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When we announced a few years ago that NCG would be taking up racial equity as a central part of our work we received praise, and we also encountered some skepticism. Many cautioned us that everyone seemed to be “getting into equity” and that we’d better be sure we had something distinct to add. We have taken that to heart.
To ensure economic securityfor Californians, our public safety net needs to evolve, and that means getting serious about unrestricted cash support at the state level.During this legislative cycle, there are many proposals to provide groups of Californians with direct cash supports. From tax credit proposals to reforms in safety net programs, there are critical policy levers California can and should implement now so that all Californians can have the resources needed to live and thrive in the Golden State.
At this year’s Corporate Philanthropy Institute, we’ll explore what it means to create a new pathway and build new standards. We’ll highlight the pressures (both external and internal), offer context under which we’re doing our work today, share replicable strategies, provide tools for you to take back home to your company, and most importantly, offer space to be with others in the field wrestling with and seeking answers.
One of the things I love about being President of NCG is how powerfully I am reminded of the privilege and responsibility of the position. Leading the organization whose charge it is to strengthen philanthropic practice in Northern California has never had more meaning than it does today.
NCG is excited to announce Kirin Kumar (he/him) as its Director for Climate and Disaster Resilience. As a part of the Strategic Initiatives team, Kirin is an integral member of Philanthropy California’s disaster response team.
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.