CBDOSColumbia Basin Dutch Oven Society (Washington)
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All surveyed CBDOs had a directing board, but less than half (44 percent) provided concrete evidence of community support.
The surveyed CBDOs were generally immature in terms of management and planning activities.
More than half of the CBDOs (60 percent) either had no written policies and procedures or were in the process of developing such documents.
Consistent with national findings (Vidal 1992), administrators from over three-fourths of the assessed CBDOs reported that federal grants were a primary funding source.
Administrators at only half of the CBDOs reported using prepared financial statements, and most indicated a need for board and staff training in fiscal systems.
Most of the CBDOs employed fewer than three staff members, with a few of the more mature groups reporting 10 or more staff.
Fewer than half of the CBDOs offered benefit packages (44 percent) and these were usually limited to retirement or health.
While more than two-thirds of the community development corporation boards included staff in fiscal decisions, substantially less than half of the CBDOs (39 percent) did not have a process to develop either policies or budgets.
Most CBDOs reported that they did not have adequate space, but that they did have some degree of equipment support--most commonly a computer (78 percent).
Only one of 18 CBDOs exhibited a majority of the elements of organizational capacity.
Our pool of cases is too small to generate any dramatic statistical conclusion about the relative contribution of different levels of capacity among different CBDOs and contracting/granting agencies.
A number of key terms are commonly associated with CBDOs, including "partnership," "collaboration," "sustainable development," and "community capacity." These terms assume capable CBDOs.