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Investing in youth to successfully navigate their recovery from the harms of COVID-19 is a key principle of NCG’s Equitable Recovery Framework. This summer, Northern California Grantmakers began supporting the work of the Generational Recovery Fund (GRF), a pooled fund dedicated to the recovery of Bay Area youth, with a focus on supporting Black, Indigenous, and People of Color youth.
Although the missions, strategies, and goals of our foundations are different, we share the belief that the grant application process should be simpler, and it is our responsibility as funders to reduce the burdens we place on grantseekers wherever we can. That is what our newly launched Common Application for the Arts is all about.
Learn more about the Advisory Group for the Bay Area Homelessness Funders Network here.
Midterm elections provide voters the opportunity to assess and signal if the current presidential administration, federal elected officials, and local elected leaders are meeting their needs. This November, California voters will have the opportunity to cast their votes and determine the make-up of the Senate and House through the next presidential election in 2024. All eligible California voters will receive an election guide and a mail-in ballot. Vote-by-mail ballots can be filled out and mailed or can be taken to a local dropbox. For voters that prefer to vote in-person, they can drop their completed ballot or complete the ballot in-person at polling stations found in communities across California.
RISING LEADERS COHORT
NCG's Rising Leaders Cohort is a unique opportunity to focus on your leadership journey within philanthropy and build the skills that will take you to the next level.
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.