You have programming and you have people who care. What you do not have is infrastructure — and you may be losing money on operations that should be funding themselves. The gap is almost never desire.
The job needs someone who can teach a 3D printer to a room of teachers, run forty middle schoolers, and represent you to a funder. Posted at a technician’s rate, it stays open.
A scheduling tool, a mailing list, a spreadsheet, a folder of forms, and someone holding it together by memory. When that person is out, the organization is out.
Each event starts at zero. No reusable curriculum, no trained bench, no captured data, no story. Effort goes in and nothing accumulates into the next application.
The method does not change by sector. Diagnose, prescribe, provision, install, run the first cycle, hand over. What changes is who signs, what the paper is, what counts as success, and which calendar we plan around.
| Who buys | Executive director or program director |
| Who signs | Executive director or board chair |
| The paper | MOU, or a financial collaboration agreement where funding is shared |
| Success metric | Participants served, capacity retained, and sustainability after handover |
| Evidence package | Participant outcomes formatted for funder reporting |
| Calendar anchor | Your grant cycle and program season |
Six organizations installed together at $1,800 each: four virtual working sessions, one shared build day, then an Ambassador Day of your own — plus five peers solving the same problem in the same months.
Every tier includes everything below it, so moving up costs the difference rather than starting over. Rates and criteria are published and nothing is negotiated.
Two engagements, what each one demonstrates, and the reporting you would receive.