Fundación Comunitaria Oaxaca
Alonso García Bravo 103, Fraccionamiento Villa de Antequera
Oaxaca de Juárez, Oaxaca 68020
Mexico
Mission
To promote social participation in and out of Oaxaca to improve the welfare and quality of life of vulnerable population groups and those marginalized in the Oaxacan community, through initiatives that generate fundamental and lasting changes
Most Meaningful Change
The most meaningful change we have made in our community is nurturing the idea of working for what you want or need. We help people achieve their dreams through training and support, and show them that they can accomplish their goals by themselves.
1996 Year Founded
13 Paid Staff (Full-Time Equivalent)
$3,785 Endowment Value
$1,000,000 Total Annual Grantmaking
Organization | Fundación Comunitaria Oaxaca |
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Address 1 | Alonso García Bravo 103, Fraccionamiento Villa de Antequera |
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Address 2 | Did not answer |
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City / Town | Oaxaca de Juárez |
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State / Region | Oaxaca |
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ZIP / Postal Code | 68020 |
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Country | Mexico |
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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 | 529511336045 |
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Email | fernanda.mendez@fundacion-oaxaca.org |
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Website | www.fundacion-oaxaca.org |
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Organization Leader (Name, Title) | Luis Ruiz Saucedo, General Manager |
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Primary Contact’s Name | María Méndez |
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Primary Contact’s Position | Technical Secretariat |
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Year Founded | 1996 |
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Mission Statement | To promote social participation in and out of Oaxaca to improve the welfare and quality of life of vulnerable population groups and those marginalized in the Oaxacan community, through initiatives that generate fundamental and lasting changes |
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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 | 2,000 |
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Total Paid Staff (Full-Time Equivalents) | 13 |
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Total Unpaid Staff (Full-Time Equivalents) | 4 |
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Total Board Members | 12 |
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Organization’s Total Income in Last Fiscal Year | $1,000,000 |
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Organization’s Gifts Income in Last Fiscal Year | $609,832 |
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Organization’s Total Expenditures in Last Fiscal Year | $100,000 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $1,000,000 |
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Does Organization Have an Endowment | No but intend to build one |
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Value of Endowment (or Financial Reserves) as of the End of Last Fiscal Year | $3,785 |
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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 | Played a centrally important role |
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Philanthropic gifts | Played a slight role |
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Grassroots activism | Played a slight role |
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Inadequate government services | No role |
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Changes in the political environment | Played a slight role |
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Changes in the economic environment | Played a slight role |
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Government initiative funding | No role |
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Foundation initiative funding | Played a centrally important role |
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Bilateral or multilateral initiative funding | No role |
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Favorable legal or fiscal policies | Played a slight role |
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Time Spent Working in Following Areas |
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Neighborhood | Very little time |
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Locally | Very little time |
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Regionally | Lots of time |
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Nationally | Very little time |
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Internationally | Very little time |
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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 | Slightly important |
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Seeking local donations | Important but not central |
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Having a gender balance in the organization | Important but not central |
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Board reflective of community diversity | Slightly important |
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Building an endowment | Important but not central |
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Serving donor needs | Important but not central |
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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 | Not at all |
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Education | Lot |
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Environment | Lot |
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Health | Not at all |
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Human and social services | Lot |
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Human rights | Fair amount |
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International relations | Not at all |
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Religion | Not at all |
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Economic development | Lot |
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Conflict resolution/bridging different parts of the community | Not at all |
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Information technology | Little |
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Strengthening local or regional government | Not at all |
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Housing | Not at all |
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Children | Not at all |
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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 | 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 | Rarely |
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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 | Never |
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Research | Never |
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Community needs assessment | Occasionally |
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Leadership development | Occasionally |
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Internships | Often |
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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 | Never |
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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 | Getting worse |
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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 | No change |
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Value of community assets | No change |
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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 much 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 much 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 | Much achievement |
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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 | Work in the sphere but no measurable achievement |
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Social position of marginalized groups | Much 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 | Some important achievements |
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Quality of the environment | Much achievement |
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Number of people and organizations working to change and improve their community | Much achievement |
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Levels of innovation and risk taking in addressing community problems | Much achievement |
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Networks and links between different parts of the community | Much achievement |
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Gender equity | Much achievement |
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Charitable giving through the community foundation | Do not work in this sphere |
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Number of people and organizations involved in philanthropic giving | Work in the sphere but no measurable achievement |
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Active Partnerships |
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Formal community associations and groups | Lot |
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Informal associations of citizens | Lot |
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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 | Helpful |
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Global Fund for Community Foundations | Helpful |
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Particular foundation | Very 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 | 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 | No |
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Have local people represented on our board | No |
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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 | No |
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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 | Important |
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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 most meaningful change we have made in our community is nurturing the idea of working for what you want or need. We help people achieve their dreams through training and support, and show them that they can accomplish their goals by themselves. |
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