Siegel Family Endowment

Siegel Family Endowment is a US private foundation based in New York, NY.

Profile derived from the foundation's IRS Form 990-PF filings (TY2024, TY2023, TY2022) and its website, with every statement checked against those sources. Sources read on 7 October 2026.

Priority Areas

The Endowment funds organisations tackling challenges at the intersections of learning, work and infrastructure, aiming to understand and shape technology’s impact on society. It supports holistic, learner-centred learning ecosystems that connect learners, schools and communities and advance equitable outcomes. In work, it focuses on enabling workers and communities to shape emerging technologies and on workplace innovation that fosters equity and prevents harm. In infrastructure, it focuses on just and equitable systems co-created with the communities that rely on them. Its inquiry-driven, collaborative approach funds initiatives, research and community-based work, while building relationships with innovative practitioners and supporting proximate leaders and organisations overlooked by traditional philanthropy. It works closely with grantees to learn, share insights and develop proposals together.

Themes

• Learning
• Work
• Infrastructure

Geographic Focus

United States.

What They Don't Fund

• Direct funding to individuals

Organisations that have not yet connected and believe their work aligns may reach out through the Contact Us page; if Siegel sees an opportunity to learn together, a team member follows up to schedule a conversation.

What the foundation says:

• Siegel values curious learners who ask big questions, challenge assumptions, learn from setbacks and embody lifelong learning.
• It looks for community-driven partners who rely on community members, staff and local knowledge to build programmes and drive their work.
• It values systems entrepreneurs who orient their programmes towards change at systems level.
• It values field builders who work with others, recognising that long-term change requires coordinated players.
• It seeks people and organisations overlooked by traditional philanthropy, including proximate leaders from the communities they serve.
• Each decision considers factors including an organisation’s history, context and need.
• Staff author proposals with prospective grantees to reduce the time and capacity burden on organisations.
• Grantees report at least twice a year, using written or oral options.