Southern Colorado Community Foundation
121 West City Center Drive, Suite 240
Post Office Box 1432
Pueblo, Colorado 81003
United States
Mission
To enhance the quality of life and promote philanthropy through leadership, resources and traditions
Most Meaningful Change
We provide scholarships to students at Colorado State University in Pueblo. The university football program was eliminated several years ago, then recently reinstated with a state-of-the-art stadium built through private donations. Our foundation provides $150,000 in scholarships to athletes through a donor-advised fund. The reintroduction of football has significantly increased the university’s enrollment as well as its visibility not only regionally but nationally.
1998 Year Founded
2 Paid Staff (Full-Time Equivalent)
$10,000,000 Endowment Value
$360,000 Total Annual Grantmaking
Organization | Southern Colorado Community Foundation |
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Address 1 | 121 West City Center Drive, Suite 240 |
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Address 2 | Post Office Box 1432 |
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City / Town | Pueblo |
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State / Region | Colorado |
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ZIP / Postal Code | 81003 |
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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 | 719.546.6677 |
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Email | kester@ddmktg.com |
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Website | www.sccfcolorado.org |
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Organization Leader (Name, Title) | Doris Kester, Executive Director |
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Primary Contact’s Name | Doris Kester |
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Primary Contact’s Position | Executive Director |
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Year Founded | 1998 |
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Mission Statement | To enhance the quality of life and promote philanthropy through leadership, resources and traditions |
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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 | 350,000 |
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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 | 14 |
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Organization’s Total Income in Last Fiscal Year | $1,210,895 |
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Organization’s Gifts Income in Last Fiscal Year | $156,190 |
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Organization’s Total Expenditures in Last Fiscal Year | $804,822 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $360,000 |
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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 | $10,000,000 |
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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 | Played a slight role |
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Inadequate government services | Played a slight role |
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Changes in the political environment | No role |
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Changes in the economic environment | Played a slight role |
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Government initiative funding | No role |
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Foundation initiative funding | Played an important role |
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Bilateral or multilateral initiative funding | Played a slight 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 | 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 | Important but not central |
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Board reflective of community diversity | Important but not central |
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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 | Slightly important |
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Building inclusion and trust in the community | Centrally important |
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Pursuing equity | Important but not central |
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Accountability to local people | Centrally important |
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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 | Fair amount |
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Education | Fair amount |
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Environment | Fair amount |
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Health | Fair amount |
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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 | Little |
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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 | Little |
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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 | Little |
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Alternative energy | Little |
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Disaster relief | Little |
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Advocacy with authorities | Little |
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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 | Occasionally |
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Promote collaboration between grantees | Often |
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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 | Occasionally |
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Research | Rarely |
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Community needs assessment | Often |
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Leadership development | Often |
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Internships | Rarely |
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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 | Occasionally |
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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 | 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 much 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 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 | Getting better |
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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 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 | A few small achievements |
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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 | A few small achievements |
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Social position of marginalized groups | A few small achievements |
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Responsiveness of authorities | A few small achievements |
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Appropriateness of public policies | Work in the sphere but no measurable achievement |
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Value of community assets | A few small achievements |
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Quality of the environment | A few small achievements |
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Number of people and organizations working to change and improve their community | Some important achievements |
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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 | Some important achievements |
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Number of people and organizations involved in philanthropic giving | A few small 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 | 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 | Lot |
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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 | N/A |
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Particular foundation | Very helpful |
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Other organization | Neither helpful or unhelpful |
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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 | No |
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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 | Neither important nor unimportant |
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More volunteers | Unimportant |
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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 | Important |
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More responsive authorities | 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 provide scholarships to students at Colorado State University in Pueblo. The university football program was eliminated several years ago, then recently reinstated with a state-of-the-art stadium built through private donations. Our foundation provides $150,000 in scholarships to athletes through a donor-advised fund. The reintroduction of football has significantly increased the university’s enrollment as well as its visibility not only regionally but nationally. |
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