Deschutes Children's Foundation

Mission

To provide the space and support where nonprofits succeed at helping children and families.

Ruling year info

1995

Principal Officer

Amy Ward

Main address

1010 NW 14th St

Bend, OR 97703 USA

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Formerly known as

Deschutes County Children's Foundation

EIN

93-1032896

NTEE code info

Human Services - Multipurpose and Other N.E.C. (P99)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

DCF increases capacity for our nonprofit partners by alleviating the burden of operating expenses. Our four community campuses are staffed by knowledgeable Facility Managers who greet and direct clients, visitors, vendors, and volunteers. Facility Managers address issues in a timely manner while DCF bears the financial cost of repairs, improvements, and maintenance. Our partners focus on providing crucial services for children and families: preventing child abuse, advocating for children in foster care, ensuring children arrive at school ready to learn, and more. DCF addresses the costly and time consuming challenges of operating a vibrant multi-use center so that our partners can focus their funds and time on their missions to help kids and families in our community. Partners benefit from increased collaboration and improved communication. The community benefits because families are able to get help from multiple nonprofits in the same location.

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?

Facility Management

The facility management program is the heart of Deschutes Children’s Foundation’s mission. Our four community campuses are staffed by facility managers who oversee the campuses, manage vendors, prioritize and schedule repairs, greet and direct visitors, schedule the shared conference space, and promote communication and collaboration among our partners. These key staff members ensure that the crucial infrastructure our partners rely upon continues to operate at top efficiency. The facility management program builds strong relationships among our nonprofit partners while freeing both their funds and work time to focus on providing the best quality direct services to their clients.

Population(s) Served
Children and youth

Provides scholarships for children for after-school activities.

Population(s) Served
Children and youth
Students
Children and youth
Students

Nonprofit community service located in Redmond, OR.

Population(s) Served

Nonprofit community service located on Bend's East side.

Population(s) Served

Nonprofit community service located in La Pine, OR.

Population(s) Served

Nonprofit community service located on Bend's west side.

Population(s) Served
Children and youth
Children and youth
Children and youth
Children and youth
Children and youth

Where we work

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.

In our most recent strategic planning process, six key goals were identified, agreed upon, and mapped to include the voices, agreement, concerns, and long-term vision of the entire board. The following key results were identified, placed in order of importance, and then expanded to include strategic, measurable, timely action goals for each result: 1. Create a motivated, generous, and engaged Board of Directors; 2. Foster mutually thriving relationships with our partners; 3. Provide safe, clean, functional, and efficient facilities; 4. Instill positive brand recognition (be well known, recognized, and valued throughout our community); 5. Be a priority nonprofit for more donors; 6. Re-imagine, re-vamp, and re-vitalize our events. These new goals were a catalyst for DCF, particularly in areas of evaluation, partnerships, facility maintenance, and financial sustainability.

. A committee has formed to focus on facility maintenance and repair in order to best prioritize funds and projects. Whereas in the past repairs and maintenance were done on an as-needed, and often emergency, basis, we are now regularly assessing the health, comfort, and upkeep of our facilities. Repairs, routine maintenance, and strategic improvements are prioritized based on the considerations of budget, need, partner impact, and environmental efficiency.

Listening and being responsive to partners concerns and requests builds trust and increases communication. By taking an active and engaged approach to partner concerns, we are able to build trust and increase morale within our campuses. DCF exists to support nonprofits in work to help children and families, but fulfilling our commitment to provide the best possible resources for our partners, they are able to better serve more children and families.

In 2019, we secured funding to remodel and update the dated community meeting room at our first location, Rosie Bareis Community Campus. Originally a small church, the large space was shabby, dated, and though heavily used, not user-friendly. With a fresh coat of paint, new carpet, improved presentation technology, and lightweight, easily adjustable tables and chairs, the room retains all the former charm. Most importantly, the space simply works better for partners like CASA who use the space frequently for meetings and volunteer trainings.
The Board of Directors and staff undertook a new strategic planning process in December 2019, which was finalized in March. The plan focuses on six key goals: donor stewardship, brand recognition, facility improvement, board development, strengthening the mutual benefit of partnership with organizations housed in our facilities, and determining a long-term plan for undeveloped land at our East Bend Campus.
The past four months have been challenging for Deschutes Children’s Foundation, due to the disruption caused by COVID-19. The spirit of community and togetherness that is so crucial to the positive outcomes of our work has changed as many partners work from home, address client needs virtually, and work to adapt to our changing times. During this time, we have focused on communication, promoting social distancing, and safety. We are adapting by limiting the number of people in our meeting rooms and closing meeting room rentals to outside renters, though this comes with an anticipated loss of $10,000 in earned income.

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 shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • 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?

    Due to a recent partner survey, the feedback we received about our community space prompted a renovation. Our partners mentioned that an updated, more modern space would be ideal and we took on this project. We also received feedback at our East Bend Campus that they would like to increase security and communication, so we implemented a panic button system and are having more regular meetings and open lines of communications. Recent changes could include the sanctuary improvement project, increased security and improved communications systems at EBC.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

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

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

Deschutes Children's 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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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.

Deschutes Children's Foundation

Board of directors
as of 4/29/2021
SOURCE: Self-reported by organization
Board chair

Luke Ross

Compass Commercial

Term: 2021 - 2023

Becky Boyd

Professional Voiceover

Laura Breit

ColeBreit Engineering

Carley Carmichael

Summit

Ken Craven

Big Country RV

Carolyn Eagan

City of Bend’s Economic Development Director

Gavin Hepp

Webfoot Painting

Tia Lewis

Schwabe, Williamson & Wyatt

Erick Petersen

Renewable Energy Executive / Angel Investor

Sarah Stevens

Knife River

Mark Wardlow

Retired, Banking

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 11/18/2020

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
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

Equity strategies

Last updated: 11/18/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.