DB wk 550

CAPACITY BUILDING DURING TIMES OF CRISIS -

HOW NONPROFIT LEADERS IN SAN DIEGO

EXECUTE RELATIONAL CAPITAL STRATEGIES

TO STRENGTHEN SUSTAINABILITY

Capstone Project Research Prospectus

Liza Aguirre-Oviedo Arizona State University – OGL 550 – Dr. Edwin Daniel Jacob

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PURPOSE AND SCOPE OF PROJECT ............ 2

Problem to Be Addressed ........................... 2

Purpose of Solving the Problem .................. 2

Problem Solution………………………………………3

Capstone Project ......................................... 4

Specific Anticipated Outcomes ................... 5

Intended Audience and Deliverable ............ 5

Initial Assumptions ..................................... 6

Project Limitations ...................................... 6

Summary of Background/Experience .......... 6

PROJECT CONTEXT AND RATIONALE ......... 7

Unit of Analysis Being Researched .............. 8

Revenue Development ............................... 8

Organizational Development ...................... 8

Culture and Integrative Leadership ............. 9

Literature .................................................. 10

What Is Known About the Problem ........... 11

Industry Resources ................................... 11

ANALYTICAL METHODS ........................... 12

Purpose of the Study ................................ 12

Research Question .................................... 12

Analytical Approach .................................. 12

Data Needed ............................................. 12

Information Collection Method ................ 12

How Data Will Be Analyzed ....................... 14

ETHICAL CONSIDERATIONS ..................... 14

WORK PLAN SCHEDULE ...................... 15-16

REFLECTION ............................................ 17

REFERENCES ........................................... 18

CONTENTS

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PURPOSE AND SCOPE OF PROJECT

Problem to Be Addressed - The problem being addressed is nonprofits operating in San Diego,

California struggling with financial sustainability. There are multiple factors that can contribute to the

struggle. At the beginning of the COVID-19 pandemic, on March 16, 2020 the City of San Diego

released the mayor’s Executive Order No. 2020-1, mandating closure of all non-emergency businesses

(City of San Diego, 2020). This placed San Diego nonprofit leaders to manage in a VUCA (volatility,

uncertainty, complexity, and ambiguity) business environment as they tried to navigate through this

unprecedented time.

This study will research the problem further, addressing the following three factors (not in order of root

cause) that can contribute to the problem of a nonprofit’s challenges with financial sustainability:

a) Operating in times of crisis. In a March 2020 survey, 53% of 381 nonprofits in San Diego

reported staff furloughs, layoffs, reduced hours and/or reduced pay with more layoffs expected

in the future, three-quarters of all nonprofits reported loss in fee-for-service, and over 60% of

all nonprofits reported a decline in individual donations (Young et al., 2020).

b) Size of the of the nonprofit. Smaller nonprofits can operate with a smaller or limited earned and

or unearned revenue pipeline portfolio. A smaller revenue pipeline can contribute to challenges

with financial sustainability.

c) Limited leadership capacity skills and/or resources in building relational capital to strengthen

revenue development (fundraising) and organizational development (governance; board of

directors and advisory boards). Nonprofit leaders can be more specialized or focused on their

nonprofit program (Foster et al., 2009), than skilled or focused on financial sustainability

strategic planning and execution. According to the Stanford Social Innovation Review,

nonprofits struggling with financial sustainability can be an outcome of organizational and

governance dysfunction (2008). A nonprofit can have an established board in compliance with

nonprofit 501(c)(3) requirements, although some governance cultures might not represent a

culture of contributing to revenue development.

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Purpose of Solving the Problem - Financial sustainability is an organization’s major pillar. Without

continual funding a nonprofit cannot exist. Nonprofits are a vital resource component and economic

engine in our communities. The nonprofit population in San Diego comprises of 85% small (operate

with budgets of under $1 million) (Deitrick et al., 2020). In San Diego, nonprofits are significant

contributors to the local economy employing more than 121,000 people. Wages comprise nearly 10

percent of all San Diego private employment wages (Institute, 2019). Nonprofits provide education to

individuals of all ages, health and human service’s needs, medical and science research, and housing

and developmental needs. In San Diego, many of the city’s tourist attractions are nonprofits, e.g., San

Diego Zoo and Safari Park and the USS Midway Museum (Institute, 2019).

There is concern for capacity building levels for small nonprofits in comparison to larger nonprofits,

and sustainability prepardeness during times of crisis. According to a research study published in the

Journal of Public Budgeting, Accounting & Financial Management, larger charitable contributions

from corporations, foundations, and external stakeholders have increased during the COVID-19

pandemic, however there is concern for smaller or community-based organizations due to the need for

an increase in collaborative capacity building and support (Johnson et al., 2020).

Problem Solution - A continual challenge for nonprofit leaders is financial sustainability, building

capacity is a strategic solution to help address this challenge (Castillo, 2016). My proposal is a

strategic resource development website for nonprofit leaders. One solution perspective to the problem

is to build resilience by strengthening organizational leadership effectiveness through a process of

strategic planning, expanding leadership mindsets, and execution. The website will provide content and

methods which represent a culmination of Arizona State University’s (ASU) Organizational Leadership

(OGL) learning materials, industry findings, and qualitative research data.

According to Statista Research Department’s January 21, 2021 data, 1.54 million nonprofit

organizations are registered in the United States. Results from one of their surveys reports the most

commonly used method to gain revenue is from their board of directors, 92 percent leverage their

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board (Statista, 2021). This statistic combined with nonprofits’ continual struggle with financial

sustainability, rationalizes this solution.

Standford Social Innovation Review suggests in a time of crisis, is an opportunitistic time of discussion

on a nonprofit’s infastructure and how addresssing capacity building can be vital to a nonprofit’s

health (Goggins & Howard, 2009). A nonprofit’s governance (board of directors) and advisory boards

are relational capital resources. Leaders can influence their board’s culture mindset to view the board

as a revenue development resource. Boards can be leveraged for monetary donations, e.g. major gifts

or grants from corporations, industry business connections, or philanthropic giving leaders (Castillo,

2016).

Capstone Project - The website will consist of a main page and three sections identified as website

tabs.

Website Main Page:

❖ Discussion on how nonprofits always experience a level of uncertainty with financial

sustainability (Castillo, 2016). Therefore, during times of a crisis, nonprofits are exposed to

higher risk of catastrophic outcomes that can impact an organization’s revenue development

and human capital.

❖ Introductions to capacity building as capital building. (Castillo, 2016).

❖ Introduction to the concept and practice of Integrated Leadership, a leadership model that can

help leaders strengthen effectiveness and resilience (Perlman et al., 2014).

Website’s three sections:

I. Communications:

▪ Building capacity in relational capital. How to cultivate, build, and steward

corporate and external relationships.

II. Resource Development:

▪ How nonprofit leaders can leverage corporate Annual, ESG, CSR, and

Integrated Reports to build capacity in relational capital?

III. Organizational Culture:

▪ How the culture of an organization and organization governance can affect

revenue development and relational capital building.

▪ How to transform a nonprofit’s governance culture to represent a culture of

revenue development and one that follows the Resource Dependence theory

(Miller-Millesen, 2003) through the lens of Integrative Leadership.

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Specific Anticipated Outcomes

• Empower leaders of small nonprofits.

• Increase relational capital effectiveness with revenue development prospects.

• Improve and diversify revenue portfolio.

• Scale external engagement partnerships

• Transform or build nonprofit board of directors and/or advisory boards.

• Create a nonprofit governance culture that exhibits a Resource Dependence theoretical

approach (Miller-Millesen, 2003).

• Increase value creation.

Intended Audience and Deliverable - Smaller nonprofits can have limited financial resources or

capacity to invest in external leadership development and consulting services. An outcome deliverable

for the website is to scale impact, to provide a resource for leaders of small nonprofits outside of the

San Diego County region. Additional audience includes university students studying nonprofit

management and organizational leadership. This can be accomplished by using a website platform,

accessible by any device with a wireless connection.

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Initial Assumptions - Information resources that are derived from peer empirical insights, concepts

from scholarly articles, and industry proven practices, will be valued by nonprofit leaders who

experience limitations to access or knowledge. Shifts in pandemic led remote learning and increased

business activity climates can influence website frequency visits. Decreases in social distancing

regulations and increasing business openings will generate momentum for nonprofit leaders to explore

transforming their revenue and organizational development strategic direction(s). I assume the website

will inspire nonprofit leaders to build capacity in relational capital by strengthening or building

collaborative partnerships with their governance.

Project Limitations - Empirical data research is limited to six nonprofits that operate in San Diego,

California, and does not represent all 11,898 nonprofits registered as 501(c)(3)’s in San Diego (Deitrick

et al., 2020) due to course session time limitations to complete a thorough qualitative data assessment.

This project is limited to developing solely a website without a corresponding consultation or coaching

business. Nonprofit leaders and their governance could require guidance on applying practices and/or

executing strategic planning referenced on the website. This project’s main context of building

capacity in relational capital does not address socio-cultural barrier challenges that leaders for example

of color can be faced with. “Inequitable access to social networks that enable connections to the

philanthropic community” (Group, 2020) as discussed by The Bridgespan Group and Stanford Social

Innovation Review.

Summary of Background/Experience - I bring an executive professional and nonprofit governance

background working with nonprofits and companies that spans twenty-two years. Experience includes

navigating times of start-up, change and transformations in a VUCA environment, building nonprofit

governance, building, and scaling relational capital, and collaborative industry partnerships. Sixteen

years ago, I began my professional career in the nonprofit sector in a director level position leading

revenue development. Twenty-two years ago, I began developing experience on nonprofit boards while

managing two business development consulting companies.

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I recently served as the Chairman of an Industry Advisory Board for an education program with the

San Diego College of Continuing Education, under the umbrella of the San Diego Community College

District. I have sat on two of their industry advisory boards since 2014. Most recent professional

experience entails a former education employee of a San Diego nonprofit and former executive

director of an out of state national education nonprofit. Both, I experienced a lay-off; COVID-19

pandemic and financial sustainability challenges. I was responsible for laying off thirty-four

employees, twenty-seven were AmeriCorps teachers.

PROJECT CONTEXT AND RATIONALE

An outcome of this project is to help nonprofit leadership scale relational capital impact from a holistic

approach, Integrative Leadership, by looking at the entire nonprofit relationship as a whole. Beyond

just check-marking a box that there is a corporate representative’s name on a list of board of directors.

What value can this relational capital bring to help the nonprofit with sustainability? A nonprofit’s

board governance’s relational capital is an example of a resource that can be mobilized to benefit an

organization’s financial sustainability (Miller-Millesen, 2003). Additionally, relational capital can

provide insight and resources that can help reduce uncertainty during times of crisis (2003).

This study will be a research comparison of how small and large nonprofits, located in San Diego,

California, during times of crisis, build capacity with corporate and external stakeholders for the

purpose of building relational capital for revenue development (funding) and organizational

development; board governance (board of directors). A total of six nonprofits will be surveyed: three

small (budgets under $1million budget) and three large (budgets over $1million budget). Nonprofit

size determination categories were published by The Nonprofit Institute at University of San Diego

School of Leadership and Education Sciences (Deitrick et al., 2020). Budget data is based on recorded

expenses within the organization’s published fiscal 2019 Tax Form 990 records on Guidestar.org or the

State of California Department of Justice Office of Attorney General Registry of Charitable Trusts.

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Nonprofits to be surveyed represent Arts & Culture, Human Services, and Education (excludes Higher

Ed). These specific nonprofit sub-sectors are chosen based on data results published in the 2020

Annual Report: State of Nonprofits and Philanthropy San Diego that indicates they fall within the top

two-thirds of nonprofit sub-sectors who have experienced the highest percentage of loss of fee-for-

service revenue or individual donations since March 1, 2020. Revenue performance on a national level,

70 percent of Arts & Culture organizational report 16 percent or more lower in 2020 than 2019, 34

percent of Human Services saw decreases and 36 percent saw increases (Bell & McCambridge, 2020).

Sub-Sector Loss of Fee-for-Service Individual Donations

Arts & Culture 96% 46%

Education 78% 64%

Human Services 73% 55%

Unit of Analysis Being Researched - The unit is nonprofits located in San Diego, California. Survey

participants are individuals employed in leadership roles at small and large nonprofits, responsible for

leading revenue development, organizational development, and building capacity in relational capital

with corporate and other external stakeholders.

Context of Revenue Development - Revenue development is defined as funding that is a) means of a

monetary, in-kind, or sponsorship donation, b) donor development defined as applying cultivation and

stewardship strategies to influence donors or potential donors to donate, c) diversifying funding

sources defined as one’s funding pipeline to comprise of diverse funders (Castillo, 2016).

National reports provided by McKinsey & Company highlight positive outcomes of philanthropic

support have evolved throughout the COVID-19 pandemic, with for example the Council on

Foundation’s latest data noting almost 750 foundations have signed a public pledge to streamline

grant-making processes and individual donors are partnering with peers to make sizeable grants with

less paperwork (Nowski, et al., 2021). Seven out of ten U.S. corporate funders increased giving during

the COVID-19 pandemic, resulting in an increase of 43.7 percent more grants (n.d, 2020).

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Context of Organizational Development - Organizational development is defined as board

governance; board or advisory board or committees (Castillo, 2016). It is a legal requirement, set up by

the IRS, that all registered 501 (c)(3) nonprofits have a board of directors with a minimum of three

members. The role of the board is to make sure nonprofit management follow the vision and mission of

the organization, and stay within compliance of ethical, legal, and financial management policies. With

education nonprofits there are some grants, for example the Carl Perkins Grant, that require industry

advisory boards to review and approve industry education or work-based learning curriclum.

Additionally, nonprofit boards can play a strategic role in revenue development.

Context of Culture and Integrative Leadership - Though unmeasurable, culture plays an integral role

in the development and effectiveness of an organization of which it represents underpinning social

practices, values, and beliefs (Morgan, 2006). The culture of an organization can influence inputs and

outcomes of leadership, governance, internal and external stakeholders. The culture of a nonprofit

board of directors whose focus is equally on the impact of the mission of the organization as it is in

contributing to the financial sustainability of the organization is key and represents an integrative and

holistic approach.

Establishing a theory-based integrative culture can help nonprofits mobilize resources, relational

capital and wisdom. Resource Dependency and Integrative Leadership are practice theories that can be

adopted into an organization’s leadership culture to help in the process of capacity building (Miller-

Millesen, 2003). Through an Integrative Leadership lens, nonprofit leaders cultivate and unify internal

and external stakeholders to develop a collaborative partnership for impact, of which can enhance both

an organization and external stakeholder’s value creation (Perlman et al., 2014). The Resource

Dependency theory views a board of directors as a contributor, crucial to helping an organization

acquire and maintain resources essential to an organization’s sustainability. Board members and their

organizations can help nonprofit leaders access these resources and information during times of

uncertainty (2003), while enhancing the value creation relationship between the nonprofit and the

external stakeholder’s organization.

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Literature To Justify My Planned Approach - The aim of this study is to test and build on Dr.

Elizabeth Castillo’s theory, capacity building as capital building (Castillo, 2016), through the process

of conducting a comparison as to how leaders of small and large nonprofits in San Diego address their

capacity building for relational capital during times of crisis for revenue development and

organizational development with corporate and external stakeholders. Dr. Castillo notes, “A capital-

based framework seeks to grow resources and makes them more productive, the hallmarks of building

capacity” (Castillo, 2016, p. 290).

Example list of additional resources and literature that I would like to include in my research and

development of my capstone project, related to helping nonprofits build capacity to strengthen

relational capital for revenue and organizational development, organizational culture development, and

change management are:

❖ The Nonprofit Institute at the University of San Diego – Educate leaders and conduct research,

build community capacity to support philanthropic needs.

https://www.sandiego.edu/soles/nonprofit/

❖ Standford Social Innovation Review – A resource with articles, journals, and workshops to

support inspiring leaders of social change.

https://ssir.org/

❖ Harvard Business Review – A resource to find relevant and innovative articles on strategy,

change management, and leadership.

Hbr.org

❖ Dr. Elizabeth Castillo and Dr. Mai Trinh – Article discusses leaders leading and navigating in a

VUCA environment, discussed in OGL 540. Catalyzing Capacity: Absorptive, Adaptive, and

Generative Leadership.

https://www.researchgate.net/figure/Absorptive-adaptive-and-generative-leadership-capacity-

in-a-complex-system-VUCA_fig1_326721955

❖ National Council of Nonprofits article - Dive deeper into how nonprofits are navigating

through unchartered waters.

https://www.councilofnonprofits.org/thought-leadership/how-are-other-nonprofits-navigating-

these-unchartered-waters

❖ To conduct further research and analysis into reputable change management models discussed

in this article studied in OGL 550. Change Management Models: A Comparative Analysis and

Concerns.

https://ieeexplore.ieee.org/document/8486843

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What Is Known About the Problem?

San Diego - According to a study conducted by The Nonprofit Institute at Univeristy of San Diego

School of Leadership and Education Sciences, the COVID-19 pandemic has adversley impacted most

local nonprofits, with nearly 40 percent of leaders predict worsending conditions while 30 percent

predict conditions will remain the same (2020). Arts and Cultural organizations have experienced

weaker financial sustainability in comparison to Human Services and Health (2020). The crisis has

forced nonprofits to change their operations framework. The San Diego Association of Governments

(SANDAG) predict a loss of $12.4 billion in gross regional product, and the COVID-19 pandemic

attributed to 176,000 jobs lost in San Diego County: 2/3 = toursim, education, and healthcare sectors

(2020).

Nationwide - Nonprofits relient on earned revenue have suffered greatly during the COVID-19

pandemic to the point of results are down significantly due to closed venues and limited capacities

(Johnson et al., 2020). The Council of Nonprofits’ discusssion on sustainability in the financial context

notes, in addition to how a leadership’s capacity building in planning, adaptability, and strategic

planning play a vital role in challenges with financialy sustainability (n.d., 2018). When there is an

imbalance of capacity, a nonprofit can experience what is referred to as “the nonprofit starvation

cycle” of which nonprofit leaders are always trying to catch up with limited resources to establish a

financially sustainable nonprofit (2018).

Industry Resources - Nonprofit leaders have access to businesses that provide consulting services and

publish reports addressing challenges with financial sustainability, revenue development, and

organizational development. For example, The Bridgespan Group provides structured consulting

services that include nonprofit growth and scaling, funding strategy, and organizational effectiveness.

They are a highly respected consulting group in the nonprofit sector, though their consultation fees are

not always affordable for smaller-sized nonprofits. Leading consulting companies, McKinsey &

Company, BCG (Boston Consulting Group), Deloitte, and Bain & Company, also provide consulting

and research services engaging c-suite executives and larger scale nonprofits, with high rate

consultation fees.

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ANALYTICAL METHODS

Purpose Of The Study - The purpose of this study is to develop a resource accessible to leaders of

nonprofits with limited funding capacity, relational capital, and/or knowledge on building resilience in

preparation of survival during a time of crisis.

Research Question - During times of crisis, what are the differences between how San Diego nonprofit

leaders of small and large nonprofits address capacity building to strengthen relational capital with

corporate and external stakeholders for revenue development and organizational development?

Analytical Approach - The analytical approach will be qualitative with a focus on language and not on

observation of the behavior (visual or auditory tone) of the interview participant.

Data Needed - I will need qualitative data from leaders of nonprofits that operate in San Diego to

answer my research question. Qualitative data will provide the capability to obtain the language and

words of an interviewee and their organization.

Information Collecting Method - The key instrument is the researcher; I will be collecting data

myself. There are two types of data collection methods and sources I need to answer my research

question.

1. Virtual Qualitative Interview - Open-ended designed questions for the purpose that data

represents an interviewee’s experiences, thoughts, recommendations, views, and beliefs direct

from the individual.

2. Documents, Audio Visual, and Social Media – These resources represent and an organization

and/or leadership’s concepts, practices, and culture.

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First Data Research Type - Virtual Interview

Virtual interviews will be conducted in replace of in-person to follow COVID-19 health & safety

guidelines. The interview process will be designed to cover the duration of thirty minutes to no more

than forty-five minutes. Interview participants will be asked five open-ended qualitative questions. The

virtual interview will be conducted using my ASU assigned Zoom account. All interviews will be

recorded using the Zoom software and all interview participants will be asked approval to record the

interview prior to the scheduled interview date.

Interview Participant Invitations and Questions - All interview participant invitations will be sent

using my ASU email. Taking into consideration interview participants hold leadership positions in

which time availability can be limiting and/or their mind-sets can be preoccupied with organization

management scenarios, qualitative research questions will be sent in advance of the interview.

Additionally, this process will provide the opportunity for interviewees to reflect and consider detailed

answers prior to participating in a thirty-minute virtual meeting interview.

Proposed Organizations to Receive Interview Invitations

Small

1. Villa Musica - Music Extracurricular Education - $1 million

2. Classics for Kids - Music Extracurricular Education - $350k

3. Autism Tree - Extracurricular Programs for Individuals with Autism - $500k

4. Tariq Khamisa Foundation - Violence Prevention Youth Education - $400k

5. Citizen Schools/Makers+Mentors San Diego Region - STEM Mentors in Education - Reported

expense reflects entire nationwide network of $11 million, San Diego AmeriCorps budget is <

$1 million

6. Wounded Warrior Support Network - Services for Veteran Wounded Warriors - $107k

7. San Diego Junior Theatre - Children Theater Education - $1 million

8. ArtReach - Art Education Public Schools (k-12) - < $1 million

9. Athena Foundation - STEM Leadership Education for Women and Scholarships - < $1 million

10. Special Ops Survivors - Family Support Services for Survivors of Fallen Special Operations

Personnel - $208k

Large

1. FIRST - Robotics Competition - STEM Extracurricular Education - Reported expense reflects

entire nationwide network of $69 million, San Diego region is >$1 million

2. Barrio Logan College Institute - Elementary Education/Charter School - $3 million

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3. USS Midway Museum - Naval Historic Museum - Public visitor site and STEM education

programs - $5 million

4. Armed Services YMCA San Diego - Active-Duty Military Service Members & Families -

Family and Youth Enrichment Programs - $4.6 million

5. Urban Discovery Academy - Elementary Education/Charter School Education - $6.5 million

6. The Chicano Federation - Community Service Programs - Child and Adult Education, Health

Services, and Senior Citizen Housing - $15 million

7. Mingei International Art Museum - Visual Art Museum and Art Education - $4.5 million

8. San Diego History Center - Collections and Research Archives, and Education (k-12, and

Adults) - $2.64 million

9. Museum of Contemporary Art - Art Museum - $8 million

10. Anthony Robbins Foundation - Human Services (youth, elderly, disabled and incarcerated) - >

$1 million

Second Data Research Type - Documents and Audiovisual

Materials to be collected will be specific to an organization’s relational capital building materials;

public or membership emails, marketing and social media pieces, press releases, board meetings,

television interviews, periodical articles, annual and social impact reports, and external engagement

events. An email sent to each interviewee will be sent using my ASU email requesting samples of their

document materials and/or links to their audiovisual materials.

How Data Will Be Analyzed - The data analysis process will involve inductive and deductive analysis

through the lens of interpretation of the data collected. Multiple levels of analysis will involve coding

to identify descriptions and themes. The process begins with grouping and subgrouping parts of the

data, a “peeling back the layers of an onion” (Creswell & Creswell, 2018) mobilizing Microsoft Excel

software for hand coding. Identifying descriptions and themes is a good choice in order to collect

authentic content directly from the source; text, images, and narrative, which can help identify relevant

leadership strategies, nonprofit needs, and gaps.

ETHICAL CONSIDERATIONS

My research will not harm participants. Interviews will be conducted virtually, and materials will have

been published by the organization. Interview consent will be received prior to conducting interviews.

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I will undertake all possible actions to protect interview and organization data. Data interpretation and

conclusions will not be generalized.

In November 2020, I completed Step 1 of the ASU IRB process by earning certification to conduct

Human Research, IRB – Social & Behavioral Research, through the Collaborative Institutional

Training Initiative (CITI) under ASU’s set requirements. Course content covered and which I will stay

in compliance; Ethical Principles, Federal Regulations, Informed Consent, Privacy and Confidentiality.

Steps 2 and 3 of the ASU IRB process (supervised by Dr. Denise Bates) was completed in Summer

2021. I will avoid Conflicts of Interest by not interviewing organizations I am currently employed with

or sit on a governance board for. To avoid bias in the design of the interview questions, questions were

submitted to my two faculty Capstone advisors; Dr.’s Jennifer Chandler and Denise Bates, for review

and approved prior to submitting to the IRB.

WORK PLAN SCHEDULE

The proposed timetable reflects new OGL Spring B 2022 activities under guidance and learnings with

Dr. Kathryn Terzano.

Major Project Activities Proposed Timetable Developed Website Home Page June 15, 2021

First Data Research Type

Qualitative Data Research – Interview

Leaders of Nonprofits

March 1, 2022 to March 18, 2022

Second Data Research Type

e.g., Document Collection, Social Media,

Press Releases, and Emails

March 1, 2022 to March 18, 2022

Upload for Coding Process

March 18, 2022 to March 22, 2022

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• First Data Research - Interview

Transcripts

• Second Data Research - Document

Data

Benchmark #1: Intersections of Knowledge Due March 22, 2022

Build Capstone Project Website Framework March 22, 2022 – March 25, 2022

Data Coding Process March 22, 2022 – April 1, 2022

Benchmark #2: Case Study Due March 29, 2022

Data Analysis April 1, 2022 – April 4, 2022

Benchmark #3: Preliminary Conclusion and

Project Abstract

Due April 5, 2022

Begin Updating Capstone Project Website -

Apply Benchmark #3’s Findings

April 5, 2022

Mid-Project Check-in: Graded Survey Due April 8, 2022

“2 Before Me” - - Targeted Peer Feedback

Circle

Due April 12, 2022

Begin Finalizing Capstone Project Website April 13, 2022

FINAL Capstone Project Submission Due April 20, 2022

Capstone Colloquium Presentation Propose April 27, 2022

REFLECTION

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What excites me about this project is the opportunity to make a larger social impact in the nonprofit

sector by trying to help smaller businesses thrive. Connecting those with limited knowledge, skills set,

and resources to what others have proven successful to maintain, sustain, and grow a business. This

takes me back to the beginning of my career life when I coached and assisted entrepreneurs who had

invested in owning small consulting businesses (franchises) owned by my former employer. The

capstone project provides a platform I could help more than one nonprofit with what I have gained

from combined experience and my ASU OGL education.

I believe culture and relational capital are key foundations that can direct an organization to go in a

positive direction. If culture and relational capital are not developed effectively or if potential

opportunities are not leveraged, an organization can be driven in a negative direction and experience

sustainability and growth limitations. I also believe Integrative Leadership is a key approach that can

help a leader create a stronger more authentic and collaborative infrastructure.

REFERENCES

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Castillo, E. A. (2016). Beyond the Balance Sheet: Teaching Capacity Building as Capital Building.

Journal of Nonprofit Education and Leadership, 6(3). doi:10.18666/jnel-2016-v6-i3-7586.

Castillo, E.A., & Trinh, M., “Catalyzing Capacity: Absorptive, Adaptive, and Generative

Leadership.” Journal of organizational change management 32.3 (2019): 356–376. Web.

Bell, J., & McCambridge, R. (2020, December 9). A Year Like None Other: 2020's Impact on

Nonprofit Revenue and Programming. Non Profit News | Nonprofit Quarterly.

https://nonprofitquarterly.org/a-year-like-none-other-2020s-impact-on-nonprofit-revenue-and-

programming/.

Deitrick, Laura; Tinkler, Tessa; Durnford, Jon; Abruzzo, Thomas; Funderburk, Taylor; and Meschen,

Connelly, "2020 Annual Report: State of Nonprofits and Philanthropy in San Diego" (2020,

October). State of Nonprofits in San Diego. 17.Bowman, W. (2011). Financial capacity and

sustainability of ordinary nonprofits. Nonprofit Management and Leadership, 22(1), 37-51.

doi:10.1002/nml.20039.

Goggins Gregory, A., & Howard, D. (2009). The Nonprofit Starvation Cycle (SSIR). Stanford Social

Innovation Review: Informing and Inspiring Leaders of Social Change.

https://ssir.org/articles/entry/the_nonprofit_starvation_cycle#.

Group, T. B. (2020, May 8). Our companion article in @SSIReview: "Leaders of color have

inequitable access to social networks that enable connections to the philanthropic community."

White people in #philanthropy tend to know (and fund) mostly white people

https://t.co/JdChTZVG7n pic.twitter.com/MyTqLT7fy6. Twitter.

https://twitter.com/bridgespangroup/status/1258840739708121089.

Foster, W. L., Kim, P., & Christiensen, B. (2009). Ten nonprofit funding Models (SSIR).

https://ssir.org/articles/entry/ten_nonprofit_funding_models#.

Institute, T. N. (2019, December 16). Nonprofits are major drivers of local economy. Tribune.

https://www.sandiegouniontribune.com/news/story/2019-12-16/nonprofits-are-major-drivers-of-

local-economy.

Johnson, A. F., Rauhaus, B. M., & Webb-Farley, K. (2020, November 2). The COVID-19 pandemic: a

challenge for US nonprofits' financial stability. Journal of Public Budgeting, Accounting &

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