Erie Community Foundation
459 West Sixth Street
Erie, Pennsylvania 16507
United States
Mission
To improve the quality of life for all in our region by evaluating and addressing community issues, by building permanent charitable endowments and by promoting philanthropic and community leadership
Most Meaningful Change
The foundation has: developed a well-received key indicator project, Erie Vital Signs; launched an online giving day, Erie Gives, that brings new and younger donors to our community; created a significant nonprofit capacity-building project, The Nonprofit Partnership; brought the federal earned-income tax credit to our community through Erie Free Taxes; and created Erie’s Future Fund, a scholarship fund to help low-income children attend high-quality preschools.
1935 Year Founded
12 Paid Staff (Full-Time Equivalent)
$187,285,638 Endowment Value
$6,310,747 Total Annual Grantmaking
Organization | Erie Community Foundation |
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Address 1 | 459 West Sixth Street |
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Address 2 | Did not answer |
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City / Town | Erie |
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State / Region | Pennsylvania |
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ZIP / Postal Code | 16507 |
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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 | 814-454-0843 |
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Email | mbatchelor@eriecommunityfoundation.org |
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Website | www.eriecommunityfoundation.org |
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Organization Leader (Name, Title) | Michael L. Batchelor, President & CEO |
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Primary Contact’s Name | Michael Batchelor |
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Primary Contact’s Position | President & CEO |
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Year Founded | 1935 |
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Mission Statement | To improve the quality of life for all in our region by evaluating and addressing community issues, by building permanent charitable endowments and by promoting philanthropic and 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 | 270,000 |
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Total Paid Staff (Full-Time Equivalents) | 12 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 12 |
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Organization’s Total Income in Last Fiscal Year | $28,296,571 |
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Organization’s Gifts Income in Last Fiscal Year | $14,633,682 |
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Organization’s Total Expenditures in Last Fiscal Year | $20,020,114 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $6,310,747 |
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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 | $187,285,638 |
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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 | 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 centrally important 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 | Not 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 | Slightly 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 | 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 | Lot |
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Education | Lot |
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Environment | Did not answer |
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Health | Little |
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Human and social services | Lot |
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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 | 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 | Little |
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Housing | Not at all |
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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 | Little |
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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 | Occasionally |
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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 | Often |
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Community needs assessment | Often |
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Leadership development | Rarely |
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Internships | Occasionally |
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Providing space for local organizations | Occasionally |
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Access to information technology | Occasionally |
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Publishing/knowledge sharing | Rarely |
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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 worse |
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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 | 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 | Getting 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 | 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 | Work in the sphere but no measurable achievement |
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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 | 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 | Work in the sphere but no measurable achievement |
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Appropriateness of public policies | Work in the sphere but no measurable achievement |
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Value of community assets | Work in the sphere but no measurable achievement |
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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 | A few small achievements |
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Levels of innovation and risk taking in addressing community problems | A few small achievements |
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Networks and links between different parts of the community | A few small achievements |
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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 | 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 | Not at all |
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Non-governmental organizations | Little |
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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 | Helpful |
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Regional association of grantmakers | N/A |
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Global Fund for Community Foundations | N/A |
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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 | 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 | Important |
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Access to advice or technical assistance | Very important |
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Better local culture of giving | Neither important nor unimportant |
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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 | The foundation has: developed a well-received key indicator project, Erie Vital Signs; launched an online giving day, Erie Gives, that brings new and younger donors to our community; created a significant nonprofit capacity-building project, The Nonprofit Partnership; brought the federal earned-income tax credit to our community through Erie Free Taxes; and created Erie’s Future Fund, a scholarship fund to help low-income children attend high-quality preschools. |
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