This thesis project utilizes Bolman & Deal’s (2017) four frames to analyze how the Internship experience at TigerMountain Foundation, a South Phoenix community garden nonprofit, can be optimized to help the organization more effectively reach its goals. A brief explanation of the organizational context and structure is given as well as an overview of the relationship between community gardening and decreasing recidivism, as well as TigerMountain’s position in a food desert. TigerMountain Foundation can ultimately be framed internally as a human resource and symbolic organization and externally as a political organization. The Internship program presents a political benefit to the organization and can benefit from some human resource and structural additions to the onboarding process and overall experience. The recommended additions include providing a thorough onboarding packet to Interns at orientation that includes a questionnaire, includes a brief overview of the organization in human resource framing, a contact sheet, and instruction sheets for commonly used systems. Other additions to the Internship experience include setting up a ratio of how many Internship hours can be earned at the gardens and farmers’ markets compared to working administratively, requesting that Interns send in their updated availability weekly for scheduling purposes, and the implementation of an “on-call” system for farmers’ market shifts.