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2024 promises to be a momentous year for democracy—locally, nationally, and globally. Over 4 billion people are living in countries with major elections this year. In the United States, we will also face familiar but obstinate challenges, including the dearth of local news and youth disaffection with voting and institutions. We will also face challenges that are new in this digital era, namely disinformation turbocharged by generative AI that has enormous power to deceive voters, undermine trust, and destabilize our information ecosystems.
A family philanthropy has a much better chance of success if there is an intentional culture that values continuous improvement, feedback and professional development, and an integrated approach of learning and assessment across governance, philanthropic strategy, succession, and more. The assessment process asks organizations to evaluate their philanthropic purpose, governance, team, accountability, finances, and family—to answer how you can continually keep people engaged and excited about this work, and improve on what already exists. This webinar will explore how board and staff can create a learning culture within the philanthropy, different tools to assess the organization internally, and strategies to build assessment and feedback into all facets of the work.
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.
NCG member the William and Flora Hewlett Foundation announced yesterday that Emiko Ono has been named the new Program Director of its Performing Arts Program. Emiko has been a sharp and engaging member of NCG's Arts Loan Fund Steering Committee since 2011. Join us in congratulating her on the new role!
There is a range of vehicles available to engage the whole family in philanthropy—each vehicle is a tool in your philanthropy toolbox that allows you to reach individual or collective goals through different approaches. Giving families are increasingly using a variety of vehicles in concert with one another to advance their social impact strategies. A single philanthropic family could use a donor-advised fund for their youth philanthropy programs, a family foundation for collective grantmaking, and pilot a 501(c)(4) with their next generation family members who are interested in advocacy work. In this webinar, understand the different motivations for using multiple vehicles, how to connect the purpose behind your giving to your vehicle structures, their pros and cons, and how to create the most useful structure for your philanthropic goals.
Our staff from the Healthcare Foundation Northern Sonoma County joined NCG’s 2023 Power Building cohort to learn how to be better advocates for policy changes on behalf of our grantees and their clients. Our goals were to learn more about IRS rules governing public charity C3s doing C4 and C4-aligned funding, and to bring what we learn to our many nonprofit colleagues in Sonoma County who are hungry to engage in more advocacy, but unclear on how to move forward. There are roughly 3,000 nonprofits in Sonoma County. We believe that only by aligning and harnessing our collective resources around key issues that affect our most marginalized residents can we, as a sector, build the power necessary for real change.