Porte Noire Gardens Inc
Nonprofit profile at a glance
- EIN
- 882574134
- IRS 990-EZ coverage
- 2025–2025
- Forms available
- Form 990-EZ 2025, Form 990-N 2024
- Location
- Franklinton, NC, USA
- Phone
- 9199250707
- Rating
- 63
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Youth Development - Agricultural
Reported finances
- Revenue
- $66,742
- Expenses
- $66,750
- Assets
- $0
- Liabilities
- $0
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Amounts in USD.
Leadership & pay
7 people listed
Executive titles in this filing
- Tanya Randle (Executive Director)
People named in this filing
- Quantes Randle (Owner)
- Tanya Randle (Executive Director)
- Tania Kelly (Board of Directors)
Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
Arts and Ag Community Wellness Resource Farm - Our organization hosts community arts, agriculture, and wellness programming at Porte NOIRE Farm & Gardens, including cultural events, live art installations, music performances, and holistic wellness activities. These programs provided accessible opportunities for community engagement, cultural expression, and mental and physical wellness. Our organization also supports regenerative agriculture and community food systems through our Small Farm Forward upskill curriculum and our Great Porte BALE OUT food justice initiatives that teaches the community to grow their own food, low to no cost and without land. Free BALE OUT grow systems are provided to community members on government assistance.
What it reported doing in 2025
$10K from The Jerome Stern Foundation that was provided for general operation funds to grow capacity and increase on site attendance to be used at our discretion. Funds were used to expand lighting on the 14.5 acre farm to increase usage of gathering a growing spaces to host more programs and for longer durations of the day. As well, funds were used to build out our Mobile Arts and Ag Learning Lab and curriculum. This is our mobile initiative to eliminate barriers to access and meet our community where they are. These funds was instrumental is securing the wellness fair hosted by the health department. As well, we were able to teach farming to 150 Franklin County Schools youth at their respective schools. In addition, the Mobile Arts ad Ag Learning Lab is our classroom for our food justice initiative; The Great Porte BALE OUT which teaches our community how to grow their own food for low to no cost and anywhere, even if they have no land. We provide free BALE OUT food growing systems to those on government assistance. Lastly, remaining funds from this grant was used to build an access bridge that provided access to overflow parking which allowed us to increase our attendee capacity as well as access to additional programming space.
Operating model
- Revenue model
- Donor-supported. 96% of the money available for current operations came from contributions and gifts.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
SUPPORTED - The filed numbers largely add up. A relatively small share of available resources goes toward mission work and a relatively small share of total spending goes to programs.
Rating breakdown
- Financial Efficiency: 44
- Transparency & Controls: 100
- Sustainability: 27
- Growth: NotEnoughData
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 44.5%; rating input score 44
- Program expense ratio: 44.5%; rating input score 44
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 51st percentile among comparable filings
- Major donor itemization: Yes; rating input score 100
Sustainability
- Operating margin: -0%; rating input score 42; 42nd percentile among comparable filings
- Total-asset coverage ratio: 0; rating input score 3; 3rd percentile among comparable filings
- Liabilities to assets ratio: Limited
- Officer compensation ratio: 0%; rating input score 56; 56th percentile among comparable filings
Growth
- Program expense growth: Limited
- Revenue growth: Limited
- Asset growth: Limited
Details
- Where the money goes: 44.5% of revenue deployed · 44.5% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 5 filed program accomplishments · $30K in reported program spending
- Leadership: top reported pay $0 · 7 people listed
- Consistency: 9 of 9 current checks pass
- Schedules: 3 filed schedules
- Contacts: How to reach this organization
- Money network: Resolved incoming and outgoing counterparties from filed money flows.
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- Moderate — Financial Efficiency: Mission deployment rate scored 44/100.
- Moderate — Financial Efficiency: Program expense ratio scored 44/100.
- High — Sustainability: Total-asset coverage ratio scored 3/100.
- Moderate — Sustainability: Operating margin scored 42/100.
- Review — Sustainability: Officer compensation ratio scored 56/100.