Grants managers are perfectly positioned to help their foundations use data more effectively for decision making. I've found that taking initiative on this front has allowed me to contribute more meaningfully to the big-picture work we are doing and provide a valuable service to colleagues, board, and grantees along the way.
It has taken time for both the foundation and grantees to orient interactions with Bush toward learning, not in place of accountability but with an equal emphasis on candor, reflection and learning.
When change is done WELL (Well-intentioned; carefully Executed; aptly Lead; and all-Lifting), it fosters creativity to problem solve and innovate and spurs organizational growth and learning.
As foundations adapt and expand grants management – while preserving critical aspects of its traditional function – a number of foundations have created successful structures to scaffold a shift in the role.
We believe funders aren’t doing all they can unless they value effective practice as integral to strategy and take concrete steps to make grantmaking practice — and grants management — everyone’s business.