How do nonprofit leaders know when it’s time to invest in capacity?
That was one of the central questions explored at CCT’s Nonprofit Leadership Exchange, Increasing Impact in Challenging Times. The event brought together more than 40 Greater Boston nonprofit leaders to learn from one another, make connections, and discuss practical responses to the sector's challenges.
Moderated by CCT Co-Chair Jeff Caplan, the panel featured Karin C. Mitterando (SVP Boston), Jonathan Gay (The Children's Room), Donald Ger (Nonprofit Advisor, formerly of Year Up), and Stew Chapin (Board Member at Roca), who brought perspectives on nonprofit leadership, strategy, board engagement, fundraising, capacity building, and technology.
Our panelists shared a few telling signs that an organization may be ready to invest in capacity:
Senior leaders are spending too much time on administrative work.
Day-to-day demands are crowding out time for strategic decisions, relationship building, and leading the organization.
Routine tasks take longer than they should.
Gaps in staffing, processes, or tools may be creating bottlenecks that limit what the organization can accomplish.
Leaders can’t easily access the metrics or answers they need.
Without reliable, accessible information, it’s harder to assess progress, spot problems, and make informed decisions.
The organization is reacting to immediate needs without a clear strategy for where it’s going.
Constant firefighting leaves little room to set priorities and direct resources toward long-term goals.
Building capacity starts with that clarity. A strong vision and strategy help leaders determine what to invest in and explain why it matters to funders, board members, and other supporters.
Other takeaways from the panel included:
• Tell a compelling story and clearly articulate your organization’s value.
• Give board members specific responsibilities, including personal giving, outreach, and introductions through their networks.
• Be deliberate about board structure, composition, recruitment, and expectations.
• Consider outside expertise when hiring isn’t yet possible.
• Use AI thoughtfully to accelerate research, analysis, and decision-making, especially when resources are limited.
• Recognize that while funding salaries can be difficult, people are often the most important capacity-building investment an organization can make.
And when it comes to revenue development, the executive director doesn’t have to do everything, but does need to participate. People want to hear directly from an organization’s leader. The key is bringing the board and others alongside them.
In short, capacity isn’t simply about adding more. It’s about creating the focus, structure, and support that allow an organization to move forward more effectively.
