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We recently lost a powerhouse in our field. Gwen Walden was the Senior Managing Director at Arabella Advisors' San Francisco office. She had a long history in our community and sector serving on the Boards of the East Bay Community Foundation, the Surdna Foundation, and the Breast Cancer Fund.
In response to the Trump Administration’s memorandum to remove undocumented immigrants from the 2020 Census apportionment count, Grantmakers Concerned with Immigrants and Refugees (GCIR) and Philanthropy California issued the following statement:
Recently, Dwayne Marsh, CEO of Northern California Grantmakers, and I were reflecting on how many foundations in our memberships are looking to change direction and move toward racial equity. In an ice-bucket-style challenge, Dwayne posted his thoughts and then tagged me with the question, “How best does philanthropy choose courage in the face of the unprecedented complexity the moment offers?"
With the 2024 election upon us, we see the Valley made more vulnerable in a democracy hanging by a thread for the very same people that make the Valley a dynamic place. To give visibility to the multiracial richness and need for active civic engagement, the James B. McClatchy Foundation is ensuring the Central Valley is seen by fortifying the pillars of local journalism and democracy, particularly as we immerse ourselves "all in" during this election year.
I connected with Tanir Ami, CEO of the CARESTAR Foundation, and Michael Heil, Board Chair, during the final week of NCG’s learning series Unconscious Whiteness for Board Members & Trustees, where a cohort of 15 white-identifying board members and trustees came together to learn. We discussed their motivation for participating, the challenges and opportunities CARESTAR has encountered in attempting to center racial equity, and what’s next in manifesting their commitment. The conversation has been edited for brevity.
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.