Scranton Area Foundation, Inc.
Creating Charitable Connections
Scranton Area Foundation, Inc.
EIN: 23-2890364
Programs and results
What we aim to solve
We are working to enhance the qualify of life for all residents of Northeastern Pennsylvania through a multi-pronged approach that looks to identify, root out, and address the root causes of inequities, and seeks to engage in critical and innovative work that aims to resolve or improve the current issues plaguing our community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Women in Philanthropy
Women in Philanthropy (“WIP”) began as a small group of engaged, community-minded women at the Scranton Area Foundation that wanted to create meaningful, positive change in the lives of women and girls in Lackawanna County.
http://www.supportnepawomen.org/
Where we work
Accreditations
External reviews

Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Collaboration with Funders
Serve as a Change Agent
Build Capacity
Engine to Address Emerging Challenges
Create a Legacy Opportunity
Build Sustainability
Meet Goals Through Giving
Connect Resources
Ensure Resource Development to Meet Community Needs
Enable innovative programming
Assist in continued success through capacity building
Educate nonprofits towards building sustainable funding models
Provide critical support and resources as needed
What are the organization's key strategies for making this happen?
STRATEGIC PILLAR 1: Convener and Leadership Catalyst
Goal 1. Collaboration with Funders
● Foster connectivity
● Establish relationships for stand-alone foundations and future administration
● Serve as a lead vehicle
Goal 2. Serve as a Change Agent
● Have foresight to identify opportunities within our communities
● Listen to stakeholders and prioritize opportunities
● Set the table for change
● Retain people at the table
● Lead change-oriented initiatives
Goal 3. Build Capacity
● Nonprofits
● Donors
● Professional Advisors
Goal 4. Engine to Address Emerging Challenges
● Identify and prioritize challenges
● Determine needed partners and resources
● Provide solutions and initiatives
STRATEGIC PILLAR 2: Charitable Steward
Goal 1. Create a Legacy Opportunity
● Relationships with donors, prospective donors, professional advisors.
● Maintain trust, respect, and integrity as a partner
● Evaluate, innovate, and institute the most relevant, appropriate charitable planning tools
● Engage donors to build a pipeline of funding to meet community needs
Goal 2. Build Sustainability
● Educate nonprofits on the value of organizational endowments
● Assist nonprofits in establishing and building organizational endowments
Goal 3. Meet Goals Through Giving
● Provide charitable vehicles for achieving goals
● Offer customized, responsive philanthropic planning assistance to serve donor and professional advisor needs.
Goal 4. Connect Resources
● Managing other foundations to needs in communities
● Connecting donors to specific needs in communities
Goal 5: Ensure Resource Development to Meet Community Needs
● Grow and build community needs fund
● Continually establish relationships with new donors and professional advisors
● Sustain relationships with current donors and professional advisors
● Grow and build administrative endowment fund
● Maintain appropriate administration fees to compensate philanthropic services
STRATEGIC PILLAR 3: Partner to Nonprofits
Goal 1. Enable innovative programming
● Use restricted and unrestricted funding for grant opportunities
● Help establish effective collaborations with other funders
● Provide seed funding for innovative philanthropy
● Generate buy-in for innovative philanthropy
● Lead change-oriented initiatives
Goal 2. Assist in continued success through capacity building
● Grantmaking
● Training
● Workshops
● Continuing Education
Goal 3. Educate nonprofits towards building sustainable funding models
● Planned Giving Support
● Organizational endowments
● Toolkits
● CGAs
Goal 4: Provide critical support and resources as needed
● Identify critical situations
● Determine appropriate decision-making metrics to assist in prioritization
What are the organization's capabilities for doing this?
The board and staff of the Scranton Area Foundation (SAF) is well-positioned to act as the independent anchor institution in our community which can work with and successfully convene nonprofit organizations. We have demonstrated strong proficiency in facilitating and developing collaborative relationships and programs. Staff and board members have the skills, competency and experience to execute our mission and strategic goals.
What have they accomplished so far and what's next?
SAF has developed a number of successful initiatives and projects in support of our mission and strategic goals. These include:
- Strong grants program that addresses both critical and innovative needs;
- Women in Philanthropy which is a women's philanthropy program looking to address the particular needs of women, girls, and their families in our region
- The Center for Community Leadership and Nonprofit Excellence which is the capacity building arm of SAF
- NEPA Moves which is a collaborative council dedicated to equitable transportation and similar issues of economic mobility
- NEPA Gives which is a one-day online giving day to support our nonprofit partners
- Medallion Partners Program which allows donors to keep their investments with their trusted advisors while still reaching their philanthropic goals
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
11.43
Months of cash in 2020 info
1.5
Fringe rate in 2020 info
26%
Funding sources info
Assets & liabilities info
Scranton Area Foundation, Inc.
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Scranton Area Foundation, Inc.
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Scranton Area Foundation, Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $868,990 | $1,957,078 | -$1,571,664 | $2,481,371 | $2,051,885 |
As % of expenses | 42.5% | 82.1% | -51.3% | 65.5% | 35.0% |
Unrestricted surplus (deficit) after depreciation | $857,466 | $1,947,980 | -$1,580,032 | $2,475,535 | $2,045,414 |
As % of expenses | 41.7% | 81.4% | -51.4% | 65.2% | 34.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $4,475,948 | $3,394,837 | $4,014,920 | $5,728,176 | $8,403,014 |
Total revenue, % change over prior year | 26.5% | -24.2% | 18.3% | 42.7% | 46.7% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 14.9% | 21.7% | 19.6% | 16.3% | 8.8% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 49.5% | 32.8% | 42.2% | 58.8% | 64.6% |
Other revenue | 35.6% | 45.5% | 38.2% | 24.9% | 26.7% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $2,042,790 | $2,384,996 | $3,063,117 | $3,789,080 | $5,859,588 |
Total expenses, % change over prior year | -2.3% | 16.8% | 28.4% | 23.7% | 54.6% |
Personnel | 20.0% | 17.6% | 16.6% | 14.6% | 11.4% |
Professional fees | 18.6% | 16.5% | 15.1% | 14.1% | 9.4% |
Occupancy | 1.8% | 1.5% | 1.3% | 1.1% | 0.7% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 51.7% | 49.6% | 51.3% | 55.3% | 69.2% |
All other expenses | 7.9% | 14.8% | 15.7% | 14.9% | 9.2% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $2,054,314 | $2,394,094 | $3,071,485 | $3,794,916 | $5,866,059 |
One month of savings | $170,233 | $198,750 | $255,260 | $315,757 | $488,299 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $2,224,547 | $2,592,844 | $3,326,745 | $4,110,673 | $6,354,358 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 0.8 | 0.6 | 1.2 | 0.3 | 1.5 |
Months of cash and investments | 193.5 | 189.8 | 135.0 | 132.0 | 97.8 |
Months of estimated liquid unrestricted net assets | 85.0 | 82.7 | 58.2 | 54.9 | 39.7 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $144,545 | $109,411 | $301,509 | $84,516 | $712,048 |
Investments | $32,788,264 | $37,612,742 | $34,170,909 | $41,593,245 | $47,066,827 |
Receivables | $0 | $0 | $10,000 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $164,166 | $164,860 | $165,820 | $165,820 | $169,811 |
Accumulated depreciation (as a % of LBE) | 60.9% | 66.2% | 70.8% | 74.4% | 76.4% |
Liabilities (as a % of assets) | 9.1% | 8.8% | 9.1% | 9.0% | 8.3% |
Unrestricted net assets | $14,539,316 | $16,487,296 | $14,907,264 | $17,382,799 | $19,428,213 |
Temporarily restricted net assets | $16,401,306 | $18,977,244 | $17,827,361 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $16,401,306 | $18,977,244 | $17,827,361 | $22,511,640 | $26,637,458 |
Total net assets | $30,940,622 | $35,464,540 | $32,734,625 | $39,894,439 | $46,065,671 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Laura Ducceschi
Number of employees
Source: IRS Form 990
Scranton Area Foundation, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Scranton Area Foundation, Inc.
Board of directorsas of 11/01/2022
Board of directors data
Esq Barbara O'Hara
Hughes, Nicholls, and O'Hara - Attorneys at Law
Term: 2022 - 2024
Ellen Burkey
Ameriprise Financial
Term: 2022 - 2024
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data