2009 biennial report to the people

8/9/2019 2009 Biennial Report to the People

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2009 Report to the People

North Carolina

Community

Development

Initiative

Years of Innovation

15


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3/16

Mission

The North Carolina Community Development Initiative is a statewide public-private partnership that provides lead-

ership and capital investment to high-performance community development corporations (CDCs) as well as other

community based economic development endeavors, (i.e. social enterprises) to improve the well-being and quality oflife for people in low-resource communities.

Core Values

1. Stewardship: a commitment to

operate with the highest standard of

integrity and to act as a model for the

responsible management and use

of human and financial resources.

2. Transparency: a commitment to

fully disclose all relationships and

transactions in an ethical manner.

3. Flexibility: a commitment to be

responsive to both needs and

opportunities, consistent with our

mission and subject to our organi-

zational priorities and resources.

4. Accountability: a commitment to

practice thorough reporting of

financial and performance data

essential to the Initiatives mission

and the mission of partnering

organizations.

5. Strategic Alliances and

Partnerships: a commitment

to collaborative planning and

implementation of programs andpolicies to accomplish common

industry goals; and a belief in the

power of collaborating with other

organizations to achieve common

goals and maximize impact.

6. Strategic Thinking/Continuous

Learning: a commitment to

thinking, seeking, planning and

embracing best practices and

innovation; and the willingness to

receive and learn from feedback.

7. Ethical Philanthropy: a commit-

ment to the fair and equitable

process of fundraising and dissemi-

nation of resources with integrity.

8. Leadership: a commitment tobeing a continuous source of vision,

inspiration, innovation and con-

structive influence for the good of

the entire CED industry, modeling

responsible direction and influence

in all relationships, programs and

practices.

9. Respect, Dignity and Courage:

a commitment to treat everyone

with respect and dignity; to take

risks and learn from our mistakes;

to build relationships and partner-

ships based on mutual respect. To

do these things in ways that set a

positive example and standard for

the industry as a whole.

PHOTOSTHISPAGECO

URTESYOFMOUNTAINHOUSINGOPPORTUNITIES


4/16

Years and Counting15From a little-known startup to a national model f

CDC support, the N.C. Community Developmen

Initiative has come a long way in 15 years. It was

always easy. But with help from our corporate,

foundation and government supporters, we've b

able to grow and succeed. Here's a look back at

some milestones:

2000

Received a $1 million special one-time

appropriation from the General Assembly

from the Stripper Well settlement;

established the Star Home program with

Advanced Energy, to assist nonprofit

housing developers in constructing energy-

efficient affordable homes. Funds were

available for new construction of affordable

homes, which would be certified and

registered as ENERGY STAR homes by the

U.S. Department of Energy and the U.S.

Environmental Protection Agency, with

guaranteed below-average monthly heating

and cooling costs. This program was the

precursor to the Systems Vision

construction standards.

Received official notice from the U.S.

Department of Treasury that Initiative

Capital is certified as a Community

Development Financial Institution (CDFI).

Abdul Rasheed elected and serves two

terms (20002004) as chair of the National

Congress for Community Economic

Development.

1995

Formalized organizational accountability

with the introduction of measuring

success.

1996

Board room named for former N.C.

Speaker of the House, Daniel T. Blue, Jr.

1997

Included in the North Carolina General

Assembly base budget, indicating strong

state/public support.

1999

North Carolina Community

Development Initiative Capital incorpo-

rated; incorporators Ronald J. Leeper,

Michael T. Lentz and Abdul Rasheed.

Hurricane

Floyd hits

eastern North

Carolina;

Initiative

appropriated

$7.5 million

of the $836

million

Hurricane Floyd Recovery Budget.

Initiative is one of two nonprofit

organizations receiving money for

recovery efforts.

1994

The North Carolina Community

Development Initiative launched with

$6.5 million.

First board of directors

First board meeting

First staff

First office


5/16

2003

Pillowtex permanently closes in Kannapolis,

forcing more than 5,000 low- to moderate-

skilled workers into unemployment; worked

with local CDC to help design the nonprofit

organizational response to the disaster.

Awarded the contract from the City of

Charlotte to manage the Charlotte

Neighborhood Fund.

Joined the statewide advisory board for the

Land For Tomorrow Coalition, a $1 billion joint

effort of the states leading nonprofits, envi-

ronmental and conservation organizations to

build awareness of the need for working

together to preserve the states natural and

human assets.

2004

Celebrated the Initiatives 10-year

anniversary, raising more than $150,000 to

cover the cost of the celebration.

Converted the Turn-Around, Human Capital

and Research and Development investments

into the Targeted Investment Fund (TIF).

2005

Completed the Initiatives Impact on the

Economy of North Carolina 19942004,

prepared by the National Community

Development Services, Inc.

2006

Introduced Sustainability Planning/

Working Capital Investments to the

investment portfolio.

2007

Received a $138,000 grant from the

Clean Water Management Trust Fund to

provide predevelopment riparian grants

to six organizations statewide. This isfirst grant they have made to a minority

organization.

Awarded a $10 million dollar program-

related investment from State Farm

Insurance Company as well as a

$1 million loan from State Farm Bank.

Purchased an office building in North

Raleigh as the Initiatives corporate

headquarters.

2008

Launched the Summer Youth

Community Economic Development

Leadership Internship program.

Started construction of the Initiatives

first EnviroSteel solar houses in Kinston

and Sanford.

Received $3 million increase in the

200709 base-budget appropriation,

the largest increase in our history,

bringing the total state investment to

more than $5.2 million.

Received $1 million from the state to

support the Initiatives Green Agenda.


6/16

If I had to pick a word to characterize thelast two years for the North CarolinaCommunity Development Initiative, it

would be: Whew! The Initiative has main-tained the same aggressive goals, which inthe end have elevated the lives of people inscores of communities across our state ininnovative ways. We crisscrossed the statein recent months to talk about the good

work done by the Initiativewith a highdegree of fiscal accountability. All of that

work was done under the dark cloud of thenations unprecedented banking and hous-ing woes.

And still, the Initiatives future is bright.Among the brightest spots was an agree-

ment struck with several national, region-al and minority banks and the statelegislature to invest in North Carolina com-munities. First Citizens, BB&T, SunTrustand Wachovia, along with MutualCommunity Savings, Mechanics andFarmers and Lumbee Guaranty banks,pledged millions of dollars a year to improvecommunities where access to capital hasbeen hard to come by. The General

Assembly allocated $1 million for a reservefund to mitigate the lending risks.

The syndicate of banks was historic. Itsthe first time strong national and regionalbanks have teamed with local minority-owned financial institutions to invest in dis-advantaged areas. The economic downturn

slightly unraveled the agreement. But itssigning remains a clear mark of theInitiatives vitality.

Historic in its own right was an agree-ment by State Farm Bank and the StateFarm Insurance Co. to make $11 millionavailable to the Initiative for loans to deserv-ing community development corporations.It included a $1 million loan from StateFarm Bank, the largest in our history. Thecommitment by the two for-profit compa-nies demonstrates the private sectorscontinued confidence in our mission.

The common theme is innovation. I amfortunate to work with a smart and for-

ward-thinking staff that doesnt rest on pastsuccesses. An innovative spirit led theInitiative to pursue environmentally soundpolicies. One result? Discarded cars andappliances are turned into steel frames forhomes built by our community develop-ment corporation partners. Many of thosehomes are powered by passive solar systems.They are built under conservation-basedland use policies, also championed by theInitiative.

Similarly, our six ready-to-build Enviro-Steel house plans are designed to withstand

crushing winds. We can be proud thatfamilies in affordable housing are sharingthe same features as others, thanks to theInitiatives staff.

That talent will be needed in the com-ing months as the nation digs out of astubborn economic mess. The Initiative hasthe advantage of a long history of solidfinancial management. Like any good busi-ness, we must manage our way through thisdownturn. We have to make good businessdecisions about our investments and grants.

This environment doesnt cut us any slack.We dont have any margins.

That said, the Initiative sees an encour-aging future. Pursuing our environmentaland land conservation goals will place theorganization at the forefront of progressivedevelopment. Two projects currently under

wayan 86,000-square-foot tobacco ware-house redevelopment in Henderson and the

88-acre Crossing at 64 on the EdgecombeCounty side of Rocky Mount promise torevive long-ignored areas. That could sparkfurther revival in both cities. When we suc-ceed in resurrecting a depressed neighbor-hood, the private sector rushes in with itsown investment. Everyone wins.

It is still gratifying that the Initiative playsthis unique role in advancing the interestof traditionally underserved communities.The truth is that no one else is focusing onthese communities with the unique tools

that we provide. It starts with relationshipswith community leaders, with state andfederal elected leaders, with banks and insur-ance companies and philanthropic groups.

We make the public-private partnershipswork. We bring all those sectors together.That gets you up in the morning. Thiscountry, with all this wealth, with all thispromisewe can make that promise real.

From Abdul Rasheed, CEO

The Initiative has main-

tained the same aggressive

goals, which in the end

have elevated the lives

of people in scores of

communities across our

state in innovative ways.


7/16

A hard political truth says that low-incomepeople are least likely to have high-paidlobbyists promoting their interests. Thattruth is more evident in fever-pitch years

when North Carolinians go to the polls to

elect a governor and a president. Thats onereason I committed my career to workingwith legal services and the N.C. Advocatesfor Justice. Its part of why Im so proud toserve as the chairman of the Initiativesboard of directors.

Again these past two years, the Initiativehas done groundbreaking and inspiring

work in communities across North Carolina.

In Asheville, the Mountain Housing Oppor-tunities community development corpora-tion recently finished Prospect Terrace, amix of17 affordable and market-rate condoand cottages in a section of the state whereaffordability comes at a premium. Since the

Initiatives last biennial report, the OuterBanks CDC broke ground on Natures Walkin Kill Devil Hills. The cost of housing inthat idyllic beach town, known for its high-dollar vacation homes, is usually too steepfor the average teachers or police officerssalary. Fifteen of the 20 two-bedroom unitsin Natures Walk will be affordable. Natures

Walk takes advantage of special zoning thatpromotes affordability.

The Initiatives effectiveness would beimpossible without strong, focused leader-

ship. My job as chairman is made easier bythe work of my predecessor, P. E. Bazemore.Initiative CEO Abdul Rasheed has a histo-ry of serving the disadvantaged with driveand integrity. Its no wonder that under hishand, the Initiative has reached more com-munities and has multiplied the number offor-profit and nonprofit entities and foun-dations willing to invest in the work.Legislators, bank presidents, CDC direc-tors and leaders in low-wealth communi-ties trust him and his staff. It was an honor

for me to have worked with Abdul in thelegal services arena more than 30 years agoand to serve on the Initiatives board.

Service on a board of this nature hasits own deep rewards. Being chairmanoffers a different and unique view, and forme an inspiring one. Since becomingchair, I have gained a greater appreciationof the impressive mix of CDC directorsand private-sector participants who do theon-the-ground work. That mix creates apowerful dynamic.

Being chairman has given me a betterview of the sheer volume of work thatsalready been completed by CDCs that takeadvantage of the Initiatives services. And Iam even more impressed by the progressiveinnovation that goes into projects shepherd-ed by the Initiative. Green building is therage these days. Not so much for mostdevelopers in low-wealth communities. The

Initiative has made sustainable developmenta priority. It has taken a lead in encourag-ing the use of solar technology in projectslarge and small. It has created a whole newproduct EnviroSteelwhich are sixready-to-build housing plans that combine

safe, strong steel-frame design and environ-mentally friendly features. Practically, that

means lower power bills. And it means abetter environment.

As the founder of a regional Legal Aid

service, the director of the states legal serv-ices agency and now as CEO of N.C.

Advocates for Justice, I have seen how low-wealth North Carolinians can forge betterlives for themselves when they gain accessto the basic services their better-off fellowcitizens enjoy. That access takes the hard

work of forward-thinking people in groupslike the Initiative. The need still loomslarge. Until significant changes occur, theNorth Carolina Community DevelopmentInitiative will play a pivotal role in deliv-ering justice and practical help in our state.

From Dick Taylor,Chairman ofthe Board

The Initiative has

reached more

communities and has

multiplied the number

of for-profit andnonprofit entities and

foundations willing to

invest in the work.


8/16

Community development corporationsand the Initiative have long worked to

build affordable housing in North

Carolina communities. But now were

insisting that new affordable housing be

sustainably built, as well.

In our role of stewardship, we all have

responsibility for protecting the earth,

Special Assistant to the CEO Tara Kenchen

says. Weve innovated cost-effective strate-

gies that allow affordable houses to:

I Use less energyand cost less for low-

income families to live in

I

Take advantage of passive solar heat-ing and cooling

I Use fewer toxic materials, making

homes safer, especially for childrenI Incorporate recycled and recyclable

resourcesI Conserve water and leave more land

surface open to absorb stormwaterI Blend more seamlessly into their

natural environment and preserve nat-

ural features such as trees and hillsI Offer families pleasant spaces to enjoy,

both indoors and out.

The Initiative has partnered with theConservation Trust for North Carolina,

the umbrella organization for the states

conservation land trusts, to promote con-

servation-based affordable housing, and

the effort has investment from the Clean

Water Management Trust Fund and the

Mary Reynolds Babcock Foundation.

On six sites around the state, were

working together to develop new neigh-

borhoods while preserving the essential

natural characteristics of each tract. That

means leaving significant portions of a

tract undeveloped as natural open space,

Innovation:

Building a Green Agenda for Affordable Communities


9/16

something that becomes an asset for the

residents to enjoy.

Land trusts want to protect and con-

serve land such as wetlands, says Barry

L. Williams of the Conservation Trust.

CDCs arent purchasing the most expen-sive land. Both groups are looking at some

of the same pieces of land. For decades

these two sets of organizations have been

working separately. But its a natural fit,

really.

The partnership has engaged nation-

ally recognized landscape architect and

community planner Randall Arendt to

design neighborhoods that work with the

contours of the land and preserve mature

trees instead of bulldozing everything in

an attempt to create a perfectly flat site.

For example, a neighborhood site in

Kannapolis developed by the Gateway

CDC is situated on a hillside with an old

farm lane.

I like to walk the property with every-

body and get an understanding about

what the property is all about, to talkabout what things are special and what

things it would be a shame to see swept

away, Arendt says. We walked down

this country lane, and it had a wonderful

character. Where there were large trees,

we designed around them. And we tried

to make sure that the view into the prop-

erty from the public road would have a

view into these open spaces.

At a wooded site being developed by

the Kingdom CDC in Fayetteville, there

was a lovely natural area down by the wet-

lands, and into the property, it got flatter,

with a plateau at the top, Arendt recalls.

On top of that plateau, I drew a long

oval, and we kept the center as a wooded

common space with all the homes

fronting onto it, more than an acre of

land.

Its a cost-effective way to provide spe-

cial places for kids to grow up, he says.

You can design nice developments at

the high end and at the low end econom-ically, he says. It doesnt cost any more

money to leave things alone. Were not

putting in a swimming pool or some-

thing. It just requires a little imagination.Clustering homes on one part of the

site also lowers costs for infrastructure

such as utilities and pavement, versus

spreading the homes all over the tract.

Were applying green techniques to

scattered-site affordable housing and ren-

ovated housing, as well. The Initiative has

commissioned plans for passive-solar

affordable homes that it shares with

CDCs around the state. And we are

encouraging the use of recycled carpet,low-VOC paints, pervious outdoor

pavers, cistern systems, Energy Star appli-

ances and the like.

Rendering by Randall Arendt of Gateway

CDC development in Henderson

From left: Gateway CDC Housing Specialist Sean Marshall, client Rita Long, board

member Juanita Somerville and Director Gary Morgan


10/16

Precious Sie-Dukes brought her four-year-

old daughter, Jhordan, to watch every day

while their new house was being built last

year in Sanford.

I always wanted to put down roots,

Sie-Dukes says. I just wanted Jhordan

to have a place to grow up like I did.

Before they moved into the new house,

Jhordan had never slept through the

night. Not in her whole life. But the first

day the little girl moved in, she wanderedupstairs to her own room, slipped under

the covers and slept until morning.

Every story of a family getting their

own affordable home through a North

Carolina community development cor-

poration is special. But this one has an

innovative wrinkle: the Sie-Dukes home

is built a new way: with galvanized fram-

ing made from light-gauge steel instead

of from conventional lumber.Its an eco-friendly innovation the

Intiative is supporting to build more

durable houses for low- to moderate-

income families and create good-paying

jobs for North Carolina workers.

Steel framing is a sustainable material

because it is made from recycled scrap

steel, such as old appliances, automobiles

and construction steel.

Brick Capital CDC built the Sie-

Dukes home and two other steel-framed

houses in Sanford last year, and the

Initiative has built 10 more in a nearby

neighborhood that are ready for families

to move into.

We hadnt built two-story homes

before, says Kate Rumely, Brick Capitals

executive director. These are so sturdy.

When you jump up and down on the sec-

ond floor, there is no movement. They

are not going to be eaten by termites. It

is made from a renewable resource. If thathouse were demolished decades from

now, that framing can go back into cir-

culation, be melted down and turned into

Innovation:

Steel-framed

houses

Precious Sie-Dukes with her daughter, Jhordan, in their Sanford home


11/16

something else. It will never be landfilled.

A dozen additional affordable steel-

framed homes are going up in Kinston

and in Durham. And Durham is also

where the Initiative and UDI CDC

partnered with Nucon Steel to build aplant to manufacture steel framing for the

use of North Carolina CDCs and others.

The idea came from a former CDC

director out of Kansas who was involved

with and aware of such an operation in

Kansas, says UDI CDC Executive Direc-

tor Ed Stewart. He talked to us about

bringing that concept to North Carolina.

When he talked to [Initiative CEO] Abdul[Rasheed], he selected our UDI Industrial

Park for the site.

Stewarts goal is for the plant to create

a total of45jobs during the next three

years. With funding from the Depart-

ment of Commerce and the Department

of Health and Human Services, the plant

is now online. Though the economy is

presenting a challenge, Stewart says the

plant is pursuing many customers for the

framing in addition to CDCs, including

light commercial projects such as church

buildings.

Weve had a conversation about sup-

plying the framing for a hotel, he says.

To further help to disseminate this

innovation, the Initiative has commis-

sioned and trademarked professional sets

of plans for steel-framed houses that take

advantage of passive solar heating and

cooling. Our brand name for them is

EnviroSteel, and were sharing those

plans with CDCs around the state.

An EnviroSteel house under construction

The DogwoodThe Persimmon

The Sweetbay The Trillium

Sample EnviroSteel passive solar houses The Tupelo


12/16

The Initiatives new Youth Leadership

Program is working to ensure that a new

generation of motivated community lead-

ers will be ready to help neighbors in need

when todays professionals retire. This is

another of our efforts to strengthen the

sustainability of community development

efforts in North Carolina.

We want to interest young people

early so that they will understand that

there are career options in community

economic development, President

Ebonie Alexander says. Whether its on

the legal side or on the architectural/engi-

neering/design side, community relationsand marketing or another discipline, we

want to attract the next generation of

practitioners of community economic

development and leaders of nonprofits.

We need to begin to groom that young,

new leadership, and thats what were

working to do.

For the summer of2008, the Initiative

and its community partners selected 15

rising high school seniors to work and

learn at six-week internships with com-

munity organizations across North

Carolina. Each student received a $4,000

stipend for the summer and agreed to set

half of that aside for higher education. All

the students in the program gathered

twice in Raleigh to share experiences and

gain further insights from the Initiative

staff. Were selecting a new class of youth

leaders for 2009.

Though the program targets students

that school leaders and others considerpromising, we have another criterion for

selection, as well.

We are not looking to reach the A stu-

dent but the B or C student, Alexander

notes. The A student will be well taken

care of. But the C or low B student does-

nt have the same level of opportunities.

We are really trying to attract these young

folks and get them to see the skills and

leadership potential within them.

Indeed, students chosen were often

ecstatic for the opportunity and motivat-

ed to gain all that they could from it.

They amazed themselves with what they

learned and accomplished. Several say

their future plans now include a public

service career or a way to give back to theircommunities. Here is a sampling of their

experiences, in their own words:

Innovation: Youth Leadership Program

Inaugural Youth Leadership Program participants from left to right: Asia Long, Abdul Rasheed,

Krystal Turner, Samuel Mangum, Hannah Davis, Ryan Caine, Rachel Covington, Pooja Shah,

Naima Savage, Ashley Lewis, DeAnthony Greene, Felix Morton and Josh Mackey.


13/16

Naima Savage, Philippi

Community Development

Corporation, Greenville

My assignment was to compile surveys

and questionnaires from the community

about what people thought about the sup-port from the CDC. I then presented the

data every Friday to my boss, Mr. Robert

Williams. I had to research grants and

find out how to write up the applications

and submit three every week. I loved it.

I actually still volunteer and help out and

do all that stuff. It helped me learn a lot

more about my community and what

you have to do to help people. Its not just

what I thought they needed, but what

they told me they needed help with. Id

like to become a music therapist working

with autistic children, and Id like for my

practice to provide service to needy fam-

ilies. I saw that people who had children

with special needs didnt really get all the

help they needed.

Future plans: Howard University, Uni-

versity of Georgia or New York University,

all of which have offered her scholarships

Felix Morton, OpportunitiesIndustrialization Center,

Rocky Mount

They had me construct brochures for

their departments such as training, com-

puter skills, transportation, etc. It was a

good experience. I learned so much about

the world of work, and it showed me the

dos and donts for when you get a job in

the real world. At college, one of my

minors will be business because of what

I learned at OIC.

Future plans: Elizabeth City State Univer-

sity or East Carolina University

Josh Mackey, Cleveland County

Community Development

Corporation, Shelby

I pretty much took on the role of an

assistant, helping in any way I could. My

boss, Karla Haynes, and her assistantMary Blevins pretty much showed me the

ropes around the whole business. They

embraced me like a son. We were help-

ing families find affordable homes,

giving people financial assistance when

they were laid off. I can definitely see

myself going into community develop-

ment as a career now. In fact, as a senior,

I still volunteer at the CDC every day

its an awesome atmosphere.

Future plans: Lenoir-Rhyne University or

Univeristy of North Carolina Greensboro

Josh Mackey


14/16

From our very inception, accounta-

bility has been a hallmark of the North

Carolina Community Development

Initiative. We are accountable to our

investors. And we hold the organiza-

tions in which we invest accountable,

in turn. That rigor is central to every-

thing we do.

Unlike some funders, we dont

just send you money and say tell us

what you did at the end of the year,

Chief Lending Officer Nat James says.We develop a contract with you,

negotiate with you, and say what are

the measurable outcomes that you are

going to have? We look at your organ-

ization holistically. We look at pro-

ductivity, the bricks and mortar

development. And we ask, do you

have staff with the right training

to achieve the goals you say

you are going to?

We also examine an organi-zations fiscal capacity to budget

and account for funds effectively and

responsibly. We insist on a clean audit

and the professional accounting pro-

cedures and internal controls that help

nonprofits to achieve one. We scruti-

nize a CDCs willingness and ability

to form appropriate partnerships to

accomplish its work, whether it be

with the 90-year-old neighborhood

matron on a block to be renovated,

with bankers or with other nonprof-

its that will help accomplish the mis-

sion.

We also look closely at the gover-

nance structure and capacity of an

organization. Is it truly community

based? Is the board an actual govern-

ing body, providing leadership and

oversight to the staff? The Initiative

offers technical assistance and arranges

training where needed to close gaps

in capacity.

At the end of the day, what we are

trying to do is make sure we are invest-

ing in groups that are engaged in com-

munity economic development,

ensure that they have the capacity to

do it and to hold them accountable,

James says.

By approaching our mission in thismeticulous way, the Initiative upholds

its moral and ethical obligation to the

taxpayers, foundations, corporations

and others who invest in communi-

ty development here. And equally

important, we uphold our common

moral duty to be effective at help-

ing our neighbors in need.

With needs so great, there

can be no excuse for substandard

efforts.

Were ever mindful that we remain

worthy of investment precisely by

insisting that all of our grantees do so

as well.

When you look at the states

investment in this work, they invest

in high-performing or mature

organizations and some new and

emerging ones through the rural

center, CEO Abdul Rasheed says.We are unique. North Carolina is

just incredibly blessed and fortunate

to have this level of commitment at

the state level and from the philan-

thropic community to this work. We

have this finely woven fabric of

organization. It is precious. And at

the Initiative, we take it as our duty

to safeguard it.

Innovation:

Accountable Community Development

Fixed asset value of CDC projects: $439,962,689

Single-family units (new and rehab): 4,213

Value of new single-family homes: $149,135,129

Multi-family units (new and rehab): 2,778

Value of new multi-family unit projects: $216,436,525

Commercial real estate (sq. ft.): 924,329

Value of commercial real estate projects: $82,700,980

Jobs created (all development): 9,506

Financial literacy counseling (# persons): 41,161

New real estate taxes generated by CDCs: $5,125,027

CDC-owned businesses established: 36

Small businesses counseled: 8,355

Youth and adults trained: 11,475

Years of Accomplishment15


15/16Representatives attending the 2008 Winter Grantee Retreat


16/16

North Carolina Community

Development Initiative

5800 Faringdon Place

Raleigh, NC 27609

Post Office Box 98148

Raleigh, NC 27624

919 828 5655

919 835 6071 Fax

[email protected]

www.ncinitiative.org

2009 biennial report to the people

Documents