#TogetherWeCAN: Transforming Tech for Good

What is CAN and what does it do?  The Coordinated Assistance Network or "CAN" provides critical technology producing transformational infrastructure for small nonprofits, by lowering overhead, capturing critical outcome data and the ability scale impactful programs.  CAN aids nonprofits in managing intake more efficiently, safeguards internal records and client files. The portal is a powerful resource for non-profit stakeholders to embrace the change 2020 has exposed.  CAN is also a two-way portal matching the type of assistance needed to nonprofits based on geographic service location, services offered, as well as clients demographic data and other relevant information. CAN pillars are housing, entrepreneurship / employment, financial capability, disaster recovery, emergent services, and counseling (Financial, Mental Health, Domestic Abuse, Marital & Family, Educational, Substance Abuse, Career) and a myriad of other resources.  Areas of Service within CAN 

What processes and technology does CAN use? CAN employs a centralized platform where organizations share critical information, resources, and updates. This ensures stakeholders are on the same page to coordinate their efforts effectively. The CAN modernizes existing processes by migrating data to the cloud, avoiding the upfront costs of purchasing and maintaining multiple software applications. 

CAN's human-centered design approach:  Usability and accessibility are paramount in the CAN's human-centered intuitive technology.  After the initial relaunch May 2021, partner nonprofits have suggested 96% of all development upgrades.  The CAN's approach is to incorporate partner input into the technology upgrade process, so a collaborative and user-centered development approach is realized.

The CAN is HIPAA, HUD, and ADA compliant.

Prior to 2020, CAN was known as "The Yellow Ribbon Network" (YRN) and was 90% focused on providing a secure place for small Veteran nonprofits to share sensitive client data on Veteran families who faced crisis.  As a result of the COVID-19 national crisis, an estimated 32% of U.S. based nonprofit organizations were forced to close, many of whom will never open their doors again due to the lack of preparation for remote management.  Many small nonprofits still struggle today and by offering a remote full-access workspace to better suit work from home, the CAN is answering the call for organizations on the brink of going out of business. Built by nonprofits for nonprofits is not a slogan, but how the CAN continues to organically grow.  The YRN was relaunched as CAN in May 2022.

Systemic barriers for nonprofit success include but are not limited to: financial insecurity, lack of modernized technological infrastructure, biased grant-awarding processes, lack of institutional knowledge that plague young nonprofit leaders and the uniformed. Faced with these issues, non-profits who conduct work on critical direct services utilize the limited resources they have towards programmatic efforts instead of technology costs, relying on out-dated case-management systems, or no technological systems at all, to manage their caseload. This severely limits a non-profit’s effectiveness in growing their outreach and proving evidence-based knowledge of program success.  Many non-profits in rural communities are also facing rising rent costs, lack of functional equipment, and lack of continuous operational funding. CAN's proposal seeks to assist these non-profits by keeping their lights on, updating their technological systems, and connecting them as well as their clients with a vast network of non-profit providers, all at no cost.

While there is funding for capacity and innovation, those funds are usually provided to known entities and those who have already performed under previous grants, overshadowing smaller underserved nonprofits who are not accustomed to receiving those grants.  As a result, potential funders may not be aware of the valuable work that nonprofits are doing and the impact they are making.  Not only is the CAN a cost replacer, but it reducing all costs through keeping healthy and accurate financial records, as well as capturing critical program outcomes for data synthesizing to measure program impact, either individually or as an aggregate. Small nonprofits also have limited resources for fundraising and technological development efforts. Funders are often very reluctant to allocate toward technology, marketing or fundraising efforts. Funding is often tied to programs that produce measurable and expected outcomes on targeted populations.  

Larger organizations with teams of grant writers outshine smaller nonprofits in terms of funding, all but ensuring funding opportunities do not reach underserved nonprofits serving communities and populations. Small, disabled and/or minority-led nonprofits focus their efforts on securing critical funding and areas where their unique strengths and expertise can have the most significant impact, not-hard-to-reach funding for modernizing their technology.

Who is the CAN's the target population?  The CAN empowers nonprofit providers to deliver sound remedies no matter the applicants social, economic, demographic or geographic differences.  Both nonprofits and applicants are the target population.

Nonprofits are underserved because they face challenges and barriers that hinder their ability to fulfill their missions, such as relying on donations, grants and other funding instead of selling products and services for profit. There are over 1.5 million nonprofit organizations in the United States. 

CAN's applicants are 94% low to moderate income individuals or families. They are considered underserved because they face barriers and lack access to essential resources, services, and opportunities that contribute to their well-being and upward mobility.

What is CAN doing  to understand their needs? CAN addresses community solutions and needs by providing a platform to small nonprofits that facilitate faster response times to emergent needs, disaster and nonprofit services. Moreover, it eliminates the requirement for the applicant to share their need several times over, because their request is seen by all nonprofits who were matched through the algorithm.  CAN also fosters collaboration among diverse organizations, including local nonprofits, government agencies, businesses, and community groups. This collaborative approach allows for a comprehensive and holistic response that leverages the strengths and expertise of different stakeholders.

What are the demographics of the communities served?  This unique population of underserved applicants are often Individuals with disabilities, from rural or minority communities, elderly, immigrant or underemployed.  The latest data from 2021 shows, around 50% are one paycheck away from financial disaster (166 million) the United States.  The portal supports healthy interactions across gender, gender expression, ability, military service, political philosophies, ideology, faith, religion, ancestry, national origin, citizenship-status, sex, sexual orientation, marital and parental status, and other identities represented within the community.

How does CAN align with nonprofit internal financial health?  By reshaping the charitable ecosystem through innovative solutions one nonprofit at a time, CAN decreases the burden on small businesses owners by keeping accurate metrics for seeking new funding, increasing board participation for oversight, and safeguarding all financial records related to restricted and unrestricted funding avoiding institutional nonprofit pitfalls of overcommitment. 

How does CAN align with nonprofit data and impact?  Nonprofits may struggle with maintaining accurate and reliable data due to manual entry, outdated systems, and limited quality control measures. Data may also be stored in separate departments or systems, making it difficult to gain a holistic view of the organization's operations and impact. By making informed decisions based on CAN real-time data and insights, nonprofits quickly shift resources to addressing unexpected challenges, inconsistent data formats and standards across different systems, which complicates data sharing and analysis.

What is CAN's theory of change?  CAN has several theories which aim to empower nonprofits with what they need to operate more efficiently and create a greater impact in addressing societal challenges. With partners on the CAN suggesting new innovations every month, CAN continues to build transformational technology, giving localized nonprofit partners the support  to shape organizational change, and while strengthening story telling through direct results.

Theory 1: Increased Access to Technology

• Strategy: Provide nonprofits with affordable access to CAN technology tools, software, and training.

• Outcome: Nonprofits gain access to digital tools that improve their operational efficiency and effectiveness.

Theory 2: Digital Capacity Building

• Strategy: Offer ongoing training to build digital literacy and technology skills among nonprofit staff and volunteers.

• Outcome: Nonprofit teams acquire the skills necessary to utilize CAN technology effectively in their operations and program delivery.

Theory 3: Enhanced Data Management

• Strategy: Introduce CAN data management systems and tools that help nonprofits collect, analyze, and report data more efficiently.

• Outcome: Nonprofits can make informed decisions based on data-driven insights and demonstrate their impact attracting more funding.

Theory 4: Streamlined Collaboration and Coordination

• Strategy:  Increase nonprofit participation in CAN's internal social media feed, allowing them to share resources, best practices, and coordinate efforts.

• Outcome: Nonprofits improve coordination, reduce duplication of services, and maximize the impact of their collective efforts.

Theory 5: Innovative Program Design

• Strategy: Encourage nonprofits to offer new ideas for CAN innovative program design and delivery, such as remote better processes or tools.

• Outcome: Nonprofits develop effective ways to address social challenges, reaching broader audiences and achieving greater outcomes.

Theory 6: Advocacy for Digital Inclusion

• Strategy: Collectively promote and advocate policies for digital inclusion and equitable access to technology resources for all communities.

• Outcome: CAN nonprofits close the digital divide, ensuring that underserved populations have the tools and resources needed to thrive in the digital age.

Theory 7: Long-Term Sustainability

• Strategy: Support CAN nonprofits in technology adoption and continue development plans that align with their long-term missions.

• Outcome: Nonprofits integrate CAN technology as a core component of their operations and strategies, contributing to their long-term success.

This proposal highlights two different stakeholder groups that are served by CAN. We believe, the more nonprofits join and utilize CAN, the more applicants in need will be served. Each answer below will represent two numbers for each section, with nonprofits and applicants being served.

What is the current number of people CAN serves? 

CAN has 1647 nonprofits, 1,365 independent counselors (marital, mental health, financial, housing) and 3 million individual applicants using its cloud-based technology.

What is the number CAN will be serving in one year? 

CAN's goal is to add a minimum of 250 nonprofits each year. One additional year would total 1,897.  

On average, CAN has served 150,000+ applicants each year.  One additional year would total 3,150,000.

What is the number CAN will be serving in five years? 

If the CAN goal of 250 nonprofits added per year was achieved, CAN would serve 2,897 nonprofits in 5 years.

Using the average annual increase of applicants on CAN, the number of people being served over the next 5 years would be 4 million, conservatively.

In which communities is the CAN solution implemented? CAN nonprofit partners represent all 50 states and the people of low to moderate communities across the U.S. 

Who are the key decision makers for the CAN solution?  Key decision makers for the solution remains with the CAN leadership and board of directors. Through the process of building proposed technology, partners feel as if they have a seat at the table. CAN leadership prioritizes technological advancements, the time it takes for each and which require greater funding to develop, implement and launch.

Who influences the CAN organizational strategy?  The CAN solution continues working with partners and state & local governments in developing relevant technology advancements. 

Example: SOF Missions and six other partners suggested the implementation of certain assessments and surveys to measure the wellness of applicants. CAN recently added 9 digitized mental, financial, food and health related assessment for their use.

How does CAN build trust within the nonprofit community and their small business leaders?  By giving them a voice and continuing to be part of the overall development of the CAN solution, an inherent trusted environment is garnered.  No nonprofit today is able to call SalesForce and talk to project leaders directly, they must go through external SalesForce "Certified Developers" and pay for their nonprofit technology needs.

Every CAN nonprofit partner has an open invitation and line of communication with CAN's support team, which has built tremendous trust among each partner. 

How does CAN have a transformational impact on people it serves? CAN's ability to streamline and optimize response times reduce the human suffering and negative impacts associated with needs-based requests. Timely and well-coordinated assistance alleviates distress, saves marriages, homes and lives. By continuing to work closely with nonprofits, and state, local governments for issues facing residents of underserved communities, the CAN seeks to steadily increase its effectiveness and overall impact through the coordination of assistance. CAN is continuously evolving because of its close relationships with nonprofit leaders and fostering a culture of learning and improvement. Going forward, the impact will be defined by them and through constant communication and forging partnerships with more nonprofits, government agencies, businesses, and community organizations. Collaborative efforts can leverage resources, share expertise, and will expand CAN's reach to create a greater impact.

Why is CAN applying for the Truist Foundation and MIT Solve grant?  As CAN continually evolves, grants that align with our mission of providing upward mobility to underserved small nonprofits and populations requires funding.  The Truist Foundation seems to realize the value of this goal and like any other organization, CAN requires funding to operate effectively, and create a sustainable impact for itself and those it serves while reaching a wider audience.

How does CAN reach a wider audience of nonprofit partners? Reaching a wider audience as a nonprofit technology platform is extremely challenging due to various factors such as; gaining visibility and making potential users aware of CAN's existence, other technology platforms such as SalesForce, making it harder to stand out and attract users, and users might be resistant to adopting new technologies or changing their current habits, especially if they are already using alternative methods.

Where does CAN need the most help in reaching a wider audience? 

1. Financial resources will be allocated to establish partnerships with other organizations, influencers, or experts who can help promote the CAN to their networks.

2. Funding will support user experience (UX) enhancements, ensuring that the CAN is user-friendly, intuitive, and responsive to user needs, which encourages user engagement and retention.

3. Resources will be used to build and nurture an online community around the CAN, fostering user focus groups, interaction, support, and engagement.

4. Funding will enable the development of educational programs, workshops, and media style training sessions that help users understand how to effectively use the CAN, lowering the burden of the CAN support team.