Door County Community Foundation
Post Office Box 802
Sturgeon Bay, Wisconsin 54235
United States
Mission
To inspire people to give back to sustain and advance the community we love
Most Meaningful Change
In 2014, we will be ready to launch the Door County Scholarship Network, a collaboration among the community’s scholarship providers. Most of our local scholarship providers will begin accepting a common scholarship application, greatly simplifying the application process for young people. We are also set to launch an online searchable database of local scholarships. Every student in our five local school districts will be able to go online and provide some basic information (GPA, test scores, co-curriculars, type of college, etc.), and the database will list scholarships for which they may qualify. This collaboration will radically change the way scholarships are administered in our community.
1999 Year Founded
3 Paid Staff (Full-Time Equivalent)
$13,080,012 Endowment Value
$1,396,913 Total Annual Grantmaking
Organization | Door County Community Foundation |
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Address 1 | Post Office Box 802 |
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Address 2 | Did not answer |
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City / Town | Sturgeon Bay |
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State / Region | Wisconsin |
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ZIP / Postal Code | 54235 |
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Country | United States |
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Continent | North America |
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Map Address (If Different) | 342 Louisiana Street |
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Map City / Town (If Different) | Sturgeon Bay |
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Map State / Region (If Different) | WI |
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Map Zip / Postal Code (If Different) | 54235 |
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Map Country (If Different) | Did not answer |
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Phone | 920.746.1786 |
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Email | bret@doorcountycommunityfoundation.org |
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Website | www.givedoorcounty.org |
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Organization Leader (Name, Title) | Bret Bicoy, President & CEO |
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Primary Contact’s Name | Bret Bicoy |
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Primary Contact’s Position | President & CEO |
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Year Founded | 1999 |
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Mission Statement | To inspire people to give back to sustain and advance the community we love |
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Organization Description | Community Foundation |
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Other Description | Did not answer |
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Approximate Size of the Population Serviced | 30,000 |
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Total Paid Staff (Full-Time Equivalents) | 3 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 18 |
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Organization’s Total Income in Last Fiscal Year | $4,037,020 |
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Organization’s Gifts Income in Last Fiscal Year | $2,019,220 |
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Organization’s Total Expenditures in Last Fiscal Year | $1,762,407 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $1,396,913 |
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Does Organization Have an Endowment | Yes |
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Value of Endowment (or Financial Reserves) as of the End of Last Fiscal Year | $13,080,012 |
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Change in Financial Status Over Last Three Years | Significant improvement |
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Factors that Played a Role in the Origins of Your Organization |
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Community leadership | Played a centrally important role |
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Philanthropic gifts | Played a centrally important role |
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Grassroots activism | No role |
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Inadequate government services | No role |
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Changes in the political environment | Played a slight role |
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Changes in the economic environment | Played an important role |
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Government initiative funding | Played a slight role |
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Foundation initiative funding | Played a centrally important role |
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Bilateral or multilateral initiative funding | Played a centrally important role |
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Favorable legal or fiscal policies | Played an important role |
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Time Spent Working in Following Areas |
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Neighborhood | Lots of time |
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Locally | Lots of time |
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Regionally | Very little time |
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Nationally | Very little time |
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Internationally | Very little time |
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Rate Importance of the Following Functions |
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Grantmaking | Centrally important |
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Having local people as leaders in the organization | Centrally important |
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Seeking local donations | Centrally important |
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Having a gender balance in the organization | Slightly important |
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Board reflective of community diversity | Slightly important |
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Building an endowment | Centrally important |
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Serving donor needs | Centrally important |
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Acting as a fiscal intermediary for the community | Important but not central |
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Building inclusion and trust in the community | Centrally important |
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Pursuing equity | Slightly important |
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Accountability to local people | Centrally important |
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Raising money for grantmaking annually | Important but not central |
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Community development | Centrally important |
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In the Last Year, Extent to Which Programming and/or Grantmaking Involved Work in the Following Areas |
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Arts and culture | Fair amount |
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Education | Fair amount |
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Environment | Lot |
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Health | Fair amount |
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Human and social services | Fair amount |
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Human rights | Little |
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International relations | Little |
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Religion | Not at all |
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Economic development | Lot |
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Conflict resolution/bridging different parts of the community | Lot |
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Information technology | Little |
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Strengthening local or regional government | Little |
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Housing | Little |
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Children | Fair amount |
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Water | Fair amount |
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Alternative energy | Little |
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Disaster relief | Little |
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Advocacy with authorities | Little |
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Job training | Little |
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Nongrantmaking Services Offered to Community in Recent Years |
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Convening for issues of local concern | Often |
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Promote collaboration between grantees | Occasionally |
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Promote understanding of public policy | Rarely |
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Training/capacity-building for local organizations | Often |
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Advocacy | Rarely |
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Loaned staff | Rarely |
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Research | Rarely |
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Community needs assessment | Never |
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Leadership development | Occasionally |
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Internships | Never |
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Providing space for local organizations | Never |
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Access to information technology | Rarely |
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Publishing/knowledge sharing | Rarely |
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Main Trends Over the Past Year in Geographic Area Served |
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Poverty | Getting worse |
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Crime | No change |
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Trust among different sections of the community | Getting better |
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Equitable distribution of resources and services | No change |
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Social position of marginalized groups | No change |
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Responsiveness of authorities | No change |
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Appropriateness of public policies | Getting worse |
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Value of community assets | Getting better |
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Quality of the environment | No change |
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Number of people and organizations working to change and improve their community | Getting better |
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Levels of innovation and risk taking in addressing community problems | Getting better |
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Networks and links between different parts of the community | Getting much better |
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Gender equity | Getting better |
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Charitable giving through the community foundation | Getting much better |
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Number of people and organizations involved in philanthropic giving | Getting better |
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Extent to Which Organization Can Claim Tangible and Measurable Achievements in the Past Three Years |
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Poverty | Work in the sphere but no measurable achievement |
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Crime | Do not work in this sphere |
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Trust among different sections of the community | Some important achievements |
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Equitable distribution of resources and services | Do not work in this sphere |
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Social position of marginalized groups | Do not work in this sphere |
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Responsiveness of authorities | Do not work in this sphere |
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Appropriateness of public policies | Do not work in this sphere |
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Value of community assets | Some important achievements |
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Quality of the environment | A few small achievements |
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Number of people and organizations working to change and improve their community | A few small achievements |
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Levels of innovation and risk taking in addressing community problems | Some important achievements |
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Networks and links between different parts of the community | Some important achievements |
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Gender equity | Work in the sphere but no measurable achievement |
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Charitable giving through the community foundation | Much achievement |
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Number of people and organizations involved in philanthropic giving | Some important achievements |
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Active Partnerships |
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Formal community associations and groups | Lot |
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Informal associations of citizens | Lot |
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Non-governmental organizations | Lot |
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Local government | Little |
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National government | Not at all |
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Universities | Not at all |
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Schools | Little |
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Businesses | Little |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | Very unhelpful |
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Regional association of grantmakers | Very unhelpful |
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Global Fund for Community Foundations | Very unhelpful |
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Particular foundation | Helpful |
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Other organization | N/A |
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Involvement of Local People |
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Regularly survey local people about our programs | Yes |
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Local people are engaged in the delivery of our work | Yes |
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Local people control what our organization does | Yes |
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Have local people represented on our board | Yes |
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Have regular sessions where local people advise us what our programs should do | Yes |
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Actively engage local people as volunteers | Yes |
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All of our board is composed of local people | Yes |
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Account to local people about our successes and failures each year | Yes |
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Assistance in Overcoming Main Difficulties Faced in Developing Organization Further |
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Increased funding | Important |
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Better legal or fiscal environment | Neither important nor unimportant |
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More volunteers | Neither important nor unimportant |
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Access to advice or technical assistance | Neither important nor unimportant |
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Better local culture of giving | Important |
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Stronger civil society | Important |
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More responsive authorities | Neither important nor unimportant |
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Other | Did not answer |
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Most Meaningful Change that Organization Has Helped to Bring About in the Last Three Years | In 2014, we will be ready to launch the Door County Scholarship Network, a collaboration among the community’s scholarship providers. Most of our local scholarship providers will begin accepting a common scholarship application, greatly simplifying the application process for young people. We are also set to launch an online searchable database of local scholarships. Every student in our five local school districts will be able to go online and provide some basic information (GPA, test scores, co-curriculars, type of college, etc.), and the database will list scholarships for which they may qualify. This collaboration will radically change the way scholarships are administered in our community. |
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