Community Action Agency of New Haven
419 Whalley Ave.
New Haven CT 06511
Contact Information
Address 419 Whalley Ave.
New Haven, CT 06511-
Telephone (203) 387-7700 x
Fax 203-397-7475
E-mail lgutierrez@caanh.net
Web and Social Media
Mission
  1. Community Action Agency of New Haven (CAANH) offers pathways to prosperity to those in poverty in the Greater New Haven area through service, collaboration, advocacy, and knowledge generation.
At A Glance
Year of Incorporation 1978
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Amos L. Smith
Board Chair Larry Stewart
Board Chair Company Affiliation Tri-Con Construction Managers, LLC
Financial Summary
 
Projected Revenue $10,828,147.00
Projected Expenses $10,828,147.00
Statements
Mission
  1. Community Action Agency of New Haven (CAANH) offers pathways to prosperity to those in poverty in the Greater New Haven area through service, collaboration, advocacy, and knowledge generation.
Background
In 2006, CAANH underwent major transformational change. Since then, we have focused on providing high-quality programs, managing agency finances, and employing talented staff.
In the past two years, we have modified how we organize, deliver, and provide program services to our customers by creating a Family Services Department (FSD) that uses our unique Passport to Prosperity. The FSD uses the Passport to Prosperity to coordinate services and more effectively refer our customers to non-profit and for-profit service providers. This model has enabled us to generate greater efficiencies, to simplify complex operations, and to utilize and train staff for multiple service delivery.

In the end, the organizational changes we have made and the programs we offer allow us to achieve our mission. That mission is to offer Pathways to Prosperity to those in poverty in the Greater New Haven area through service, collaboration, advocacy, and knowledge generation.

We carry out our mission by moving our customers toward self-sufficiency through direct services, case management, and referrals to other service providers. At CAANH, our customers can directly access the following programs and services:
  • Energy and weatherization services
  • SMART (Single Mothers Actively Reaching the Top), a financial-literacy/job-readiness program for single mothers
  • Manage Your Future, a financial-literacy/job-readiness program for youth
  • Surfing with Seniors, a computer-literacy program for seniors
  • A food pantry and diaper bank
  • Eviction and foreclosure prevention assistance
  • Individual Development Accounts (IDAs), a matched-savings program for asset-building
  • Volunteer Income Tax Assistance (VITA)
We serve more than 10,000 low-income families annually with a focus on quality and results. We make continuous improvement to the services we offer and consistently work to increase our partnerships and collaborations with other non-profit and for-profit entities, foundations, and governmental organizations. These partners and collaborators provide our customers with a variety of contributions, including funding, housing assistance, post-secondary education and employment opportunities, emergency assistance, banking, financial education, and health referrals.
As the above description makes clear, we are a one-stop shop for low-income customers who need important programs and services that will help them move closer towards, and eventually achieve, self-sufficiency.
Impact
CAANH realized three major organizational accomplishments over the past year. These include:
  1. Adding 10 new grants and nearly a million dollars in new funding
  2. Streamlining our organizational structure
  3. Lowering our historic debt
During the course of this year, we plan to:
  1. Continue to provide high-quality, effective services to our low-income population
  2. Expand our fundraising capacity
  3. Strengthen existing and build new partnerships throughout the Greater New Haven area
Rallying the support of current and new supporters will be essential to the achievement of these goals!
Needs
CAANH can increase the effectiveness of our programs and service delivery if key stakeholders know that we have improved our services and programs. Therefore, we need to focus on telling our story and improving the overall effectiveness of our marketing.

We also need to increase our fundraising capacity. Our goal is to raise $70,000 in new funds from grants and other sources. Included in this is approximately $32,000 for the planning phase for our 5x5 Initiative.

In addition, we look to expand our technological capabilities. We plan to acquire a new donor database and to revamp our Passport to Prosperity™ case-management and client-coordination system.
CEO Statement

Our mission is to offer pathways to prosperity to those in poverty in the Greater New Haven area through Service, Collaboration, Advocacy, and Knowledge Generation.

Our work is about transforming individuals, community, and collective performance—such that, people acquire the skills, knowledge, and relationships to improve their lives. CAANH has managed one of the most incredible turnarounds regarding its operational performance for a not-for-profit organization.  We realized that in order for CAANH to make the kind of contributions that its founders dreamed of 34 years ago, it would be important to reject the ways of the past and create unseen  possibilities to move forward. We have adopted a population level and community impact strategy designed to improve the lives of a cohort of families. We call the strategy our 5 X 5 Block Initiative. It is our aim to be the catalyst for population level transformation in conjunction with other faith-based,  not-for-profit, and for-profit institutions. The 5 X 5 block effort will impact the lives of approximately 17,000 individuals in the communities immediately surrounding our offices at 419 Whalley Ave. Our employees, funders, volunteers and supporters have formed the cornerstone of our success. Our partnership and collaborations will anchor our work over the long term in order to reverse the trend of disinvestment and malaise among working class and poor families.

We can lead in this way because we have placed a strong emphasis on personal and professional development, professionalism, and customer service. As a result, our clients and customers report satisfaction levels in the ninety six and ninety seven percentile on surveys. Our staff is more efficient than ever and our customers are more satisfied than ever before. This progress has been facilitated by the presence of an entirely new board of directors who are a highly skilled and well trained core of professional leaders. These new board members insist on the identification of key performance measures of agency operations. As a result, we have measured impacts and outcomes across the agency using key performance indicators at every level, and operate with a high degree of financial competence, integrity, and transparency. We are now a results-driven, high performance organization focused on providing urgent services to families as well as ending long-term, generational poverty.

 

Board Chair Statement

Serving on the board of Community Action Agency of New Haven (CAANH) for over 5 years, currently as board chair, has been an eye-opening and fulfilling experience for me. It is both an honor and a privilege to serve the community in this way.

New Haven's poverty rate is over 25%. As a human services agency it is CAANH’s responsibility to offer services and programming that will offer pathways to prosperity to those in poverty. During these difficult
economic times we have become ever more creative so that we can meet our mission. One of the major challenges that we have faced have been state and federal level budget cuts to our programs and administrative staff. In spite of these budget cuts we have maintained our services and added a new program in 2012. We remain a vibrant organization connected to the community we serve.

CAANH has addressed budgetary challenges by creating a Case for Change. We (the board and staff) have worked together to examine our overall impact. We have come to realize that the way we see and perform our work is not working. We needed to change the way we see things. While it is true that we could readily point to individual clients that improved their condition by some increment, the communities around us have gotten worse. We are just beginning to unveil our work around the 5 X 5 and we believe the shift in how we approach our work will unleash benefit for community, clients, funders, and organizations. Staff has pulled together through our cross-training efforts so that we can maximize service delivery for our customers. Another key strategy to addressing challenges has been to increase our collaborations with other non-profit and local businesses in order cut costs through resource sharing and to streamline customer service delivery.

I choose to serve at CAANH because their mission to offer pathways to prosperity to those in poverty in Greater New Haven embodies my life philosophy. Giving back to the community is a top priority for me and I am happy to have the opportunity to do this at CAANH.

 

 

Service Categories
Primary Organization Category Human Services / Family Services
Secondary Organization Category Human Services / Emergency Assistance (Food, Clothing, Cash)
Tertiary Organization Category Youth Development / Youth Development Programs
Areas Served
Ansonia
Bethany
Derby
East Haven
Hamden
New Haven
North Haven
Orange
Oxford
Seymour
West Haven
Woodbridge
Lower Naugatuck Valley
Milford
The five core municipalities CAANH serves are New Haven, East Haven, West Haven, North Haven, and Hamden. We serve other municipalities through our weatherization program.
Programs
Description

The Connecticut Energy Assistance Program assists eligible households with payment for primary heating bills. If the household’s primary heating costs are included in their rent, the household may also apply for assistance.

Matching Payment Plan (MPP) is a three way match program. Customers must 1. Qualify for energy assistance and 2. Make all agreed upon scheduled monthly payments determined by Southern Connecticut Gas (SCG). In turn, SCG will match their entire energy assistance award and will match all MPP dollars paid to SGC for 6 months. Homebound Applications are available for energy assistance applicants unable to leave their home unassisted. This year, CAANH performed the following service as stated in its logic model: 10,740 households received energy assistance.

The Weatherization Program helps eligible customers receive services that 1. Reduce energy consumption 2. Optimize energy efficiency 3. Make the interior of their home or apartment safer.

Population Served Families / Adults / Children and Youth (0 - 19 years)
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

·        300 energy clients receive weatherization services

·        100% of eligible clients who apply receive energy assistance

·        100% of eligible clients avoided a fuel crisis through agency utility payment

·        100% of eligible households decreased energy usage due to weatherization services

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

All clients served by CAANH demonstrate movement toward self-sufficiency. Energy assistance and weatherization services help clients move toward self-sufficiency by giving monetary assistance and money-saving upgrades to client’s homes and apartments. This increases their disposable income so that they can focus on other basic needs. 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

At CAANH we measure the success of our programs through three core methods. We use client case notes throughout the agency. First, we conduct an agency wide customer survey. We poll over 300 customers annually who receive services from all of our programs. In 2011, 99% of customers stated that they were served in a professional manner and were treated with respect while 97% of customers stated that they received the services they needed. Our second method of monitoring success is the use of Results Oriented Management Accountability (ROMA).

ROMA provides goals, performance measures and interventions in order to measure program and agency success. A third, method we use is Results Based Accountability (RBA). RBA helps us to set population level results for the agency as well as performance measures for our programs. Sometimes these measures are the same as what we collect for ROMA while other times the unique measures we create in RBA help to deepen the story of the work that we do.

 

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

·        Over 12,000 families received energy assistance

·        345 families received weatherization services

Description

Passport to Prosperity provides a network of comprehensive, client centered and culturally competent services to CAANH clients.  The passport will serve as a vehicle to access internal and external (CAANH) services within a network of community partners.  Clients will receive the benefit of a broad service delivery network and immediate, moderate and long term services they may not have gained access to without the passport.

Population Served At-Risk Populations / General/Unspecified / Families
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

·        30 program participants improve their quality of life as    evidenced by having their basic needs met and measured by the CAANH matrix scale

·        10 low-income families obtain new educational skills or credentials

·        10 low income families utilize an array of resources across service sectors

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. All clients served by CAANH demonstrate movement toward self-sufficiency. The passport is designed to offer income supports and wrap-around services to have a deep impact on the customer’s future. Getting participants training, education, and jobs are main results for this program. Please see short-term success for more information.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

At CAANH we measure the success of our programs through three core methods. We use client case notes throughout the agency. First, we conduct an agency wide customer survey. We poll over 300 customers annually who receive services from all of our programs. The 2012 Customer Satisfaction Survey categories of “excellent” and “good”  indicated that  96% of customers stated that the CAANH staff  treated  them with respect; 95% of customers stated that the CAANH reception area was clean, comfortable, and welcoming; 90%  of customers stated that the CAANH  front desk staff were knowledgeable; 95% of customers stated that CAANH case workers are knowledgeable;  and 95% of customers stated that they received the services they needed. Our second method of monitoring success is the use of Results Oriented Management Accountability (ROMA). ROMA provides goals, performance measures and interventions in order to measure program and agency success. A third, method we use is Results Based Accountability (RBA). RBA helps us to set population level results for the agency as well as performance measures for our programs. Sometimes these measures are the same as what we collect for ROMA while other times the unique measures we create in RBA help to deepen the story of the work that we do.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

“Mr. and Mrs. Rodriquez” came to CAANH on a referral from one of our Passport to Prosperity™ partners because this couple was having issues with housing. They are two Hispanic adults who are 22 and 23 years of age. Mr. Rodriquez works part-time and Mrs. Rodriquez is currently unemployed. They were living in miserable conditions in an apartment was infested with fleas and a landlord who refused to fix the flea problem. After they filed a complaint with the city the entire house was condemned and they had to move once again.  During this time, their food stamps got discontinued and they moved back in with Mr. Rodriquez’s mother. When they arrived at CAANH they received multiple wrap-around services through the Passport program.  We were able to provide them with emergency food from our food pantry and we called DSS on behalf of the client to make sure that they followed all criteria to submit the proper information to reinstate their food stamps. As well, we have been able to find them an apartment that will be ready for them to move into at the beginning of September. We continue to work with Mrs. Rodriquez to find her a job.

Description
Surfing With Seniors offers Seniors 55 and older the opportunity to learn basic computer skills. This program meets twice a week for six weeks. CAANH’S goal in offering this service is to allow seniors access to technology and all its benefits.
 
SMART helps single mothers to meet the demands of daily living, improve their parenting skills, and increase their level of self-sufficiency through · Financial Education · Health-focused workshops · Extensive case management including managing family, issues, securing affordable housing, and employment
 
Manage Your Future offers financial literacy, job readiness, and life-skills training to youth ages 14 to 18. This program places eligible youth in meaningful, paid summer employment.
 
VITA is a FREE service that assists eligible customers with filing their federal and state income taxes. This year, CAANH performed the following services (as stated in its logic model): 299 clients used VITA services.
Population Served Females / Families / At-Risk Populations
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

·        100% parents/caregivers improve family function as a result of classes or supportive services

·        90% maintain employment for at least 90 days

·        Increased earned income from previous reporting period

·        60% obtain part time employment

·        100% move toward self-sufficiency by “moving-up” at least one step on an outcomes scale

·        80% operated within an established budget for at least 90 days

·        80% households/individuals decreased debt

·        100% assistance applying for DSS services including SNAP, Medicaid, Medicare, TANF

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

All clients served by CAANH demonstrate movement toward self-sufficiency. SMART Women focuses on the holistic needs of the women that come through the program. Please see our short-term successes for how we meet this long-term success goal.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

At CAANH we measure the success of our programs through three core methods. We use client case notes throughout the agency. First, we conduct an agency wide customer survey. We poll over 300 customers annually who receive services from all of our programs. The 2012 Customer Satisfaction Survey categories of “excellent” and “good”  indicated that  96% of customers stated that the CAANH staff  treated  them with respect; 95% of customers stated that the CAANH reception area was clean, comfortable, and welcoming; 90%  of customers stated that the CAANH  front desk staff were knowledgeable; 95% of customers stated that CAANH case workers are knowledgeable;  and 95% of customers stated that they received the services they needed. Our second method of monitoring success is the use of Results Oriented Management Accountability (ROMA). ROMA provides goals, performance measures and interventions in order to measure program and agency success. A third, method we use is Results Based Accountability (RBA). RBA helps us to set population level results for the agency as well as performance measures for our programs. Sometimes these measures are the same as what we collect for ROMA while other times the unique measures we create in RBA help to deepen the story of the work that we do.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
  •        20 women are currently enrolled in program
  •        15 women attended a mammogram workshop

 

Description

The Open Choice Food Pantry provides an emergency food supply to eligible low income households in New Haven once a month. Customers can choose what goes into their bag(s) from different food groups available.

The Diaper Bank provides diapers to eligible low-income households in New Haven once a month.

Population Served At-Risk Populations / Families / General/Unspecified
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

• 28,900 meals served
• 1,307 households basic needs met through food security
• 100% of households received nutrition information

• 24,260 diapers distributed
• 488  children received diapers
• 400 families received diapers

 

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

• 28,900 meals served
• 565 clients basic need is met through food security
• 24,260 diapers distributed
• 488  children received diapers
• 400 families received diapers

 

 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

At CAANH we measure the success of our programs through three core methods. We use client case notes throughout the agency. First, we conduct an agency wide customer survey. We poll over 300 customers annually who receive services from all of our programs. The 2012 Customer Satisfaction Survey categories of “excellent” and “good”  indicated that  96% of customers stated that the CAANH staff  treated  them with respect; 95% of customers stated that the CAANH reception area was clean, comfortable, and welcoming; 90%  of customers stated that the CAANH  front desk staff were knowledgeable; 95% of customers stated that CAANH case workers are knowledgeable;  and 95% of customers stated that they received the services they needed. Our second method of monitoring success is the use of Results Oriented Management Accountability (ROMA). ROMA provides goals, performance measures and interventions in order to measure program and agency success. A third, method we use is Results Based Accountability (RBA). RBA helps us to set population level results for the agency as well as performance measures for our programs. Sometimes these measures are the same as what we collect for ROMA while other times the unique measures we create in RBA help to deepen the story of the work that we do.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

• 28,900 meals served
• 565 clients basic need is met through food security
• 24,260 diapers distributed
• 488  children received diapers
• 400 families received diapers

“Delores”, a 55 year old woman who had lost her job and was struggling to keep her home,  came to CAANH to apply for Operation Fuel.    Delores not only got help with her UI bill, but she was signed up for the food pantry and  Associates for Training and Development (A4TD).   She is now working as an A4TD participant in a local non-profit helping other people that are the same situation she was before her involvement with CAANH. 

    

CEO/Executive Director
Amos L. Smith
Term Start May 2006
Email asmith@caanh.net
Experience
Amos L. Smith is the President and CEO at the Community Action Agency of New Haven, Inc., since May 2006. Mr. Smith reports to a Board of Directors currently comprised of 17 members. In addition, he manages a budget of over $19 million for an organization that serves over 36,000 individuals and 15,258 families, covering a span of 25 towns, and supervises seven senior administrators who are responsible for 43 employees. 
 
Prior to his work at the Community Action Agency of New Haven, Mr. Smith was the Director of Health Grantmaking and Director of Programs at The Community Foundation for Greater New Haven. While at The Foundation, he was responsible for overseeing the various focus areas as well as grant writing within the Health focus area. In addition to his grantmaking duties, he served as the Principal Investigator for the federally-funded New Haven Healthy Start project, whose focus is to improve maternal and child health outcomes for women in New Haven. He and his colleagues at The Foundation were featured in a national report that highlighted the work of The Foundation in connection with its work on Policy Related Matters and Fatherhood, with The New Haven Family Alliance and The Yale Consultation Center staff.
 
Mr. Smith is the co-founder of The Always on Saturday and Weekdays at the Library Programs that served approximately 200 male and female youth each week in Hartford’s toughest neighborhoods.
 
During his tenure as Deputy Director of Hartford Department of Social Services, Mr. Smith led a team of professionals from the Hartford community to study issues of urban violence and skilled negotiation for advancing peace at the University for Peace in Colón,Costa Rica. He is the recipient of many awards from numerous organizations in the Hartford area including the following: CREN, The Hartford Action Plan on Infant Health, Alpha Kappa Alpha Fraternity,  and The Farmington Valley Chapter of LINKS.

Mr. Smith is also a Senior Fellow of the American Leadership Forum. He held   a faculty appointment at the University of Connecticut, School of Medicine in the Department of Community Medicine. Mr. Smith is President of the New England Association for Community Action. He is on the Board of the Friends Center for Children in New Haven.  He has worked for threeFortune 500companies, all of which are concerned with health and healthcare-related issues. This June, Mr. Smith was invited to attend the Social Innovations Summit at the United Nations, NYC. 

Staff
Number of Full Time Staff 30
Number of Part Time Staff 13
Number of Volunteers 2
Staff Retention Rate 84%
Staff Demographics - Ethnicity
African American/Black 20
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 5
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 13
Female 30
Unspecified 0
Senior Staff
Title Executive Assistant
Title Director Human Resources
Title Comptroller
Title CEO
Title VP Program Services
Title VP Planning/Development & Special Projects
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Collaborations

Access Health CT
 Addeco
 Associates for Training and Development  (A4TD)
 American Association of University Women   (AAUW)
 Bank of Southern CT
 Beulah Heights Social Integration Program
 Christian Community Action Agency
 Clifford Beers
 Community Mediation 
 Connecticut Association for Community Action
 Connecticut Association for Human Services
 Connecticut Center for Arts and Technology
 Connecticut Food Bank
 Connecticut Department of Social Services
 Connecticut Department of Energy
 Delaney's Tap Room Restaurant
 Departmenr of Energy and Environmental Protection
 Early Childhood Council
 Ed Cherry (Architect)Greater Dwight Development Corporation
 Gateway Community College
 Greater New Haven Asset Building Collaborative
 Greater New Haven Chamber of Commerce
 Greater New Haven Diaper Bank
 Greater New Haven Opportunities Industrialization Centers of America (OIC)
 Higher Heights Youth Empowerment Program
 Howard K. Hill Funeral Service
 JUNTA for Progressive Action
 Kelly Ann Day Home
 Male Involvement Network
 Marrakech, Inc 
 National Association of Letter Carriers
 Neighbor Works New Horizon
 New Alliance Foundation
 New Haven Early Childhood Council
 New Haven Boys and Girls Club
 New Haven Family Alliance
 New Haven’s Family Resource Centers
 New Haven Healthy Start
 New Life Corporation
 North East Utilities
 Northeast Institute for Quality Community Action (NIQCA)
 Law Office of W. Martyn Philpot (Lawyer)
 Operation Fuel
 Planned Parenthood
 Post University
 Quinnipiac University
 Southern CT Gas
 Training Education and Manpower (TEAM)
 United Illuminating
 U.S. Dept of Health & Human Services
 U.S. Dept of Internal Revenue/VITA
 The Women’s Business Development Council
 Youth at Work (City of New Haven)
 Youth Rights Media

 

 

 

Awards
Award/RecognitionOrganizationYear
Participant in FDIC 2004-2006 longitudinal evaluation of the intermediate-term impact of Money Smart.Federal Deposits Insurance Corporation (FDIC)2007
FDIC recognizes your leadership in promoting and facilitating youth financial education.Federal Deposits Insurance Corporation (FDIC)2010
Best Practice AgencyNIQUA2011
Board Chair
Larry Stewart
Company Affiliation Tri-Con Construction Managers, LLC
Term Oct 2013 to Oct 2016
Email Imseca@aol.com
Board of Directors
NameAffiliation
Thomas Burwell
Frank Dixon Morin Corporation
Elvira Duran
Diane Ecton Youth Continuum,Inc.
Rachel Gilroy Common Ground High School
Howard K Hill Howard K Hill Funeral Service, LLC.
Willie Holmes Barkley Associates
Roberta Hoskie Outreach Property Management
Wilson Luna Dr.Gateway Community Technical College
Jameca Malloy Emergency Shelter Agent
Edwin Martinez Space Craft Mfg. Inc
Evelise Ribeiro Housing Authority of New Haven
Joseph Rybaruk CPA
Snow Turner New Haven Health Department
Maurice Williams Griffin Hospital
Board Demographics - Ethnicity
African American/Black 13
Asian American/Pacific Islander 0
Caucasian 1
Hispanic/Latino 1
Native American/American Indian 0
Other 0 1
Board Demographics - Gender
Male 10
Female 6
Board Co-Chair
Wilson Luna
Company Affiliation Gateway Community College
Standing Committees
Audit
Executive
Finance
Nominating
Human Resources / Personnel
CEO Comments
S.M.A.R.T. Women (Single Mothers Actively Reaching the Top)CAANH has implemented a single mothers’ initiative that helps single mothers to meet the demands of daily living, improve their parenting skills, and increase their level of self-sufficiency.  SMART’s new Individual Development Accounts (IDAs) (funded by the Community Foundation of Greater New Haven’s, Community Fund for Women and Girls) are designed to advance the economic security of 10 clients and their families.
 
 
Financials
Fiscal Year Start Oct 01 2014
Fiscal Year End Sept 30 2015
Projected Revenue $10,828,147.00
Projected Expenses $10,828,147.00
Spending Policy N/A
Documents
Form 990s
9902012
9902011
9902010
9902009
9902008
9902007
9902006
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201320122011
Total Revenue$11,160,428$10,421,629$15,632,826
Total Expenses$10,513,950$10,433,520$15,396,593
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201320122011
Foundation and
Corporation Contributions
$16,112$12,335$55,052
Government Contributions$9,480,339$9,355,526$15,136,098
Federal------
State------
Local------
Unspecified$9,480,339$9,355,526$15,136,098
Individual Contributions------
------
$943,986$754,308$423,680
Investment Income, Net of Losses$21($1,296)$1,027
Membership Dues------
Special Events$8,400$230$420
Revenue In-Kind------
Other$711,570$300,526$16,549
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$9,300,562$9,012,500$14,023,063
Administration Expense$1,212,476$1,282,639$1,373,530
Fundraising Expense$912$138,381--
Payments to Affiliates------
Total Revenue/Total Expenses1.061.001.02
Program Expense/Total Expenses88%86%91%
Fundraising Expense/Contributed Revenue0%1%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$460,391$662,121$785,266
Current Assets$212,386$375,751$246,647
Long-Term Liabilities$2,381,468$2,965,774$3,276,508
Current Liabilities$333,594$534,496$335,016
Total Net Assets($2,191,671)($2,838,149)($2,826,258)
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountCT Dept. of Social Service $9,074,476Connecticut Dept. of Social Services $9,304,065 --
Second Highest Funding Source & Dollar AmountCT Dept. of Energy & Environmental Protection $401,758 -- --
Third Highest Funding Source & Dollar Amount -- -- --
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities0.640.700.74
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets517%448%417%
Comments
CEO Comments

CAANH’s historical debt issue which dates back to the 1990’s has been the major financial challenge faced by the Agency.  In 2006, there was a change in Agency leadership.  This change occasioned the introduction and implementation of sound and responsible financial practices.  To ameliorate the debt, the agency’s Board of directors has formed a committee whose  sole focus is on debt remediation. The Board is pursuing every option available including possible equity arrangements or debt forgiveness.  In mid 2012, the Agency received an acknowledgement from the State agreeing to consider a reduction in the historical debt owed to the State.  In addition, the Agency is working with the other main debtor to negotiate a mutually acceptable arrangement to remediate that portion of the historical debt.

 

Foundation Staff Comments

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

Address 419 Whalley Ave.
New Haven, CT 06511
Primary Phone 203 387-7700
Contact Email lgutierrez@caanh.net
CEO/Executive Director Amos L. Smith
Board Chair Larry Stewart
Board Chair Company Affiliation Tri-Con Construction Managers, LLC

 

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