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.
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.
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 difficulteconomic 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.
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.
· 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
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.
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.
· Over 12,000 families received energy assistance
· 345 families received weatherization services
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.
· 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
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.
“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.
· 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
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.
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.
• 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
• 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.
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.
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
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
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.
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.
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.
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.
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