You can find event resources, photos, and news related to the 2022 Corporate Philanthropy Institute here.
Join us for this lively discussion with new and former CEOs about leadership, change, philosophy, and impact.
Funding Strategies to Accelerate Power-building Cohort is a new offering within NCG's Communities of Practice. This cohort is a 4-part learning and collaboration series that will help philanthropic grantmakers sharpen their power-building strategies by engaging in 501c(4) funding and complementary 501c(3) funding. A core premise is that these types of grantmaking strategies (which NCG calls “c4- aligned funding”) can accelerate movement building and systems-change goals, strengthen our democracy, and advance racial equity.
When I started at Hirsch Philanthropy Partners, I had a few impressions. First, I was sensing a desire for big change in Bay Area philanthropy that I couldn’t quite put my finger on. I was engaging in conversations about race, power and decision making, which were the kinds of conversations I was having previously in the nonprofit space. I also discovered that several Bay Area grantmakers were already doing grantmaking differently, bringing diverse communities closer to the center of their work and challenging power dynamics. It felt like a ripe time for change.
NCG’s membership is made up of grantmaking organizations, government agencies, philanthropic partner organizations and individual consultants, donor advisors and donors. We have over 200 organizations in our membership, representing $3.5 billion of funding in Northern California.
I’ll be the first to acknowledge that I’ve arrived as NCG’s CEO on the shoulders of many others that came before me. Two of the strongest shoulders belong to my first professional mentor and a heavyweight in philanthropic circles, Joe Brooks. During my seventeen years as a work partner and friend at The San Francisco Foundation and then PolicyLink, I learned more from him than I could ever adequately describe. He had a habit of saying things that were increasingly profound the more you thought about them. One of those sayings was, “how much do you need to know to act?”, often dropped in a setting surrounded by other foundation colleagues where he was about to propose bold action to engage some of the Bay Area’s most vexing social challenges