Profiles

Cleveland Foundation

1422 Euclid Avenue, Suite 1300
Cleveland, Ohio 44115
United States

Mission

To enhance the lives of all residents of Greater Cleveland, now and for generations to come, by working together with our donors to build community endowment, address needs through grantmaking, and provide leadership on key community issues

Most Meaningful Change

The foundation has shown leadership by consistently speaking up for Clevelanders without a voice and by tackling the most intractable urban problems. For example, for more than three decades we have focused on rebuilding the city’s low-income neighborhoods—not on gentrifying them, but on bringing them back to vibrancy for the people who have remained in their blighted but beloved communities. Exhibit A is an initiative that began in 2004, when we convened the area’s anchor institutions around a collective vision to stimulate reinvestment in six struggling neighborhoods that surround the medical, cultural and educational jewel we know as University Circle. It didn’t take any arm twisting. The leaders of the area’s anchors—Cleveland Clinic, University Hospitals, Case Western Reserve University, the Regional Transit Authority, and others—were eager to collaborate on the improvement of "Greater" University Circle. Their CEOs recognized that the future of their institutions and the Circle was inextricably linked to the health of the surrounding communities. With the foundation’s financial support and counsel, they formed a coalition of public, private and nonprofit partners that have invested in a sweeping range of projects to spur dramatic and transformational physical development on the formerly decaying edges of the Circle. A lively new residential, retail and visual arts district called Uptown that borders the Case and University Hospitals campuses is one of the exciting results. In addition to physical development, we knew we had to invest in human capital by creating jobs for local residents. So we launched a series of for-profit, employee-owned companies called the Evergreen Cooperatives. The newest of these companies is Green City Growers, one of the nation’s largest urban hydroponic greenhouses. Located on a roughly 10-acre site in Cleveland’s Central neighborhood, Green City Growers supplies fresh, locally grown produce that is marketed year-round within a 150-mile radius of Cleveland, accelerating our “buy local” movement. The “hire local” employees there will join other recruits from University Circle neighborhoods who work at two additional Evergreen co-ops: a commercial laundry and an energy services firm. These 100 or so individuals, some of whom were formerly incarcerated, went from being unemployed to becoming worker-owners! They have been given a chance to earn good wages and benefits, and they are proud and grateful to be productive. As model citizens, they are making a huge contribution to their neighborhoods and to society.

1914 Year Founded
$2,132,806,744 Endowment Value
$88,929,701 Total Annual Grantmaking

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Last Updated: 10.28.14

Population Area Served

1,600,000

Identifying Information
OrganizationCleveland Foundation
Address 11422 Euclid Avenue, Suite 1300
Address 2Did not answer
City / TownCleveland
State / RegionOhio
ZIP / Postal Code44115
CountryUnited States
ContinentNorth America
Map Address (If Different)Did not answer
Map City / Town (If Different)Did not answer
Map State / Region (If Different)Did not answer
Map Zip / Postal Code (If Different)Did not answer
Map Country (If Different)Did not answer
Phone216.861.3810
Emailldunford@clevefdn.org
Websitewww.clevelandfoundation.org
Organization Leader (Name, Title)Ronald B. Richard, President and CEO
Primary Contact’s NameLeslie Dunford
Primary Contact’s PositionVice President for Corporate Governance and Administration
Foundation at a Glance
Year Founded1914
Mission StatementTo enhance the lives of all residents of Greater Cleveland, now and for generations to come, by working together with our donors to build community endowment, address needs through grantmaking, and provide leadership on key community issues
Organization DescriptionCommunity Foundation
Other DescriptionDid not answer
Approximate Size of the Population Serviced1,600,000
Total Paid Staff (Full-Time Equivalents)77
Total Unpaid Staff (Full-Time Equivalents)Did not answer
Total Board Members15
Financial Information (in U.S. Dollars)
Organization’s Total Income in Last Fiscal Year$331,335,192
Organization’s Gifts Income in Last Fiscal Year$55,798,191
Organization’s Total Expenditures in Last Fiscal Year$100,794,968
Organization’s Grantmaking Budget in Last Fiscal Year$88,929,701
Does Organization Have an EndowmentYes
Value of Endowment (or Financial Reserves) as of the End of Last Fiscal Year$2,132,806,744
Change in Financial Status Over Last Three YearsA little improvement
Priorities and Achievements
Factors that Played a Role in the Origins of Your Organization
Community leadershipPlayed a centrally important role
Philanthropic giftsPlayed a slight role
Grassroots activismPlayed an important role
Inadequate government servicesPlayed a centrally important role
Changes in the political environmentPlayed an important role
Changes in the economic environmentPlayed an important role
Government initiative fundingNo role
Foundation initiative fundingNo role
Bilateral or multilateral initiative fundingNo role
Favorable legal or fiscal policiesPlayed an important role
Time Spent Working in Following Areas
NeighborhoodLots of time
LocallyLots of time
RegionallyFair amount of time
NationallyVery little time
InternationallyVery little time
Rate Importance of the Following Functions
GrantmakingCentrally important
Having local people as leaders in the organizationCentrally important
Seeking local donationsImportant but not central
Having a gender balance in the organizationImportant but not central
Board reflective of community diversityImportant but not central
Building an endowmentSlightly important
Serving donor needsImportant but not central
Acting as a fiscal intermediary for the communityImportant but not central
Building inclusion and trust in the communityCentrally important
Pursuing equityImportant but not central
Accountability to local peopleCentrally important
Raising money for grantmaking annuallySlightly important
Community developmentCentrally important
In the Last Year, Extent to Which Programming and/or Grantmaking Involved Work in the Following Areas
Arts and cultureLot
EducationLot
EnvironmentFair amount
HealthLot
Human and social servicesLot
Human rightsLittle
International relationsLittle
ReligionLittle
Economic developmentLot
Conflict resolution/bridging different parts of the communityLittle
Information technologyFair amount
Strengthening local or regional governmentLittle
HousingLot
ChildrenLot
WaterLittle
Alternative energyFair amount
Disaster reliefLittle
Advocacy with authoritiesFair amount
Job trainingFair amount
Nongrantmaking Services Offered to Community in Recent Years
Convening for issues of local concernOften
Promote collaboration between granteesOften
Promote understanding of public policyOccasionally
Training/capacity-building for local organizationsOccasionally
AdvocacyOccasionally
Loaned staffRarely
ResearchOccasionally
Community needs assessmentOccasionally
Leadership developmentOften
InternshipsOften
Providing space for local organizationsRarely
Access to information technologyRarely
Publishing/knowledge sharingRarely
Main Trends Over the Past Year in Geographic Area Served
PovertyNo change
CrimeGetting better
Trust among different sections of the communityGetting better
Equitable distribution of resources and servicesNo change
Social position of marginalized groupsNo change
Responsiveness of authoritiesNo change
Appropriateness of public policiesNo change
Value of community assetsGetting better
Quality of the environmentNo change
Number of people and organizations working to change and improve their communityGetting better
Levels of innovation and risk taking in addressing community problemsGetting better
Networks and links between different parts of the communityGetting better
Gender equityNo change
Charitable giving through the community foundationGetting better
Number of people and organizations involved in philanthropic givingGetting better
Extent to Which Organization Can Claim Tangible and Measurable Achievements in the Past Three Years
PovertyA few small achievements
CrimeA few small achievements
Trust among different sections of the communityA few small achievements
Equitable distribution of resources and servicesA few small achievements
Social position of marginalized groupsDo not work in this sphere
Responsiveness of authoritiesDo not work in this sphere
Appropriateness of public policiesSome important achievements
Value of community assetsSome important achievements
Quality of the environmentA few small achievements
Number of people and organizations working to change and improve their communityA few small achievements
Levels of innovation and risk taking in addressing community problemsMuch achievement
Networks and links between different parts of the communitySome important achievements
Gender equityA few small achievements
Charitable giving through the community foundationSome important achievements
Number of people and organizations involved in philanthropic givingSome important achievements
Active Partnerships
Formal community associations and groupsLot
Informal associations of citizensLot
Non-governmental organizationsLot
Local governmentLot
National governmentLittle
UniversitiesLot
SchoolsLot
BusinessesLittle
Partnerships and External Aid
Other Institutions Helpful to Our Work
National association of grantmakersNeither helpful or unhelpful
Regional association of grantmakersNeither helpful or unhelpful
Global Fund for Community FoundationsN/A
Particular foundationHelpful
Other organizationN/A
Involvement of Local People
Regularly survey local people about our programsYes
Local people are engaged in the delivery of our workYes
Local people control what our organization doesYes
Have local people represented on our boardYes
Have regular sessions where local people advise us what our programs should doYes
Actively engage local people as volunteersYes
All of our board is composed of local peopleYes
Account to local people about our successes and failures each yearYes
Assistance in Overcoming Main Difficulties Faced in Developing Organization Further
Increased fundingImportant
Better legal or fiscal environmentNeither important nor unimportant
More volunteersUnimportant
Access to advice or technical assistanceNeither important nor unimportant
Better local culture of givingImportant
Stronger civil societyImportant
More responsive authoritiesNeither important nor unimportant
OtherDid not answer
Most Meaningful Change
Most Meaningful Change that Organization Has Helped to Bring About in the Last Three YearsThe foundation has shown leadership by consistently speaking up for Clevelanders without a voice and by tackling the most intractable urban problems. For example, for more than three decades we have focused on rebuilding the city’s low-income neighborhoods—not on gentrifying them, but on bringing them back to vibrancy for the people who have remained in their blighted but beloved communities. Exhibit A is an initiative that began in 2004, when we convened the area’s anchor institutions around a collective vision to stimulate reinvestment in six struggling neighborhoods that surround the medical, cultural and educational jewel we know as University Circle. It didn’t take any arm twisting. The leaders of the area’s anchors—Cleveland Clinic, University Hospitals, Case Western Reserve University, the Regional Transit Authority, and others—were eager to collaborate on the improvement of "Greater" University Circle. Their CEOs recognized that the future of their institutions and the Circle was inextricably linked to the health of the surrounding communities. With the foundation’s financial support and counsel, they formed a coalition of public, private and nonprofit partners that have invested in a sweeping range of projects to spur dramatic and transformational physical development on the formerly decaying edges of the Circle. A lively new residential, retail and visual arts district called Uptown that borders the Case and University Hospitals campuses is one of the exciting results. In addition to physical development, we knew we had to invest in human capital by creating jobs for local residents. So we launched a series of for-profit, employee-owned companies called the Evergreen Cooperatives. The newest of these companies is Green City Growers, one of the nation’s largest urban hydroponic greenhouses. Located on a roughly 10-acre site in Cleveland’s Central neighborhood, Green City Growers supplies fresh, locally grown produce that is marketed year-round within a 150-mile radius of Cleveland, accelerating our “buy local” movement. The “hire local” employees there will join other recruits from University Circle neighborhoods who work at two additional Evergreen co-ops: a commercial laundry and an energy services firm. These 100 or so individuals, some of whom were formerly incarcerated, went from being unemployed to becoming worker-owners! They have been given a chance to earn good wages and benefits, and they are proud and grateful to be productive. As model citizens, they are making a huge contribution to their neighborhoods and to society.
 

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Identifying Information

Foundation at a Glance

Financial Information (in U.S. Dollars)

Priorities and Achievements
Factors that Played a Role in the Origins of Your Organization

Time Spent Working in Following Areas

Rate Importance of the Following Functions

In the Last Year, Extent to Which Programming and/or Grantmaking Involved Work in the Following Areas

Nongrantmaking Services Offered to Community in Recent Years

Main Trends Over the Past Year in Geographic Area Served

Extent to Which Organization Can Claim Tangible and Measurable Achievements in the Past Three Years

Active Partnerships

Partnerships and External Aid
Other Institutions Helpful to Our Work

Involvement of Local People

Assistance in Overcoming Main Difficulties Faced in Developing Organization Further

Most Meaningful Change

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