Proud Ground
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Community Outreach
Outreach & education; coalition building.
Housing Acquisition & Development
Undertake housing development projects including renovation, new construction, work with partner developers.
Home buyer education & counseling
Provide one-on-one education and coaching to households in the process of getting ready to purchase, or actively purchasing, a home through Proud Ground.
Post-purchase support
Provide current home owners with continuing services, including foreclosure prevention counseling and maintenance & repaid consultations, to help ensure success and stability.
Where we work
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Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Goal 1: Homeownership Opportunities; Education & Counseling Services
Increase homeownership opportunities, building on successful current practices of effectively responding to regional opportunities while emphasizing work in targeted communities to address displacement issues, partnering with culturally-specific and other housing organizations.
Goal 2: Organizational Stability
Proud Ground will maintain and improve upon its organizational stability by balancing programmatic achievement with fiscal responsibility by maintaining appropriate reserves; aggressively pursuing a diversified revenue stream; identifying creative adaptations of our model; and focusing on the development of organizational leadership.
What are the organization's key strategies for making this happen?
Goal 1: Homeownership Opportunities; Education & Counseling Services
Increase the number of families served to 500, an increase of 73%
Increase the number of permanently affordable homes to 400, an increase of 74%
Provide one-on-one homeownership education and counseling for at least 150 families annually
Objective A
Focus on urban neighborhoods.
Objective B
Pursue and respond to regional and statewide homeownership opportunities.
Objective C
Deepen impact of education and counseling efforts.
Objective D
Maintain commitment to stewardship of all Proud Ground homes.
Goal 2: Organizational Stability
Expand public funding by 15%
Overall increase in revenue by at least 20%
Identify additional adaptations of the PG model to achieve our mission
Objective A
Develop effective adaptations of the Community Land Trust model to increase service to the community and increase earned revenue.
Objective B
Increase public funding and earned revenue to support program expansion.
Objective C
Increase private donations toward operational stability.
Objective D
Enhance team leadership and operational systems.
What are the organization's capabilities for doing this?
Proud Ground has an expert staff with combined community land trust experience of more than 30 years. The full complement of programs and activities necessary for a well-run, sound nonprofit, community land trust program are covered: homeownership education and counseling (NeighborWorks-certified staff); housing development project management; real estate brokerage services; asset management; administrative; fiscal; organizational development; fundraising; public relations. Toward promoting staff development, every staff person has an annual, self-directed training budget.
The expertise and partner relationships represented on the board of directors contribute to successful programs. Skills and partnerships represented on the board include real estate law; culturally specific nonprofit homeownership services; HUD-approved education and counseling; significant community land trust experience; public sector employees; Realtor.
Relationships are maintained with consultants, contractors, and advisory board members who provide services and assistance as needed: housing development and rehabilitation; real estate law; organizational development; fundraising; public relations.
What have they accomplished so far and what's next?
As of December 31, 2015:
310 new home buyers served
250+ permanently affordable homes in portfolio; 20+ homes in housing development pipeline
$152,750: median sales price in 2015, vs. $308,000 median sales price for a market-rate home in service area
$128,500: Median resale price of a Proud Ground home
$40,600/65% MFI: median income of 2015 new homebuyers
59% of Proud Ground clients are households of color
300+ households on home buyer wait list
0 homes lost to foreclosure
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Proud Ground
Board of directorsas of 06/28/2018
Shoshanah Oppenheim
Oregon Housing & Community Services
Term: 2016 - 2012