Community Foundation Serving Richmond and Central Virginia
7501 Boulders View Drive, Suite 110
Richmond, Virginia 23225
United States
Mission
To serve and inspire people to build philanthropy for our region and to engage in our community
Most Meaningful Change
The foundation funded the pilot of Rapid Re-housing in 2009 to change the way services are provided to individuals and families who become homeless or who are at risk of homelessness. This national best practice model moves individuals and families into permanent housing as quickly as possible, as opposed to long stays in emergency or transitional shelter. The pilot led to a 50% decrease in the median length of shelter stay for homeless families from 2009 to 2011. In addition, this housing-first approach resulted in fewer children in shelters, fewer families returning to homelessness and significantly less money spent in serving those families. The Commonwealth of Virginia has introduced this housing-first approach into its human services priorities at the state level.
1968 Year Founded
24 Paid Staff (Full-Time Equivalent)
$507,958,198 Endowment Value
$44,605,308 Total Annual Grantmaking
Organization | Community Foundation Serving Richmond and Central Virginia |
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Address 1 | 7501 Boulders View Drive, Suite 110 |
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Address 2 | Did not answer |
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City / Town | Richmond |
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State / Region | Virginia |
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ZIP / Postal Code | 23225 |
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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 | 804-330-7400 |
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Email | doman@tcfrichmond.org |
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Website | www.tcfrichmond.org |
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Organization Leader (Name, Title) | Darcy Oman, President & CEO |
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Primary Contact’s Name | Darcy Oman |
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Primary Contact’s Position | President & CEO |
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Year Founded | 1968 |
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Mission Statement | To serve and inspire people to build philanthropy for our region and to engage in our community |
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Organization Description | Community Foundation |
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Other Description | including 7 related entities |
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Approximate Size of the Population Serviced | 1,100,000 |
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Total Paid Staff (Full-Time Equivalents) | 24 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 21 |
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Organization’s Total Income in Last Fiscal Year | $125,211,026 |
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Organization’s Gifts Income in Last Fiscal Year | $31,809,626 |
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Organization’s Total Expenditures in Last Fiscal Year | $48,388 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $44,605,308 |
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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 | $507,958,198 |
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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 a centrally important role |
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Philanthropic gifts | Played an 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 | 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 | Fair amount of time |
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Regionally | Lots of 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 | Slightly important |
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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 | Not important |
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Building inclusion and trust in the community | Important but not central |
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Pursuing equity | Slightly important |
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Accountability to local people | Slightly important |
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Raising money for grantmaking annually | Not 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 | Little |
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Health | Lot |
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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 | Little |
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Economic development | Fair amount |
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Conflict resolution/bridging different parts of the community | Little |
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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 | Lot |
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Children | Lot |
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Water | Little |
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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 | Fair amount |
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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 | Occasionally |
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Training/capacity-building for local organizations | Often |
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Advocacy | Rarely |
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Loaned staff | Never |
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Research | Occasionally |
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Community needs assessment | Occasionally |
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Leadership development | Often |
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Internships | Rarely |
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Providing space for local organizations | Occasionally |
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Access to information technology | Never |
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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 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 | No change |
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Responsiveness of authorities | No change |
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Appropriateness of public policies | Getting worse |
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Value of community assets | Getting 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 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 | No change |
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Charitable giving through the community foundation | Getting 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 | Some important achievements |
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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 | Work in the sphere but no measurable achievement |
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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 | Do not work in this sphere |
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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 | Some important achievements |
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Gender equity | Do not work in this sphere |
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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 | Some important achievements |
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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 | Little |
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National government | Not at all |
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Universities | Lot |
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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 | Neither helpful or unhelpful |
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Global Fund for Community Foundations | N/A |
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Particular foundation | N/A |
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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 | No |
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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 | Very important |
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More volunteers | Neither important nor 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 | 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 | The foundation funded the pilot of Rapid Re-housing in 2009 to change the way services are provided to individuals and families who become homeless or who are at risk of homelessness. This national best practice model moves individuals and families into permanent housing as quickly as possible, as opposed to long stays in emergency or transitional shelter. The pilot led to a 50% decrease in the median length of shelter stay for homeless families from 2009 to 2011. In addition, this housing-first approach resulted in fewer children in shelters, fewer families returning to homelessness and significantly less money spent in serving those families. The Commonwealth of Virginia has introduced this housing-first approach into its human services priorities at the state level. |
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