I have run the program, not just the plan.

Interviews with leadership and program staff, then a map of how the work and the data actually move. Where the reporting time goes, which steps are manual, what you are collecting that nobody uses, and what funders are asking for that you cannot yet answer. Written findings and a ranked priority list. Credited against anything that follows.

Logic model to indicator set to collection workflow to a live dashboard, plus the funder and board reporting pack that comes out of it. The discipline is the same as the commercial version and the goal is different: a small set of indicators you can defend, collected as part of the work rather than reconstructed afterward, so reporting stops being a project. Built on tooling you can actually afford to keep.

One place where the organization lives. Document architecture, ownership and access, retention rules, and the fifteen procedures that carry the most risk: fiscal controls, grant compliance and reporting calendars, subrecipient monitoring, program delivery, and onboarding. This is audit readiness and it is turnover insurance, which for most nonprofits is the more urgent of the two.

For US organizations running programs abroad, particularly in Latin America. In-country entity structure, staffing and contractor risk, cash controls and expenditure documentation, vendor management, and local compliance. Eleven years of doing exactly this in Colombia, bilingually.