Who We Are

Kelly Fitzsimmons

Kelly Fitzsimmons became Chief Program and Strategy Officer in 2011. In this capacity she leads the strategic planning and management of the Foundation’s grantmaking program. She is the keeper and developer of EMCF’s theory of investment, continually refining it and insuring it informs all Foundation initiatives. She also oversees EMCF’s evaluation activities and its operational learning and knowledge development.

Fitzsimmons recently served as project manager for the Foundation’s Growth Capital Aggregation Pilot, developing and testing an investment strategy that raises and coordinates large amounts of upfront capital from like-minded co-investors to fund organizations’ plans to expand to scale and achieve financial sustainability.

Before joining the Foundation in 2007, Fitzsimmons co-founded Zanana Studios, which provides enrichment services to women; LeadWell Partners, a boutique coaching and consulting firm for leaders, boards and management teams challenged by growth and change; and New Profit Inc., a nationally recognized venture philanthropy fund. She has also held management positions in social change organizations and the entertainment industry.

Numerous case studies, books and articles have cited Fitzsimmons for her work in adapting business tools and practices to the nonprofit sector and for her contributions to evolving philanthropic practices. She serves on the boards of several nonprofit and philanthropic organizations.

A graduate of McGill University in Montreal, Fitzsimmons holds an MBA from Boston University.

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In the Spotlight

Nine Organizations Selected to Receive Social Innovation Fund Awards

The Edna McConnell Clark Foundation is investing up to $42 million over three years in nine organizations whose evidence-based programs promise to transform the life trajectories of thousands of low-income youth. In support of these grantees, the Foundation is establishing the True North Fund to leverage public money from the SIF and private money from the EMCF and institutional and individual philanthropic partners to effectively capitalize and expand programs that can serve more vulnerable young people.

A Families-First Approach to Foster Care

(Youth Villages) The New York Times, February 21, 2011

Nonprofit Pairs Up Nurses With Struggling First-Time Moms

(Nurse-Family Partnership) Huffington Post, March 14, 2011

Enlisting Professionals as Part-time Educators

(Citizen Schools) NBC Nightly News, October 15, 2010

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Highlights from the News

May 07, 2009
With Stimulus Aid Coming, Charities Need to Build on Success
The Chronicle of Philanthropy,
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November 11, 2008
Charity begins in the office
The Financial Times,
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March 29, 2008
Nonprofits look to invest in themselves
The Financial Times,
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March 09, 2008
For Good, Measure
The New York Times Magazine,
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January 10, 2008
Three charities win money to vastly expand operations
Chronicle of Philanthropy,
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January 06, 2008
Can foundations take the long view again?
The New York Times,
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December 21, 2007
New fund to help charities add efficiency by growth
The New York Times,
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December 20, 2007
Doing due-diligence on your donations
The Wall Street Journal,
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December 12, 2007
For-profit lessons for nonprofit giving
Marketplace (National Public Radio),
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November 12, 2007
How long should gifts grow?
The New York Times,
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October 19, 2007
Fantasy philanthropy baseball- Compete for capital!
Slate.com,
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September 06, 2007
Way to grow: Charities use business practices to rapidly expand their programs
Chronicle of Philanthropy,
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May 21, 2007
Business-oriented venture philanthropists
Financial Times,
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February 16, 2007
Uncharitable thoughts: Are foundations elitist, anti-democratic, and In danger of losing their tax exemptions?
Slate.com,
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February 09, 2006
A singular focus on kids: Clark Foundation sees success in its controversial youth program
Chronicle of Philanthropy,
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