Neighborhood Progress Inc.

“Form 990 is prepared by a professional tax firm, reviewed by the chief financial officer and reviewed and signed by the president of npi. A copy of form 990 is provided to all board members prior to filing. This policy also applies to npifs llc, a disregarded entity.”

“The organization maintains a written conflict of interest policy. If the possibility of a conflict of interest exists, staff are required to disclose the details of the situation to their supervisor and board members shall recuse themselves from voting. Annually each trustee as well as senior staff members must complete and sign a conflict of interest questionnaire disclosing in writing any potential conflicts of interest. Such annual statements and any other disclosures of a possibility of a conflict of interest shall be mantained by the office manager to verify this conflict of interest policy has been followed. This policy also applies to npifs llc, a disregarded entity.”

“The compensation of the organization's president and ceo is determined by the board of directors, who are local business leaders familiar with comparability of compensation levels for executives in the geographic region and draw upon vast business expertise. The salaries of key employees in the organization are determined by the president and ceo, and are commensurate with the size of the organization as well as the level and scope of responsibility. Comparability data has been used for confirming compensation levels of certain staff. All employees of npifs llc, a disregarded entity, are also employees of neighborhood progress, inc. Employees are paid solely by neighborhood progress, inc.”

“The organization's governing documents, conflict of interest policy, and financial statements are available upon request for the same period of time as set forth in irc section 6104(d).”

“Cleveland neighborhood progress is a local community development funding intermediary with over twenty-five years of experience investing in community revitalization work in the city of cleveland. Neighborhood progress was founded in 1988 and serves a unique function as the only local intermediary in the region and is proud to be nationally highlighted as a leader for engaging in best practices in various facets of nonprofit programming. The organization was established by philanthropic and business leaders in order to marshal the resources of cleveland's public and private sectors to counter trends of disinvestment that impairs the health and livability of cleveland's neighborhoods. Cleveland neighborhood progress' programming agenda is intended to address the most critical issues confronting the entire community development system. The organization provides programs and services to implement neighborhood recovery strategies, build community capacity, invest in physical development, grow partnerships to expand the stakeholders in community revitalization, increase assets for residents, and create neighborhoods of choice that are increasingly able to attract residents and business throughout the region. Working in partnership with community development corporations, local foundations, the business community, and government, our efforts have worked to create a strong and productive system that has visibly improved many neighborhoods and enabled thousands of the city's residents to enjoy a better quality of life. Cleveland neighborhood progress maintains an independent board of trustees with representatives of each major sector of the region including the corporate, city administration and council, foundations, national intermediary, and neighborhood sectors. Neighborhood progress currently has 27 full-time employees, including an enterprise rose architectural fellow and a national urban fellow. Our staff, while lean, is extremely productive and deeply committed to the mission of the organization. We have adopted a performance/outcome culture and periodically review our progress against key benchmarks with our board of trustees. Cleveland neighborhood progress has two wholly-owned subsidiaries: village capital corporation, a non-profit community development finance institution, and new village corporation, a non-profit real estate development organization. Each maintains their own boards with one member of each serving on the neighborhood progress board of trustees. Major accomplishments over the past twenty-five years include: - provision of more than $28 million in core operating funds and technical assistance support to community development corporations. - investment of $78 million in housing and real estate valued at over $897 million. - over $213 million in new development within the city of cleveland, including affordable and market-rate housing, shopping centers, and grocery stores. - completion of 7,106 units of new and rehabilitated housing. - development of 1.2 million square feet of new and rehabilitated commercial space (850,000 square feet since 2004). In 2013, after decades of service to the city of cleveland, three distinct organizations capitalized on a unique opportunity to cultivate and execute a comprehensive community development agenda. Neighborhood progress, inc. Successfully completed a merger with cleveland neighborhood development coalition (cndc) and livecleveland!, signaling a sea change in cleveland's community development industry. Though each organization was highly-regarded as innovators and leaders in community development prior to the merger, our exercise in collaboration effectively accentuated the complementary strengths of each organization. The newly-formed cleveland neighborhood progress is an organization that is truly greater than the sum of its parts: a cdc trade organization serving all of cleveland's cdcs; a nonprofit organization providing marketing services for neighborhoods and cdcs”

“Goal 2: more clevelanders living in vibrant neighborhoods. Placemaking: placemaking puts the importance of a healthy and lively neighborhood at the forefront of the design and development process. Cleveland neighborhood progress promotes health, well-being, and happiness of cleveland residents through the creation of places and spaces that respond to community needs and encourage and sustain a positive quality of life. Re-imagining cleveland: supported by a strong, citywide, public non-profit partnership, and a broad base of residents, re-imagining cleveland is a vacant land reuse initiative that creates sustainable solutions to vacancy while building a movement of solidarity and stewardship. In an effort to ensure that more clevelanders live in vibrant neighborhoods, the re-imagining cleveland initiative seeks to improve the quality of life for all residents by supporting community-driven projects intended to swiftly transform vacant lots into usable green space. Since its inception in 2009, the re-imagining cleveland grant program has enabled the development of more than 132 vacant land reuse projects throughout cleveland. With the success of these strategically located, catalytic, and transformative projects, cleveland has become a leader in vacant land reuse. In 2012, re-imagining cleveland was recognized for its collaborative effort and non-traditional approach to greening cleveland's neighborhoods with a national planning excellence award for innovation in sustaining places from the american planning association. Re-imagining cleveland's innovative land reuse projects include vineyards, orchards, market gardens, pocket parks, and stream bed reconstruction projects within the city of cleveland. The initiative also enables cleveland residents to acquire vacant lots adjacent to their homes, helping to stabilize property values and making our streets safer, more enjoyable places to call home. Slavic village recovery: since 2013, cleveland neighborhood progress has engaged in a strategic partnership with forest city enterprises, rik enterprises, and slavic village development corporation to revitalize the slavic village community. This partnership resulted from a meeting of a wide array of community stakeholders - including the local community development corporation, the city of cleveland, the cuyahoga county land bank, and others -- who gathered to discuss ways of effectively collaborating in order to address issues of vacancy and housing blight in a neighborhood that had been regularly referred to as "ground zero" of the foreclosure crisis. The convened group determined that by leveraging the relationships, expertise, resources, and missions of each organization, it could develop a for-profit, market-rate rehab and revitalization model to rehab not only houses, but the neighborhood as a whole. Through this transformative private-nonprofit-philanthropic partnership, the slavic village recovery project committed to acquiring, renovating, and selling or renting vacant houses in a neighborhood fighting to recover from the foreclosure crisis. Unlike previous efforts to improve depressed urban housing markets, the slavic village initiative relies little on public money. Instead, the neighborhood will see private investment layered atop targeted public services, like swifter demolition, in a comprehensive rapid revitalization effort. Additionally, the svr model depends on a highly sophisticated, data-driven approach to acquisition and project selections, which combines the financial, development, legal, and on-the-ground expertise of the partners to maximize impact and efficiency. The slavic village recovery (svr) project has a three year goal to rehabilitate 200 homes with no subsidy and to sell the homes at a market rate. Demand for properties in slavic village has outpaced the initial expectations of cleveland neighborhood progress and its partners. Svrp staff works with interested buyers to secure financing. Svrp currently ow”

“Goal 3: increased opportunities for more cleveland residents to have the education, skills, knowledge and experience to thrive. Economic opportunity: cleveland neighborhood progress supports the building blocks of our communities: people. We are implementing programs and services to cultivate community leaders and engagement. We are dedicated to providing the means for cleveland's residents to receive quality educations, to be engaged in meaningful and gainful employment, and to be lifted up and out of poverty community financial centers: the community financial centers (cfc) is a citywide initiative focused on improving the economic security of all residents of cleveland. Cfc is based on the model developed by bloomberg philanthropies and cities for financial empowerment. Considered the gold standard for evidence-based financial empowerment, community financial centers has adapted this model to meet the particular needs of clevelanders. Cfc is not simply a program; rather, it is a coalition of partners that use common curriculum, training, and tracking software to create and measure meaningful outcomes for our often overlapping clients. Cfc leverages the collective strengths of public, private, philanthropic, business, and anchor institutions to provide: - one-on-one, customized financial planning and management to determine the financial standing and potential needs of each client. - safe and affordable banking products, tools, and services that reduce vulnerability to predatory lending practices and financial services. - financial education and budgeting instruction for managing debt and improving credit for enhanced financial security. - streamlined client referrals to career services, tax preparation, and educational opportunities which will allow clients to plan for the future and move towards financial stability not only in immediate circumstances, but longterm. Financial instability is not just a problem for low- and moderate-income residents; nearly half of our community faces financial hardships that hinder attempts to build wealth and realize the american dream. One major departure from the cfe model is that cfc is available to individuals across the income spectrum. Whether the client is a low-wage hourly worker, a single-mother with young children, a recent college graduate, or a retiree, each person faces various and specific financial service needs. Cfc's model seeks to be responsive to the unique needs of its diverse clients. Cfc is focused on building long-term relationships; financial services managers will conduct a financial health assessment at the outset of the relationship to identify the unique circumstances that surround that individual's financial situation and to focus on their unique financial goals. By helping individuals to navigate the complexities of their financial continuum, cfc enables clients to achieve long-term economic self-sufficiency, work toward financial stability, and build wealth over time. Cfc officially launched in december 2014 via an employer-based fee-for-service approach in partnership with the cleveland public library (cpl). Cpl committed to paying for the service, valued at $35,000, to provide financial planning and management services to up to 200 full- and part-time employees as part of its feeling incredible together (wellness) program. In addition to the library, cfc has secured funding from the united way of greater cleveland and third federal foundation to support the integration of cfc into free tax preparation services for 200-250 individuals through a partnership with enterprise community partners and neighborhood housing partnership of greater cleveland. This client pool represents cleveland's most financially-vulnerable populations: those living at 250% of, or below, the poverty line.”

“Affiliate reimbursements 662,169. Contingent grant from related organization 185,700.”