Growing Home


Award Year:
2018
Investment Term: 2018-21
Investment Type:
Grant
Investment Amount:
$200,000
Outcome Area:

Growing Home


Investee Background

Although Adams County has the highest number of children under age 5 in the state per capita, it was ranked near the bottom in child well-being index by the Kids Count in Colorado 2016 report. Growing Home offers the county’s low-income residents two-generation programs that nurture children, strengthen families and create community with intensive supports to overcome immediate and long-term obstacles. Having celebrated its 20th anniversary and concluded a three-year strategic plan in 2018, Growing Home is using this capacity-building investment to underwrite a new strategic plan and address long-standing structural issues that have prevented it from becoming more effective and adaptable to the dynamic needs of families seeking support.

Why We Invested

Despite exponential population growth that has been driven by Denver’s rising rents, Adams County’s median household income is much lower than the surrounding metro region and it lacks a robust network of health and human service providers to support struggling families. Growing Home fills a major gap in the support services local families need to build long-term stability and avoid homelessness. Our capacity-building investment helps Growing Home improve performance by implementing an organization-wide evaluation model to measure the impact of its services; updating its communications platform to effectively articulate its impact to stakeholders; and developing its organizational infrastructure to ensure it meets its mission and effectively delivers services. Paired with our investment to strengthen the nonprofit sector through Mile High United Way, this investment will help us learn about the critical elements and approaches needed for effective organizational capacity building.

Expected Impact

At the end of the one-year grant term, Growing Home expects to enhance immediate and long-term family stabilization for its participants. In particular, leadership and staff will be able to measure and communicate their impact while staying current with technologies and processes that allow the organization to succeed for years to come. As part of our larger strategy to invest in a network of two-generation organizations working toward a common agenda centered around family economic security, we expect to discover then fill gaps in service that yield significant economic and social returns for participating families and their communities.