Open Table Cafe

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Executive Summary

Open Table Cafe is a nonprofit social enterprise in Oregon. We run a neighborhood cafe and catering kitchen that doubles as a paid job training program for adults who have struggled to find work, including people leaving prison, people who have been homeless and people who have been out of work for a long time. Trainees are our employees. They work 20 hours a week for 16 weeks, learn every station of a working kitchen and cafe, earn a food handler card and ServSafe certification and receive coaching and help finding a job. Customers get good food and coffee, and every dollar of profit goes back into the training.

Employers in food service say they cannot find reliable workers, and many people who want to work cannot get a first chance. A resume with a gap or a record often ends the conversation. Classroom training without paid work does not fix this, because people cannot afford to go without income, and employers want proof that someone can show up and do the job. A paid, real job in a real business, with coaching, gives both sides that proof.

With this grant we will train about 16 people in Year 1, in two cohorts, serve about 24,000 cafe transactions and 60 catering orders and place trainees in jobs. Our goals are that at least 75% of trainees complete the 16 weeks, that at least 70% of those who complete are working within 90 days and that at least 60% are still working after 6 months. We do not promise a job to any trainee, and we report what happens.

Our Year 1 budget: about $727,200, growing to about $1,098,930 by Year 5. Each year's budget is planned to balance, with a small surplus. We have 7 paid staff in Year 1 and 11 by Year 5. Cafe and catering sales cover about 45% of the Year 1 budget and about 55% by Year 5, so grants fall from about 44% of our income in Year 1 to about 26% in Year 5.

We are asking the Workforce and Opportunity Fund for $120,000 for one Job Coach and Case Manager, kitchen and cafe equipment purchased from vendors and part of the trainee wage budget. Sales, workforce contracts, other grants and gifts cover the rest.

I am Priya Raman, the Executive Director, a chef and nonprofit manager with 16 years in restaurants and six years running workforce programs. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Open Table Cafe is a nonprofit organization in Oregon. We are a 501(c)(3) public charity (or a program of one, through a fiscal sponsor), governed by a volunteer board of directors. We will provide our IRS determination letter, board list and most recent financial statements with this proposal.

Our mission. To open doors to work by giving people a paid first chance in a real kitchen, with the skills, credentials and support to keep a good job.

What we believe. Work is the best way out of poverty and a source of dignity. People facing barriers are often ready to work and have not had a chance. The best training is a real job: customers who expect good food on time, a team that depends on you and a coach who has your back. A social enterprise must be good at business and good at people, and it is a business first in the dining room and the kitchen.

How we started. Open Table began when a chef and a job counselor started a Saturday pop-up in a church kitchen, with six trainees from a local reentry program. Of the first 12 people who worked there, 9 completed the program and 7 got jobs in restaurants or hospital kitchens. This proposal asks for support to open a permanent cafe and to grow the program.

What we offer:
- A neighborhood cafe. Breakfast, lunch, coffee and baked goods, with seating for about 30, open six days a week.
- Catering. Lunches and events for offices, schools, churches and nonprofits.
- Paid job training. A 16-week program with 20 paid hours a week. Trainees rotate through prep, line, bakery, dish, cashier and barista stations. They are employees paid at or above the state minimum wage, with payroll taxes and workers' compensation paid by us.
- Credentials. A food handler card in the first week and ServSafe food handler certification during the program, with the exam fee paid by us.
- Coaching and case management. A job coach meets each trainee weekly, helps with transportation, child care, identification, housing referrals and a resume, and works with employers.
- Employer partnerships. Introductions to restaurants, hospitals, schools and hotels that hire our graduates, and follow-up for 6 months.

Who we serve. Adults 18 and older who face barriers to work, with priority for people leaving incarceration, people who have experienced homelessness and people who have been out of work for a long time. Trainees apply and are interviewed, as for any job. There is no charge.

What we do not do. We do not provide housing, treatment or legal services, and we refer trainees to partners. We do not guarantee a job after the program. We do not take trainees we cannot support safely and fairly. We are not a restaurant that happens to hire people in need. We run a real business to a real standard.

How we are run. A nine-member volunteer board of directors oversees the organization and approves the budget each year. The board includes a restaurateur, a hospital food service director, a workforce board member, a reentry counselor, a graduate of the program, an attorney, a banker, a faith leader and a certified public accountant. The Executive Director manages the organization, the Culinary Training Director and Chef runs the kitchen and training and an outside accountant reviews our books every year.

Where things stand today. We have a lease option on a former restaurant space with a grease trap, letters of support from the workforce board, a reentry organization, two hospitals and a restaurant group, and a record from our pop-up. Before we begin, our attorney will review our lease, trainee agreements and wage and hour practices, and we will confirm the health department's requirements.

Problem & Opportunity

Many adults who are ready to work cannot get a first chance. People leaving prison, people who have been homeless and people with long gaps in work history are often screened out before an interview. Without income, they cannot afford to stay in unpaid classes. Without experience, they cannot get jobs. The cycle continues, and research from public agencies and universities finds that stable employment is one of the strongest factors in whether a person stays out of trouble and keeps housing.

Meanwhile, employers in food service, hospitality and healthcare report that they cannot find enough workers. Turnover is high, and many employers say that dependability and a willingness to learn matter more than past experience. They often do not know where to find people or are cautious about hiring people with records.

Training programs exist, and many are classroom-based or unpaid, with limited connection to employers. Programs that pay trainees and provide a real work setting are rare because they need real revenue, a real business and real staff.

Social enterprises have their own risks. A cafe must serve good food, on time, at a fair price, and a training program adds cost, because trainees are slower at first and need coaching. Many social enterprises cover only part of their costs from sales and need ongoing support. Starting a restaurant is expensive, and many new restaurants fail within a few years.

We want to be clear about what we know and do not know. We know that paid work experience and coaching help people find and keep jobs, and that employers want reliable workers. We do not know that every trainee will succeed, and we will not promise it. We will use the most recent numbers from the state workforce agency and the county for unemployment, reentry and employer demand in our final application and will not overstate them. Of the first 12 people in our pop-up, 9 completed the program and 7 got jobs.

Products & Services

Open Table will run a real cafe and catering business that pays trainees to learn on the job, earn credentials and move into employment with coaching and employer connections.

How it works, step by step:
1. Recruitment. We recruit through reentry programs, shelters, workforce centers and referrals, and hold an open interview day before each cohort.
2. Selection. We interview each applicant like an employer would, look for reliability and willingness to learn and tell people honestly what the work is like. We do not screen out people because of a record.
3. Hiring. Trainees complete the usual hiring paperwork, including a work eligibility check, and become our employees at the start of the program.
4. Orientation. In the first week, trainees complete a food handler card, kitchen safety and knife skills and meet their job coach.
5. Rotation. Over 16 weeks, trainees work 20 hours a week and rotate through stations, from prep and line to bakery, dish, cashier and barista. The Culinary Training Director and Chef teaches skills and sets standards, and a competency checklist records what each trainee has mastered.
6. Credentials. Each trainee prepares for and takes the ServSafe food handler exam, and some take a manager course if they are ready.
7. Coaching. A job coach meets each trainee every week, helps with obstacles and works on a resume, an interview and a job search.
8. Placement. In the last month, we introduce trainees to employer partners, hold mock interviews and a hiring day, and help trainees apply for jobs. Some graduates may be hired by the cafe.
9. Follow-up. The coach checks in at 30 days, 90 days and 6 months and helps with problems.
10. The business. The cafe sells coffee, breakfast and lunch to the neighborhood and takes catering orders. Sales, workforce contracts and gifts together pay for the program.

What this grant will pay for. One Job Coach and Case Manager, kitchen and cafe equipment purchased from vendors and part of the trainee wage budget. The rest of the budget comes from cafe and catering sales, workforce contracts, other grants and gifts.

Market Analysis

Who benefits: adults facing barriers to work, the employers who need reliable workers and the neighborhood that gains a good cafe and jobs.

Our primary group is adults in our county who have been out of work for a long time, are returning from incarceration or have experienced homelessness. We will use the most recent numbers from the state workforce agency, the county and the reentry system in our final application. Our secondary group is customers: neighbors, office workers, hospital staff and organizations that order catering. Our tertiary group is employers.

How we sized our plan. We plan to train about 16 people in Year 1, 20 in Year 2, 24 in Year 3, 28 in Year 4 and 32 in Year 5. We plan about 24,000 cafe transactions in Year 1 (about 80 a day over about 300 days) at an average ticket of about $12.50, growing to 38,000 by Year 5, and 60 catering orders at about $420 each in Year 1, growing to 155. Sales are about $325,200 in Year 1 and about $607,930 in Year 5.

Demand data. Our pop-up had a waiting list of 34 applicants for 12 spots, and a hospital and a restaurant group have said they will interview our graduates.

We do not take everyone. We choose trainees in an open, fair way, and we help others find another program.

Competitive Landscape

Other options, and how we relate to them.

- Other cafes and restaurants. We compete for customers on food, service and price, and we are a good place to get coffee in our own right. Many restaurants are partners that hire our graduates.
- Classroom culinary programs. Community colleges and nonprofits offer culinary training. We pay trainees and give them real work. We refer graduates who want more training to those programs.
- Other social enterprises. Some cafes and bakeries train workers. We learn from them and share what works.
- Staffing agencies and workforce centers. They connect people to jobs and may not offer paid training. We work with them and receive referrals.
- Transitional jobs programs. They provide temporary paid work, often in public or nonprofit settings. Ours is in a real business with a credential.
- Employer-run training. Some employers train workers on their own. We prepare candidates and send them to employers who want them.

What makes us different.
- Trainees are employees, paid at or above the minimum wage, in a real business.
- Credentials and weekly coaching.
- Employer partners who interview our graduates.
- Honest numbers about completion, jobs and retention.
- A real business standard: customers come back because the food is good.

What we do not claim. We are new. Our pop-up was small, and established social enterprises have longer records. We plan to earn trust one trainee and one customer at a time.

Marketing & Sales Strategy

How we will reach customers, trainees and employers.

Customers. A good location with foot traffic, a clear menu, quick service and good coffee are our strongest marketing. We will hold a grand opening, send catering menus to offices, schools, churches and nonprofits, keep a simple website with online ordering, a Google business listing and social media, and ask customers for reviews. We will tell customers about our mission and let the food speak first.

Trainees. We will work with reentry programs, shelters, workforce centers, community colleges and faith communities, and hold an open interview day before each cohort. Graduates are our best recruiters.

Employers. We will meet restaurant groups, hospital and school food service directors, hotels and caterers, explain what our graduates can do and invite them to the cafe, to a mock interview day and to a hiring day. We will ask what they need and adjust our training.

Workforce and government partners. We will meet the local workforce board each quarter, share our results and apply for training and wage reimbursement contracts.

Funders. We will report results as totals twice a year and in a short annual report, and invite funders to eat at the cafe and meet trainees. We will not use photographs or stories of trainees without clear, written permission.

Pricing. Average cafe ticket about $12.50 in Year 1, catering at about $420 per order, rising about 3% a year. We price to cover costs, not to compete with the cheapest options.

Operations Plan

How the program will be carried out.

Before opening (the 3 to 4 months before Year 1): Attorney and accountant review of the lease, trainee agreements and payroll, sign the lease, build out the space, buy and install equipment, get the food service license and health inspection, hire the Culinary Training Director, the Cafe Manager and the Job Coach and hold the first interview day.

Timeline for Year 1:
- Month 1: Open the cafe and begin the first cohort of 8 trainees.
- Months 2 to 4: Steady sales, weekly coaching and the first competency checks.
- Month 5: The first cohort graduates and is placed with employer partners, and we hold the second interview day.
- Months 6 to 10: Second cohort of 8 trainees, catering growth and 30-day and 90-day follow-up for the first cohort.
- Months 11 to 12: Second cohort graduates, year-end data collection, report to funders and planning for Year 2.

The cafe. A leased space of about 2,000 square feet with a commercial kitchen, a counter and seating for about 30. Rent and utilities are $50,000 a year in Year 1. We build out the space with a grease trap, hand sinks and equipment as the health department requires, and pass inspection before we open.

Trainees as employees. Trainees are employees, not volunteers. They are paid at least the state minimum wage (about $15.50 an hour in the plan), with overtime where required, and we pay payroll taxes and workers' compensation. Each trainee works 20 hours a week for 16 weeks, about $4,960 in wages plus about 10% in payroll taxes and insurance, or about $5,456 each. Sixteen trainees in Year 1 cost about $87,000. Wages are paid through payroll, never in cash or as stipends.

Training and supervision. Trainees work next to experienced staff, learn in small steps with a written competency checklist and are never left alone with a task they have not mastered. The Culinary Training Director and Chef is responsible for training standards. We provide non-slip shoes, aprons and knives.

Food safety. Every worker holds a food handler card, supervisors hold ServSafe manager certification and we follow the health department rules for temperature logs, allergens and cleaning.

Coaching. The Job Coach and Case Manager meets each trainee weekly, keeps a confidential file and helps with transportation, child care, identification and referrals. We provide transit passes and work clothes through vendors, not as cash.

Staffing. In Year 1: an Executive Director, a Culinary Training Director and Chef, a Cafe Manager, a Job Coach, a Line Cook, a Barista and Cashier Lead and a part-time Program Assistant. We add a second Line Cook in Year 2, a second Job Coach and a second Barista in Year 3 and a third Line Cook in Year 5.

Privacy. Trainee information is kept in a secure system, shared only with permission and reported to funders only as totals.

Insurance. We carry general liability, product liability, property, workers' compensation and commercial auto for catering. Insurance is about $14,000 a year in Year 1.

Management & Organization

The people who will carry out the program.

Priya Raman, Executive Director. A chef and nonprofit manager with 16 years in restaurants and six years running workforce programs. She leads fundraising, partnerships, finance and hiring, reports to the board and is the main contact for funders and the workforce board. (Replace this paragraph with your own background.)

Culinary Training Director and Chef. Runs the kitchen, menu and training standards and teaches trainees. We will seek an experienced chef with training or teaching experience and ServSafe manager certification.

Cafe Manager. Runs the dining room, scheduling, ordering, cash and customer service.

Job Coach and Case Manager. Coaches trainees, connects them to services and works with employers. We will seek a person with workforce or reentry experience.

Line Cook, Barista and Cashier Lead. Work alongside trainees and set the standard for their stations.

Program Assistant (part-time). Keeps records, handles payroll data and prepares reports.

Board of directors. Nine volunteers who meet quarterly: a restaurateur, a hospital food service director, a workforce board member, a reentry counselor, a graduate of the program, an attorney, a banker, a faith leader and a certified public accountant. The board approves the budget and policies, reviews outcome data each quarter and does not receive pay.

Graduate advisory group. Program graduates meet twice a year and tell us what is working and what is not.

Staff pay in this plan includes payroll taxes and workers' compensation. Salaries are Executive Director $66,000, Culinary Training Director and Chef $62,000, Cafe Manager $48,000, Job Coach and Case Manager $46,000, Line Cook $40,000, Barista and Cashier Lead $36,000 and part-time Program Assistant $26,000. 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 opening: get at least 3 letters of support from the workforce board, a reentry organization and an employer, confirm the lease and the health department's requirements, get insurance quotes, hire the chef and the manager, set the menu and open a bank account. Do not start trainees until the cafe has passed inspection.
- Year 1: Open at the start of the year, serve about 24,000 transactions and 60 catering orders and train about 16 people in two cohorts. A balanced budget of about $727,200, with a small surplus of about $18,440. 7 paid staff.
- Year 2: Train about 20 people, add a second Line Cook and grow catering to 85 orders. A balanced budget of about $809,291, with a small surplus of about $19,075. 8 paid staff.
- Year 3: Train about 24 people and add a second Job Coach and a second Barista. A balanced budget of about $942,594, with a small surplus of about $21,407. 10 paid staff.
- Year 4: Train about 28 people and reach 36,000 transactions. A balanced budget of about $997,718, with a small surplus of about $21,193. 10 paid staff.
- Year 5: Train about 32 people and add a third Line Cook, with sales covering about 55% of the budget. A balanced budget of about $1,098,930, with a small surplus of about $22,691. 11 paid staff.

What we measure:
- Trainees enrolled, completed and certified, by group, and the reasons for leaving.
- Hours worked and wages paid.
- Employment at 30 days, 90 days and 6 months, and hourly wage at placement.
- Cafe sales, catering orders, average ticket and food cost.
- Customer satisfaction and repeat customers.
- Employers who hire graduates and how many hire again.
- Cost per trainee and the share of the budget covered by sales.

How we review results. The Culinary Training Director and the Cafe Manager review sales and food cost every week, and the full team reviews trainee progress monthly. Each season, staff, graduates and employers review results together and we change what is not working. Twice a year the board reviews results and we share them with funders as totals. 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: $120,000 from the Workforce and Opportunity Fund for one Job Coach and Case Manager, kitchen and cafe equipment and part of the trainee wage budget, for July 2027 through June 2028.

The request is spread across these budget lines:
- Personnel: Job Coach and Case Manager salary, $46,000 (other funds add $0).
- Equipment: Kitchen and cafe equipment purchased from vendors: range, oven, refrigeration, espresso machine, prep tables and dish station (part of the opening equipment), $42,000 (other funds add $0).
- Other: Trainee wages, paid through payroll to trainees as employees (part of the training wage budget), $32,000 (other funds add $55,000).

Other money in the program. Other grants, contracts, earned income and gifts pay the other $591,960 of Year 1 costs, including the matching amounts above. All Year 1 costs are listed below.

Year 1 budget: about $727,200, planned to balance with a small surplus (about $18,440 after spreading startup and equipment costs over five years). Year 1 money coming in: grants $317,000 (this request plus other grants we are applying for), cafe Sales $300,000, catering Orders $25,200, workforce Board and State Training Contracts $60,000, donations and Corporate Sponsors $25,000. Year 1 costs: executive Director $66,000; culinary Training Director and Chef $62,000; cafe Manager $48,000; job Coach and Case Manager $46,000; line Cook $40,000; barista and Cashier Lead $36,000; program Assistant (part-time) $26,000; trainee Wages and Payroll Costs (Paid Through Payroll) $87,000; kitchen and Cafe Equipment Purchases (Paid to Vendors) $42,000; cafe Rent and Utilities $50,000; insurance $14,000; point of Sale and Online Ordering $5,000; cafe Repairs and Maintenance $6,000; trainee Support: Work Clothes, Tools and Transit (Paid to Vendors) $8,000; marketing and Catering Sales $10,000; staff Credentials and Training $5,000; evaluation and Reporting $7,000; administration and Accounting $14,000; food and supplies for cafe sales $98,400; food and supplies for catering $9,000; and about $32,560 a year for spreading startup and equipment costs over five years. These add up to $711,960.

How we planned sales and costs. Cafe sales are about 24,000 transactions at about $12.50, or $300,000, with food and supplies at about $4.10 a transaction. Catering is 60 orders at about $420, or $25,200, with food and supplies at about $150 an order. Trainee wages for 16 trainees are about $87,000. Equipment of $42,000 is bought from vendors in Year 1, and a larger equipment budget is in the startup costs.

About government and workforce funding. State and local workforce boards fund training and paid work for people facing barriers through federal workforce programs, and some pay part of trainee wages or provide training reimbursement. These funds are competitive, awarded for set periods and subject to appropriations and agency rules. The amounts in this plan are our planning estimates, not promises, and agencies can change their budgets, rules and awards. Ask your tax advisor whether any sales are taxable as unrelated business income.

One-time startup costs. Startup costs of $146,800 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 ($146,800), the cash the budget uses before it levels out (about $0) and a cash cushion of about $143,000, which is three months of Year 1 operating costs. That comes to about $289,800, rounded up to the nearest $500: $290,000. We start with $20,000 of our own savings and $270,000 in startup support from a community foundation, a business lender's community fund and our board, $290,000 in all, which covers that amount.

The next five years. Our budget grows from about $727,200 in Year 1 to about $1,098,930 in Year 5. Grants are planned at $317,000, $275,000, $304,000, $264,000, $283,000 in Years 1 to 5, and cafe Sales grow from $300,000 to $534,660; catering Orders grow from $25,200 to $73,270; workforce Board and State Training Contracts grow from $60,000 to $150,000; donations and Corporate Sponsors grow from $25,000 to $58,000. Grants fall from about 44% of our income in Year 1 to about 26% in Year 5.

Savings. We plan to keep several months of costs in savings. The lowest year-end balance in the plan is about $145,500, at the end of Year 1. Contract and grant payments often arrive after we bill or after we submit reports, and sales are paid at the counter. We plan for about $50,904 owed to us at the end of Year 1.

After the grant. Our plan is to grow cafe and catering sales, to grow workforce contracts as our data accumulates and to invite individuals and businesses to give. Because a social enterprise earns part of its own way, success strengthens our case for public and private funding.

Risks and how we will handle them:
- Sales are lower than planned. We watch sales and food cost every week, adjust hours and menu and keep a cash cushion.
- A trainee leaves early. We record the reason, count it in our results and offer the slot to the next applicant.
- A food safety problem or an injury. We follow health rules, train every worker, keep logs and carry liability and workers' compensation insurance.
- Food and labor costs rise. We price to cover costs, buy carefully and track food cost every week.
- A workforce contract is delayed. We plan with a cash cushion, stage hiring so costs follow funding and apply to other funders.
- A grant ends. We keep savings, grow sales and catering and keep our cost per trainee 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 smaller: a weekly pop-up or catering kitchen in a church or shared kitchen with six trainees, tracked carefully for six months. Completion and job placement rates are the best evidence you can bring to your first grant application.

Appendix Notes

Documents to attach with this proposal:

- Your IRS 501(c)(3) determination letter, or your fiscal sponsor agreement.
- Your most recent financial statements and your current year budget.
- A list of your board members and what each one does.
- Resumes for your Executive Director and Culinary Training Director, with ServSafe credentials.
- Letters of support from the workforce board, a reentry organization and employers who will interview graduates.
- The lease or lease option and the health department plan review.
- Your trainee agreement, wage and hour practices and payroll setup, reviewed by an attorney.
- Your training curriculum, competency checklist and ServSafe plan.
- Your menu, pricing and food cost plan.
- Results from your pop-up, shown as totals.
- Proof of general and product liability, workers' compensation and commercial auto insurance, or quotes.
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: $317,000 in Year 1, growing to $283,000 by Year 5; Cafe Sales: $300,000 in Year 1, growing to $534,660 by Year 5; Catering Orders: $25,200 in Year 1, growing to $73,270 by Year 5; Workforce Board and State Training Contracts: $60,000 in Year 1, growing to $150,000 by Year 5; Donations and Corporate Sponsors: $25,000 in Year 1, growing to $58,000 by Year 5.
- Cafe sales: about 24,000 transactions in Year 1 at about $12.50, then 29,000, 33,000, 36,000, 38,000; food and supplies about $4.10 each, rising 3.5% a year.
- Catering: about 60 orders in Year 1 at about $420, then 85, 110, 135, 155; food and supplies about $150 an order.
- Trainees: 16 in Year 1, then 20, 24, 28 and 32, each paid about $4,960 in wages plus about 10% in payroll taxes and insurance.
- Pay (a full year, per person, including payroll taxes and workers' compensation): executive director $66,000; culinary training director and chef $62,000; cafe manager $48,000; job coach and case manager $46,000; line cook $40,000; barista and cashier lead $36,000; program assistant (part-time) $26,000.
- Other yearly costs in Year 1: trainee Wages and Payroll Costs (Paid Through Payroll) $87,000, kitchen and Cafe Equipment Purchases (Paid to Vendors) $42,000, cafe Rent and Utilities $50,000, insurance $14,000, point of Sale and Online Ordering $5,000, cafe Repairs and Maintenance $6,000, trainee Support: Work Clothes, Tools and Transit (Paid to Vendors) $8,000, marketing and Catering Sales $10,000, staff Credentials and Training $5,000, evaluation and Reporting $7,000, administration and Accounting $14,000. These grow between -35% and 22% a year, and negative growth means a cost that is highest in Year 1.
- Startup costs ($146,800) and later equipment are spread evenly over five years in the plan's books, about $32,560 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