Olympic View Community Foundation
720 East Washington Street, Suite 111
Sequim, Washington 98382
United States
Mission
To improve our community by connecting people who care with causes that matter
Most Meaningful Change
For the past 10 years, the foundation languished due to the passive nature of being run by an all-volunteer board in a very rural, low-population community. However, due to an unusual partnership with a local bank whereby 1% of all purchases made on their community credit card is returned to the community through our organization in the form of small grants, we have had a low profile among local nonprofits. We received a grant in the last quarter of 2012 to fund a staff position to rebuild and renew the organization in terms of infrastructure and operations. We are coming into the second year of that grant and feel we are making headway. We are in discussion with the city regarding a public/private partnership to rehabilitate a small community center. Our five-year strategy is to undertake this rather large, high-profile project and others that will help our community and simultaneously raise the foundation’s profile, which should result in growth of our endowment assets.
2000 Year Founded
1 Paid Staff (Full-Time Equivalent)
$141,137 Endowment Value
$5,850 Total Annual Grantmaking
Organization | Olympic View Community Foundation |
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Address 1 | 720 East Washington Street, Suite 111 |
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Address 2 | Did not answer |
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City / Town | Sequim |
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State / Region | Washington |
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ZIP / Postal Code | 98382 |
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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 | 360-797-1338 |
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Email | sueellen@ov-cf.org |
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Website | www.ov-cf.org |
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Organization Leader (Name, Title) | Sue Ellen Riesau, Executive Director |
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Primary Contact’s Name | Sue Riesau |
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Primary Contact’s Position | Executive Director |
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Year Founded | 2000 |
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Mission Statement | To improve our community by connecting people who care with causes that matter |
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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 | 33,000 |
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Total Paid Staff (Full-Time Equivalents) | 1 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 7 |
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Organization’s Total Income in Last Fiscal Year | $40,225 |
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Organization’s Gifts Income in Last Fiscal Year | $15,243 |
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Organization’s Total Expenditures in Last Fiscal Year | $16,453 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $5,850 |
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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 | $141,137 |
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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 an important role |
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Philanthropic gifts | Played a slight role |
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Grassroots activism | Played a centrally important role |
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Inadequate government services | Played an important 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 | Played a centrally important 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 | None |
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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 | 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 | Important but not central |
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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 | 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 | Fair amount |
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Environment | Fair amount |
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Health | Did not answer |
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Human and social services | Did not answer |
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Human rights | Did not answer |
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International relations | Did not answer |
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Religion | Did not answer |
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Economic development | Fair amount |
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Conflict resolution/bridging different parts of the community | Did not answer |
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Information technology | Did not answer |
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Strengthening local or regional government | Fair amount |
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Housing | Did not answer |
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Children | Did not answer |
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Water | Did not answer |
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Alternative energy | Did not answer |
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Disaster relief | Did not answer |
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Advocacy with authorities | Did not answer |
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Job training | Did not answer |
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Nongrantmaking Services Offered to Community in Recent Years |
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Convening for issues of local concern | Occasionally |
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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 | Occasionally |
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Loaned staff | Never |
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Research | Occasionally |
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Community needs assessment | Rarely |
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Leadership development | Never |
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Internships | Never |
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Providing space for local organizations | Occasionally |
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Access to information technology | Rarely |
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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 | Did not answer |
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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 | 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 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 | No change |
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Number of people and organizations involved in philanthropic giving | No change |
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Extent to Which Organization Can Claim Tangible and Measurable Achievements in the Past Three Years |
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Poverty | Work in the sphere but no measurable achievement |
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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 | 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 | 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 | 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 | A few small achievements |
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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 | Lot |
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National government | Not at all |
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Universities | Did not answer |
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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 | 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 | 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 | 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 | Neither important nor unimportant |
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Better local culture of giving | Very 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 | For the past 10 years, the foundation languished due to the passive nature of being run by an all-volunteer board in a very rural, low-population community. However, due to an unusual partnership with a local bank whereby 1% of all purchases made on their community credit card is returned to the community through our organization in the form of small grants, we have had a low profile among local nonprofits. We received a grant in the last quarter of 2012 to fund a staff position to rebuild and renew the organization in terms of infrastructure and operations. We are coming into the second year of that grant and feel we are making headway. We are in discussion with the city regarding a public/private partnership to rehabilitate a small community center. Our five-year strategy is to undertake this rather large, high-profile project and others that will help our community and simultaneously raise the foundation’s profile, which should result in growth of our endowment assets. |
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