2025-05-15T11:54:55Z 2024-12-31 990 2024-01-01 352110841 CROOKED CREEK COMMUNITY DEVELOPMENT CORPORATION CROO 3172575388 6002 N Michigan Rd Indianapolis IN 46228 Tosseia Holmes Secretary 3172575388 2025-05-15 2024 2025-03-06 01:10:19Z Tosseia Holmes 6002 North Michigan Road INDIANAPOLIS IN 46228 324091 false X crookedcreekcdc.org X 1998 IN The mission of Crooked Creek North Community Development Corporation (CDC) is to promote equitable economic growth and revitalization in underserved neighborhoods on Indy's northwest side. We empower residents through initiatives that support small business development, affordable housing, workforce training, and neighborhood engagement. By working in partnership with local stakeholders, we aim to create thriving, inclusive, and resilient communities where all residents. 5 5 2 1956 0 283435 322135 0 1956 2963 0 286398 324091 1200 10737 0 123435 57093 0 0 185700 322659 310335 390489 -23937 -66398 220900 171141 30002 585 190898 170556 The mission of the Crooked Creek Community Development Corporation (CDC) is to promote equitable economic growth and revitalization in underserved communities. We empower residents through initiatives that support small business development, affordable housing, workforce training, and neighborhood engagement. By working in partnership with local stakeholders, we aim to create thriving, inclusive, and resilient communities where all residents can live, work, and prosper. false false 376837 10737 328104 NICHE (Neighborhood Incubators for Creatives, Hustlers, and Entrepreneurs) is a program that provides entrepreneurship training, mentorship, and technical assistance to aspiring and existing business owners. Our programs equip participantsparticularly those facing barriers to traditional employmentwith the tools needed to launch, grow, and sustain successful businesses. NICHE offers cohort-based learning, one-on-one coaching, pitch contests, and access to financial resources to promote economic mobility and community revitalization. 376837 true false false false false false false false false false true false false false false false false false false false false false false false false false false false true false false false false false false false false false false false false false false false false false false false true 0 0 2 true false false false false false false false false false false false false false false false 0 0 false false false false false X 5 5 true false false false false false false true false false true true true true true true true false IN X Tosseia Holmes 3176540624 6002 North Michigan Road Indianapolis IN 46228 Tosseia Holmes Interim Exec Director 2.00 X 20332 0 0 Shayla Webb President 1.00 X 0 0 0 Marlon Webb Director 1.00 X 0 0 0 Kenya Perkins Treasurer 1.00 X 0 0 0 Thomas Lange At-Large 1.00 X 0 0 0 Irene Mundo Director 1.00 X 0 0 0 20332 0 0 0 false false false 0 322135 6000 322135 1956 1956 324091 0 1956 0 10737 10737 20336 0 20336 32700 32700 4057 2502 1555 112 112 2498 2498 3678 3678 13417 13417 89 89 555 322 233 717 416 301 Grants to domestic individuals 10737 10737 Program Delivery Fees 289592 289592 Bad Debt Expense 1000 1000 Professional Memberships 264 264 390489 367064 23425 0 195845 170237 24500 2776 1872 555 904 220900 171141 30002 585 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30002 585 X 190898 170556 0 190898 170556 220900 171141 -66398 6000 X false false X 0 0 0 0 40855 147999 159738 51012 122104 521708 40855 147999 159738 51012 122104 521708 0 0 0 521708 9 13 444 2963 1956 5385 0 9 13 444 2963 1956 5385 0 0 40864 148012 160182 53975 124060 527093 0.98980 0.00000 0.01020 0.00000 X 2776 1872 904 904 true Part I, Line 2 We manage and monitor grant funds through a combination of strong internal controls, documented financial procedures, and regular reporting to ensure funds are used efficiently, transparently, and in full compliance with grantor requirements. 1. Budget Alignment and Approval All grant-funded expenses are pre-approved and aligned with the original grant budget. Budget modifications require internal approval and, when applicable, prior written consent from the funder. 2. Segregated Accounting Grant funds are tracked in separate accounts or cost centers within our accounting system to ensure clear allocation and prevent commingling with other funds. 3. Documentation and Recordkeeping All expenditures are supported by receipts, invoices, timesheets, or contracts, and maintained in both digital and physical formats. We retain financial records for the period required by the funder, typically no less than five years. 4. Monitoring and Oversight Program staff and finance personnel conduct monthly reviews to compare actual spending to the approved budget. A designated staff member or grant manager monitors deliverables, timelines, and allowable costs. 5. Reporting and Compliance We submit timely and accurate financial and programmatic reports in accordance with grant requirements. Reports include budget-to-actual comparisons, narrative updates, and supporting documentation as needed. 6. Audit and Evaluation Grant activity is included in annual financial audits conducted by an independent certified public accountant. Internal evaluations are conducted to assess impact, ensure compliance, and inform future improvements. 7. Procurement and Conflict of Interest All purchases follow our procurement policy, which emphasizes cost-effectiveness and fairness. Conflicts of interest are disclosed and managed per our organizational policy to maintain integrity in fund usage. Part VI, Line 11b The return preparer emails a copy of the final version of Form 990 to each Board member before it was filed. Part VI, Line 12c The organization enforces its conflict of interest policy through clear procedures outlined in its written governance and procurement policies. When a potential conflict is identifiedsuch as a board member being considered for a paid role or contractthe individual is required to disclose the relationship, abstain from related discussions and voting, and is recused from decision-making on that matter. Our procurement policy aims to reinforce this standard by requiring review, independent board approval, and documentation for any contract or engagement involving a board member or affiliated party. These safeguards are designed to ensure all decisions are made in the organizations best interest, free from undue influence, and in compliance with IRS guidelines and nonprofit best practices. Part VI, Line 15a Employee compensation is determined based on a review of comparable salaries at similar local nonprofit organizations, as well as the skills, experience, and responsibilities of each individual employee. This approach ensures fair and competitive pay aligned with industry standards and organizational resources. Part VI, Line 19 Upon request. Part VI, Line 1a The board adopted a resolution to temporarily engage one of its six members as compensated staff to support the organizations transition. In accordance with conflict of interest practices, this individual has abstained from all voting on CDC matters during the term of the engagement. Part VI, Line 2 Marlon Webb and Shayla Webb - Family Relationship