The challenges of nonprofit management and leadership often lie in balancing the constant demands of internal issues and the rapidly changing external context. As the third and final segment of the Casa de Esperanza case illustrates, there is no point of perfect balance. Part C documents the various mechanisms used to institutionalize the organization’s identity as a community-based Latina organization, including new structures, planning processes, and human resource management. In all, leaders strive to make the organization truly bicultural, allowing it to participate in mainstream circles while remaining grounded in core community values and practices. When faced by a new mandate from state funders, leaders use these internal changes as a new filter when considering the most appropriate action. As such, the case illustrates how proactive structural change can propel an organization to recognize realities.