Educational Institutions

Coro Center For Civic Leadership

  • Pittsburgh, PA
  • coropittsburgh.org

Mission Statement

Coro's mission is to advance ethical leaders and build leadership capacity in order to create a more connected and inclusive community. Our vision is an inclusive community where people of all backgrounds and circumstances participate in making their communities more livable for everyone.

Main Programs

  1. Coro Fellows
  2. Public Allies Pittsburgh
  3. Next Neighborhood Leaders
  4. Women in Leadership
Service Areas

Self-reported

Pennsylvania

ruling year

2000

Principal Officer since 2012

Self-reported

Mr. Gregory Crowley

Keywords

Self-reported

strengthening communities, experiential learning, leadership, talent attraction and retention and Retention

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EIN

31-1703402

Contact

Cause Area (NTEE Code)

Education N.E.C. (B99)

Adult, Continuing Education (B60)

Graduate, Professional(Separate Entities) (B50)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

In the past year, Coro Pittsburgh has selected, recruited and helped prepare nearly 200 emerging leaders to start their careers in the Pittsburgh region while exercising leadership to improve the economic development, education, environment, health, and safety of the residents of Pittsburgh. Additionally, Coro has provided leadership training and development services to over 200 students, teachers, and administrators in Pittsburgh Public Schools, to 25 interns at the Student Conservation Association, and 30 participants in Robert Morris University's Black Male Leadership Development Institute.

Programs

Self-reported by organization

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

Program 1

Coro Fellows

Full-time,nine-month, intensive graduate-level training program for recent college graduates from around the world to explore a variety of professional and leadership opportunities in Pittsburgh while conducting an individual strategic plan for their own growth as leaders. Alumni pursue careers in a wide range of fields such as banking, finance, entrepreneurship, economic development, human services, education, government, arts, the environment, and philanthropy.

Category

Community Development

Population(s) Served

Adults

Budget

Program 2

Public Allies Pittsburgh

Full-time,ten-month intensive Americorps program. Opportunity for a diverse, local youth population to explore professional and leadership opportunities in the nonprofit and government sectors while conducting an individual strategic plan for their own growth as leaders. Alumni pursue careers in community organizing, economic development, human services, youth, education, arts, the environment, philanthropy, and government. Four out of five alumni work in the nonprofit sector, often for the same nonprofit in which they were placed as Allies.

Category

Civil Rights, Social Action & Advocacy

Population(s) Served

Adults

Young Adults (20-25 years)

Budget

Program 3

Next Neighborhood Leaders

Part-time, twelve month, leadership development training program. Opportunity for emerging leaders living or working in Pittsburgh neighborhoods to explore professional and leadership opportunities in their community and economic development while conducting an individual strategic plan for their own growth as leaders.

Category

Community Development

Population(s) Served

Adults

Budget

Program 4

Women in Leadership

Part time, twelve-month, leadership development training program. Opportunity for emerging women leaders living in the Pittsburgh region to explore professional and leadership opportunities in a variety of fields while conducting an individual strategic plan for their own growth as leaders.

Category

Civil Rights, Social Action & Advocacy

Population(s) Served

Females, all ages or age unspecified

Budget

Service Areas

Self-reported

Pennsylvania

Funding Needs

Need $30,000.00 toward scholarships that pay tuition and living expenses for up to 15 Coro leadership participants.

Accreditations

External Reviews

Source: greatnonprofits.org

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

CORO CENTER FOR CIVIC LEADERSHIP
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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Operations

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

Coro Center For Civic Leadership

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Mr. Gregory Crowley

BIO

Greg provides leadership for the organization, raising awareness about Coro in the community, managing relationships with funders, providing guidance in the design of programs, and overseeing a staff of twelve full-time employees. Prior to his appointment as president, Greg served five years as vice president and two years as Coro's director of research. Greg has been instrumental in helping to launch several successful, regional multi-year leadership initiatives, including collaborative neighborhood planning that involved 150 residents of the South Hilltop (2006-2007), engaging over 300 adult citizens and students to contribute to equity in educational achievement (2007-present), preparing over 60 emerging leaders to run for public office (2009-10), and engaging over 100 residents to plan for community leadership succession in the Hill District, Uptown and the Northside (2009-present). Greg currently serves as vice president of the board of the Waldorf School of Pittsburgh, which seeks to develop in students a balance of intellectual achievement, spiritual growth, physical health and personal responsibility. Greg formerly served as co-director of the Program for Deliberative Democracy, a Carnegie Mellon-based applied research initiative to incorporate the informed voice of citizens into local policy and program decisions. In 2008 the program was awarded the League of Women Voters Good Government Award for its innovations in citizen engagement around issues ranging from climate change and health policy to public art and neighborhood revitalization. In 2010 the program worked in partnership with the Pittsburgh Foundation and the University of Pittsburgh, Institute of Politics to conduct the first-ever Deliberative Poll in Allegheny County devoted to gathering citizen opinion on local government improvement. Greg has held research and teaching positions at Oberlin College, the University of Pittsburgh and Columbia University. He is a frequent speaker, and author of The Politics of Place: Contentious Urban Redevelopment in Pittsburgh (University of Pittsburgh Press, 2005) as well as numerous articles and reports on urban politics, deliberative democracy and civic engagement. Greg holds a PhD in sociology from the University of Pittsburgh, an M.A. from Teachers College Columbia University, and a bachelor's degree from Harvard University.

STATEMENT FROM THE Principal Officer

"To listen to the debate in Washington you might think that Americans have only two options for building a better future--either create a strong government or build a strong private sector. At Coro we see a third way in strengthening relationships across business, government and the nonprofit sectors that can lead to creative solutions to difficult challenges facing our communities. Every day we seek to connect people across different sectors, neighborhoods, generations, races, and other social boundaries that fragment the assets in our communities. We strive to make connections not only because it build our trust in one another and creates a shared sense of purpose. We do it because diversity of thinking is the source of social innovation. To become truly innovative, we have to build our tolerance for listening to perspectives that are counter-intuitive and even uncomfortable for us to hear. We have to learn to listen to the kernel of truth in what others are saying, even if we may not understand or agree with them fully."

Governance

BOARD CHAIR

Mr. Richard Ekstrom

Chief of Staff & Operations-Crivella West, Inc.

Term: Jan 2012 - Dec 2015

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization


RESPONSE NOT PROVIDED

BOARD ORIENTATION & 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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?