Baltimore Community Foundation
2 East Read Street 9th Floor
Baltimore, Maryland 21202
United States
Mission
To inspire donors to achieve their charitable goals from generation to generation and to improve the quality of life in the Baltimore region through grantmaking, enlightened civic leadership and strategic investments
Most Meaningful Change
In 2013 we rallied our board, staff and community partners to help pass major legislation in our state’s capital. It will fund the first six-year phase of a $2.4 billion renewal plan for Baltimore City’s school buildings-enough for 15 new schools and the extensive renovation of about 35 others. Passage of this bill is a major step toward renovating and modernizing all public school buildings in Baltimore City.
1972 Year Founded
32 Paid Staff (Full-Time Equivalent)
$68,149,925 Endowment Value
$20,855,776 Total Annual Grantmaking
Organization | Baltimore Community Foundation |
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Address 1 | 2 East Read Street 9th Floor |
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Address 2 | Did not answer |
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City / Town | Baltimore |
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State / Region | Maryland |
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ZIP / Postal Code | 21202 |
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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 | 410-332-4171 ext. 180 |
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Email | questions@bcf.org |
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Website | www.bcf.org |
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Organization Leader (Name, Title) | Tom Wilcox, President & CEO |
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Primary Contact’s Name | Jennifer Seal |
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Primary Contact’s Position | Communications Officer |
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Year Founded | 1972 |
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Mission Statement | To inspire donors to achieve their charitable goals from generation to generation and to improve the quality of life in the Baltimore region through grantmaking, enlightened civic leadership and strategic investments |
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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 | 1,440,000 |
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Total Paid Staff (Full-Time Equivalents) | 32 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 31 |
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Organization’s Total Income in Last Fiscal Year | $50,980,158 |
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Organization’s Gifts Income in Last Fiscal Year | $25,036,294 |
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Organization’s Total Expenditures in Last Fiscal Year | $44,271,737 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $20,855,776 |
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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 | $68,149,925 |
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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 | No role |
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Grassroots activism | No role |
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Inadequate government services | No 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 | No 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 | 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 | 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 | 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 | Important but not central |
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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 | Lot |
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Environment | Lot |
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Health | Little |
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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 | Little |
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Conflict resolution/bridging different parts of the community | Little |
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Information technology | Not at all |
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Strengthening local or regional government | Little |
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Housing | Fair amount |
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Children | Fair amount |
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Water | Fair amount |
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Alternative energy | Fair amount |
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Disaster relief | Little |
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Advocacy with authorities | Lot |
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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 | Often |
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Training/capacity-building for local organizations | Often |
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Advocacy | Often |
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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 | Occasionally |
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Internships | Occasionally |
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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 | 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 | 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 | No change |
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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 | Getting better |
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Value of community assets | Getting 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 better |
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Networks and links between different parts of the community | Getting better |
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Gender equity | Did not answer |
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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 much 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 | A few small achievements |
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Appropriateness of public policies | Some important achievements |
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Value of community assets | Some important achievements |
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Quality of the environment | Some important achievements |
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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 | A few small achievements |
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Networks and links between different parts of the community | A few small achievements |
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Gender equity | Do not work in this sphere |
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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 | 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 | Not at all |
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Universities | Little |
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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 | Neither helpful or unhelpful |
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Regional association of grantmakers | Very helpful |
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Global Fund for Community Foundations | Neither helpful or unhelpful |
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Particular foundation | Very helpful |
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Other organization | Very helpful |
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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 | No |
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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 | Neither important nor unimportant |
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More volunteers | Important |
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Access to advice or technical assistance | Neither important nor unimportant |
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Better local culture of giving | Important |
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Stronger civil society | Very 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 | In 2013 we rallied our board, staff and community partners to help pass major legislation in our state’s capital. It will fund the first six-year phase of a $2.4 billion renewal plan for Baltimore City’s school buildings-enough for 15 new schools and the extensive renovation of about 35 others. Passage of this bill is a major step toward renovating and modernizing all public school buildings in Baltimore City. |
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