When a small group of people in rural Alabama came together two decades ago to figure out how to house agricultural workers in their community, they were solving an immediate, urgent problem: The agricultural workers in the region had nowhere decent to live.
Twenty years later, that founding urgency still drives everything that Southeast Non-Profit Housing (SENPH) does.
Providing Housing, Opportunities, and Stability
Founded in 2005, SENPH has spent two decades improving the lives of migrant and seasonal farmworkers and their families across Alabama, Georgia, and North Carolina. With 32 full-time staff working out of 12 local offices, the organization reaches people where they are: at farms, stores, gas stations, and anywhere else to build the trust that makes everything else possible.
"You know it's working when people are going back to tell others about your services."
Through its Farm Housing Grant Program, the organization provides safe, decent, and affordable housing along with emergency rent and utility assistance for those facing financial hardship. Through its Workforce Development, Career Services, and Training Program, SENPH equips farmworkers and their families with the skills, training, and employment support needed to achieve long-term economic stability.
The impact shows up in the numbers. From 2020 to 2024, SENPH served 7,000 people through its housing program. In just the first year and a half of the workforce development program, 500 people across three states have been served. And in the third quarter of 2024, 200 people enrolled in the workforce development program in North Carolina alone.
The Challenge: Reporting Burdens and Federal Funding
For most of SENPH’s early history, the financial structure was simple. A management company handled the finances for their apartment community, and with a single program, it ran smoothly.
That setup needed to change significantly in 2020 when programming expanded. Suddenly, the organization was managing high volumes of monthly expenditures tracked and allocated across funding sources. Because the grants are reimbursable, accurate records became essential to keeping cash flow stable.
SENPH went through three different people handling finances before finding Chazin in 2023. A finance director set up the systems, then moved on. A CPA came in next, but took 10 days to respond to emails, Jacob never felt confident in the work.
The federal grant reporting had become a source of constant stress.
“We needed confidence that our finance reporting was accurate.” — Jacob Rogers, CEO
He couldn’t afford a full finance department or the risk of another wrong fit. He found Chazin through Georgia Center for Nonprofits. The difference was immediate.
The Chazin Difference: From Guesswork to a Solid Process
Regular meetings with actual outcomes. Emails that got answered. A team that understands the programs, funding structure, and reporting requirements before offering solutions.
Chazin handles SENPH’s accounts payable bill entry and expense coding, payroll journal entries, month-end close procedures, and financial statement preparation. Chazin also manages federal grant reporting and provides audit preparation and support ahead of the organization’s external audit.
SENPH holds four different Department of Labor grants simultaneously, each with its own reporting requirements. Every month, expenditures must be tracked and allocated precisely across funding sources. Drawdown requests must be accurate and timely to keep cash flow stable. Chazin monitors grant budgets and compliance requirements throughout the year, not just at reporting time.
Chazin also implemented Bill.com, streamlining how SENPH manages payments, invoices, and approvals across its multistate, multi-office operation, one of several tools and process improvements Jacob credits to the relationship.
"Our setup was good at first, but Chazin has taken it to a different level that we needed."
What Consistent Support Actually Looks Like
After years of stressful guesswork and late communication, what SENPH needed most was a financial partner who showed up consistently, communicated clearly, and confidently knew what they were doing.
Federal grant reporting, once a source of dread, no longer dominates Jacob’s attention. The reports are right. The drawdowns go out on time. Audit preparation is handled.
“I only think about it when I have to.” — Jacob Rogers, CEO
That trust doesn’t come from competence alone. Jacob put it plainly when asked what he appreciates most: taking time to understand before acting, double-checking the work, and seeing it through completely.
“It matters how you treat people. Just be good to people. Relationships matter, and that’s how we run our business.” — Jacob Rogers, CEO
Chazin runs its business the same way.
What's Next for Southeast Non-Profit Housing
SENPH is planning to expand into four new states and potentially double its staff to 70 people by 2028, a year when increased competition for federal program funding will require SENPH to be more financially prepared.
The financial foundation Chazin has helped build isn’t just supporting what SENPH does today. It is positioning them for what comes next.
Don’t Lose Time to Grant Reporting
If your organization manages federal grants, multi-state operations, or complex reporting requirements and you’re not fully confident in the accuracy of what goes out the door, you’re not alone. The right financial partner can turn your most stressful financial responsibilities into something you barely have to think about, freeing you to focus on the communities you serve.
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Chazin
With over 20 years working exclusively with nonprofits, we pride ourselves in having a unique understanding of nonprofit accounting needs. We believe that nonprofits deserve personalized, quality service and should not settle for a one-size-fits-all approach. We collaborate with you to provide a fully virtual and customized solution that is not only cost-effective but also strengthens your accounting function. We offer a team of industry experts at your disposal to provide advice, leading technology, and to supplement existing staff to improve efficiency and compliance.