Penza Community Foundation “Civil Unity”
Uritskogo str. 62, Office 2026, Fond “Grajdanskiy Souz”
Penza, Penzenskaya Oblast 440000
Russia
Mission
To promote the solution of socially significant problems of inhabitants of the Penza community and decrease social intensity through competitive financing for the best social projects of noncommercial organizations
Most Meaningful Change
A growing number of civil society activists in our community are ready to deal with social problems as volunteers. They create informal movements and interest groups.
2002 Year Founded
5 Paid Staff (Full-Time Equivalent)
$141,300 Endowment Value
$42,500 Total Annual Grantmaking
Organization | Penza Community Foundation “Civil Unity” |
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Address 1 | Uritskogo str. 62, Office 2026, Fond “Grajdanskiy Souz” |
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Address 2 | Did not answer |
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City / Town | Penza |
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State / Region | Penzenskaya Oblast |
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ZIP / Postal Code | 440000 |
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Country | Russia |
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Continent | Europe |
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Map Address (If Different) | Uritskogo Street 62, Office 2026, |
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Map City / Town (If Different) | Penza |
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Map State / Region (If Different) | Penzenskaya oblast |
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Map Zip / Postal Code (If Different) | 440000 |
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Map Country (If Different) | Did not answer |
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Phone | +7-8412-260120 |
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Email | pr@civilunity.org |
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Website | penzafond.ru/ |
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Organization Leader (Name, Title) | Oleg Saripkov, Executive Director |
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Primary Contact’s Name | Ekaterina Fedotova |
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Primary Contact’s Position | Deputy Director |
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Year Founded | 2002 |
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Mission Statement | To promote the solution of socially significant problems of inhabitants of the Penza community and decrease social intensity through competitive financing for the best social projects of noncommercial organizations |
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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 | 500,000 |
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Total Paid Staff (Full-Time Equivalents) | 5 |
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Total Unpaid Staff (Full-Time Equivalents) | 10 |
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Total Board Members | 7 |
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Organization’s Total Income in Last Fiscal Year | $55,000 |
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Organization’s Gifts Income in Last Fiscal Year | Did not answer |
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Organization’s Total Expenditures in Last Fiscal Year | $60,000 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $42,500 |
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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 | $141,300 |
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Change in Financial Status Over Last Three Years | Stayed about the same |
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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 | Played a centrally important 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 | Played an important role |
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Foundation initiative funding | Played a centrally 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 | Fair amount of time |
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Locally | Lots of 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 | Important but not central |
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Seeking local donations | Centrally important |
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Having a gender balance in the organization | Slightly 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 | 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 | Lot |
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Education | Lot |
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Environment | Little |
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Health | Little |
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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 | Not at all |
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Economic development | Not at all |
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Conflict resolution/bridging different parts of the community | Not at all |
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Information technology | Lot |
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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 | Lot |
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Water | Not at all |
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Alternative energy | Not at all |
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Disaster relief | Not at all |
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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 | Occasionally |
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Promote collaboration between grantees | Rarely |
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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 | Occasionally |
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Loaned staff | Occasionally |
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Research | Never |
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Community needs assessment | Often |
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Leadership development | Often |
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Internships | Occasionally |
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Providing space for local organizations | Often |
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Access to information technology | Often |
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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 better |
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Crime | Getting better |
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Trust among different sections of the community | Getting much 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 | Getting better |
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Value of community assets | Getting much 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 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 much better |
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Gender equity | No change |
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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 | Much achievement |
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Equitable distribution of resources and services | Some important achievements |
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Social position of marginalized groups | Do not work in this sphere |
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Responsiveness of authorities | Some important achievements |
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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 | Much achievement |
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Gender equity | Do not work in this sphere |
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Charitable giving through the community foundation | Much achievement |
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Number of people and organizations involved in philanthropic giving | Much 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 | Little |
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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 | Helpful |
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Regional association of grantmakers | Neither helpful or unhelpful |
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Global Fund for Community Foundations | Helpful |
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Particular foundation | 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 | 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 | Very 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 | Very 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 | A growing number of civil society activists in our community are ready to deal with social problems as volunteers. They create informal movements and interest groups. |
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