DOI
10.9707/1944-5660.1755
Key Points
Evaluation capacity building (ECB) in the philanthropic sector is often designed around a common set of assumptions: organizations need to be directed toward “correct” evaluation practices, compliance is the primary motivator for engagement, and funder-defined metrics are the most appropriate measure of success. This article challenges these assumptions by sharing insights from a multi-year ECB initiative funded by Houston Endowment called Harnessing the Power of Data.
Drawing on surveys, interviews, and program participation data, the authors explore how co-creating learning goals in a strengths-based structure shifts the evaluation culture of an organization. Key lessons include: (1) how flexibility and alignment to partners’ values improve engagement; (2) how the benefits of ECB extend beyond grant reporting by connecting internal reflection to external impact; and (3) how stipends can spark initial engagement but may not sustain it.
These findings illustrate how reframing ECB as a co-learning practice can build nonprofit capacity in ways more relevant to their needs. The authors reflect on how these learnings intersect with the field’s growing commitment to trust-based philanthropy, offering practical insights for balancing listening with structure.
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Recommended Citation
Marsack, J., Reed, M., Abraha, R., Triño, A., Jones, S., & Blesi, B. (2026). Unpacking Assumptions: What Evaluation Capacity Building Looks Like When It’s Optional, Flexible, and Funded. The Foundation Review, 18(2). https://doi.org/10.9707/1944-5660.1755
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