Center for Creative Partnerships

What it reported doing in 2024

The Center for Creative Partnerships is integral to the redevelopment of the City of Orangeburg, focusing on history, civil rights, the arts, and community, and is part of the Development Team chosen by the City to re-envision Railroad Corner, the historic black business district across from two historically Black Colleges (HBCUs) to include a Civil Rights Museum. The Center has secured ownership of All-Star Bowling Lanes and will preserve this important African American Heritage Site as a historic site, a community asset, and a state-of-the-art Bowling Center, creating the first Civil Rights Bowling Lanes/Justice Center, on the national African American Civil Rights Network. It will honor the victims of one of the most violent episodes in the civil rights movement, while creating a bowling center for fun and reconciliation for the community and the universities, attracting visitors from around the world. Phase I is supported by a $500,000 African American Civil Rights grant in the amount of $500,000 from the Historic Preservation Fund administered by the National Park Service, Department of the Interior.HISTORYCenter for Creative Partnerships was created in the late 1990s by Ellen Zisholtz and historic preservation Architect, Craig Morrison. The first project was the development of strategic and marketing plans for restoring and operating the historic Alamo Theatre in conjunction with the Smith Robertson Museum as the centerpiece for the preservation of Farish Street as an African American Cultural/Entertainment District. Alamo Theatre restoration: Canizarro, Cawthorn & Davis Architects. A similar project followed in Charlottesville, Virginia with the restoration of the historic Paramount Theater as the centerpiece for the redevelopment of cultural Charlottesville. In New York City, as Director of the Rod Rodgers Dance Company, Ellen worked with the City of N.Y. to restore a historic city building and with Cooper Square Committee, cultural groups, and area residents to preserve and develop affordable, environmentally healthy housing in conjunction with cultural spaces on 4th Street near LaMama. She developed and managed a cultural building with the 4th Street Theater in the lobby, Duo Teatro on the second floor, and Rod Rodgers Dance Company and dance studio on the third floor. Later, as Managing Director of INTAR, International Arts Relations, when Theater Row was renovated, a space was provided by the City to renovate as a theatre at 52nd Street and 10th Avenue and she supervised the early renovation.PURPOSEThe purpose of the Center for Creative Partnerships is to: Serve the community and its young people by establishing educational and cultural facilities and opportunities; Encourage critical thinking, creative skills, and social consciousness; Assist with planning for community development focusing on history, equity, tourism, and cultural opportunities. In order to carry out its mission and purpose, the Center for Creative Partnerships enters into partnerships, collaborative programs, and consultancies with individuals and organizations including cities, communities, museums, theaters, and schools.STRATEGYSince the firm works through partnerships and collaborations, we are able to select the best people and organizations for each project. The Board of Trustees and Advisory Council are comprised of respected experts in a variety of fields including preservation architecture, economic and community development and encompasses civil rights heroes, community leaders, and University Presidents. Center for Creative Partnerships has a successful history of using the arts and humanities for social justice and civil rights initiatives including the 50th Anniversary of Freedom Summer Committee; Exhibition and youth workshops at Meridian Museum of Art; Social Justice Medal in Philadelphia, MS commemorating Andrew Goodman, James Chaney and Mickey Schwerner; Civil Rights Symposium at Penn Center, SC.CAPABILITIESCenter for Creative Pa

Financial Efficiency

• Mission deployment rate: 4.6%; rating input score 5
• Program expense ratio: 92.1%; rating input score 92
• Fundraising efficiency: $2,997.41 raised per $1 spent on fundraising; rating input score 99; 99th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 5 of 8 controls in place; rating input score 62
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: Fail
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 95%; rating input score 99; 99th percentile among comparable filings
• Total-asset coverage ratio: 31.8; rating input score 98; 98th percentile among comparable filings
• Liabilities to assets ratio: 0.07; rating input score 47; 47th percentile among comparable filings
• Officer compensation ratio: 77.8%; rating input score 1; 1st percentile among comparable filings

Growth

• Program expense growth: 100.9% per year; rating input score 100; 99th percentile among comparable filings
• Revenue growth: 61.2% per year; rating input score 100; 98th percentile among comparable filings
• Asset growth: 51% per year; rating input score 100; 96th percentile among comparable filings