In this episode of the Charity Charge Show, we sit down with Jeff Eysaman, CEO of Christopher Community (CCI), to talk nonprofit leadership, collaboration, and the future of affordable housing in Central and Western New York.
From early lessons at Boys & Girls Clubs and the YMCA to guiding an organization that manages 3,000+ units across 68 properties, Jeff shares how “housing is our vehicle, people are our business.”
Key Takeaways
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Lead as a listener. Early leadership roles taught Jeff to be an authentic, “listen-first” leader who values collaboration and invests in people.
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Operate to amplify impact. Mission-first requires strong operations—budgets, partnerships, and efficiencies that make programs sustainable.
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Housing is community infrastructure. CCI’s work extends beyond buildings to convening partners, advocating for residents, and bringing wraparound services on-site.
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Hope is in the momentum. With housing elevated in local, state, and federal conversations—and strong community partners—solutions are within reach.
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Better together. Scarcity mindsets hold nonprofits back; ecosystems of partners help families thrive and attract the next generation of talent.
About Christopher Community (CCI)
Christopher Community develops, manages, and preserves affordable housing across Central and Western New York, more than 3,000 units across 68 properties. CCI partners with local agencies to connect residents with supportive services and strives to make housing safe, quality, and affordable, so families and seniors can live with dignity and independence.
Why This Matters
Stable, affordable housing is the foundation for health, education, and economic mobility. Organizations like CCI demonstrate how mission + strong operations + partnerships create long-term community resilience. As costs rise and needs grow, **collaboration—not competition—**is the lever that moves outcomes for families.
How You Can Support
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Partner locally: If you provide services (mental health, workforce, transportation, senior care), coordinate with affordable housing providers in your area.
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Advocate: Engage city, county, and state officials to prioritize affordable housing production and preservation.
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Invest in people: Budget for staff development; great teams scale impact.
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Stay resident-centered: Build feedback loops with tenants; let lived experience shape programs.
Transcript Q&A
Matt: Thanks for joining us. Before we dive into CCI, give us your background. What pulled you into the nonprofit world?
Jeff: I stumbled into it in 2015 after moving to Syracuse. I taught in an enrichment program—my first time working with youth—which led me to the Boys & Girls Clubs of Syracuse. I didn’t grow up in a Club, but I like to say I grew up professionally there. I ran a clubhouse, became program director, and in 2019, executive director. It’s where I learned to lead.
After that, I joined the YMCA of Central New York (and briefly in Boston), where I learned the business side of nonprofit work—budgeting, operations, and how investing in people expands impact. Eventually I returned to Central New York to lead Christopher Community. Housing is new, but serving people isn’t. I’m learning from a talented team while staying focused on residents and the communities we serve.
Matt: What early leadership lessons have stuck with you?
Jeff: I didn’t start with a rigid idea of what a leader should be, so I could be authentic and collaborative—a listen-first leader. At 27, I was learning from teammates with more experience, which later became invaluable when stepping into new domains like housing. Inviting staff voices to the leadership table, valuing expertise, and staying grounded in teamwork are now second nature.
Matt: What did the YMCA teach you about the business of nonprofits?
Jeff: Nonprofits are people-centered, but resources are finite. Strong operations amplify impact. It’s not only what your heart wants to do—it’s what you can sustain: efficient processes, smart partnerships, and disciplined budgeting. The Y is unique because it drives revenue while serving a broad population—from birth to seniors—then reinvests in staff development. That mindset of investing in people is core to how I lead at CCI.
Matt: CCI manages more than 3,000 units across 68 properties in Central and Western New York. How are you weaving your leadership vision into the organization?
Jeff: I inherited a trusted, 50-plus-year organization. That credibility and a mission-driven team make change easier, but transitions are still hard. Our common ground is clear: we serve people.
Across development, property management, and Section 8, we’re aligned on ensuring access to affordable, dignified housing. Housing is our vehicle; people are our business. We stay present in communities, have critical conversations, and grow alongside residents whose needs evolve.
Matt: What challenges are you seeing most in Central New York right now?
Jeff: Insufficient housing stock, limited capital for vacancy turns and restorations, rising labor and materials costs, and increasing household volatility—sometimes one car repair or medical bill can jeopardize rent. Our job is to support residents while keeping operations strong, planning three to four years out, and aligning resources and partners to stabilize and grow supply.
Matt: In light of those challenges, what makes you hopeful about the next five to ten years?
Jeff: Housing is a priority at local, state, and federal levels—it’s in active conversation, which drives solutions. On the ground, I see organic collaboration: service providers hosting mental health sessions in our senior communities, partners meeting residents where they live. Visiting our 68 properties reminds me how our spaces can be community hubs. With attention from policymakers and commitment from local partners, it’s hard not to be hopeful.
Matt: How does CCI contribute to neighborhood revitalization and equity beyond providing units?
Jeff: We show up beyond our four walls—participating in community coalitions because outside conditions shape resident outcomes. We advocate with and for residents and open our doors to partners delivering services on-site. In new developments, we’re intentional—some prioritize people experiencing homelessness or mental health challenges, pairing housing with supports so residents can thrive, not just survive. Safe, quality properties are the baseline; community-building is the differentiator.
Matt: Your advice for leaders stepping into a new role or launching a new nonprofit?
Jeff: Work together. Scarcity can make organizations territorial, but communities need ecosystems, not silos—childcare, employment, transportation, healthcare, and housing working in concert. Collaboration also attracts and retains talent; isolation burns people out. Invite partners in, share the load, and remember: we’re stronger connected.
Matt: How can listeners support you or engage locally?
Jeff: Learn more at christopher-community.org (new site coming soon) and follow us on LinkedIn and other platforms. I’m on LinkedIn as Jeff Eysaman. Reach out—whether to collaborate, continue the conversation, or share how we can support your work. We’re eager to connect.
Matt: Jeff, thanks for joining us—and for the work you and CCI do.
Jeff: Thank you, Matt. It’s been fun.
