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In XX, we closed our ‘open’ grants 
programme and gave staff more developmental and proactive roles in resourcing and working alongside activity which furthered our mission.

 

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Whilst a networked, staff-driven resourcing approach opened up some doors, it closed others. Though we knew our old approach wasn’t truly ‘open’, what replaced it was even less so, in traditional terms of access. Without clearly advertised ‘criteria’ or ‘application guidelines’, it was difficult for people who didn’t’ already know us to establish the foundations of a relationship with a funder. This meant the grantee network could be a special and valuable community to those inside it, but seem cliquey and inaccessible to

Whilst a networked, staff-driven resourcing approach opened up some doors, it closed others. Though we knew our old approach wasn’t truly ‘open’, what replaced it was even less so, in traditional terms of access. Without clearly advertised ‘criteria’ or ‘application guidelines’, it was difficult for people who didn’t’ already know us to establish the foundations of a relationship with a funder. This meant the grantee network could be a special and valuable community to those inside it, but seem cliquey and inaccessible to

Whilst a networked, staff-driven resourcing approach opened up some doors, it closed others. Though we knew our old approach wasn’t truly ‘open’, what replaced it was even less so, in traditional terms of access. Without clearly advertised ‘criteria’ or ‘application guidelines’, it was difficult for people who didn’t’ already know us to establish the foundations of a relationship with a funder. This meant the grantee network could be a special and valuable community to those inside it, but seem cliquey and inaccessible to