Non-profit Housing Association of Northern California

What it reported doing in 2024

In 2024, nph sustained and expanded key initiatives that advanced affordable housing solutions and strengthened the capacity of the sector. In addition to nph's ongoing work and programming, major activities included: policy, campaigns, and systems change: in 2024, nph led efforts to build public will, drive regional alignment, and advance structural solutions to the bay area's affordable housing crisis. We convened a broad coalition of nonprofit developers, service providers, labor, philanthropy, and local governments to support lasting structural reform and large-scale revenue solutions, laying groundwork for future opportunities.nph also launched a nonpartisan civic engagement initiative focused on voter participation among affordable housing residents. We analyzed voter turnout data for residents of over 132,000 affordable housing units and distributed digital outreach material and tens of thousands of pieces of multilingual mail through member organizations to strengthen civic infrastructure.legislative, budget, and regulatory advocacy yielded key wins. Nph-supported bills ab 1053 and ab 2353 reduced financing costs for affordable housing. In a victory for public land stewardship we defended the surplus land act from rollback efforts while our advocacy helped restore funding for the state multifamily housing program and strengthen bond set-asides for homelessness funding and deeplhy affordable housing.strengthening the permanent supportive housing (psh) ecosystem: nph worked to address chronic homelessness through two interlocking psh working groups composed of developers, service providers, and public partners working to identify operational barriers and advance high-impact policy recommendations. Sustained working group advocacy resulted in new guidance from the California department of housing and community development (hcd) that more than doubled allowable supportive services caps across ten state housing programs, bringing service budgets in line with market standards and removing a longstanding operational barrier to delivering vital supportive services.the working groups also facilitated a five-county learning journey and developed best practice recommendations to align nonprofit developers and county coordinated entry systems for systems-level improvements and cross-jurisdictional alignment. We also submitted psh-focused recommendations on calaim and proposition 1 implementation to state agencies.workforce development and capacity building: nph delivered training and capacity-building programming to strengthen the affordable housing sector. We graduated the sixth cohort of our bay area housing internship program (bahip), a one-year, paid internship that trains college students for careers in affordable housing.we engaged nearly 600 participants in trainings and workshops, including through our emerging leaders peer network. We co-hosted the first norcal affordable housing supplier diversity summit for over 300 suppliers and developers, supporting implementation of ab 2873 and advancing contracting and procurement equity. Nph also hosted our 45th annual conference, convening over 1,200 practitioners for knowledge sharing and policy coordination. Member working groups met throughout the year to shape policy solutions and inform advocacy priorities.regional narrative strategy: in 2024, nph launched begins with home, a regional public information campaign to build support and political will for affordable housing solutions. In partnership with 12 community-based organizations, the campaign challenged negative narratives and helped increase public receptiveness to housing solutionsacross the bay area.

Financial Efficiency

• Mission deployment rate: 74.3%; rating input score 74
• Program expense ratio: 88.9%; rating input score 89
• Fundraising efficiency: $878.03 raised per $1 spent on fundraising; rating input score 97; 97th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: 1 of 6 controls in place; rating input score 17
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Pass
  • Board or committee approval: Missing
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 7 of 8 controls in place; rating input score 88
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Fail
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 16.5%; rating input score 73; 73rd percentile among comparable filings
• Total-asset coverage ratio: 1.18; rating input score 43; 43rd percentile among comparable filings
• Liabilities to assets ratio: 0.21; rating input score 43; 43rd percentile among comparable filings
• Officer compensation ratio: 17.3%; rating input score 15; 15th percentile among comparable filings

Growth

• Program expense growth: 21% per year; rating input score 100; 86th percentile among comparable filings
• Revenue growth: 14.1% per year; rating input score 100; 80th percentile among comparable filings
• Asset growth: 17.5% per year; rating input score 100; 80th percentile among comparable filings