Over the past year, our Impact Capacity Assessment Programs (iCAP) have continued to strengthen nonprofits by providing tools, guidance, and resources to build their capacity. Through our two-phase approach—the Consultant Phase and the Implementation Phase—organizations worked closely with organizational development consultants to assess operations, set strategic priorities, and implement key priorities that drive long-term growth and effectiveness.

During the 2024-25 cycle, we engaged with 11 organizations in the Consultant Phase, supporting them in developing tailored capacity building plans. Most organizations identified three to four key priority areas, with emerging themes including board governance, strategic thinking, staffing, and finances. Board governance often focused on board engagement, roles and responsibilities, and succession planning. Strategic thinking emphasized aligning mission and vision. Staffing and organizational design emerged as a priority for many organizations seeking to optimize team structures. Finances centered on improving systems and structures. Additional areas of focus included communications and marketing, fund development, data-informed decision making, and technology, all of which are commonly reflected in iCAP capacity building plans.

The Foundation provided ongoing support to 5 organizations as they transitioned from the Consultant Phase to the Implementation Phase. As a result of resourcing identified areas of capacity needs through grant support, these organizations advanced their capacity building priorities that strengthened administrative capacity in programs and operations. Great progress was made in areas such as leadership development, communications strategy, program evaluation, and staff expansion. Throughout this process, we tailored our support to each organization’s unique needs, ensuring alignment with the goals of the capacity building plans and feedback from leadership staff and board members.

Beyond individual organization support, iCAP offers peer learning and collaboration opportunities. This year, we hosted two convenings for past and current iCAP participants, creating a space for shared learning and problem-solving. One convening focused on Diversity, Equity, and Inclusion (DEI), while the other addressed board governance challenges. These convenings, shaped by participant feedback and the evolving nonprofit landscape, provided opportunities for organizations to engage with their peers and discuss sector-wide challenges.

As we reflect on this year’s progress, we are energized by the growth and learning taking place within iCAP. We look forward to continuing to support organizations as they strengthen their capacity and deepen their impact in the year ahead.

2024-25 iCAP Organizations