ABSTRACT
It is generally agreed that within the nonprofit sector there is insufficient attention paid to organizational capacity building. Letts, Ryan, and Grossman (1999) argue that this deficiency stems, in part, from the fact that the focus in the nonprofit sector has been on the development of new programmatic initiatives and expanding existing programs to new markets with little reward for building organizational capacity (8). To remedy what they say is widespread weakness in the area of organizational capacity, they correctly suggest that nonprofits should invest in management processes that “enhance responsiveness to clients and support quality improvements…and build on nonprofit assets without compromising commitment to social goals” (201).
