Santa Fe Community Foundation
501 Halona
Santa Fe, New Mexico 87505
United States
Mission
Devoted to building healthy and vital communities where racial, cultural or economic differences do not limit access to health, education or employment; diverse audiences enjoy the many arts and cultural heritages of our region; and all sectors of our community take responsibility for ensuring a healthy environment
Most Meaningful Change
We created a visible and heavily utilized “Hub for Social Innovation,” which attracts over 3,000 users a year for community information gathering, workshops, training, opportunities to network, fostering collaboration and so on.
1981 Year Founded
15 Paid Staff (Full-Time Equivalent)
$40,000,000 Endowment Value
$4,000,000 Total Annual Grantmaking
Organization | Santa Fe Community Foundation |
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Address 1 | 501 Halona |
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Address 2 | Did not answer |
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City / Town | Santa Fe |
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State / Region | New Mexico |
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ZIP / Postal Code | 87505 |
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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 | (505) 988-8715 |
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Email | foundation@SantaFeCF.org |
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Website | www.santafecf.org |
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Organization Leader (Name, Title) | Brian T. Byrnes, President & CEO |
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Primary Contact’s Name | Brian Byrnes |
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Primary Contact’s Position | President & CEO |
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Year Founded | 1981 |
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Mission Statement | Devoted to building healthy and vital communities where racial, cultural or economic differences do not limit access to health, education or employment; diverse audiences enjoy the many arts and cultural heritages of our region; and all sectors of our community take responsibility for ensuring a healthy environment |
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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 | 100,000 |
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Total Paid Staff (Full-Time Equivalents) | 15 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 18 |
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Organization’s Total Income in Last Fiscal Year | $23,000,000 |
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Organization’s Gifts Income in Last Fiscal Year | $22,330,673 |
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Organization’s Total Expenditures in Last Fiscal Year | $1,600,000 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $4,000,000 |
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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 | $40,000,000 |
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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 an important role |
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Philanthropic gifts | Played a centrally important 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 | No 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 | Fair amount of 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 | Important but not central |
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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 | 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 | Important but not central |
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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 | Lot |
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Environment | Fair amount |
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Health | Lot |
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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 | Little |
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Conflict resolution/bridging different parts of the community | Not at all |
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Information technology | Not at all |
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Strengthening local or regional government | Not at all |
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Housing | Fair amount |
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Children | Lot |
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Water | Fair amount |
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Alternative energy | Little |
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Disaster relief | Not at all |
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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 | Rarely |
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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 | Rarely |
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Providing space for local organizations | Often |
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Access to information technology | Occasionally |
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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 worse |
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Equitable distribution of resources and services | Getting worse |
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Social position of marginalized groups | No change |
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Responsiveness of authorities | No change |
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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 | Did not answer |
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Number of people and organizations working to change and improve their community | No change |
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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 | 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 | Some important achievements |
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Crime | Some important achievements |
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Trust among different sections of the community | A few small achievements |
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Equitable distribution of resources and services | A few small achievements |
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Social position of marginalized groups | A few small achievements |
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Responsiveness of authorities | Work in the sphere but no measurable achievement |
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Appropriateness of public policies | Some important achievements |
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Value of community assets | Do not work in this sphere |
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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 | Work in the sphere but no measurable 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 | Work in the sphere but no measurable achievement |
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Gender equity | Work in the sphere but no measurable achievement |
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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 | Little |
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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 | Little |
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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 | Unhelpful |
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Global Fund for Community Foundations | Very unhelpful |
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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 | 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 | Neither important nor unimportant |
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Better legal or fiscal environment | Neither important nor unimportant |
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More volunteers | Neither important nor unimportant |
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Access to advice or technical assistance | Did not answer |
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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 | Neither important nor unimportant |
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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 | We created a visible and heavily utilized “Hub for Social Innovation,” which attracts over 3,000 users a year for community information gathering, workshops, training, opportunities to network, fostering collaboration and so on. |
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