Community Housing of Wyandotte County, Inc.
2 South 14th Street
Kansas City KS 66102
Web and Phone Contact
Telephone (913) 3427580
Mission Statement

This mission of CHWC is to stabilize, revitalize, and reinvest in communities through improved housing and other related developments. Our vision for Kansas City, Kansas/Wyandotte County is a diverse and vibrant community welcoming families with housing, employment, educational and economic opportunities making our neighborhoods a community where people are proud to live.

Leadership
CEO/Executive Director Mr. Brennan Crawford
Board Chair Ms. Cecelia Wisniewski
Board Chair Company Affiliation Country Club Bank
History and Background
Year of Incorporation 1998
Former Names
CHWC, Inc.
Catholic Housing of Wyandotte County or Neighborhood Housing Services
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

 Breakdown
Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Statements
Mission Statement

This mission of CHWC is to stabilize, revitalize, and reinvest in communities through improved housing and other related developments. Our vision for Kansas City, Kansas/Wyandotte County is a diverse and vibrant community welcoming families with housing, employment, educational and economic opportunities making our neighborhoods a community where people are proud to live.

Background Statement
CHWC is a community development corporation with a mission to stabilize, revitalize, and reinvest in communities through improved housing and other related developments. CHWC traces its roots to a social welfare outreach of the Archdiocese of Kansas City, Kansas. Created in 1998 as Catholic Housing of Wyandotte County, the organization merged with Neighborhood Housing Services of Kansas City, Kansas in 2002 to become CHWC. The organization is governed by a 16 member board of directors, made up of members from the corporate and philanthropic community together with members representing the community we serve. In just a few years, CHWC has created exciting and sustainable change in the communities it serves.
 
CHWC focuses its activities under three goals: affordable housing, homeownership and financial education, and the development of community assets. These three strategic initiatives each support the other. First, we build quality new homes and renovate important historic homes, improving the physical characteristics of the neighborhood. Then, we help educate low-moderate income families on homeownership and financial fitness. For many of these residents, they are the first in their family to own a home, and often have little to no financial expertise. Our closing cost assistance and down-payment assistance programs help make homeownership possible for these families. Finally, we work to improve and develop shared community assets that increase safety and quality of life in each neighborhood. So each neighborhood becomes a place where people are proud to live, work, and raise a family.
  
Today, CHWC operates with a diverse base of funding, including corporate, foundation, and governmental sources. The organization expands its circle of influence through partnerships with other local agencies and a strong network of dedicated community residents. With a passion to serve the underserved residents of the urban core, CHWC remains resolute to achieving its mission and vision and breathing life back into Kansas City while offering working families the opportunity to own a home and begin to build wealth, not debt.
Impact Statement
In 2016, CHWC provided homeownership counselling to 320 families and created 36 new homeowners through a combination of financial assistance and the construction of new affordable homes. Last year was a period of transition for the organization after the departure of the organization’s longtime executive director. The board and staff focused intensely on organizational health and aligning the organization’s resources with the strategic plan. The end result of the transition and focus on sustainability was striking. As an affiliate of NeighborWorks America, the organization increased its organizational health rating from Satisfactory to Strong, while at the same time increasing our productivity.
In 2017, CHWC continues to focus on internal efficiency while also increasing productivity. As a member of the Sustainable Housing Program, CHWC will implement new technology and internal processes that will allow the organization to serve a larger audience. The organization will continue its focus on core competencies and programs: homebuyer and financial education, the creation of affordable housing, and quality of life initiatives that engage residents in their community.
CHWC’s combined approach of financial education, affordable housing, and improving quality of life has made a striking impact on inner city neighborhoods in Kansas City, KS. Property values which have long been decreasing have recovered value. Neighborhoods are cleaner, there is less blight, and residents are coming together to create shared spaces and solve shared challenges. The end of 2017 also brings CHWC to the end of its current strategic plan. A new strategic planning process will begin in late 2017.
Needs Statement
CHWC’s needs for the coming fiscal year include:
  • unrestricted operating support
  • in-kind donations of computers, construction materials and landscaping materials
  • for technical support to upgrade to an advanced, cloud-based accounting system
  • financial support for neighborhood activities to include, community gardens, mural projects, summer youth arts program
  • volunteers to assist with park renovations, alley clean-ups, and Splitlog Farm 
  • volunteer guest speakers for financial and homebuyer education courses
Service Categories
Housing Development, Construction & Management
Community & Neighbourhood Development
Urban & Community Economic Development
Areas of Service
KS - Wyandotte County
KS - Wyandotte County Urban Core
KS
CHWC serves all of Wyandotte County, with a focus on several urban neighborhoods of Kansas City: Bethany, Chelsea, Prescott, Riverview, St. Benedict/St. Joseph, St. Peter/Waterway, Douglass Sumner and Strawberry Hill. These neighborhoods extend from I-670 East to I-635 West, Minnesota Avenue north, and south to I-70 in Wyandotte County, Kansas.
CEO/Executive Director/Board Chair Statement

Having grown up in Kansas City, Kansas, I am proud to serve as the Board Chair of Community Housing of Wyandotte County (CHWC). It is my privilege to represent the passionate and committed individuals that make up CHWC’s board and staff.  CHWC, as an organization, continues to grow through our many developments and programs.  Through our various lines of business, CHWC’s impact continues to be felt throughout the communities of the urban core of Kansas City, KS.

It is a very exciting time in Kansas City, Kansas.  A renewed sense of pride exists for residents of the area, as revitalization and new developments continue to push Kansas City, KS into the national spotlight in a positive way.  Our neighborhoods contain a rich history, which is burnished by CHWC’s Community Building and Organizing program.  Through our efforts, graffiti is being replaced by murals, vacant lots being filled with community gardens, and at-risk youth taken off the street and being engaged in community service. 

Homeowners and clients of CHWC are provided with outstanding, high-quality, new and refurbished homes through our efforts.  Our various developments such as Cathedral Pointe, House to Home Bethany, and CDBG and HOME-funded programs provide a multitude of housing opportunities for the families in our community.  Furthermore, CHWC is battling the foreclosure crisis gripping the nation by rehabilitating vacant and bank-owned homes via the Neighborhood Stabilization Program. 

Our work does not go unnoticed.  CHWC’s creation of high-quality housing opportunities have been recognized by the Kansas City Business Journal, as CHWC was a finalist for the publication’s “Award for Real Estate Excellence.”  CHWC has also been recognized at the Kansas Housing Conference, the U.S. Dept. of Housing and Urban Development, and been the recipient of numerous grants for its excellence in housing development.
 

While the state of the economy brings challenges to organizations such as ours, the future is very bright at CHWC.  We continue to provide desperately needed quality housing to KCK’s urban core.  As I drive through the community I grew up in, I am filled with a sense of pride and optimism to see how much CHWC has accomplished, and how far we have come as a community because CHWC exists.  A great deal of work remains to bring our vision of the urban core of KCK to fruition.  I am confident as long as CHWC is here, this work will be accomplished.

Programs
Description

CHWC’s affordable housing initiative supports our mission of stabilizing, revitalizing and reinvesting in our community. We use three strategies to support the revitalization of our community. We work with the city to identify and remove blighted properties. We build new homes and renovate existing homes. Finally, we have a small portfolio of affordable, high-quality rental properties. Most of the homes we build and renovate are sold or rented to low-moderate income families. Our Homeownership Education program provides the education for these families, to purchase their first home. Though many of our homes are sold to limited income families, we reserve some homes to sell at market rate. A mixed income neighborhood is much more stable than one that concentrates low-income residents in a small area. Though our goal for most of our clients is home-ownership, our rental portfolio allows us to provide safe, affordable housing to those clients who are not yet ready for homeownership.

Program Budget $160,936.00
Category Housing, General/Other Affordable Housing
Population Served Other Economic Level, Families, Poor,Economically Disadvantaged,Indigent
Short-Term Success Short term success of this program would be the removal of any blighted or abandoned properties in its target neighborhoods. The construction and completion of at least 20 new homes and 10 rehab homes each fiscal year. The sale of at least 10 homes in a fiscal year.
Long-Term Success
For CHWC the long-term success of this program is defined as follows:
  • the stabilization and sustainability of CHWC's seven target neighborhoods of Kansas City,Kansas/Wyandotte County.
  • accessibility, availabaility, and high quality affordable housing in stabilized and sustained neighborhoods.
  • an average homeownership rate in each of CHWC's seven target neighborhoods of 80% or higher.
  • low-to-moderate income families to have the ability to build wealth and not debt through homeownership.
These goals are very long-term. In the St. Peters/Waterway neighborhood (SPW), the current rate of owner-occupancy is approximately 60%. We have worked intensely in this neighborhood for over 10 years. In Douglass-Sumner, where we are just beginning to work, just a few blocks away, the current owner-occupancy rate is only 2%. 
Program Success Monitored By Through its strategic planning activities, CHWC has identified and implemented a reporting system that allows staff and board to monitor the progress and success of all programs through the use of the Summary Dashboard Report. CHWC collects data on a monthly basis that reports on progress, concerns, and results. In addition, CHWC staff meets monthly with board committees and provides updates on goals and progress. This regular reporting allows CHWC to react quickly to any problems that may arise and thereby ensure success of all programs. The ability to identify problems early and quickly allows for alteration and amendments to ensure the ultimate success of the program.
Examples of Program Success CHWC is very pleased with the results of the developments that are completed and homes available for sale. 35% of buyers are first time home buyers (formerly renters). A third were female heads of households. Over 60% of buyers were under 80% of median income. In addition, the Cathedral Pointe development in the St. Peter/Waterway neighborhood recently received the "Sustainable Neighborhoods" award. In Strawberry Hill all the townhomes are now sold and occupied by homeowners. CHWC believes these are clear signs that the housing projects undertaken are meeting the needs of the community and therefore very successful. CHWC has more projects in our pipeline than our capacity currently allows. Though we are building capacity in this area, it is important to grow methodically in order to mitigate the risks inherent to the real estate development industry.
Description

Community Building and Engagement is a critical part of CHWC’s efforts to stabilize our neighborhoods. While affordable housing and homeownership/financial education help get families into homes, CB&E efforts are what keeps them there. The development of shared community assets and community centers is key to developing long-term, committed residents. Over the last year, CHWC has added an urban farm to the Bethany neighborhood, added new programming to Waterway Park, and developed a vacant lot into a sculpture park. These efforts together utilized over 2500 volunteer hours, and engaged hundreds of residents. CHWC is the only organization using housing, education and community engagement to support neighborhood stabilization in Wyandotte County.

Program Budget $89,439.00
Category Community Development, General/Other Neighborhood Revitalization
Population Served Families, Poor,Economically Disadvantaged,Indigent, General/Unspecified
Short-Term Success CHWC's short term success for the neighborhoods is an increase in resident engagement in neighborhood wide activities. In addition, ongoing partnerships with neighborhood associations are critical to success.
Long-Term Success CHWC's overall goal with all the neighborhoods it serves is to increase resident engagement, provide access to information and services that will benefit the neighborhood, and create a neighborhood that is able to independently manage as an association. Through the many programs, CHWC believes that it has created an environment for these goals to be reached. Ultimately, CHWC will look to have revitalized and stabilized neighborhoods that have sustainable change.
Program Success Monitored By Each of CHWC's programs are measured on a monthly basis to track their progress and ensure their success. Through the Dashboard Reporting System all goals are listed and challenges and progress are recorded monthly and adjustments are made if necessary.
Examples of Program Success One example of clear impact of our CB&E initiative is the change in Waterway Park. Before we started renovation of the park, the park was full of trash and vagrants. Physical renovation included the removal of several tons of trash, leveling the ground with the surrounding area, installation of a walking path, nature trail, trees, extensive landscaping, parking, and playground equipment. Once the park was physically renovated, the residents began using the park again. Usage slowly increased from just a few people per day in the first few years to over 100 people per day currently. It is a busy, thriving park. The homes in the area surrounding the park sell quickly, and crime is down. This park has been the anchor in a neighborhood where we have also built over 75 new homes over the last 10 years. It is a great example of how effective our three pronged approach is.
Description

To support our new homeowners, CHWC’s staff provides potential new homeowners with one on one financial literacy education, credit repair, budget advice, mortgage product comparison and helps them obtain available grants. CHWC staff assists the new homeowner through any credit issues with one-on-one credit counseling and works with them to ensure that they are ready to purchase a home. We provide assistance throughout the process until the homebuyer is in a position to successfully purchase a home. CHWC is part of NeighborWorks America’s Full Cycle Homeownership Program which is a six-step process that potential homeowners complete to ensure readiness to own a home. We are also pleased to announce that we are now a HUD certified Housing Counseling Agency, which will allow us to expand our counseling services. We also assist existing homeowners by offering them access to low-interest rate minor home repair loans to improve their existing home.  

Program Budget $157,720.00
Category Housing, General/Other Housing Counseling
Population Served Families, Poor,Economically Disadvantaged,Indigent, Other Economic Level
Short-Term Success
By the end of each fiscal year, it is our goal to help at least 100 families move towards the goal of becoming a homeowner.  This can include the actual acquisition of their first home, the successful completion of a homebuyer education class, or improvement to their credit score which puts them into a position of becoming eligible for a home mortgage. 
Long-Term Success
Llong term success with our Housing Promotion, Preservation and Lending Services means that our clients are well-equipped and knowledgeable homeowners that can maintain their home for the long-term.  To help families achieve the "American Dream" of homeownership for as many families as possible is also "success" to CHWC staff and Board.
Program Success Monitored By
CHWC uses a software called CounselorMax which allows us to track each client from day one until they successfully complete their objective (purchase a home, complete a homebuyer education class, etc).  Through this system we are able to maintain a database of our clients and track their success. 
Examples of Program Success
Program successes happen routinely at CHWC.  It may simply be the single-mother of two that has been working with CHWC staff for months to prepare themselves for homeownership that finally achieves that goal or the family that never thought they earned enough money to own a newly constructed home until they met CHWC.  Success stories happen often at CHWC!
CEO Comments

Since our inception in 1998, CHWC has been regarded as one of the premiere community development corporations in Kansas City. Our affordable housing program focuses on both new and renovated homes serving the urban core of Kansas City, Kansas and low-to-moderate income families. To date, we have built and renovated over 200 homes. CHWC is a charter member of the the national NeighborWorks organization, a national consortium of community revitalization organizations focused on serving the underserved and creating sustainable change in neighborhoods and communities. Furthermore, CHWC has been an active partner with Greater Kansas City LISC since 2006 as the Lead Agency for redevelopment efforts in the St. Peter-Waterway and Douglass-Sumner Neighborhoods. In addition, CHWC provides one-on-one credit counseling to any interested homebuyer in both English and Spanish. This counseling covers the spectrum of financial literacy topics including budgeting, bank relationships, first and second mortgage products, etc. Community Development also involves the development of the social capital of neighborhoods - its residents. CHWC’s Community Organizer, Steve Curtis, stays connected to the neighborhoods and residents, so that we may provide support and programs to address issues that are of concern. Together with the improved housing and infrastructure, an increase in resident engagement and participation in the neighborhood will create a sustainable neighborhood that the residents are proud to call home. Collectively, CHWC’s programs serve to stabilize, revitalize, and reinvest the urban core neighborhoods that make up the Kansas City community.

Executive Director/CEO
Executive Director Mr. Brennan Crawford
Term Start Nov 2016
Compensation $50,001 - $75,000
Experience
Brennan Crawford has served as CHWC’s Executive Director & CEO since November 2016. He joined CHWC in 2014 as the Director of Housing & Economic Development and became Associate Executive Director in January 2016. Prior to his work at CHWC, Mr. Crawford worked in housing, economic & workforce development, and social enterprise in the government, nonprofit, and for-profit sectors in the Kansas City Metro and in New Orleans.
He holds a Master of Public Administration (MPA) in Urban Administration from UMKC’s Bloch School with a certificate in Community Economic Development, and has studied business and economics throughout his career at the post-graduate level.
Mr. Crawford is a lifelong resident of the Kansas City metro.
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Former CEOs
NameTerm
Mr. Michael R. Avery -
Mr. Donald Smith June 2010 - Jan 2016
Senior Staff
Title Director of Finance
Experience/Biography

Sara Fitts serves as CHWC’s Finance Director. She is responsible for the organization’s financial recordkeeping and reporting. Ms. Fitts’ background in accounting includes work in other nonprofit organizations, banking and public accounting. She is a graduate of the University of Missouri and has successfully completed the CPA exam.


Title Director of Housing & Urban Development
Experience/Biography

Brennan Crawford holds an MPA with an emphasis on green, affordable housing and community economic development. He is responsible for managing all of CHWC’s housing, real estate development, educational, and economic development activities.


Title Director of Community Building & Engagement
Experience/Biography

Steven Curtis has served as CHWC’s Director of Community Building & Engagement since 2014. He has been with CHWC since 2010, initially serving as CHWC’s Community Organizer. His unique background has proven invaluable to his tenure at CHWC, driving him to use both health and arts programming to mobilize residents to develop shared community assets for their neighborhoods.


Staff
Paid Full-Time Staff 8
Paid Part-Time Staff 7
Volunteers 300
Paid Contractors 0
Retention Rate 79%
Staff Diversity (Ethnicity)
African American/Black 1
Caucasian 10
Hispanic/Latino 4
Staff Diversity (Gender)
Female 11
Male 4
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Collaborations
  • NeighborhoodsNow (LISC, City Vision Ministries - KCK Downtown Corridor) 
  • Strawberry Hill TIF - (City Vision Ministries)
  • Cities of Service (Unified Government) 
  • EPIC Clay Studio (Accessible Arts) 
Affiliations
AffiliationYear
NeighborWorks Organization Neighborhood Reinvestment Corporation - Member1980
Awards
Award/RecognitionOrganizationYear
Neighborhood Excellence AwardBank of America2007
Ad Astra Award - Special Achievement in Affordable Housing - Urban & SuburbanKansas Housing Conference2007
Best Practise Award for an Entitlement ProjectHUD Best Practise Award2007
Capstone Award for Real Estate Excellence - Cathedral PointeKansas City Business Journal2007
Restoration/Rehabilitation of Historic Fire Station #9Historic Kansas City Foundation2007
Sustainable Communities AwardLISC2013
Nonprofit of the YearKansas City, Kansas Chamber of Commerce2015
Government Licenses
Is your organization licensed by the government? Yes
CEO Comments

CHWC has a strong management team that brings professional capacity to all programmatic endeavors. CHWC is governed by a Board of Directors that recognize the importance of governance versus management. In 2014 and 2015, CHWC invested heavily in our organizational health, creating a three-year strategic plan, a resource development plan, a succession plan, and restructuring our management hierarchy. This was a deliberate step towards increasing the capacity of our organization in preparation for growth. In 2016, CHWC underwent an extended leadership transition. In late 2017, CHWC is in an excellent financial position and poised for growth. Now at the end of our last strategic plan, CHWC will create a new plan in late 2017 and early 2018. The process will include feedback from stakeholders, community residents, board and staff. 

Board Chair
Board Chair Ms. Cecelia Wisniewski
Company Affiliation Country Club Bank
Term Jan 2017 to Dec 2018
Email cwisniewski@countryclubbank.com
Board Members
NameAffiliation
Ms. Irene Caudillo El Centro
Ms. Bridgette Cobbins Unified Government
Ms. Virginia De la Torre Community Volunteer
Mr. Lawrence Greenbaum McAnany, Van Cleave & Phillips, P.A.
Ms. Diane Hentges Community Volunteer
Ms. JoAnne Huey Oppenheimer & Company, Inc.
Mr. Joe Krizman Krizman Sausage
Mr. Steve Kucharo Resurrection School
Mr. Jeff Lipp HDR Design-Build, Inc.
Mr. Ben McAnany McAnany Construction
Ms. Sandra Olivas Bank of Labor
Mr. Tim Orrick Orrick & Associates
Fr. Gary Pennings Archdiocese of Kansas City
Ms. Maria Porta Capitol federal Savings
Mr. Joseph Reardon McAnany Van Cleave & Phillips Law
Mr. George Rebeck Straub Construction
Mr. Jim Schraeder Gould Evans
Mr. Mang Sonna Bethel Neighborhood Center
Mr. Michael Wilson Kansas City, KS Fire Department
Ms. Cecelia Wisniewski Country Club Bank
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 14
Hispanic/Latino 4
Native American/American Indian 0
Other 1 Eastern Indian
Board Demographics - Gender
Male 13
Female 7
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 90%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 25%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 6
Standing Committees
Board Development / Board Orientation
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Project Oversight
CEO Comments CHWC has a strong management team that brings professional capacity to all programmatic endeavors. CHWC is governed by a Board of Directors that recognize the importance of governance versus management. In 2015, CHWC invested heavily in our organizational health, creating a three-year strategic plan, a resource development plan, a succession plan, and restructuring our management hierarchy. This was a deliberate step towards increasing the capacity of our organization in preparation for growth. In 2017, under new executive leadership, CHWC is positioned to broaden and deepen our increasing impact in the neighborhoods we have served for nearly 20 years.
Financials
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Projected Revenue $2,790,176
Projected Expenses $2,758,226
Form 990s
IRS Letter of Exemption
Foundation Comments
  • FYE 6/30/2015, 2014: Financial data reported using the IRS Form 990.
  • FYE 6/30/2013: Financial data reported using the organization's audited financial statements.  
  • Foundation/corporate revenue line item may include contributions from individuals. 
Detailed Financials
 
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
$419,145$272,909$25,392
Government Contributions$451,656$853,549$612,388
Federal----$612,388
State----$0
Local----$0
Unspecified$451,656$853,549$0
Individual Contributions----$48,112
$0$0$0
($15,305)$187,412$327,725
Investment Income, Net of Losses$383($174,327)$3,397
Membership Dues$0$0$0
Special Events$47,015$58,487$72,398
Revenue In-Kind$0$0$542,347
Other$17,030($56,331)$83,386
Expense Allocation
Fiscal Year201520142013
Program Expense$1,245,922$722,057$868,284
Administration Expense$153,471$267,708$314,368
Fundraising Expense$102,928$79,215$76,010
Payments to Affiliates----$0
Total Revenue/Total Expenses0.611.071.36
Program Expense/Total Expenses83%68%69%
Fundraising Expense/Contributed Revenue11%7%10%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$5,160,804$6,225,338$4,996,994
Current Assets$1,650,208$2,350,459$1,921,356
Long-Term Liabilities$2,346,317$2,396,321$1,504,165
Current Liabilities$617,276$608,527$968,772
Total Net Assets$2,197,211$3,220,490$2,524,057
Short-Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities2.673.861.98
Long-Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets45%38%30%
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountAnonymous $125,000Anonymous $261,000 --
Second Highest Funding Source & Dollar AmountAnonymous $30,000Anonymous $74,239 --
Third Highest Funding Source & Dollar Amount --Anonymous $25,000 --
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments
CHWC is working diligently towards financial sustainability. During a leadership transition in 2016, CHWC closely evaluated the projects and programs in our pipeline. The board elected to focus on our core competencies of housing and community development, and realigned resources with those core competencies. In 2017, CHWC is working to build a reserve fund of $140,000 in unrestricted operating cash. This reserve is intended to help mitigate the effects of irregular cash flow related to the sale of single family homes and swings in the housing market. Though CHWC has very good access to capital funding for construction, unrestricted operating cash is still a challenge for the organization. 
 
One solution to this challenge is presented by a program that is both mission-focused, and a future source of earned revenue. CHWC is working toward certification as a Community Development Financial Institution (CDFI). Status as a CDFI will allow CHWC to attract loan funds for mortgages, community development projects, and small home repairs. Increasing the availability of credit to underserved residents is a high priority for the organization. The interest from these loans will provide a source of earned revenue that will grow with time. Other CDFIs are completely funded through the earnings from their loan funds. 
Organization Name Community Housing of Wyandotte County, Inc.
Address 2 South 14th Street
Kansas City, KS 66102
Primary Phone (913) 3427580
Contact Email bcrawford@chwckck.org
CEO/Executive Director Mr. Brennan Crawford
Board Chair Ms. Cecelia Wisniewski
Board Chair Company Affiliation Country Club Bank
Year of Incorporation 1998
Former Names
CHWC, Inc.
Catholic Housing of Wyandotte County or Neighborhood Housing Services