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.
B1 survival of the fittest - tools for tough times
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.
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
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
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.
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
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.
35. Community Action Network
EVALUATION OF HOUSING SERVICES
Scaling Back Coverage Area
Seeking New Opportunities
Scaling Back Staff
Partnering with Other Organizations
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
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