Central Baltimore Partnership Inc

What it reported doing in 2024

CBP AND OVER 150 PARTNERS HAVE REALIZED A COMPREHENSIVE COMMUNITY DEVELOPMENT STRATEGY RESULTING SINCE 2007 IN OVER $1 BILLION IN INVESTMENT, NEARLY 2,000 UNITS OF HOUSING, REDUCED CRIME, IMPROVED OPEN SPACE AND PATHWAYS, LIGHTING AND SANITATION AND RE-USED LONG-VACANT LANDMARK COMMERCIAL AND INDUSTRIAL BUILDINGS. CBP'S 2012 HCPI ACTION PLAN IS STILL THE BEDROCK OF CBP'S WORK AND WAS A MODEL OF COMMUNITY PARTICIPATION, INVOLVING OVER 200 PUBLIC AND PRIVATE MEETINGS. THIS PLAN DEMONSTRATED CBP'S ABILITY TO JOIN STAKEHOLDERS FROM 10 NEIGHBORHOODS TO PLAN AND EXECUTE A BOLD REVITALIZATION STRATEGY. SINCE THEN CBP HAS HONED THIS COLLABORATIVE APPROACH AND OUR WORK IS GUIDED NOW BY OVER 20 TASK FORCES AND WORK GROUPS INVOLVING RESIDENTS AND BUSINESSES, SUBJECT MATTER EXPERTS, PUBLIC AGENCY AND INSTITUTION REPRESENTATIVES. THESE COMMITTEES WRESTLE WITH TOPICS RANGING FROM DEVELOPING/MAINTAINING AN ARTS DISTRICT, TO CREATING VIBRANT OUT-OF-SCHOOL-TIME PROGRAMMING FOR YOUTH, AND THE REDEVELOPMENT OF KEY PARCELS. OUR UNIQUELY COLLABORATIVE APPROACH AND ITS IMPACT HAVE ATTRACTED ATTENTION FROM PEERS AND POTENTIAL INVESTORS, AS WELL AS LOCAL AND NATIONAL MEDIA. BALTIMORE HOUSING, THE MD SMART GROWTH COMMISSION, THE COMMUNITY DEVELOPMENT NETWORK OF MD, AND NATIONAL ORGANIZATIONS LIKE THE COMMUNITY OPPORTUNITY ALLIANCE RECOGNIZE CBP AS AMONG THE MOST INNOVATIVE AND PRODUCTIVE COMMUNITY DEVELOPMENT ORGANIZATIONS. EVERY WEEK INVOLVES INQUIRIES FROM GROUPS WHO WANT TO EMULATE OUR WORK AND TIME SPENT COACHING OTHERS IN CBP'S APPROACH. CBP has convened a number of community planning initiatives, then worked with stakeholders to build their implementation capacity. Recently, these include the development of a North Avenue Commercial Revitalization strategy, and early reinvestment priority setting in midway, which has resulted in a spectacular community park and the expansion of the compound, an extraordinary arts co-op. We have expanded programmingof the Station North Arts District, small business ongoing rehabilitation along Greenmount and north avenues we have acquired and are leading the redevelopment of the North Avenue Market and key arts hub, AREA 405. CBP'S CURRENT REDEVELOPMENT ACTIVITY IS AMBITIOUS AND REFLECTS OUR CAPACITY AND THE CONFIDENCE KEY STAKEHOLDERS HAVE IN OUR ORGANIZATION. THESE PROJECTS INCLUDE LEADING COMMUNITY PARTICIPATION IN THE REDEVELOPMENT OF PENN STATION AND THE SURROUNDING PUBLIC REALM, EXPANDING OUR PARTNERSHIP WITH ST. AMBROSE HOUSING AID CENTER AND JUBILEE BALTIMORE TO ASSIST 80+ LOW-INCOME HOMEOWNERS TO REPAIR THEIR HOMES EACH YEAR. WE HAVE EXPANDED PROGRAMMING OF THE STATION NORTH ARTS DISTRICT, SMALL BUSINESS ONGOING REHABILITATION ALONG GREENMOUNT AND NORTH AVENUES AND ACHIEVED $5 MM ACQUISITION OF A KEY ARTS HUB, AREA 405.

Financial Efficiency

• Mission deployment rate: 72.7%; rating input score 73
• Program expense ratio: 92.6%; rating input score 93
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: 1 of 6 controls in place; rating input score 17
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Missing
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Yes; rating input score 100

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 7 of 8 controls in place; rating input score 88
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Fail
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 21.7%; rating input score 78; 78th percentile among comparable filings
• Total-asset coverage ratio: 2.33; rating input score 67; 67th percentile among comparable filings
• Liabilities to assets ratio: 0.4; rating input score 27; 27th percentile among comparable filings
• Officer compensation ratio: 7%; rating input score 42; 42nd percentile among comparable filings

Growth

• Program expense growth: 15.4% per year; rating input score 100; 79th percentile among comparable filings
• Revenue growth: 14.9% per year; rating input score 100; 81st percentile among comparable filings
• Asset growth: 19.7% per year; rating input score 100; 83rd percentile among comparable filings