Foundation of the Roman Catholic Diocese of Raleigh
Serving the Catholic Community of Eastern North Carolina
Programs and results
What we aim to solve
The primary need of The Foundation is to: 1. create new endowed funding and 2. increase funding for current endowments which provide direct benefit to the following charitable programs: Catholic school PreK - 12 tuition assistance; college scholarships; Hispanic tuition scholarships; parish and school facility maintenance and capital projects; parish and school resource materials; religious education for youth and adults; seminarian education expenses, high school and college campus ministry; school teach salaries; Catholic Charities (food distribution, senior transportation, homeless shelter, low income medical support); cemetery perpetual care; lay ministry leadership; spiritual retreats; Home Missions (capital expenses); immigrant ministry; Peace and Justice ministry; African-American ministry. 3. search new areas of ministry funding
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Building Endowments for All Diocesan Ministries
*Build and create Endowment Funds or other long-term gift vehicles
*Cultivate Donor Prospects to provide parishes and ministries with a long-term, guaranteed income stream
*Planned Giving resource - extension of parish or ministry staff
Where we work
External reviews
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Foundation's primary goal is to serve as the community foundation for all Catholic charitable ministries. This includes serving as a fund depository, grant allocation agent, and marketing entity for any and all long-term gifts to support these ministries.
The Foundation's secondary goal is to serve as a planned giving resource and advocate for all Catholic charitable ministries through a variety of media outreach vehicles and by providing free, on-site information seminars to the general public.
What are the organization's key strategies for making this happen?
Strategies to accomplish these goals include the following:
-one-to-one educational meetings with donors and endowment beneficiaries and prospective agency beneficiaries;
-publishing an Annual Report, periodic digital and print newsletter communications and social media;
-distributing information periodically to diocesan ministries about various Foundation resources including suggested bulletin messaging, one-to-one donor cultivation and solicitation on behalf of the ministry; and
-scheduling on-site information seminars
-seek engagement in the civic community for opportunities to be created.
What are the organization's capabilities for doing this?
Full time staff consists of an Executive Director, Executive Assistant and part-time major gifts/planned gifts officer. All three staff members have a combined 80 years professional advancement and legal experience being utilized in service to our diocesan Catholic ministries. Similarly, The Foundation has retained a marketing consultant to develop and maintain a website and social media presence.
The Executive Director actively seeks out public gatherings and professional civic organizations in which to be visible and participatory.
On a separate level, the volunteer Board of Directors serve as good-will ambassadors to The Foundation who advance the goals of the organization and provide 100% financial commitment in the form of annual and endowed gifts to The Foundation.
What have they accomplished so far and what's next?
While in its first year of existence, Foundation staff have attended to all items of infrastructure (securing a business location, creating and adopting operational protocols and policies) and have been begun creating a website and social media presence.
The following specific strategy results have been recorded:
- visited 51 donors, endowment beneficiaries and prospective new agencies with one-to-one educational meetings ;
- published and disseminated 2 informational newsletters to 15,000 households
- engaged counsel to create a website and social media presence
- contracted for 1 advertisement (half page ad) in a magazine with a circulation of over 200,000
-distributed 3 sets of bulletin messages to schools and parishes and one E-Alert to 90 parishes (regarding IRA QCD tax legislation)
-conducted 13 on-site Wills seminars
- created 5 new endowments totaling $480,000 and 53 additional gifts benefiting 21 existing endowments.
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
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Connect with nonprofit leaders
SubscribeBuild 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.
Foundation of the Roman Catholic Diocese of Raleigh
Board of directorsas of 01/22/2020
Mr. Timothy Mann
North Carolina Subway Group, Inc.
Term: 2019 - 2022
Hon John Byrne
Mayor of Fuquay-Varina, NC
Term: 2019 - 2021
Michael J. Goodmon
Capital Broadcasting Comany
H. Dean Penny
Board leadership practices
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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 ? Not applicable -
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? Not applicable