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This is a governance moment. We can master governing for all people by bringing a racial equity consciousness to every aspect of how government does business. We have an unprecedented opportunity to strengthen our democracy by fully activating our multiracial population and building a nation where everyone participates, prospers, and reaches their full potential.
Confronting and transforming the devastating harm of a planet in crisis along with the ongoing reckoning of persistent deep inequities stands as The Work of our time. Many of us feel a blend of overwhelm, unknowing, and grief - perhaps even guilt and anxiety - that may drive paralysis.
Leveraging the unique perspectives, energy, and visions of young people can transform philanthropy into a more powerful force for change. Across California, funders are stepping out of their traditional roles to deconstruct the power dynamics that exist in philanthropy and utilize participatory approaches that bring together young people and funders to make decisions on grants. As we reimagine what grantmaking can be, learning directly from young people and those involved in the work is crucial in
being able to contribute to the landscape constructively. It informs funders what the vast needs of the ecosystem are and how their work can contribute.
NCG's Sarah Frankfurth chatted with Pui Ling Tam and Chrissy Sa about the Fund and lessons learned. tam Pui Ling Tam led the initial funder organizing to launch the Generational Recovery Fund, and Chrissy Sa and Pui Ling Tam served as Advisory Group Members throughout the life of the Fund. Watch and read more about the experience of leaders and youth participants from the fund below.
Our delegation had wrapped up a full day of meetings with congressional and agency staffers where we elevated some of the most pressing issues facing our state: housing and economic security, climate and disaster resiliency, nonprofit resiliency, and democracy and civic engagement.
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.
Why does philanthropy change its focus and strategy so often, and on time frames that are unrealistic for minor victories let alone systemic change?