Sunshine Coast Foundation
Post Office Box 1343
Sechelt, British Columbia V0N 3A0
Canada
Mission
To contribute to the quality of life on the Sunshine Coast by building endowments, making strategic grants and inspiring community leadership
Most Meaningful Change
Starting in 2020, we dedicated 50% of our available grants to two persistent community challenges: a lack of affordable housing and food insecurity. We made two grants of $20,000 each to local charities working on these challenges. These grants are renewable for two more years. We also initiated a COVID-19 Emergency Relief Fund that raised more than $140,000 locally and has awarded more than $122,000 in grants to support local organizations serving vulnerable communities and whose operations have been negatively impacted by COVID-19, as well as other local organizations whose fundraising efforts have been severely curtailed.
2003 Year Founded
2 Paid Staff (Full-Time Equivalent)
$4,366,700 Endowment Value
$165,365 Total Annual Grantmaking
Organization | Sunshine Coast Foundation |
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Address 1 | Post Office Box 1343 |
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Address 2 | Did not answer |
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City / Town | Sechelt |
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State / Region | British Columbia |
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ZIP / Postal Code | V0N 3A0 |
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Country | Canada |
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Continent | North America |
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Map Address (If Different) | 5500 Wharf Avenue, Suite 301 |
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Map City / Town (If Different) | Sechelt |
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Map State / Region (If Different) | British Columbia |
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Map Zip / Postal Code (If Different) | V0N 3A3 |
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Map Country (If Different) | Did not answer |
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Phone | 604-741-7360 |
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Email | sccfoundation@dccnet.com |
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Website | www.sccfoundation.com |
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Organization Leader (Name, Title) | Wendy L. Francis, Executive Director |
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Primary Contact’s Name | Wendy Francis |
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Primary Contact’s Position | Executive Director |
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Year Founded | 2003 |
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Mission Statement | To contribute to the quality of life on the Sunshine Coast by building endowments, making strategic grants and inspiring community leadership |
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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 | 29,000 |
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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 | 10 |
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Organization’s Total Income in Last Fiscal Year | $604,353 |
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Organization’s Gifts Income in Last Fiscal Year | $577,341 |
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Organization’s Total Expenditures in Last Fiscal Year | $246,162 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $165,365 |
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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 | $4,366,700 |
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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 a centrally important role |
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Philanthropic gifts | Played a centrally important role |
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Grassroots activism | Played an important 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 an important role |
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Government initiative funding | No role |
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Foundation initiative funding | Played a centrally important 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 | Very little time |
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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 | 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 | 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 | Little |
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Environment | Little |
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Health | Little |
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Human and social services | Fair amount |
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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 | Not at all |
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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 | Little |
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Children | Fair amount |
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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 | Not at all |
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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 | Occasionally |
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Promote understanding of public policy | Rarely |
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Training/capacity-building for local organizations | Occasionally |
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Advocacy | Rarely |
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Loaned staff | Never |
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Research | Never |
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Community needs assessment | Occasionally |
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Leadership development | Often |
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Internships | Never |
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Providing space for local organizations | Never |
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Access to information technology | Never |
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Publishing/knowledge sharing | Never |
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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 better |
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Trust among different sections of the community | No change |
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Equitable distribution of resources and services | No change |
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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 | No change |
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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 better |
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Levels of innovation and risk taking in addressing community problems | Getting worse |
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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 | 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 | 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 | Work in the sphere but no measurable 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 | A few small achievements |
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Levels of innovation and risk taking in addressing community problems | Do not work in this sphere |
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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 | Much achievement |
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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 | Little |
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National government | Not at all |
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Universities | Little |
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Schools | Little |
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Businesses | Little |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | Did not answer |
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Regional association of grantmakers | Did not answer |
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Global Fund for Community Foundations | Did not answer |
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Particular foundation | Did not answer |
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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 | 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 | Very 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 | Neither important nor unimportant |
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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 | Starting in 2020, we dedicated 50% of our available grants to two persistent community challenges: a lack of affordable housing and food insecurity. We made two grants of $20,000 each to local charities working on these challenges. These grants are renewable for two more years. We also initiated a COVID-19 Emergency Relief Fund that raised more than $140,000 locally and has awarded more than $122,000 in grants to support local organizations serving vulnerable communities and whose operations have been negatively impacted by COVID-19, as well as other local organizations whose fundraising efforts have been severely curtailed. |
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