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AI Playbook for Nonprofit Teams

Q: How do Nonprofit Teams teams implement AI?

Set Up & Get Running. Start with one useful prompt. When it works, make it repeatable. Add a connection or an agent only when it helps your team do a real recurring job.

A practical guide to getting more from AI across fundraising, grants, programs, finance, board work, volunteers, and operations.

100

AI Prompts

Claude-Ready Skills

Ways to Connect Your Work

AI Agents for Nonprofits

100AI Prompts

12Claude-Ready Skills

11Ways to Connect Your Work

12AI Agents for Nonprofits

Choose your next step

Need an immediate answer? Start with prompts. Repeat the work every month? Build a skill. Need current context? Connect your work. Ready to monitor or prepare work on a schedule? Explore agents.

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Start With Your Role

Choose the part of the organization closest to your work. Start with one task you already repeat, then make it easier to do well.

Development Director

Start with: donor portfolio review or appeal draft
Save as a skill: donor priorities, approved messaging, and review steps
Connect: donor CRM, campaign files, and approved case materials
First agent: donor portfolio assistant
Measure: follow-up coverage, donor retention, and review quality

Grants Manager

Start with: grant fit check or report outline
Save as a skill: funder requirements, evidence rules, and deadlines
Connect: grant calendar, shared files, program data, and budget report
First agent: grant deadline watcher
Measure: on-time submissions, reporting rework, and missed deadlines

Program Director

Start with: program outcome summary or community needs scan
Save as a skill: metrics, data notes, privacy rules, and approval steps
Connect: program data, survey results, and consent-cleared notes
First agent: program outcomes assistant
Measure: reporting time, data completeness, and follow-through

Finance Lead

Start with: restricted-fund review or board finance commentary
Save as a skill: fund restrictions, reporting format, and review rules
Connect: finance reports, gift agreements, budgets, and board materials
First agent: restricted fund watcher
Measure: reporting time, unresolved questions, and review coverage

Executive Director

Start with: board dashboard commentary or board packet outline
Save as a skill: decision format, trusted sources, and confidentiality rules
Connect: approved financials, dashboards, meeting materials, and calendar
First agent: board packet coordinator
Measure: on-time packets, decision follow-through, and review quality

Operations & Volunteer Lead

Start with: volunteer coverage plan or compliance calendar
Save as a skill: role requirements, deadlines, and escalation steps
Connect: volunteer system, shared calendar, policies, and approved templates
First agent: volunteer coordination assistant
Measure: unfilled shifts, overdue items, and response time

Pick a task that already happens

The best first use is predictable, has clear inputs, and ends with a person checking the result.

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100 AI Prompts for Nonprofit Teams

Ready-to-use prompts for fundraising, grants, programs, finance, board work, volunteers, communications, and more. Copy one, add your organization’s information, and review the result.

Donor Portfolio Review

You are a major gifts officer reviewing your donor portfolio for the quarter. Donor data: [PASTE: Donor name | Last gift date | Last gift amount | Cumulative giving | Giving frequency | Last personal contact date | Relationship stage (prospect/cultivating/soliciting/stewarding) | Assigned rating | Any notes] Analyze: 1) Portfolio health — how many donors are actively engaged vs. lapsed (no contact in >6 months)? 2) Upgrade opportunities — donors who have given consistently but below their rated capacity 3) Lapsed donors — those who gave previously but haven't in 12+ months; re-engagement priority 4) Solicitation-ready — donors who have been cultivated and are ready for an ask; estimated ask amount 5) Top 10 priority actions — highest-value activities for the next 30 days Output: Portfolio review summary. Priority action list with specific next step per donor. Solicitation pipeline with estimated ask amounts. ---

Major Gift Solicitation Preparation

You are a major gifts officer preparing for a major gift solicitation meeting. Donor data: [PASTE: Donor name | Capacity rating | Past giving history | Areas of interest | Relationship history | Key motivations (if known) | Any family or business connections | Staff or board who know them | Meeting date and format] Build the solicitation prep brief: 1) Donor profile summary — giving history, interests, and relationship strength 2) Proposed ask — specific amount and project/fund; why this amount and this project for this donor 3) Case for support talking points — 3–4 specific impact points relevant to this donor's interests 4) Anticipated objections — what concerns might they raise, and how to address each 5) Meeting plan — who says what, in what order; when and how to make the ask Output: Solicitation prep brief. Ask amount and rationale. Meeting script outline. Objection responses. ---

Annual Fund Appeal Letter

You are a development manager writing an annual fund appeal letter. Campaign data: [DESCRIBE: Organization name and mission, appeal theme, specific program or impact to highlight, gift range requested, deadline, any matching gift or challenge, previous year's participation rate, segment (lapsed/loyal/new)] Write the appeal letter: 1) Opening — a specific story or image that brings the mission to life; not a statistics paragraph 2) Problem — what need does this organization address? Make it real and urgent. 3) Solution — how does this organization address the problem? Be specific about what happens with a gift. 4) Impact — what specifically will a gift at the requested amount accomplish? Use concrete examples. 5) Ask — clear, direct, specific ask with a deadline and easy giving method Tone: Personal, warm, and urgent. This is a letter from one person to another, not a press release. Output: Appeal letter. 1–1.5 pages. Ready for personalization and signature. ---

Donor Retention Analysis

You are a development analyst reviewing donor retention rates. Donor data: [PASTE: Fiscal year | New donors | Retained donors | Lapsed donors | Total donors | Retention rate % | Average gift | Total revenue | Notes on any campaigns or changes] Analyze: 1) Retention rate trend — improving, stable, or declining year over year? 2) Revenue impact of retention — how much revenue was lost to lapsed donors? Cost to acquire replacements? 3) First-year vs. multi-year retention — new donors typically retain at lower rates; break out if possible 4) Retention by giving level — are mid-level donors retaining at higher rates than small donors? 5) Root cause of lapse — any patterns in why donors lapse? (no acknowledgment / no stewardship / mission drift) Output: Retention analysis. Revenue at risk from current lapse rate. Recommendations to improve retention by 5–10 percentage points. Priority: retain 1 donor = worth 5 new acquisitions. ---

Prospect Research Brief

You are a development researcher preparing a prospect research brief for a new major gift prospect. Prospect data: [PASTE or DESCRIBE: Prospect name, professional background, known philanthropic interests and giving history to other organizations, estimated net worth or income indicators, community involvement, connection to your organization (if any), source of the referral] Build the research brief: 1) Biographical overview — professional background, family, community roles 2) Philanthropic capacity — estimated giving capacity based on wealth indicators; not a precise number, a range 3) Giving interests — areas of philanthropy they have supported; alignment with your mission 4) Connection to your organization — prior giving, relationship with board or staff, program interest 5) Recommended strategy — how to approach; who should make first contact; timeline to first meeting Output: Prospect research brief. Capacity estimate. Alignment assessment. Recommended first step. ---

Grateful Patient or Client Referral Program

You are a development officer designing a grateful patient or client referral program. Organization context: [DESCRIBE: Organization type (hospital/social services/arts/education), relationship with clients or patients, any HIPAA or privacy considerations, current referral process (if any), staff capacity to manage the program] Design the program: 1) Identification — how will staff identify individuals who may have capacity and interest in giving back? 2) Privacy compliance — ensure all referrals are voluntary and privacy-protected; no clinical data used 3) Introduction process — how is the development office introduced? Staff referral / patient ambassador / opt-in card? 4) First outreach — what is the first communication to a referred individual? Tone, channel, content 5) Stewardship before solicitation — cultivate relationship before asking; minimum touchpoints before an ask Output: Grateful patient/client program framework. Privacy compliance checklist. Staff training points. Timeline from referral to first ask. ---

Mid-Level Giving Program Design

You are a development director designing a mid-level giving program. Organization data: [DESCRIBE: Current donor file size, current mid-level donor count and revenue (donors giving $1,000–$25,000 annually), staff capacity for personalized outreach, CRM capability, any existing recognition societies] Design the program: 1) Giving range definition — what dollar range defines your mid-level program? (typically $1,000–$10,000 or $5,000–$25,000 depending on org size) 2) Identification — how to identify mid-level prospects from your existing file (consistent annual fund donors / lapsed major donor prospects) 3) Benefits and recognition — what do mid-level donors receive? (insider communication / site visits / personal contact from leadership) 4) Upgrade pathway — how does the program move donors toward major gift consideration? 5) Revenue projection — at [X] donors × average gift of $[Y], projected annual revenue from program Output: Mid-level giving program framework. Identification criteria. Benefits and recognition structure. Revenue projection. Launch timeline. ---

Planned Giving Prospect Identification

You are a development officer identifying planned giving prospects from your donor file. Donor data: [PASTE: Donor | Age (if known) | Years of giving | Total lifetime giving | Any indicators of loyalty or estate interest (bequest society member / mentioned in conversation / certain giving patterns)] Identify planned giving prospects: 1) Age indicators — donors over 65 with long giving histories are strongest planned giving prospects 2) Loyalty indicators — donors who have given for 10+ consecutive years; mission believers 3) Prior conversations — any donors who have mentioned estate plans or a desire to make a lasting gift 4) Mid-level signals — consistent mid-level donors who may not have capacity for major outright gifts but could make significant planned gifts 5) Recommended first step for each prospect — cultivation conversation / legacy society invitation / personal letter from ED Output: Planned giving prospect list. Priority tier ranking. Recommended next step per prospect. Script for raising planned giving in conversation. ---

Corporate Partnership Proposal

You are a development manager writing a corporate partnership proposal. Opportunity data: [DESCRIBE: Company name, industry, their CSR priorities, your organization and mission, alignment between company priorities and your work, proposed partnership tier and benefits, ask amount, contact at the company] Write the proposal: 1) Why this partnership — specific alignment between their business values/CSR goals and your mission; not generic 2) What you do — focused on outcomes and community impact, not organizational history 3) Partnership opportunity — specific tier with benefits (employee engagement / brand visibility / impact report / event naming / media opportunity) 4) Investment ask — specific dollar amount with clear breakdown of what it funds 5) Next step — specific, low-friction next step to advance the conversation Tone: Business-to-business. Focus on value to them, not just need from you. Output: Corporate partnership proposal. 2 pages maximum. Ready for review and submission. ---

Donor Acknowledgment Letter

You are a development associate writing donor acknowledgment letters. Gift data: [PASTE: Donor name | Gift amount | Gift date | Gift type (cash/check/online/stock/recurring) | Fund designated | Any special notes (first gift/memorial/in honor of/matching gift)] Write acknowledgment letters for each donor type: 1) First-time donor — extra warmth; reinforce the decision to give; set expectation for future communication 2) Major gift — personal, specific impact description; usually signed by ED or board chair 3) Memorial/tribute gift — acknowledge the honoree with sensitivity; offer to notify the family 4) Recurring gift — thank for ongoing commitment; note the cumulative impact of consistent giving 5) Year-end/tax acknowledgment — include required IRS language: "No goods or services were provided in exchange for this gift" (or describe any benefits provided and their value) Output: Acknowledgment letter templates by donor type. IRS-compliant language. Ready for personalization and sending within 48 hours of gift receipt. ---

Fundraising Campaign Performance Analysis

You are a development director analyzing the performance of a completed fundraising campaign. Campaign data: [PASTE: Campaign name | Goal | Amount raised | # of donors | Average gift | New donors acquired | Return donors | Response rate | Cost of campaign | Net revenue | Comparison to prior campaign] Analyze: 1) Goal achievement — % of goal reached; assess goal-setting process for next campaign 2) Donor acquisition vs. retention — ratio of new to returning donors; which is healthier for this campaign type? 3) Cost efficiency — cost per dollar raised; cost per new donor acquired 4) Average gift trend — improving or declining vs. prior year? 5) Lessons learned — what worked (high response segments / specific messaging / timing)? What didn't? Output: Campaign performance report. Cost efficiency analysis. Donor acquisition analysis. Recommendations to improve the next campaign. Projected revenue if recommendations are implemented. ---

Year-End Giving Campaign Plan

You are a development director planning the year-end giving campaign. Organization data: [DESCRIBE: Organization name and mission, last year's year-end results, current donor file size, target goal, available channels (email/mail/social/phone), key messaging themes, any matching gifts or challenges, staff capacity] Build the campaign plan: 1) Timeline — campaign launch date, key communication dates, final appeal, giving deadline (December 31) 2) Audience segments — different messages for: lapsed donors / loyal donors / new prospects / major donors (direct personal ask, not mass communication) 3) Channel plan — which channels for which segments; email frequency; direct mail timing; social media support 4) Key messages — the 1–2 stories or impact points that will anchor the campaign 5) Goal and metrics — total revenue goal, donor count goal, average gift target, new donor acquisition target Output: Year-end campaign plan. Timeline. Segment strategy. Channel calendar. Success metrics. ---

Matching Gift Campaign Strategy

You are a development director structuring a matching gift campaign. Campaign data: [DESCRIBE: Match amount available, match ratio (1:1 or 2:1), match donor restrictions (if any), campaign duration, target audience, revenue goal, prior matching gift campaign performance] Build the strategy: 1) Match positioning — how to communicate the match to maximize urgency and response ("your gift doubled today only") 2) Deadline leverage — matching gift deadlines drive urgency; structure the campaign around the deadline 3) Segment strategy — existing donors for renewal and upgrade / lapsed donors for reactivation / new prospects 4) Communication cadence — announcement / mid-campaign / final deadline push 5) Metrics to track — gifts in match window / total match utilized / % of match triggered / new donors acquired Output: Matching gift campaign strategy. Communication calendar. Talking points for each phase. Success metrics. ---

Legacy Society Launch Plan

You are a development director launching a planned giving legacy society. Organization data: [DESCRIBE: Organization name, mission, current planned giving activity (if any), identified prospects, naming the society, benefits for members, staff capacity for planned giving cultivation, board involvement] Build the launch plan: 1) Society name — tied to the mission; aspirational and meaningful 2) Membership criteria — what qualifies someone for the society? (confirmed bequest / any planned gift / lifetime giving threshold) 3) Charter members — identify 5–10 current supporters to invite as founding members; their credibility launches the society 4) Member benefits — what do society members receive? (recognition / insider access / annual gathering / named recognition) 5) Launch communication — announcement to charter members / board / broader donor base; series of messages introducing the society Output: Legacy society launch plan. Charter member outreach script. Founding membership benefits. Launch communication sequence. ---

Grant Opportunity Assessment

You are a development director assessing a grant opportunity. Grant data: [PASTE: Funder name | Grant program | Funding range | Deadline | Eligibility requirements | Funder priorities | Required match (if any) | Application requirements | Prior relationship with funder] Assess the opportunity: 1) Mission alignment — how closely does this grant align with our programs and priorities? Strong/moderate/weak? 2) Eligibility confirmation — do we meet all eligibility requirements? Flag any uncertainties. 3) Capacity assessment — can we implement the program this grant would fund? Do we have the staff and infrastructure? 4) Competitiveness — given funder priorities and competition, what is our realistic chance of funding? 5) Recommendation: apply / pass / build relationship first — with clear rationale Output: Grant opportunity assessment. Alignment score. Competitiveness assessment. Recommendation and next steps if applying. ---

Grant Proposal — Program Narrative

You are a grant writer writing the program narrative section of a grant proposal. Program data: [DESCRIBE: Organization name and mission, program being proposed, need it addresses (with data), target population, program activities and timeline, expected outcomes and how they will be measured, staff capacity to implement, any partners] Write the program narrative: 1) Statement of need — the problem this program addresses, supported by local/national data; connect data to your specific community 2) Program description — what you will do, who will do it, where, and when; specific and operational 3) Goals and objectives — measurable outcomes the program will achieve; SMART format (specific/measurable/achievable/relevant/time-bound) 4) Evaluation plan — how you will know if the program worked; data to be collected, how, and by whom 5) Organizational capacity — why your organization is positioned to deliver this program successfully Output: Program narrative. Aligned to standard grant proposal structure. Within typical funder page limits (adjust length as needed). Professional, evidence-based, and compelling. ---

Grant Budget Narrative

You are a grant writer writing the budget narrative for a grant proposal. Budget data: [PASTE: Budget line items (personnel/fringe/consultants/supplies/travel/indirect costs) | Amount for each | % of project cost | Funding source (this grant/other grants/earned revenue/organization funds)] Write the budget narrative: 1) Personnel — for each staff position, explain the role in the project and justify the % of time charged 2) Fringe benefits — explain the fringe rate and what it covers 3) Consultants — identify the consultant role and basis for the rate (market rate / historical / quote) 4) Other direct costs — explain each non-personnel cost and why it is necessary for the program 5) Indirect costs — explain the indirect cost rate or overhead percentage; note if using federally approved rate Tone: Justify every line as if the program officer will question it. Be specific, not vague. Output: Budget narrative. Line-by-line justification. Cost reasonableness documented. Ready for submission alongside the budget spreadsheet. ---

Logic Model Development

You are a program manager developing a logic model for a grant proposal. Program data: [DESCRIBE: Program name, target population, problem being addressed, major program activities, resources required, expected short-term outcomes, medium-term outcomes, long-term impact] Build the logic model: 1) Inputs — resources required: staff time / funding / facilities / partner contributions / volunteer hours 2) Activities — what the program will do: services delivered / trainings / interventions / advocacy 3) Outputs — direct products of activities: # people served / # sessions delivered / # materials distributed 4) Short-term outcomes (0–12 months) — changes in knowledge, skills, or attitudes among participants 5) Medium-term outcomes (1–3 years) — changes in behavior or conditions 6) Long-term impact (3+ years) — broader community or systems change the program contributes to Output: Logic model in table format. Each column flows logically from the previous. Suitable for grant proposals and program planning. ---

Grant Interim Report

You are a program manager writing an interim grant report. Program data: [PASTE: Funder name | Grant period | Report period | Grant amount | Funds expended to date | Program activities completed | Participants served | Progress toward outcomes | Any challenges encountered | Budget variance (if any)] Write the interim report: 1) Program progress — activities completed vs. planned; are you on track against the grant timeline? 2) Participants served — numbers served to date vs. goal; demographic data if required 3) Outcomes data — preliminary outcome data available; how are participants progressing toward stated outcomes? 4) Challenges and adaptations — honest reporting on what isn't going as planned; what adjustments have been made? 5) Financial update — budget vs. actual expenditures; explanation of any variance; projection for full grant period Tone: Transparent and professional. Funders respect honest reporting about challenges more than everything-is-perfect narratives. Output: Interim grant report. Ready for program officer review. Suitable for submission with financial attachments. ---

Grant Final Report

You are a program manager writing a final grant report. Program data: [PASTE: Funder | Grant period | Total grant amount | Total expenditures | Activities completed | Participants served | Outcomes achieved vs. goals | Lessons learned | Any program changes | Future sustainability plan] Write the final report: 1) Program summary — what was accomplished over the grant period; concise narrative of activities and reach 2) Outcomes achieved — compare actual outcomes to stated goals; explain variances honestly 3) Participant stories — 1–2 brief, anonymized case examples showing program impact (with participant permission) 4) Lessons learned — what worked, what would you do differently; demonstrates learning organization 5) Sustainability — how will this program continue after grant funding ends; what is the plan? Output: Final grant report. Outcomes analysis. Sustainability narrative. Ready for submission with financial report. ---

Funder Stewardship Communication

You are a development director writing a stewardship communication to a foundation funder. Relationship data: [DESCRIBE: Foundation name, grant amount and purpose, current program status, a specific impact story or data point, any upcoming site visit or meeting, relationship with program officer] Write a stewardship update (not a required report — an unsolicited relationship-building communication): 1) Impact update — one specific story or data point showing the grant at work; make it human 2) Milestone or achievement — something noteworthy that happened since the last contact 3) Community context — brief note on how your work connects to something happening in the community or field 4) Upcoming opportunity — invite to an event, site visit, or conversation (low-pressure) 5) Gratitude — genuine, not formulaic; what specifically has their investment made possible? Tone: Personal, brief, not transactional. This is a relationship communication, not a report. Output: Stewardship email or letter. Under 300 words. Suitable for sending from ED or development director. ---

Grant Calendar and Pipeline Management

You are a development director managing the grant calendar. Grant pipeline data: [PASTE: Funder | Grant program | Application deadline | Amount requested | Status (researching/writing/submitted/awarded/declined) | Report due dates | Relationship stage | Notes] Manage the pipeline: 1) Upcoming deadlines — grants due in the next 60 days; confirm writing resources are allocated 2) Report deadlines — interim and final reports due; confirm program data is being collected 3) Renewal timing — grants expiring in the next 6 months; plan renewal strategy now 4) Pipeline diversification — is the grant portfolio concentrated in too few funders? Risk assessment. 5) Revenue projection — confirmed grants + probable awards; gap to annual grant revenue goal Output: Grant calendar dashboard. 60-day action list. Report deadline tracker. Pipeline revenue projection. Diversification assessment. ---

Federal Grant Compliance Review

You are a grants manager reviewing federal grant compliance requirements. Grant data: [PASTE: Federal agency | Grant program | Award amount | Grant period | Key compliance requirements (2 CFR 200 Uniform Guidance provisions applicable) | Current compliance status | Any findings from prior awards] Review compliance across: 1) Financial management — adequate accounting system, allowable costs, cost allocation 2) Procurement — competitive procurement for contracts above thresholds; conflict of interest policy 3) Subrecipient monitoring — if passing funds to subrecipients, required monitoring activities 4) Reporting — financial and performance reports; submission timeliness 5) Record retention — all grant records retained for required period (typically 3 years after final report) Output: Federal grant compliance checklist. Non-compliant items requiring immediate action. Prior findings status. Audit preparation checklist. ---

Grant Prospecting Research

You are a development researcher identifying new grant funding prospects. Organization data: [DESCRIBE: Organization name and mission, programs seeking funding, geographic area served, target population, typical grant size needed, any funding gaps or new initiatives] Conduct prospecting research: 1) Foundation prospects — foundations with stated priorities matching your mission; funding history in your geography and issue area 2) Federal grant programs — relevant federal programs (SAMHSA / HHS / DOJ / USDA / AmeriCorps / etc.) aligned with your work 3) Corporate foundations — companies with operations in your area with CSR/foundation programs 4) Community foundations — local community foundation programs and giving circles 5) Priority prospects — rank top 10 opportunities by alignment, funding range, and accessibility Output: Funding prospect list. Top 10 prioritized opportunities. Next step for each (research further / request guidelines / attend funder briefing / apply). ---

Grant Writer Scope of Work

You are a development director preparing a scope of work for a contract grant writer. Context: [DESCRIBE: Organization, programs needing grant funding, grant opportunities identified, timeline, budget for grant writing services, any specific funder relationships, writing support available from program staff] Define the scope of work: 1) Deliverables — specific grant proposals to be written (list each funder and deadline) 2) Research responsibilities — what research is the grant writer responsible for vs. provided by staff? 3) Collaboration expectations — how will the grant writer work with program staff for content? 4) Review process — who reviews drafts, how many rounds, what timeline for turnaround 5) Compensation structure — per proposal / hourly / retainer; payment schedule; success fees prohibited by AFP ethics code Output: Grant writer scope of work. Deliverable list with deadlines. Process description. Compensation structure. Suitable for RFP or contract. ---

Theory of Change Development

You are a program director developing a theory of change for a new program. Program data: [DESCRIBE: Problem being addressed, target population, root causes of the problem, proposed interventions, assumptions about how change happens, long-term vision for community change] Build the theory of change: 1) Problem analysis — the specific problem and its root causes; why does it persist? 2) Target population — who you are serving; why this population? 3) Interventions — specific activities and services; how do they address the root causes? 4) Change pathway — the chain of causation from activities → outputs → outcomes → impact; explain the logic 5) Assumptions — what must be true for this theory to work? What are the risks if assumptions don't hold? Output: Theory of change narrative and visual map description. Suitable for grant proposals, strategic planning, and program design conversations. ---

Program Outcome Measurement Plan

You are a program director building an outcome measurement plan. Program data: [DESCRIBE: Program name, activities, target population, goals stated in grant or strategic plan, data currently collected, staff capacity for data collection, any existing evaluation tools] Build the measurement plan: 1) Outcome indicators — for each program goal, what is the specific, measurable indicator of change? 2) Data collection methods — surveys / assessments / administrative records / observation; one method per indicator 3) Data collection timing — pre/post / at intervals / ongoing; specific collection points in the program timeline 4) Responsible party — who collects each data type? Who enters it into the system? 5) Data use — how will outcome data be used? (program improvement / funder reports / board reporting / public communication) Output: Outcome measurement plan. Indicator table. Data collection calendar. Responsible party assignment. ---

Program Evaluation Summary

You are a program director preparing an annual program evaluation summary. Evaluation data: [PASTE: Program | Participants served | Demographic breakdown | Completion rate | Outcome data (pre/post scores or % achieving each outcome) | Qualitative feedback themes | Comparison to prior year | Any external validation] Produce the evaluation summary: 1) Reach — who did we serve? Demographics, geography, how they were referred 2) Outputs — what was delivered? Services, sessions, materials; are we at plan? 3) Outcomes — did participants change? For each outcome: % achieving, comparison to baseline, comparison to goal 4) Stories of impact — 1–2 participant stories that bring the data to life (anonymized per policy) 5) Continuous improvement — what is the program doing differently based on evaluation findings? Output: Program evaluation summary. Suitable for board reporting, funder reports, and public communication. ---

Case Management Note Template

You are a case manager creating a standardized case note template for your program. Program context: [DESCRIBE: Program type (housing/workforce/behavioral health/youth development/etc.), required documentation elements (per funder/accreditor/agency), staff capacity for documentation, any electronic health record or case management system used] Design the case note template: 1) Client identifier — use ID number, not full name in notes (privacy protection) 2) Contact type — in-person / phone / email / home visit / group session 3) Session content — what was discussed or worked on; client's report of progress 4) Action items — specific tasks for staff and client before next contact 5) Goal progress — check-in on active goals: on track / progressing / not progressing / goal achieved / goal closed Output: Case note template. Suitable for the program type. Training notes on how to complete each section. Compliant with privacy requirements. ---

Program Capacity Assessment

You are a program director assessing capacity to take on additional clients or expand a program. Current capacity data: [PASTE: Program | Current enrollment | Maximum capacity | Staff FTE assigned | Caseload per staff | Waitlist (if any) | Current outcome performance | Funding status] Assess capacity to expand: 1) Physical capacity — can the current space accommodate more clients? 2) Staff capacity — current caseload vs. recommended maximum; is staff already stretched? 3) Outcome quality — are current outcomes strong? Expansion with declining outcomes helps fewer people. 4) Financial sustainability — does the per-unit funding rate cover the cost of serving additional clients? 5) Recommendation: expand now / expand with additional staff / maintain current scale / improve quality before scaling Output: Capacity assessment. Expansion readiness score. Staffing and budget requirements for expansion. Risk assessment. ---

Program Waitlist Management

You are a program manager managing a program waitlist. Waitlist data: [PASTE: # on waitlist | Average wait time | Referral sources | Reason for waitlist (capacity/funding/eligibility) | Any priority criteria | Current attrition rate | New enrollment pace] Manage the waitlist: 1) Average wait time — is it acceptable? At what point does a waitlist become a deterrent to referrals? 2) Priority criteria — is there a fair and documented system for who gets served first? 3) Interim support — what can be offered to people on the waitlist while they wait? 4) Capacity solutions — what would it take to eliminate or reduce the waitlist? (staffing/funding/space) 5) Communication — how are people on the waitlist kept informed? What do they do if their situation changes? Output: Waitlist management plan. Priority criteria documentation. Interim support options. Capacity expansion cost estimate. ---

Program Partnership Agreement Outline

You are a program director outlining a partnership agreement with a referring organization. Partnership data: [DESCRIBE: Partner organization, what they will refer (who and how many), what your organization will provide, shared clients or data, communication protocols, how conflicts will be resolved, duration of the agreement] Outline the agreement: 1) Purpose — what problem does this partnership solve? What does each party contribute? 2) Responsibilities — specific duties of each party: who refers / who provides services / who communicates with the client 3) Client consent and data sharing — how will shared client information be handled? Privacy compliance. 4) Communication — how often do partners communicate about shared clients? Who is the point of contact? 5) Review and termination — how is the agreement renewed or terminated? Dispute resolution. Output: Partnership agreement outline. Suitable for attorney review before finalization. Key terms that must be addressed. ---

New Program Design Brief

You are a program director designing a new program in response to a community need or funding opportunity. Context: [DESCRIBE: Community need being addressed, target population, evidence base or best practice model you will follow, available funding, staff who will deliver it, desired outcomes, timeline to launch] Build the program design brief: 1) Need and rationale — data supporting the need; why this population / why now / why this organization 2) Program model — theory of change; evidence-based or promising practice being adopted; adaptations for local context 3) Service description — what participants will receive; frequency, duration, intensity; who delivers it 4) Staffing plan — required positions, qualifications, FTE, training needed 5) Implementation timeline — key milestones from design to first client served Output: Program design brief. Evidence base citation. Staffing plan. Launch timeline. Budget estimate. ---

Community Needs Assessment

You are a program director preparing a community needs assessment. Data available: [PASTE or DESCRIBE: Secondary data sources (census/government reports/United Way data), primary data (surveys/focus groups/interviews if conducted), geographic focus, target population, specific need areas to assess] Conduct the assessment: 1) Demographic overview — who lives in the community? Age, income, race/ethnicity, housing, education trends 2) Need indicators — data showing the specific needs you are assessing (poverty rate / food insecurity / unemployment / health outcomes / graduation rates) 3) Existing resources — what services currently exist? Where are the gaps? 4) Community voice — what do community members and clients say about the needs and what would help? (survey or interview data) 5) Prioritized needs — based on data and community voice, which needs are most acute and most addressable? Output: Community needs assessment. Data-driven. Community voice incorporated. Prioritized need list. Suitable for strategic planning and grant proposals. ---

Program Budget Development

You are a program director developing the annual budget for a program. Program data: [DESCRIBE: Program activities and scope, staff required (roles and FTEs), operating costs (space/supplies/technology/transportation), indirect cost allocation methodology, funding sources (grants/contracts/fees/org subsidy)] Build the program budget: 1) Personnel — each position, FTE allocated to the program, salary, and fringe benefits 2) Direct program costs — supplies, materials, participant support (stipends, transportation), technology 3) Space and overhead — cost of space used by the program; pro-rated if shared facility 4) Indirect costs — organizational overhead allocated to the program; consistent methodology 5) Revenue — funding expected for the program; identify any funding gaps Output: Program budget by line item. Total program cost. Revenue vs. expense — is the program funded? Funding gap if any. Cost per participant calculation. ---

Program Staff Supervision Agenda

You are a program supervisor preparing for individual supervision with a case manager. Supervision context: [PASTE: Staff name | Program | Caseload size | Caseload capacity | Recent performance indicators (contacts made / cases closed / outcome data) | Any cases of concern | Professional development goals | Any staff well-being concerns] Build the supervision agenda: 1) Caseload review — brief scan of caseload; any clients requiring immediate attention or escalation 2) Case consultation — 1–2 cases to discuss in depth; staff identifies which cases need the most support 3) Performance feedback — specific, evidence-based feedback on recent work; one strength and one development area 4) Professional development — progress on goals; upcoming training or certification 5) Staff well-being — check-in on workload, stress, and satisfaction; secondary trauma screening if applicable Tone: Supportive and developmental. Supervision is for the staff member's growth, not just administrative oversight. Output: Supervision agenda. Case consultation questions. Performance feedback framework. ---

Program Impact Report

You are a communications manager preparing the annual program impact report for public distribution. Impact data: [PASTE: Programs offered | Total participants served | Key outcome data | Notable achievements | Budget | Any awards or recognition | Partner organizations | 2–3 participant stories (anonymized or consented)] Write the impact report: 1) Mission reminder — what we do and why it matters; one paragraph 2) By the numbers — key statistics that show reach and scale; presented visually if possible 3) Program highlights — 1 paragraph per major program area; focus on outcomes, not activities 4) Stories of impact — 2–3 stories that make the data human; with photos if available and consented 5) Looking ahead — what's next for the organization; forward-looking and aspirational Tone: Inspiring and accessible. Written for community members, donors, and partners — not just funders. Output: Impact report content. Organized by section. Ready for design layout. ---

Volunteer Program Intake and Screening

You are a volunteer coordinator designing the volunteer intake and screening process. Program context: [DESCRIBE: Types of volunteer roles, populations served (youth/vulnerable adults/general public), background check requirements, training required before placement, application volume, staff capacity to manage process] Design the process: 1) Application — what information do you need from volunteers? (experience / availability / interests / background check consent) 2) Screening — what screening is required? (background check / reference check / interview) — calibrated to role risk level 3) Orientation and training — required orientation content; role-specific training before first assignment 4) Matching — how are volunteers matched to roles and schedules? Who makes the match? 5) Onboarding experience — first volunteer experience should be positive; who greets them, what do they do, how do they debrief? Output: Volunteer intake and screening process. Application template. Screening criteria by role risk level. Orientation checklist. ---

Nonprofit Budget Development

You are a finance director developing the annual organizational budget. Organization data: [DESCRIBE: Organization size (staff count/annual budget), revenue sources (government contracts/foundation grants/individual donations/earned revenue/endowment), major programs, any planned changes in the coming year (new programs/staff changes/capital needs)] Build the budget: 1) Revenue budget — each revenue source with prior year actual, current year projected, and next year budget; assumptions for each 2) Personnel budget — all positions, salaries, and fringe benefits; any planned new hires or vacant positions 3) Program expenses — direct costs for each program; basis for estimates 4) Indirect/overhead — administrative, facilities, technology; allocation method 5) Budget balance — revenues vs. expenses; if deficit, what is the plan to close the gap? Output: Budget framework. Revenue and expense by category. Surplus/deficit projection. Key assumptions. Suitable for board review and approval. ---

Fund Accounting and Restriction Management

You are a finance director reviewing restricted fund management. Fund data: [PASTE: Fund name | Funder | Restriction type (purpose/time) | Amount awarded | Amount spent | Amount remaining | Restriction expiration | Any unexpended balances approaching expiration] Review fund management: 1) Restriction compliance — is spending in each fund meeting the funder's restriction? (purpose restriction — only spent on allowed activities) 2) Unexpended balances at risk — funds approaching expiration with significant unspent balances; develop a spend-down plan 3) Time restriction management — grants where funding must be used by a specific date; track carefully 4) Release of restriction — for temporarily restricted funds that have been met, document and release to unrestricted 5) Board-designated funds — separate from donor-restricted; board can unrestrict these if needed Output: Restricted fund status report. At-risk balances requiring spend-down plans. Restriction compliance confirmation. Funds available for release. ---

Form 990 Preparation Checklist

You are a finance director preparing for Form 990 preparation. Organization data: [DESCRIBE: Organization type (501(c)(3)/501(c)(4)/etc.), fiscal year end, total revenues, total expenses, prior year 990 issues or changes, any compensation above $100,000 to report, any program service accomplishments to describe, governance policies to confirm] Build the 990 preparation checklist: 1) Financial data — trial balance, revenue by source, expense by function (program/management/fundraising) 2) Schedule A — public support test; confirm public charity status (typically 33% public support required) 3) Schedule B — significant donors contributing over $5,000 or 2% of total contributions 4) Part VII — compensation of officers, directors, key employees, and highest-paid employees 5) Governance questions — conflict of interest policy, document retention policy, whistleblower policy — confirm policies exist and are followed Output: 990 preparation checklist. Data required from each department. Governance policy confirmation. Timeline for completion and board review before filing. ---

Financial Dashboard for Board

You are a finance director preparing the monthly financial dashboard for the board. Financial data: [PASTE: Month | Revenue (actual vs. budget) | Expenses (actual vs. budget) | Net operating surplus/deficit | Cash on hand | Months of operating reserve | Restricted fund balances | Any significant variances] Produce the board dashboard: 1) Headline metrics — revenue vs. budget, expenses vs. budget, net position; traffic light (green/yellow/red) 2) Cash position — current cash on hand; months of operating reserve (cash ÷ average monthly expenses) 3) Restricted fund status — total restricted funds; any at risk of lapsing 4) Variance explanation — any line item more than 10% over or under budget; plain-English explanation 5) Action needed from board — any financial items requiring board decision or awareness Output: Board financial dashboard. One page. Non-accountant friendly language. Traffic lights for key metrics. Action items clearly flagged. ---

Audit Preparation Checklist

You are a finance director preparing for the annual audit. Audit data: [DESCRIBE: Fiscal year, auditing firm, audit type (financial statement/single audit/program-specific), known areas of complexity, any prior year findings, availability of key staff during audit fieldwork] Build the audit preparation checklist: 1) Financial records — trial balance, bank reconciliations, investment statements, accounts receivable/payable schedules 2) Grant compliance — for federal awards, Schedule of Expenditures of Federal Awards (SEFA); compliance documentation for each major program 3) Support documentation — invoices and payroll records for sample testing; make retrievable by cost code or grant 4) Board documentation — minutes approving budget and key financial decisions; conflict of interest disclosures 5) Prior year findings — documentation that prior year findings and management letter items have been addressed Output: Audit preparation checklist. Document request list organized by auditor request category. Timeline for internal preparation. ---

Cash Flow Management Plan

You are a finance director managing cash flow for a nonprofit with uneven revenue timing. Cash flow data: [PASTE: Month | Expected revenue (grants/contracts/donations) | Expected expenses (payroll/rent/program costs) | Beginning cash | Ending cash | Months with cash shortfall | Line of credit availability] Manage cash flow: 1) Shortfall months — identify months where expenses exceed revenue; quantify the gap 2) Solutions for shortfalls: draw on operating reserve / line of credit / accelerate grant billing / defer non-critical expenses 3) Revenue timing — can any grants be billed earlier? Are accounts receivable current? 4) Expense timing — which expenses can be deferred without program impact? 5) Operating reserve target — how many months of reserve should this organization maintain given its revenue predictability? Output: 12-month cash flow projection. Shortfall months identified. Management strategies for each shortfall. Operating reserve adequacy assessment. ---

Cost Allocation Methodology

You are a finance director developing or reviewing the cost allocation methodology. Organization data: [DESCRIBE: Number of programs, shared costs to be allocated (occupancy/IT/finance/HR/executive leadership), allocation bases used (headcount/FTE/square footage/direct cost percentage), any federal awards requiring specific cost allocation] Review or develop the methodology: 1) Shared cost categories — what costs are shared across programs and administrative functions? 2) Allocation bases — what basis is most reasonable for each shared cost category? (space cost → square footage / HR cost → FTE count / executive → % of total budget) 3) Consistency — is the same methodology applied consistently year over year? Changes require documentation. 4) Federal compliance — does the methodology meet 2 CFR 200 requirements for federally funded programs? 5) Documentation — is the methodology written down and approved by leadership? Required for audit defense. Output: Cost allocation methodology document. Allocation bases by cost category. Compliance confirmation. Suitable for auditor review. ---

Investment Policy Review

You are a finance director reviewing the organization's investment policy. Investment data: [DESCRIBE: Organization type, endowment or reserve size, current investment allocation, current policy (if any), board investment committee composition, liquidity needs, any UPMIFA or donor restriction considerations] Review the investment policy: 1) Policy objectives — safety of principal / income generation / long-term growth; priority order given organizational needs 2) Asset allocation — target allocation to each asset class; acceptable ranges for rebalancing 3) Spending policy — if endowment: what % of the endowment can be spent annually? (typically 4–5%) 4) Manager selection and oversight — how are investment managers selected and reviewed? How often? 5) Liquidity requirements — what portion must remain liquid for operating needs? Output: Investment policy review. Policy gaps or outdated provisions. Recommended updates. Compliance with UPMIFA if applicable. ---

Salary Benchmarking for Nonprofit Roles

You are an HR director benchmarking nonprofit compensation. Compensation data: [PASTE: Position | Current salary | FTE | Years in role | Location | Organization budget size | Survey sources available (GuideStar/Candid/local nonprofit association/sector-specific)] Analyze: 1) Market comparison — current salary vs. market median for each position (adjusted for geography and org size) 2) Compression risks — supervisors paid close to or below direct reports 3) Equity concerns — same role, different pay without documented justification 4) Retention risk — positions significantly below market are flight risks 5) Budget impact — cost to bring all below-market positions to median; prioritize by retention risk Output: Salary benchmarking analysis. Positions requiring immediate attention. Budget impact of adjustments. Recommendation for board compensation committee. ---

Financial Controls Assessment

You are a finance director assessing internal financial controls. Organization data: [DESCRIBE: Organization size, staff count in finance, existing controls (dual signatures/approval thresholds/bank reconciliation process/expense reimbursement policy), any prior audit findings related to internal controls, board finance committee engagement] Assess controls across: 1) Cash receipts — are checks restrictively endorsed on receipt? Are online gifts reconciled to bank? 2) Cash disbursements — dual authorization for checks above threshold? No one person can approve and sign? 3) Payroll — is payroll reviewed and approved by someone other than the person who processes it? 4) Expense reimbursement — receipts required? Reviewed by supervisor above the claimant? 5) Financial reporting — does the board receive timely and accurate financial reports? Can they detect errors? Output: Internal controls assessment. Significant weaknesses requiring immediate remediation. Moderate weaknesses to address in the next 6 months. Recommendations prioritized by risk. ---

Program Cost per Outcome Analysis

You are a finance director calculating the cost per outcome for a key program. Program financial data: [PASTE: Program | Total annual cost | # participants served | # participants completing program | # achieving key outcome | Cost per participant | Cost per completer | Cost per outcome achieved] Analyze: 1) Cost per participant — total program cost ÷ total participants; trend over time 2) Cost per completer — total cost ÷ participants completing; high dropout rates inflate this cost 3) Cost per outcome — total cost ÷ participants achieving the target outcome; the most meaningful metric 4) Comparison — how does your cost per outcome compare to similar programs or published benchmarks? 5) Efficiency opportunities — where can cost be reduced without harming quality? Higher completion rates reduce cost per outcome. Output: Cost per outcome analysis. Efficiency assessment. Comparison to benchmarks where available. Recommendations to improve cost efficiency. ---

Nonprofit Financial Health Assessment

You are a finance director preparing the annual financial health assessment for the board. Financial data: [PASTE: Revenues | Expenses | Net assets (unrestricted/temporarily restricted/permanently restricted) | Cash on hand | Operating reserve | Debt | Months of operating cash | Program expense ratio | Fundraising efficiency ratio] Assess financial health across: 1) Liquidity — months of operating cash; is the organization at risk if revenue is disrupted? 2) Revenue diversification — what % of revenue comes from each source? Concentration risk if >30% from one source? 3) Operating reserve — does the organization have an operating reserve policy? Is the reserve adequately funded? 4) Expense ratios — % of expenses on programs vs. administration vs. fundraising; compare to Charity Navigator benchmarks 5) Net asset trend — is net worth growing, stable, or declining? Multi-year view. Output: Financial health scorecard. Rating across dimensions: strong / adequate / at risk. Priority areas for the board to address. 3-year trend analysis. ---

Board Meeting Agenda

You are an executive director preparing the monthly board meeting agenda. Meeting context: [DESCRIBE: Organization stage, any major decisions required this meeting, standing items (financial review/committee reports), any strategic or governance items, new board member orientation needs, time available] Build the agenda: 1) Call to order and consent agenda — routine approvals (minutes/financial reports/committee reports) bundled for efficiency 2) Strategic/mission item — one substantive discussion or decision; the most important thing the board should discuss this meeting 3) Financial report — highlights from the financial dashboard; questions for discussion 4) Executive director report — key updates from operations and programs 5) Action items and next meeting — confirm all decisions made; preview next meeting agenda Format: Timed agenda. Each item has a time allocation and a clear purpose (information/discussion/decision). Output: Board meeting agenda. Timed. Purpose noted for each item (FYI/discussion/vote). Pre-read materials list. ---

Board Recruitment Brief

You are a board chair preparing to recruit a new board member. Recruitment context: [DESCRIBE: Organization mission, current board composition (skills, demographics, community representation), gaps the new member should fill (financial expertise/legal/HR/fundraising/community connection/sector expertise), expectations for board members (giving/getting/giving time), term length] Build the recruitment brief: 1) What we're looking for — specific skills, experience, or community connections needed 2) What board membership means — time commitment, financial expectation, committee participation 3) What we offer — mission impact, leadership development, network, meaningful work 4) Cultivation process — how do you approach a prospective board member? (referral / coffee meeting / site visit / invitation to event) 5) Onboarding — what happens after they say yes? Orientation, committee assignment, buddy system Output: Board recruitment brief. Position description for the target profile. Cultivation script for initial conversation. ---

Board Self-Assessment Survey

You are a governance committee chair designing the annual board self-assessment. Assessment context: [DESCRIBE: Board size, any known governance concerns, areas the board has been working on improving, any prior assessment results to build on, format preference (survey/discussion/combination)] Design the assessment covering: 1) Mission clarity — does the board understand and advocate for the mission? 2) Strategic oversight — is the board focused on strategy, or getting into operations? 3) Financial stewardship — does the board understand the financials? Are they asking the right questions? 4) Fundraising — is the board meeting expectations for giving and helping with fundraising? 5) Board culture — are meetings productive? Is there healthy debate? Are all voices heard? Output: Board self-assessment survey. 15–20 questions. Rating scale plus qualitative prompts. Process for sharing and discussing results. ---

Executive Director Performance Review

You are a board chair preparing the annual executive director performance review. Review context: [DESCRIBE: ED name and tenure, annual goals set at start of year, organizational performance (financial/programmatic/fundraising), any significant events or challenges during the year, 360 input sources available (board/staff/partners), compensation review timeline] Build the review process: 1) Goal achievement — review of each annual goal set at start of year; achieved/partially achieved/not achieved with context 2) Leadership assessment — organizational culture, staff retention and morale, board relationship, community presence 3) Financial performance — budget management, fundraising leadership, financial health trend 4) Program performance — quality and impact of programs; strategic growth 5) Compensation recommendation — based on performance and market benchmarking; process for board decision Output: ED performance review framework. Review conversation guide. Compensation recommendation process. Documentation for personnel file. ---

Conflict of Interest Policy Review

You are a board chair reviewing the conflict of interest policy and disclosure process. Policy data: [DESCRIBE: Current policy language, annual disclosure process, recent situations where the policy was applied, any gaps identified, IRS Form 990 question on conflict of interest policy compliance] Review the policy: 1) Policy completeness — does the policy cover financial interests, personal relationships, and outside affiliations? 2) Annual disclosure — is every board member, officer, and key employee completing an annual disclosure statement? 3) Transaction review — when a potential conflict arises, is the process for recusal clear and followed? 4) Documentation — are conflict disclosures and recusal decisions documented in meeting minutes? 5) 990 compliance — the 990 asks if the organization has a conflict of interest policy and if it is monitored; confirm yes to both Output: Conflict of interest policy review. Compliance gaps. Recommended policy updates. Annual disclosure process documentation. ---

Strategic Planning Process Design

You are an executive director designing a strategic planning process. Context: [DESCRIBE: Organization size and stage, current strategic plan status (expiring/absent/needs refresh), board and staff capacity for planning, budget for facilitation, stakeholder engagement desired (staff/clients/community/funders), timeline for completion] Design the planning process: 1) Environmental scan — how will you gather information? (SWOT analysis / stakeholder surveys / community needs data / funder landscape) 2) Stakeholder engagement — who should be included in planning conversations and how? (board retreat / staff focus groups / client input / community listening sessions) 3) Planning structure — who is on the planning committee? What is the process for drafting and approving the plan? 4) Plan components — what will the strategic plan include? (mission/vision/values / strategic priorities / goals / implementation timeline) 5) Timeline — from launch to board adoption; key milestones Output: Strategic planning process design. Timeline. Facilitation guide. Stakeholder engagement plan. ---

Board Orientation Program

You are a governance committee chair designing the board orientation program. Orientation context: [DESCRIBE: Board member background (new or recently joined), organization stage, board culture, what new members most need to understand (mission / programs / finances / governance / expectations / culture)] Design the orientation: 1) Mission and program immersion — site visit or program observation; hearing from staff and clients 2) Financial literacy — walkthrough of financial statements, budget, key ratios; not a finance course, a practical orientation 3) Governance responsibilities — fiduciary duties, role of the board vs. staff, committee structure 4) Fundraising expectations — what is expected of board members in fundraising; how to ask for gifts; your own gift 5) Culture and relationships — meeting the team; understanding communication norms; who to call with questions Output: Board orientation program. Session outline. Pre-reading list. New member resource packet contents. ---

Board Committee Structure Review

You are an executive director reviewing the board committee structure for effectiveness. Current structure: [PASTE: Committee name | Chair | Members | Meeting frequency | Key responsibilities | Last year's accomplishments | Any committees that are inactive or not meeting their purpose] Review for: 1) Alignment with current priorities — do the committees cover the areas where the board needs to add the most value? 2) Workload balance — are some committees overloaded while others do little? 3) Inactive committees — committees that rarely meet or haven't produced meaningful work; consider sunsetting 4) Missing committees — any standing governance need not covered by current structure? 5) Staff support — each committee needs adequate staff support; is current staffing aligned? Output: Committee structure review. Recommendations to add, consolidate, or sunset committees. Committee charter updates needed. Staff support alignment. ---

Executive Director Transition Planning

You are a board chair preparing for an executive director transition. Context: [DESCRIBE: Reason for transition (planned retirement/departure/dismissal), timeline, current ED's willingness to assist in transition, organizational stability, search committee composition, any succession candidate internally] Build the transition plan: 1) Immediate stability — confirm interim leadership; communicate to staff, funders, and key partners with appropriate message 2) Knowledge transfer — what knowledge must be documented before the ED departs? (funder relationships / key contacts / operational processes / pending decisions) 3) Search process — internal vs. external search; search committee composition; use of search firm 4) Interim leadership — staff member to serve as interim or external interim hire? 5) Timeline — from announcement to new ED start; realistic timeline for a quality search Output: ED transition plan. Communications template (staff / board / funders). Knowledge transfer checklist. Search process timeline. ---

Annual Board Calendar

You are an executive director building the annual board governance calendar. Organization context: [DESCRIBE: Fiscal year end, audit timing, 990 filing deadline, annual budget approval timing, strategic plan review schedule, board meeting frequency, key fundraising events requiring board participation, any regulatory filings] Build the annual calendar: 1) Governance deadlines — audit completion, 990 filing, annual report, state registrations 2) Board meeting schedule — full board meeting dates; committee meeting dates 3) Key board decisions — when does the board need to approve the budget? Review the strategic plan? Conduct the ED review? 4) Fundraising calendar — when do board members need to be most engaged in fundraising? 5) Board development — annual retreat, training, self-assessment, orientation for new members Output: Annual board calendar. Month-by-month view. Decision deadlines highlighted. Board engagement expectations clear. ---

Volunteer Recruitment Plan

You are a volunteer coordinator building a recruitment plan. Volunteer needs: [PASTE: Role | Number needed | Skills or experience required | Time commitment | Location | Start date | Any restrictions (age/background check)] Build the recruitment plan: 1) Audience identification — who are the most natural volunteers for each role? (retirees / students / corporate groups / faith communities / alumni) 2) Recruitment channels — VolunteerMatch / Idealist / corporate partner / campus outreach / social media / existing volunteer referrals 3) Messaging — what is the appeal for each volunteer audience? (skill-building / community connection / direct impact / corporate CSR) 4) Timeline — when do recruitment activities begin to have volunteers ready by start date? 5) Conversion process — from inquiry to application to placement; how long and how many steps? Output: Recruitment plan by role. Channel strategy. Messaging by audience. Timeline. Conversion process. ---

Volunteer Recognition Program

You are a volunteer coordinator designing a volunteer recognition program. Organization context: [DESCRIBE: Volunteer count, types of volunteers (direct service/administrative/leadership), budget for recognition, any current recognition activities, what volunteers have said about appreciation in feedback] Design the program: 1) Informal recognition — daily/weekly gestures that cost little: personal thank-yous, shout-outs, handwritten notes 2) Milestone recognition — acknowledgment of volunteer hour milestones (100/500/1000 hours); certificates, pins, or awards 3) Annual recognition event — celebration for the volunteer community; what does it include? 4) Leadership recognition — volunteers in leadership roles (committee chairs/program leaders) deserve elevated recognition 5) Public recognition — social media features, annual report listing, donor newsletter acknowledgment Output: Volunteer recognition program framework. Budget estimate. Calendar of recognition activities. ---

Volunteer Retention Analysis

You are a volunteer coordinator analyzing volunteer retention. Retention data: [PASTE: Year | New volunteers recruited | Volunteers retained from prior year | Volunteers who left | Retention rate % | Average tenure | Exit survey themes (if available)] Analyze: 1) Retention rate trend — improving, stable, or declining? 2) Common departure reasons — exit survey themes; preventable vs. unavoidable departures 3) Tenure analysis — at what point do volunteers typically leave? (after first shift / after 3 months / after 1 year) 4) High-value volunteer retention — are your highest-commitment volunteers staying or leaving? 5) Cost of turnover — recruiting and training a new volunteer costs time; estimate the value of retention improvement Output: Volunteer retention analysis. Root causes of departure. Top 3 retention interventions. Estimated impact of improving retention rate by 10 percentage points. ---

Corporate Volunteer Day Planning

You are a volunteer coordinator planning a corporate volunteer day. Event data: [PASTE: Company name | Number of volunteers | Date | Duration (hours) | Volunteer experience preference (physical/skilled/group/etc.) | Any restrictions or requirements | Goal of the event for the company (team building/CSR/specific project)] Plan the event: 1) Project selection — what project can meaningfully engage [N] volunteers for [X hours]? (physical task like painting/sorting / skilled work / group activities) 2) Logistics — tools/materials needed, site preparation, parking, safety briefing 3) Supervision — staff and experienced volunteers to guide the group; ratio recommendation 4) Mission integration — how do volunteers learn about the organization's work during the day? (brief orientation / client interaction where appropriate / impact sharing at end) 5) Follow-up — thank-you communication / impact update / path to continued engagement Output: Corporate volunteer day plan. Project logistics checklist. Run-of-show schedule. Follow-up communication template. ---

Volunteer Training Program Design

You are a volunteer coordinator designing a training program for a new volunteer cohort. Training context: [DESCRIBE: Volunteer role, population they will interact with, required knowledge and skills, any certifications or mandatory training required (safety/privacy/mandated reporter), training format (in-person/online/hybrid), time available for training] Design the training program: 1) Mandatory training — compliance topics that cannot be skipped (HIPAA / mandated reporter / safety / privacy) 2) Mission and program orientation — what volunteers need to understand about the organization and who they serve 3) Role-specific skills — specific tasks they will perform; hands-on practice before solo work 4) Scenario training — how to handle common difficult situations; role-play or case studies 5) Ongoing learning — refresher training, new topic briefings, peer learning opportunities Output: Volunteer training program outline. Session topics and duration. Mandatory training checklist. Competency sign-off criteria. ---

Volunteer Hour Tracking and Reporting

You are a volunteer coordinator preparing the annual volunteer hours report. Volunteer data: [PASTE: Program | Volunteer count | Total hours | Average hours per volunteer | Types of activities | Dollar value of volunteer time (use $[RATE] per hour per Independent Sector) | Year-over-year comparison] Produce the report: 1) Total volunteer engagement — total volunteers, total hours, average hours per volunteer 2) Dollar value — total hours × Independent Sector value per hour; this is an in-kind contribution equivalent 3) Program breakdown — volunteer hours by program area 4) Trend — year-over-year comparison; growing or declining engagement 5) Impact equivalent — translate hours into something meaningful: "Our volunteers provided the equivalent of [X] full-time staff positions" Output: Volunteer hours report. Dollar value calculation. Program breakdown. Year-over-year trend. Equivalent staff positions statement. ---

Volunteer Problem Resolution Guide

You are a volunteer coordinator creating a guide for handling volunteer performance or conduct issues. Context: [DESCRIBE: Types of issues that arise (unreliability/boundary violations/conflict with staff/poor quality work/policy violations), current process (if any), who is involved in resolution, when issues are escalated] Build the resolution guide: 1) Prevention — clear expectations at orientation; signed volunteer agreement; specific role description 2) Informal feedback — how to address minor issues early with a direct, kind conversation 3. Formal documentation — when to move to written documentation of an issue; template for a written conversation summary 4) Suspension or removal — criteria and process for suspending or ending a volunteer relationship 5) Post-removal process — updating records, notifying relevant staff, any safety or legal considerations Output: Volunteer problem resolution guide. Decision framework. Documentation templates. Escalation criteria. ---

Pro Bono Service Engagement Plan

You are a development director building a pro bono service engagement plan. Organization needs: [PASTE: Professional skills needed (legal/accounting/marketing/IT/HR/consulting) | Budget for these services if purchased | Any existing pro bono relationships | Capacity to manage pro bono engagements] Build the engagement plan: 1) Priority needs — which professional services, if provided pro bono, would have the most financial or organizational impact? 2) Pro bono sources — law firm community service programs / accounting firm nonprofit partnerships / Taproot Foundation / corporate skills-based volunteering / professional associations 3) Engagement structure — how to structure a pro bono engagement so the work gets done (clear scope / timeline / point of contact / deliverable) 4) Relationship management — pro bono providers need to feel valued; how do you steward these relationships? 5) Value tracking — track the dollar value of pro bono services received; report to board and funders Output: Pro bono engagement plan. Priority needs list. Source strategy for each. Engagement structure template. Value tracking method. ---

Annual Communications Plan

You are a communications director building the annual communications plan. Organization data: [DESCRIBE: Organization mission and programs, primary audiences (donors/clients/community/policymakers), communications channels available (email/social media/website/print/media), staff capacity for communications, major organizational milestones or campaigns this year] Build the plan: 1) Audience priorities — which audiences are most important this year? What does each audience need to know or feel? 2) Key messages — 3–5 core messages that should run through all communications this year 3) Channel strategy — which channels for which audiences; posting frequency; content types 4) Campaign calendar — major communications moments tied to programs, fundraising, and organizational milestones 5) Measurement — how will you know communications are working? (open rates / social engagement / media placements / donor response) Output: Annual communications plan. Audience matrix. Message platform. Channel calendar. Success metrics. ---

Social Media Content Plan

You are a communications manager building a monthly social media content plan. Organization context: [DESCRIBE: Organization mission, active social channels, posting frequency goal, types of content available (photos/stories/data/events/staff), any campaigns or themes this month, audience on each platform] Build the content plan: 1) Content pillars — 3–4 content themes that all posts will fall into (program impact / team and culture / community issues / events and calls to action) 2) Content calendar — planned posts by channel and date; mix of content types 3) Repurposing strategy — how to use one piece of content across multiple channels efficiently 4) Engagement prompts — posts designed to generate comments, shares, or saves; questions to the community 5) Metrics to track — reach / engagement rate / follower growth / link clicks / conversion (donations/signups) Output: Monthly social media content calendar. Content pillar framework. Posting schedule by channel. ---

Annual Report Outline

You are a communications director outlining the annual report. Organization data: [DESCRIBE: Key programs and their outcomes for the year, financial summary, major milestones, board and staff, donors to acknowledge, any awards or recognition, design preference (print/digital/both)] Outline the annual report: 1) Message from the executive director — what was most significant about this year; forward-looking and inspiring 2) Year in numbers — key statistics across programs and operations presented visually 3) Program highlights — 1–2 pages per major program area; focus on outcomes and stories 4) Financial summary — revenues and expenses in clear, accessible format; major sources of funding 5) Thank yous — donor lists, partner acknowledgments, board list, staff list Output: Annual report outline. Section-by-section content summary. Sidebar and callout box suggestions. Story and data needed for each section. ---

Crisis Communications Plan

You are a communications director preparing a crisis communications plan. Organization context: [DESCRIBE: Types of crises most relevant (client incident/financial mismanagement/staff misconduct/program failure/natural disaster), key stakeholders to communicate with (board/staff/clients/funders/media/public), current communications infrastructure, media relationships] Build the crisis plan: 1) Crisis classification — what constitutes a minor issue vs. a significant crisis vs. a full-scale emergency? (tiers with examples) 2) Response team — who is involved in crisis response? (ED / board chair / communications staff / legal counsel); who speaks publicly? 3) Initial response protocol — first 2 hours; who notifies whom; what is said before facts are confirmed 4) Key audiences and messages — what does each audience need to hear? (staff / clients / funders / media / public); different messages for different audiences 5) Post-crisis recovery — how do you rebuild trust and tell the recovery story? Output: Crisis communications plan. Tier classification guide. Response team and roles. Initial statement templates. Post-crisis communication checklist. ---

Advocacy Campaign Plan

You are a policy director building an advocacy campaign plan. Advocacy context: [DESCRIBE: Policy issue being advocated for or against, target decision-makers, organizational capacity for advocacy (staff/volunteers/clients), timeline (legislative session/budget cycle/regulatory comment period), coalition partners, organizational position (501(c)(3) limitations on lobbying)] Build the campaign plan: 1) Policy goal — the specific change you want to achieve; measurable and time-bound 2) Decision-maker mapping — who makes the decision? What are their interests? Who influences them? 3) Coalition — who else shares this goal? How can you amplify through coalition? 4) Tactics — education (always permissible for 501(c)(3)) / grassroots mobilization / media / meetings with decision-makers / public testimony 5) Compliance — 501(c)(3) may engage in limited lobbying (direct and grassroots); confirm within IRS guidelines; no partisan political activity Output: Advocacy campaign plan. Decision-maker map. Tactic calendar. Coalition partners. 501(c)(3) compliance checklist. ---

Media Pitch Letter

You are a communications director pitching a story to a journalist. Story data: [DESCRIBE: Story angle (impact story / issue awareness / program launch / research finding / anniversary / unusual hook), organization, the human story at the center, why it's timely, journalist name and outlet, any prior relationship] Write the pitch: 1) Hook — one sentence: why this story, why now, why does it matter to their readers/viewers? 2) The story — who is at the center of this story? What happened? What does it show about the larger issue? 3) Visuals — what can they see, film, or photograph? Journalists need compelling visuals. 4) Why you — why is your organization the right source for this story? 5) Offer — what are you offering? (interview / exclusive / event access / data); specific and easy to act on Tone: Brief. Journalists get dozens of pitches daily. This should be under 200 words and immediately clear. Output: Media pitch email. Subject line included. Compelling, brief, and action-oriented. ---

Impact Story Development Guide

You are a communications manager creating a guide for collecting and writing impact stories. Context: [DESCRIBE: Types of stories most valuable for your organization, staff who interact with clients/participants, consent requirements, privacy considerations, current story collection process (or lack thereof)] Build the guide: 1) Story identification — how do staff identify story candidates? What signals that someone has a compelling story? 2) Consent process — written consent from the subject; options for using name / photo / both / anonymized only 3) Interview guide — 5–7 questions to draw out a compelling narrative (the situation before / what changed / how your organization helped / what's different now) 4) Writing format — from interview to finished story; structure, length, and tone 5) Story library — how stories are filed, tagged, and made accessible to development and communications staff Output: Impact story development guide. Consent form template. Interview question guide. Story writing template. ---

Email Newsletter Strategy

You are a communications manager developing the email newsletter strategy. Organization data: [DESCRIBE: Subscriber count, current open rate, newsletter frequency, primary audience (donors/volunteers/advocates/clients), content available, staff capacity for newsletter production, goal of the newsletter (engagement/cultivation/action)] Develop the strategy: 1) Frequency and timing — how often? What day and time? (most nonprofits do monthly or bi-weekly) 2) Content mix — ratio of impact stories / program updates / calls to action / community news; lead with the most compelling content 3) Subject line approach — what drives opens for your audience? Test personal vs. question vs. urgency 4) Call to action — every newsletter should have one clear CTA; what do you want readers to do? 5) Growth strategy — how do you grow the list? (website opt-in / event sign-ups / volunteer enrollment / social media) Output: Email newsletter strategy. Content framework. Subject line testing plan. List growth tactics. Success metrics. ---

Community Engagement Plan

You are a program director building a community engagement plan for a new initiative. Context: [DESCRIBE: Initiative or program, geographic community or population affected, current relationship with the community, any history of trust issues, staff capacity for engagement, timeline, decision being made that requires community input] Build the engagement plan: 1) Engagement goal — what are you asking the community to contribute? (feedback / co-design / advocacy / participation) 2) Community mapping — who are the voices that must be at the table? Who has historically been excluded? 3) Engagement methods — listening sessions / surveys / community advisory group / focus groups / door-to-door outreach 4) Accessibility — language access, transportation, childcare, time of day; remove barriers to participation 5) Feedback loop — how will you tell the community what you heard and how it influenced the decision? Output: Community engagement plan. Stakeholder mapping. Method selection with rationale. Accessibility plan. Feedback loop design. ---

Organizational Brand Story

You are a communications director writing the organizational brand story. Organization data: [DESCRIBE: Organization name, founding story (if compelling), mission, the problem you address, who you serve, what makes you different from other organizations doing similar work, key impact achievements] Write the brand story: 1) Origin — why does this organization exist? What problem or moment called it into being? 2) The people — who do you serve? Bring them to life as full people, not as problems to be solved. 3) The approach — what do you do and why does it work? What is distinctive about your approach? 4) The impact — what has changed because this organization exists? 5) The invitation — how can someone connect? Give, volunteer, advocate, learn more? Tone: Honest, warm, and specific. Not corporate, not overly emotional. This is the story you tell at every speaking engagement, on every grant, in every appeal. Output: Brand story. 300–500 words. Multiple uses: website about page, grant intro, speaking notes, donor email. ---

Staff Hiring Plan

You are an executive director building the annual staff hiring plan. Workforce data: [PASTE: Current positions (filled/vacant) | Planned new positions | Positions at risk of turnover | Budget for salaries | Timeline for each hire | Any grant funding contingencies for specific positions] Build the hiring plan: 1) Priority hires — positions most critical to mission delivery or organizational stability; hire first 2) Funding confirmation — confirm funding is secured before posting each position; avoid hiring ahead of revenue 3) Timeline — from job description to offer; realistic timeline per role (typically 6–10 weeks minimum) 4) Sourcing strategy — where to post for each role; any targeted outreach for diversity 5) Onboarding plan — is there a plan for each hire to become productive quickly? Output: Annual hiring plan. Priority order. Funding confirmation required for each. Realistic timeline. Budget impact. ---

Staff Performance Review Framework

You are an HR director designing the annual staff performance review framework. Organization context: [DESCRIBE: Organization size, current review process (or lack thereof), performance management philosophy, any union considerations, compensation decisions tied to reviews, staff feedback on current process] Design the framework: 1) Review frequency — annual / semi-annual / quarterly check-ins; what cadence supports development without being burdensome? 2) Evaluation criteria — job performance (meeting responsibilities) / competencies (how they work) / goal achievement; defined for each staff level 3) Self-assessment — staff member completes self-assessment first; promotes reflection and reduces bias 4) Supervisor assessment — structured rating with qualitative comments; specific behavioral examples required 5) Development plan — every review should produce a development goal; not just evaluation of past Output: Performance review framework. Evaluation criteria by category. Review process timeline. Forms and templates. ---

Employee Handbook Review

You are an HR director reviewing the employee handbook for currency and compliance. Handbook data: [DESCRIBE: Last update date, state(s) of operation, key policies in current handbook, any recent legal changes affecting employment practices, staff feedback on handbook clarity or gaps] Review for: 1) Legal currency — are all policies compliant with current federal and state law? (FMLA / ADA / Title VII / state-specific leave laws / minimum wage / remote work policies) 2) Policy completeness — any common HR situations not covered by current policies? 3) Clarity — are policies written clearly enough that staff understand their rights and responsibilities? 4) At-will employment statement — confirmed in writing for applicable states 5) Acknowledgment — do all staff sign an acknowledgment that they received and read the handbook? Output: Handbook review findings. Policies requiring legal update. Gaps to add. Clarity improvements. Distribution and acknowledgment process. ---

Secondary Trauma and Burnout Prevention Plan

You are an HR director developing a secondary trauma and burnout prevention plan for direct service staff. Organization context: [DESCRIBE: Types of direct service work, client population and trauma exposure, current staff well-being practices (if any), turnover rate, any recent burnout or secondary trauma incidents, supervision structure] Build the prevention plan: 1) Education — help staff understand secondary trauma and burnout; normalize it without pathologizing 2) Supervision practices — reflective supervision; regular caseload review; safety to discuss emotional impact 3) Workload management — caseload limits; breaks built into the day; sufficient time for documentation 4) Organizational support — EAP access / mental health days / flexible scheduling / peer support groups 5) Culture of care — leadership models self-care; staff are not expected to sacrifice their well-being for the mission Output: Secondary trauma prevention plan. Supervisor training topics. Policy recommendations. Culture assessment and recommendations. ---

Compensation Philosophy Statement

You are an executive director developing a compensation philosophy statement. Organization context: [DESCRIBE: Organization size and budget, competition for talent in your labor market, current compensation levels vs. market, any equity concerns in current pay structure, board and leadership values around compensation] Write the compensation philosophy: 1) Market positioning — where do we aim to pay relative to the market? (at median / above median / below with strong benefits/mission tradeoff) 2) Equity principles — how do we ensure pay is fair across race, gender, and other dimensions? 3) Transparency — what information about compensation is shared with staff? (ranges / methodology / not individual salaries) 4) Performance and progression — how does compensation change over time? (annual increases / merit / promotion) 5) Benefits philosophy — how do benefits complement compensation? (mission-driven organizations often compete on PTO/flexibility/mission) Output: Compensation philosophy statement. Suitable for internal policy documentation, board approval, and staff communication. ---

Staff Retreat Agenda

You are an executive director planning the annual all-staff retreat. Retreat context: [DESCRIBE: Staff count, available time (half day/full day/overnight), key themes for the year (new strategic plan/team rebuilding/culture work/skills development), any specific challenges or tensions to address, budget, location] Build the agenda: 1) Opening — something that builds energy and connection; not a slide deck of org announcements 2) Mission grounding — reconnect the team to why the work matters; client or community voice if possible 3) Strategic focus — the one thing leadership most wants staff to understand, align on, or contribute to 4) Team development — structured activity to build relationships, communication, or a specific skill 5) Celebration — acknowledge accomplishments and recognize people; not perfunctory Output: Retreat agenda with timing. Facilitator notes for each section. Materials needed list. Follow-up commitments process. ---

Remote Work Policy

You are an HR director developing a remote work policy for a hybrid nonprofit. Context: [DESCRIBE: Types of roles (remote-eligible vs. on-site required), current arrangement (ad hoc vs. formalized), any equity concerns (some roles can't be remote), technology available, funder or client requirements for in-person presence, state tax implications of remote workers] Write the remote work policy: 1) Eligibility — which roles are eligible for remote work? What criteria determine eligibility? 2) Arrangements — what options are available? (fully remote / hybrid schedule / remote with on-site requirements) 3) Performance expectations — remote work is a privilege contingent on meeting performance standards; how is performance monitored? 4) Equipment and technology — what does the organization provide? What is the employee responsible for? 5) Tax and legal — note that working from states outside the organization's primary state may create tax obligations; approval required Output: Remote work policy. Eligibility criteria. Approval process. Performance expectations. Equipment policy. ---

Succession Planning for Key Roles

You are an executive director developing a succession plan for key organizational roles. Context: [DESCRIBE: Key roles where succession is most critical (ED/CFO/program director), current incumbents and tenure, internal candidates (if any), organizational readiness for transition, board involvement in succession] Build the plan: 1) Role identification — which roles, if suddenly vacant, would most threaten mission delivery or organizational stability? 2) Emergency succession — for each critical role: who steps in immediately if the person is unexpectedly unavailable? 3) Planned succession — for anticipated transitions: is there an internal candidate to develop? What development is needed? 4) Knowledge transfer — what institutional knowledge is held by key individuals that must be documented? 5) Board role — the board is responsible for ED succession; is the board prepared to manage this process? Output: Succession plan for key roles. Emergency succession designations. Development plan for internal candidates. Knowledge transfer checklist. ---

Nonprofit Compliance Calendar

You are a finance director building the annual compliance calendar. Organization data: [DESCRIBE: Organization type (501(c)(3)/etc.), fiscal year end, states of operation, federal grant funding (yes/no), any state contracts, lobbying activity (yes/no)] Build the compliance calendar: 1) Federal filings — Form 990 due date (4.5 months after fiscal year end / 6.5 months with extension); any federal grant reporting deadlines 2) State charitable registration — renewal dates for all states where you solicit donations; varies by state 3) State employment filings — state tax withholding, unemployment, workers' compensation, state-specific HR reporting 4) Grant reporting — interim and final report deadlines for all active grants 5) Board governance — annual board meeting, conflict of interest disclosure renewal, officer election Output: Month-by-month compliance calendar. Filing owner for each item. Penalty for non-compliance noted. Deadline alert schedule. ---

Risk Assessment

You are an executive director conducting an annual organizational risk assessment. Organization data: [DESCRIBE: Programs and services, populations served, facilities, revenue sources, key staff, technology systems, any known vulnerabilities or prior incidents] Assess risk across: 1) Mission risk — risks that could prevent delivering on mission (staff turnover / funding loss / program failure) 2) Financial risk — revenue concentration / cash flow volatility / fraud risk / audit findings 3) Operational risk — facility issues / technology failure / supply chain / vendor dependency 4) Compliance risk — regulatory non-compliance / grant compliance failure / employment law violations 5) Reputational risk — client safety incidents / staff misconduct / social media crisis / partner misconduct For each significant risk: likelihood / impact / current mitigation / additional mitigation recommended. Output: Risk register. High-priority risks for immediate board attention. Mitigation plan. Review schedule. ---

Data Privacy and Security Policy

You are a technology director developing a data privacy and security policy. Organization context: [DESCRIBE: Types of data collected (client information/donor data/health information/financial data), technology systems used, staff count and technology literacy, any prior security incidents or breaches, any HIPAA or other regulatory requirements] Write the policy: 1) Data collected — what personal data is collected, from whom, and for what purpose 2) Data storage and access — where data is stored; who has access to what; access controls 3) Data retention — how long is data kept? When and how is it securely deleted? 4) Data breach response — steps if a breach is suspected; who is notified; timeline 5) Staff responsibilities — what every staff member must do to protect data (strong passwords / not sharing credentials / device security) Output: Data privacy and security policy. Staff training checklist. Breach response procedure. Suitable for board approval. ---

Insurance Coverage Review

You are an operations director reviewing organizational insurance coverage. Coverage data: [PASTE: Policy type | Carrier | Coverage amount | Premium | Deductible | Renewal date | Any recent claims | Any coverage gaps identified] Review coverage: 1) General liability — adequate limits for your programs and facility? Any exclusions for high-risk activities? 2) Directors and officers (D&O) — board members are personally exposed without adequate D&O coverage 3) Employment practices liability — covers claims of wrongful termination, harassment, discrimination 4) Professional liability / errors and omissions — if staff provide professional services (counseling/legal/medical) 5) Cyber liability — increasingly important as organizations hold more sensitive client and donor data Output: Insurance coverage review. Gaps requiring immediate attention. Premium benchmarking (are you overpaying?). Renewal preparation checklist. ---

Whistleblower Policy Review

You are an executive director reviewing the whistleblower policy. Policy context: [DESCRIBE: Current policy language (if exists), how staff are informed of the policy, any prior whistleblower incidents, board involvement in oversight, 990 question compliance] Review the policy: 1) Policy elements — does the policy prohibit retaliation against anyone who reports in good faith? 2) Reporting channels — is there a way to report that doesn't go through direct supervisors? (important for reports about supervisors) 3) Investigation process — who investigates reports? Is there a process for impartial review? 4) Documentation — how are reports and investigations documented? 5) 990 compliance — the 990 asks if the organization has a whistleblower policy; confirm yes and that it is monitored Output: Whistleblower policy review. Gaps requiring update. Staff communication plan. 990 compliance confirmation. ---

Document Retention Policy

You are a finance director developing a document retention policy. Organization context: [DESCRIBE: Types of documents generated (financial/personnel/program/legal/grant), any federal grant requirements, state requirements, prior practices for document retention, physical vs. electronic storage] Build the policy: 1) Retention schedule — for each document type, how long must it be retained? - Governance documents (articles/bylaws/minutes): permanent - Financial records: 7 years (longer for federal grants per 2 CFR 200) - Personnel records: 7 years after separation - Grant records: per funder requirements (federal: 3 years after final expenditure report) - Program records: per funder and accreditor requirements 2) Destruction process — how are documents securely destroyed at end of retention period? 3) Legal hold — procedure if documents must be preserved for litigation or audit 4) Electronic records — same retention applies to electronic files and email Output: Document retention schedule. Destruction procedure. Legal hold protocol. Staff training points. ---

Client Grievance Policy

You are a program director developing a client grievance policy. Program context: [DESCRIBE: Program type, client population (vulnerability level), any funder or accreditor requirements for grievance procedures, current process (if any), any recent client complaints that highlighted gaps] Write the policy: 1) Right to grievance — every client has the right to raise a concern without fear of retaliation or loss of services 2) Informal resolution — how to raise a concern informally; timeline for staff response 3) Formal grievance process — written grievance; assigned investigator; timeline for response 4) Appeals — if unsatisfied with the outcome, process to appeal to a higher level 5) External recourse — clients should be informed of any external oversight body they can contact (licensing board / funder / ombudsman) Output: Client grievance policy. Client-facing summary of grievance rights (plain language). Staff training points. ---

Program Liability Risk Assessment

You are an executive director reviewing liability risks in program delivery. Program data: [DESCRIBE: Programs offered, populations served (children/vulnerable adults/general public), activities with physical risk (transportation/outdoor activities/physical health services), volunteer roles, professional services provided (counseling/medical/legal), facility conditions] Assess liability risk: 1) High-risk activities — specific program activities with elevated injury or harm potential 2) Vulnerable populations — programs serving children, elderly, or cognitively impaired individuals require heightened protection and supervision 3) Professional services liability — programs providing professional services require credentials, supervision, and professional liability insurance 4) Transportation — any program transportation requires specific insurance, driver screening, and vehicle standards 5) Waivers and consents — where are waivers or informed consents appropriate? What are their limitations? Output: Program liability risk assessment. High-risk activities with specific mitigation. Insurance requirements by program. Waiver and consent checklist. ---

Strategic Plan Progress Report

You are an executive director preparing the quarterly strategic plan progress report for the board. Strategic plan data: [PASTE: Strategic priority | Goal | Key metrics/indicators | Year 1 targets | Progress to date | Status (on track/behind/complete/deferred) | Barriers | Next steps] Produce the report: 1) Summary dashboard — overall plan health; % of goals on track vs. behind vs. complete 2) Progress by priority — for each strategic priority, what has been accomplished and what remains? 3) Behind-schedule items — what is causing the delay? What is the revised plan? 4) Wins to celebrate — goals achieved or milestones reached; acknowledge the team 5) Board decision needed — any strategic items requiring board guidance or course correction? Output: Strategic plan progress report. Traffic light dashboard. Behind-schedule items with recovery plans. Board decision items. ---

Strategic Planning Retreat Facilitation Guide

You are a consultant facilitating a nonprofit strategic planning retreat. Retreat context: [DESCRIBE: Organization size and stage, time available (half day/full day/two day), board and staff participation, current strategic plan status, key questions the organization is grappling with] Build the facilitation guide: 1) Environmental scan — SWOT analysis facilitation; use breakout groups; capture results for planning 2) Mission and values affirmation — is the current mission still right? Any values that need to be named explicitly? 3) Strategic priority identification — from the SWOT, what are the 3–5 most important strategic priorities for the next 3 years? 4) Goal setting — for each priority, what are the specific goals that define success? 5) Next steps — who is responsible for drafting the plan? What is the approval timeline? Output: Retreat facilitation guide. Agenda with timing. Facilitation questions for each section. Output templates for capturing results. ---

Organizational SWOT Analysis

You are an executive director facilitating a SWOT analysis for strategic planning. Organization context: [DESCRIBE: Organization mission, current programs, funding situation, staff and board capacity, community relationships, competitive landscape, any significant external forces (policy changes/demographic shifts/funder priorities)] Facilitate the SWOT: Strengths (internal): [What does the organization do exceptionally well? What assets are distinctive?] Weaknesses (internal): [What are the honest gaps in capacity, quality, or sustainability?] Opportunities (external): [What trends, needs, or resources in the environment could the organization leverage?] Threats (external): [What external forces could harm the organization's mission or sustainability?] Analyze: 1) Most important strengths to build on 2) Most critical weaknesses to address before they become threats 3) Most promising opportunities to pursue 4) Most significant threats to mitigate 5) Strategic implications — based on the SWOT, what should the organization prioritize? Output: SWOT analysis. Strategic implications. Priority areas for the strategic plan. ---

Annual Report to Funders

You are an executive director writing the annual report to major institutional funders. Report data: [DESCRIBE: Key programs and their outcomes, financial summary, significant organizational developments, challenges faced and how they were addressed, year-ahead priorities, any changes in leadership or direction] Write the annual report: 1) Year in review — what was most significant about this year? Set the tone for the report. 2) Program outcomes — for each major program: who was served, what changed for them, what are you most proud of? 3) Financial stewardship — how were funds used? Any efficiencies or savings? Financial health indicators. 4) Organizational developments — any new programs, partnerships, staff, facilities, or strategic initiatives 5) Year ahead — what are you prioritizing and why? Any new funding needs? Tone: Transparent and honest. Acknowledge challenges. Funders fund organizations that learn, not just organizations that succeed. Output: Annual funder report. Suitable for distribution to all major institutional funders. ---

Board Presentation on Organizational Health

You are an executive director preparing a comprehensive organizational health presentation for the board. Health data: [PASTE or DESCRIBE: Financial health (reserves/cash/margin) | Program outcomes (key metrics) | Staff health (turnover/satisfaction/vacancies) | Fundraising health (retention/pipeline) | Community perception | Strategic plan progress] Build the presentation: 1) Financial health — liquidity, reserves, revenue diversification; trend vs. prior year 2) Program health — are programs delivering on their outcomes? Quality and reach trends 3. People health — staff turnover, vacancy rate, engagement indicators; any concerns? 4) External health — funder relationships, community trust, media coverage, peer sector standing 5) Overall assessment — what is the honest state of the organization? What needs the board's attention? Output: Organizational health presentation. One slide per dimension. Overall health rating: Strong / Stable / Needs Attention / At Risk. Board action items. ---

Three-Year Strategic Plan Summary

You are an executive director summarizing the three-year strategic plan for internal alignment and external communication. Strategic plan data: [DESCRIBE: Mission, current state assessment findings, 3-year vision, strategic priorities (3–5), goals under each priority, key metrics for success, major investments required, risks to the plan] Write the plan summary: 1) Where we are — honest assessment of current state; strengths, challenges, and why change is needed 2) Where we are going — the vision for the organization in 3 years; specific and inspiring 3) How we will get there — strategic priorities; for each: the goal, key activities, and success metrics 4) What we need — investments in people, technology, programs, and funding required to execute 5) How we will know it's working — key milestones and metrics; accountability structure Output: Three-year strategic plan summary. 2–3 pages. Suitable for board adoption, staff alignment, and funder communication. --- *End of Nonprofit AI Prompt Library — 100 prompts across 10 categories* **Categories at a glance:** 1. Fundraising & Donor Management — 14 prompts 2. Grant Writing & Reporting — 12 prompts 3. Program Management & Outcomes — 12 prompts 4. Financial Management & Compliance — 12 prompts 5. Board Governance & Leadership — 10 prompts 6. Volunteer Management — 8 prompts 7. Marketing, Communications & Advocacy — 10 prompts 8. HR & Workforce — 8 prompts 9. Compliance & Risk Management — 8 prompts 10. Strategic Planning & Reporting — 6 prompts

Start with a prompt

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12 Claude-Ready Nonprofit Skills

These are downloadable Claude Skill packages, not just longer prompts. Each includes a SKILL.md, a practical template, and reference rules your team can tailor. A copy-and-paste version is included for ChatGPT and other AI tools.

Donor Stewardship

# Donor Stewardship ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - approved donor data, gift history, relationship notes, messaging guidance, ownership rules ## Your task Use the organization’s donor relationship approach to prepare a donor brief, portfolio worklist, meeting prep, acknowledgment draft, or re-engagement plan. Respect relationship ownership and never guess a donor’s wealth, motivations, or capacity. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Use the organization’s donor relationship approach to prepare a donor brief, portfolio worklist, meeting prep, acknowledgment draft, or re-engagement plan. Respect relationship ownership and never guess a donor’s wealth, motivations, or capacity. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a donor-ready work brief, with priorities, draft outreach, and a clear next step ## Human review boundary development lead approves all donor treatment and outgoing messages ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Major Gifts Preparation

# Major Gifts Preparation ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - gift history, known interests, relationship history, approved case materials, meeting details ## Your task Prepare major-gift research and meeting materials from known facts. Match relevant approved impact material to stated donor interests without inventing personal details or an ask amount. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Prepare major-gift research and meeting materials from known facts. Match relevant approved impact material to stated donor interests without inventing personal details or an ask amount. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a concise preparation brief with evidence, questions, and approved talking points ## Human review boundary gift officer and relationship owner approve every ask strategy ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Grant Development

# Grant Development ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - funder guidelines, eligibility information, approved program facts, evidence, budget range, deadline ## Your task Use a consistent grant-development process: test fit, organize the funder questions, draw only on approved evidence, and mark missing facts before writing a narrative or budget explanation. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Use a consistent grant-development process: test fit, organize the funder questions, draw only on approved evidence, and mark missing facts before writing a narrative or budget explanation. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a fit assessment or structured proposal draft with a fact-check list ## Human review boundary grants and program leads approve every claim and submission ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Grant Reporting & Compliance

# Grant Reporting & Compliance ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - grant agreement, reporting requirements, program data, financial report, prior correspondence ## Your task Match every grant requirement to available evidence and named owners. Prepare a clear report draft and deadline plan without representing compliance or submitting anything. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Match every grant requirement to available evidence and named owners. Prepare a clear report draft and deadline plan without representing compliance or submitting anything. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a reporting packet with evidence, gaps, owners, and draft answers ## Human review boundary grant owner verifies completeness and submits the final report ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Program Outcomes Reporting

# Program Outcomes Reporting ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - program goals, participant data, outcome data, data notes, consent-cleared stories, reporting period ## Your task Turn regular program data into a consistent monthly or funder-ready summary. Keep activity, outcomes, participant voice, and interpretation separate; never present incomplete data as proof of impact. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Turn regular program data into a consistent monthly or funder-ready summary. Keep activity, outcomes, participant voice, and interpretation separate; never present incomplete data as proof of impact. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a plain-language summary of activity, outcomes, limits, and open questions ## Human review boundary program leader confirms interpretation and external claims ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Community Listening

# Community Listening ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - consent-cleared survey results, listening-session notes, public data, partner feedback, staff observations ## Your task Organize feedback in a way that preserves community voice. Group themes, note who is and is not represented, and distinguish what people said from the organization’s interpretation. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Organize feedback in a way that preserves community voice. Group themes, note who is and is not represented, and distinguish what people said from the organization’s interpretation. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a theme summary with evidence, unanswered questions, and follow-up ideas ## Human review boundary program leader approves conclusions and use of quotes ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Board Materials

# Board Materials ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - agenda items, approved financials, dashboards, prior minutes, decision requests, confidential-material rules ## Your task Prepare clear board materials around decisions, discussion, information, and follow-up. Use only approved figures and protect confidential material. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Prepare clear board materials around decisions, discussion, information, and follow-up. Use only approved figures and protect confidential material. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a board-ready agenda, briefing outline, and follow-up list ## Human review boundary executive director, finance lead, and board chair approve final materials ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Nonprofit Finance & Restricted Funds

# Nonprofit Finance & Restricted Funds ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - approved financial reports, gift agreements, restriction register, budgets, transaction detail, board format ## Your task Prepare nonprofit finance work using the organization’s fund restrictions, reporting format, and approval rules. Identify questions or missing evidence; never move funds, change books, or make a release decision. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Prepare nonprofit finance work using the organization’s fund restrictions, reporting format, and approval rules. Identify questions or missing evidence; never move funds, change books, or make a release decision. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a finance review packet, restricted-fund questions, and board commentary draft ## Human review boundary finance lead decides accounting treatment, releases, payments, and compliance actions ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Volunteer Coordination

# Volunteer Coordination ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - role descriptions, availability, screening status, shift calendar, approved messages, program needs ## Your task Organize recurring volunteer coordination work. Match only on supplied data, flag coverage gaps, and prepare drafts; never make suitability or safeguarding decisions. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Organize recurring volunteer coordination work. Match only on supplied data, flag coverage gaps, and prepare drafts; never make suitability or safeguarding decisions. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a proposed coverage plan, follow-up list, and staff review questions ## Human review boundary volunteer manager approves matches, communications, and safeguarding decisions ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Impact Storytelling

# Impact Storytelling ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - consent records, interview notes, approved program facts, audience, brand guidance, publication rules ## Your task Prepare respectful stories that preserve participant voice and use documented consent. Clearly distinguish quotes, verified facts, and narrative framing; never embellish or publish without approval. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Prepare respectful stories that preserve participant voice and use documented consent. Clearly distinguish quotes, verified facts, and narrative framing; never embellish or publish without approval. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a fact-checked story brief or draft with consent and approval checklist ## Human review boundary program and communications leads approve all publication ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Data Quality & Privacy

# Data Quality & Privacy ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - CRM or program-data export, data dictionary, validation rules, privacy policy, record owners ## Your task Apply the organization’s data-quality and privacy rules. Find missing, duplicate, stale, or inconsistent records without changing them or expanding access to personal information. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Apply the organization’s data-quality and privacy rules. Find missing, duplicate, stale, or inconsistent records without changing them or expanding access to personal information. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a prioritized issue list with impact, owner, and source-level next step ## Human review boundary data owner approves all edits, merges, exports, and access changes ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

Policies, Risk & Compliance

# Policies, Risk & Compliance ## Role You are a nonprofit operations assistant. Prepare useful, evidence-based work for a named staff reviewer. Do not make commitments, publish communications, or make the final decision. ## Required input - current policies, funder requirements, governing documents, compliance calendar, owner list, approved templates ## Your task Use approved rules to prepare policy drafts, risk checklists, and compliance work plans. Cite the source and stop for specialist review whenever a legal, HR, financial, or board decision is needed. ## Working method 1. Confirm the organization, time period, owner, and source material. List missing inputs before you begin. 2. Use only the supplied or approved connected sources. Never invent facts, policy, or context. 3. Use approved rules to prepare policy drafts, risk checklists, and compliance work plans. Cite the source and stop for specialist review whenever a legal, HR, financial, or board decision is needed. 4. Separate confirmed facts from assumptions or hypotheses. Cite source names, report lines, or record IDs when available. 5. Flag exceptions by urgency, risk, and accountable owner. ## Return this format 1. Executive summary (3-5 bullets) 2. Detailed evidence and analysis 3. Exceptions, open questions, and required evidence 4. Owner, priority, and next step for each unresolved item 5. Review checkpoint: a practical draft, checklist, or calendar with source links and unresolved questions ## Human review boundary policy owner, counsel, finance lead, or board approves final decisions ## Non-negotiable guardrails - Do not change source records, send external communications, make commitments, or make a legal, financial, or policy decision. Ask for human review whenever the evidence is incomplete or the policy is unclear.

A prompt asks for a task. A Claude Skill saves the way your team handles it.

Use a prompt for a specific job. Use a Claude Skill when you want the same inputs, steps, output, and review point every time.

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Connect Your Work

AI is more useful when it can see the approved information behind the task. Start with one familiar system and keep access limited.

Easy start

Start with a limited, low-risk connection your team can test quickly.

Start With Your Documents

Platform: ChatGPT apps can bring approved document sources into the conversation
Useful for: finding approved case materials, grant files, policies, and board documents
Setup & limit: test one limited shared folder for one recurring task

Microsoft 365 Teams

Platform: ChatGPT’s SharePoint app can search files your team already has permission to use
Useful for: board packs, policies, program reports, and shared templates
Setup & limit: start with a small site or folder; Microsoft Entra approval may be required

QuickBooks Finance

Platform: QuickBooks has a Claude connector; check eligibility before relying on it
Useful for: board-finance prep, budget questions, cash, invoices, and variance explanations
Setup & limit: start with questions and report preparation; finance keeps control of books and approvals

Xero Finance

Platform: Xero has a direct, read-only connector in Claude
Useful for: profit, cash, invoices, receivables, and finance questions with links back to Xero
Setup & limit: a good low-risk first finance connection if your organization uses Xero

Restricted Funds & Board Finance

Access: no external connector is needed; use approved copies of fund agreements, finance reports, budgets, and board materials
Useful for: restricted-fund review, budget narrative, and board dashboard commentary
Setup & limit: use a read-only packet and a named finance reviewer; uploaded files are a controlled copy, not a live finance-system connection

Needs an administrator

These can be useful, but someone needs to set access and permissions first.

Donor CRM

Access: no universal direct AI connection is confirmed; use a controlled export or a vendor-approved API
Useful for: donor briefs, portfolio review, and follow-up lists
Setup & limit: this is an integration project when an API is needed; do not assume every CRM connects directly

Grant Work

Access: approved grant calendars and documents; no direct AI connection to a grant platform is confirmed here
Useful for: deadline tracking, requirement checklists, and report preparation
Setup & limit: start with calendars and approved documents; a grant-platform API is an integration project

Program & Impact Data

Access: a de-identified export from a case system, survey tool, spreadsheet, or dashboard
Useful for: outcome summaries, needs scans, and monthly reporting
Setup & limit: remove participant identifiers before upload; a live case-system connection is an integration project

Volunteer Work

Access: approved exports from volunteer platforms, shift calendars, signup forms, and role guides
Useful for: coverage planning, follow-up, and recognition preparation
Setup & limit: use a controlled export first; keep screening and suitability decisions with staff

Integration project

Plan the use case, source data, permissions, and owner before connecting.

Systems That Need a Project

Access: a vendor-supported API or governed export from Financial Edge, Sage Intacct, an enterprise CRM, warehouse, or case system
Useful for: repeat reporting and more complex cross-system work
Setup & limit: this is an integration project; plan it with the administrator or vendor and use exports while assessing access

Good to know

Useful limits and honest gaps to keep in mind before you connect anything.

What to Avoid at First

Access: do not start with broad participant, donor, or HR records
Useful for: choosing a small, controlled first test instead
Setup & limit: do not let AI send messages, change records, move funds, or submit filings without an approved workflow

Start small

Choose one system and one job. Start with limited or read-only access, then decide whether the result is worth expanding.

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Tools

Choose tools that fit the systems your organization already uses. Start with a small, useful setup before buying or connecting more software.

AI Assistants & Writing

ChatGPT Claude Gemini Microsoft Copilot Perplexity NotebookLM Jasper Grammarly

Donor CRM & Fundraising

Salesforce NPSP Bloomerang DonorPerfect Neon CRM ClassyNetwork for GoodKindful Little Green Light

Grant Management

Instrumentl GrantStationSubmittableFluxx FoundantSmartSimpleProposalHelper

Program & Impact

Apricot by BonterraEfforts to OutcomesPenelopeSurveyMonkeySocialSolutionsTableau for Nonprofits

Operations & Productivity

Monday.com Asana Slack Microsoft Teams Notion Airtable BoardEffect

No single tool = complete solution

Layer tools across your operations. Start with LLMs and your CRM, add purpose-built tools as you scale.

12 AI Agents for Nonprofit Teams

An agent is an assistant for one recurring job. It brings together the right information, follows your process, and prepares the work for someone to check.

What makes an AI agent useful

A good first agent handles one task your team already does. Give it the information it needs, tell it when to stop, and have a person check the work.

Donor Portfolio Assistant

# Donor Portfolio Assistant

## Job to be done
Help the development team focus its weekly donor work.

## When it runs
Every Monday or when new gifts and contact notes arrive.

## Approved context
Donor CRM, gift history, contact notes, assigned portfolios, approved segmentation rules.

## Operating loop
Review changes, identify donors who need attention, group actions by relationship owner, and draft a weekly plan.

## What it delivers
A prioritized worklist with donor, reason, next step, owner, and due date.

## Human owner
Development director approves priorities and all donor outreach.

## What it must never do
Never contact a donor, change a donor record, estimate wealth, or make an ask.

## How to measure it
Meetings completed, lapsed-donor follow-up, and portfolio coverage.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Grant Deadline Watcher

# Grant Deadline Watcher

## Job to be done
Keep grant deadlines, requirements, and reporting dates from slipping.

## When it runs
Daily during an active grant cycle or when a deadline is within 60 days.

## Approved context
Grant calendar, funder guidelines, proposal tracker, owner list, shared files.

## Operating loop
Check dates, required documents, current status, and blockers; draft the next-step list.

## What it delivers
A deadline dashboard with owner, requirement, status, gap, and next action.

## Human owner
Grants manager decides priorities and submits all materials.

## What it must never do
Never submit an application, certify compliance, or claim an item is complete.

## How to measure it
On-time submissions, late items prevented, and proposal cycle time.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Grant Report Coordinator

# Grant Report Coordinator

## Job to be done
Prepare a clean work packet for each funder report.

## When it runs
When a reporting period closes or a report is due within 30 days.

## Approved context
Grant agreement, funder questions, approved program data, budget report, prior reports.

## Operating loop
Match each funder question to evidence, identify gaps, and draft the report structure.

## What it delivers
A report packet with evidence, open questions, content owners, and a draft.

## Human owner
Grant owner verifies content and signs off on submission.

## What it must never do
Never submit a report, invent an outcome, or make a compliance representation.

## How to measure it
On-time reports, rework cycles, and missing-evidence rate.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Program Outcomes Assistant

# Program Outcomes Assistant

## Job to be done
Help program staff turn regular data into a useful monthly view.

## When it runs
At month-end or when a program dashboard refreshes.

## Approved context
Program goals, service data, outcome data, participant feedback, data notes.

## Operating loop
Check for missing data, summarize activity and outcomes, and list questions for program owners.

## What it delivers
A concise program dashboard commentary and data-quality worklist.

## Human owner
Program director confirms interpretation and actions.

## What it must never do
Never identify participants publicly or present an unverified result as impact.

## How to measure it
Reporting preparation time, data completeness, and open issues resolved.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Volunteer Coordination Assistant

# Volunteer Coordination Assistant

## Job to be done
Keep volunteer roles, shifts, and follow-up organized.

## When it runs
Daily during active programs or after a volunteer signup.

## Approved context
Volunteer system, availability, role requirements, screening status, shift calendar.

## Operating loop
Prepare a proposed coverage plan and list conflicts or follow-ups for the volunteer manager.

## What it delivers
A coverage report, proposed matches, and follow-up checklist.

## Human owner
Volunteer manager approves matches and communications.

## What it must never do
Never waive screening requirements, make suitability decisions, or send messages without approval.

## How to measure it
Unfilled shifts, volunteer retention, and response time.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Restricted Fund Watcher

# Restricted Fund Watcher

## Job to be done
Bring fund restrictions and potential questions to the finance team early.

## When it runs
Monthly or when a restricted-fund report refreshes.

## Approved context
Gift agreements, fund balances, transaction detail, program budgets, restriction register.

## Operating loop
Compare supplied restrictions with activity and balances, then prepare an exception list.

## What it delivers
A restriction review with supporting records, questions, owners, and deadlines.

## Human owner
Finance lead decides treatment and corrective actions.

## What it must never do
Never move funds, make a release decision, or change accounting records.

## How to measure it
Unresolved restriction questions, time to resolution, and review coverage.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Board Packet Coordinator

# Board Packet Coordinator

## Job to be done
Assemble board materials without the last-minute chase.

## When it runs
Two weeks before a board meeting and after each owner update.

## Approved context
Agenda, prior minutes, dashboards, financials, decision memos, board calendar.

## Operating loop
Track each needed item, identify missing or stale material, and prepare a draft packet.

## What it delivers
A board-packet checklist, missing-item list, and organized draft materials.

## Human owner
Executive director and board chair approve the final packet.

## What it must never do
Never distribute confidential materials or alter official minutes.

## How to measure it
On-time packet completion, missing-item rate, and staff time spent preparing.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Donor Thank-You Assistant

# Donor Thank-You Assistant

## Job to be done
Make sure every eligible gift gets a timely, accurate acknowledgment.

## When it runs
When a gift record is marked ready for acknowledgment.

## Approved context
Gift record, donor preferences, approved templates, campaign context, signatory rules.

## Operating loop
Match the record to the right approved template and prepare a draft acknowledgment for review.

## What it delivers
A reviewed queue of draft thank-you notes with source fields and exceptions.

## Human owner
Development staff approves and sends every message.

## What it must never do
Never send email or mail, expose gift details, or use unapproved language.

## How to measure it
Acknowledgment turnaround, correction rate, and donors acknowledged on time.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Community Listening Summarizer

# Community Listening Summarizer

## Job to be done
Turn community feedback into something staff can act on.

## When it runs
After a listening session, survey close, or set of partner notes.

## Approved context
Consent-cleared notes, survey results, participant feedback, public comments, facilitator notes.

## Operating loop
Group feedback by theme, preserve meaningful quotes where permitted, and identify questions that need follow-up.

## What it delivers
A theme summary, evidence list, and proposed staff discussion agenda.

## Human owner
Program leader confirms conclusions and appropriate use of quotes.

## What it must never do
Never identify a participant or treat feedback as representative without evidence.

## How to measure it
Time to summary, themes acted on, and feedback follow-through.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Compliance Calendar Assistant

# Compliance Calendar Assistant

## Job to be done
Keep routine filings, grant obligations, and renewals visible.

## When it runs
Weekly and whenever a new requirement is added.

## Approved context
Compliance calendar, grant agreements, insurance dates, governing documents, owner list.

## Operating loop
Check dates, required evidence, and owner status; flag upcoming or overdue items.

## What it delivers
A clear calendar with next 30/60/90-day actions and missing-evidence alerts.

## Human owner
Compliance owner confirms all obligations and filings.

## What it must never do
Never file, certify compliance, or interpret law or regulation.

## How to measure it
On-time compliance tasks, overdue items, and time spent chasing updates.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Impact Story Prep Assistant

# Impact Story Prep Assistant

## Job to be done
Help communications gather well-supported stories from program work.

## When it runs
When a campaign or report needs a participant story.

## Approved context
Consent records, interview notes, approved message themes, program facts, brand guide.

## Operating loop
Organize facts, quotes, and missing permissions; prepare an interview or drafting brief.

## What it delivers
A story brief with verified facts, consent status, quotes, and approval checklist.

## Human owner
Communications and program leads approve story use and publication.

## What it must never do
Never publish a story, use a quote without consent, or embellish a participant’s experience.

## How to measure it
Stories ready for review, consent completeness, and revision rate.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Nonprofit Data Quality Watcher

# Nonprofit Data Quality Watcher

## Job to be done
Catch CRM and reporting-data issues before they affect fundraising or program reports.

## When it runs
On a weekly schedule or after an import.

## Approved context
CRM export, required-field rules, duplicate rules, data dictionary, record owners.

## Operating loop
Run approved checks, quantify the problem, route records to owners, and show trends.

## What it delivers
A prioritized data-cleanup queue with issue type, affected records, owner, and next step.

## Human owner
Data owner approves all edits and deduplication.

## What it must never do
Never change records, merge people, or remove information.

## How to measure it
Duplicate rate, required-field completion, time to fix, and recurring errors.

## Operating rules
1. Use only approved sources and follow the linked accounting skill.
2. Cite source records and separate facts from hypotheses.
3. Route missing evidence, threshold breaches, and material exceptions to the human owner.
4. Keep an auditable record of trigger, inputs, output, reviewer, decision, and override.
5. Stop and ask for human review when the policy, evidence, or approval authority is unclear.

Start with one recurring task

Pick a task your team already does often. Give the agent clear inputs, a clear stop point, and a named person who reviews the output.

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AI for Fundraising & Donor Management

Use AI to prepare donor work, personalize first drafts, and keep follow-up organized. Your team owns every relationship and ask.

Donor Segmentation & Scoring

What AI does: Analyzes giving history, engagement, and demographics to score donors.
Key point: Identifies upgrade candidates, at-risk donors, and major gift prospects.

Personalized Appeal Letters

What AI does: Drafts customized appeals based on donor history and interests.
Key point: Tailors messaging, ask amounts, and impact stories per segment.

Recurring Giving Optimization

What AI does: Identifies one-time donors most likely to convert to monthly.
Key point: Tests optimal ask timing, amounts, and messaging.

Lapsed Donor Reactivation

What AI does: Predicts which lapsed donors are most likely to re-engage.
Key point: Generates personalized re-engagement sequences.

Event & Campaign Analytics

What AI does: Analyzes past campaign and event performance to optimize future efforts.
Key point: Summarizes registration, giving, and channel data for event review.

Thank-You & Stewardship Automation

What AI does: Drafts personalized thank-you letters and impact reports.
Key point: Triggers stewardship touches based on donor milestones.

Fundraising Implementation Checklist

Workflow

Pre-Implementation

Audit CRM data quality (duplicates, missing fields, outdated records)
Segment donor base by giving level, frequency, and recency
Establish baseline metrics (retention rate, avg gift, donor lifetime value)
Identify highest-impact use case for AI pilot (appeals, segmentation, stewardship)
Train development staff on AI writing tools with organization templates

Post-Implementation

Compare AI-segmented vs. manual campaign response rates
Track donor retention rate improvement monthly
Monitor appeal letter response rates (AI vs. traditional)
Review AI gift amount suggestions vs. actual giving
Collect fundraiser feedback on tool effectiveness

Controls for AI Fundraising

Donor privacy: Never upload donor PII to public AI tools. Use enterprise-grade solutions with data agreements.
Tone consistency: AI-generated appeals reviewed by development director for brand voice.
Ask amounts: AI-suggested ask amounts reviewed by gift officer before sending.
Major donors: AI assists but does not replace personal relationship management for major donors.
Compliance: All AI-generated solicitations comply with state charitable solicitation laws.
Data accuracy: AI segmentation validated against CRM data quarterly.
Opt-out respect: AI systems must honor donor communication preferences.

Top Fundraising vendors

BloomerangDonorPerfectSalesforce NPSPClassyGiveSmartNetwork for GoodNeon CRMKindful

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AI for Grant Writing & Management

Use AI to organize funder requirements and prepare drafts from approved program information. A person still checks every claim and submits the work.

Grant Prospect Research

What AI does: Scans databases to match your mission with funding opportunities.
Key point: Filters by eligibility, amount, deadline, and alignment.

AI-Assisted Grant Writing

What AI does: Drafts narrative sections, budgets, and logic models from templates.
Key point: Adapts tone and content to funder requirements.

Budget Development

What AI does: Builds grant budgets from program costs, staff allocation, and indirect rates.
Key point: Cross-checks against funder restrictions and NICRA.

Compliance & Reporting

What AI does: Tracks grant requirements, deadlines, and deliverables automatically.
Key point: Generates progress reports from program data.

Funder Relationship Tracking

What AI does: Logs funder interactions, preferences, and feedback patterns.
Key point: Suggests optimal timing for LOIs and follow-ups.

Proposal Review & Editing

What AI does: Reviews drafts for clarity, compliance with guidelines, and common pitfalls.
Key point: Checks word counts, required sections, and formatting.

Grant Management Implementation Checklist

Workflow

Pre-Implementation

Inventory all active grants, deadlines, and reporting requirements
Map current grant writing process from prospect to close-out
Establish baseline metrics (win rate, time per proposal, cost per grant dollar)
Identify highest-value grant type for AI pilot
Build template library (narratives, budgets, logic models)

Post-Implementation

Track AI-assisted win rate vs. historical average
Measure proposal writing time improvement
Monitor compliance deadline adherence rate
Review AI-drafted narratives for quality and accuracy
Collect grant writer feedback on tool effectiveness

Controls for AI Grant Writing

Accuracy: All AI-generated narratives fact-checked against program data.
Originality: AI drafts reviewed to ensure no plagiarism or recycled content.
Funder-specific: AI output must be customized to each funder's voice and requirements.
Budget validation: AI-generated budgets reviewed by finance before submission.
Confidentiality: Proprietary program data and financials not uploaded to public AI.
Version control: Track which grant version was AI-assisted for audit purposes.
Human approval: No grant submitted without program director and ED review.

Top Grant Management vendors

InstrumentlGrantStationSubmittableFluxxFoundantSmartSimpleBenevityProposalHelper

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AI for Program Delivery & Impact Measurement

Use AI to prepare program summaries and find data gaps. Program staff decide what the results mean and what to do next.

Needs Assessment & Design

What AI does: Analyzes community data, demographics, and existing research to inform program design.
Key point: Identifies service gaps and priority populations.

Participant Tracking & Case Management

What AI does: Helps track client progress, flag at-risk participants, and suggest interventions.
Key point: Automates intake forms, assessments, and follow-ups.

Impact Measurement & Evaluation

What AI does: Collects, cleans, and analyzes outcome data.
Key point: Generates logic models, theory of change diagrams, and impact dashboards.

Survey Design & Analysis

What AI does: Creates surveys aligned with program outcomes, analyzes responses with NLP.
Key point: Identifies themes and sentiment patterns in open-ended responses.

Evidence-Based Practice Matching

What AI does: Scans research databases to match programs with evidence-based interventions.
Key point: Identifies best practices from peer organizations.

Storytelling & Impact Reporting

What AI does: Generates impact reports, infographics, and stories from program data.
Key point: Creates donor-facing narratives highlighting outcomes.

Program Impact Implementation Checklist

Workflow

Pre-Implementation

Define program outcomes and KPIs clearly
Audit data collection processes and tools
Establish baseline measurements for key outcomes
Identify data gaps that prevent impact measurement
Train program staff on data entry standards

Post-Implementation

Compare AI-generated impact analysis vs. manual methods
Track data collection completion rates
Monitor outcome metric improvements
Review AI-generated impact reports for accuracy
Collect program staff feedback on tool usability

Controls for AI Program Delivery

Client privacy: Participant data must be anonymized before AI processing.
Ethical use: AI recommendations supplemented by professional judgment, never replacing it.
Bias monitoring: Regularly audit AI recommendations for demographic bias.
Data security: Client data stored in HIPAA/FERPA compliant systems as applicable.
Consent: Participants informed about AI use in service delivery.
Cultural competency: AI-generated communications reviewed for cultural appropriateness.
Reporting accuracy: All AI-generated impact claims verified against raw data.

Top Program Management vendors

Apricot by BonterraSalesforce NPSPCaseWorthyEfforts to OutcomesPenelopeClientTrackSurveyMonkeyQualtrics

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AI for Volunteer Management

Use AI to organize routine coordination work. The volunteer manager still makes the people and safeguarding decisions.

Skill-Based Matching

What AI does: Matches volunteer skills, interests, and availability to organizational needs.
Key point: Considers experience, certifications, and preferences.

Recruitment & Outreach

What AI does: Identifies potential volunteers through social media, community databases, and partner networks.
Key point: Generates targeted recruitment messages for different audiences.

Scheduling & Coordination

What AI does: Optimizes volunteer schedules across shifts, events, and programs.
Key point: Handles conflicts, swaps, and last-minute changes automatically.

Retention Prediction & Engagement

What AI does: Predicts which volunteers are at risk of disengaging based on activity patterns.
Key point: Suggests personalized re-engagement actions.

Training & Onboarding

What AI does: Creates personalized onboarding paths based on volunteer role and experience.
Key point: Generates role-specific training materials and quizzes.

Impact Tracking & Recognition

What AI does: Tracks volunteer hours, contributions, and impact automatically.
Key point: Generates personalized impact summaries for each volunteer.

Volunteer Management Implementation Checklist

Workflow

Pre-Implementation

Audit current volunteer database for accuracy and completeness
Map volunteer lifecycle from recruitment to recognition
Establish baseline metrics (retention rate, hours logged, satisfaction scores)
Identify biggest volunteer management pain point for AI pilot
Define volunteer roles and skill requirements clearly

Post-Implementation

Track volunteer matching satisfaction scores
Monitor recruitment pipeline growth
Compare scheduling efficiency vs. manual methods
Review retention rates monthly
Collect volunteer coordinator feedback

Controls for AI Volunteer Management

Background checks: AI matching does not replace required background screening.
Privacy: Volunteer personal data handled per privacy policy, never shared externally.
Accessibility: AI-powered scheduling accommodates accessibility needs and preferences.
Minors: Additional safeguards for AI systems managing youth volunteers.
Communication: AI-generated messages reviewed before mass distribution.
Data accuracy: Volunteer hours and contributions verified by supervisors.
Equity: Monitor AI matching for equitable opportunity distribution.

Top Volunteer Management vendors

Galaxy DigitalVolunteerHubBetter ImpactInitLiveBloomerang VolunteerHandsOn ConnectSignUpGeniusVolunteerLocal

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AI for Nonprofit Finance & Accounting

Use AI to prepare finance work and surface questions. Finance staff keep control of funds, approvals, and compliance.

Automated Fund Accounting

What AI does: Allocates expenses across grants, programs, and unrestricted funds automatically.
Key point: Learns patterns from historical allocations.

Grant Budget Tracking

What AI does: Monitors spending vs. grant budgets in real time.
Key point: Alerts for overspending, underspending, and deadline-driven expenditure.

Accounts Payable Automation

What AI does: Processes invoices, matches to POs, routes for approval.
Key point: Detects duplicate payments and coding errors.

Financial Forecasting

What AI does: Projects cash flow, revenue trends, and expense patterns.
Key point: Models scenarios for board planning.

Audit Preparation

What AI does: Organizes documentation, generates schedules, and flags potential audit issues.
Key point: Automates confirmations and reconciliations.

Board Financial Reporting

What AI does: Generates board-ready financial dashboards and narratives.
Key point: Translates complex fund accounting into board-friendly visuals.

Finance Implementation Checklist

Workflow

Pre-Implementation

Review chart of accounts and fund structure
Audit data quality in accounting system
Establish baseline metrics (close time, error rate, audit findings)
Identify most time-consuming manual process for AI pilot
Train finance staff on AI features in existing tools

Post-Implementation

Measure monthly close time improvement
Track allocation accuracy (AI vs. manual)
Monitor AP processing speed and error rate
Review financial forecasting accuracy quarterly
Collect finance team feedback

Controls for AI Finance

Segregation of duties: AI automation does not bypass approval workflows.
GAAP compliance: AI allocations follow ASC 958 for nonprofit accounting.
Restricted funds: AI must respect donor restrictions on fund usage.
Audit trail: All AI-processed transactions logged with timestamps.
Bank access: AI tools never given direct bank account access.
Tax compliance: AI-generated reports reviewed by CPA before filing.
Data security: Financial data encrypted and access controlled by role.

Top Finance vendors

QuickBooksSage IntacctBlackbaud FE NXTAccuFundAplosMIP Fund AccountingXeroFreshBooks

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AI for Nonprofit Operations

Use AI to take repetitive administration off the team’s plate, while staff remain responsible for decisions and communications.

Internal Communications & HR

What AI does: Drafts internal communications, policy documents, and staff handbooks.
Key point: Automates onboarding workflows and benefits administration.

Board Management & Governance

What AI does: Drafts board packets, minutes, and compliance filings.
Key point: Tracks board terms, committee assignments, and conflict-of-interest disclosures.

Marketing & Social Media

What AI does: Generates social media content, email campaigns, and website copy.
Key point: Optimizes posting schedules and audience targeting.

IT & Data Management

What AI does: Helps manage databases, clean data, and integrate systems.
Key point: Identifies duplicate records, data quality issues, and security risks.

Strategic Planning Support

What AI does: Analyzes organizational data, benchmarks, and trends to inform strategy.
Key point: Generates environmental scans, SWOT analyses, and scenario models.

Compliance & Risk Management

What AI does: Tracks regulatory requirements, filing deadlines, and policy updates.
Key point: Monitors changes in nonprofit law and tax regulations.

Operations Implementation Checklist

Workflow

Pre-Implementation

Map all repetitive admin workflows and time spent
Audit data systems and integration points
Establish baseline metrics (admin hours, communication reach, compliance adherence)
Identify most time-consuming operational task for AI pilot
Define data governance standards

Post-Implementation

Review administrative workload and output quality across departments
Track communication engagement metrics
Monitor compliance filing accuracy and timeliness
Review AI-generated content quality
Collect operations staff feedback

Controls for AI Operations

Brand voice: All AI-generated external communications reviewed by communications staff.
HR data: Employee and applicant data handled per employment law requirements.
Board confidentiality: Board materials and discussions not uploaded to public AI tools.
Compliance filings: AI-prepared filings reviewed by legal/compliance before submission.
Data governance: Clear data classification and handling policies for all AI tools.
Vendor security: AI vendor security practices reviewed before deployment.
Staff notification: Staff informed about AI use in HR and communications processes.

Top Operations vendors

Monday.comAsanaSlackMicrosoft 365 CopilotGoogle WorkspaceCanvaHootsuiteBoardEffect

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Set Up & Get Running

Start with one useful prompt. When it works, make it repeatable. Add a connection or an agent only when it helps your team do a real recurring job.

From prompt to first agent

1. Pick One Job

Choose a task your team already repeats
Use a real example that is safe to share
Name the person who checks the result

2. Start With a Prompt

Copy a relevant prompt from this playbook
Add your organization’s facts and guidelines
Keep the version that gives you useful work

3. Save It as a Skill

Add your exact inputs and steps
Define what a good output looks like
Write down the review point

4. Add a Connection or Agent

Connect one approved source
Use an agent for a recurring task only
Review results before expanding access

A good first agent: Grant Deadline Watcher

It does not write or submit a grant. It keeps the team’s deadlines, requirements, owners, and missing items visible.

Implementation Timeline

Days 1-30 Foundation

Assign AI champion (development director, program manager, or ops lead)
Pick 1 pilot use case (grant writing OR donor appeals OR daily operations)
Deploy ChatGPT/Claude to 5-8 staff with nonprofit prompt templates
Establish baseline KPIs (grant writing time, appeal response rate, admin hours)
Create AI usage guidelines (approved tools, data rules, review processes)
Run 2-week pilot; collect feedback daily
Train team on 3-5 starter prompts from this playbook

Days 31-60 Expand

Roll out to all program and development staff
Add 2nd tool (CRM AI features OR volunteer management AI)
Integrate with existing systems (CRM, email, accounting)
Measure KPI improvement vs. baseline
Build team prompt library (10-15 proven nonprofit prompts)
Brief leadership and board on pilot findings
Publish internal prompt library; run weekly sharing sessions

Days 61-90 Standardize

Add 3rd workflow (impact measurement OR finance automation)
Formalize AI usage policy with board approval
Cross-train team; knowledge not concentrated in 1 person
Create SOPs for each AI-assisted workflow
Measure total impact (hours saved, funds raised, outcomes improved)
Present results to board; plan next wave of adoption
Launch "Share Your Prompt" program for continuous improvement

Implementation Success Metrics

Goals

30-Day Targets

5-8 staff trained and actively using AI tools
Baseline KPIs established
AI usage guidelines documented
Daily feedback collected from pilot group

60-Day Targets

Full development and program team deployed
10-15 proven prompts in shared library
2nd tool integrated and live
KPI changes reviewed against the baseline

90-Day Targets

3 workflows operationalized with SOPs
AI usage policy formalized
Team cross-trained
Document reviewed outcomes, issues, and next-step decisions

Realistic pace

90 days for 3 workflows plus governance. Start with one team, prove value, then scale across the organization.

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How the Pieces Fit Together

Start with a prompt. Save the good ones as a skill. Connect the systems and files it needs. Use an agent only for recurring work your team wants to review.

1. Prompts

Try a useful task once
Get a first draft or summary
Keep the prompt that works

2. Skills

Save your team’s how-to
Add required inputs and steps
Make the output consistent

3. Connectors

Bring approved information in
Use the systems you already trust
Start with read-only access

4. AI Agents

Handle a recurring task
Prepare a work packet
Send it to the right person for review

You do not need to build everything at once

Start with one prompt or skill. Add a connection or agent when it solves a real repeat problem.

→

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Where AI Can Help a Nonprofit Team

Start with the work that keeps getting pushed to the side: first drafts, research, follow-up, summaries, and routine coordination.

Fundraising

Prepare donor briefs and appeal drafts
Spot follow-up that has gone quiet
Organize campaign and event results

Grants

Match requirements to available evidence
Prepare narrative and reporting first drafts
Track deadlines, owners, and missing inputs

Programs

Turn activity data into useful summaries
Find missing or inconsistent program data
Prepare outcome and impact-story materials

Finance & Accounting

Prepare restricted-fund and budget review work
Turn approved numbers into board commentary
Keep compliance and finance follow-up visible

Board & Operations

Prepare board packets and staff materials
Keep volunteer and compliance follow-up organized
Make routine information easier to find

Communications

Prepare impact stories and campaign drafts
Organize approved facts and audience context
Keep final voice and publication with your team

Keep staff in charge

Use AI to prepare the work. Keep donors, participants, funders, and final decisions with your team.

✓

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Privacy, Ethics & Guardrails

Simple rules for using AI responsibly with donor, participant, staff, and financial information.

Donor Privacy & Data Protection

Donor data (giving history, contact info, wealth screening) is highly sensitive. Never upload donor PII to public AI tools. Use enterprise-grade AI with data agreements. Comply with state privacy laws and organizational policies.

Ethical AI Use

Nonprofits hold special public trust. AI use must align with mission and values. Disclose AI use in grant applications when required. Consider equity implications of AI-driven decisions.

Accuracy & Transparency

AI-generated content (grants, appeals, reports) must be factual. Fact-check all claims, statistics, and impact data. Disclose AI assistance when funders or donors require it. Build review processes into all AI workflows.

What NOT to Automate

Major donor cultivation conversations. Board governance decisions. Crisis communications. Hiring and termination decisions. Program design without community input.

Equity & Inclusion

Monitor AI tools for bias in donor scoring and participant outcomes. Ensure AI doesn't exclude underserved communities from programs. Train diverse staff on AI to prevent concentration of knowledge. Review AI outputs through equity lens.

Funder Requirements

Some funders prohibit or restrict AI use in proposals. Check funder guidelines before using AI in applications. Disclose AI use proactively when policies are unclear. Keep records of AI-assisted vs. human-created content.

Financial Controls

AI tools must not bypass financial approval workflows. Automated payments require same controls as manual. AI access to financial data restricted by role. Regular audits of AI-processed transactions.

Red Flag Scenarios

AI generates fabricated statistics in a grant → verify all data. Donor scoring systematically excludes a demographic → audit for bias. AI-written appeal sounds generic → personalize and review. Staff bypassing review process → enforce governance policy.

Governance Checklist

Strategy

Draft AI usage policy aligned with mission and values
Classify data by sensitivity (donor PII, financials, program data)
Create AI approval process for external communications
Define human review requirements by content type
Establish AI training requirements for all staff

Execution

Train all staff on responsible AI use
Monitor AI outputs for accuracy monthly
Audit donor scoring for equity and bias quarterly
Track funder disclosure requirements
Log AI tool usage for compliance records

Golden rule

If a donor, funder, or regulator would question how something was created, document the AI's role clearly.

Sections

Start Here Prompts Skills Connect Your Work Tools Agents

Set Up & Get Running

Start With Your Role

100 AI Prompts for Nonprofit Teams

12 Claude-Ready Nonprofit Skills

Connect Your Work

Easy start

Needs an administrator

Integration project

Good to know

Tools

AI Assistants & Writing

Donor CRM & Fundraising

Grant Management

Email & Marketing

Volunteer Management

Finance & Accounting

Program & Impact

Operations & Productivity

12 AI Agents for Nonprofit Teams

AI for Fundraising & Donor Management

Fundraising Implementation Checklist

Pre-Implementation

Post-Implementation

AI for Grant Writing & Management

Grant Management Implementation Checklist

Pre-Implementation

Post-Implementation

AI for Program Delivery & Impact Measurement

Program Impact Implementation Checklist

Pre-Implementation

Post-Implementation

AI for Volunteer Management

Volunteer Management Implementation Checklist

Pre-Implementation

Post-Implementation

AI for Nonprofit Finance & Accounting

Finance Implementation Checklist

Pre-Implementation

Post-Implementation

AI for Nonprofit Operations

Operations Implementation Checklist

Pre-Implementation

Post-Implementation

Set Up & Get Running

From prompt to first agent

Days 1-30 Foundation

Days 31-60 Expand

Days 61-90 Standardize

Implementation Success Metrics

30-Day Targets

60-Day Targets

90-Day Targets

How the Pieces Fit Together

Where AI Can Help a Nonprofit Team

Privacy, Ethics & Guardrails

Governance Checklist

Strategy

Execution