Barberton Community Foundation
460 West Paige Avenue
Barberton, Ohio 44203
United States
Mission
To improve the quality of life for Barberton residents
Most Meaningful Change
We have only one school district in our small community, but the foundation has invested more than $50 million in funding education initiatives, ranging from investing in programs to building all-new schools. We grant four-year college scholarships to our top 100 students and brought Stark State College to our community by building and promoting enrollment. More than 500 students attend the college, now in its second semester. We have invested several million dollars in economic development projects, creating over 700 jobs.
1996 Year Founded
5 Paid Staff (Full-Time Equivalent)
$87,000,000 Endowment Value
$1,409,000 Total Annual Grantmaking
Organization | Barberton Community Foundation |
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Address 1 | 460 West Paige Avenue |
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Address 2 | Did not answer |
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City / Town | Barberton |
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State / Region | Ohio |
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ZIP / Postal Code | 44203 |
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Country | United States |
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Continent | North America |
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Map Address (If Different) | Did not answer |
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Map City / Town (If Different) | Did not answer |
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Map State / Region (If Different) | Did not answer |
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Map Zip / Postal Code (If Different) | Did not answer |
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Map Country (If Different) | Did not answer |
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Phone | 330-745-5995 |
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Email | llallo@barbertoncf.org |
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Website | www.barbertoncf.org |
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Organization Leader (Name, Title) | Janice Stephenson |
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Primary Contact’s Name | Larry Lallo |
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Primary Contact’s Position | Executive Director |
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Year Founded | 1996 |
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Mission Statement | To improve the quality of life for Barberton residents |
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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 | 27,000 |
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Total Paid Staff (Full-Time Equivalents) | 5 |
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Total Unpaid Staff (Full-Time Equivalents) | 2 |
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Total Board Members | 15 |
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Organization’s Total Income in Last Fiscal Year | $3,857,810 |
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Organization’s Gifts Income in Last Fiscal Year | $211,232 |
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Organization’s Total Expenditures in Last Fiscal Year | $2,289,447 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $1,409,000 |
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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 | $87,000,000 |
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Change in Financial Status Over Last Three Years | Stayed about the same |
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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 | No role |
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Grassroots activism | Played a centrally important role |
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Inadequate government services | Played a centrally important role |
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Changes in the political environment | No role |
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Changes in the economic environment | No role |
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Government initiative funding | No role |
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Foundation initiative funding | Played a centrally important role |
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Bilateral or multilateral initiative funding | No role |
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Favorable legal or fiscal policies | No role |
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Time Spent Working in Following Areas |
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Neighborhood | Very little time |
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Locally | Lots of time |
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Regionally | Fair amount of time |
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Nationally | None |
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Internationally | None |
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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 | Important but not central |
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Having a gender balance in the organization | Did not answer |
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Board reflective of community diversity | Important but not central |
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Building an endowment | Important but not central |
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Serving donor needs | Important but not central |
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Acting as a fiscal intermediary for the community | Centrally important |
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Building inclusion and trust in the community | Important but not central |
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Pursuing equity | Centrally important |
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Accountability to local people | Did not answer |
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Raising money for grantmaking annually | Not important |
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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 | Little |
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Education | Lot |
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Environment | Not at all |
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Health | Fair amount |
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Human and social services | Little |
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Human rights | Not at all |
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International relations | Not at all |
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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 | Not at all |
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Information technology | Little |
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Strengthening local or regional government | Not at all |
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Housing | Fair amount |
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Children | Fair amount |
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Water | Not at all |
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Alternative energy | Not at all |
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Disaster relief | Little |
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Advocacy with authorities | Not at all |
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Job training | Fair amount |
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Nongrantmaking Services Offered to Community in Recent Years |
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Convening for issues of local concern | Occasionally |
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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 | Occasionally |
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Advocacy | Occasionally |
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Loaned staff | Occasionally |
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Research | Rarely |
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Community needs assessment | Occasionally |
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Leadership development | Occasionally |
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Internships | Occasionally |
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Providing space for local organizations | Never |
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Access to information technology | Occasionally |
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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 | No change |
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Crime | No change |
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Trust among different sections of the community | No change |
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Equitable distribution of resources and services | Getting better |
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Social position of marginalized groups | No change |
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Responsiveness of authorities | Getting better |
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Appropriateness of public policies | No change |
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Value of community assets | Getting better |
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Quality of the environment | Getting better |
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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 better |
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Gender equity | Getting better |
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Charitable giving through the community foundation | Getting 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 | A few small achievements |
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Crime | Work in the sphere but no measurable achievement |
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Trust among different sections of the community | Do not work in this sphere |
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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 | Do not work in this sphere |
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Number of people and organizations working to change and improve their community | Some important 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 | Do not work in this sphere |
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Charitable giving through the community foundation | A few small achievements |
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Number of people and organizations involved in philanthropic giving | A few small 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 | Little |
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Non-governmental organizations | Lot |
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Local government | Lot |
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National government | Not at all |
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Universities | Lot |
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Schools | Lot |
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Businesses | Little |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | Neither helpful or unhelpful |
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Regional association of grantmakers | Neither helpful or unhelpful |
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Global Fund for Community Foundations | Neither helpful or unhelpful |
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Particular foundation | Helpful |
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Other organization | Neither helpful or unhelpful |
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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 | No |
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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 | No |
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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 | Very important |
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More volunteers | Important |
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Access to advice or technical assistance | Important |
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Better local culture of giving | Important |
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Stronger civil society | Neither important nor unimportant |
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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 | We have only one school district in our small community, but the foundation has invested more than $50 million in funding education initiatives, ranging from investing in programs to building all-new schools. We grant four-year college scholarships to our top 100 students and brought Stark State College to our community by building and promoting enrollment. More than 500 students attend the college, now in its second semester. We have invested several million dollars in economic development projects, creating over 700 jobs. |
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