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If not… we’ll do another entire piece on that process. If you have those connections, now is the time to engage them. The reason you hear people say repeatedly that those closest to the problem have sharpest insight on the necessary solutions is because it is true. The boldness collaboratory for social trust driver#Making this the driver of our investments, partnerships, policy initiatives, and community building greatly enhances the potential to re-engage populations long disconnected from mainstream society.īuild meaningful relationships with community. The first step in rebuilding communities devastated by pandemic, economic, and social disruption is recognizing that the systems we had before were not serving all populations adequately, and that a sharper vision for our society is essential.Ĭommit to an equitable recovery. It is particularly important to recognize structural barriers that inhibit the ability of people of color from participating fully in our economy and society when those systems are under assault.Īcknowledge insufficiency of the status quo. The boldness collaboratory for social trust how to#We all have the capacity to take powerful actions that can help our communities weather the multiple crises they currently face – the question is do we all have the will? We have seen several foundations model bold behavior during the pandemic, but they represent the leading edge of a curve that needs to bend strongly toward more dramatic action.įor those who seek to take more decisive action, and are working to figure out exactly how to unleash that full potential within your institution, I offer you seven insights drawn directly from your colleagues that have helped them to take those important steps:Ĭenter racial equity in your practice. I am beginning to understand another part of our charge is to demystify boldness for the hundreds of philanthropies that serve this region. I do know that part of that comes with our centering racial equity, our own compass to navigate the sea as we seek that other shore. We are working on what that means for us as a team as Northern California’s resource for innovative philanthropy. When I joined NCG, the refrain I heard from literal scores of foundation, nonprofit, and government leaders was ‘be bold’. It was about being bold, because the times demand it. It was about being in a continuous learning posture even as you commit to work in real time with people in neighborhoods under duress. ![]() It was about balancing the positionality and leverage we hold as institutions with the responsibility we have to make sure communities have the resources they need to improve their life outcomes when they need them, and not letting perfection stand in the way of meaningful progress. It was not about rushing to action without understanding context. This is when I begin to understand fully what Joe meant. But knowing what move to make, what investment to redouble, what relationship to trust feels more laden with pressure than ever. We have the knowledge, access, experience, and resources to make meaningful differences in the lives of vulnerable populations at a time when it is more sorely needed than ever. We in philanthropy hold extraordinary privilege in these troubled times. We are truly at sea, desperate for direction, anxious to know the nature of our destination, and searching for tools to guide our journey. We can no longer see the shore we departed before the upheaval began, nor are we certain to what shore we are bound for as society evolves to a new set of conditions. I’ve been thinking about that a lot lately, as we are at a pivotal moment in this global pandemic experience. 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. He had a habit of saying things that were increasingly profound the more you thought about them. ![]() 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. The boldness collaboratory for social trust professional#Two of the strongest shoulders belong to my first professional mentor and a heavyweight in philanthropic circles, Joe Brooks. 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.
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