Effective grantmaking organizations deliberately connect the “how” of grantmaking to strategy and impact. In these organizations, the practices, processes, and systems that get money out the door to support important work in communities are informed, assessed, and strengthened using timely data about grantmaking effectiveness. In these organizations, thoughtful conversations about how to make grants most effectively are everyone’s business: programs, operations, finance, and executive staff work together to analyze and improve grantmaking practice.
In this issue of PEAK Insight Journal, articles focus on how reporting can lead to greater results. Too often, funders are missing the connections, lessons, and relationships that grant reporting could and should be making. Reporting is often our field’s first (and sometimes only) opportunity to explore the space between what we hoped for and what actually happened. Reviewing and responding to a grant report can be a critical part of an ongoing conversation between a grantmaker and its nonprofit partners. Reporting can be designed and deployed to benefit the shared work of the funder and grantee.
Grants Management Professional Competency Model: A set of competencies that describe what a grants manager must know and be able to do to be successful in the grants management role. PEAK Grantmaking’s Grants Management Professional Competency Model defines the professional knowledge, skills, and abilities expected of grants management professionals, regardless of their area of specialization, the size of their organization, or their role within the field. By identifying both the functional responsibilities and the knowledge needed for success in every area of grants management, the competencies provide a comprehensive look at the profession. This Model offers everyone working in grants Read more
In this issue of PEAK Insight Journal, we look at the rise of intermediaries and their increasing influence in philanthropy. Intermediaries, sometimes called regranters, are not new to philanthropy, but their use and utility are a topic of much discussion these days. At their core, intermediaries connect the dots between donors and grantees, managing the grantmaking process with expertise gained from thousands of similar transactions. We highlight ways in which intermediaries afford donors the flexibility and capacity to more quickly respond to events and to use more tools to match capital to needs on the ground.
When funders develop new grantmaking strategies, they should dedicate time and resources to understanding the needs of the issue or population they want to help, identifying best practices and models that are already demonstrating success, and finding the right partners to help them succeed. Putnam Consulting Group gives six steps to successful funding.
A Measured Approach. For purpose-driven organizations, data means more than just numbers and graphs–it is about understanding what more you can do to change lives and strengthen communities. The Data Playbook provides the building blocks you need to put data to work for your mission.
Author: The Charles and Lynn Schusterman Foundation
This publication seeks to provide inspiration and early proof of concept regarding innovative practices at every stage of the grantmaking process. The examples and lessons included can act as suggested guidelines for future research and experimentation around more openly and effectively providing access to public money.
The philanthropy programme at the Hewlett Foundation is changing. Fay Twersky, director of its Effective Philanthropy Group, tells Caroline Hartnell how and why. She talks about Hewlett’s new emphasis on ‘two-way openness’ and collaboration and the need to create incentives to encourage foundations and grantees to be more open. Finally, she offers her views on ‘emergent philanthropy’ and effective altruism.
Technology Affinity Group (TAG) commissioned us for this report on how foundations use dashboards, which combines insights from conversations with 10 different foundations–including previous research on methods for thinking about data-based decision making–to offer a step-by-step process to design and create your own dashboard. To help you learn from the experiences of those foundations that have gone before you, we also included eight detailed case studies of foundations that have created their own dashboards and what into the design and implementation process.
Course covers: Grantees that do and do not require expenditure responsibility How it is exercised (pre-grant inquiries, grant agreements, separate accounts, reports, IRS) How to handle complicating issues (grants with subgrants, grants to private foundations, grants for capital expenditures, grants that support advocacy)