots organizations through a multi-faceted model and the outcomes evidenced from the first cohort. In addition we explore the contradictions inherent in working with small groups. How do you improve effectiveness without destroying the “homegrown” character these groups possess? The model presented here shows the value of empowering small grassroots groups to build capacity.

Nonprofits have unique strategic concerns, including their dependence on external resources, the management of multiple stakeholders, perceptions about their organizational legitimacy as well as their primary focus on the social value of their organizational mission (Stone and Brush 1996). For shared Jewish–Arab organizations in Israel that are seeking to promote a ‘shared society,’ the obstacles in navigating these various challenges are particularly pronounced and require a very unique kind of adaptive capacity (see Letts et al. 1999; Connolly and York 2003; Strichman et al. 2007). Often operating outside of the general consensus, these organizations are faced with the significant challenge of promoting values of partnership, equality and mutual interests among two populations that are often at odds. This research seeks to shed light on how shared Arab–Jewish nonprofits are continually working to strengthen organizational capacities to more effectively carry out their particular organizational mission, given the myriad of challenges they face.

The purpose of this paper is to present and develop a firmer grasp of the underlying dimensions of organizational capacity in nonprofit human service organizations. The paper draws on the resource-based view of the organization (Barney et al. in Journal of Management 37:1299, 2011; Wernerfelt in Strategic Management Journal 5:171, 1984), which recognizes that organizational attributes and capabilities facilitate performance. Interviews were conducted with 66 executives in moderate sized, human service organizations to discuss factors that influence performance. Findings suggest that human, financial, and social capital all contribute to organizational performance. Executives emphasized the quality of people associated with the organization including the role of the board of directors in supporting performance. Many respondents also believed that maintaining healthy and dynamic external relationships was critical to success.

This paper examines the role of leadership development in NGO capacity building and assesses some of the challenges of developing a new generation of NGO leaders. The paper draws on the analysis of new and existing research into the dimensions of NGO leadership highlighting the importance of both individual attributes and contextual relevance. Effective NGO leaders are able to balance a range of competing pressures from different stakeholders in ways that do not compromise their individual identity and values. Leadership development programmes therefore need to focus on both the values and identity of individual leaders while also assisting leaders understand and proactively respond to their rapidly changing external environment. We conclude that there is an urgent need to build the capacity of NGOs to develop their leadership capability. Unless systems and processes to support this work are put in place then the apocryphal warning “trees die from the top” will have more than a ring of truth in it.

Nonprofit organizations (NPOs) often find themselves under pressure to invest all of their available income in mission-related activities rather than in capacity building. We investigate one factor that can influence the decision to invest in such capacity-building tasks: funding sources pursued by an organization. Drawing on the benefits theory of nonprofit finance, we take these funding sources as predetermined by an organization’s mission and propose an extension of the theory by linking it to economic multitasking theory, which states that organizations prioritize tasks that offer greater and more measurable rewards. Through regression analyses of survey data from Swiss nonprofits, we analyze the extent to which funding sources sought affect the amount of effort invested in three areas of capacity building: public relations, impact focus, and resource attraction parameters. The results support the predictions of multitasking theory by showing that the effort invested in certain capacity-building tasks is affected considerably by seeking a specific funding source. The effects are stronger for resource attraction-related tasks than for tasks closer to the service delivery of NPOs. The results indicate that an organization’s mission affects not only the available funding sources but also the extent to which an organization invests in its capacities, which can lead to a ‘lock-in’ status for organizations.

There has been a growing trend for foundations to invest in capacity building to improve the effectiveness of third sector organisations (TSOs). However, understanding of what makes for effective capacity building is not well developed. This article contributes to the development of theory in this area through an in-depth examination of an innovative foundation, which has a longstanding history of capacity building with small- and medium-sized charities in the UK. The findings from this research are related to the developing literature in this field to extend an existing typology of approaches to capacity building and to develop and refine a number of factors that have previously been associated with successful capacity building initiatives by foundations. In particular, it argues that current prescriptions are too simple and that foundations face a number of tensions when pursuing capacity building programmes, which have to be managed and call for difficult judgements to be made.

This case study of Rural Haitian University highlights the complexities and consequences that may arise from a combination of unpredictable streams of international funding, financial vulnerability of communities, and the strategies that civic leaders employ to mobilize resources. We argue that the encounter sketched here of local vulnerability following protracted social conflict and a major natural disaster with the international aid machinery has fostered a cycle of dependence/survival strategies in the higher education institution we examine and undermined its ability to achieve its core mission. More generally, we contend that in situations of extreme poverty and heavy international donor influence, “local ownership” may become synonymous with “local survival” unless predicated on the availability of local capacities and site-specific distribution of international resources. We propose one modest initiative to reduce the university’s dependence on international funding through the development of a sustainable tourism enterprise as a way to nurture local ownership and social capital.

This article examines how international resources can be used to strengthen local support for civil society initiatives in China to improve the circumstances of poor and vulnerable populations. It identifies ways in which international resources have strengthened civil society in other countries, such as enhancing access to financial resources, building capacity of leaders and organizations, reducing sector fragmentation, building public legitimacy and improving cross-sector relations. It examines the characteristics and special circumstances facing civil society in China, arguing that institutional constraints are particularly problematic. Then it explores how international resources might be applied to each of the problem areas identified given the constraints of the Chinese context. Finally the article articulates five principles that might guide international donors for building more local support for civil society activity in China.

Health Technology Assessment (HTA) informs resource allocation and policy decisions, particularly to achieve Universal Health Coverage (UHC). Recognizing the increasing demand for evidence-informed decision-making, the HTAsiaLink network was established in 2011 as a regional platform to strengthen individual and institutional capacity in HTA research and facilitate the integration of HTA evidence into policy decisions across the Asia-Pacific.

Over the years, HTAsiaLink has expanded to over fifty members from twenty economies. In 2024, a structured strategic planning process was undertaken to ensure its continued growth and strengthen its impact on HTA development and implementation. This process involved a targeted review of strategic plans from international networks, alongside comprehensive member engagement, to develop a data-driven and adaptable plan responsive to the evolving healthcare landscape and member needs. As a result, five strategic priorities, corresponding action items, and success indicators were identified.

This commentary outlines the needs and processes involved in developing the network’s first-ever strategic plan, emphasizing the critical role of member engagement in shaping its future direction. We believe that this experience offers transferable insights for other HTA networks, particularly those operating in low- and middle-income country contexts, on the collaborative development of strategic plans that are responsive to shared objectives, accommodate varying institutional capacities, and align with regional priorities.