Nonprofits
AI, Adopted with Intention
How a mission-driven foundation brought Generative AI into its workflows without compromising trust
Background
A foundation that treats technology the way it treats philanthropy
The Jerome L. Greene Foundation invests in the arts, education, medicine, and social justice across New York City. It does that work with a lean team, a large endowment, and a great deal of sensitive information about grantees, donors, and community partners.
By 2025, AI was everywhere the Foundation looked — in the tools it already used, in the headlines, and in every sector it touched. Staff had begun experimenting on their own. But for an organization built on trust, the question was never simply whether to use AI. It was how to use it in a way that honored the confidence placed in the Foundation. Working with Macktez, its longtime technology partner, JLGF set out to answer that question deliberately.
The Challenge
Scattered experimentation, and no guardrails
The Foundation's day-to-day work runs on meetings, email, and document-heavy report review — exactly the kind of work Generative AI can accelerate. But the team's early experimentation was scattershot: unsupervised, inconsistent, and without any way to tell what was actually helping.
What was missing wasn't enthusiasm. It was structure. The Foundation needed a clear set of "safe to use" guidelines, repeatable workflows for its highest-value tasks, a way to measure time actually saved, and confidence that its tools were configured correctly for privacy and internal governance. Above all, it needed an approach that fit a small, non-technical team stewarding significant assets — one that added capability without adding risk.
The Solution
Governance first, tools second
Macktez began with a structured two-week assessment, mapping the Foundation's existing ecosystem — Google Workspace, Microsoft 365, Salesforce, DocuSign — to find where AI capability already existed, where the gaps were, and where the highest-impact, lowest-risk opportunities sat. Before any tool was piloted, we established the guardrails that would govern all AI use:
- Data stays internal. Tools including Gemini in Google Workspace were configured so that organizational inputs are never used to train external models. Grantee reports, board materials, and donor information remain entirely within the Foundation's control.
- Humans remain the authors. Every AI output is treated as a first draft requiring human review. Nothing is finalized or sent externally without deliberate staff approval. AI assists; it does not decide.
- Access is earned, not assumed. AI features respect existing permission structures — meeting summaries, for example, are stored in secure internal locations available only to those who would ordinarily have access.
With the guardrails in place, we launched four pilots — each chosen because it solved a documented, daily friction, not because it made an impressive demo:
- Meeting intelligence — Zoom AI generating consistent meeting summaries and action items, cutting the time staff spend reconstructing who committed to what
- Drafting assistance — Gemini producing first drafts of routine correspondence like grant acknowledgments and reminders, giving staff a clean starting point to refine in their own voice
- Knowledge retrieval — Gemini's "Ask this folder" letting staff query curated internal document collections and get answers sourced directly from the Foundation's own materials
- Desk research and synthesis — AI-assisted research across the Foundation's core funding areas, supporting richer thematic analysis without hours of manual work
Each pilot was measured against clear benchmarks over a 30-day window, with a simple expectation: demonstrate concrete value before expanding. To support adoption, Macktez provided a plain-language "Do/Don't" guide, per-workflow cheat sheets, and a lightweight tracker for time saved — then built a 90-day roadmap for measured, intentional growth rather than a sprint toward adoption.
Outcomes
What we delivered.
- Meaningful time savings across recurring work — roughly 4–6 hours per week each on meeting follow-ups, routine email drafting, and multi-document review
- Greater consistency — standardized notes, drafts, and summaries reduced rework and improved internal alignment
- Strong governance — usage stayed internal and controlled through folder permissions, internal sharing rules, and human-in-the-loop review
- A repeatable framework — the Foundation finished the engagement with workflows, templates, and guides it could keep using immediately
- A roadmap matched to real capacity — advanced autonomous agents were deliberately left off the table in favor of what the team could genuinely absorb and benefit from
Adopt AI With Guardrails
Thinking about AI, but worried about doing it right?
We help mission-driven organizations adopt AI the way they'd adopt any serious commitment — with governance first, real problems targeted, and impact measured before anything scales. Let's talk about where AI actually fits in your work.
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To adopt AI with governance first and real problems targeted, these are where to begin:
For the concepts behind this engagement, see our University guides on AI, least privilege, and directory services:
More AI and governance work in action: