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COMMUNITY GREENHOUSE PARTNERS INC Organization Name provided in the GuideStar Exchange* as of 10/11/2013: COMMUNITY GREENHOUSE PARTNERS INC

Organization Name as listed in the IRS Business Master File as of 06/09/2014: COMMUNITY GREENHOUSE PARTNERS

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

AKA  Community Greenhouse Partners
Cleveland, OH

GuideStar Summary

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

COMMUNITY GREENHOUSE PARTNERS INC Organization Name provided in the GuideStar Exchange* as of 10/11/2013: COMMUNITY GREENHOUSE PARTNERS INC

Organization Name as listed in the IRS Business Master File as of 06/09/2014: COMMUNITY GREENHOUSE PARTNERS

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Community Greenhouse Partners
Physical Address: Cleveland, OH 44103 
EIN: 27-2572160
Web URL: www.communitygreenhousepartners.org 
Blog URL: www.facebook.com/communitygreenhousepartners 
NTEE Category: K Agriculture, Food, Nutrition
K99 Other Food, Agriculture, and Nutrition N.E.C.
B Educational Institutions
B99 Education N.E.C.
J Employment, Job Related
J20 Employment Procurement Assistance and Job Training
Ruling Year: 2010 
How This Organization Is Funded: Generation Foundation - $10,000
PNC Foundation - $5,000
Mt. Sinai Foundation - $5,000


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Mission Statement

To improve the quality of life of those around us by selling locally-grown vegetables at low cost to urban families, employ local residents and teach sustainability and earth science to young people  We create products that help satisfy local needs, such as low-cost quality vegetables, protein in the form of fish, natural fertilizer for local gardens through our composting, and non-polluting energy through our renewable energy systems.   What We Believe: • Our most valuable assets are our people and our customers. • Agriculture is the key to a sustainable future. • In reaching out and helping our neighbors help themselves. • In creating a better future through education and training.In respect for our surroundings and our environment. • In integrity and responsiveness in all our interactions.

Legitimacy Information

This organization is registered with the IRS.

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

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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October 2013)

Fiscal Year Starting: January 1, 2012
Fiscal Year Ending: December 31, 2012

Total Revenue $50,650
Total Expenses $43,485

Revenue & Expenses

(GuideStar Exchange,
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October 2013)

Fiscal Year Starting: January 1, 2012
Fiscal Year Ending: December 31, 2012

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Balance Sheet

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Leadership

(GuideStar Exchange,
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October 2013)

Timothy Smith

Term:

Since July 2010

Profile:

CGP founder Timothy Smith first learned of the Milwaukee-based food program "Growing Power" while watching the film "Fresh" in 2008, but he was no stranger to local food movement. In creating the CGP, Smith will be fulfilling a life-long endeavor: to form a business that positively impacts the community around him. His passion for healthy, local food was born at an early age when he began raising vegetables with his family; a practice that they continue to this day. Smith spent nearly 20 years in the food service industry, cooking and managing at a number of high-end and chain restaurants, where he learned the importance of using the freshest ingredients possible. In addition, as a life-long diabetic, he understood the devastating effects that obesity and poor diet can have on one's body, particularly for children. Subsequently, his experience as a volunteer coordinator, special events manager, journalist, graphic design business owner and political activist givers knowledge, experience base, and proven passion that is needed to see this venture through to fruition.

Leadership Statement:

Nothing like this currently exists in Cleveland. All other urban agribusiness in Cleveland is ground-based, with late spring, summer and fall production only. We will be the first in the area to grow a full range of vegetables using organic methods year round. We will also be the first large-scale, high-yield, commercial grower within county limits. Other urban farms are small, employing 3-5 people, whereas we will employ five times as many. None of the other farming operations connect with the schools to give credit to students for learning practical applications of science. In addition, we believe we should strive to integrate into the fabric of the community through strategic partnerships with individuals and organizations. We have already built several key community partnerships to build on the assets of each to more effectively develop our comprehensive capabilities. For example, we are working closely with the Visiting Nurse Association and City Fresh, Cleveland’s community-supported agricultural program, as our primary clients, providing 2,000+ families combined with weekly shares of freshly grown produce.

Board Chair (GuideStar Exchange,
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October 2013)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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October 2013)

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Board Leadership Practices (GuideStar Exchange,
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October 2013)
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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.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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 ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

Officers information is not available for this organization.

Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in October 2013

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Programs

Program: Healthy Food (GuideStar Exchange,
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October 2013)

Budget:
--
Category:
Population Served:
Poor/Economically Disadvantaged, Indigent, General
Children and Youth (infants - 19 years.)
Single Parents

Program Description:

We are distributing nutritious, freshly picked food to our low-income neighbors. A proper diet is critical for mental and physical health, so our products will have a direct, positive impact on our community.

Program Long-Term Success:

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Program Success Monitored by:

Program Success Examples:

Program: Building a new industry (GuideStar Exchange,
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October 2013)

Budget:
--
Category:
Population Served:
General Public/Unspecified

Program Description:

$6.7 Billion was spent in northeast Ohio on food in 2008, and only $200 Million went to local farmers and food producers. In order to capture a greater share of that market, we need to be producing food year-round, in a way that’s affordable and readily available. CGP will be a major player in an effort to get the local economy to buy 20% of their annual food budget locally -- an effort begun by E4S.org and localfoodcleveland.org.

Program Long-Term Success:

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Program Success Monitored by:

Program Success Examples:

Program: Supporting entrepreneurship (GuideStar Exchange,
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October 2013)

Budget:
--
Category:
Population Served:
Poor/Economically Disadvantaged, Indigent, General

Program Description:

We will spearhead this effort by offering an education program wherein we will help train people to start their own high-yield gardens using funding from the City of Cleveland's "Gardening for Greenbacks" program. We will help these micro-enterprise entrepreneurs maximize the effectiveness of their grants, supply technical assistance and manpower, and act as an aggregator for their crops. We will buy their output, and combine it with other small gardeners into a larger share that will then be sold to partner organizations and retailers.

Program Long-Term Success:

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Program Success Monitored by:

Program Success Examples:

Impact Summary from the Nonprofit

In order to meet this mission we will develop programs that combine earth, food, employment, self-worth, education and opportunity into a replicable sustainable system that will benefit both the individual as well as the community. These programs will be based on the following values: • A valuable, sustainable community is one that integrates our human capital into a balanced ecosystem. • Changes to the environment must be considered in context to their impact on the next seven generations. • Changing the dynamics of a community begins with opportunity and creating the tools to achieve it • A healthy community is one that provides for the whole person. • Respect for the individual, community and the environment must be integrated into all our actions. • Our actions and accomplishments will be measured by our impact on the individual, the community and the environment.

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