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In this second session of the Foundations of Racial Equity Series, we explore racial capitalism, which describes the current economic system of extracting social and economic value from people of color. Racial capitalism is based on the theft, exclusion and exploitation of the land, labor, and capital of people of color. Philanthropy—as a social, political, and economic strategy of society’s wealthiest people, mostly white men, and institutions that “do good” while moving wealth without tax exposure— upholds racial capitalism.
The NCG Funders for Climate Equity network is a collaboration with Smart Growth California and the League of California Community Foundations. We invite funders who are interested in or are already funding at the intersection of climate justice and resilience to join us and to share and provide input as we collectively learn and take action on critical climate justice challenges and opportunities. Discussion topics in the group will focus on intersectional issues relating to climate justice, as well as philanthropic and community-based practices and trends relevant to northern California’s 48-county region. We also welcome topical and tactical feedback from funders as we improve this group.
And as we celebrate Juneteenth on June 19, we know that autonomy and sovereignty are essential to building Black power.
Anti-Black racism and white supremacy are embedded in philanthropy and in our institutions, often invisible to the majority of us, even as we work with intention towards equity and justice. As change agents within philanthropy, we are stretching to become our best selves, rise to the moment, and progress toward racial equity.
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.