Housing, Shelter

Proud Ground

Portland, OR

Mission

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

Ruling Year

2001

Executive Director

Diane Linn

Main Address

5288 N Interstate Avenue

Portland, OR 97217 USA

Keywords

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

EIN

93-1290320

 Number

6277111551

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.

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Programs + Results

What we aim to solve New!

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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

Community Outreach

Housing Acquisition & Development

Home buyer education & counseling

Post-purchase support

Where we workNew!

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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 and haven't they accomplished so far?

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.

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.

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.

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.

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

External Reviews

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Financials

Proud Ground

Fiscal year: Jan 01 - Dec 31

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Operations

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

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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?

Not Applicable

CEO OVERSIGHT

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

Not Applicable

ETHICS & TRANSPARENCY

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

Not Applicable

BOARD COMPOSITION

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

Not Applicable

BOARD PERFORMANCE

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

Not Applicable