Milton Keynes Community Foundation
Acorn House, 381 Midsummer Boulevard
Central Milton Keynes, Buckinghamshire MK9 3HP
United Kingdom
Mission
To connect people with resources, skills and ideas to enrich lives and create positive growth for Milton Keynes
Most Meaningful Change
The 2013 Vital Signs Pilot has enabled us to engage with the local charitable sector and beyond in a focused and productive way, promoting a greater understanding of the nature and scale of community need. Through our “community philanthropy” approach we encourage all donors to become more engaged with local issues and to give in a more strategic and impact-driven manner. We bring together donors and recipients by hosting “seeing is believing” project visits, donor circle events, round-table discussion groups, philanthropy lectures and presentations, and one-on-one donor support. The development of the Philanthropy Fellowship has created a network of local philanthropists who not only provide significant financial support but encourage others to give, committing their time, skills and resources to promote philanthropy.
1986 Year Founded
17 Paid Staff (Full-Time Equivalent)
$16,632,104 Endowment Value
$896,568 Total Annual Grantmaking
Organization | Milton Keynes Community Foundation |
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Address 1 | Acorn House, 381 Midsummer Boulevard |
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Address 2 | Did not answer |
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City / Town | Central Milton Keynes |
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State / Region | Buckinghamshire |
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ZIP / Postal Code | MK9 3HP |
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Country | United Kingdom |
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Continent | Europe |
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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 | 01908 690276 |
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Email | sile.kelleher@mkcommunityfoundation.co.uk |
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Website | www.mkcommunityfoundation.co.uk |
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Organization Leader (Name, Title) | Julia Upton, Chief Executive |
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Primary Contact’s Name | Sile Kelleher |
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Primary Contact’s Position | Operations Assistant |
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Year Founded | 1986 |
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Mission Statement | To connect people with resources, skills and ideas to enrich lives and create positive growth for Milton Keynes |
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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 | 268,000 |
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Total Paid Staff (Full-Time Equivalents) | 17 |
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Total Unpaid Staff (Full-Time Equivalents) | Did not answer |
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Total Board Members | 16 |
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Organization’s Total Income in Last Fiscal Year | $4,065,328 |
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Organization’s Gifts Income in Last Fiscal Year | Did not answer |
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Organization’s Total Expenditures in Last Fiscal Year | $3,841,665 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $896,568 |
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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 | $16,632,104 |
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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 an important role |
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Grassroots activism | Played a centrally important role |
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Inadequate government services | Played an important role |
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Changes in the political environment | Played a centrally important role |
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Changes in the economic environment | Played a centrally important 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 | No 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 | Very little 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 | 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 | Centrally important |
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Accountability to local people | Important but not central |
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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 | 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 | 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 | Fair amount |
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Information technology | Fair amount |
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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 | Little |
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Alternative energy | Little |
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Disaster relief | Not at all |
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Advocacy with authorities | Little |
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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 | Occasionally |
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Promote understanding of public policy | Rarely |
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Training/capacity-building for local organizations | Rarely |
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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 | Never |
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Internships | Occasionally |
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Providing space for local organizations | Often |
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Access to information technology | Occasionally |
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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 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 | Getting worse |
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Social position of marginalized groups | No change |
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Responsiveness of authorities | Getting worse |
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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 | 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 | Do not work in this sphere |
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Value of community assets | Some important achievements |
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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 | 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 | Work in the sphere but no measurable achievement |
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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 | Much achievement |
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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 | Little |
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Local government | Not at all |
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National government | Not at all |
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Universities | Not at all |
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Schools | Not at all |
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Businesses | Little |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | N/A |
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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 | Very helpful |
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Other organization | Very helpful |
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Involvement of Local People |
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Regularly survey local people about our programs | Yes |
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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 | Very important |
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Better legal or fiscal environment | Important |
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More volunteers | Very unimportant |
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Access to advice or technical assistance | Neither important nor unimportant |
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Better local culture of giving | Very important |
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Stronger civil society | 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 | The 2013 Vital Signs Pilot has enabled us to engage with the local charitable sector and beyond in a focused and productive way, promoting a greater understanding of the nature and scale of community need. Through our “community philanthropy” approach we encourage all donors to become more engaged with local issues and to give in a more strategic and impact-driven manner. We bring together donors and recipients by hosting “seeing is believing” project visits, donor circle events, round-table discussion groups, philanthropy lectures and presentations, and one-on-one donor support. The development of the Philanthropy Fellowship has created a network of local philanthropists who not only provide significant financial support but encourage others to give, committing their time, skills and resources to promote philanthropy. |
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