2009 Report to the People

North Carolina Community Development Initiative

Years of Innovation15

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

Core Values1. Stewardship: a commitment tooperate with the highest standard ofintegrity and to act as a model for theresponsible management and use of human and financial resources.

2. Transparency: a commitment tofully disclose all relationships andtransactions in an ethical manner.

3. Flexibility: a commitment to beresponsive to both needs andopportunities, consistent with ourmission and subject to our organi-zational priorities and resources.

4. Accountability: a commitment topractice thorough reporting offinancial and performance dataessential to the Initiative’s missionand the mission of partneringorganizations.

5. Strategic Alliances andPartnerships: a commitment to collaborative planning and

implementation of programs andpolicies to accomplish commonindustry goals; and a belief in thepower of collaborating with otherorganizations to achieve commongoals and maximize impact.

6. Strategic Thinking/ContinuousLearning: a commitment tothinking, seeking, planning andembracing best practices andinnovation; and the willingness toreceive and learn from feedback.

7. Ethical Philanthropy: a commit-ment to the fair and equitableprocess 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 ofthe entire CED industry, modelingresponsible direction and influencein all relationships, programs andpractices.

9. Respect, Dignity and Courage:a commitment to treat everyone with respect and dignity; to takerisks and learn from our mistakes;to build relationships and partner-ships based on mutual respect. Todo these things in ways that set apositive example and standard forthe industry as a whole.

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Years and Counting15From a little-known startup to a national model forCDC support, the N.C. Community DevelopmentInitiative has come a long way in 15 years. It wasn'talways easy. But with help from our corporate,foundation and government supporters, we've beenable 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 System’s 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 (2000–2004) 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

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 state’s leading nonprofits, envi-

ronmental and conservation organizations to

build awareness of the need for working

together to preserve the state’s natural and

human assets.

2004

Celebrated the Initiative’s 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 Initiative’s Impact on the

Economy of North Carolina 1994–2004,

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 is

first 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 Initiative’s corporate

headquarters.

2008

Launched the Summer Youth

Community Economic Development

Leadership Internship program.

Started construction of the Initiative’s

first EnviroSteel solar houses in Kinston

and Sanford.

Received $3 million increase in the

2007–09 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 Initiative’s Green Agenda.

If I had to pick a word to characterize thelast two years for the North CarolinaCommunity Development Initiative, itwould 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 goodwork done by the Initiative—with a highdegree of fiscal accountability. All of thatwork was done under the dark cloud of thenation’s unprecedented banking and hous-ing woes.

And still, the Initiative’s 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. It’sthe 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 theInitiative’s 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 sector’scontinued confidence in our mission.

The common theme is innovation. I amfortunate to work with a smart and for-ward-thinking staff that doesn’t 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 withstandcrushing winds. We can be proud thatfamilies in affordable housing are sharingthe same features as others, thanks to theInitiative’s 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 doesn’t cut us any slack.We don’t 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 underway—an 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 toolsthat we provide. It starts with relationships—with 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 thispromise—we 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.

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 yearswhen North Carolinians go to the polls toelect a governor and a president. That’s onereason I committed my career to workingwith legal services and the N.C. Advocatesfor Justice. It’s part of why I’m so proud toserve as the chairman of the Initiative’sboard of directors.

Again these past two years, the Initiativehas done groundbreaking and inspiringwork in communities across North Carolina.

In Asheville, the Mountain Housing Oppor-tunities community development corpora-tion recently finished Prospect Terrace, amix of 17 affordable and market-rate condoand cottages in a section of the state whereaffordability comes at a premium. Since theInitiative’s last biennial report, the OuterBanks CDC broke ground on Nature’s 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 teacher’s or police officer’ssalary. Fifteen of the 20 two-bedroom unitsin Nature’s Walk will be affordable. NaturesWalk takes advantage of special zoning thatpromotes affordability.

The Initiative’s 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. It’s 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 honorfor me to have worked with Abdul in thelegal services arena more than 30 years agoand to serve on the Initiative’s 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 that’salready been completed by CDCs that takeadvantage of the Initiative’s 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 —EnviroSteel®—which are sixready-to-build housing plans that combinesafe, 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 Aidservice, the director of the state’s 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 hardwork 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 of the Board

The Initiative has

reached more

communities and has

multiplied the number

of for-profit and

nonprofit entities and

foundations willing to

invest in the work.

Community development corporationsand the Initiative have long worked tobuild affordable housing in NorthCarolina communities. But now we’reinsisting that new affordable housing besustainably built, as well.

“In our role of stewardship, we all haveresponsibility for protecting the earth,”Special Assistant to the CEO Tara Kenchensays. We’ve innovated cost-effective strate-gies that allow affordable houses to:

� Use less energy—and cost less for low-income families to live in

� Take advantage of passive solar heat-ing and cooling

� Use fewer toxic materials, makinghomes safer, especially for children

� Incorporate recycled and recyclableresources

� Conserve water and leave more landsurface open to absorb stormwater

� Blend more seamlessly into theirnatural environment and preserve nat-ural features such as trees and hills

� 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 state’sconservation land trusts, to promote con-servation-based affordable housing, andthe effort has investment from the CleanWater Management Trust Fund and theMary Reynolds Babcock Foundation.

On six sites around the state, we’reworking together to develop new neigh-borhoods while preserving the essentialnatural characteristics of each tract. Thatmeans leaving significant portions of atract undeveloped as natural open space,

Innovation:Building a Green Agenda for Affordable Communities

something that becomes an asset for theresidents to enjoy.

“Land trusts want to protect and con-serve land such as wetlands,” says BarryL. Williams of the Conservation Trust.“CDCs aren’t purchasing the most expen-sive land. Both groups are looking at someof the same pieces of land. For decadesthese two sets of organizations have beenworking separately. But it’s a natural fit,really.”

The partnership has engaged nation-ally recognized landscape architect andcommunity planner Randall Arendt todesign neighborhoods that work with thecontours of the land and preserve maturetrees instead of bulldozing everything inan attempt to create a perfectly flat site.For example, a neighborhood site in

Kannapolis developed by the GatewayCDC is situated on a hillside with an oldfarm lane.

“I like to walk the property with every-body and get an understanding aboutwhat the property is all about, to talkabout what things are special and whatthings it would be a shame to see sweptaway,” Arendt says. “We walked downthis country lane, and it had a wonderfulcharacter. Where there were large trees,we designed around them. And we triedto make sure that the view into the prop-erty from the public road would have aview into these open spaces.”

At a wooded site being developed bythe Kingdom CDC in Fayetteville, “therewas 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 longoval, and we kept the center as a woodedcommon space with all the homesfronting onto it, more than an acre ofland.”

It’s a cost-effective way to provide spe-cial places for kids to grow up, he says.

“You can design nice developments atthe high end and at the low end econom-ically,” he says. “It doesn’t cost any moremoney to leave things alone. We’re notputting 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 infrastructuresuch as utilities and pavement, versusspreading the homes all over the tract.

We’re applying green techniques toscattered-site affordable housing and ren-ovated housing, as well. The Initiative hascommissioned plans for passive-solaraffordable homes that it shares withCDCs around the state. And we areencouraging the use of recycled carpet,low-VOC paints, pervious outdoorpavers, cistern systems, Energy Star appli-ances and the like.

Rendering by Randall Arendt of GatewayCDC development in Henderson

From left: Gateway CDC Housing Specialist Sean Marshall, client Rita Long, boardmember Juanita Somerville and Director Gary Morgan

Precious Sie-Dukes brought her four-year-old daughter, Jhordan, to watch every daywhile their new house was being built lastyear in Sanford.

“I always wanted to put down roots,”Sie-Dukes says. “I just wanted Jhordanto have a place to grow up like I did.”

Before they moved into the new house,Jhordan had never slept through thenight. Not in her whole life. But the firstday the little girl moved in, she wanderedupstairs to her own room, slipped underthe covers and slept until morning.

Every story of a family getting theirown affordable home through a North

Carolina community development cor-poration is special. But this one has aninnovative wrinkle: the Sie-Dukes’ homeis built a new way: with galvanized fram-ing made from light-gauge steel insteadof from conventional lumber.

It’s an eco-friendly innovation theIntiative is supporting to build moredurable houses for low- to moderate-income families and create good-payingjobs for North Carolina workers.

Steel framing is a sustainable materialbecause it is made from recycled scrapsteel, such as old appliances, automobilesand construction steel.

Brick Capital CDC built the Sie-Dukes’ home and two other steel-framedhouses in Sanford last year, and theInitiative has built 10 more in a nearbyneighborhood that are ready for familiesto move into.

“We hadn’t built two-story homes

before,” says Kate Rumely, Brick Capital’sexecutive director. “These are so sturdy.When you jump up and down on the sec-ond floor, there is no movement. Theyare not going to be eaten by termites. Itis made from a renewable resource. If thathouse were demolished decades fromnow, that framing can go back into cir-culation, be melted down and turned into

Innovation:Steel-framedhouses

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

something else. It will never be landfilled.”A dozen additional affordable steel-

framed homes are going up in Kinstonand in Durham. And Durham is alsowhere the Initiative and UDI CDCpartnered with Nucon Steel to build aplant to manufacture steel framing for theuse of North Carolina CDCs and others.

“The idea came from a former CDC

director out of Kansas who was involvedwith and aware of such an operation inKansas,” says UDI CDC Executive Direc-tor Ed Stewart. “He talked to us aboutbringing that concept to North Carolina.When he talked to [Initiative CEO] Abdul[Rasheed], he selected our UDI IndustrialPark for the site.”

Stewart’s goal is for the plant to createa total of 45 jobs during the next threeyears. With funding from the Depart-ment of Commerce and the Departmentof Health and Human Services, the plantis now online. Though the economy ispresenting a challenge, Stewart says theplant is pursuing many customers for theframing in addition to CDCs, includinglight commercial projects such as churchbuildings.

“We’ve had a conversation about sup-plying the framing for a hotel,” he says.

To further help to disseminate thisinnovation, the Initiative has commis-sioned and trademarked professional sets

of plans for steel-framed houses that takeadvantage of passive solar heating andcooling. Our brand name for them isEnviroSteel®, and we’re sharing thoseplans with CDCs around the state.

An EnviroSteel® house under construction

The DogwoodThe Persimmon

The Sweetbay The Trillium

Sample EnviroSteel® passive solar houses The Tupelo

®

The Initiative’s new Youth LeadershipProgram is working to ensure that a newgeneration of motivated community lead-ers will be ready to help neighbors in needwhen today’s professionals retire. This isanother of our efforts to strengthen thesustainability of community developmentefforts in North Carolina.

“We want to interest young peopleearly so that they will understand thatthere are career options in communityeconomic development,” PresidentEbonie Alexander says. “Whether it’s onthe legal side or on the architectural/engi-neering/design side, community relationsand marketing or another discipline, wewant to attract the next generation ofpractitioners of community economicdevelopment and leaders of nonprofits.We need to begin to groom that young,new leadership, and that’s what we’reworking to do.”

For the summer of 2008, the Initiativeand its community partners selected 15rising high school seniors to work andlearn at six-week internships with com-munity organizations across NorthCarolina. Each student received a $4,000

stipend for the summer and agreed to sethalf of that aside for higher education. Allthe students in the program gatheredtwice in Raleigh to share experiences andgain further insights from the Initiativestaff. We’re selecting a new class of youthleaders for 2009.

Though the program targets studentsthat school leaders and others considerpromising, we have another criterion forselection, as well.

“We are not looking to reach the A stu-dent but the B or C student,” Alexandernotes. “The A student will be well takencare of. But the C or low B student does-n’t have the same level of opportunities.We are really trying to attract these youngfolks and get them to see the skills andleadership potential within them.”

Indeed, students chosen were oftenecstatic for the opportunity and motivat-ed to gain all that they could from it.They amazed themselves with what theylearned and accomplished. Several saytheir future plans now include a publicservice career or a way to give back to theircommunities. Here is a sampling of theirexperiences, 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.

Naima Savage, PhilippiCommunity DevelopmentCorporation, Greenville“My assignment was to compile surveysand questionnaires from the communityabout what people thought about the sup-port from the CDC. I then presented thedata every Friday to my boss, Mr. RobertWilliams. I had to research grants andfind out how to write up the applicationsand submit three every week. I loved it.I actually still volunteer and help out anddo all that stuff. It helped me learn a lotmore about my community and whatyou have to do to help people. It’s not justwhat I thought they needed, but whatthey told me they needed help with. I’dlike to become a music therapist workingwith autistic children, and I’d like for mypractice to provide service to needy fam-ilies. I saw that people who had childrenwith special needs didn’t really get all thehelp 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 fortheir departments such as training, com-puter skills, transportation, etc. It was agood experience. I learned so much aboutthe world of work, and it showed me thedos and don’ts for when you get a job inthe real world. At college, one of myminors will be business because of whatI learned at OIC.”

Future plans: Elizabeth City State Univer-sity or East Carolina University

Josh Mackey, Cleveland CountyCommunity DevelopmentCorporation, Shelby“I pretty much took on the role of anassistant, helping in any way I could. Myboss, Karla Haynes, and her assistantMary Blevins pretty much showed me theropes around the whole business. Theyembraced me like a son. We were help-ing families find affordable homes,

giving people financial assistance whenthey were laid off. I can definitely seemyself going into community develop-ment as a career now. In fact, as a senior,I still volunteer at the CDC every day—it’s an awesome atmosphere.”

Future plans: Lenoir-Rhyne University orUniveristy of North Carolina Greensboro

Josh Mackey

From our very inception, accounta-bility has been a hallmark of the NorthCarolina Community DevelopmentInitiative. We are accountable to ourinvestors. 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 don’tjust send you money and say tell uswhat 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 arethe measurable outcomes that you aregoing to have? We look at your organ-ization holistically. We look at pro-ductivity, the bricks and mortardevelopment. And we ask, do youhave staff with the right trainingto achieve the goals you sayyou are going to?”

We also examine an organi-zation’s fiscal capacity to budgetand account for funds effectively andresponsibly. We insist on a clean auditand the professional accounting pro-cedures and internal controls that helpnonprofits to achieve one. We scruti-nize a CDC’s willingness and abilityto form appropriate partnerships toaccomplish its work, whether it bewith the 90-year-old neighborhoodmatron 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 anorganization. Is it truly communitybased? Is the board an actual govern-ing body, providing leadership and

oversight to the staff? The Initiativeoffers technical assistance and arrangestraining where needed to close gapsin capacity.

“At the end of the day, what we aretrying 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 todo it and to hold them accountable,”James says.

By approaching our mission in thismeticulous way, the Initiative upholdsits moral and ethical obligation to thetaxpayers, foundations, corporationsand others who invest in communi-ty development here. And equallyimportant, 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 substandardefforts.

We’re ever mindful that we remainworthy of investment precisely byinsisting that all of our grantees do soas well.

“When you look at the state’sinvestment in this work, they investin high-performing or matureorganizations and some new andemerging ones through the ruralcenter,” CEO Abdul Rasheed says.“We are unique. North Carolina isjust incredibly blessed and fortunateto have this level of commitment atthe state level and from the philan-thropic community to this work. Wehave this finely woven fabric oforganization. It is precious. And atthe Initiative, we take it as our dutyto 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

Representatives attending the 2008 Winter Grantee Retreat

North Carolina Community Development Initiative 5800 Faringdon PlaceRaleigh, NC 27609

Post Office Box 98148

Raleigh, NC 27624

919 828 5655

919 835 6071 Faxinfo@ncinitiative.orgwww.ncinitiative.org