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APPLICANT

Pennsylvania Downtown Center, Inc.

Total Qualifying Score: 8
County (ARC Region): No
State (ARC Region): Yes
Q3. IRS Status: Nonprofit – 2
Q4. Parent Entity: Yes – 0
Q5. 2 or More Full-Time Employees : Yes (as of 12/31/2019)
Q7. Budget Level: $250,001 to $1.5 million – 5 (Last Fiscal Year Actual Income)
Q8. Restricted Reserves: No – 1
Q9. CARES Act Funding: Yes – 0
Q13. Participation by Executive: Yes


CONTACT & LOCATION INFORMATION

Pennsylvania Downtown Center, Inc.
Harrisburg, Other County, Pennsylvania 17102
717-413-4630
Email
www

County (ARC Region) Other
State (ARC Region) Pennsylvania


ORGANIZATIONAL & FINANCIAL INFORMATION

Q1. Mission:

The mission of Pennsylvania Downtown Center (PDC) is to build and support the capacity of local non-profit organizations, municipalities and individuals to enhance the overall well-being and sustainability of Pennsylvania’s “core” communities. PDC accomplishes this mission by engaging local community leaders and volunteers, and educating them, to advance the sense of place, quality of life and economic vitality of the Commonwealth’s downtowns, traditional neighborhood business districts and nearby residential areas.

Q2. How organization aligns with ARC’s Plan & Goals:

PDC works with community development organizations throughout PA who work directly with their local businesses to build entrepreneurial ecosystems.

Many of the local community development organizations we support and work with partner with their local healthcare systems to provide local food, wellness opportunities and education so they can attain their community health needs assessment goals.

PDC supports various initiatives such as the time-tested Main Street Approach for downtown business district revitalization, the PA-specific Elm Street Approach for neighborhood revitalization, and our own developed Nature-Based Placemaking concept in communities that utilize local natural assets and the activities linked to those assets for visitors and residents in their business development and recruitment strategies.

Many of these above initiatives engage local youth to volunteer and provide hands-on leadership development opportunities in their communities.

Q3. IRS Filing Status: 501(c)(3)   

Q4. Unit or Chapter of Larger Organization: Yes

Q5. Employees:

Full-Time/Part-Time Employees: 6/2 (as of 9/1/2020)

Full-Time/Part-Time Employees: 6/2 (as of 12/31/2019)

Current Year Income/Expenses: $646,954/$656,306

Q6. Fiscal Year: July-June

Q7. Budget Level

Last Fiscal Year Income/Expenses (Actual): $693,941 / $716,660

Current Year Income/Expenses (Projected): $646,954 / $656,306

Balance Sheet

Q8. Restricted Reserves (Amount): No ($0)

Q9. CARES Act Funding (Amount): Yes ($82,300)
Received From: PNC Bank   Date Received: 05/04/2020
For What Purpose(s): payroll, benefits, rent, utilities, etc.

Q10. Negative Impacts from COVID-19:

We have had to pivot our hands-on, in the community trainings to virtual, which have cut down on travel expenses , but have increased our virtual communications about three-fold.  We have attempted to be immediately responsive to the changing needs of our community organizations which has created a higher demand for newly created services and educational modules in response to COVID.

We have also had to pause a number of our fee for service contracts until the communities are comfortable to meet in person again, which has delayed payment for those contracts, as well as the time that we allotted.  Also, much of our funding is tied to the state budget which can be volatile at a time like this.

We had to postpone our annual statewide conference to June 2021.  This deferred face to face opportunity to network and reconnect with our community members, business members, vendors, advertisers, sponsors, and conference participants has left a void for our staff that has resulted in a lack of conference revenue, and an increase in lapsed memberships.

Q11. Top Three Concerns:
As the new Executive Director since July 2019, I have had to spend an inordinate amount of extra time on trying to maintain our existing funding sources,all while figuring out if we need to let go of any staff.
Balancing neccessary revenue from contracts and grants that require more work, with enough staff, but not too much staff.
Being too dependent on the state contract/grant that is not guaranteed.

How Participation in Program Will Address Concerns:

We struggle with being too dependent on a single source of funding, so we either need to increase our membership exponentially or ideally, find funding sources that could help to create ongoing sustainability, such as an endowment. I believe this program will help us identify where we may be able decrease expenses, as well as help us increase diversified revenue.


COHORT INSTRUCTION

Q12. Applying as a Proposed Cohort? No

Q13. Executive Director or CEO Will Participate in the Program? Yes

Q14. Top Two Choices for Cohort Instruction:

Course #1 Choice: 1-Fundraising

Course #2 Choice: 2-Long-term Financial Management

Q15. Desired Course Schedule for Cohort Instruction:

#1 Desired Course Schedule: 1-Winter 2021: 10-Week Course (Jan. 25. 2021 – Apr. 4, 2021)

#2 Desired Course Schedule: 2-Winter 2021 B: 5-Week Course (Mar. 1, 2021-April 4, 2021)


APPLICATION SUBMITED BY:

Name: Julie Fitzpatrick, Executive Director

Application Approved by Organization Director or CEO? Yes, Approved by Executive Director/CEO

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