Central Florida Foundation
800 North Magnolia Avenue
Suite 1200
Orlando, Florida 32803
United States
Mission
Building community by building philanthropy
Most Meaningful Change
We have worked to increase transparency and knowledge sharing of information on nonprofits in Central Florida to help make them more investable.
1993 Year Founded
9 Paid Staff (Full-Time Equivalent)
$15,850 Endowment Value
$4,442,710 Total Annual Grantmaking
Organization | Central Florida Foundation |
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Address 1 | 800 North Magnolia Avenue |
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Address 2 | Suite 1200 |
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City / Town | Orlando |
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State / Region | Florida |
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ZIP / Postal Code | 32803 |
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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 | 407-872-3050 |
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Email | mwarrick@cffound.org |
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Website | www.cffound.org |
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Organization Leader (Name, Title) | Mark Brewer President/CEO |
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Primary Contact’s Name | Meghan Warrick |
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Primary Contact’s Position | Executive Vice President & Chief Financial Officer |
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Year Founded | 1993 |
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Mission Statement | Building community by building philanthropy |
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Organization Description | Community Foundation |
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Other Description | The Central Florida Foundation was designed by and for Central Florida as a place where people can learn about and practice their philanthropy. The Foundation serves as the region’s community foundation and is home to more than 400 charitable funds. We manage and invest your funds, offer you personalized service and expert giving advice, connect you with charitable organizations that you feel passionate about, and empower you to make informed decisions that make a difference in your community. We work with individuals, families, businesses, professional advisors and nonprofits. |
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Approximate Size of the Population Serviced | 4,000,000 |
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Total Paid Staff (Full-Time Equivalents) | 9 |
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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 | $6,625,169 |
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Organization’s Gifts Income in Last Fiscal Year | $2,464,079 |
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Organization’s Total Expenditures in Last Fiscal Year | $5,854,187 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $4,442,710 |
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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 | $15,850 |
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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 an 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 | No role |
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Changes in the political environment | Played a slight 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 | No role |
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Bilateral or multilateral initiative funding | Played a centrally important role |
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Favorable legal or fiscal policies | Played an important 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 | Very little time |
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Internationally | Very little time |
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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 | Centrally 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 | Important but not central |
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Building inclusion and trust in the community | Important but not central |
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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 | Lot |
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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 | Little |
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Religion | Fair amount |
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Economic development | Little |
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Conflict resolution/bridging different parts of the community | Fair amount |
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Information technology | Little |
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Strengthening local or regional government | Little |
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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 | 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 | 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 | Often |
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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 | Rarely |
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Access to information technology | Often |
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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 | 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 | No change |
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Value of community assets | Getting better |
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Quality of the environment | Getting worse |
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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 much 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 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 | Some important achievements |
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Trust among different sections of the community | Some important 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 | A few small achievements |
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Responsiveness of authorities | Do not work in this sphere |
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Appropriateness of public policies | A few small achievements |
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Value of community assets | Some important 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 | A few small 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 | A few small achievements |
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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 | 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 | Neither helpful or unhelpful |
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Regional association of grantmakers | Very helpful |
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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 | 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 | Important |
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More volunteers | Important |
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Access to advice or technical assistance | Important |
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Better local culture of giving | Very important |
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Stronger civil society | Very important |
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More responsive authorities | 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 | We have worked to increase transparency and knowledge sharing of information on nonprofits in Central Florida to help make them more investable. |
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