Community Improvement, Capacity Building

OLIVE HILL COMMUNITY ECONOMIC DEVELOPMENT CORPORATION

Turning Vision into Action

aka OHCEDC

Morganton, NC

Mission

"To positively impact the economic environment of area families and individuals with asset building opportunities to achieve financial stability"

Notes from the Nonprofit

2017 new program - NC DOT Highway Construction and Trade Academy - beginning September 5th, 2017. Olive Hill CEDC's Construction and Trade Academy prepares clients for a career in construction or the trades with instruction in the following: construction math; hand and power tool use and safety training. The Academy also provides training including a 10-hour OSHA, TIMS (Traffic Incident Management Safety-Responder) as well as "core skills" needed for employment such as interviewing and resume writing.

Ruling Year

1999

Executive Director

Mrs. Beverly F Carlton

Main Address

PO Box 4008

Morganton, NC 28680 USA

Keywords

Burke Caldwell Catawba McDowell

EIN

31-1639629

 Number

7599793732

Cause Area (NTEE Code)

Economic Development (S30)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve

Add a problem overview to your profile.

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Venture One - Enterprise Solutions

Affordable Housing

Building Financial Capability -Asset Creation

Public Computer Center

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of personal development plans in place

TOTALS BY YEAR
Population(s) served

Females,

Males

Related program

Building Financial Capability -Asset Creation

Context notes

Clients must complete Action Plans outlining the steps needed to improve their situation

Number of clients who attain economic stability within two years of training

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Building Financial Capability -Asset Creation

Context notes

Consumers establish 1 year Action Plans....therefore some may be carried over depending on progress/efforts made

Number of training events conducted

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Building Financial Capability -Asset Creation

Number of clients who complete job skills training

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Public Computer Center

Context notes

Construction Trades Academy pre-apprenticeship training class helps students prepare for a high skill, high wage career in construction; introduces a variety of trades through field work, hands on

Number of clients satisfied with employment training services

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Public Computer Center

Number of clients passing job skill competency exams or assessments after completing course

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Public Computer Center

Context notes

Testing site for a local Temp Agency providing qualified employees to a manufacturing company

Number of clients reporting increased knowledge after educational programs

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Public Computer Center

Context notes

Job Skills Training programs

Number of homebuyers/tenants with low incomes receiving housing subsidies as a result of the nonprofit's efforts

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Affordable Housing

Context notes

These numbers refer to the number of consumers receiving assistance through the Hardest Hit Funds - Mortgage Payment Program to save their homes from Foreclosure

Number of financial literacy courses conducted

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Affordable Housing

Number of participants that follow counseling recommendations

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Building Financial Capability -Asset Creation

Number of those who successfully gained employment after counseling

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Building Financial Capability -Asset Creation

Number of training workshops

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Public Computer Center

Number of job skills training courses/workshops conducted

TOTALS BY YEAR
Population(s) served

Females,

Males,

Adults

Related program

Public Computer Center

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

OHCEDC was established in 1998 with an aim to join the coalition of organizations with the purpose to eliminate causes of poverty, increase self-sufficiency of individuals and families and revitalize communities. Living in the communities we serve, we are acutely aware of the economic challenges and financial hardship associated with poverty and the struggles encountered daily by residents of our service area which includes Burke, Caldwell, Catawba and McDowell counties.

Services are delivered through 4 core components: Affordable Housing (first-time home-buyers, foreclosure/loss mitigation & 504, 502 USDA loan packaging), Business Development (counseling, business plan assistance, access to capital, business incubation), Economic Empowerment (Building Financial Capability, Credit Counseling, Financial Products education) and a Business Computer Center (public access, basic computer & other technology & business skill set building classes). These programs are designed to enrich economic development opportunities for the target group and other community stakeholders engaging in social, economic, education, housing, and other asset development activities.

In 2014, OHCEDC incorporated BCCED as a Social Enterprise with an Entrepreneur & Employment approach of operating a revenue-generating venture to support the creation of economic opportunities for poor and disadvantaged populations while simultaneously operating with reference to the financial bottom line.

BCCED offers business creation (economic gardening) opportunities to the disadvantaged potential business owner while also offering employment with job skills training to the target population.

We are enthusiastic about our focus being re-engineered 'To demonstrate and support an assets-based approach for increasing the economic self-sufficiency of low-income individuals and families'.

1. To work with community partners to create pathways to opportunity by supporting workforce development, financial literacy, home ownership, small business development and community development in the region where we do business.

2. To operate the 23,000 sq. ft. Burke Center for Community Economic Development as a location capable of housing these services we have a 3 phase plan. The 1st Phase is well underway! Olive Hill CEDC operates its traditional Affordable Housing, Business Development, and Economic Empowerment programs as well as the Public Computer Center at their new home in the historic Waldensian Mill. We currently utilize 5,200 square feet of a 23,000 square foot area on the 2nd floor of a 3 floor building.

3. 2nd Phase: (Projected) Small Business Accelerator: Economic/Cultivation Gardening Business Concept. This encompasses a 17,000 square foot refurbishment project that will continue to provide existing services with the addition of "VentureONE Enterprise Solutions" into an equity sharing business that partner with qualified local entrepreneurs. This will include Social Enterprise Joint Ventures, an Event Center, and a Commercial Kitchen. There will be a least six business ownership opportunities and jobs for 18 to 38 individuals with more jobs to come!

4. 3rd Phase: (Projected) Sustainability - Once the Event Center and Commercial Kitchen are operational they will provide income for Olive Hill CEDC and skills gap training opportunities for the community.

5. Focus on outreach to the community to increase awareness and services provides

Olive Hill CEDC is a 19 year old nonprofit community organization serving disadvantaged populations in the Foothills Region of Burke, Caldwell, Catawba and McDowell Counties. Our mission is “to positively impact the social, physical, educational, and economic environment of area families and individuals with asset building opportunities to achieve financial stability".

We have a full-time staff of five and one part-time administrative assistant and we have a seven-member board of directors from throughout the community brings a wide range of professional skills to guiding the organization in achieving its mission.

We have a history of assisting people increase their income and build assets with three main strategies:
* small-business ownership and job creation through business development and expansion,
* assisting residents become first time home buyers
* Increasing financial life skills - Helping individuals acquire the knowledge, skills and tools needed to promote financial security, particularly those from low- and moderate-income communities, increase savings, improve credit, reduce financial shocks and build assets.

OHCEDC has a track record with funding organizations, including local and state foundations, state government grant-making entities, and federal programs targeting disadvantaged members of society.

The chosen approach is intended to empower our target group to build and preserve assets with skill sets that enable them to achieve the American Dreams' which include buying a home, pursuing higher education, starting a business and saving for the future. The projected outcomes emphasize behavior changes (rather than targeting specific issues) to help people build decision-making skills for long-term planning creating pathways to financial security.

We will also maintain metrics on increased numbers of the following:
• New program offerings (based on client need from surveys)
• Number of participants
• Number of relevant skills training programs
• Number of participants completing the training programs
• Number of new homeowners
• Number of homes saved from foreclosure
• Number of resident businesses
• Number of jobs created & sustained over 1 year with higher than minimum wage
• Number of new participant businesses started
• Number of businesses that mature to launch out from incubation and employ more people
• Number of partnering organizations
• Number of board members attending programs
• Open rate of program emails and newsletters
• Website visits
• Increased name recognition in community
• Word of mouth attendance increase as indicated by answers to 'How did you hear about this program?"
• Up to date program content (reviewed before each offering)

OHCEDC moved into the current location as anchor tenants in June of 2012. This location is 10 miles from its previous site, therefore being a challenge for people to find us. Relocation from the county seat, which has the most traffic, to the next largest town in the county requires an increase in outreach and other marketing efforts to drive traffic to this location.

With moving into the new facility we have accomplished:
1. The Public Computer Center program increased visits by 1,800. The majority of the visits were for skills training classes to include the 'Open Use' for residents without a computer or access to broadband in their homes.
2. Continuing Education – Business & Job Skills Curriculum increased from 289 to 625
3. Business Development Clients – from 15 to 70 clients
4. Affordable Housing/Loss Mitigation – from 186 – 579 visits
5. Event Center – from 300 to 850 attendees to events
6. Tours by those interested in the building & services from173 to 273
7. Increased name recognition

Still left to accomplish
1. Completing the build out of 17,300 square feet of floor space
2. 2 businesses have signed up to be residents with business plans including start-up costs.
3. Funding for the new programs & projects
4. A Workforce Development custom designed - Closing the skills gap program - Helping people gain the skills they need to compete for jobs in today's economy

External Reviews

Accreditations

Community Housing Development Organization - U.S. Department of Housing and Urban Development 2003

NeighborWorks America 2014

Affiliations & Memberships

Chamber of Commerce 2008

National Foreclosure Mitigation Counseling (NFMC) 2010

The Grantsmanship Center (TGCI) 2005

Financials

OLIVE HILL COMMUNITY ECONOMIC DEVELOPMENT CORPORATION

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Operations

The people, governance practices, and partners that make the organization tick.

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FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Disability

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity