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Our delegation had wrapped up a full day of meetings with congressional and agency staffers where we elevated some of the most pressing issues facing our state: housing and economic security, climate and disaster resiliency, nonprofit resiliency, and democracy and civic engagement.
The COVID-19 vaccine will help keep communities healthy and safe and holds promise to bring an end to the pandemic that has had the most severe impacts on Black, Latinx, Indigenous, AAPI, immigrant, and low-income people. Systemic racism created the conditions that put people of color at greater risk of contracting COVID-19 and experiencing more severe health outcomes, and despite this urgency, California’s vaccination effort so far has fallen short of equity goals. We must reach and authentically engage local communities to remove barriers to access and address concerns to increase vaccine acceptance.
We're thrilled to share that we are expanding NCG's capacity around climate and disaster resilience. Katie Oran (she/her) has joined NCG as its first-ever Climate and Disaster Resilience Fellow playing a central role in supporting the development of regional and statewide strategies. Katie brings experience in climate adaption, disaster response, land use planning, climate justice organizing, and wildfire mitigation.
This is a governance moment. We can master governing for all people by bringing a racial equity consciousness to every aspect of how government does business. We have an unprecedented opportunity to strengthen our democracy by fully activating our multiracial population and building a nation where everyone participates, prospers, and reaches their full potential.
Three weeks ago, the two of us stepped into our new roles as acting Co-CEOs of Northern California Grantmakers. That was the same day the world learned we would need vigorous hand-washing and distance to protect each other and everyone in our community from a new rapidly spreading virus. A most unusual start in our roles. But, then again, these are most unusual times.
When I started at NCG early in 2015 I spent a lot of time listening. Like, a LOT. During close to 200 meetings in my first year, I sought to learn what was strong about our work, what members of our community wanted more (and less) of from NCG, and – perhaps most importantly – what folks needed to increase their impact and to remain connected to their sense of purpose, their agency, and their community of colleagues. The guidance I received was remarkable in its continuity – and in its vehemence.
When I started at NCG early in 2015 I spent a lot of time listening. Like, a LOT. During close to 200 meetings in my first year, I sought to learn what was strong about our work, what members of our community wanted more (and less) of from NCG, and – perhaps most importantly – what folks needed to increase their impact and to remain connected to their sense of purpose, their agency, and their community of colleagues. The guidance I received was remarkable in its continuity – and in its vehemence.