The Casebook Blog

So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en So, how do we build trust? You build trust by ensuring that you’re following through on your commitments and promises to funders. This is partly why the engagement phase is so important, each follow-up, touch point engagement moment underline commitments and builds trust. As you’re moving through the initial cultivation process or renewal phase, funders will often be interested in your current accomplishments and what you intend to do if awarded funding. This is where deliverables come in as central to communicating and building to trust with donors. Simply put, deliverables are goods or services produced as a result of a project that is intended to be delivered. These goals need to be concrete but they almost must be within the organizations field of interest and realistic to their giving patterns. Field of Interest is what it sounds like! —the scopes of work funders are interested in funding, usually defined in categories like Health Care, Technology Innovation, Youth, Families, etc. Sometimes these fields of interest have sub-categories and fancy titles such as Equity in Hospitals or Future of Work(ers). However, an institution’s giving pattern shows how large, frequent, and the scale of the investment funders make within those sections. A funder can distribute funds across multiple fields of interest, but how deeply (such as 85% of their giving going towards Healthy Children & Family v. Research) and how much (1M average grants v. 10K) is the structure of their giving pattern. Keep this in mind as you think about your engagement and trust-building with funder—the field of interest and potential giving request should all be aligned with the scope of work you’re proposing. Best practices teach us that deliverables need to follow a specific format —SMARTIE—to articulate that they are equitable, tangible, and actionable actions. SMARTIE goals often resonate best with program officers as you work to convey your organization’s trustworthiness. When creating outcomes for your work, use the below prompts to determine if the deliverable is a SMARTIE goal? Strategic - Is the deliverable consistent with our priorities? Measurable - Can you quantitatively or qualitatively measure it? Ambitious - Does the deliverable meaningfully progress our work? Realistic - Can the deliverable be achieved with a set amount of resources and time? Time-bound - Is it tied to a specific date/time? Inclusive - Does the deliverable afford power to those who are marginalized? Equitable - Does the deliverable address systemic injustice? Of special note, it is easier to write a grant proposal when you have deliverables to frame it around. Having clear deliverables ahead of moving into the cultivation phase also makes it easier to answer funders’ questions during meetings. Deliverables are a roadmap for not just the funder but also for you. When executive leadership, development teams and program staff are co-developing deliverables it helps improve collaboration and productivity. Key to the success of grant programs and deliverables development is maintaining a solid database. Because you’re reading this, your organization is likely at a stage where it has (or desires to have) multiple on-going grants and cultivation opportunities. Customer relationship management (CRM) tools are also key to keeping track of all the touch points needed to stay the course on the pathway to funding success. CRMs are cloud-based platforms that support data management. Without an effective platform, it can be difficult to remember which deliverables are for which projects -- as well as when they are due. Effectively tracking en

Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less.. Searching for a new human services platform can turn up a host of options, leading to confusion or even analysis paralysis. Should you pick a familiar name-brand platform and spend the time (and consulting fees) conforming it to your specific needs? Or are there more appropriate choices for your organization that can help you save those resources for your mission-critical projects? To find the human services software solution with the best time to value, your search should begin with purpose Select a Purpose-Built Software Solution If efficiency is your goal, you’ll find that the best human services software solution is designed expressly for human services. Adapting a customer relationship management (CRM) solution like Salesforce for human services may seem expedient, but it’s far from ideal. CRMs provide more than what’s needed in the human services space, resulting in a distracting experience. Plus, configuring them for the unique needs of human services professionals can be time-consuming, negatively impacting their time to value. That’s why choosing a platform that’s purpose-built for human services is the best course of action. Cloud-based software-as-a-service (SaaS) options are few, but they offer the most value given the accessibility, affordability, and security they offer. The first and only pure SaaS platform for the human services industry is Casebook. With Casebook, you have the advantage of a data model and interfaces that are crafted specifically for this field, making it ideally suited for the wide range of human services. The organizations that benefit the most from using Casebook are leaders in the fields of: Child welfare & foster care Social work Case management Community services Victim services & advocacy Homeless services By choosing an intuitive, accessible SaaS platform like Casebook as your human services software, you can maximize your operational efficiency while improving your client experience. Make Configuration Quick and Painless As you consider new solutions for your organization, it’s important to note the difference between configurable and customizable software. To customize a software platform, the vendor has to make changes to it on behalf of the user. Besides the monetary costs this method often incurs, its lengthy customization process can significantly impair your operational efficiency. That’s why opting for a configurable software package is advisable if you’re serious about saving your valuable resources and maximizing your time to value. Configurable platforms are typically purpose-built for the audience they serve and give you, the end user, more control so you can avoid expensive consulting services not included in standard purchase or setup costs. Configurability empowers you to adjust prebuilt capabilities in the way that’s best for your organization, providing lots of freedom and flexibility when it comes to shaping the platform to fit your needs. Since Casebook is built for human services in particular, the platform has about 80 percent of what your organization would need preloaded, giving you an intuitive user experience (UX) that streamlines the configuration process. The four areas where Casebook offers the greatest opportunity for configuration are: Dynamic data Workflows Forms Reporting Regardless of the type of services you provide, the Casebook platform comes with just enough out of the box to allow for precise tailoring to your unique requirements while still promising a breezy setup period that can go by in less than a day. How quickly you configure and implement Casebook depends on your organization’s readiness for digitization and any data migration needs. For most organizations, implementation takes about 30 days or less..

As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language. As an organization, you have to be able to pivot between funders to position yourselves for grants for which you’re eligible. The adaptability needed to convey different tones and key points in your work will ensure your longevity. In this post, you’ll learn more about how to build your institutional strategy to ensure sustainability. Nonprofits need to communicate effectively to multiple types of institutions. In order to successfully pivot, you must be able to speak their language without losing your own voice. The best way to ensure that you’re able to appeal to multiple audiences without losing your vision and mission is to start from a strong proposal template (more on that here). After you have your template, be sure to adjust, and add/remove based on the key factors that each institution outlines in their application guidelines (usually on the RFP or institution’s website). Government funders are interested in your stats—they want to know what you’ve done, why you’re the best person/organization for the job, who you have behind you supporting you (elected officials, other community-based-agencies, etc.) and all of the indicators that you will be successful. With public funds, they are looking for an analytical and very formal tone that convinces them you’ll succeed.. They're aware of the need—that’s why they’ve issued an RFP, to address their current issue. Relevant citations, Specific Measurable Realistic and Timebound (SMART) objectives, and a comprehensive program design and evaluation method will help set you up for success. Foundations are moved by a blend of the heart-mind narrative with analytics sprinkled in. Since they have larger scopes than government funders (meaning they can support anything from environmental causes to youth development) your tone should be compelling, outline the evidence-based need, but also really highlight the significance their partnership will bring to your community/target population. Foundations want to see your track record, yes, but they also want to know what your plan is to achieve the change you wish to make in the world. SMART objectives, with an educational tone that balances the engrossing need, with you uniquely positioned to utilize their funds in order to make a difference. Corporate funders are far more interested in the work you’re doing on the ground, ie. the collective action you’re currently taking. Less focused on SMART deliverables, they’re more interested in the scope of your programming: how many people you’re reaching, how many of their employees will have the opportunity to volunteer, how long it will take you to achieve your goals? Corporate funders on average are less interested in long-term projects, they will fund a year-long program, but corporate sponsorships for events make up the large sum of corporate responsibility grantmaking. Your tone should be lively, excited, and heart-mind reaching. At the end of the day, a strong strategy is one that incorporates all of these factors into your overarching proposal narrative. Center yourself in your work, be sure you have the clear narrative of why you’re doing this work (your need) what it will do for your community (the impact) what the solution is (program/project design & use of funds) and of course how you will report back and grow (evaluation framework.) Best of luck! And remember, be confident in the work your organization is doing; don’t change your entire program design just to fit into a guideline. Just speak true words, aligned with your mission, in the funders’ language.

Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder. Building a legacy that stands the test of time is difficult. On average, US-based nonprofits have expenses of less than $1 million; and the majority of those focus on youth, education, community development, or human services at large. For every ‘powerhouse’ nonprofit (with budgets in the billions) there are thousands of grassroots organizations with expenses under that $1M mark. It is a tough market out there; institutional support is competitive and setting your organization up for success is key. The previous posts touched on the types of institutional support available, and how to best communicate your mission and solutions to funders based on their preferred tones. Now, let’s dive deeper into how to further position your organization for capacity-building success so that your organization can grow effectively and sustainably. One cornerstone of strong organizational growth is strategically increasing capacity. Successful programmatic implementation is the vehicle that drives your mission and vision, but the institutional support of an organization is equally as important. In addition to program support funding opportunities, there are funders such as the Annie E. Casey Foundation (who work primarily to strengthen organizations that support children and families) or The David and Lucile Packard Foundation (which focuses on nonprofit leadership & governance at large) that directly support the capacity-building efforts of nonprofits or general funds. Capacity Development grants in a nutshell are funds used specifically to build resources and tools that help your organization strengthen its infrastructure; whereas general operating funds can be used for anything your organization needs (programmatic, capital, or capacity-development). Learn a little more about why capacity-building grants are game-changing opportunities here. Three Tips to Keep in Mind when Applying for Capacity-building Grants: Develop a Framework: Create a Strength Weakness Opportunities and Threat (SWOT) analysis of your nonprofit systems and structures before looking for funding. This is important for two reasons: Prioritization of Requests. You need to have a comprehensive understanding of your immediate growth needs, and what could wait for later. For example, is it more important that you build out a finance department to better track expenses and reporting; or is a software or database that helps you streamline your communication with community stakeholders and track data the top priority? Don’t Set Yourself Up to Chase Funding: Without a comprehensive SWOT analysis of your organization, you may be inclined to pursue funding based regardless of what your key needs are. By applying for open opportunities that do not necessarily align with your priorities, you end up chasing funding without responding to your organization’s needs. Often developing nonprofits will try and apply for any and everything, but what happens when you get a grant that focuses on building out your marketing team, but you really need a comprehensive database that tracks client success before implementing additional outreach? All of this is to say -- create a framework and game plan before you even begin to look for funding. Do a SWOT analysis, it will help you frame your priorities. Build your Appeal Network Out: Once you have your framework and have conceptualized priorities, appeal to funders that are already in your network. Get referrals from current foundation funders, let them know your capacity-building needs. Even if they only fund program-specific projects, funders have a network; they talk to each other. Leverage your connections to gain additional leads on potential partners and funding sources. Prospecting tools like Instrumentl or Candid help, but nothing is as good as a recommendation from someone who already believes in your work. Scaffold Funding Phases: Think in long-term solutions once you have your priorities, create a timeline that allows for continuous growth. You’ve prioritized your capacity-development focus areas for the next 6 months, what are your plans and needs to accomplish those goals in the next 18 months or the next 3 years? Think about your grant writing needs, there are funds for that; leadership and management trainings, there are funds for that; growing your board….there are funds for that! Separate your strategic growth points into milestones and fundraise around those buckets of work— this goes not only for programmatic goals but also for your institutional structure and scaling efforts. Managing finances, updated website design, evaluation strategy, and data collection are all examples of building blocks that are critical to programmatic growth because they amplify the might of your organization. Without people power, and solid tools, nonprofits can face barriers to growing beyond the shoestring budget. Funders that distribute capacity-building grants recognize that organizations need to develop competent management systems in addition to programming and services. Ensure that your organization is researching general operating and capacity-development funding opportunities concurrently with program-specific support. Remember, every nonprofit with a $50 million budget, used to be a much smaller one. Every grant is an opportunity for your organization to expand its network and scale one more ring of growth. Clear direction, well-equipped staff with effective tools, and pursuit of strategic funding will help you climb that ladder.

In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making. In the previous post, we touched on how capacity-building grants are identified and developed in an effort to better position organizations for growth. Now, we’ll review the power of capacity-building grants and the impact they can have on an organization’s development.There are three main types of capacity-building efforts: People-Power Building: the implementation of training and development programming which strengthens the knowledge and skill of an organization’s staff and the recruitment of people (volunteers, staff, and board members) that can further an organization's capacity. Organizational & Structural: the approach of blending supporting the overall organization’s communication and inter-departmental collaboration with systems and best-practice procedures. Equipment & Materials: gaining the tools, and physical resources necessary (anywhere from databases to smart devices) to ensure the efficacy of the organizations’ programming and services. To better illustrate how capacity-building grants can support an organization’s strengthening and scale, let's look at two example organizations whose capacity-building process touches on core aspects of the three main categories of capacity-building. ABC Youth Network ABC Youth Network is a west-coast based nonprofit that formed in 2003. For the past 5 years, they maintained an average annual budget of $3 million, relying heavily on board-driven individual contributions--with less than 10% of the budget coming from institutional funds. Community-focused, it has historically had an active board representative of its focus population. However, the board, the majority of whom have been with the organization for over 15 years, are transitioning out due to retirement, relocation, etc. Additionally, senior leadership has decided to launch a new program, which will require increased funds (30% over their budget), far beyond the current individual donor-driven network they maintain. Senior Leadership knows something has to change. They begin with an analysis of their current assets and the highest needs. Individual fundraising has always worked for them, but they need to grow and scale—they apply to several foundations outlining their need for a fundraising specialist who can develop their institutional giving program and support their board development. ABC Youth Network is awarded two grants—one takes the form of a $300,000 two-year grant restricted to their development needs. With these funds, they are able to hire a Development Director and Grant Writer, who are able to secure additional funds in an effort to launch the expansion project from other institutional donors. The second capacity-grant they were awarded is an in-kind grant, which provides the nonprofit with a consultant, free of charge, who builds a board-member recruitment and retention program. This board advancement opportunity acts with dual purpose, raising the organization's profile, and generating a new, stronger network, for the organization to leverage for additional resources. In less than 9 months, they have grown their budget over 35% through institutional support alone. Overall, these capacity-building grants catalyzed ABC Youth Network’s ability to diversify its funding streams, scale its organization’s programming, and build a pathway to sustainable funding. Veterans Today Org Veterans Today Org started in 2015 in the founders’ home. They used whatever resources available (from borrowed clipboards to found pens)—operating with a barebones budget and scarce materials. As they grew out of the home and into an office, and eventually into a multi-suite space to support the scale of supportive programming, they continued to use the same paper filing, excel sheets, and materials. Despite growing from a budget of $100,000 to over 1 million, Veterans Today Org was not prioritizing their data collection and evaluation methods. Client tracking was done with historical data often secured through informal conversations, and there was no comprehensive system for tracking the progress the clients and the organization was making.

In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity. In the aftermath of the COVID-19 pandemic and the great resignation, businesses across many industries have experienced an uptick in employee turnover. This trend has been especially prominent in the nonprofit sector, where limited budgets and resources often make it difficult for organizations to retain their top talent. When you work for a multi-service community center, you’re dealing with a thousand moving parts. From managing a gym to running a preschool or even a shelter, your organization does it all. You need case management software and a reporting system that can capture the breadth and depth of the services you offer. You should have that information at your fingertips without sorting through unwieldy spreadsheets or databases. Casebook’s cb Reporting with dynamic fields can help. cb Reporting streamlines the process with prebuilt reports covering the most important data points that you and your funders want to know. Organizations can simply enter the information during each reporting period and save it, without scrambling to find the information funders want right before a report is due. And if the pre-built reports don’t work for you, you can easily configure your own reports based on your funder’s requirements, adding and deleting fields as necessary. Next Level Reporting Features These features are applicable in multiple situations for organizations like yours. Take fundraising. Every agency has a different set of funders, and those funders all have different kinds of data they want tracked. Do different funders have different names for the same data point? With the dynamic fields feature, you can even change the name of a particular data point with just a couple of clicks, with no data lost from the name change. Since you’re a multi-service agency, the funders for your after school youth programs might be different from those of your food pantry. cb Reporting is configurable from the start, so you can quickly and easily create customized templates for monthly or quarterly reports for each funder. Dynamic fields help your organization keep up with changing reporting and naming requirements without wasting hours of staff time or sacrificing data clarity.

Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support. Working in adoption and foster care means holding peoples’ lives in your hands, their dreams and hopes for finding and starting a new family. It’s sensitive information, and you want to know that data is accurate, safe, and confidential. Your funders want to ensure the data is showing positive outcomes and impacts that merit their resources. For organizations and their funders alike, cb Reporting is the solution to all your data needs. Simplify Your Data Management Casebook’s original products were created with foster care and adoption agencies in mind, and so was cb Reporting. cb Reporting puts all your data in one easy to access place. The software platform that handles your case management system, intake, and tracking is also your one stop shop for data analysis and reporting. The system works collaboratively with Casebook’s foundational intake and tracking software, so you can organize all of the data on your placements, children, families, homes and all services seamlessly for internal use and for funders. The data from other Casebook modules is automatically imported to cb Reporting. There’s no need to switch between programs, re-input data or go through a frustrating import from one software to another. Easily Create Reports for Funders When you’re dealing with a new funder, they’re going to want information on the people your organization serves, the services you provide, and the outcomes your clients have. cb Reporting reduces barriers to quality reporting practices, while easily adapting to different organization’s needs. For example, prebuilt reports allow you to quickly create funder updates for the most frequently asked for outcomes and information, so whether it’s regular grant reporting time or a one off request, you’ll easily be able to pull up what they need. Whatever the data point is, from the number of children you’re trying to place, the number of families available for foster versus adoption or the rate of permanent placements or all of the above, cb Reporting allows you to track, analyze, and even present it all, in a clear, easy to understand format. If your funders require greater specificity, cb Reporting gives you the ability to customize report templates for monthly or quarterly reporting and to edit those reports as requirements change, saving hours of time and providing accurate information for grant applications and updates. If a new funder has a different name for a particular data point, for example, foster families versus resource families, cb Reporting’s dynamic fields feature easily lets you change the name, without a cumbersome system update or call to tech support.

So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical. So far, we’ve reviewed watchdog sites’ standards, detailing indicators for a nonprofit’s success, and articulating metrics. What do all of these have in common? DATA! Ratings, program development, case-making…all are driven by a drumbeat of qualitative and quantitative data. How the public views your nonprofit matters. How you view your nonprofit matters.Just like in preschool, gold-stars matter. But what matters more is understanding what makes your program and operations better, and thus, what translates into heightened grant competitiveness. For example, you may have a program that reaches 100 young adults a year through life skills workshops, individual/family counseling, and resource fairs. The blend of in-depth support and one-off moments ultimately builds to a holistic solution for each participant. Some participants may grasp concepts and move towards independence through economic support and character building more quickly than other participants, however, on average you find that if an individual attends at least 5 counseling sessions, 2 resource fairs, and 3 life-skills workshops they have a higher rate of job attainment. As you evaluate, test, and grow your model, you identify that certain participants (let’s say under the age of 20) are more receptive to certain workshops and you adjust the curriculum to support achievement. Now, you’re in a better position to support these young adults sustain their livelihoods. Data drives your program’s growth. Data is key to your participant’s success. This is similar to how foundations view the world. How does a nonprofit know what is working? How are they using data to drive their program? How does data inform how they utilize resources? What does the external data (like watchdog sites) say about the nonprofit’s success and impact? Being able to articulate the evidence-based backing of your strategy supports your ratings on evaluation sites and ultimately translates into higher competitiveness for grants. But what tools are you using? How is your organization tracking efficacy? Keeping track of participant files? Managing the evaluation of your efforts? Tools like Casebook, are amazing because they allow for “dynamic fields” which enable you to track engagement and personalize reporting requirements. Dynamic Fields allow you to enter and compare unique data sets that may be specific to your organization, and the configurability is important because it allows users to really understand and tell a data-driven, responsive story beyond just a suite of generic data sets. Learn more about cb Engage, offered as part of Casebook—a key case management application that integrates data collection and distribution all via a remote platform. Think about how to pull, and display meaningful data. How many clients are applying to your program? How are you determining and adjusting eligibility? What are the key demographics in each household, beyond standard gender, race, and age? Think about what makes your population unique. What are your organization’s strengths, weaknesses, opportunities, and threats (SWOT tool here) in supporting this community? Utilize the data garnered from an effective platform tool to understand the main areas for support needed, and then convey these metrics to funders, to your community, to the world! Whatever platform you utilize, know that as you prioritize your organization’s resource growth and competitiveness in the eyes of funders they will begin to prioritize you. Data isn’t really magic. It’s a critical tool that you can leverage to build your resources and transform your nonprofit. The power of that change, that’s what’s truly magical.

Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs. Let’s face it, the world of grant writing can be daunting. With RFPs, FOAs, RFAs, LOIs, EDs, PDs...it feels like alphabet soup! However, all you need is a solid strategy and a clear voice—which really entails having a strong understanding of how to navigate the world of grantmaking and how your organization can best position itself for funding. First, let’s start with the basics - What is Grantmaking? Grantmaking, simply put, is when an institution distributes funds (an award - usually a check) to an organization. There are so many resources out there to tell you how to write a grant (...like this awesome one). What’s key -- is that you’re aware of the differences in these grantmaking institutions and how they fund/distribute awards. This way, you can decide on what institution might be the best to approach depending on the strength of your organization. Grant Institutions typically fall into 3 categories: Governments - Federal, state, or local (municipalities, school districts, counties) will often post calls for nonprofit/social good organizations to complete their desired work (such as community development projects, foster care coordination, in-school or out-of-school programs/implementation, human services, etc). These grants are sourced from public funds (through the government’s budget) and are highly competitive (but often have a high award amount ~500K+ depending on the project). Government grant-opportunities typically require extensive attachments, stakeholder letters of support, evidence-based data, and proof of prior success prior to applying. Think civic good and social impact, with data-heavy, evidence-based solutions. Foundations - Private foundations are institutions that aren’t funded with public dollars (like taxes), but more so single sources (such as wealthier individuals or affluent families). Their giving programs typically require far fewer attachments and have a simpler process, but on average, distribute far fewer funds than their government counterparts. Focus areas are wide and far-reaching (from funding programmatic support, capacity-development needs, and even technology supplies). Think impact and depth, long-term solutions; foundations are most likely to fund scaling and pilot initiatives. Corporations - Corporations (like Coca-Cola, State Farm, etc.) are also private institutions, that have set up philanthropic-arms that distribute grants from a percentage of their company’s earnings. Sometimes called “corporate responsibility giving” these grant making focus areas typically are concentrated in communities where the company’s employees work, and often prefer organization’s that have employee engagement (such as volunteering, or sitting on the org board). Think scope and reach, corporate funders are most likely to fund local and employee-engagement programs.