Community Foundation of North Louisiana
401 Edwards Street, Suite 105
Shreveport, Louisiana 71101
United States
Mission
To strengthen the community through philanthropy
Most Meaningful Change
Our region is program rich, but system poor. The foundation serves as the backbone organization of Step Forward, an initiative that exists to create a civic infrastructure to align and support the myriad efforts that drive excellence in education locally. Currently, the Shreveport-Bossier Metropolitan Statistical Area (Bossier, Caddo and DeSoto Parishes) is facing a severe educational crisis. In our area, 18.5% of the population has less than a high school diploma or equivalency. Only 23.5% of the population has a bachelor’s degree or higher. Step Forward is a catalyst for working together across sectors and geographical lines to prepare our children for academic achievement, productive citizenship and global competitiveness, from cradle to career.
1961 Year Founded
6 Paid Staff (Full-Time Equivalent)
$54,702,595 Endowment Value
$3,100,000 Total Annual Grantmaking
Organization | Community Foundation of North Louisiana |
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Address 1 | 401 Edwards Street, Suite 105 |
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Address 2 | Did not answer |
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City / Town | Shreveport |
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State / Region | Louisiana |
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ZIP / Postal Code | 71101 |
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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 | 318.221.0582 |
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Email | steadman@cfnla.org |
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Website | www.cfnla.org |
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Organization Leader (Name, Title) | Paula Hickman, Executive Director |
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Primary Contact’s Name | Jennifer Steadman |
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Primary Contact’s Position | Director of External Relations |
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Year Founded | 1961 |
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Mission Statement | To strengthen the community through philanthropy |
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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 | 376,783 |
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Total Paid Staff (Full-Time Equivalents) | 6 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 7 |
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Organization’s Total Income in Last Fiscal Year | $15,237,899 |
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Organization’s Gifts Income in Last Fiscal Year | $2,820,936 |
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Organization’s Total Expenditures in Last Fiscal Year | $4,144,998 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $3,100,000 |
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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 | $54,702,595 |
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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 | Played a centrally important role |
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Inadequate government services | Played a slight role |
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Changes in the political environment | No role |
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Changes in the economic environment | Played a centrally important role |
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Government initiative funding | Played a centrally important role |
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Foundation initiative funding | No 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 | Fair amount of time |
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Locally | Lots of time |
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Regionally | Fair amount of time |
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Nationally | Very little time |
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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 | Important but not central |
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Seeking local donations | Centrally important |
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Having a gender balance in the organization | Not important |
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Board reflective of community diversity | Important but not central |
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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 | Important but not central |
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Accountability to local people | Centrally important |
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Raising money for grantmaking annually | Centrally 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 | Fair amount |
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Education | Lot |
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Environment | Little |
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Health | Fair amount |
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Human and social services | Fair amount |
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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 | Fair amount |
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Conflict resolution/bridging different parts of the community | Little |
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Information technology | Little |
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Strengthening local or regional government | Not at all |
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Housing | Little |
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Children | Lot |
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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 | Little |
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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 | Often |
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Promote collaboration between grantees | Often |
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Promote understanding of public policy | Occasionally |
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Training/capacity-building for local organizations | Often |
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Advocacy | Occasionally |
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Loaned staff | Rarely |
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Research | Often |
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Community needs assessment | Often |
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Leadership development | Occasionally |
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Internships | Rarely |
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Providing space for local organizations | Often |
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Access to information technology | Often |
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Publishing/knowledge sharing | Often |
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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 | No change |
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Value of community assets | No change |
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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 better |
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Gender equity | No change |
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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 | Do not work in this sphere |
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Trust among different sections of the community | A few small achievements |
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Equitable distribution of resources and services | Work in the sphere but no measurable achievement |
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Social position of marginalized groups | Work in the sphere but no measurable achievement |
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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 | A few small 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 | 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 | 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 | Little |
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National government | Little |
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Universities | Lot |
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Schools | Lot |
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Businesses | Lot |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | Helpful |
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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 | N/A |
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Involvement of Local People |
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Regularly survey local people about our programs | No |
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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 | No |
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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 | Important |
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More volunteers | Unimportant |
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Access to advice or technical assistance | Important |
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Better local culture of giving | Very important |
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Stronger civil society | Very 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 | Our region is program rich, but system poor. The foundation serves as the backbone organization of Step Forward, an initiative that exists to create a civic infrastructure to align and support the myriad efforts that drive excellence in education locally. Currently, the Shreveport-Bossier Metropolitan Statistical Area (Bossier, Caddo and DeSoto Parishes) is facing a severe educational crisis. In our area, 18.5% of the population has less than a high school diploma or equivalency. Only 23.5% of the population has a bachelor’s degree or higher. Step Forward is a catalyst for working together across sectors and geographical lines to prepare our children for academic achievement, productive citizenship and global competitiveness, from cradle to career. |
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