Fremont Area Community Foundation
Post Office Box B
Fremont, Michigan 49412
United States
Mission
To improve the quality of life in Newaygo County, Michigan
Most Meaningful Change
The foundation adopted Goal 2025 to increase postsecondary achievement to 60% by the year 2025. We secured planning funds and launched a local access network in collaboration with the Newaygo County Regional Educational Service Agency. This network is cross-sectoral, and engages the local districts around improvements in educational achievement and preparation for college or work. To date our efforts have focused on local high school juniors and seniors, specifically to assist them in understanding the importance of postsecondary achievement and helping them to navigate their educational plans. Efforts are now under way to plan for adult educational attainment, specifically for those with some college but no degree, and to focus on training that meets regional workforce needs now and into the future.
1951 Year Founded
16 Paid Staff (Full-Time Equivalent)
$203,100,000 Endowment Value
$9,500,000 Total Annual Grantmaking
Organization | Fremont Area Community Foundation |
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Address 1 | Post Office Box B |
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Address 2 | Did not answer |
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City / Town | Fremont |
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State / Region | Michigan |
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ZIP / Postal Code | 49412 |
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Country | United States |
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Continent | North America |
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Map Address (If Different) | 4424 West 48th Street |
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Map City / Town (If Different) | Fremont |
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Map State / Region (If Different) | MI |
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Map Zip / Postal Code (If Different) | 49412 |
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Map Country (If Different) | Did not answer |
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Phone | 231 924-5350 |
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Email | croberts@facommunityfoundation.org |
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Website | www.facommunityfoundation.org |
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Organization Leader (Name, Title) | Carla Roberts, President & CEO |
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Primary Contact’s Name | Carla Roberts |
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Primary Contact’s Position | President & CEO |
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Year Founded | 1951 |
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Mission Statement | To improve the quality of life in Newaygo County, Michigan |
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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 | 48,500 |
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Total Paid Staff (Full-Time Equivalents) | 16 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 15 |
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Organization’s Total Income in Last Fiscal Year | $2,046,359 |
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Organization’s Gifts Income in Last Fiscal Year | $2,720,759 |
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Organization’s Total Expenditures in Last Fiscal Year | $1,067,981 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $9,500,000 |
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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 | $203,100,000 |
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Change in Financial Status Over Last Three Years | A little improvement |
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Factors that Played a Role in the Origins of Your Organization |
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Community leadership | Did not answer |
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Philanthropic gifts | Played a centrally important role |
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Grassroots activism | Did not answer |
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Inadequate government services | Did not answer |
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Changes in the political environment | Did not answer |
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Changes in the economic environment | Did not answer |
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Government initiative funding | Did not answer |
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Foundation initiative funding | Did not answer |
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Bilateral or multilateral initiative funding | Did not answer |
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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 | Fair amount of time |
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Nationally | Fair amount of 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 | Important but not central |
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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 | Slightly 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 | Slightly 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 | Fair amount |
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Health | Fair amount |
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Human and social services | Lot |
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Human rights | Little |
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International relations | Not at all |
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Religion | Little |
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Economic development | Fair amount |
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Conflict resolution/bridging different parts of the community | Fair amount |
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Information technology | Little |
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Strengthening local or regional government | Little |
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Housing | Little |
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Children | Fair amount |
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Water | Little |
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Alternative energy | Little |
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Disaster relief | Not at all |
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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 | Occasionally |
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Promote understanding of public policy | Rarely |
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Training/capacity-building for local organizations | Often |
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Advocacy | Rarely |
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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 | Often |
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Internships | Often |
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Providing space for local organizations | Often |
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Access to information technology | Occasionally |
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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 | Getting better |
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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 | Getting better |
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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 much better |
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Gender equity | Getting better |
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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 | Work in the sphere but no measurable achievement |
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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 | Work in the sphere but no measurable achievement |
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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 | Lot |
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National government | Little |
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Universities | Little |
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Schools | Lot |
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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 | 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 | Helpful |
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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 | 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 | The foundation adopted Goal 2025 to increase postsecondary achievement to 60% by the year 2025. We secured planning funds and launched a local access network in collaboration with the Newaygo County Regional Educational Service Agency. This network is cross-sectoral, and engages the local districts around improvements in educational achievement and preparation for college or work. To date our efforts have focused on local high school juniors and seniors, specifically to assist them in understanding the importance of postsecondary achievement and helping them to navigate their educational plans. Efforts are now under way to plan for adult educational attainment, specifically for those with some college but no degree, and to focus on training that meets regional workforce needs now and into the future. |
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