Community Foundation of Tompkins County
200 E. Buffalo Street Suite 202
Ithaca, New York 14850
United States
Mission
To improve the quality of life in Tompkins County by inspiring and supporting enduring philanthropy
Most Meaningful Change
Since our inception in 2000 we have granted more than $5 million and built assets of $12 million, including five amazing program supports from our grantmaking portfolio: annual grants to 33 rural libraries to increase the love of learning and reading among youth; support of a feasibility study to expand a curriculum-based cultural institutions field trip program to every student in the county; expanding the capacity of a local re-use center to generate more earned income and to increase its job training program; co-funding special training to support the next generation of executive director leadership for a more collaborative and effective future; and half-million-dollar endowments at two community centers for local meal programs.
2000 Year Founded
5 Paid Staff (Full-Time Equivalent)
$631,358 Endowment Value
$962,539 Total Annual Grantmaking
Organization | Community Foundation of Tompkins County |
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Address 1 | 200 E. Buffalo Street Suite 202 |
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Address 2 | Did not answer |
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City / Town | Ithaca |
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State / Region | New York |
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ZIP / Postal Code | 14850 |
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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 | 607.272.9333 |
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Email | gferrari@cftompkins.org |
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Website | www.cftompkins.org |
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Organization Leader (Name, Title) | George Ferrari, Chief Executive Officer |
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Primary Contact’s Name | George Ferrari |
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Primary Contact’s Position | Chief Executive Officer |
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Year Founded | 2000 |
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Mission Statement | To improve the quality of life in Tompkins County by inspiring and supporting enduring 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 | 102,554 |
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Total Paid Staff (Full-Time Equivalents) | 5 |
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Total Unpaid Staff (Full-Time Equivalents) | 50 |
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Total Board Members | 27 |
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Organization’s Total Income in Last Fiscal Year | $3,353,846 |
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Organization’s Gifts Income in Last Fiscal Year | $2,100,774 |
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Organization’s Total Expenditures in Last Fiscal Year | $1,310,543 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $962,539 |
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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 | $631,358 |
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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 an 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 slight 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 an 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 | 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 | Centrally important |
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Seeking local donations | Centrally important |
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Having a gender balance in the organization | Important but not central |
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Board reflective of community diversity | Centrally important |
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Building an endowment | Slightly important |
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Serving donor needs | Centrally important |
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Acting as a fiscal intermediary for the community | Not 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 | Fair amount |
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Education | Fair amount |
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Environment | Little |
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Health | Little |
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Human and social services | Fair amount |
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Human rights | Little |
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International relations | Not at all |
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Religion | Not at all |
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Economic development | Little |
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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 | 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 | Not at all |
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Advocacy with authorities | Not at all |
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Job training | Little |
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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 | Occasionally |
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Advocacy | Occasionally |
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Loaned staff | Never |
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Research | Never |
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Community needs assessment | Never |
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Leadership development | Occasionally |
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Internships | Rarely |
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Providing space for local organizations | Never |
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Access to information technology | Never |
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Publishing/knowledge sharing | Occasionally |
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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 | Getting worse |
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Trust among different sections of the community | No change |
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Equitable distribution of resources and services | Getting worse |
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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 | No change |
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Quality of the environment | Getting much 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 much 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 | Work in the sphere but no measurable achievement |
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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 | Work in the sphere but no measurable achievement |
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Quality of the environment | A few small achievements |
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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 | Work in the sphere but no measurable achievement |
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Networks and links between different parts of the community | Work in the sphere but no measurable achievement |
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Gender equity | Work in the sphere but no measurable achievement |
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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 | Little |
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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 | Not at all |
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Universities | Little |
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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 | Helpful |
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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 | Neither helpful or unhelpful |
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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 | Yes |
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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 | 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 | Since our inception in 2000 we have granted more than $5 million and built assets of $12 million, including five amazing program supports from our grantmaking portfolio: annual grants to 33 rural libraries to increase the love of learning and reading among youth; support of a feasibility study to expand a curriculum-based cultural institutions field trip program to every student in the county; expanding the capacity of a local re-use center to generate more earned income and to increase its job training program; co-funding special training to support the next generation of executive director leadership for a more collaborative and effective future; and half-million-dollar endowments at two community centers for local meal programs. |
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