During tough economic times nonprofit housing organizations may feel squeezed between rising demands and falling resources. In order to survive, and thrive, your organization must be proactive in assessing and accepting the new economic reality and seek new opportunities wherever they may arise. Join us as we discuss how nonprofits can realign – from scaling back programs, to partnering with other agencies, to merging organizations. We’ll address a variety of approaches for nonprofit housing organizations of all shapes and sizes.

1. Survival of the Fittest:
Tools for Tough Times
PETER CAREY, MODERATOR
JOYCE BARR, PRESENTER
ROZANN DOWNING, PRESENTER
CHRISTOPHER SANCHEZ, PRESENTER
2012 NATIONAL RURAL HOUSING CONFERENCE

2. National Rural Housing Conference 2012
Survival of the Fittest
Self-Help Enterprises and HAC
Over 40 years of partnership and progress

3. Incorporated in 1965…SHE is the oldest
mutual self-help housing organization in the
nation.
Mission: To improve the living conditions of
the low-income families of California’s San
Joaquin Valley.

4. SHE Service Area
If the San Joaquin
Valley were a state…
The San Joaquin
Valley is larger in area
than ten states (over
27,000 square miles in
the 8 county SHE
service area).
The San Joaquin
Valley would rank 31st
in
population, exceeding
20 states.

5. Sustainable Communities
Self-Help Enterprises and the San Joaquin Valley
Over 45 years of partnership and progress

6. The “Other” California

7. Challenges
•High Unemployment
•Agriculture based
economy
•Substandard Living
Conditions
•Lack of Infrastructure
•Low Education

8. Expanding Capital Investment
Homeownership, Rental, Rehab, Repair

9. Infrastructure
Community Development (Water and Wastewater)
.

10. Single Family – Mutual Self-Help

11. Farmworker and Family Rental Housing

12. And then the Recession Hit
We were facing:
Funding at Risk
Real Estate collapse
Reduced local government resources
Wary Lenders
Lack of support And we were:
Lack in Interest
Over-invested in land
Over-staffed
Over-optimistic

13. When the tide goes out…..

14. Learning to look at things differently

15. Getting Real, Real Fast
“Not everything that is faced can be changed,
but nothing can be changed until it is faced.”
James Baldwin

16. Three Basic Rules
• Know what your assumptions are.
• Distinguish what’s certain, and what’s hoped-for
• Information is not knowledge

17. Most Important ….
Keep the Mission
• “The reasonable man adapts himself to the
world; the unreasonable man persists in trying
to adapt the world to himself. Therefore all
progress depends on the unreasonable man.”
‒ George Bernard Shaw

18. And we’re still building…

19. And adding to the housing supply…

20. For them….

21. …and for them.

22. Survival of the Fittest:
Tools for Tough Times
“Collaborate for Success”
Presented by
Christopher W. Sanchez

23. NALCAB’s Mission
To build financial and real estate assets as
well as human and technology resources for
Latino families, communities, and
organizations.

24. NALCAB SUMMARY
Based in San Antonio, Texas
Number of Staff: 16
Service Area: 30 states and the District of Columbia
80+ Member Organizations Nationally
Primary Focus: Build community assets and family wealth in
predominately Latino and immigrant communities.
• Support our Members
• Invest in Leadership
• Create a National Forum

25. Main Programs Offered
Help Members Access Investment Capital and
Grant Awards (Federal & Private Sources)
Train & Develop the Next Generation of Latino
Leadership
Support Entrepreneurship Programs
Organize Consortia (Encourage Collaboration)

26. CONSORTIUM
Definition:
1. Combination of organizations for common
purpose.
An association or grouping of
institutions, businesses, or financial
organizations, usually set up for a common
purpose that would be beyond the capabilities
of a single member of the group.

27. NALCAB Examples
Neighborhood Stabilization Program 2
Broadband Technology Opportunities Program
Border Community Capital Initiative

28. APPROACH TO SUCCESS:
• Identify the Need and Define the Market
• Build Partnership across Stakeholders
(Share instead of Compete)
• Pursue Funding Partners that “FIT”
• Raise Awareness – Letters, E-Blasts, Research
• Provide a Forum – Strategic Messaging
• Mobilize

29. LIVE EXAMPLE
• Need for Capital in underserved U.S. / Mexico Border
Region
• Organize non-profits that serve Colonia
Communities
• Outreach to HUD / CDFI / USDA-RD and Private
Donors
• Embarked on a Letter Campaign to Decision-Makers
• Annual Border Summit – Invite stakeholders &
Funders
• Prepare to respond to funding opportunities

30. RESULTS:
Unified Message + Combined Resources
=
OPPORTUNITY FOR ALL

31. Contact
Christopher W. Sanchez
Program Director
csanchez@nalcab.org

32.  Promoting affordable housing
for 7 years
 Providing a full array housing
services

33. Community Action
Network
OUR MISSION:
To promote rural development by
producing affordable housing and
increasing the skill and
employability of participants
through hands on training.

34. Community Action Network
SERVICE AREA

35. Community Action Network
EVALUATION OF HOUSING SERVICES
Scaling Back Coverage Area
Seeking New Opportunities
Scaling Back Staff
Partnering with Other Organizations

36. Community Action Network
HOUSING SERVICES - 2009
Homeownership – 80%
Homeowner Repair – 10%
Housing Counseling – 5%
Rental Homes – 5%

37. Community Action Network
HOUSING SERVICES - 2012
Homeownership – 40%
Homeowner Repair – 30%
Housing Counseling – 10%
Rental Homes – 20%

41. Community Action
Network
ASSESSING STAFF
 CAN’s Construction Foreman evaluated
the construction crew
 Presented evaluation to Board of Directors
 Board decided to scale back the
construction crew from 8 to 4 employees
 CAN becoming a Licensed Contractor

42. Community Action
Network
PARTNERSHIPS
 Joining/forming
Statewide Housing Coalition
 Damascus Road Homeless Shelter
 TARP Center for Independent Living

43. Community Action Network
ASSESSING & EVALUATING
 Outreach in Community
 Awarding Good Employees
 Recognizing our Funders
 CHDO Merging
 Evaluation Community Needs

44. Community Action Network
SECRETS TO OUR SUCCES:
Assess, Evaluate, and Realign!!!

45. Joyce M. Barr
Phase Inc.
Phase Management Inc.
Harvest Home Apartments
Courtes de Emerald Apartments
Courtes de Emerald II Apartments
Paradise Estates Apartments
Friendship Crossing Apartments

46. Harvest Home Apartments

47. Harvest Home Apartments
22 units

48. Harvest Home Apartments
On-site laundry facility
Mailboxes

49. Harvest Home Apartments
Umbrella covered benches
throughout property
Playground

50. Courtes de Emerald
Apartments

51. Courtes de Emerald Apartments
28 units

52. Courtes de Emerald Apartments
Playground
Pavilion/Barbeque Grills

53. Courtes de Emerald II
Apartments

54. Courtes de Emerald II Apartments
32 units

55. Courtes de Emerald II Apartments
On-site laundry facility
Mailboxes

56. Courtes de Emerald II Apartments
Gazebo
Gaming tables/playground

57. Courtes de Emerald II Apartments
Walking Trail
Computer Labs

58. Friendship Crossing
Apartments

59. Friendship Crossing Apartments
40 units

60. Friendship Crossing Apartments
On-site laundry facility
Playground

61. Friendship Crossing Apartments
Pavilion w/ grills
Mailboxes

62. Friendship Crossing Apartments
Fitness Center
Computer Center

63. Friendship Crossing Apartments
Car Wash Facility
Gazebo w/ rose garden

64. Friendship Crossing Apartments
Beautiful Community Center

65. Paradise Estates Apartments

66. Paradise Estates Apartments
50 units

67. Paradise Estates Apartments
On-site laundry facility
Mailboxes

68. Paradise Estates Apartments
Pavilion w/ grills
Playground

69. Paradise Estates Apartments
Tennis Court
Splash Pod

70. Paradise Estates Apartments
Fitness Center
Computer Lab
Soccer Field

71. Paradise Estates Apartments
Beautiful Community Center

72. Joyce M. Barr
Phase Inc.
Phase Management Inc.