Instructions to Upload your Report
Login to your account at www.Commongrantapplication.com and click on "Submit Reports (or Pending Ack)" from the dashboard
Click on the blue button "Review Reports" next to the application number
Review the report requirements and guidelines
Click on Change Report Status button, on the right hand menu, to upload your report
Kitsap Community Foundation's (KCF) standard grant reporting form is simple, to minimize the reporting burden on the grantee. Our hope is that grantees will use their results as much for their own benefit as for ours, to help guide their decision making and future use of resources in connection with their program.
We understand that not all grant-funded programs begin when expected. And we understand that unanticipated events may interfere with a grantee's progress. We know that sometimes projects fail. When a project does veer from its original timeline or goals, we are interested in how the grantee responded to setbacks and what was learned. Please do not delay submission of your report for fear of our reaction to a project being behind or having more modest results than anticipated. Also, please feel free to contact us with any questions. We can delay a reporting due date if the situation calls for it, or extend the project period.
To begin to successfully evaluate a project or program, we suggest that you carefully collect and evaluate data that will help you make better decisions in the future. A report should include documenting the impact on clients or the community, or analyzing the efficiency of a service program's delivery method. Don't report what you think should be happening, but verify your outcomes and the project's performance. Produce data that can be used for public relations and promoting services in the community. Present valid comparisons between programs to decide which should be discontinued, retained, or duplicated. Note that if you plan to include in your evaluation the focus and reporting of personal information about customers or clients participating in the evaluation, then you should first gain their consent to do so.
Your report should communicate in a way that is both acceptable and intelligible to its readers. Careful choice of words can enable you to convey many subtleties of meaning. Strive for conciseness, while containing all the essential details. The best way to achieve clarity in your writing is to allow some time to elapse between the first draft and its revision.
Although KCF's expectations regarding grant reporting are modest, we do encourage non-profits to become familiar with evaluation tools and methodologies. Programs that can demonstrate positive impact are much more likely to secure funding from community members and foundations.
Grant evaluation has its own vocabulary. Below are some of the more common terms.
Program strategies and activities that have been shown to work elsewhere, preferably through professional evaluation results.
A research-based interim measurement that shows progress toward the goal, but not the actual goal itself; for example, the ability to read by the end of third grade is an indicator of future school success.
A graphic that reflects the theory and assumptions behind a program and the relationships among resources, activities and goals. Usually a logic model encompasses (from left to right) inputs, outputs and outcomes, and describes assumptions and external factors.
The results of outputs; the impact of the ways in which a program's activities led to the larger social change sought by the organization undertaking the activities; for example, reduction in the teen pregnancy rate.
The products or activities that an organization or project "produces;" for example, number of classes held, number of volunteer hours, etc.
The overall aims of a program.
The methods or strategies a program will use to achieve its goals.
Evaluation methods that describe change but do not necessarily measure it; for example, interviews,
case studies, etc.
Evaluation methods that count processes or changes; for example, numbers served, percentage increase in knowledge, etc.
Development of a road map to help an organization effect change. Planners begin with a long-term goal and work their way backward, step by step, to intermediate goals then early-term changes that would be required to cause the desired long-term change. Planners must articulate their assumptions at each step and define expected outcomes clearly.