Muskoka Community Foundation
440 Ecclestone Drive
Bracebridge, Ontario P1L 1Z6
Canada
Mission
To champion the power of giving and its enduring impact, and connect philanthropy to community needs and opportunities in Muskoka
Most Meaningful Change
In November 2012 we created the Smart & Caring Muskoka Fund, which responds to emergent community needs. One year later, through donations, good stewardship and a wise investment strategy, the fund had doubled in value, and we were able to make our first grants to three charities to provide funding for initiatives that address poverty in Muskoka.
2007 Year Founded
1 Paid Staff (Full-Time Equivalent)
$350,000 Endowment Value
$30,000 Total Annual Grantmaking
Organization | Muskoka Community Foundation |
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Address 1 | 440 Ecclestone Drive |
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Address 2 | Did not answer |
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City / Town | Bracebridge |
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State / Region | Ontario |
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ZIP / Postal Code | P1L 1Z6 |
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Country | Canada |
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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 | 705.646.1220 |
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Email | margaret@muskokacommunityfoundation.ca |
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Website | www.muskokacommunityfoundation.ca |
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Organization Leader (Name, Title) | Margaret Urquhart, Program Director |
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Primary Contact’s Name | Margaret Urquhart |
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Primary Contact’s Position | Program Director |
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Year Founded | 2007 |
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Mission Statement | To champion the power of giving and its enduring impact, and connect philanthropy to community needs and opportunities in Muskoka |
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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 | 140,000 |
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Total Paid Staff (Full-Time Equivalents) | 1 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 6 |
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Organization’s Total Income in Last Fiscal Year | $60,000 |
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Organization’s Gifts Income in Last Fiscal Year | Did not answer |
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Organization’s Total Expenditures in Last Fiscal Year | $27,000 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $30,000 |
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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 | $350,000 |
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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 an important role |
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Inadequate government services | Played a centrally important role |
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Changes in the political environment | Played an important 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 | 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 | Lots 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 | Centrally important |
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Having a gender balance in the organization | Centrally important |
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Board reflective of community diversity | Centrally 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 | Centrally important |
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Building inclusion and trust in the community | Centrally important |
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Pursuing equity | Centrally important |
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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 | Little |
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Education | Lot |
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Environment | Fair amount |
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Health | Lot |
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Human and social services | Lot |
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Human rights | Lot |
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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 | Not at all |
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Information technology | Not at all |
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Strengthening local or regional government | Fair amount |
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Housing | Lot |
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Children | Lot |
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Water | Fair amount |
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Alternative energy | Not at all |
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Disaster relief | Not at all |
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Advocacy with authorities | Little |
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Job training | Not at all |
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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 | Often |
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Training/capacity-building for local organizations | Often |
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Advocacy | Often |
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Loaned staff | Occasionally |
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Research | Occasionally |
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Community needs assessment | Occasionally |
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Leadership development | Occasionally |
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Internships | Rarely |
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Providing space for local organizations | Rarely |
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Access to information technology | Rarely |
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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 better |
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Crime | Did not answer |
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Trust among different sections of the community | Getting better |
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Equitable distribution of resources and services | Getting better |
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Social position of marginalized groups | Getting better |
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Responsiveness of authorities | Getting better |
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Appropriateness of public policies | Getting better |
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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 much 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 much 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 | Some important achievements |
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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 | Some important achievements |
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Social position of marginalized groups | Some important achievements |
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Responsiveness of authorities | Some important achievements |
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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 | Some important achievements |
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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 | Some important achievements |
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Charitable giving through the community foundation | Some important achievements |
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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 | Not at all |
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Informal associations of citizens | Little |
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Non-governmental organizations | Little |
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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 | N/A |
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Regional association of grantmakers | Very helpful |
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Global Fund for Community Foundations | N/A |
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Particular foundation | Very helpful |
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Other organization | Very helpful |
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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 | 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 | Very important |
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Better legal or fiscal environment | Neither important nor unimportant |
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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 | 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 November 2012 we created the Smart & Caring Muskoka Fund, which responds to emergent community needs. One year later, through donations, good stewardship and a wise investment strategy, the fund had doubled in value, and we were able to make our first grants to three charities to provide funding for initiatives that address poverty in Muskoka. |
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