There is a stark disconnect between what residents earn and what it costs to live in the Coachella Valley.
For instance, the city of Coachella’s median household income is approximately $68,596, meaning a buyer’s “comfortable” home price would be significantly lower than the local $495,000–$525,000 market entry point. Coupled with the area’s lack of affordable housing, Coachella Valley residents are in desperate need of more than just a place to live; they need helpful social services and thriving communities to sustain and empower them as well.
“Residents in the Riverside service area face significant housing challenges, including high rental costs—higher than the state average—and severe overcrowding, with overcrowding rates more than double the national average,” according to Kaiser Permanente Riverside Medical Center.
The success of affordable housing in Coachella Valley depends not only on the units themselves, but also on access to resident services. Many nonprofit housing providers leverage grants to expand these offerings, with the shared goal of breaking cycles of poverty and improving overall well-being.
In most affordable housing communities, resident services are typically tied to that state’s market for Low Income Housing Tax Credits (LIHTC). For instance, in a competitive state like California, affordable housing developers will allocate up to 100 hours annually for every 100 units in a proposed community—typically good enough to qualify for the maximum 5 points in the “service amenities” category of a LIHTC application with the California Tax Credit Allocation Committee.
However, that’s less than two hours per week, which is not a lot of time to build relationships with residents and help enrich their lives. Meeting the requirements is not the same as fulfilling the residents’ needs. Community Housing Opportunities Corporation (CHOC) has seen time and again how staffing beyond compliance directly translates into improved outcomes and measurable returns on investment.
CHOC challenges the status quo by advocating for expanded on-site services, dedicating up to 20 hours per week. This deeper commitment goes a long way—much further than the amount of the investment—toward uplifting residents. Our communities have seen firsthand the opportunities that emerge when owners invest more deeply in on-site staffing.
One afternoon, community staff observed a young boy repeatedly picking at a crumbling sign outside a CHOC community. Under a strictly compliance-driven model, the response might have been a warning or disciplinary action. Instead, because staff were present beyond the minimum required hours, they had the time and capacity to pause and ask: Why?
What they discovered changed the situation entirely. The child’s mother was navigating serious mental health challenges, leaving the boy without consistent care, supervision or a sense of belonging. His behavior was not defiant; it was a signal of unmet need.
Rather than treating him as a problem, the staff brought the child into age-appropriate conversations about resident programming and included his ideas in the coordination of services. He was no longer seen as a menace, but as an integral member of the community with valuable insight. That sense of inclusion changed his behavior and strengthened his connection to those around him. Because staff were present to support residents proactively, CHOC avoided ongoing property damage and the costs associated with repeated repairs, enforcement or escalation.
In this case, the return on investment was tangible. Property damage was avoided; the community’s safety was enhanced; and a vulnerable family received support before reaching crisis. Above all else, a child’s trajectory changed for the better.
In another instance, community staff noticed that a senior resident, who was a regular fixture at bingo nights, had stopped showing up. Because staff knew her routine and had built a relationship with her, her absence raised immediate concern, and staff took the time to check on her.
The staff was shocked when they visited her apartment. Three days prior, she had fallen and injured herself in the shower and was unable to get up. Timely intervention prevented what could have become a life-threatening situation. Emergency services were called, and the resident received the care she needed. It took her around three weeks to fully recover, but she was grateful that someone came in to check on her—something that likely would not have happened in time had staff not been present, attentive, and quick.
These successes are not accidental. The positive outcomes are the direct result of investing in on-site staffing beyond the required minimum. When staff have the time to build trust, notice patterns, and respond early, communities operate more efficiently and compassionately. Costs associated with property damage, emergency response, and crisis management are reduced.
Expanded on-site services play a critical role in improving health outcomes. Research and practice have shown that stable housing, when paired with comprehensive on-site services, functions as a cornerstone of community health. Smart, successful developers recognize that building a thriving community is just as important as durable infrastructure. This improved model delivers measurable returns, protects assets, and, in moments that matter most, can save lives.
CHOC stewards a statewide portfolio of 26 communities serving families, seniors, individuals, and people with special needs, including Placita Dolores Huerta in Coachella, and The Monarch Apartment Homes in Palm Springs.
Terri Smyth Canillo is the vice president of community impact at Community Housing Opportunities Corporation (CHOC), bringing 32 years of experience in social services and the non-profit sector. With a bachelor’s and a master’s degree in social work from California State University, Sacramento, she combines her academic foundation with superior communication and coaching skills to foster collaboration and inspire change. Since joining CHOC in June 1999, she has managed various programs and initiatives, including youth and family initiatives and resident services programs.
