Cornerstone Neighborhood Revitalization Initiative

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Executive Summary

Cornerstone Neighborhood Revitalization Initiative is a community development nonprofit in Ohio that rebuilds four near-east side neighborhoods without pushing out the people who live there. We buy vacant and blighted houses from the county land bank and other sellers, rehabilitate them and sell them to households earning below 80% of area median income through a community land trust, which keeps the homes permanently affordable. We train residents as construction apprentices who work on those homes and organize block clubs and neighborhood associations so residents shape what happens.

Decades of disinvestment left these neighborhoods with many vacant and tax-delinquent properties and house values far below the cost of fixing a house. That "appraisal gap" means market investors will not rehabilitate homes, so blight persists, and when investment does arrive from outside, long-time residents are often priced out. Our model uses public subsidy and community ownership to rebuild homes and keep them affordable, and uses the work itself to create jobs for neighbors.

With this grant we will rehabilitate about 8 homes in Year 1 through the community land trust, finish predevelopment on three new projects and employ 12 construction trades apprentices. Our goals are that every home is sold to a household below 80% of area median income, that at least 70% of apprentices who finish are working in the trades or a registered apprenticeship within 12 months and that block clubs or associations are active in all four neighborhoods. We do not promise that property values will rise or that displacement will stop.

Our Year 1 budget: about $2,504,000, growing to about $3,815,661 by Year 5. Of the Year 1 budget, about $1,480,000 is project financing that passes straight through to construction and property purchases, and about $1,024,000 is our operating budget. Each year's budget is planned to balance, with a small surplus. We have 10 paid staff in Year 1 and 13 by Year 5. City operating support, developer fees and lending revenue and bank investments add support, so grants fall from about 71% of our operating income in Year 1 to about 54% in Year 5.

We are asking the Greater Columbus Neighborhood Fund for $228,000 for two Neighborhood Revitalization Specialists, part of the apprentice wage budget and predevelopment for three new projects. Project financing, city support, other grants and gifts cover the rest.

I am Terrence Okafor, the Executive Director, a licensed real estate developer with 18 years in affordable housing and neighborhood development in Ohio. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Cornerstone Neighborhood Revitalization Initiative is a nonprofit community development corporation in Ohio. We are a 501(c)(3) public charity, governed by a volunteer board of directors. We will provide our IRS determination letter, audited financial statements and most recent Form 990 with this proposal.

Our mission. To rebuild neighborhoods from within, by rehabilitating homes into permanent affordable ownership, training residents for good jobs and organizing neighbors to lead.

What we believe. Revitalization is not a real estate project. A neighborhood that gets rehabilitated houses and loses its long-time residents has not been revitalized. Housing is one essential tool among several. We design every project so that existing residents benefit first and the affordability lasts.

How we started. Cornerstone began as faith leaders, block club captains and a retired city planner documenting vacancy block by block after the foreclosure crisis. They pressured the city to board abandoned properties and acquired their first house with a small foundation grant. A contractor volunteered his time, and the house was sold to a first-time buyer who grew up in the neighborhood.

What we offer:
- Home rehabilitation. We acquire vacant properties from the county land bank, the city and private sellers, rehabilitate them to code with efficient systems and sell them to buyers earning 30% to 80% of area median income.
- Community land trust. Buyers own the house and lease the land from the community land trust under a long ground lease with a resale formula, so the next buyer also pays an affordable price. Residents are elected to the land trust board.
- Predevelopment. We pay for the surveys, environmental assessments, inspections, architecture and title work that every project needs before construction financing is available.
- Construction trades apprenticeship. A 20-week paid program in which apprentices are our employees, working about 24 hours a week on our project sites under licensed contractors and learning carpentry, electrical, plumbing and finish skills, safety and OSHA 10. We help graduates apply to union programs and contractors.
- Commercial corridor support. Help for small business owners on two corridors with leases, financing and city programs, and organizing merchant groups. We do not own the buildings.
- Community organizing. Support for block clubs and neighborhood associations in all four neighborhoods.

Who we serve. Households in four near-east side neighborhoods. Buyers earn between 30% and 80% of area median income. Apprentices are residents of our neighborhoods first, then other city residents who are unemployed or returning from incarceration.

What we do not do. We do not provide emergency rental assistance or homeless services. We do not do market-rate development. We do not give legal or tax advice. We do not guarantee that property values will rise.

How we are run. A fifteen-member volunteer board of directors oversees the organization and approves the budget and every acquisition and sale. The board includes five neighborhood residents (three elected by the land trust's members), an architect, a real estate attorney, a banker, a general contractor, a workforce specialist, a public health researcher, a faith leader, a state housing agency representative as a non-voting advisor and two at-large members. An outside CPA firm audits our books every year.

Where things stand today. We have a pipeline of projects in different stages, a record of completed homes and letters of support from the land bank, the city housing division and a bank. Before we expand, our attorney will review the ground lease and the apprentice employment forms.

Problem & Opportunity

Our four near-east side neighborhoods have lived through decades of disinvestment. Highway construction cut communities apart, discriminatory lending kept Black families from building equity and the foreclosure crisis emptied block after block. Many parcels are now vacant or tax-delinquent, and the county land bank holds hundreds of properties in these neighborhoods alone.

The financial problem is the appraisal gap: the cost to rehabilitate a house is often higher than what the finished house will appraise for, so lenders will not lend and private developers will not build. Public subsidy is the only way to close that gap, and without it, blight persists.

Blight is not passive. Vacant houses attract dumping, fires and crime and depress the value of the occupied homes next to them. Residents who stay feel powerless.

When investment finally comes, it can displace. Rising land values nearby are already attracting speculators. If homes are sold at market prices, long-time residents and their children cannot afford them.

The construction trades are a pathway to the middle class for people without a four-year degree. Residents of our neighborhoods have been underrepresented in union and contractor programs, partly because of access barriers: awareness, applications and the need to earn while learning.

We want to be clear about what we know and do not know. We know that subsidized rehabilitation closes the appraisal gap, that a land trust keeps homes affordable and that apprentices who work on real projects gain skills. We do not know how fast prices will change or whether a given block will turn around. We will use the most recent numbers from the census, the land bank and the city in our final application and will not overstate them.

Products & Services

Cornerstone will buy, rehabilitate and permanently protect the affordability of homes, train neighbors to do the work and organize residents to lead.

How it works, step by step:
1. Property identification. The Property Acquisition and Disposition Manager works with the county land bank, the city and sellers to find salvageable properties on blocks with occupied neighbors. We do not acquire what we cannot afford to rehabilitate.
2. Predevelopment. For each property, we commission an environmental assessment (about $3,500), an inspection (about $1,800), architectural drawings (about $15,000) and title and legal work (about $4,700), or about $25,000 per project, before construction financing is available.
3. Financing. We assemble project financing from federal and state housing funds, tax credit equity where a project qualifies and construction loans. We do not start construction on a project that is not fully financed.
4. Construction. We hire licensed general contractors through competitive bids. Apprentices work on the site under contractor supervision. Where federal funds are used, we follow the required environmental review, wage and hiring rules.
5. Sale through the community land trust. Buyers earning 30% to 80% of area median income complete homebuyer education and purchase the house, and the land trust holds the land under a ground lease with a resale formula.
6. Apprenticeship. Each 20-week cohort of 6 apprentices works about 24 hours a week as our employees on project sites, learns trades and safety and earns OSHA 10. A coordinator helps graduates apply to unions and contractors and follows up at 6 and 12 months.
7. Corridors and organizing. A Commercial Corridor Activator helps small businesses and merchant groups, and a Community Organizing Specialist supports block clubs, associations and the land trust board.
8. Follow-up. Buyers are connected to post-purchase counseling for the first year. We track every home, every apprentice and every block club.

What this grant will pay for. Two Neighborhood Revitalization Specialists, part of the apprentice wage budget and predevelopment for three new projects. The rest of the budget comes from project financing, city operating support, developer fees, bank investments, other grants and gifts.

Market Analysis

Who benefits: households in four neighborhoods that need permanently affordable homes, residents seeking trades careers, small business owners and the neighborhoods themselves.

Our primary group is households earning below 80% of area median income. We will use the most recent numbers from the census, the city housing study and the land bank in our final application. Our secondary group is unemployed and underemployed residents who want trades work. Our third group is small business owners on two commercial corridors.

How we sized our plan. We plan to rehabilitate 8 homes in Year 1 at about $140,000 in construction each ($1,120,000) and about $45,000 to acquire each ($360,000), growing to 12 homes by Year 5. We plan 12 apprentices a year in two cohorts of 6. Costs rise about 3% a year and volume rises about 11% a year.

Demand data. Our waiting list for affordable homeownership has more than 60 qualified households, and our last apprenticeship cycle had 47 applicants for 12 places.

We do not build everywhere. We focus on blocks where occupied neighbors want help, and we tell buyers honestly about timelines.

Competitive Landscape

Other organizations working on housing in our area, and how we relate to them.

- The county land bank and city housing division. They hold and fund properties. We are a partner and a buyer, and we sell the homes we rehabilitate.
- The housing authority. It manages public housing and vouchers. We refer households who want ownership.
- Large affordable housing developers. They usually build large projects. We focus on small scale infill and rehabilitation that large developers pass over.
- Habitat and sweat-equity builders. They help families who can contribute labor. We serve a broader range of households, including older and disabled buyers, and coordinate to avoid overlap.
- Emergency housing and rental assistance agencies. We refer households in crisis to them.
- Private investors and flippers. They sell at market prices. We keep homes affordable through the land trust.

What makes us different.
- Permanent affordability through the community land trust, with residents on the board.
- Paid apprentices who work on the homes in their own neighborhoods.
- Predevelopment capacity for small projects that need it most.
- Community organizing alongside real estate.
- Honest reporting on every home and every dollar.

What we do not claim. We are one of several organizations. Others have more capital and reach. We plan to earn trust one block at a time.

Marketing & Sales Strategy

How we will reach buyers, apprentices, businesses and partners.

Buyers. We will use our waiting list, faith communities, neighborhood associations, employers and homebuyer education partners, and knock on doors on blocks where we are working to explain the homeownership program and the land trust.

Apprentices. We will recruit through workforce centers, adult education, reentry coalitions and word of mouth from graduates, and attend construction job fairs. We have letters from union apprenticeship programs willing to review our graduates.

Small businesses. We will work with the small business development center, lenders and chambers, and offer practical help with leases and city programs.

City, county and state. We will meet the housing division and land bank each quarter and share our data. We follow the funding agencies' rules on environmental review, procurement and reporting.

Funders. We will report results as totals twice a year and in an annual report and invite funders to closings and graduations. We will not use photographs or stories of residents without clear, written permission.

Operations Plan

How the program will be carried out.

Timeline for Year 1:
- Months 1 to 3: Close on acquisitions of three properties, commission environmental assessments and inspections, begin architectural drawings, recruit the first apprentice cohort and hire any open positions.
- Months 4 to 6: Begin construction on homes in the pipeline, start the first cohort of 6 apprentices.
- Months 7 to 9: Complete homes and begin sales through the land trust, finish financing applications for the three new projects.
- Months 10 to 12: Second apprentice cohort, closings, 6-month follow-up with the first cohort, year-end report to funders and the land trust's annual member meeting.

Pipeline. The Housing Development Director manages projects in acquisition, predevelopment, financing, construction and sale. A project takes 18 to 36 months from acquisition to sale. In Year 1 the plan funds construction on 8 homes at about $140,000 each and acquisition of 8 properties at about $45,000 each, financed project by project. This is $1,480,000 of the budget, and the funding for it flows to contractors and sellers, not to our operating costs.

Predevelopment for three new projects. Each project needs about $3,500 for an environmental assessment, $1,800 for an inspection, $15,000 for architecture and $4,700 for legal and title work, or $25,000 each and $75,000 for three.

Apprentice wages and controls. Apprentices are employees. Each works about 24 hours a week for 20 weeks at $16.50 an hour, about $7,900 in wages plus about 12% for payroll taxes and workers' compensation, or about $8,900. Two cohorts of 6 cost about $106,800. Hours are approved weekly by the Apprenticeship Coordinator and reviewed by the Executive Director. OSHA 10 fees are paid directly to the provider. Apprentices work only under direct supervision. On projects where federal wage rules apply, we follow them with our attorney's advice.

Land trust governance. The land trust is governed by a board with resident members elected by the membership. Buyers hold their homes under ground leases with a resale formula.

Staffing. In Year 1: an Executive Director, a Housing Development Director, three Neighborhood Revitalization Specialists, a Property Acquisition and Disposition Manager, a Commercial Corridor Activator, a Construction Trades Apprenticeship Coordinator, a Community Organizing Specialist and a part-time Program Coordinator. We add a fourth specialist in Year 3, a second Corridor Activator in Year 4 and a Housing Counseling Coordinator in Year 5.

Insurance and compliance. We carry general and professional liability, builders risk on active projects, commercial auto, directors and officers and workers' compensation insurance, and require contractors to name us as additional insured. Insurance is about $28,000 a year in Year 1.

Management & Organization

The people who will carry out the program.

Terrence Okafor, Executive Director. A licensed Ohio real estate developer with 18 years in affordable housing and neighborhood development, including prior roles at a community development corporation and a state housing agency. He leads strategy, funder relationships, finance and hiring, reports to the board and is the main contact for the city and funders. (Replace this paragraph with your own background.)

Housing Development Director. Manages the project pipeline, financing and construction oversight.

Neighborhood Revitalization Specialists. Each manages several projects and the community engagement in one or two neighborhoods.

Property Acquisition and Disposition Manager. Finds and acquires properties, manages title and closings.

Commercial Corridor Activator. Works with property owners, businesses and merchant groups on two corridors.

Construction Trades Apprenticeship Coordinator. Recruits apprentices, coordinates contractors and union programs and tracks outcomes for 12 months.

Community Organizing Specialist. Supports block clubs, associations and the land trust board.

Program Coordinator (part-time). Keeps records and prepares reports.

Board of directors. Fifteen volunteers who meet monthly. The board approves every acquisition and sale and the budget and audit, and does not receive pay.

Staff pay in this plan includes payroll taxes and workers' compensation. Salaries are Executive Director $88,000, Housing Development Director $82,000, Neighborhood Revitalization Specialist $58,000 each, Property Acquisition and Disposition Manager $66,000, Commercial Corridor Activator $60,000, Construction Trades Apprenticeship Coordinator $60,000, Community Organizing Specialist $56,000, part-time Program Coordinator $30,000 and Housing Counseling Coordinator $56,000. Replace them with the pay you can offer where you live.

Milestones Narrative

Our goals for each year and how we will measure them.

- Before expanding: confirm financing commitments for the first projects, get letters of support from the land bank, city and a lender, review the ground lease and apprentice employment forms with an attorney and recruit the first apprentice cohort. Do not start construction on a project that is not fully financed.
- Year 1: Rehabilitate about 8 homes, finish predevelopment on three new projects and employ 12 apprentices. A balanced budget of about $2,504,000, with a small surplus of about $53,620. 10 paid staff.
- Year 2: Rehabilitate about 9 homes and grow the land trust membership to at least 60 households. A balanced budget of about $2,737,200, with a small surplus of about $57,960. 10 paid staff.
- Year 3: Rehabilitate about 10 homes and add a fourth specialist. A balanced budget of about $3,059,408, with a small surplus of about $62,954. 11 paid staff.
- Year 4: Rehabilitate about 11 homes and add a second Corridor Activator. A balanced budget of about $3,419,685, with a small surplus of about $69,511. 12 paid staff.
- Year 5: Rehabilitate about 12 homes and add a Housing Counseling Coordinator. A balanced budget of about $3,815,661, with a small surplus of about $76,533. 13 paid staff.

What we measure:
- Homes rehabilitated and sold, by buyer income, and each project's all-in cost.
- Land trust ground leases in force and the number of permanently affordable homes.
- Apprentice enrollment, OSHA 10 completion and placement in trades work at 6 and 12 months.
- Predevelopment projects advanced and the time from acquisition to construction start.
- Block clubs and associations active, with meeting records.
- Construction cost against budget and contingency used.

How we review results. The Housing Development Director reviews the pipeline weekly, and the board reviews results at each monthly meeting and the audit each year. We publish an annual community report, including outcomes that fell short. Every number in this plan is a goal, and we will report what really happens, including when we fall short.

Funding Request

What we are asking for, and how the money will be used. Our request: $228,000 from the Greater Columbus Neighborhood Fund for two Neighborhood Revitalization Specialists, part of the apprentice wage budget and predevelopment for three new projects, for July 2027 through June 2028.

The request is spread across these budget lines:
- Personnel: Neighborhood Revitalization Specialist salaries (two of three specialists), $116,000 (other funds add $58,000).
- Other: Construction trades apprentice wages for two cohorts of 6, paid through payroll to apprentices as employees (part of the apprentice wage budget), $62,000 (other funds add $44,800).
- Contractual: Predevelopment for three new projects: environmental assessments, inspections, architecture and title work, paid to professionals under written agreements (part of the predevelopment budget), $50,000 (other funds add $25,000).

Other money in the program. Other grants, contracts, earned income and gifts pay the other $2,225,580 of Year 1 costs, including the matching amounts above. All Year 1 costs are listed below.

Year 1 budget: about $2,504,000, planned to balance with a small surplus (about $53,620 after spreading startup and equipment costs over five years). Year 1 money coming in: grants $724,000 (this request plus other grants we are applying for), project Financing and Subsidies (HOME, CDBG, Tax Credit Equity and Construction Loans) $1,480,000, city Operating Support (Federal Block Grant Funds) $150,000, developer Fees and Lending Revenue $90,000, bank CRA Investments and Corporate Sponsors $60,000. Year 1 costs: executive Director $88,000; housing Development Director $82,000; neighborhood Revitalization Specialist (3 positions) $174,000; property Acquisition and Disposition Manager $66,000; commercial Corridor Activator $60,000; construction Trades Apprenticeship Coordinator $60,000; community Organizing Specialist $56,000; program Coordinator (part-time) $30,000; predevelopment: Environmental, Inspections, Architecture and Title for New Projects $75,000; construction Trades Apprentice Wages and Payroll Costs (Paid Through Payroll) $106,800; office Rent and Utilities $36,000; technology and Project Management Software $14,000; vehicle Operations $18,000; insurance $28,000; community Organizing Materials and Events $20,000; staff Training and Credentials $10,000; evaluation and Reporting $10,000; administration and Accounting $24,000; home construction and property acquisition for the year, paid to contractors and sellers and financed project by project $1,480,000; and about $15,780 a year for spreading startup and equipment costs over five years. These add up to $2,453,580.

How we planned the budget. Of the Year 1 budget, $1,480,000 is project financing that passes straight through to construction ($1,120,000) and property purchases ($360,000), financed project by project through federal and state housing funds, tax credit equity where a project qualifies and construction loans. Our operating budget is about $1,024,000. Predevelopment is $75,000 for three projects, and apprentice wages are $106,800. We hold a contingency of about 10% in every project budget, funded from the project.

About government and project financing. Federal block grant and home investment funds come through the city, state housing finance agencies award tax credits competitively, and lenders provide construction loans. These sources are competitive, awarded for set periods and subject to appropriations, program rules and market conditions. We do not count tax credit equity until it is awarded, and the amounts in this plan are planning estimates, not promises.

One-time startup costs. Startup costs of $62,900 are paid once from startup money and are listed item by item in the Startup Costs section.

How we got our startup number. The Funding Need Calculator in this plan adds the startup costs ($62,900), the cash the budget uses before it levels out (about $35,080) and a cash cushion of about $239,450, which is three months of Year 1 operating costs. That comes to about $337,430, rounded up to the nearest $500: $337,500. We start with $20,000 of our own savings and $320,000 in startup support from a community foundation, a bank's community investment fund and our board, $340,000 in all, which covers that amount.

The next five years. Our budget grows from about $2,504,000 in Year 1 to about $3,815,661 in Year 5. Grants are planned at $724,000, $680,000, $696,000, $707,000, $716,000 in Years 1 to 5, and project Financing and Subsidies (HOME, CDBG, Tax Credit Equity and Construction Loans) grow from $1,480,000 to $2,499,661; city Operating Support (Federal Block Grant Funds) grow from $150,000 to $230,000; developer Fees and Lending Revenue grow from $90,000 to $230,000; bank CRA Investments and Corporate Sponsors grow from $60,000 to $140,000. Grants fall from about 71% of our income in Year 1 to about 54% in Year 5, not counting project financing, which passes straight through to construction and property costs.

Savings. We plan to keep several months of costs in savings. The lowest year-end balance in the plan is about $242,000, at the end of Year 1. Government and grant payments often arrive after we bill or after we submit reports, and project funds are held in separate accounts and drawn as work is completed. We plan for about $175,280 owed to us at the end of Year 1.

After the grant. Our plan is to grow developer fees and lending revenue, to expand city and state support as our record accumulates and to invite banks to invest. A record of completed homes, kept affordable, strengthens our case for public funding.

Risks and how we will handle them:
- Construction costs rise. We use fixed-price contracts, hold a 10% contingency and do not start a project that is not fully financed.
- Tax credit equity or federal funds fall. We underwrite conservatively and shift toward homeownership projects that depend less on tax credits.
- A property has unexpected contamination. We commission an environmental assessment before every acquisition and carry appropriate insurance.
- A contractor defaults. We require performance bonds on larger projects and keep replacement contractors.
- An apprentice is injured. Apprentices work under direct supervision, with safety training and workers' compensation.
- A grant ends. We keep savings, grow developer fees and city support and keep our overhead low.

If you are just starting. A new organization can begin before it has its own 501(c)(3) status through a fiscal sponsor: an established nonprofit that receives grants for you and passes them to your program, usually for a fee (commonly around 5% to 10% of the grant, sometimes more; ask before you agree). Another way is to start with one property: acquire a single house from the land bank, document every cost from acquisition to sale and use that record to apply for your second project. Funders ask for real costs, so keep every number.

Appendix Notes

Documents to attach with this proposal:

- Your IRS 501(c)(3) determination letter.
- Your most recent audited financial statements and your current year budget.
- A list of your board members, with backgrounds, licenses and neighborhood affiliations.
- Resumes for your Executive Director and Housing Development Director.
- A project pipeline table: address, acquisition date and cost, units, income level, financing, stage and projected completion.
- Completed project data for the last three years: units, buyer income and all-in cost per unit.
- Your ground lease template and a summary of leases in force.
- Letters of support from the land bank, city housing division and a lender.
- Your apprenticeship curriculum, wage policy, safety plan and outcome data, shown as totals.
- Proof of general and professional liability, builders risk, directors and officers and workers' compensation insurance.
- Your environmental review protocol and your conflict-of-interest policy.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Income: Grant Revenue: $724,000 in Year 1, growing to $716,000 by Year 5; Project Financing and Subsidies (HOME, CDBG, Tax Credit Equity and Construction Loans): $1,480,000 in Year 1, growing to $2,499,661 by Year 5; City Operating Support (Federal Block Grant Funds): $150,000 in Year 1, growing to $230,000 by Year 5; Developer Fees and Lending Revenue: $90,000 in Year 1, growing to $230,000 by Year 5; Bank CRA Investments and Corporate Sponsors: $60,000 in Year 1, growing to $140,000 by Year 5.
- Homes: 8, 9, 10, 11, 12 in Years 1 to 5; construction about $140,000 and acquisition about $45,000 per home in Year 1, with total project costs rising about 14% a year (cost inflation and more homes).
- Predevelopment: about $25,000 per project; apprentices: 12 a year at about $8,900 each (20 weeks at 24 hours a week at $16.50, plus about 12% for payroll costs). Project financing equals each year's construction and acquisition cost and passes through.
- Pay (a full year, per person, including payroll taxes and workers' compensation): executive director $88,000; housing development director $82,000; neighborhood revitalization specialist $58,000; property acquisition and disposition manager $66,000; commercial corridor activator $60,000; construction trades apprenticeship coordinator $60,000; community organizing specialist $56,000; program coordinator (part-time) $30,000; housing counseling coordinator $56,000.
- Other yearly costs in Year 1: predevelopment: Environmental, Inspections, Architecture and Title for New Projects $75,000, construction Trades Apprentice Wages and Payroll Costs (Paid Through Payroll) $106,800, office Rent and Utilities $36,000, technology and Project Management Software $14,000, vehicle Operations $18,000, insurance $28,000, community Organizing Materials and Events $20,000, staff Training and Credentials $10,000, evaluation and Reporting $10,000, administration and Accounting $24,000. These grow between 4% and 8% a year, and negative growth means a cost that is highest in Year 1.
- Startup costs ($62,900) and later equipment are spread evenly over five years in the plan's books, about $15,780 a year.
- About 7% of each year's income is still owed to us at year end.
- Tax: none, as a nonprofit.
- Every dollar amount is an estimate. Replace them with your own quotes and real budget.

Startup Costs