Community Foundations

Community foundations are grantmaking public charities that are dedicated to improving the lives of people in a defined local geographic area. They bring together the financial resources of individuals, families, and businesses to support effective nonprofits in their communities. Community foundations vary widely in asset size, ranging from less than $100,000 to more than $1.7 billion.

Community foundations play a key role in identifying and solving community problems. In 2011, they gave an estimated $4.3 billion to a variety of nonprofit activities in fields that included the arts and education, health and human services, the environment, and disaster relief. The Community Foundations National Standards Board confirms operational excellence in six key areas—mission, structure, and governance; resource development; stewardship and accountability; grantmaking and community leadership; donor relations; and communications. Foundations that comply with these standards can display the official National Standards Seal. Right now nearly 500 community foundations have earned the seal.

More than 750 community foundations operate in urban and rural areas in every state in the United States; currently, more than 570 belong to the Council on Foundations. The community foundation model also has taken hold around the world. According to the 2010 Community Foundation Global Status Report, there are 1,680 community foundations in 51 countries. Forty-six percent exist outside of the United States. You can use our Community Foundation Locator to view a list of community foundations in the United States.

Below is everything on our site for community foundations. You can use the filtering options on the right to narrow these results.

Stephanie Danforth Chafee’s ancestors trace their roots in Rhode Island back to the Mayflower. Her philanthropic heritage in the area is almost as deep and conservative.

Her mother was a leading supporter of the Parent Teachers Association, the Zoological Society and the Roger Williams Zoo. Her father, like his father before him, supported a hospital and large, established fine art and educational philanthropies.

The services of a consultant may prove beneficial to an organization considering the creation of a records management or archival program.

Introduction
Should your foundation board members be compensated for service, or should they serve in a voluntary capacity? Whether you are considering this issue for the first time, or whether it’s a question that has arisen before, compensation has become more than an internal management question. It has become part of keeping the public trust. 

As the need for scarce grant dollars grows more intense, so does the need to make certain those dollars are spent as effectively as possible. Hence the question of how to evaluate the consequences of grant supported activities has risen to the forefront.

First Steps

Foundation recordkeeping is an inherently dull topic—unless it’s done wrong. The foundation manager who has not kept adequate documentation regarding expenditure responsibility grants will surely find an IRS audit more exciting than he might like. Similarly, a foundation manager confronted with a trustee succession battle will find the situation even more nerve-racking if she cannot put her hands on copies of the minutes of the meeting held years ago at which the succession issue was addressed and resolved.

A foundation's strategic plan describes its long-term goals and objectives, and how the organization will work to fulfill them. Like any management tool, a strategic plan—with a process to develop that plan—helps an organization improve its work. Specifically, a strategic plan focuses the board's energy, articulates explicit goals for the board and staff to work toward, and adjusts the organization's direction, if necessary, in response to a changing community.

A good strategic plan will:

Many foundations may be uncertain about what’s involved when it comes to succession planning. Some wonder why they should worry about the future at all when they have so much work to do in managing their grantmaking, community leadership and development, and administrative duties.

Succession planning is more than just replacing a CEO. It’s an opportunity to evaluate what works at your foundation—and identify areas in which you can improve. It can give both the board and staff a clear picture of long-term goals, and help you set priorities and make decisions.

Working with the media should be part of your overall communications plan. Even if you don't have a written communications plan, you still need to focus some attention toward the media. Working with the media—that is, public relations—establishes a strong public presence and image for your foundation. This helps the public understand your foundation and its value in the community. You also shape public opinion and, ideally, influence the actions of donors, grantees, and community leaders.

Staff members administering a company’s charitable giving program are sometimes asked whether payments to a charity may be deducted as a charitable contribution or a business expense by the company. Although business expense deductions have fewer limitations than charitable contribution deductions, a company does not have complete discretion in choosing whether to deduct a payment as a business expense or a charitable contribution.

Charitable contribution deduction

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