The Goldenhope Foundation
About
Small charity, established 2007. Serves: children, young people, older people, families, people with disabilities, rural, regional and remote communities, ethnic groups. Operates in: VIC.
Giving Philosophy
Based on its broad charitable objectives, the foundation likely operates with a responsive giving philosophy, addressing a range of community needs with a particular emphasis on alleviating hardship and promoting well-being for vulnerable populations in Victoria.
Tips for Applicants
Organisations seeking support should clearly demonstrate how their work aligns with the foundation's core mission of relieving hardship and advancing community welfare within Victoria. Given the estimated annual giving, proposals for smaller-scale, impactful local projects are likely to be most suitable. It is advisable to focus on specific community benefits and outcomes.
Financial History (7 years)
| Year | Revenue | Expenses | Assets | Surplus |
|---|---|---|---|---|
| 2023 | $105K | $45K | $116K | $60K |
| 2022 | $44K | $36K | $55K | $8K |
| 2021 | $35K | $32K | $47K | $3K |
| 2020 | $38K | $46K | $45K | $-8,079 |
| 2019 | $51K | $54K | $21K | $-3,227 |
| 2018 | $44K | $44K | $24K | $57 |
| 2017 | $38K | $43K | $24K | $-4,696 |
Community Evidence
External EvidenceIdentity
- GS ID
- AU-ABN-99193433470
- ABN
- 99193433470
- Website
- www.goldenhope.org
- Financial Year
- 2023
Focus Areas
Financials
- Revenue
- $105K
- Assets
- $116K
Method
- Match Confidence
- registry
- Cross-references
- 2 datasets
- Match Key
- ABN
- Relationships
- 1
Matched by Australian Business Number (ABN) — high confidence. This entity was found across multiple government datasets using the same ABN.
Data Sources
Location Intelligence
- Postcode
- 3451
- Locality
- BARKERS CREEK
- Remoteness
- Inner Regional Australia
- SEIFA Disadvantage
- Decile 7/10
- LGA
- Hepburn
- SA2 Region
- Castlemaine Surrounds
- Entities in Area
- 68
Disability Market Context
NDIS LayerThis organisation shows disability-related delivery signals. The strategic question is whether it sits inside a resilient market, a thin market, or a captured market where large providers take most of the money and local alternatives are scarce.