Greater Lewes Foundation
135 Second Street
Lewes, Delaware 19958
United States
Mission
To maintain and improve the quality of life in the Greater Lewes region
Most Meaningful Change
Our two major projects have been the creation of a $15 million waterfront park to replace the large retail/housing project planned in the heart of Lewes, and the acquisition of a key 5.5-acre property for a new Lewes Public Library. The site will also be the nexus for a state-approved emerging rail-trail system leading to and from Rehoboth Beach and inland. We have an excellent working relationship with the City of Lewes and manage 25 small but important funds and scholarships. We invest our endowments with the Delaware Community Foundation.
2000 Year Founded
2 Paid Staff (Full-Time Equivalent)
$500,000 Endowment Value
$50,000 Total Annual Grantmaking
Organization | Greater Lewes Foundation |
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Address 1 | 135 Second Street |
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Address 2 | Did not answer |
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City / Town | Lewes |
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State / Region | Delaware |
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ZIP / Postal Code | 19958 |
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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 | 302-644-0107 |
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Email | michaelrawl@comcast.net |
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Website | www.greaterlewesfoundation.org |
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Organization Leader (Name, Title) | Michael Rawl, Executive Director |
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Primary Contact’s Name | Michael Rawl |
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Primary Contact’s Position | Executive Director |
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Year Founded | 2000 |
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Mission Statement | To maintain and improve the quality of life in the Greater Lewes region |
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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 | 17,000 |
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Total Paid Staff (Full-Time Equivalents) | 2 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 13 |
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Organization’s Total Income in Last Fiscal Year | $150,000 |
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Organization’s Gifts Income in Last Fiscal Year | $205,987 |
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Organization’s Total Expenditures in Last Fiscal Year | $75,000 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $50,000 |
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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 | $500,000 |
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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 a centrally important 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 | No role |
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Government initiative funding | Played an important role |
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Foundation initiative funding | Played an 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 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 | Lots of time |
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Regionally | None |
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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 | Important but not central |
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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 | Slightly important |
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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 | Slightly important |
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Accountability to local people | Important but not central |
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Raising money for grantmaking annually | Important but not central |
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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 | Fair amount |
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Environment | Little |
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Health | Not at all |
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Human and social services | Little |
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Human rights | Not at all |
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International relations | Not at all |
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Religion | Not at all |
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Economic development | Did not answer |
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Conflict resolution/bridging different parts of the community | Lot |
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Information technology | Lot |
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Strengthening local or regional government | Not at all |
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Housing | Fair amount |
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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 | Did not answer |
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Advocacy with authorities | Lot |
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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 | Often |
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Promote collaboration between grantees | Rarely |
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Promote understanding of public policy | Rarely |
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Training/capacity-building for local organizations | Rarely |
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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 | Occasionally |
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Leadership development | Occasionally |
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Internships | Never |
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Providing space for local organizations | Rarely |
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Access to information technology | Never |
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Publishing/knowledge sharing | Rarely |
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Main Trends Over the Past Year in Geographic Area Served |
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Poverty | Did not answer |
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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 | Did not answer |
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Social position of marginalized groups | Did not answer |
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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 much 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 much 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 | Did not answer |
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Charitable giving through the community foundation | No change |
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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 | Do not work in this sphere |
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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 | 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 | Much achievement |
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Appropriateness of public policies | Some important achievements |
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Value of community assets | Much achievement |
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Quality of the environment | Do not work in this sphere |
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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 | 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 | Did not answer |
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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 | Some important 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 | Not at all |
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Non-governmental organizations | Lot |
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Local government | Lot |
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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 | Helpful |
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Regional association of grantmakers | N/A |
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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 | Did not answer |
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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 | 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 | Important |
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Better legal or fiscal environment | Very unimportant |
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More volunteers | Very unimportant |
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Access to advice or technical assistance | Very unimportant |
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Better local culture of giving | Important |
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Stronger civil society | N/A |
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More responsive authorities | N/A |
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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 | Our two major projects have been the creation of a $15 million waterfront park to replace the large retail/housing project planned in the heart of Lewes, and the acquisition of a key 5.5-acre property for a new Lewes Public Library. The site will also be the nexus for a state-approved emerging rail-trail system leading to and from Rehoboth Beach and inland. We have an excellent working relationship with the City of Lewes and manage 25 small but important funds and scholarships. We invest our endowments with the Delaware Community Foundation. |
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