Heartland Forward Rural Community Development Corporation

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Executive Summary

Heartland Forward Rural Community Development Corporation is a nonprofit in southwest Kansas that helps twelve rural counties keep the things that keep a community alive: decent housing, work, a connection to the internet and local leaders who can get things done. We organize groups of families to build their own homes together through USDA's mutual self-help housing model, advise small farms and businesses at no charge, map and advocate for broadband and teach digital skills, run a paid Rural Trades Apprenticeship and help each county's resident-led community development committee make and carry out a plan.

Rural community development is not urban community development at a smaller scale. Distances are long, populations are thin, and the closest licensed electrician may be 80 miles away. Builders will not build a $180,000 house in a town where the finished house appraises for $110,000, so housing is not replaced, and young families and the workers local employers need cannot find a place to live. Broadband lags, and small businesses and farms struggle to reach customers and credit.

With this grant we will help build 14 homes in Year 1 (10 through self-help groups and 4 through contractors), employ 12 apprentices, advise about 60 farms and small businesses and support all twelve county committees. Our goals are that every home goes to a household below 80% of area median income, that at least 65% of apprentices who finish are working in the trades or in further training within 12 months and that every county committee has a written action plan. We do not promise population growth, farm profits or broadband at any particular address.

Our Year 1 budget: about $2,529,000, growing to about $4,005,679 by Year 5. Of the Year 1 budget, about $1,568,000 is project financing that passes straight through to home construction and lots, and about $961,000 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 12 by Year 5. USDA self-help technical assistance, developer fees and gifts add support, so grants fall from about 51% of our operating income in Year 1 to about 38% in Year 5.

We are asking the Rural Communities Foundation of Kansas for $160,000 for one Regional Community Development Specialist, part of the apprentice wage budget and predevelopment for two new housing projects in communities under 2,500 residents. Project financing, USDA contracts, other grants and gifts cover the rest.

I am Patrice Harrington, the Executive Director, a Kansas native with 14 years in rural housing and economic development, including service as a USDA Rural Development area director. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Heartland Forward Rural Community Development Corporation is a nonprofit organization in Kansas. We are a 501(c)(3) public charity, governed by a volunteer board of directors. We plan to operate as a sponsor of the USDA Mutual Self-Help Housing program. We will provide our IRS determination letter, any USDA sponsor approval, audited financial statements and most recent Form 990 with this proposal.

Our mission. To strengthen rural Kansas communities from within, through housing, work, connection and local leadership.

What we believe. Rural communities are not dying. They are underserved by programs designed for cities. The people who stay are farmers, ranchers, teachers, nurses and small business owners who deserve the same housing, jobs and connectivity as anyone. Community development works when residents lead, so every county has a committee of its own people.

How we started. Heartland Forward began when a county extension educator, a retired USDA area director and a church pastor documented vacant storefronts, farmhouses with blue tarps on the roof and students doing homework in fast food parking lots for Wi-Fi. They held listening sessions in twelve county seats, and housing and jobs came first in every county.

What we offer:
- Self-help and affordable housing. Groups of families build each other's homes under a construction supervisor, contributing 1,000 to 1,500 hours of labor each, which lowers cash costs and substitutes for part of a down payment. We also build a smaller number of homes with contractors, including for older residents who cannot contribute labor.
- Predevelopment. For small towns without planners, we pay for site assessment, engineering, architecture and applications.
- Enterprise advising. A free advisor helps farms and small businesses with plans, enterprise budgets and access to USDA and other programs. We do not make loans.
- Broadband and digital skills. Address-level mapping of coverage, advocacy to carriers and cooperatives, and monthly digital literacy classes at libraries. We do not promise service to any address.
- Rural Trades Apprenticeship. A 20-week paid program in which apprentices are our employees, working about 20 hours a week on our project sites under licensed contractors and learning carpentry, electrical, plumbing and HVAC basics, welding and well and septic maintenance, with OSHA 10 and a community college partner for classroom instruction.
- County community development committees. Facilitation, planning and grant help for a resident committee in each of twelve counties.

Who we serve. Households earning below 80% of area median income, small farms and businesses and residents of twelve southwest Kansas counties. There is no charge for advising, classes or apprenticeship.

What we do not do. We do not make loans, give legal or tax advice or provide emergency financial help. We do not promise population growth, farm profit or broadband to any address.

How we are run. A fourteen-member volunteer board of directors oversees the organization and approves the budget and every housing project. The board includes rural residents from three subregions, two county commissioners, a USDA area director as a non-voting advisor, an extension specialist, a rural hospital administrator, a rural electric cooperative manager, a banker, an agricultural lender and two at-large members. An outside CPA firm audits our books every year.

Where things stand today. We have a pipeline of projects, a list of 90 households interested in housing and letters of support from USDA, the state housing agency and county committees. Before we expand, our attorney will review the sweat equity agreement, contractor agreements and apprentice employment forms.

Problem & Opportunity

Rural depopulation reinforces itself. Each lost family reduces the tax base, which weakens schools and roads, which pushes the next family to leave. Every county in our area has lost population in most recent decades, and the median age is rising.

Housing is the foundation. Where median home values are around $115,000 and a modest new home costs far more to build, private builders do not build, and older homes age in place. A rural housing needs assessment found a shortage of well over a thousand affordable units in our counties, and employers say housing is the first barrier to hiring.

Broadband is the second. Without reliable internet, a household cannot work remotely, use telehealth, manage a modern farm or run an online business. National coverage maps have been shown to overstate rural availability, and our own address-level surveys find larger gaps.

Small businesses and farms are the third. Closed storefronts mean lost jobs and services, and farm consolidation reduces the number of farm families. Beginning farmers and small businesses struggle to prepare for USDA and bank credit.

The trades shortage compounds everything. When a roof fails or a furnace stops, the nearest qualified worker may be hours away and booked for months.

We want to be clear about what we know and do not know. We cannot reverse farm consolidation, raise commodity prices or reopen a hospital. We know that housing and work are conditions for a community to keep its people. We will use the most recent numbers from the census, USDA and the state in our final application and will not overstate them. USDA direct loan funding is limited and varies from year to year.

Products & Services

Heartland Forward will organize self-help and contractor-built housing, support small farms and businesses, expand digital access, train rural tradespeople and help county committees lead.

How it works, step by step:
1. County priorities. Each county committee meets quarterly with a Regional Community Development Specialist to review housing, jobs, broadband and infrastructure and set priorities. We do not impose a template.
2. Site and predevelopment. For each project, we pay for a site assessment, engineering and soils review, drawings and the application, about $27,000 per project, so small towns can compete for funding.
3. Financing. We assemble USDA loans where available, state housing funds and local support, and we do not start construction until financing is committed.
4. Self-help construction. A group of 6 to 12 households signs a sweat equity agreement, contributes 1,000 to 1,500 hours each and builds all the group's homes together under a construction supervisor. Where a member leaves, we backfill from our list.
5. Contractor-built homes. A smaller number of homes are built by licensed contractors, including for older residents.
6. Advising. The Small Business and Agricultural Enterprise Advisor visits each county twice a month, holds open office hours at extension offices and helps with plans, budgets and program applications.
7. Broadband. The Broadband and Digital Access Coordinator maintains an address-level map, advocates to carriers and cooperatives and teaches monthly digital skills classes at libraries.
8. Apprenticeship. Each 20-week cohort of 6 apprentices works about 20 hours a week as our employees on active sites under licensed contractors, completes OSHA 10 and takes classroom modules with a community college partner. We reimburse travel on documented trips.
9. Follow-up. We follow every apprentice at 6 and 12 months and every homebuyer through the first year.

What this grant will pay for. One Regional Community Development Specialist, part of the apprentice wage budget and predevelopment for two new projects. The rest of the budget comes from project financing, USDA technical assistance, developer fees, other grants and gifts.

Market Analysis

Who benefits: households below 80% of area median income in twelve counties, small farms and businesses, rural workers and county communities.

Our primary group is rural households that cannot afford market housing. We will use the most recent numbers from the census, USDA and the state housing agency for our counties in our final application. Our secondary group is small farms and businesses. Our third group is residents who want trades work.

How we sized our plan. In Year 1 we plan 10 self-help homes (cash cost about $86,000 each, not counting the value of sweat equity) and 4 contractor-built homes (about $128,000 each), on lots averaging $14,000. That is $1,568,000 of project costs financed project by project. We plan 22 homes by Year 5. We plan 12 apprentices a year, and enterprise advising for about 60 farms and small businesses in Year 1.

Demand data. Our interest list has about 90 households, our last apprenticeship cycle had 34 applicants for 12 places and our advisor has a waiting list.

We do not take every request. Projects go where a county committee, a site and financing line up.

Competitive Landscape

Other organizations, and how we relate to them.

- USDA Rural Development. It runs loan and grant programs for housing, businesses and broadband. We are a partner and a technical assistance provider, and do not replace it.
- State housing agency and department of commerce. They fund and regulate. We apply for their programs and share our results.
- County community action agencies. They provide emergency help and weatherization. We refer households to them.
- Extension. It provides agricultural education. We work with it and focus on business planning and program access.
- Rural electric and telephone cooperatives and carriers. They provide infrastructure. We map gaps and advocate.
- Private builders. They build where houses appraise. We build where they cannot.

What makes us different.
- Self-help housing, which cuts cash costs and builds community.
- A physical presence in twelve counties through three subregional offices.
- A paid trades apprenticeship designed for the breadth rural work requires.
- Address-level broadband maps instead of national maps.
- County committees that carry the work on after our staff leaves.

What we do not claim. We are one organization in a very large area. Government agencies and carriers have far more resources. We plan to earn trust one county at a time.

Marketing & Sales Strategy

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

Households. We will work through county committees, USDA offices, extension offices, clinics, senior centers, churches and word of mouth. We do not depend on internet outreach in areas without service.

Farms and businesses. Our advisor holds open hours at each county extension office twice a month and accepts referrals from USDA, the small business development center and county committees.

Apprentices. We will recruit through workforce centers, community college advising, high school career and technical education teachers, county committees and graduates.

Broadband. We will reach households through libraries, county fairs and extension offices, and we will not send online announcements to households without service.

Partners. We will meet USDA, the state housing agency and the state department of commerce regularly, present to each county commission each year and invite officials to project dedications and graduations.

Funders. We will report results as totals twice a year and in an annual report. We will not use photographs or stories of households without clear, written permission.

Operations Plan

How the program will be carried out.

Timeline for Year 1:
- Months 1 to 3: Close site control on two new projects, commission site assessments, engineering and drawings, submit USDA and state applications, recruit the first apprentice cohort and finish annual planning with all twelve county committees.
- Months 4 to 6: Begin construction on homes in the pipeline, start the first cohort of 6 apprentices and finish the address-level broadband survey in four counties.
- Months 7 to 9: Complete homes and begin sales or lease-up, hold digital literacy classes in all twelve counties.
- Months 10 to 12: Second apprentice cohort, year-end reports, USDA annual sponsor report and planning for Year 2.

Service area. Our counties cover more than 15,000 square miles, so we work from three subregional offices and plan field schedules by county cluster. The vehicle and travel costs ($36,000 in Year 1) are a real and unavoidable part of rural work.

Homes. In Year 1 the plan funds 10 self-help homes (about $86,000 cash each) and 4 contractor-built homes (about $128,000 each) and 14 lots (about $14,000 each), $1,568,000 in all, financed project by project through USDA loans, state housing funds and local support. Self-help families also contribute labor valued at about $12,000 each, which is not counted in the cash budget. Homes are sold or rented to households below 80% of area median income.

Predevelopment for two new projects. Each project needs about $6,500 for a site assessment and environmental review, $4,800 for engineering and soils, $12,500 for drawings and $3,200 for application preparation and legal fees, or $27,000 each and $54,000 for two.

Apprentice wages and controls. Apprentices are employees. Each works about 20 hours a week for 20 weeks at $16.00 an hour, about $6,400 in wages plus about 12% for payroll taxes and workers' compensation, or about $7,200. Two cohorts of 6 cost about $86,000. Hours are approved weekly by the Apprenticeship Coordinator. Travel is reimbursed at about $500 per apprentice on documented trips. Apprentices work only under direct supervision of licensed contractors.

Staffing. In Year 1: an Executive Director, a Rural Development Director, three Regional Community Development Specialists, a Rural Housing and Infrastructure Manager, a Small Business and Agricultural Enterprise Advisor, a Broadband and Digital Access Coordinator, an Apprenticeship Coordinator and a part-time Program Coordinator. We add a fourth specialist in Year 4 and a second advisor in Year 4.

Privacy. Client records are kept in a secure system, shared only with permission except where USDA rules require it, and reported to funders as totals.

Insurance. We carry general and professional liability, commercial auto, directors and officers and workers' compensation insurance. Insurance is about $22,000 a year in Year 1.

Management & Organization

The people who will carry out the program.

Patrice Harrington, Executive Director. A Kansas native with 14 years in rural housing and economic development, including service as a USDA Rural Development area director. She leads strategy, government partnerships, funder relationships and hiring, reports to the board and is the main contact for USDA and state agencies. (Replace this paragraph with your own background.)

Rural Development Director. Manages the housing pipeline, financing applications and USDA sponsor compliance.

Regional Community Development Specialists. Each is based in a subregional office and supports four counties and their committees.

Rural Housing and Infrastructure Manager. Oversees construction, self-help groups, materials and compliance.

Small Business and Agricultural Enterprise Advisor. Advises farms and small businesses and helps with program applications.

Rural Broadband and Digital Access Coordinator. Maps gaps, advocates and teaches digital skills.

Rural Trades Apprenticeship Coordinator. Recruits apprentices, coordinates the community college and contractors and tracks outcomes for 12 months.

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

Board of directors. Fourteen volunteers who meet quarterly. The board approves the budget and every housing project and does not receive pay.

Staff pay in this plan includes payroll taxes and workers' compensation. Salaries are Executive Director $82,000, Rural Development Director $74,000, Regional Community Development Specialist $56,000 each, Rural Housing and Infrastructure Manager $62,000, Small Business and Agricultural Enterprise Advisor $60,000, Broadband and Digital Access Coordinator $56,000, Apprenticeship Coordinator $58,000 and part-time Program Coordinator $28,000. 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 sites and financing for the first projects, get letters of support from USDA, the state housing agency and county committees and review the sweat equity agreement and apprentice employment forms with an attorney. Do not start construction on a project that is not fully financed.
- Year 1: Complete 14 homes (10 self-help and 4 contractor-built), employ 12 apprentices, advise about 60 farms and businesses and support all twelve county committees. A balanced budget of about $2,529,000, with a small surplus of about $53,780. 10 paid staff.
- Year 2: Complete 16 homes and employ 12 apprentices. A balanced budget of about $2,852,540, with a small surplus of about $60,100. 10 paid staff.
- Year 3: Complete 18 homes. A balanced budget of about $3,194,183, with a small surplus of about $66,322. 10 paid staff.
- Year 4: Complete 20 homes and add a fourth specialist and a second advisor. A balanced budget of about $3,625,820, with a small surplus of about $73,375. 12 paid staff.
- Year 5: Complete 22 homes. A balanced budget of about $4,005,679, with a small surplus of about $80,183. 12 paid staff.

What we measure:
- Homes completed, by tenure, income level, USDA program and county.
- Self-help groups organized, hours of labor contributed and completion.
- Broadband: households connected or helped, and digital class attendance, by county.
- Farm and business clients, plans and applications, and 12-month survival.
- Apprentice enrollment, OSHA 10 completion and placement at 6 and 12 months.
- County committees with a current written plan.

How we review results. The Rural Development Director reviews the housing pipeline weekly, and the board reviews results each quarter and the audit each year. We submit annual reports to USDA and the state housing agency and 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: $160,000 from the Rural Communities Foundation of Kansas for one Regional Community Development Specialist, part of the apprentice wage budget and predevelopment for two new housing projects, for July 2027 through June 2028.

The request is spread across these budget lines:
- Personnel: Regional Community Development Specialist salary (one of three specialists), $56,000 (other funds add $112,000).
- Other: Rural 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 $24,000).
- Contractual: Predevelopment for two new housing projects in communities under 2,500 residents: site assessments, engineering, architecture and application costs, paid to professionals under written agreements (part of the predevelopment budget), $42,000 (other funds add $12,000).

Other money in the program. Other grants, contracts, earned income and gifts pay the other $2,318,420 of Year 1 costs, including the matching amounts above. All Year 1 costs are listed below.

Year 1 budget: about $2,529,000, planned to balance with a small surplus (about $53,780 after spreading startup and equipment costs over five years). Year 1 money coming in: grants $491,000 (this request plus other grants we are applying for), project Financing (USDA Rural Development Loans, HOME and Housing Trust Fund) $1,568,000, uSDA Self-Help Technical Assistance and Rural Program Contracts $350,000, developer Fees and Technical Assistance Earned Revenue $90,000, donations and Corporate Sponsors $30,000. Year 1 costs: executive Director $82,000; rural Development Director $74,000; regional Community Development Specialist (3 positions) $168,000; rural Housing and Infrastructure Manager $62,000; small Business and Agricultural Enterprise Advisor $60,000; rural Broadband and Digital Access Coordinator $56,000; rural Trades Apprenticeship Coordinator $58,000; program Coordinator (part-time) $28,000; predevelopment: Site, Engineering, Architecture and Application Costs for New Projects $54,000; rural Trades Apprentice Wages and Payroll Costs (Paid Through Payroll) $86,000; apprentice Travel Reimbursements (Mileage, Paid on Documented Trips) $6,000; vehicle Operations for a Large Service Area $36,000; office Rent and Utilities for Three Subregional Offices $38,000; technology and Project Management $12,000; insurance $22,000; county Committee Meetings and Outreach $16,000; staff Training and Professional Development $10,000; evaluation and Reporting $8,000; administration and Accounting $18,000; home construction and lot costs for the year, paid to contractors and suppliers and financed project by project $1,568,000; and about $16,420 a year for spreading startup and equipment costs over five years. These add up to $2,478,420.

How we planned the budget. Of the Year 1 budget, $1,568,000 is project financing that passes straight through to construction and lots. Our operating budget is about $961,000. Predevelopment is $54,000 for two projects, apprentice wages are $86,000 and vehicle and travel costs are $36,000 because of the size of the service area. Self-help families' labor is not counted as cash.

About government funding. USDA Rural Development runs direct home loans, mutual self-help technical assistance and repair programs, and state housing agencies fund affordable housing. These funds are competitive, limited and subject to annual appropriations, and demand often exceeds funding. We do not count on any program that is not committed to a specific project. The amounts in this plan are planning estimates, not promises.

One-time startup costs. Startup costs of $66,100 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 ($66,100), the cash the budget uses before it levels out (about $31,630) and a cash cushion of about $223,500, which is three months of Year 1 operating costs. That comes to about $321,230, rounded up to the nearest $500: $321,500. We start with $20,000 of our own savings and $305,000 in startup support from a community foundation, a rural bank's community fund and our board, $325,000 in all, which covers that amount.

The next five years. Our budget grows from about $2,529,000 in Year 1 to about $4,005,679 in Year 5. Grants are planned at $491,000, $450,000, $410,000, $488,000, $451,000 in Years 1 to 5, and project Financing (USDA Rural Development Loans, HOME and Housing Trust Fund) grow from $1,568,000 to $2,820,679; uSDA Self-Help Technical Assistance and Rural Program Contracts grow from $350,000 to $470,000; developer Fees and Technical Assistance Earned Revenue grow from $90,000 to $210,000; donations and Corporate Sponsors grow from $30,000 to $54,000. Grants fall from about 51% of our income in Year 1 to about 38% 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 $227,300, at the end of Year 1. USDA and state 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 $177,030 owed to us at the end of Year 1.

After the grant. Our plan is to grow USDA technical assistance and developer fees as our record accumulates, to invite rural banks and cooperatives to invest and to expand county committees' own fundraising. A record of completed homes and trained workers strengthens our case for public funding.

Risks and how we will handle them:
- USDA loan funds run short. We keep a cash cushion, can shift projects to state housing funds and do not start a project that is not fully financed.
- Construction costs rise. We use fixed-price contracts and a contingency in every project budget.
- A self-help family leaves. Agreements allow us to backfill from our list, and we do not count a home as complete until it is finished.
- A broadband provider does not expand. We document the gap and keep teaching skills, and we never promise service to an address.
- 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 USDA contracts 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 apply first for a USDA mutual self-help technical assistance grant, organize one group of 6 families and document the hours and costs. A completed self-help group is the best evidence you can bring to your first community development grant application.

Appendix Notes

Documents to attach with this proposal:

- Your IRS 501(c)(3) determination letter and any USDA sponsor approval.
- Your most recent audited financial statements and your current year budget.
- A list of your board members, with their counties and backgrounds.
- Resumes for your Executive Director and Rural Development Director.
- A project pipeline table: county, town and population, units, USDA and state sources, stage and completion date.
- Completed project data for the last three years: units, tenure, buyer income and cash cost per unit.
- Your broadband gap map and a list of counties where your data differs from national coverage maps.
- Letters of support from USDA, the state housing agency and county committees.
- Your apprenticeship curriculum, wage policy, community college agreement and outcome data.
- Your sweat equity agreement, contractor agreements and conflict-of-interest policy.
- Proof of general and professional liability, commercial auto and workers' compensation insurance.
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: $491,000 in Year 1, growing to $451,000 by Year 5; Project Financing (USDA Rural Development Loans, HOME and Housing Trust Fund): $1,568,000 in Year 1, growing to $2,820,679 by Year 5; USDA Self-Help Technical Assistance and Rural Program Contracts: $350,000 in Year 1, growing to $470,000 by Year 5; Developer Fees and Technical Assistance Earned Revenue: $90,000 in Year 1, growing to $210,000 by Year 5; Donations and Corporate Sponsors: $30,000 in Year 1, growing to $54,000 by Year 5.
- Homes: self-help 10, 11, 12, 14, 15 and contractor-built 4, 5, 6, 6, 7 in Years 1 to 5; cash cost about $86,000 per self-help home and $128,000 per contractor-built home plus a $14,000 lot, rising about 3% to 4% a year.
- Predevelopment: about $27,000 per project; apprentices: 12 a year at about $7,200 each (20 weeks at 20 hours a week at $16.00, plus about 12% for payroll costs) plus about $500 each in travel reimbursement. Project financing equals each year's construction and lot costs and passes through.
- Pay (a full year, per person, including payroll taxes and workers' compensation): executive director $82,000; rural development director $74,000; regional community development specialist $56,000; rural housing and infrastructure manager $62,000; small business and agricultural enterprise advisor $60,000; rural broadband and digital access coordinator $56,000; rural trades apprenticeship coordinator $58,000; program coordinator (part-time) $28,000.
- Other yearly costs in Year 1: predevelopment: Site, Engineering, Architecture and Application Costs for New Projects $54,000, rural Trades Apprentice Wages and Payroll Costs (Paid Through Payroll) $86,000, apprentice Travel Reimbursements (Mileage, Paid on Documented Trips) $6,000, vehicle Operations for a Large Service Area $36,000, office Rent and Utilities for Three Subregional Offices $38,000, technology and Project Management $12,000, insurance $22,000, county Committee Meetings and Outreach $16,000, staff Training and Professional Development $10,000, evaluation and Reporting $8,000, administration and Accounting $18,000. These grow between 4% and 8% a year, and negative growth means a cost that is highest in Year 1.
- Startup costs ($66,100) and later equipment are spread evenly over five years in the plan's books, about $16,420 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