“We in the nonprofit sector are in for a tough ride. Change will either happen to us, or as a sector we will decide what change we want to see, and what we want to do about it. It is up to us to speak together and figure out how to bring our collective voice for action.”
— Fonda Davidson, Executive Director, Cross Cultural Family Center, Class of 2009 Fellow

LeaderSpring’s greatest asset is our nearly 250 alumni and current Fellows. This vibrant community of equity-driven leaders are united by an ethic of mutual support and camaraderie. Long-term, this ecosystem of diverse, cross issue leaders seeks to collectively influence public policy and champion an equity agenda for social sector reform that leads to new models of excellence in leadership and governance.

Recognizing the value of their Fellowship experience, alumni give generously of their talent, time and treasure to ensure other nonprofit leaders continue to benefit from the training and support we provide. In 2016, 95 alumni and Fellows actively contributed as LeaderSpring board members, trainers, recruiters, volunteers, donors and friends.

Our goal is that alumni develop mutually-supportive relationships for life. To nurture this vibrant and growing community, we provide spaces for networking, peer support and continual learning. Alumni form enduring bonds with LeaderSpring staff and their peers, support one another, and collaborate to better serve their communities.

 
Nina Goldman, Class of 1999 Fellow and former Council Chair

Nina Goldman, Class of 1999 Fellow and former Council Chair

 

In 2014-15, we piloted the LeaderSpring Innovation Lab at the request of our alumni. Sponsored by The Wallace Alexander Gerbode Foundation, Walter & Elise Haas Fund, David & Lucile Packard Foundation and Y&H Soda Foundation, the lab supported leaders to research, design, test and evaluate best practices in governance and leadership. Six social sector teams led by LeaderSpring alumni took part in this yearlong effort.

Innovations included the Hospitality Houses efforts to create a pipeline to executive leadership for community staff, and the Mission Neighborhood Health Centers model for “flattening” their organization to improve communications and professional growth opportunities for mid-level managers.

The lab proved what we’ve known all along--together, social sector leaders can achieve far more than alone.


Alumni By Class