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2009 Report to the People
North Carolina
Community
Development
Initiative
Years of Innovation
15
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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
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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.
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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
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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
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15/16Representatives attending the 2008 Winter Grantee Retreat
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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
www.ncinitiative.org