Housing, Shelter

Proud Ground

  • Portland, OR
  • www.proudground.org

Mission Statement

Utilizing the Community Land Trust model of permanent affordability, expand homeownership opportunities for low- and moderate-income families so they can live or remain in the community of their choice. Serve as a leading strategic partner to improve affordability region-wide, with a focus on areas affected by displacement. Our mission.

Proud Ground provides affordable homeownership opportunities for middle-income, first-time homebuyers. Working with community partners, lenders, builders and others, Proud Ground prepares families and individuals for homeownership; helps them purchase existing homes; renovates homes for affordable sale; offers homeowners tools to be successful; and manages transactions to keep homes affordable for generations to come.

Main Programs

  1. Community Outreach
  2. Housing Acquisition & Development
  3. Home buyer education & counseling
  4. Post-purchase support
Service Areas

Self-reported

Oregon

Portland, Oregon Metropolitan Region: Clackamas, Multnomah and Washington Counties, OR; Clark County, WA

ruling year

2001

Executive Director

Self-reported

Diane Linn

Keywords

Self-reported

housing, house, home, home ownership, new home owners, homes, affordable, community

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EIN

93-1290320

 Number

6277111551

Contact

Cause Area (NTEE Code)

Housing Development, Construction, Management (L20)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

Proud Ground has served more than 300 new homeowners and has 250+ permanently affordable homes in its portfolio:

* The median sales price of a Proud Ground home in 2015 was $152,750, vs. $308,000 for a market-rate home in our sevice area.

* The median sales price of a Proud Ground home upon resale is $128,000.

* The median household income of Proud Ground homeowners served in 2015 was is $40,600 / 65% MFI.

* Proud Ground homes has lost 0 homes to foreclosure.

Programs

Self-reported by organization

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

Program 1

Community Outreach

Outreach & education; coalition building.

Category

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Ethnic/Racial Minorities -- General

Budget

Program 2

Housing Acquisition & Development

Undertake housing development projects including renovation, new construction, work with partner developers.

Category

Housing

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Ethnic/Racial Minorities -- General

Budget

Program 3

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.

Category

Housing

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Budget

Program 4

Post-purchase support

Provide current home owners with continuing services, including foreclosure prevention counseling and maintenance & repaid consultations, to help ensure success and stability.

Category

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Budget

Charting Impact

Self-reported by organization

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

  1. 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.
  2. 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.
  3. 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.
  4. How will they know if they are making progress?
    1. Zero homes lost to foreclosure. A key component of the community land trust model of homeownership is intensive one-on-one homebuyer education and counseling, combined with ongoing, post-purchase support. This results in serving clients who are truly prepared for homeownership; further, as an ongoing partner with homeowners, Proud Ground is uniquely positioned to provide immediate, effective assistance to homeowners facing challenges. Homes prices that are truly affordable also contribute to success.

    2. Service Area Expansion. Housing prices in the Portland Metro Region are skyrocketing while wages remain stagnant; municipalities throughout the region are experiencing this. Expanding service from one municipality to numerous ones throughout the entire region better serves families and the region as a whole, and eliminates the need to create and try to sustain countless, small nonprofit organizations to try to meet this need.

    3. Year-end balanced or surplus budgets. During and right after the recession many nonprofits dissolved or experienced deficits at year-end. Proud Ground survived and grew during this challenging period through strategic programming and staffing decisions.
  5. What have and haven't they accomplished so far?
    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
Service Areas

Self-reported

Oregon

Portland, Oregon Metropolitan Region: Clackamas, Multnomah and Washington Counties, OR; Clark County, WA

Social Media

Blog

Funding Needs

General operational and program support Direct homebuyer assistance (in other words, funds to help lower the purchase price of homes, making them affordable for our clients) Housing acquisition and pre-development funds

photos




External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

Proud Ground
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

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Operations

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

Proud Ground

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Executive Director

Diane Linn

Governance

BOARD CHAIR

Shoshanah Oppenheim

Oregon Housing & Community Services

Term: Jan 2016 - Dec 2012

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. Self-reported by organization


RESPONSE NOT PROVIDED

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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

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


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

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


RESPONSE NOT PROVIDED

BOARD COMPOSITION

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


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

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