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Sample board committee descriptions, including roles and responsibilities of committee members
Philanthropic organizations of all shapes and sizes are well positioned to support Communities for a Lifetime (CfaL). This issue brief explores four roles for philanthropy in advancing CfaL work.
New Jersey’s philanthropic community mourns the loss of Jeffery Vega, who passed away January 28.
Jeff joined CNJG’s Board in 2016, and during his tenure served as First Vice Chair and Board Chair, and participated on multiple committees, affinity groups, and co-chaired the Trenton Area and Mercer County Funders affinity group. Jeff shaped and cultivated the direction and focus of CNJG through his supportive and proactive leadership. His direction and guidance during the pandemic helped CNJG not only stay the course, but continue to grow and thrive.
“Working with Jeff was a joy and a privilege,” CNJG President and CEO Theresa Jacks said. “Jeff guided us through the pandemic, a leadership transition, a strategic planning process, the approval of equity principles, and CNJG’s first-ever policy agenda with a steady hand, fierce commitment to equity, unwavering dedication to the membership, and the perfect combination of visionary thinking, wisdom, and kindness.”
His CNJG legacy includes the 2023 Strategic Plan, the creation of the Racial Equity Committee, CNJG’s first policy agenda, the New Jersey Principles for Philanthropy, and leading a dynamic and diverse board.
Jeff was the President and CEO of Princeton Area Community Foundation since 2015. Before joining PACF, Jeff was President of New Brunswick Tomorrow.
You can read more at the Princeton Area Community Foundation’s tribute page and announcement of Jeff’s passing.
The COVID-19 public health and economic crisis has changed our world as we know it. As employers moved to remote work, schools shifted to distance learning, and businesses closed completely, it became clear that the impact on residents, nonprofits, and businesses was far greater than anyone could have ever imagined.
In response to the growing and evolving needs of our region, the Greater Washington Community Foundation established the COVID-19 Emergency Response Fund to raise and rapidly deploy funding to local nonprofits providing food, shelter, educational supports, and other critical services.
From the beginning our goal was clear: to address the immediate needs and reach adversely affected communities, particularly low-income households and communities of color. We know all too well that in a crisis like this, these marginalized communities are hit the hardest, and often take the longest to recover.
In times of crises, The Community Foundation is our region’s philanthropic first responder, bringing together individuals and families, philanthropic peers, corporate partners, and local government advisors to address community issues. Building on our rich history of emergency response work, we grounded our COVID-19 response efforts in a similar coordinated approach.
This report chronicles the steps taken, under immense pressure, to develop a coordinated emergency response effort to support a broad range of needs across the region. Once again this effort has demonstrated that working in partnership and close collaboration with our philanthropic peers and local government advisors is an effective way to manage a response to both urgent and longer-term needs.
A working glossary of terms to help shape a common language for work in Community Capacity. This glossary is intended to help promote philanthropy's roles in building community capacity by defining core concepts and closely related terms.
The Future of Work and the Role of Philanthropy
Dates: Wednesday, May 19 and Thursday, May 20
Time: 2:00 to 5:00 p.m.
One of the most valuable learning and networking events for the social sector in the state, CNJG’s 2021 Virtual Spring Conference considered the role of philanthropy in shaping how, where, and why we work.
The coronavirus pandemic has impacted and propelled the future of work in ways we couldn’t have imagined. But even before the pandemic - the automation of jobs, the gig economy, the ongoing need for reskilling and retraining, changing demographics, green careers, lack of job security and more – has been setting the stage for novel ways of working. The Spring Conference explored this new, accelerated work paradigm, it’s profound impact on New Jersey’s industries, workers and communities, and the implications for grantmakers and their nonprofit partners.
This timely and important event brought together national and local thought leaders, experts and stakeholders to share what the social sector can do to ensure a better future for New Jersey’s workforce. Attendees engaged in candid, visionary conversations around equitable labor standards and professional practices, the changing, post-pandemic workplace, strategies to fill gaps in skills, education, and opportunity, the effects of new federal job policies on workers, and much more.
Thank you for joining the Council of New Jersey Grantmakers for an exploration about what lies ahead as we prepare for and address pressing and unprecedented changes in the world of work.
Only people who registered for the Conference will be able to access WHOVA. For assistance or additional information, please contact Anna D’Elia, Manager of Programs and Learning.
This report highlights three philanthropic efforts to build the capacity of local communities in the West - The Ford Family Foundation’s Ford Institute Leadership Program, the Northwest Area Foundation’s Horizons Program, and the Orton Family Foundation’s Heart and Soul Community Planning Program.
This case study of the Council of Michigan Foundations' Peer Action Learning Network (PALN) is one of six examined in a report from New York University's Wagner Research Center for Leadership in Action, commissioned by Grantmakers for Effective Organizations. The PALN case study, along with the other five, explores the power of learning communities to build connections and knowledge to increase organizations’ community impact. It explains ways grantmakers can strategically support these efforts as well as key elements for designing learning communities, executing for success and extending the learning.