Community Foundation for Alleghenies
116 Market Street, Suite 4
Johnstown, Pennsylvania 15901
United States
Mission
To obtain permanent endowments to provide benefits to individuals and organizations located in Bedford, Cambria, Indiana and Somerset counties of Pennsylvania
Most Meaningful Change
We have established a local community group to develop and open a LEED-level nonprofit co-op/laundry mat in an underserved neighborhood that will be supplied in part through a network of community gardens we helped to establish as a community-wide initiative. It is intended to serve a a center of community engagement through selected programming and other activities.
1990 Year Founded
7 Paid Staff (Full-Time Equivalent)
$62,724,206 Endowment Value
$3,916,334 Total Annual Grantmaking
Organization | Community Foundation for Alleghenies |
---|
Address 1 | 116 Market Street, Suite 4 |
---|
Address 2 | Did not answer |
---|
City / Town | Johnstown |
---|
State / Region | Pennsylvania |
---|
ZIP / Postal Code | 15901 |
---|
Country | United States |
---|
Continent | North 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 |
---|
Phone | 814.536.7741 |
---|
Email | mkane@cfalleghenies.org |
---|
Website | www.cfalleghenies.org |
---|
Organization Leader (Name, Title) | Mike Kane, President |
---|
Primary Contact’s Name | Mike Kane |
---|
Primary Contact’s Position | President and Executive Director |
---|
Year Founded | 1990 |
---|
Mission Statement | To obtain permanent endowments to provide benefits to individuals and organizations located in Bedford, Cambria, Indiana and Somerset counties of Pennsylvania |
---|
Organization Description | Community Foundation |
---|
Other Description | Did not answer |
---|
Approximate Size of the Population Serviced | 270,000 |
---|
Total Paid Staff (Full-Time Equivalents) | 7 |
---|
Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
---|
Total Board Members | 26 |
---|
Organization’s Total Income in Last Fiscal Year | $17,934,199 |
---|
Organization’s Gifts Income in Last Fiscal Year | $9,490,020 |
---|
Organization’s Total Expenditures in Last Fiscal Year | $89,171,177 |
---|
Organization’s Grantmaking Budget in Last Fiscal Year | $3,916,334 |
---|
Does Organization Have an Endowment | Yes |
---|
Value of Endowment (or Financial Reserves) as of the End of Last Fiscal Year | $62,724,206 |
---|
Change in Financial Status Over Last Three Years | Significant improvement |
---|
Factors that Played a Role in the Origins of Your Organization |
---|
Community leadership | Played a centrally important role |
---|
Philanthropic gifts | Played a centrally important role |
---|
Grassroots activism | Played a centrally important role |
---|
Inadequate government services | No role |
---|
Changes in the political environment | Did not answer |
---|
Changes in the economic environment | Played an important role |
---|
Government initiative funding | Played a slight role |
---|
Foundation initiative funding | Played a centrally important role |
---|
Bilateral or multilateral initiative funding | Played a centrally important role |
---|
Favorable legal or fiscal policies | Played a slight role |
---|
|
Time Spent Working in Following Areas |
---|
Neighborhood | Lots of time |
---|
Locally | Lots of time |
---|
Regionally | Lots of time |
---|
Nationally | None |
---|
Internationally | None |
---|
|
Rate Importance of the Following Functions |
---|
Grantmaking | Centrally important |
---|
Having local people as leaders in the organization | Centrally important |
---|
Seeking local donations | Centrally important |
---|
Having a gender balance in the organization | Important but not central |
---|
Board reflective of community diversity | Centrally important |
---|
Building an endowment | Centrally important |
---|
Serving donor needs | Centrally important |
---|
Acting as a fiscal intermediary for the community | Centrally important |
---|
Building inclusion and trust in the community | Centrally important |
---|
Pursuing equity | Important but not central |
---|
Accountability to local people | Centrally important |
---|
Raising money for grantmaking annually | Important but not central |
---|
Community development | Important but not central |
---|
|
In the Last Year, Extent to Which Programming and/or Grantmaking Involved Work in the Following Areas |
---|
Arts and culture | Fair amount |
---|
Education | Fair amount |
---|
Environment | Lot |
---|
Health | Fair amount |
---|
Human and social services | Fair amount |
---|
Human rights | Little |
---|
International relations | Not at all |
---|
Religion | Little |
---|
Economic development | Little |
---|
Conflict resolution/bridging different parts of the community | Little |
---|
Information technology | Little |
---|
Strengthening local or regional government | Little |
---|
Housing | Not at all |
---|
Children | Fair amount |
---|
Water | Lot |
---|
Alternative energy | Lot |
---|
Disaster relief | Not at all |
---|
Advocacy with authorities | Little |
---|
Job training | Fair amount |
---|
|
Nongrantmaking Services Offered to Community in Recent Years |
---|
Convening for issues of local concern | Often |
---|
Promote collaboration between grantees | Often |
---|
Promote understanding of public policy | Occasionally |
---|
Training/capacity-building for local organizations | Occasionally |
---|
Advocacy | Rarely |
---|
Loaned staff | Never |
---|
Research | Never |
---|
Community needs assessment | Rarely |
---|
Leadership development | Occasionally |
---|
Internships | Occasionally |
---|
Providing space for local organizations | Rarely |
---|
Access to information technology | Occasionally |
---|
Publishing/knowledge sharing | Occasionally |
---|
|
Main Trends Over the Past Year in Geographic Area Served |
---|
Poverty | Getting worse |
---|
Crime | Getting worse |
---|
Trust among different sections of the community | Getting better |
---|
Equitable distribution of resources and services | No change |
---|
Social position of marginalized groups | No change |
---|
Responsiveness of authorities | No change |
---|
Appropriateness of public policies | Getting worse |
---|
Value of community assets | No change |
---|
Quality of the environment | Getting much better |
---|
Number of people and organizations working to change and improve their community | Getting better |
---|
Levels of innovation and risk taking in addressing community problems | Getting better |
---|
Networks and links between different parts of the community | Getting better |
---|
Gender equity | Getting better |
---|
Charitable giving through the community foundation | Getting much better |
---|
Number of people and organizations involved in philanthropic giving | Getting better |
---|
|
Extent to Which Organization Can Claim Tangible and Measurable Achievements in the Past Three Years |
---|
Poverty | Work in the sphere but no measurable achievement |
---|
Crime | Do not work in this sphere |
---|
Trust among different sections of the community | A few small achievements |
---|
Equitable distribution of resources and services | A few small achievements |
---|
Social position of marginalized groups | A few small achievements |
---|
Responsiveness of authorities | Do not work in this sphere |
---|
Appropriateness of public policies | Do not work in this sphere |
---|
Value of community assets | A few small achievements |
---|
Quality of the environment | Much achievement |
---|
Number of people and organizations working to change and improve their community | Some important achievements |
---|
Levels of innovation and risk taking in addressing community problems | Some important achievements |
---|
Networks and links between different parts of the community | A few small achievements |
---|
Gender equity | A few small achievements |
---|
Charitable giving through the community foundation | Much achievement |
---|
Number of people and organizations involved in philanthropic giving | Some important achievements |
---|
|
Active Partnerships |
---|
Formal community associations and groups | Lot |
---|
Informal associations of citizens | Lot |
---|
Non-governmental organizations | Lot |
---|
Local government | Lot |
---|
National government | Not at all |
---|
Universities | Little |
---|
Schools | Little |
---|
Businesses | Little |
---|
|
Other Institutions Helpful to Our Work |
---|
National association of grantmakers | Helpful |
---|
Regional association of grantmakers | Helpful |
---|
Global Fund for Community Foundations | Very unhelpful |
---|
Particular foundation | Very helpful |
---|
Other organization | Very helpful |
---|
|
Involvement of Local People |
---|
Regularly survey local people about our programs | No |
---|
Local people are engaged in the delivery of our work | Yes |
---|
Local people control what our organization does | Yes |
---|
Have local people represented on our board | Yes |
---|
Have regular sessions where local people advise us what our programs should do | Yes |
---|
Actively engage local people as volunteers | Yes |
---|
All of our board is composed of local people | Yes |
---|
Account to local people about our successes and failures each year | Yes |
---|
|
Assistance in Overcoming Main Difficulties Faced in Developing Organization Further |
---|
Increased funding | Very important |
---|
Better legal or fiscal environment | Unimportant |
---|
More volunteers | Important |
---|
Access to advice or technical assistance | Important |
---|
Better local culture of giving | Very important |
---|
Stronger civil society | Very important |
---|
More responsive authorities | Very important |
---|
|
Other | Did not answer |
---|
Most Meaningful Change that Organization Has Helped to Bring About in the Last Three Years | We have established a local community group to develop and open a LEED-level nonprofit co-op/laundry mat in an underserved neighborhood that will be supplied in part through a network of community gardens we helped to establish as a community-wide initiative. It is intended to serve a a center of community engagement through selected programming and other activities. |
---|