1. Chicago Community Garden & Activity Center
Promoting Good Health, Education & Fun
Team A:
Sherry Bailey
Joaquin Campbell
Mary Davison
Rachel Finney
Taneshia Kennedy
Christie Woodard
Professor Michael Magro
PA600 – Public Administration Capstone, September 2015 Session
Keller Graduate School of Management of DeVry University
October 18, 2015
Introduction
Childhood and adolescent obesity has become a major topic of discussion within public
health as a result of the impact that it has on the youth of our society. It is estimated that obesity
causes 112,000 deaths per year in the United States (Manson, Bassuk, Hu, Stampfer, Colditz, &
Willett, 2007). Obesity, an epidemic that poses life-threatening consequences, requires
immediate action. According to the Federal Communications Commission (FCC) and based on

2. the obesity rate, one third of the children born in the year 2000 are expected to develop diabetes
or other debilitating health factors during their lifetime. As a result of the increased obesity rate,
the current generation may be at risk of shorter life spans than their parents. Childhood obesity
affects all aspects of a child’s life which contributes to poor health and negative social
perceptions. It is imperative to make efforts to control this disease before it becomes more
difficult to contain.
In recent history, one in three children age 2-19 years old is overweight or obese, which
encompasses 31.7% of the population (FCC.gov. nd). Given the multifaceted nature of this
epidemic and its severe implications for the future health and well-being of our children,
establishing programs such as the Chicago Community Garden & Activity Center (CCGAC) is
the most effective solution. This nonprofit organization will incorporate physical activities and
an organic garden which will be open to the surrounding community.
Organization
Area of Emphasis – Sector
Chicago Community Garden & Activity Center, located at 6300 S. Harvard Street,
Chicago, Illinois 60621 is a non-profit service organization (NPO) that will provide less
fortunate families by promoting a healthier lifestyle through our activities, programs, and an
organic garden for better nutritional choices. Our team did some research regarding “inner-cities
community centers” (most governmental), and noticed centers closing in the Chicago Englewood
Community. This is harmful to a community designated as a food desert that lacks access to
affordable produce (Center of Disease Control, 2015) dairy products and other healthy food

3. items. According to a study of “Consortium to Lower Obesity in Chicago Children”, the
Englewood community is ranked second in obesity. See Appendix A
We believe our nonprofit organization can provide efficient and effective services
towards a healthier lifestyle among these youths and their families. As a NPO, we would be
eligible for public and private grants. Our effectiveness-based program criteria includes: (1) a
registered organic community garden with fresh fruits and vegetables we can sell to local
markets, (2) classes on preparing healthy meals and eating healthier, (3) organized indoor and
outdoor activities for families in association with other civic centers, and (4) a certifying
community outreach program geared towards communal economic development alongside
family savings plans.
Audiences
The target audience enlisted in the work that promotes preventive childhood obesity
practices is varied. It is both wide and deep; however, it is important to reach key stakeholders in
the fight against childhood obesity for our Center because each player influences the quotidian
child-rearing practices of the families that make up our community. Others control or persuade
the funding sources for our community center. All assist in galvanizing the target population and
subsets of that village in order to create a system of care. This cast includes the following
partners: 1) healthcare workers; 2) the Center for Disease Control (CDC) and the National Center
for Health Statistics (NCHS); 3) donors--The Robert Wood Johnson Foundation, and the Kellogg
Foundation; 4) grantors--The United Way, the Recovery.gov, and HUD sustainable
Communities Planning Grant Program; 5) religious leaders and organizations--Cornerstone
Family Christian Church, Beautiful Zion Baptist Church, Urban Prep Academy, and Kennedy-

4. King College; 6) children, and 7) parents. These primary benefactors play vital roles in our
mission against unproductive dietary practices and misinformed notions regarding the health and
wellness of our youth. They will act as our first line of defense as partners with CCGAC.
Case Statement
The Chicago Community Garden & Activity Center’s (CCGAC’s) mission is to empower
children and adolescents to adopt a healthier lifestyle that includes education, nutrition, fun, and
increased self-esteem. The vision of the community center is to develop innovative solutions and
increase knowledge concerning the importance of preventing and treating childhood obesity by
incorporating certified fitness activities and nutritional education to low-income families of our
neighborhoods.
Our specialized “60-minute play curriculum” is a dedicated tool to get parents to engage
their kids in an interactive environment geared towards teaching the value of productive familial
dynamics. Our goal is to make the Englewood community a blueprint for future holistic
neighborhoods in blighted urban areas throughout the Midwest as well as promote a movement
of activity and encourage positive behaviors.
Chicago Community Garden & Activity Center is made up of community leaders,
healthcare professionals, and spiritual leaders with a commitment to serve our district from the
local community colleges, medical facilities, and churches. CCGAC comprises of a board of
directors, an executive director, administrative staff and healthcare professionals, along with our
volunteers from the community college as well as the local high school. Our cumulative holistic
knowledge equals over a 100 years of community concern among all of our associates. And, we
are powerhouse fundraisers.

5. Prior to opening the community center, funds are needed to renovate the space as well as
purchase and invest in materials for the garden harvests to come. The center will fundraise
through means of block parties in Englewood in order to reach out to neighboring businesses for
sponsorships and donations. As the community center continues to grow and develop,
fundraising is a continuous effort, not only to invest into our community center, but to also to
spread awareness of childhood obesity, the importance of increased adolescent activity levels
and overall healthier eating habits.
Needs Assessment
There is a need for our community center in this area. The city of Englewood is
considered a “food desert” or an area where the community has a lack of fresh fruits and
vegetables. We want to create an oasis for the children and families to create a sense of well-
being. The lack of access to community activity has been an epidemic issue. According to
Letsmove.org, over the past three decades, obesity in the United States has tripled! The numbers
of African American children, which are the majority of the population in the Englewood
community, rates are even higher. Thirty years ago, children were more active. Children walked
home every day to and from school as well as participated in gym classes. Children played
outdoors for hours after school. Today, not only are portion sizes for meals about two to five
times larger’ but children spend several inactive hours on video games, and the internet.
Appendix C clearly demonstrates how the United States has an obesity issue. (See Appendix C)
CCGAC, not only fights the war against obesity for our children, but also leads by example
creating a movement across the nation. We want children to become more active and conscious
of food choices. We also need to reduce adolescent diseases associated with the lifestyle
changes.

6. How to establish the need in Englewood
An activity center and organic garden questionnaire was created in order to
demonstrate the need. The survey addresses topics regarding an organic garden, the health and
wellness of the children in the community as well as the activities that need to be added as a
benefit for the children. Some specific questions are as follows:
1. What are the child(ren) name(s)? Age? Weight? Height?
2. How often does/do the child(ren) in the household eat a balanced meal which includes
fresh vegetables?
3. How often are home cooked meals offered to the child(ren)?
4. How often does/do the child(ren) go outside to play and get exercise?
5. Is/are the child(ren) involved in any sports? If so what type of sport?
These questions are beneficial in that we are able to fully establish a need in Englewood
as well as bring attention to the parents who have children that are affected by this blight. For
example, we will be able to assist children like Khloe, who lives in Englewood and is 11 years
old. She is 4 feet 9 inches and weighs 130 pounds. Khloe has a history of type 2 diabetes and
may only eat one well balanced meal in a month. She does not have an after school sports
activity and she watches television every evening for at least 2 hours. We can help Khloe
establish a balanced diet as well as exercise daily. This may not only help her to lose the weight
but also level her blood sugars. When a child is more knowledgeable about their health, it builds
self esteem, changes their mentality and establishes good habits.
Operations

7. Our organization chart represents the ethos of having a teamwork mentality pervasive
throughout our community center. From our Board of Directors to our volunteers, CCGAC is
committed to the demonstration of the importance of lateral teamwork. We are all great stewards
regarding the work of our neighborhood and it is reflected in the choice of our organization
chart. This chart is listed in our Human Resources section of our presentation for your review.
Governing Board and Responsibilities
CCGAC’s governing board consists of a board of directors, an executive director, and
director. The administrative staff and healthcare professionals, as well as volunteers from the
community augment our strong leadership team. There are high expectations for the President of
our organization as the person holding this title is expected to have complete knowledge of all
CCGAC programs, activities and stakeholder information. The organization’s President will
assist the firm to achieve its vision and effectively accomplish its mission. It is the responsibility
of the President to make decisions and collaborate with other board members and CCGAC
associates in order to ensure the success of the organization as a whole. CCGAC Board
members are comprised of the Executive Director, Director, Operations Staff and Administrator,
Finance and Logistics staff plus the chairpersons of the different committees. Except where
otherwise obligatory by the statutes, majority vote will be the principal process for decision-
making at all levels of CCGAC authority.
The Director facilitates meetings and confirms CCGAC’s strategic plans. He ensures that
all committees operate effectively under him. He observes all financial reports and planning and
will hold a principal role in fundraising activities. This position also manages the relationships of
the organization and will make certain that all guidelines from the Board are carried out. The
administrative/finance position oversees the finances of the organization.

8. In a quarterly meeting, the administrative/finance person reviews the organization’s
budgets, and presents all findings to the Board for authorization and consent. The Planning Staff
pursues supplementary subsidies to assist in the growth of CCGAC through specialized funding
and support.
This staff secures resources for CCGAC to attain their goals. The planning staff works
closely with the administrative/finance group to ensure that the budget is current. Along with
the administrative/finance group, the planning staff will routinely seek for additional sources of
capital for substances that are not covered by contributions and grants. The planning staff will
also identify obstacles for systems’ stage deviations that support CCGAC at the municipal level.
In conjunction with administrative/finance, the planning staff duties will quarterly cultivate a
strategy that will assist the longevity of CCGAC.
On a continuing basis, the logistics staff will develop an annual action plan for CCGAC.
This will ensure the updating of our website, working with various web designers to ensure our
organization’s website is up-to-date and provides relevant information for our followers as well
as those that may be interested in joining our organization. The Logistics staff will generate a
pulsating, electrifying online domain for participants to intermingle with CCGAC and our
partners.
Products and Services
Our operational -based program principles include a registered organic community
garden with fresh fruits and vegetables that will be sold to local markets. The aspects that
differentiate a registered organic community garden from other gardens is the lack of artificial
pesticides and chemicals and a registered organic pesticides use plant, animal and mineral

9. sources. While it may seem less daunting to use synthetic pesticides, these same pesticides and
chemicals can have a negative effect on the human body in the long run.
At CCGAC it is imperative to take the least ecologically harmful approach to
ensure that our fruits and vegetables are healthy for our community garden and the community.
We feel that teaching the basics of creating a healthy foundation, free of artificial pesticides is
the first phase in creating an organic home garden. At CCGAC, we will also offer classes on
preparing healthy meals and eating healthier.
CCGAC feels that it will benefit the community to integrate a healthier routine in
their daily lives while focusing on the principals of mind-body health. We use the concept of
planning a daily or weekly menu. In consecutive phases, we will teach participants to create
healthy, filling meals that are bursting with flavor using different spices, herbs and seasonings
instead of calories filled with fat. CCGAC will also organize inside and open-air events for the
community. It is CCGAC’s goal to develop different events and activities that are entertaining
and exciting that will encourage children and adults in the community to choose to stay outside
and move instead of going inside and sitting and being immobile.
CCGAC will employ a community outreach program that provides certificates for
communal economic development alongside family savings plans. Many in the community feel
no one is there for them to assist them in the endeavors that they wish to achieve. For this reason,
they have given up on trying or doing more than the bare minimum. At CCGAC, we want to
illustrate to the community that there is more and we can assist them in achieving more. We
want to develop calculated enterprises with diverse corporations, educational and government
organizations. CCGAC feels such collective enterprises will focus on job training placements.
Each participant will be offered an opportunity to partake in a collaborative effort among

10. CCGAC and our partners. Participants will gain access to this joint effort by volunteering or
working at the community and activity center.
Attainment of objectives and Promotion of Goals
It is imperative for all CCGAC employees to have full knowledge of what is required
from them as it pertains to performance expectations, respect for other employees and the
organization’s mission. This stipulation will enable both employees and volunteers to focus on
their work effort .. Our performance plan constructed on proven elements gets results. .
CCGAC ensures the alignment of our organization’s goals and mission using group projects as
well as individual obligations provided on an initiator’s checklist. After the completion of a
probation period, all workers will know what is expected of them. Many times the determination
of met goals will be assessed by group dynamic methods and in group development. The quality
of work performed as well as the amount of time used to complete certain tasks will also be a
factor for measuring employee performance.
List Goals and Objectives
Goal#1: To increase the community's knowledge of childhood obesity by 10% with through
education and fitness within one year.
Objective: To develop links with local businesses, groups’ entities actively engaged in promoting
healthy eating and active lifestyles.
Objective: To provide information on proper nutrition and exercise for parents and children alike
to strengthen habitual changes that will be used daily as meals are prepared and food choices are
made.

11. Goal#2: To reduce Childhood Obesity by eliminating Sugary drinks and snacks for Children
with fruit and vegetables.
Objective: To provide healthier choices for the community.
Objective: To familiarize the community with fruits and vegetables that can be just as filling and
delicious as the sugary snacks
Goal #3: To increase the number of activities at the community center by 10% within one year.
Objective: To reduce any contact to TV, video games computer and all other leisure sofa time to
no more than two hours per day.
Objective: To provide alternative activities and events that will motivate the movement and
Activity level of the community.
Goal #4: Provide local job and volunteer opportunities for the community within the activity
and community center.
Objective: To offer opportunities for local citizens to participate in several aspects of the
Community Center and Activity Center will create a sound connection between the two.
Objective: To develop enterprises with various establishments that will focus on training job
placement and result in job placement.
Increasing the Community’s Knowledge
Our first goal is to educate the community about childhood obesity and to strengthen
neighborhoods through the programs of the community activity center and garden while
executing a calculated effort towards community recovery. This program’s aspiration is to
connect with local groups and businesses within the community to ensure participation and
support from the neighborhoods in close proximity to the center. This connection is important to
the community’s cause because over 52% of the citizen’s within the area are low income
families.

12. Replacing Sugary-Drinks and Snacks
Our second goal is to introduce fruits and vegetables that can replace junk food and
sugary drinks The Englewood community is laden with convenience stores that are encumbered
with non-nutritious food substitutes. CCGAC will stand as a viable substitute for those types of
choices. “ People who have access to safe places to be active, neighborhoods that are walkable,
and local markets that offer healthful food are likely to be more active and to eat [healthier]
(Sallis, Glanz 2006).” These changes iterate the objectives of our second goal in the fight against
child obesity.
Increase Activities
The third goal is to increase the amount of outdoor activity in which the citizens
participate. Most young individuals are spending the majority of their free time watching
television or playing video games without any physical exertion. “Studies show individuals with
greater television exposure were more likely to be less physically active and have a poorer
dietary profile (Sallis, Glanz 2006). Decreasing leisure time spent watching television and
playing video games provides more time to be productive.
Financial
P-Plan Tax Status
Chicago Community Garden & Activity Center is a 501 (c) (3) nonprofit service
organization with a tax exempt status. Our organization will depend on contributions from
outside sources such as government agencies (grants), corporate sponsors, individuals, and other
donors. We are a start-up NPO serving a public community that strives to sustain a healthy
environment for less fortunate families through education, recreation, and health care. Also, our

13. gross receipts will not exceed $5,000 which qualifies CCGAC for tax exempt status (NOLO
Law, 2015).
As a nonprofit organization, we can apply for tax exempt status by meeting the
requirements from the Internal Revenue Service (IRS, 2015) as an organization that is classified
and operated exclusively for exempt purposes set for section 501 (c) (3) such as; charitable,
religious, educational, scientific, literacy, testing for public safety, fostering national or
international amateur sports competition, and preventing cruelty to children or animals; and none
of the earnings may (IRS, 2015) inure to any private shareholder or individual. Also, we need to
obtain an Employer Identification Number (EIN) known as a Federal Tax Identification Number
(IRS, 2015b) along with Form 1023 “Application for Recognition of Exemption” under section
501 (c) (3) code (see exhibit A).
Exhibit A:
One-Year Budget
Our team selected a Program Budget for the P-Plan after examining the organization
mission, vision, and goals; by selecting this budget type, we are able to set our programs and
activities by descriptions of staff and the responsibilities for personnel cost (salaries and wages,

14. fringe benefits, consultants), equipment purchase or rental, office supplies, marketing,
telephones, copier, training, and travel. The Program Budget will determine our program
outcome objectives and computation of cost per outcome (Kettner, 2008, p.248); and provide
powerful data and information on the effectiveness of our programs.
Our organization would like to raise $350,000 on the first year of the P-Plan which is the
budget request; detail of revenue estimates for the first year of the P-Plan are as shown below:
Estimated Revenue for the first Year
Department of Agriculture $80,000
Hud Sustainable Communities Planning Grant Program $80,000
Robert Wood Johnson Foundation $80,000
W. C. Kellogg Foundation $80,000
Community Fundraiser $30,000
Total Budget $350,000
Tables 1 through 6 is the annual budget and summary detail requested for CCGAC.
A. Salaries and Wages. CCGAC will have four positions for the first year of operation,
Please see Table #1 for our staff positions, their roles, salaries and wages.
Table #1 – Staff’s Salaries and Wages
Staff Position Roles and Responsibilities # of
Positions
Budget
Executive
Director
Executive Director will oversee day-to-day
operations at CCGAC, with a NPO background,
1 $55,000.00

15. and MPA.
Program
Director
Program Director will be responsible for the
planning and budget of all programs and activities;
with a background in community services, and a
Bachelor’s degree in Business.
1 $45,000.00
Accountant/
Bookkeeping
Accountant/Bookkeeping will be responsible for
all fundraisers, and assist with budget; with CPA
and fundraiser background.
1 $40,000.00
Administrative
Personnel
Administrative Personnel will maintain Human
Resources and financial operation (payroll), with a
background and degree in Human Resources.
1 $38,500.00
Total $
178,500.00
B. Fringe Benefits. On-site food concierge, flexible spending on healthcare, assigned
parking, child and elder discounts on fresh garden food, and additional time off for
childcare.
The Total Budget for Fringe Benefits $32,000.
C. Consultant Costs. CCGAC will need experts with garden, health and fitness,
networking, and marketing; consultants required for our program six months to one year.
See Table # 2 for consultant position, salaries and wages.
Table # 2 Consultant’s Salaries and Wages
Consultant Roles and Responsibilities # of
Positions
Budget
Garden
Specialist
This position is responsible for the center garden,
and training with a background and degree in
Agricultural.
1 $8,500.00
Healthcare This position is responsible for all evaluations and 1 $9,200.00

16. Personnel assessments of the programs and activities, and
specializes in nutrition.
Health and
Fitness
Coordinator
This position is responsible for all evaluations and
assessments of the programs and activities, and
specializes in nutrition.
1 $7,200.00
Marketing
Consultant
This position is responsible for all communication
plans, strong background in community services,
media, and marketing tools.
1 $10,200.00
IT Specialist This position is responsible for creating CCGAC
websites, the MIS, and employee training.
Creating organization tool for social media, and
publication for our target audience.
1 $13,500.00
Total $
48,600.00
D. Equipment and Supplies. Equipment and office supplies will be needed for day-to-day
planned activities and programs. Table # 3 gives a list of equipment and office supplies
that is required for this organization.
Table # 3 – Equipment and Supplies
Equipment/Supplies Quantity Unit Cost Cost
Computers 10 $450.00 $4,500.00
Licenses Software 10 $845.00 $8,450.00
Office Phones 6 $ 55.00 $ 330.00
Copiers (Canon) 4 $100.00 $ 400.00
Computer Accessories 100 $ 65.00 $ 6,500.00
(USBs, CD’s, Flash drives,

17. and office materials)
Total $ 20,180.00
E. Travel. The P-Plan will require several conference trips to other “inner-cities”
communities centers such as Bronx, Atlanta, Jacksonville, Baltimore, and Detroit for
community developments, donors conferences, and NPO’s conferences. See Table #4 and #5 for
travel.
Table # 4 - Travel
Staff Members Cost # of Trips Travel Cost Purpose for Travel
Executive Director $525.00 3 $1,575.00 NPO’s Conference (1)
Stakeholders (2)
Program Director $525.00 3 $1,575.00 Donor Conference (1)
Community Centers
Visits (2)
Garden Specialist $525.00 2 $1,050.00 Centers w/gardens (2)
Marketing Consultant $525.00 2 $1,050.00 Media Conferences (2)
Totals 10 $5,252.00
Table #5 - Travel Expenses
Expense Unit Rate Quantity Cost Per Person
Air Fare $275.00 1 $275.00
Hotel $125.00 1 $125.00

18. Meals $ 75.00 1 $ 75.00
Car Rental $ 50.00 1 $ 50.00
Total $525.00
F. Facilities & Administrative. Building Space $4,000 a month, and Monthly Utilities
$800 a month.
Table #6 Summary of Annual Requested Budget for our P-Plan
Listed Items Budget Request
A. Salaries and Wages
Executive Director $ 55,000.00
Program Director $ 45,000.00
Accountant/Bookkeeping $ 40,000.00
Administrative Personnel $ 38,500.00
Sub-Total $ 178,500.00
B. Fringe Benefits $ 32,000.00
Sub-Total $ 32,000.00
C. Consultants
Garden Specialist $ 8,500.00
Healthcare Personnel $ 9,200.00
Health and Fitness $ 7,200.00
Coordinator
Marketing Consultant $ 10,200.00
IT Specialist $ 13,500.00
Sub-Total $ 48,600.00

19. D. Equipment and Supplies
Computers $ 4,500.00
License Software $ 8,450.00
Office Phones $ 330.00
Copiers (Canon) $ 400.00
Computer Accessories
(Flash Drives, USB’s, DVD’s $ 6,500.00
and other computer supplies)
Sub-Total $ 20,180.00
E. Travel
Conference Trips $ 5,252.00
Travel expense $ 525.00
Sub-Total $ 3,050.00
F. Facilities & Administrative
Building Space $ 48,000.00
Utilities $ 9,600.00
Sub-Total $ 57,600.00
Grand Total $ 339,930.00
Financial Policies
To succeed with this P-Plan, our organization needs to be financially secure to carry-out
the programs and activities of this organization; and be able to produce, a sound budget for
grantors and donors, by implementing the following financial policies:

20. Authority - An authorized signer is required and approved by the Board of Directors for all
financial transactions, and other documents that needs an authorized signature.
Budget –An annual budget is the main part of the NPO because it gives the projected
expenses and income which funders want to see how their money is being spent. The budget is
prepared by the administrative and accounting staff with the approval of Board of Directors, and
key stakeholders.
Asset Protection –The Board of Directors shall make sure CCGAC is insured and protected
against theft and casualty, and against liability loss. Protecting the property of from
unauthorized access, and any significant damages cause by others, also protects our stakeholders
(the community).
Cash Disbursement – Internal control is to ensure that cash is disbursed (Program and
Fiscal Operation, 2015) only upon proper authorization of management for valid business
purposes, and that all disbursements are properly recorded; this will be handled by the
accountant/bookkeeping of the finance department.
Annual Audit –An annual audit is needed because our organization serves the public by
using funds that will be contributed (Chron Nonprofit Audit, 2015) from donors, and are exempt
from paying income tax. Our organization is held accountable to the donors and the federal
government. All audit reports will be directed to our board of directors, given by the accountant
(CPA) for any questions or authorize changes.
Our P-Plan will follow these financial policies for greater financial accountability and

21. Governance under the Sarbanes-Oxley Act (Keller Week 4 Lecture, 2015), which includes non-
profit organization.
Funding Sources
The most important funding sources for our P-Plan are as follows: community
fundraising; grants from government agencies such as Department of Agriculture – Agriculture
and Food Research Initiative (AFRI): and other potential donors such as, Robert Wood Johnson
Foundation, W.C. Kellogg Foundation, and HUD Sustainable Communities Planning Grant
Program.
Our P-Plan consists of various funding starting with our stakeholders: the Englewood
community, CCGAC staff members/board members, and local businesses, as the community
fundraising that focuses on educational programs. Next, the P-Plan will apply for a grant from a
government agency “Department of Agriculture” which is part of our mission of promoting a
healthier lifestyle with our organic garden. Agriculture and Food Research Initiative (AFRI) can
help our center through training on education, the environment, and natural resources of our
garden.
Since our P-Plan main focus is empowering children and adolescents with better
healthcare, and physical activities; the Robert Wood Johnson Foundation and W. K. Kellogg
Foundation can help with our programs and activities for our community families. Both
foundations work with the public interest in developing a positive environment and promoting
good health through health care for the well-being of the community it serves. The HUD
Sustainable Communities Planning Grant can assist our P-Plan with community development,
food business, and urban agriculture because our mission and vision is building a better and

22. healthier community. Other funding sources for our P-Plan may come from corporate sponsors,
and public donations through publication, and other media outlets; with the assistance of our
marketing department.
Human Resources
Organizational Chart

23. Job Description
Our Technical position is geared towards fulfilling the needs of CCGAC in order to
facilitate the transference of data to our employees, volunteers and users of the center. We are
committed to keeping up-to-date technology at CCGAC in order to communicate our needs to
our donors and funders. Individual task vary. Your job is to understand the application of
technical knowledge for computer hardware and software. Please find a description for our IT
Manager position below.
Essential Skills
 EDUCATION REQUIRED - High school diploma and/or GED with 3 years minimum
relevant work experience
 “installing and configuring computer hardware operating systems and applications;
 monitoring and maintaining computer systems and networks;
 talking staff or clients through a series of actions, either face to face or over the
telephone to help set up systems or resolve issues;
 troubleshooting system and network problems and diagnosing and solving hardware
or software faults;
 replacing parts as required;
 providing support, including procedural documentation and relevant reports;
 following diagrams and written instructions to repair a fault or set up a system;
 supporting the roll-out of new applications;
 setting up new users' accounts and profiles and dealing with password issues;
 responding within agreed time limits to call-outs;
 working continuously on a task until completion (or referral to third parties, if
appropriate);
 prioritising and managing many open cases at one time;
 rapidly establishing a good working relationship with customers and other
professionals, e.g., software developers;
 testing and evaluating new technology;
 conducting electrical safety checks on computer equipment.”
Conflict of Interest Form
Please find in this document the standard agreement for all employees of CCGAC as a
regular part of our business. We look forward to engaging in a professional relationship with you

24. that will be mutually beneficial to the Center and our community. See our Conflict of Interest
Form below.
CONFLICT OF INTEREST
Dear [Add Name]
Thank you for accepting a role with Chicago Community Garden and Activity Center
(CCGAC). The job that you have been offered as [set out the details (e.g. Board of Director,
Executive Staff, and Staff)] is appreciated and vital to our success. We value your commitment
to our mission and our vision. In fulfilment of your contractual obligation to declare any real or
potential conflict of interests with your involvement with the Chicago Community Garden and
Activity Center, we want you to know that you are contractually bound to disclose that work to
our Center legal team. All employees (regardless of position within our company) shall behave
with integrity both inside and out, they shall not partake in activities which would bring the
image of CCGAC into disrepute.
After consideration of the information available to me, I confirm your appointment to
CCGAC, and as legal counsel of CCGAC welcome you aboard. Your signature to this document
confirms that you acknowledge the precepts and concerns of our community centre.
Please note that if you become aware that any situation in which you find yourself
involved does present a [real or perceived] conflict of interests, or if any other potential conflicts
of interests arise, you must notify Counsel or Human Resources immediately so that I can review
the situation afresh. In so, hearing, no money, gifts, or gifts in kind shall be accepted under any
circumstances. All information held within files and or databases of CCGAC regarding
customers and clients and their details are governed by the Data Protection Act, and as such any
employee who breaches this trust shall be subject to disciplinary procedures and possible
dismissal.
Yours faithfully,
Joaquin Campbell, MPA, MBA, JD ___________________________________
Chief Counsel Candidate
List Five Training Methods (Employees and Volunteers) & Why
Five training methods that our organization will use are as follows: 1) On-the-job-training
(OJT), 2) computer-based learning, 3) cooking classes, 4) classroom instruction and 5) hands-on
specialist training. CCGAC will use these training methods because each will concentrate on

25. integrating its work life and home life to mirror the vision of our NPO. In this way, we will
complement how we will confront the globalization of the market for childhood health and
wellness. By that I mean this, finding the right staff that is willing to commit to the process of
integrating their own home life with their work life will further our vision because they will have
the passion to get the job done on the scale that matches our mission.
How will Information be Presented to Stakeholders
Information will be given to stakeholders using presentations and subject matter expert
involvement from the medical field and from leaders in community center service. There will
also be hands on demonstrations along with short educational films.
Stakeholder Groups and Value To the Mission Goals and Objectives
The stakeholder groups (the CDC, the public health department, schools, medical
providers, and parents) will comprehensively add value to the mission, goals and objectives of
CCGAC by assisting in enlisting a workforce that ensures that we increase the community's
knowledge of childhood obesity by 10% through education and fitness within one year; reduce
childhood obesity by eliminating sugary drinks and snacks for children with fruit and vegetables;
and, increase the number of activities at the community center by 10% within one year. In this
way, CCGAC will ensure its goals of developing links with local businesses, groups and entities
actively engaged in promoting healthy eating and active lifestyles; familiarizing the community
with fruits and vegetables that can be just as filling and delicious as the sugary snacks; and,
reducing any contact to television, video games computer and all other leisure sofa time to no
more than two hours per day.
Stakeholders Affected by the P-Plan

26. Stakeholders of CCGAC will be affected by our P-Plan because they will educate the
Englewood community to be great leaders who use their time and efforts in an invaluable way--
becoming a part of the curriculum of CCGAC. Our stakeholder teams are integral as an
employment and volunteer force in order for our mission to work. They will be the body of
spokespersons for our garden activity center and iterate the importance of purchasing foods from
neighborhood labors. In truth, our obese targeted children are a subset of the community of
Englewood. So, we need our stakeholder teams who are not at risk for the disease to reach out to
the greater community to get the members of Englewood who are not at risk for the disease
excited and involved, too.
Management Information System
A management information system (MIS) refers to a computer-based system that
provides the necessary information to effectively manage an organization. A well designed MIS
should enhance communication among employees, provide an objective system for recording
information and support the organization's strategic goals and direction.
The best software solution for our non-profit community center is called Active Network
which is an all in one cloud based software. This management information system will allow the
organization to better monitor the entire organization more efficiently and spend more time
focusing on our young members’ well-being. Active Net will be customized to track member
registration management, child care management, fundraising management, advanced reporting,
and activity registration management.
The system will also include a Point Of Sale (POS) system to handle payments associated
with the community center, particularly sales from the organic garden. A POS system will be

27. used to perform daily cash operations such as: servicing the members’ needs and daily cash
amounts. To reduce the cost of paper receipts, the receipts will be sent to the client’s email
accounts. If the client does not have an email, the receipt will then be printed on recycled paper.
It is extremely efficient and is able to operate with an iPad, cash drawer and a credit option for
accepting credit cards.
Chicago Community Garden & Activity Center (CCGAC) will require certain
information in order to function and provide optimal services to each of its members. The
registration feature of the system will allow for easy tracking across the board. Parents will be
able to sign their child in and out very easily and the system will track each individual’s
attendance. Due to the nature of the center, a MIS that has the capability to track the children’s
progress and participation will be vital. The system will also be required to provide a scheduling
feature in order for the community center to remain organized in the various activities that is
offered.
A beneficial tool that will aid in the organization’s success is the fundraising feature. This
part of the system will be utilized in organizing the fundraising efforts and track the amount of
proceeds gained at each event. This will allow for on-demand reporting of funds raised and
enable future access of the information for measuring the effectiveness of a fundraising event.
This system is the most optimal choice for the CCGAC because it provides all of the necessary
coverage to enable the organization to function successfully. Being a non-profit organization,
funds are not as readily available as in for profit organizations.
As the organization’s mission is to empower children and adolescents to adopt a healthier
lifestyle that includes education, nutrition, fun, and increased self-esteem; the Active Net

28. software will make this an easy attainment for the organization as a whole, as well as for its
members. The system is very cost effective, which will be appealing and a good selling point for
the stakeholders. In addition, there is no annual maintenance fees and any available upgrades to
the system will be at no additional cost to the organization.
Communications and Marketing
Five stakeholders have been identified as fundamental to the achievement and success of
the Chicago Community Garden & Activity Center’s (CCGAC’s) P-Plan. They are as follows:
 Parents and their children
 Centers for Disease Control and Prevention
 Public Health Department
 Schools
 Medical Providers
For each group, state how they are affected by or why they should know about the P-Plan
Parents and their children are affected by the fact that approximately 13 million children
between the ages of 2 through 19 are considered obese. In some states, parents are being
prosecuted for medical neglect and their children being placed in foster care if the children meet
the definition of morbidly obese and exhibit symptoms of comorbidity or the presence of two
chronic diseases or conditions such as high blood pressure and diabetes at the same time
(Goldbas, 2014). Although these actions are not intended to serve as punishment of the parents,
they can be seen as deterrents to the health of at-risk children.

29. According to an article written by Abbie Goldbas, MS Ed JD, 2014, it appears that many
parents do not possess the knowledge to make healthy food choices or do not understand the
significance of physical exercise; therefore, it is vitally important that these parents become
connected with the programs being provided by CCGAC and its ability to counteract these
overwhelming negative habits that are wreaking havoc in their children’s lives.
In addition to making poor choices, there may be other extenuating circumstances as to
why a child may be obese such as a genetic predisposition to being overweight; despite these
genetic markers, in the states of California, Indiana, Iowa, New Mexico, New York,
Pennsylvania, and Texas parents are currently being prosecuted for neglect of their overweight
children. The worst case scenario can result in the removal of children from their homes and loss
of contact with their parents, in essence, the lost of their child’s custody and placement in the
homes of strangers who have legal authority to make decisions for their children, including
bariatric surgery, can become a nightmare for both the child and the parent. On the other hand,
investigations by a social service agency can result in a recommendation for intervention of
certain programs like those offered at CCGAC that include counseling, training and participating
in the community garden (gaining access to free fruits and vegetables).
The Centers for Disease Control and Prevention (CDC) has partnered with several
organizations (e.g., the Kaiser Family Foundation, Robert Wood Johnson Foundation, Kresge
Foundation, Nemours Foundation, and W. K. Kellogg Foundation) in support of communities
like Englewood and the CCGAC that support the vision of healthy living. In the last five years,
the CDC awarded more than $400 million to support the Communities Putting Prevention to
Work (CPPW) in the fight against chronic disease such as childhood obesity. If CCGAC were
able to partner with the CDC, there are a multitude of services that could be provided: leadership

30. training, technical assistance, strategies for nutrition and physical activity that would be
beneficial in reinforcing CCGAC’s community relations and goals and objectives of improving
accessibility, quality, affordability and access to healthy food. Physical activity can be improved
if policies were implemented that support the safety of common areas such as sidewalks, school
routes, bike lanes, recreation parks and, of course, community gardens.
Over the last three decades, Public Health Departments have seen an enormous increase
in the growth of healthcare costs due to the rise in childhood obesity rates which have doubled to
more than 170 million children worldwide. Even though a great deal of research has been
conducted on preventing childhood obesity, to date, no data has conclusively established exactly
how best to use this data for effective prevention (Hendriks, A. M., Jansen, M., De Vries, J. S.,
Paulussen, N, J., Kremers, T., Stef, P. J., 2013).
CCGAC firmly believes that healthcare improvements can be realized when public health
departments in collaboration with medical staff concentrate on all facets of obesity and
implement the appropriate interventions, i.e., preventing fast food restaurants within a 5 mile
radius of schools, increasing the safety of playgrounds in neighborhoods like Englewood and
encouraging use of vacant spaces for community gardens.
Public health departments and medical providers will be impacted if this current
generation is unable to reduce their obesity rates as it has been projected that one-third of the
children born in this decade will develop type 2 diabetes in their lifetime. Currently, one-sixth of
all school-aged children classified as obese are already experiencing risk factors such as heart
disease, high blood pressure and high fat-related disorders (Berenson, 2005). It is anticipated that
this is the first generation that will have a shorter lifespan than their parents if we are unable to
reduce the obesity rates (Olshansky et al., 2005) in the very near future. Schools can also be

31. instrumental in change when they provide an environment that makes healthful choices possible
such as smaller portion sizes, limited soft drinks and unhealthy snack foods - most school age
children eat breakfast and lunch at school each weekday. Additionally, there are now programs
that provide healthy foods for the weekend through their backpacks for children programs. In
order for change to be sustainable, healthy behaviors have to be emulated at home, school and
the community at large (Promoting Physical Activity Among Youth Through Community-Based
Prevention Marketing, 2010).
Strategies to encourage physical activity have included getting teachers, nurses, and other
school personnel to adopt a strategy of exercise as having “fun” versus exercising to improve
one’s health. Schools have played an integral role in facilitating safer routes to school, increasing
crossing guards, safer bike paths and aiding in the recruiting of students for participation in local
community gardens (Parker L., Annina Burns, A. C., and Sanchez, E., September 1, 2009).
Childhood obesity is expected to cost $14 billion annually in direct health expenses for
children covered by private insurance, while Medicaid is predicted to pay nearly six times more
for children treated with the diagnosis of obesity. Medical Providers and the public health
department become advocates in the fight against childhood and adult obesity when they
promote the theory of obesity prevention education to the community (parents, children,
guardians). Change strategies for community and environmental-level prevention are shown to
be more effective when implemented through local public health departments as research has
shown that public health departments have been successful in implementing strategies for
prevention and/or reversing the obesity epidemic at the community-level and studies have shown
that when a child’s environment changes, there is a better chance of positive influence where
children live, learn, and play (McPherson, M. E. PhD, Mirkin, R. MS, Heatherley, P. N. MPH,

32. MS, and Charles J. Homer, C, J., MD, MPH, 2012). While there are many reasons for school
absences, a study in Philadelphia analyzing the attendance patterns of fourth, fifth and sixth-
graders found obese children have considerably more absences (12.2 days of school) than
children of average weight (10.1 days). Absences of this nature hurt the learning of students,
increases missed time from work for parents and/or guardians and is extremely costly to the
school system itself.
Marketing or Public Relations Tools/Methods
CCGAC will utilize various tools and/or methods for developing brand recognition such
as cereal advertisements in conjunction with television ads to educate and instruct children about
the advantage of healthy eating. Additionally, we will seek cost low options for advertising in
Parents Magazine – a monthly magazine that features scientific information on child
development geared toward helping parents raise their children (Parents Magazine,
https://en.wikipedia.org/wiki/Parents_magazine). This option was selected because of the mass
circulation provided by this popular magazine as well as its editorial focus on the daily needs and
concerns of mothers with young children; specifically, child health, safety, behavior, discipline
and education. We believe this would be an invaluable resource to make parents aware of
necessary changes to their child’s health in the early stages of life. This magazine has a long
history of “disseminating scientific knowledge of all types concerning children’s development”
and claims to have counseled parents in the nurturing of over 100 million children (Parents
Magazine, https://en.wikipedia.org/wiki/Parents_magazine).
CCGAC will utilize all types of social media and Cyberspace tools including a Facebook
page advising the community of the existence of CCGAC and its goals and objectives. Our web

33. page will provide a history of the organization and our goals, opportunities for prospective
volunteers and financial donors as well as a Scorecard of our successes.
Cyberspace
A 2006 report from the Institute of Medicine (IOM) Food Marketing to Children and
Youth – Threat or Opportunity? concluded that the marketing of unhealthy food contributed to
the childhood obesity epidemic in the United States and the marketing of unhealthy food has to
be regulated by food manufacturers and the promotion of healthy food has to be endorsed.
The Internet has been prevalent in the placement of product advertisement in television
and video; viral or buzz marketing, online videos through friend-to-friend email, guerilla
marketing, , as well as advertainment and advergaming, or line games incorporating advertising
Anjali, J., 2010). Marketing research has shown that inclusion of a product into the storyline of a
television program boosts sales of the product. Based on this concept, CCGAC would like to
create Youtube videos talking about the addition of fresh fruits and vegetables and physical
exercise on the obesity epidemic.
Viral or buzz marketing is a technique that has an effect on existing social networks to
promote a product or service. CCGAC could use this type of marketing to reach younger
children with the healthy food message by utilizing funny videos of eating vegetables and fruits
to gain their attention. While the videos may have significance to the actual products being
marketed, they can also be effective in creating the brand recognition of healthy food the same
way cartoons like Captain Planet and the Planeteers were used to make children more
environmentally aware.

34. Advertainment and advergaming is rapidly becoming an important part of the
promotional campaign for many products targeted toward children. CCGAC can develop CDs to
give out to each participant when they sign up with fun ideas of healthy food choices and
exercise plans.
With the current use of Web sites, advergames can encourage repeat visits to CCGAC’s
websites – not as a replacement for exercise but rather to introduce new concepts of exercise and
ideas of outdoor and indoor games to play. The CDs could be linked to other participants and
they could compete with each other on making better choices.
Guerilla Marketing can be utilized to create brand name and recognition through the use
of unconventional and often inexpensive methods, such as free flash drives loaded with tracking
for servings of fruit and vegetables, time spent exercising, number of games played, etc.
Explain how these tools will help to reach the target audiences.
Performance measurement seeks to make government-funded programs more transparent
to stakeholders. Through transparency, stakeholders become more knowledgeable about how
government-funded programs operate and how they help to improve the lives of citizens. This
type of information is helpful in maintaining and increasing stakeholder support for social
service programs.
Conclusion
The Chicago Community Garden & Activity Center (CCGAC) addresses the most
pressing issue of obesity in children and has the ability to be a compelling force in this fight for
Illinois’ children. Our goal is to get our stakeholders, the community and faith-based

35. organizations, critical to this battle against obesity, involved in several ways: make 10% of the
community aware of our program within one year; get 10% of the children in the Englewood
Community enrolled in our awareness program; educate both children and parents on how to
make wise food choices by creating the Community Garden that will, in turn, provide fresh fruit
and produce.
We believe that our 60-minute play curriculum will be a crucial advantage in the fight
against obesity by introducing exercise that will not be recognized as “typical” exercise but
rather a fun and exciting play time, and lastly, we will encourage their participation in
developing the community garden through hands on application (planting seeds, caring for the
plants, weeding and harvesting the crops). In this project, we have selected the Englewood
community because of its high statistical vulnerability to malnutrition, and, its location in a food
desert. This community ranks second in high obesity rates in Illinois children which are
correlated to the fact that over 52% of the citizen’s income is below poverty level (Consortium to
Lower Obesity in Chicago Children, 2015).
Predictably, this community will reap huge benefits through this project’s educational
goals concerning the cause and nature of obesity, the benefits of exercise, and the rewards that
can be obtained through the creation and development of a community garden. In addition,
studies have shown that when community members serve as volunteers in community gardens,
the crime rate drops, the state revenues increase substantially through sales tax, property value
increase and a sense of family develops with fellow gardeners.

36. Appendix A
Appendix B
Mission Statement
Our mission is to empower children and adolescents to adopt a healthier lifestyle that includes education, nutrition,
fitness, fun and increased self-esteem through fitness activities and nutritional education and to develop innovative
solutions and increase knowledge regarding the importance of preventing and treating childhood obesity.
Goals Goals Goals
To increase thecommunity's knowledge of
childhood obesity by 10% with through
education and fitness within one year.
To reduce Childhood Obesity by
eliminating Sugary drinks and snacks for
Children with fruit and vegetables.
To increase thenumber of activities
at thecommunity center by 10%
within one year.
Objectives Objectives Objectives
To develop links with local businesses,
groups &/entities actively engaged in
To Familiarize the community with fruits
and vegetables that can be just as filling
To reduce any contact to TV, video
games computer and all other

37. promoting healthy eating and active
lifestyles
and delicious as thesugary snacks leisure sofa time to no more
than two hours per day.
Appendix C
(http://jedismedicine.blogspot.com, 2011)
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