“Fake rules” are rampant.
Glen Galaich from Stupski Foundation used this term to describe the arbitrary requirements that donor organizations often create in internal processes and impose on grantees. Fake rules first came up related to the ultimate authority that boards typically have over grantmaking decisions. Boards rarely reject proposed grants, yet countless hours are spent on board books for inevitable “ayes” at the meeting. Do the bylaws require this, or is this a fake rule that organizations can break and replace with better ones? More fake rules emerged around applications, reporting, legal reviews, grant agreements, organizational hierarchies, and indirect costs. We can’t wait to dismantle our fake rules and help our clients do the same.
Bring decision makers along in the learning journey.
In PEAK’s theme of reimagining, an infinite number of recommendations were made on how to streamline grant processes. This frequently raised the question of how to get buy-in for changes from organizational higher ups who weren’t in the room and might not necessarily understand the issues or reasons for change. At the end of the day, while time may be an issue for some, decision makers likely want to be engaged in conversations about how the organization can work better. Taking CEOs, Trustees, or Board Members on a learning journey about best practices alongside staff so that everyone is arriving at the same conclusion at the same time can be a valuable way to garner buy-in for organizational shifts and deepen engagement with these decision makers at the same time.
Align values with practices and remember that culture cannot be dictated.
Tying values to practices is one of PEAK’s core grantmaking principles, which suggests that the internal values of a funder should be reflected in their external practices. Upholding this principle takes concerted effort at all levels of an organization and is not easy. Leaders may speak about organization values and culture, but culture is democratic and is created through the sum of its parts, not top down. At Geneva Global, we co-created Community Agreements which codify how we work together. Being reminded that culture requires active participation at all levels makes us grateful to have this agreement on how we work together, but also humbles us that creating culture is work that is never done.
Time to face it: AI is here!
Generative Artificial Intelligence is one of the most powerful emerging tools in technology. It can streamline processes and improve efficiency and equity in grantmaking. AI can do countless administrative tasks like taking notes, summarizing reports, analyzing data, drafting materials, and more. Given how new yet powerful the tool is, creating an AI strategy and framework for individual, organizational, and mission use is a good first step towards incorporating AI at your organization. Whether your organization is ready or not, AI is here to stay. Your organization can be prepared for the growth of AI by developing organizational policies around AI use that maximize impact while minimizing risk.
We are so grateful to have had the experience of attending PEAK, learning about best practices, and meeting fellow grants management practitioners. We’re looking forward to PEAK2025 in New Orleans!
