LOS ALAMOS COMMUNITY FOUNDATION

Connecting our Community through Enduring Philanthropy

Los Alamos, NM   |  www.losalamoscf.org

Mission

Our mission is to improve the quality of life in our community by inspiring, facilitating and supporting enduring philanthropy and building the capacity and success of our nonprofit organizations.

Ruling year info

2016

President

Dr David Izraelevitz

Vice President

Dr Pat Soran

Main address

PO Box 1225

Los Alamos, NM 87544 USA

Show more contact info

EIN

35-2546420

NTEE code info

Community Foundations (T31)

Fund Raising and/or Fund Distribution (T12)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Los Alamos Community Foundation’s mission is to improve the quality of life in our community by inspiring, facilitating and supporting enduring philanthropy and building the capacity and success of our nonprofit organizations. Our vision is a thriving community where philanthropy makes a lasting positive impact. We seek to help community members become more charitably minded, actively consider leaving a legacy of impact with their philanthropy, and better understand that Los Alamos deserves our generosity. We build the capacity and success of our local nonprofit organizations by regularly providing a variety of opportunities for training, learning, and growth.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Local nonprofit training and capacity building

Regular training sessions for local and regional nonprofits.

Population(s) Served
Adults

Where we work

Awards

Member 2021

Council on Foundations

Member 2021

New Mexico Association of Grantmakers

Affiliations & memberships

Member, Ground Works (FKA New Mexico Association of Grantmakers) 2017

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Raise $1 million in Legacy Society commitments

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Local nonprofit training and capacity building

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

In 2018 and 2019, we laid the ground work for the development of our Legacy Society. In 2020, we hit our metric of raising more than $1 million in bequest commitments, which fuels our community work.

Grow assets under management to $500,000

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Local nonprofit training and capacity building

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

We now have more than ten endowed funds that were created by donors and organizations in the community, with assets that total more than $500,000.

Conduct at least three in-depth nonprofit training workshops with attendance of at least twenty participants per workshop.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Local nonprofit training and capacity building

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

We conducted four in-depth workshops, each with three follow up sessions, to increase learning for the more than twenty-five participants that attended each session.

Conduct a grantmaking cycle for local nonprofits each spring

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Local nonprofit training and capacity building

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In Spring 2020, LACF conducted its first grantmaking cycle in response to the COVID-19 pandemic. The foundation plans to build on that work by conducting a spring grantmaking cycle each year.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Finance: Stabilize financial accounting and controls, and increase financial transparency to donors

Fundraising: Increase endowed funds under management and raise unrestricted operating funds

Board of Directors: Increase diversity of local representation, and maintain culture of active involvement

Nonprofit Support: Continue training and capacity building events, develop grantmaking program to provide financial support to nonprofits

Communications: Increase coverage by local news media

Finance:
• Continue to successfully utilize Foundant’s CommunitySuite software for bookkeeping, donation tracking and financial reporting
• Reexamine internal controls
• Continue to utilize high-quality local bookkeeping services
• Strengthen Finance and Investment Committee

Fundraising:
• Increase outreach to potential donors
• Increase giving by Board of Directors
• Seek external sources of unrestricted funds (grants)

Board of Directors:
• Recruit new board members
• Conduct board trainings to maintain active, engaged culture
• Regularly examine board make-up through a lens of diversity, equity, inclusion and belonging

Nonprofit Support:
• Sponsor nonprofit training events every other month
• Sponsor executive director roundtables at least quarterly
• Remain responsive to other needs raised by nonprofit organizations in the community
• Build a grantmaking program that responds to community needs, provides clear eligibility instructions to nonprofits, and aligns with the foundation's mission

Communications:
• Increase the number of press releases to local news outlets
• Participate in state-wide public service efforts as applicable

• Skilled, energetic executive director
• Board members recognized for active community involvement
• Strong base of support in Founders’ Society, Community Builder Society, Legacy Society, and fund creators
• Recognized by community leaders as a unique asset
• COVID-19 emergency relief funding grants provided to nonprofits at the outset of the pandemic helped to formalize our systems and processes around inaugural grantmaking efforts. These systems will be built on for future grantmaking cycles.

Finance:
• Financial transparency provided to fund holders via “donor portals” through CommunitySuite
• Internal control measures formalized
• New members added to a re-invigorated Finance and Investment Committee
• Highly qualified bookkeeper engaged
• Determined unified annual payout timing for maturing endowments
• Revised and approved Investment Policy Statement

On deck: Continue to streamline financial reporting, revisit spending policy guidelines as appropriate, identify additional bookkeeping personnel as needed


Fundraising:
• A total of ten endowments created by community members and community organizations as of 2020
• Increased funds under management to over $500,000
• Received $90,000+ in new grants
• Formalized Legacy Society and secured $1 million+ in new bequest commitments
• Launched new Community Builder giving society, with more than thirty community members pledging support of a minimum of $1,000 per year for three years

On deck: Continue growing Community Builder giving society, working with community members to create new funds, and increase Legacy Society commitments


Board of Directors:
• Added new members greatly increasing board diversity and local community representation
• Held annual board retreat, and have established a process of conducting one annual retreat every other year

On deck: Reexamine diversity on board across all measures, and adding 1-2 new board members to fill in any gaps


Nonprofit Support:
• Held four executive director roundtables
• Held seven nonprofit training/capacity building sessions, including full-day annual conference
• Conducted two rounds of COVID-19 emergency response grants at the onset of the pandemic, which established our grantmaking processes

On deck: Conduct he foundation's first-ever discretionary grantmaking cycle


Communications:
• Distributed monthly and quarterly email communications
• Distributed regular press releases to local news media
• Regularly posting to social media
• Distributed two mailings: Impact Report (late summer) and Year in Review (winter)

On deck: Target two press releases per month; continue regular email communications to foundation audiences

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,

  • What significant change resulted from feedback?

    In conducting our nonprofit training program within the community, we have made several changes over the past few years in response to participant feedback. We learned that offering 5-6 one-hour ad hoc training sessions in a year was not beneficial for our nonprofits. We revised the structure to consist of three in-depth workshops in a year. The content of the workshops was developed with direct input from our nonprofit leaders. In the following year, we learned that the workshop structure was beneficial, however organizations needed more built-in structures to follow up on their learning and plan-development. As a result of that feedback we incorporated 2-3 follow up sessions which are held after each workshop. Our learning will continue based on the feedback we collect from this year.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board,

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

    Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback,

Financials

LOS ALAMOS COMMUNITY FOUNDATION
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

LOS ALAMOS COMMUNITY FOUNDATION

Board of directors
as of 11/16/2021
SOURCE: Self-reported by organization
Board chair

Dr David Izraelevitz

Los Alamos Community Foundation

Term: 2015 - 2021

Pat Soran

Retired

Cynthia Rooney

U. of New Mexico -- Los Alamos

Linda Daly

Retired

David Izraelevitz

Retired

Jennifer McCumber

Los Alamos Public Schools Foundation

Frances Chadwick

Los Alamos National Laboratory

Donald Cobb

Retired

Charles McMillan

Retired

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 02/09/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 02/09/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.