Since 2004, I had the opportunity to support the organization as a front-line staff, coordinator and program manager for four years.
I was then promoted to support fundraising and marketing strategies.
In 2009, I was promoted to associate executive director, responsible for evaluating programs, improving processes and systems, and providing technical assistance to program directors.
In 2016, I become the CEO of Canal Alliance. My vision and leadership have been instrumental in helping the organization become the leading organization serving Latinos in multiple areas throughout the County.
What is your biggest challenge today?
By far the biggest challenge that we all face is responding to the needs that COVID-19 has exposed and exacerbated in our community. COVID-19 does not understand borders, race, religion, socioeconomic or immigration status.
Convincing an individualistic society that the only way out of this crisis will require a collective, comprehensive and multi-sectoral response is undoubtedly one of the greatest challenges that I face in my role as CEO and that we face as a community and society.
The historic inequities in Marin County have caused the pandemic to grow rapidly in low-income communities. Resolving the inequities that affect essential workers will help us reopen the economy faster, safely and in the long term.
What is the next major project either under way or on the horizon?
Canal Alliance has just completed a feasibility study and research project for affordable housing to define our housing strategy and business model.
Canal Alliance owns 12 units of housing in the Canal and we are committed to increasing the availability of affordable housing in the county. The initial phase of this project will focus on the acquisition, rehabilitation and conversion of existing properties to affordable housing.
The lack of affordable housing is one of the key factors that is contributing to the disproportionate impact of the virus on the Latino community in Marin. It is crucial that essential workers who have supported the county, before the pandemic, during the pandemic, and more than likely after the pandemic, have the opportunity to live with financial security and dignity.
What product or service would/or is helping you do your job more effectively?
Relying more on cloud-based solutions, outsourcing IT services and adopting an equipment leasing program have been crucial services for Canal Alliance. This has allowed me to focus on our mission and for Canal Alliance to offer virtual services to the community even during shelter in place.
We are exploring the possibility of installing solar panels and battery backups to keep our organization running during Public Safety Power Shutoffs. Essential community organizations cant be without power.
How do you think your profession will change in the next five years?
COVID-19 is creating an evolving situation with diverse impacts around the world and in all sectors – nonprofit organizations are no exception.
During this crisis, nonprofit organizations have again demonstrated the critical role and value they provide to society.
During this crisis, as trusted messengers, we have been the bridges of communication and the primary distributor of resources between the local government and the community.
At Canal Alliance, we not only transitioned all of our programs to a virtual model, but because of our long-standing service and trust in the community, we were also well positioned to advocate for the resources needed by the community and able to create new services to respond to the impact of COVID-19, which has disproportionately impacted essential workers and low-income communities.
Nonprofit leaders must master their business management and strategic leadership skills to maintain a healthy balance between being reactive and proactive, between internal and external affairs, and between short-term and long-term objectives.
The next five years are going to be difficult years. Nonprofits leaders will have to address the financial and operational challenges created by COVID-19 as we rapidly adapt to community needs and growing demand for services.
Describe a fond memory you have about working with a staff member or client of your organization?
In 2013, I had the opportunity to work with community leaders in the Canal neighborhood of San Rafael on a justice research project to define the vision they have for their community.
To this end, a coalition of resident community leaders came together to form Voces del Canal, and to lead an unprecedented community research project.
Residents learned to use research as a tool to elevate their expertise, amplify their voices, and lead change in their community. It was one of the most exciting moments of my career at Canal Alliance. The report has been used as a blueprint for launching advocacy campaigns and creating new programs.
What other community involvement would you like people to know about?
I am the League Manager of Marin COED Soccer League. We are a community based recreational soccer league based in Marin County. Founded in 1986 with the mission of offering a balanced and quality soccer competition for all levels of play in a safe and friendly environment.
QUICK TAKES
Most admired businessperson outside your organization: David Hunter, Hunter Consulting.
Current reading: The New Confessions of an Economic Hitman by John Perkins
Most want to meet: AOC
Stress relievers: Running and soccer
Favorite hobbies: Soccer and salsa music
Social media you most use: LinkedIn
Buzz word from your industry you dislike the most: Data-driven and client-driven.
Typical day at the office: 80% meetings with external partners and staff. 20% planning, strategy development, opportunity exploration, risk management, future thinking.
Best place to work outside of the office: Mount Tamalpais trails
Words that best describe you: Transparent, direct, team player. A person with clear vision and bold leadership.read more
North Bay Business Journal Nonprofit Leadership Awards: Omar Carrera – North Bay Business Journal
