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 x155
Fax 203-397-7475
E-mail cdefelice@caanh.net
Web and Social Media
Mission
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 1977
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 Evelise Ribeiro
Board Chair Company Affiliation Housing Authority of New Haven
Financial Summary
 
Projected Revenue $11,255,940.00
Projected Expenses $11,255,940.00
Statements
Mission 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 organizational changes. Since then, we have focused on providing high-quality programs, managing agency finances, and motivating talented staff.

We carry out our mission through direct services, case management, and referrals to other service providers. At CAANH, our customers directly access the following programs and services:

  • Energy assistance and weatherization services,
  • Financial literacy and job readiness programs for single mothers (Single Mothers Actively Reaching the Top-SMART Women) and youth (Manage Your Future)
  • Fatherhood Matters, a program supporting low-income and non-custodial fathers to become more involved with their children
  • Mature Adults Activities Program, including Surfing with Seniors, a computer-literacy program
  • Open choice food pantry and diaper bank
  • Individual Development Accounts (IDAs), a matched-savings program for asset-building
  • Volunteer Income Tax Assistance (VITA)
Impact

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 in operational performance for a not-for-profit organization.

We will continue to implement our population level and community impact strategy designed to improve the lives of a cohort of families, the 5x5 Block Initiative. This initiative will impact the lives of 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.

 

Needs

In 2017, we will continue to focus on providing timely services to our client families and on strengthening our collaboration with federal, regional, state, and community leaders.

We will continue to implement and evaluate our programs within the framework of Human Services Infrastructure (HSI), Results Oriented Management and Accountability (ROMA), and Results-Based Accountability (RBA).

We are taking steps to build a network of systems that share electronic information to enhance customer service, outcomes, and agency efficiency.

To support our development priorities, we will focus on telling the stories of our beneficiaries and in engaging our funding partners.

CEO Statement

Every one of us in CAANH – from the Board of Directors to our staff and volunteers – know how it is to struggle with debt, family issues, sickness, and other life challenges that threaten to cripple us. We also know how to turn lives around – with information, collaboration, hard work, a clear vision, and a lot of heart.


When I joined in 2006, CAANH was in debt, riddled with scandal and inefficiencies. We took a hard look at ourselves, got back on our feet, and set on the path of growth and operational excellence. What fueled us was the vision of creating empowering experiences for individuals and families who came to us for help.

We take our mission to heart: CAANH offers pathways to prosperity to those in poverty in the Greater New Haven Area through service, collaboration, advocacy, and knowledge generation.

Established in 1978, CAANH focuses on helping individuals and families with limited resources face complex issues. Working across sectors with community partners and state agencies through strategic delivery of resources, we are dedicated to helping individuals help themselves and each other.

Today, through our programs and services, we continue to serve over 28,000 low-income individuals and 11,000 families in New Haven, East Haven, Hamden, North Haven, and West Haven.

Next year we will celebrate our 40th year as a community action agency changing the world one person, one family, one block at a time. We are working smarter: continuously developing our staff to be responsive change agents and using technology to be more efficient.

In 2017, we continue to focus on providing timely services to our client families and on strengthening our collaboration with federal, regional, state, and community leaders. We continue to implement and evaluate our programs within the framework of Human Services Infrastructure (HSI), Results Oriented Management and Accountability (ROMA), and Results-Based Accountability (RBA). We are taking steps to build a network of systems that share electronic information to enhance customer service, outcomes, and agency efficiency.

This is an exciting time for CAANH. We look forward to 2017 and serving our community as the officially designated anti-poverty organization in the Greater New Haven area.

At the end of each day, we ask ourselves: are we making a difference in people’s lives? With you by our side, how can we not?

Sincerely,

Amos L. Smith

Board Chair Statement

In 2006, CAANH underwent major organizational changes. Since then, we have focused on providing high-quality programs, managing agency finances, and motivating talented staff.

We carry out our mission through direct services, case management, and referrals to other service providers. At CAANH, our customers directly access the following programs and services:

  • Energy assistance and weatherization services,
  • Financial literacy and job readiness programs for single mothers (Single Mothers Actively Reaching the Top-SMART Women) and youth (Manage Your Future)
  • Fatherhood Matters, a program supporting low-income and non-custodial fathers to become more involved with their children
  • Mature Adults Activities Program, including Surfing with Seniors, a computer-literacy program
  • Open choice food pantry and diaper bank
  • Individual Development Accounts (IDAs), a matched-savings program for asset-building
  • Volunteer Income Tax Assistance (VITA)

 

Service Categories
Primary Organization Category Human Services / Family Services
Secondary Organization Category Public & Societal Benefit /
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
CAANH serves five core municipalities: New Haven, East Haven, West Haven, North Haven, and Hamden. We also provide services to residents of Branford, Madison, Meriden, Wallingford, Woodbridge and the lower Naugatuck Valley Area 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

Fatherhood Matters Today responds to escalating social concerns regarding father absence by providing fathers with access to father involvement.  The program strengthens families in our community by encouraging fathers to play a more active role in nurturing and raising their children.

Population Served At-Risk Populations / General/Unspecified / Families
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals 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

MAAP offers activities like arts and crafts and field trips to keep mature adults active and connected in the community.

It includes the Surfing With Seniors program, which offers seniors 55 and older the opportunity to learn basic computer skills and to access technology and all its benefits.
 
 
Population Served Females / Families / At-Risk Populations
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals 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
Program is frequently assessed based on predetermined program goals 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. 

    

Description

The S.M.A.R.T. Women and Manage Your Future programs support single mothers and youth in their journey toward self-sufficiency. It offers financial literacy, job readiness, and  life skills sessions designed to empower them to meet the demands of daily living and become economically self-sufficient.

Population Served / /
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 15 members. In addition, he manages a budget of over $11 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 58 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 three Fortune 500 companies, all of which are concerned with health and healthcare-related issues. 
Staff
Number of Full Time Staff 36
Number of Part Time Staff 22
Number of Volunteers 12
Staff Retention Rate 90%
Staff Demographics - Ethnicity
African American/Black 30
Asian American/Pacific Islander 2
Caucasian 12
Hispanic/Latino 14
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 17
Female 41
Unspecified 0
Senior Staff
Title Executive Assistant to CEO
Title Vice President, Human Resources
Title Vice President, Finance
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 AgencyNIQCA2011
Board Chair
Evelise Ribeiro
Company Affiliation Housing Authority of New Haven
Term Oct 2016 to Oct 2019
Board of Directors
NameAffiliation
Karen Bellamy KJB,Associates LLC
Alan Bowie Carmody, Torrance, Sandak Law
Jocelyn Dent TD Bank
Frank Dixon CT PTAP
Diane Ecton Youth Continuum, Inc.
Kenn Harris New Haven Healthy Start
Howard Hill Howard K. Hill Funeral Services
Willie Holmes Barkley Associates
Wilson Luna Gateway Community College
Jameca Malloy Mental Health Associates
Edwin Martinez Space Craft Mfg. Inc.
Joseph Rybaruk Reich, Schweitzer & Weiss
Carolyn Streets Engineering, Science Math University School
Stephen Monroe Tomczak Southern CT State University
Board Demographics - Ethnicity
African American/Black 10
Asian American/Pacific Islander 0
Caucasian 3
Hispanic/Latino 2
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 9
Female 6
Standing Committees
Audit
Executive
Finance
Nominating
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Strategic Planning / Strategic Direction
 
 
Financials
Fiscal Year Start Oct 01 2016
Fiscal Year End Sept 30 2017
Projected Revenue $11,255,940.00
Projected Expenses $11,255,940.00
Spending Policy N/A
Credit Line Yes
Reserve Fund Yes
Other Documents
Other Documents 3
NameYear
Multi-Year Report2015View
CAANH Brochure2015View
CAANH November Newsletter2015View
Manage Your Future Brochure2015View
Mature Adults Activities Program Brochure2015View
Single Mothers Actively Reaching the Top Brochure2015View
NHRegister CAANH Article2014View
Community Action Makes the Long Walk Back2014View
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 Year201620152014
Total Revenue$11,070,926$10,038,219$12,576,285
Total Expenses$11,102,568$10,050,018$11,460,121
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 Year201620152014
Foundation and
Corporation Contributions
$171,487$76,766$13,071
Government Contributions$10,445,149$9,611,774$10,329,887
Federal------
State$10,445,149$9,543,524$10,238,560
Local------
Unspecified--$68,250$91,327
Individual Contributions------
------
$411,329$203,138$732,906
Investment Income, Net of Losses$6$5$10
Membership Dues------
Special Events$2,569$20,399$13,700
Revenue In-Kind------
Other$40,386$126,137$1,486,711
Prior Three Years Expense Allocations Chart
Fiscal Year201620152014
Program Expense$9,939,689$8,868,728$10,245,020
Administration Expense$1,162,879$1,178,795$1,213,608
Fundraising Expense--$2,495$1,493
Payments to Affiliates------
Total Revenue/Total Expenses1.001.001.10
Program Expense/Total Expenses90%88%89%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201620152014
Total Assets$2,502,158$498,911$317,801
Current Assets$2,403,341$372,850$136,685
Long-Term Liabilities$566,803$671,449$786,731
Current Liabilities$3,054,303$914,768$606,577
Total Net Assets($1,118,948)($1,087,306)($1,075,507)
Prior Three Years Top Three Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountDSS $10,082,015Dept. of Social Services $9,368,393CT Dept. of Social Services $9,678,874
Second Highest Funding Source & Dollar AmountCT Dept. of Energy & Environmental Protection $395,285Dept. of Energy & Environmental Protection $175,131CT Dept. of Energy & Environmental Protection $559,686
Third Highest Funding Source & Dollar Amount --United Illuminating $90,663 --
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities0.790.410.23
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets23%135%248%
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 155
Contact Email cdefelice@caanh.net
CEO/Executive Director Amos L. Smith
Board Chair Evelise Ribeiro
Board Chair Company Affiliation Housing Authority of New Haven

 

Related Information

Meet Basic Needs

A strong community not only meets its members’ basic needs but also works to create long-term solutions to their problems. Provide people with affordable housing, enough to eat and access to affordable health care and you enable them to envision a better future for themselves.

Boost Economic Success

A strong economy begins with a community that supports its people. When you support workforce training, financial literacy and public transportation, you enable individuals and families to work where they live, increasing their chances of economic success.