Community Foundation of Greene County
108 East High Street
Post Office Box 768
Waynesburg, Pennsylvania 15370
United States
Mission
To strengthen Greene County by building charitable endowments, maximizing benefits to donors, making effective grants and providing leadership to address community needs
Most Meaningful Change
We convened a group of interested individuals, organizations and businesses to address issues of food insecurity in our county. The Greene County Food Security Partnership-consisting of two to three dozen active participants representing public schools, food service programs, health/human service nonprofits, food banks, businesses and individuals-has helped to increase the number of children receiving supplemental food assistance through Summer Food Programs (from none in 2009 to more than 1,000 in 2013); established Weekend Food Programs for hungry schoolchildren in four of five school districts, providing packs of food for 120 children each weekend during the school year; increased awareness of public and private food resources though volunteer outreach; and is developing a pilot initiative for food box delivery for home-bound senior citizens. The foundation acts as a fiscal sponsor to receive contributions to support these initiatives.
2000 Year Founded
2 Paid Staff (Full-Time Equivalent)
$3,100,000 Endowment Value
$302,983 Total Annual Grantmaking
Organization | Community Foundation of Greene County |
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Address 1 | 108 East High Street |
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Address 2 | Post Office Box 768 |
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City / Town | Waynesburg |
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State / Region | Pennsylvania |
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ZIP / Postal Code | 15370 |
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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 | 724-627-2010 |
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Email | cfgcpa@gmail.com |
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Website | www.cfgcpa.org |
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Organization Leader (Name, Title) | Bettie Stammerjohn, Executive Director |
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Primary Contact’s Name | Bettie Stammerjohn |
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Primary Contact’s Position | Executive Director |
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Year Founded | 2000 |
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Mission Statement | To strengthen Greene County by building charitable endowments, maximizing benefits to donors, making effective grants and providing leadership to address community needs |
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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 | 40,000 |
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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 | 15 |
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Organization’s Total Income in Last Fiscal Year | $793,425 |
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Organization’s Gifts Income in Last Fiscal Year | $372,498 |
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Organization’s Total Expenditures in Last Fiscal Year | $519,964 |
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Organization’s Grantmaking Budget in Last Fiscal Year | $302,983 |
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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 | $3,100,000 |
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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 a centrally important role |
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Grassroots activism | Played a slight role |
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Inadequate government services | Played an important 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 | Played a slight role |
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Foundation initiative funding | Played a slight role |
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Bilateral or multilateral initiative funding | Played a slight 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 | 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 | 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 | Important but not central |
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Building inclusion and trust in the community | Centrally important |
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Pursuing equity | Centrally 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 | Little |
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Education | Lot |
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Environment | Fair amount |
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Health | Little |
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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 | 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 | 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 | Occasionally |
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Promote understanding of public policy | Rarely |
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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 | Never |
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Community needs assessment | Occasionally |
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Leadership development | Often |
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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 | Rarely |
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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 | No change |
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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 | 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 much 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 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 | Work in the sphere but no measurable achievement |
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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 | Work in the sphere but no measurable achievement |
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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 | A few small 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 | Some important 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 | 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 | A few small achievements |
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Number of people and organizations involved in philanthropic giving | A few small 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 | Lot |
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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 | Lot |
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Businesses | Lot |
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Other Institutions Helpful to Our Work |
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National association of grantmakers | Very helpful |
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Regional association of grantmakers | 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 | 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 | 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 | 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 convened a group of interested individuals, organizations and businesses to address issues of food insecurity in our county. The Greene County Food Security Partnership-consisting of two to three dozen active participants representing public schools, food service programs, health/human service nonprofits, food banks, businesses and individuals-has helped to increase the number of children receiving supplemental food assistance through Summer Food Programs (from none in 2009 to more than 1,000 in 2013); established Weekend Food Programs for hungry schoolchildren in four of five school districts, providing packs of food for 120 children each weekend during the school year; increased awareness of public and private food resources though volunteer outreach; and is developing a pilot initiative for food box delivery for home-bound senior citizens. The foundation acts as a fiscal sponsor to receive contributions to support these initiatives. |
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