Be the change you want to see.

Montgomery, AL   |  www.ourlegacyheritage.com


​Develop a self-sufficient, life empowering, leadership skillset in disadvantaged minority communities of Montgomery Alabama located in District 3 with a special focus on the historical community of Newtown.

Ruling year info


Principal Officer


Main address

3114 Cabot St

Montgomery, AL 36110 USA

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NTEE code info

Community Recreational Centers (N31)

IRS filing requirement

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


Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Alabama is the fifth poorest state in the nation, according to the Alabama Department of Public Health. Food deserts are common in impoverished minority communities located in District 3 of Montgomery Alabama (pop. 8,465)1 These long low-income communities of female, senior citizen and non-family led households are not receiving Supplemental Nutrition Assistance Program (SNAP) benefits, living at or below the poverty line (pop. 3,056)2. Residents live in a constant state of declining fresh food options which have been exacerbated by the Covid-19 pandemic. According to the Food for Every Child Report, Alabama households that lack access to affordable and nutritious food experience: Negatively Impacted Health o 17% of African Americans with an income of 25,000 or less have diabetes in Montgomery Alabama, the diagnosis factors vary but are mainly centered around nutritional deficiencies.3 o More than 32% of Alabamians are clinically classified as obese.

Our programs

SOURCE: Self-reported by organization

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


Membership based community food supplement garden providing basic knowledge of medical, therapeutic, and recreational gardening.

Population(s) Served
Ethnic and racial groups
Social and economic status

Where we work


Proclamation 2021

The State Of Alabama

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The Newtown Redevelopment Community Garden will strengthen availability to the fresh produce for over 1900 low-income households in District 3.

Goal 1: Provide clients with self-sufficiency training and applied living models.
Goal 2: Deliver outreach strategies to new gardeners via the Legacy Heritage website.
Goal 4: Develop supplement home gardens for personal cultivation.

Legacy Heritage Nonprofit (LHN) is adopting The United States Department of Agriculture (USDA) Strategy Plan YR 2018-2022

Program Measurements and Performance Goals

SMART Objective 1: By the end of season 1 80% of the community garden’s clients will have completed their competencies journal and demonstrated self-sufficiency knowledge measured by case management goals set and goals obtained.

Resulting USDASP Goal Achieved
• STRATEGIC GOAL 1: Ensure USDA Programs Are Delivered Efficiently, Effectively, With Integrity and a Focus on Customer Service

SMART Objective 2: By the end of season 2, increase the number of community members who grow successful personalized medical and therapeutic gardens as measured by baseline registrations card users prior to year 1.

Resulting USDASP Goal Achieved
• STRATEGIC GOAL 4: Facilitate Rural Prosperity and Economic Development

SMART Objective 3: By the end of season 3, 80% of all successful participants in the community garden, will supplement their fresh fruit and vegetable supply by 100%.

Resulting USDASP Goal Achieved
• STRATEGIC GOAL 7: Provide All Americans Access to a Safe, Nutritious, and Secure Food Supply

Plan of Action: Creating the Newtown Redevelopment Community Garden is based on three strategies. They are:
1. Land Development
2. Social Intervention
3. Organizational Change and Development

Legacy Heritage shares the priorities of the UAIP in focusing on individual development. As well as facilitating entrepreneurial projects in our targeted such as horticultural job training, available land, equipment, mentoring, and other business development assistance to new and beginning farmers. Our stakeholders fell the best way to achieve these goals it to keep individual growth at the forefront of the educational and developmental process. All activities are structured to activate interest and introduce a hands-on approach that will accelerate learning. This approach will aid individuals in developing new businesses, jobs, or employment training opportunities with measurable levels of confidence.

Legacy Heritage was founded in 2020 by Consuelo Bradley in Montgomery (Montgomery County) Alabama. For the past 11 years she has been an accomplished African American entrepreneur. The vision of this 501 (c) 3 tax exempt organization emerged during the height of the Coronavirus Pandemic. Mrs. Bradley took the lead in developing green spaces for public gardens and meeting areas to share the therapeutic and medical benefits she derived during quarantine. This led to the mission of Legacy Heritage; To develop a self-sufficient, life empowering, leadership skillset in disadvantaged minority communities located in District 3. Residents of Newtown and other areas of District 3 participated in our food drives. The community garden’s groundbreaking ceremony was covered by The Montgomery Advertiser and attendees expressed enthusiasm about the future garden. Elite Event Planning LLC and Elite Tax Consultant are the Montgomery based corporations that fund a combined 55% of the annual total operating costs of Legacy Heritage. Legacy Heritage, although operating for just one year, has already received support through the Revive Alabama grant program and generous donations from community organizations including the Montgomery Junior League. The garden is now under construction on a 2/3-acre lot undeveloped land. Acme Bricks of Montgomery has donated a supply of bricks and mortar to build our garden beds. Future includes training restaurants and other food related entities how to implement our COVID Careful Campaign into their business models, which includes conversion to outdoor selling options such as food trucks and pull carts. We have already procured land in District 3’s warehouse district.

Since our inaugural event on election day 2021, we have established our food truck lot located on 980 N McDonough in the warehouse area of District 3 with our Downtown Food Truck Expo for which our team was commended by Governor Kay Ivey and Mayor Steven Reed respectively. President and Vice President were also interviewed live on WSFA by Judd Davis. Please view our progress here, https://www.ourlegacyheritage.com/food-program-space.html This space has been prepared for entrepreneurs who are establishing new restaurants through our Rising Restaurant Sponsorship Program. The program offers business resources and support with license sponsorship, land ownership and LLC formation. We are aware that money is not the only barrier to access for budding business entrepreneurs. Due to the unprecedented rainfall, we have had to delay reopening until weather permits.

The redevelopment of our website and the refocusing of our message to represent our mission more cohesively was due to the extensive training by myself and the entire board of Legacy Heritage through IRS direct public charity and private foundation training. Please view our updated website here. www.ourlegacyheritage.com. Our additional investment in an evaluation team for our brand and community positioning has given us the skills to communicate with those who need our help on the level they need us, not where we are prepared to meet them. We have also made some very powerful community connections that pledged continued support for the success of our mission. Please view our community alliances here, https://www.ourlegacyheritage.com/newtown-community-garden.html

Our previous community day event at Trenae’s Boutique, sponsored by Legacy Heritage, Trenae’s Boutique, Elite Event Planning LLC. and District 3 city council candidate Ronald James encouraging the youth vote in District 3 was a great success as many of the candidates for the city council seat in District 3 appeared and spoke to students of the Alabama State University Street Team about the importance of their vote. Our community efforts in this matte were again commended by Governor Kay Ivey and Mayor Steven Reed Respectively. The community day event was also mentioned in an article in the Montgomery Advertiser as a opportunity for residents to meet the candidates prior to the event. Please view our efforts here, https://www.ourlegacyheritage.com/community-food-drive.html .

Last, but certainly not least, Legacy Heritage has recently been officially named a tax-exempt entity by the Internal Revenue Service. This certification entitles us to receive tax deductible bequests, devises, transfers, or gifts under the current tax code. We have worked hard for this exemption and are eager to use it to help participants in our programs succeed. Our determination letter is now available to view upon request.

Our next event is scheduled for Saturday, August 28, 2021, and it brings us back to Trenae’s boutique located at 84

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    The Newtown Community Garden serves over 1,909 female, senior citizen and non-family led households not receiving SNAP, living at or below the poverty line of Montgomery Alabama's District 3 in the historical community of Newtown.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Community meetings/Town halls, community events,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve, To identify leaders who want to serve,

  • What significant change resulted from feedback?

    Changes were recently made to our membership based community garden plot assignments. We learned that most participants want to choose their own grow menu rather than copy our grow model. We implemented a section of the garden for those gardeners to make room for class participants that wanted to follow our grow menu model.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners, online,

  • How has asking for feedback from the people you serve changed your relationship?

    It has given us an insight on what our clients really need rather than what our research told us our clients need.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    The people we serve tell us they find data collection burdensome, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve,



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


Connect with nonprofit leaders


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Board of directors
as of 1/5/2022
SOURCE: Self-reported by organization
Board chair


Legacy Heritage





Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 11/22/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.


The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 11/22/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.