Neighborhood Housing Services of New Haven
333 Sherman Ave.
New Haven CT 06511
Contact Information
Address 333 Sherman Ave.
New Haven, CT 06511-
Telephone (203) 562-0598 x
Fax 203-772-2876
E-mail jpaley@nhsofnewhaven.org
Web and Social Media
64 Market Street was renovated by NHS in 2014

Mission

 Neighborhood Housing Services of New Haven positions neighborhoods to succeed by making homes beautiful, energy-efficient, and affordable while helping residents take charge of their neighborhoods.

NHS of New Haven is committed to the revitalization of New Haven's disadvantaged neighborhoods through affordable homeownership development, homeownership counseling and education, and community engagement. Our revitalization strategy is multifaceted, as it involves both the physical restoration of houses and the engagement of local residents to create clusters of active community involvement on our target blocks. Our homeowners join with other families to improve the safety, communication, and inter-connectedness of their neighborhoods. By acquiring and rehabilitating vacant, abandoned houses and selling them to low-income first-time buyers, NHS provides affordable homeownership opportunities while creating stability on a block. Our HomeOwnership Center provides counseling services and classes to help customers purchase a home or avoid foreclosure. We also offer hands-on home maintenance classes in our LEED® Platinum Home Improvement and Energy Conservation Laboratory that provide information on cost-saving do-it-yourself maintenance techniques as well as ways of making energy-efficient improvements to one's home.
At A Glance
Year of Incorporation 1979
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 Dr. James Paley
Board Chair Ms. Virginia Stevenson
Board Chair Company Affiliation Retired
Financial Summary
 
Projected Revenue $1,850,000.00
Projected Expenses $1,850,000.00
Statements
Mission

 Neighborhood Housing Services of New Haven positions neighborhoods to succeed by making homes beautiful, energy-efficient, and affordable while helping residents take charge of their neighborhoods.

NHS of New Haven is committed to the revitalization of New Haven's disadvantaged neighborhoods through affordable homeownership development, homeownership counseling and education, and community engagement. Our revitalization strategy is multifaceted, as it involves both the physical restoration of houses and the engagement of local residents to create clusters of active community involvement on our target blocks. Our homeowners join with other families to improve the safety, communication, and inter-connectedness of their neighborhoods. By acquiring and rehabilitating vacant, abandoned houses and selling them to low-income first-time buyers, NHS provides affordable homeownership opportunities while creating stability on a block. Our HomeOwnership Center provides counseling services and classes to help customers purchase a home or avoid foreclosure. We also offer hands-on home maintenance classes in our LEED® Platinum Home Improvement and Energy Conservation Laboratory that provide information on cost-saving do-it-yourself maintenance techniques as well as ways of making energy-efficient improvements to one's home.
Background
Neighborhood Housing Services of New Haven (NHS) was incorporated in 1979 as a nonprofit organization committed to the revitalization of New Haven’s residential neighborhoods. NHS acquires and rehabilitates abandoned and foreclosed houses in neighborhoods where blight and crime are most prevalent. Our rehabbed homes are sold to low- and moderate-income first-time homebuyers (64% of our clients are at or below 80% of the area median income). Our work has increased housing market values and alleviated inner-city crime and urban blight.
 
As the housing market generated more activity and interest among first-time homebuyers following the last broad market decline in the 1990s, NHS incorporated the New Haven HomeOwnership Center (HOC) in 2001 to offer clients more in-depth coaching in homebuyer education, financial literacy, loan financing, landlord training, and foreclosure prevention. (The HOC is an affiliate organization with its own GuideStar profile.)
 
Through our rigorous rehabilitation efforts and pre- and post-purchase education and counseling services, NHS transforms the image of the neighborhoods in which we work and provides new homebuyers with the skills and financial confidence to enhance the quality of life on the blocks where they have purchased their new homes. By acquiring and rehabilitating vacant, abandoned houses and selling them to low- and moderate-income first-time buyers, NHS provides affordable homeownership opportunities while creating stability on a block. As a community-based organization, NHS responds directly to the needs and concerns of neighborhood residents, and we are able to incorporate these needs and concerns into our planning for future programs and initiatives.
 
NHS currently focuses its revitalization efforts on the Dwight/Edgewood, Hill, and Newhallville neighborhoods of New Haven.
Impact
Accomplishments in 2013-2014
 
 1. Between September 30, 2013, and October 1, 2014, NHS and the HomeOwnership Center:
  • Invested more than $2.8 million in the purchase and rehabilitation of houses throughout New Haven
  • Held 7 financial literacy classes with 63 participants
  • Registered 243 participants in 23 home maintenance and energy-saving classes
  • Provided pre-purchase homebuyer education to 302 prospective homebuyers
  • Counseled 150 homeowners who faced foreclosure
  • Completed 9 "gut" rehabilitation projects to Energy Star 3.0 and historic standards, totaling 13 units of affordable housing
  • Helped 57 clients obtain mortgage modifications that enabled them to stay in their homes
  • Helped 163 prospective homebuyers throughout the Greater New Haven area to purchase a home
  • Hosted 25 volunteer events for a total of 3,716 hours to help improve physical conditions within our neighborhoods
  • Responded to basic inquiries from 1,959 clients
2.  In 2013 and 2014, NHS partnered with the Livable City Initiative, Lincoln-Bassett School, Solar Youth, the New Haven Land Trust, Common Ground High School, and SEEDnh to bring a greenhouse to the Ivy Street Community Garden in Newhallville. The greenhouse, besides providing benefits to the existing community gardeners by extending their growing season, will also serve as a gateway for investing local youth in urban gardening.
 
3.  NHS successfully increased enrollment in its post-purchase home maintenance and energy savings classes in the past year. As we continue to enhance our marketing and branding efforts, we anticipate that our classes will benefit and increasing number of people.
 
4. In 2014-2015, NHS debuted its Affordable Rental Program in its pilot stages with six apartment units on Edgewood Avenue. Our Rental Program will complement our existing "cluster" approach to neighborhood revitalization, since our rental properties will all be in close proximity to our other renovated houses. In this way, we will maximize our impact on the neighborhoods.

Goals in 2014-2015

1.  The second phase of our Affordable Rental Program will be completed in late 2015 with an additional four apartment units on Carmel Street.

2.  We will generate 15 housing units for low- and moderate-income families in our targeted neighborhoods.
 
3.  We will continue to motivate and engage residents through the creation of block watches, neighborhood associations, and volunteer events.
 
4.  We will expand our outreach through increased marketing, public relations, and use of social media while also collaborating with local schools and church groups in the greater New Haven area.
 
 
Needs
1. Increase programmatic funding and resources so that we can continue to serve the needs of homeowners throughout the Greater New Haven area. (Our goal is to raise an additional $500,000 in 2015.)
 
2. Acquire houses for our affordable housing development program (both for homeownership and affordable rentals) through a collaborative relationship with area banks and mortgage servicers in neighborhoods targeted for revitalization
 
3. Identify and receive sufficient development subsidies so that we can successfully carry out the complete “gut” rehabilitation of the properties comprising our inventory. (We currently need to raise approximately $1.5 million in subsidies per year.)
 
4. Achieve a higher level of resident engagement so that neighborhood residents, combined with the police force and partner organizations, will help to lower crime rates in our targeted neighborhoods to an even lower rate in 2015.
 
5. Solidify our relationship with the New Haven Police Department to ensure that our efforts have the back-up support of the police. (We must see more visible signs of police presence in the neighborhoods in which we are working, both day and night.)
CEO Statement
Neighborhood Housing Services of New Haven, Inc. is in the unique position in New Haven of addressing several aspects of neighborhood revitalization and community stabilization simultaneously. We promote homeownership through our affordable housing development activities. At the same time, we educate our prospective homebuyers so that they will be knowledgeable about all aspects of the home purchase process. Our goal is for all of our homebuyers to be especially well-equipped to sustain the ownership of their homes. We strengthen communities by encouraging resident engagement in the areas where we are rehabilitating houses and promoting homeownership.

NHS is keenly aware of the financial strain that unanticipated expenses can have on low-income homeowners. For that reason we make our houses energy-efficient and undertake a thorough and comprehensive rehabilitation of each and every house we acquire. We also help our homebuyers get attractive fixed-rate mortgages with the best possible terms. Our goal is to make housing costs as predictable as possible. If financial problems should arise, we have housing specialists available to provide assistance.
 
The unique blend of affordable housing development, comprehensive homebuyer education, financial fitness training, hands-on post-purchase homebuyer education, and community organizing/resident engagement poise our new homebuyers for successful homeownership experiences and greatly improve the quality of life in the neighborhoods in which we are working. Indeed, we are convinced that such a holistic approach to neighborhood revitalization is a literal prerequisite for success. Homeownership alone will not turn around a faltering neighborhood; nor will simply fixing up houses or waiting for the overall housing market to rebound. These factors must be combined with effective resident engagement if the neighborhoods in which we are working are to become safe, stable, and vibrant communities where families want to live and raise their children.
 

The presence of under-maintained, investor-owned multifamily properties in our target neighborhoods has created another impediment to our ability to implement a comprehensive neighborhood revitalization strategy. In light of this, Neighborhood Housing Services of New Haven has recently launched an Affordable Rental Development Program to provide high-quality rental housing for families that do not care to purchase a home or cannot afford to purchase a home. These small multifamily properties are located in close proximity to the houses we have rehabbed or will soon be rehabbing for homeownership, and increase the impact of our reinvestment in the neighborhood. 

Board Chair Statement

I first became involved with NHS of New Haven when I became one of their first loan clients more than 30 years ago. I was so pleased with their willingness to help that I spread the word about them and referred several people to them. Then I became more and more involved, serving on their Board of Directors as a neighborhood resident representative and eventually becoming the Board President. This has been a very exciting journey for me, and I consider it an honor to serve this organization.

NHS has grown and changed a lot over the years, but it is as committed as ever to helping the neighborhoods and residents of the New Haven community. I have watched our community building and organizing department go from hosting one volunteer event per year to now hosting more than 20 per year. We have now rehabilitated nearly 450 units of affordable housing for low- and moderate-income families. Our home maintenance and energy conservation classes promote sustainability and cost-savings measures for all homeowners. We also continue to train our staff and board members who attend professional development, skill building, and career enhancement workshops.
 
One of the major challenges we face at the present time is acquiring houses for rehabilitation at a reasonable cost. We are unable to compete with investors for houses that we wish to incorporate into our affordable homeownership development program. In addition, the overall economy has resulted in several of our donors reducing the amount of their annual support. In spite of the ongoing pressure that we feel on our annual budget, NHS will continue to be a strong and vital organization that keeps its focus on our corporate mission.

It gives me great pleasure and satisfaction to serve an organization that has made a real difference in the lives of hundreds of clients and their families through its various homeownership programs. I choose to volunteer and be a part of NHS because caring for the well-being of others is important to me, as is making homes affordable to those who may not otherwise have an opportunity to own a home. Stabilizing and revitalizing our neighborhoods makes our communities safer and addresses the problems of many homes that are in need of extreme rehabilitation. I am deeply grateful to NHS for achieving its goals and touching the lives of so many people.

Service Categories
Primary Organization Category Housing, Shelter / Housing Rehabilitation
Secondary Organization Category Community Improvement, Capacity Building / Neighborhood/Block Association
Tertiary Organization Category Housing, Shelter / Housing Support
Areas Served
New Haven
Hamden
NHS focuses its affordable housing development and community organizing activities on the Dwight/Edgewood, Hill, and Newhallville neighborhoods of New Haven.
CEO/Executive Director/Board Comments The fundamental goal of Neighborhood Housing Services of New Haven is to revitalize selected neighborhoods in New Haven and to help first-time homebuyers to attain their dream of homeownership. Owning a safe, secure, and affordable home in a stable, revitalized neighborhood is a fundamental aspiration that should be attainable regardless of income level, location of property, or previous credit history.
Programs
Description

Our current inventory of properties includes seriously deteriorated homes in the Newhallville, Hill, and Dwight/Edgewood neighborhoods of New Haven. The dual purpose is: 1) to provide affordable homeownership for low-income, first-time homebuyers; and 2) to stabilize neighborhoods by reducing the number of boarded-up and abandoned properties and rehabbing them for homeownership.

 

The homes we sell are designed to be long-term assets for both the homebuyer and the neighborhood. We consider the cost of operation and maintenance in the affordability calculations of all of our projects. Because we install all new systems, our homebuyers are generally not confronted with any major maintenance costs for 7-20 years, depending on their usage and upkeep habits and the items in question. Green technologies also keep monthly maintenance expenses within the new owners’ budgets. NHS has been lauded by NeighborWorks® America as maintaining the highest rehabilitation standards in the industry.

Population Served Families / Minorities / Other Economic Level
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.

Our projects effectively reduce the maintenance and repair costs that jeopardize the affordability of the homes we sell. With energy prices and property taxes rising, NHS reduces the overall cost of occupancy and maintenance. All key structural features are replaced with new high-performance building elements that are durable and affordable; our menu of enhancements includes: new roofs, heating systems, insulation, windows, plumbing and electrical systems, kitchens and bathrooms, floor coverings, extensive exterior repairs and repainting.

 

Our rehabilitation work has a direct impact on the safety, stability, and general well-being of the community. Our projects reclaim the grossly overgrown and littered yards at each of the houses comprising this initiative. The surrounding lots are transformed into landscaped outdoor space for our homebuyers. In addition, the improved exterior adds significantly to the overall livability of the streetscape and eliminates blight in the neighborhood. 

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.

To be successful, we must: 1) transform the image of the neighborhoods in which we are working and create a positive perception of the areas; 2) demonstrate an improvement of the physical condition of the housing stock in the areas we are targeting; 3) produce a stability in the values of the homes in the neighborhood; and 4) motivate resident engagement so that all stakeholders in the community take part in the overall revitalization of the area.

 

As stabilization efforts take hold in the neighborhoods, we begin to arrest the falling housing values and homeowners are no longer “under water” (when the outstanding principal balance on one’s mortgage exceeds the value of the property). Rehabilitating vacant and foreclosed homes reverses the decline in housing values and creates equity for homeowners who are then motivated to reinvest in their homes.

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

Our work complies with the Connecticut Energy Efficiency Fund Residential/New Construction Program. We test for and abate lead and asbestos according to HUD guidelines under the supervision of the New Haven Health Department. 

 

We also look at cost indicators such as how much a family pays for homeownership vs. what was paid in a rental unit on a per-square foot basis. We compare utility costs to accurately assess the financial advantages of purchasing an energy-efficient home. We also look at the asset-building nature of homeownership for our clients. Asset building is measured by the equity that a homeowner has in his or her home. Equity has two components: actual equity, measured by the amount of principal that has been repaid on one’s mortgage, and imputed equity, measured by the capital appreciation of one’s home over time. By stabilizing a neighborhood and improving overall perceptions, we increase property values and help to create an appreciating asset for our homebuyers.

Description

As part of our Community Building and Organizing efforts, NHS administers the Revitalization Demonstration Project (RDP), which is a holistic approach to developing resident leadership and stabilizing the neighborhoods in which we are working. We help to stimulate proactive engagement so that neighbors will motivate each other to keep their streets clean and safe. Essentially, we combine the acquisition and physical rehabilitation of our properties with our community building strategies to create the infrastructure that will ensure sustainable revitalization.

 

The objective is to reinforce, augment, and perpetuate the benefits of sustainable homeownership for all neighborhood residents. By encouraging cohesive neighborhood relationships, NHS establishes an environment of communication and collective action and inspires homeowners by actively connecting them to each other, to other organized civic groups, and to the resources necessary for effective and sustainable community development.

Population Served Families / Other Economic Level / Adults
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.

The goal of our Community Building and Organizing initiative is to create a proactive community base of individuals who will be effective in implementing identified revitalization goals and strategies that facilitate neighborhood transformation. Our community building specialist motivates residents to assume responsibility for their properties and to become increasingly engaged in neighborhood-based activities that improve the cohesiveness of the neighborhood.

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.

NHS helps to stimulate proactive engagement so that neighbors will motivate each other to keep their streets clean and safe, and become more involved in beneficial civic issues. Essentially, our goal is to combine the acquisition and physical rehabilitation of foreclosed or abandoned properties with our community building strategies to create the infrastructure that will ensure sustainable revitalization. Successful homeownership is not easily achieved if homeowners are unfamiliar with the myriad of responsibilities that come with maintaining not only the physical structure but also understanding how a property fits in with the structure of the neighborhood. Our homeowners strive for stability that should come naturally when they occupy their homes; because of our targeted locations, however, there are external factors, such as crime, drug activity, and vandalism that may impede their efforts to achieve this.

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

Progress will be measured by noting the number of residents we provide with leadership training and noting their progress toward creating self-sustaining neighborhood management groups. Another indicator of a well-organized community is the presence of resident-led infrastructure/neighborhood development through activities such as neighborhood clean-up days and tree plantings/landscaping on selected blocks. Our current RDP is in the Newhallville neighborhood where there is a serious need for a restored sense of confidence and energy if our efforts are to meet with measurable success. The objective is to establish a spirit of optimism that will overcome adversities caused by vacant and abandoned houses dotting the landscape of the neighborhood.

Surveys as part of Success Measures provide feedback from clients and residents in the neighborhoods we have targeted. We are regularly evaluated by NeighborWorks America.
Description

The New Haven HomeOwnership Center is a HUD-certified housing agency that provides a variety of programs that serve the homeowner and the first-time homebuyer. Our Homeownership Preservation program includes full service foreclosure prevention and loss mitigation counseling to help current homeowners obtain affordable mortgages that enable them to remain in their homes and thus avoid foreclosure.  And, we offer home maintenance classes to all homeowners who want to do their own repairs and upkeep of their properties.

Please note that because the HOC is incorporated with a separate EIN and has its own 990, a separate profile is available on giveGreater that explains both the Homeownership Preservation and Promotion programs.
Population Served Other Economic Level / 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. Foreclosure prevention services are available through our affiliate, the New Haven HomeOwnership Center, and more information about the classes and coaching sessions offered by the HOC can be found on its own GuideStar profile.
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. Foreclosure prevention services are available through our affiliate, the New Haven HomeOwnership Center, and more information about the classes and coaching sessions offered by the HOC can be found on its own GuideStar profile.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. We are regularly evaluated by NeighborWorks® America.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. In the past year, we counseled 150 homeowners who faced foreclosure and held 7 financial literacy classes with 63 participants. We are committed to helping homeowners to stay in their homes.
Description
Our comprehensive Homeownership Promotion program helps  low- and moderate-income prospective homebuyers gain the knowledge and tools to secure and sustain market-rate, prime mortgages that keep homeownership affordable over the long term. Landlord training is also provided to buyers of two- and three-family homes.
 
Homeownership Promotion services are available through our affiliate, the New Haven HomeOwnership Center, and more information about the classes and coaching sessions offered by the HOC can be found on its own GuideStar profile. 
Population Served General/Unspecified / Other Economic Level / 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. Homeownership Promotion services are available through our affiliate, the New Haven HomeOwnership Center, and more information about the classes and coaching sessions offered by the HOC can be found on its own GuideStar profile.
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.
NHS assists prospective homebuyers throughout the home purchase process. We provide comprehensive homebuyer education and counseling; referrals to lenders for low-cost financing; and valuable post-purchase classes in our Home Improvement and Energy Conservation Lab.
 
Homeownership Promotion services are available through our affiliate, the New Haven HomeOwnership Center, and more information about the classes and coaching sessions offered by the HOC can be found on its own GuideStar profile.
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. We are regularly evaluated by NeighborWorks® America.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. In 2014 we provided pre-purchase homebuyer education to 302 prospective homebuyers. We also helped 163 prospective homebuyers to purchase a home.
Description Although NHS has long focused primarily on homeownership, we are well aware that there are many 3-6 unit properties in our target neighborhoods that are better suited for rental units. With New Haven having one of the nation’s tightest rental markets, finding quality, affordable apartments is a struggle for many families.
NHS’ Rental Program enables us to accomplish two things simultaneously: 1) provide high-quality, affordable rental units; and
2) protect the integrity of our target blocks by adding a new component to our comprehensive neighborhood revitalization strategy.
 
 
The pilot stage of our rental program is comprised of two three-unit
buildings on Edgewood Avenue. Expected to be ready for occupancy by
early 2015, these units will be energy-efficient, affordable, and of the highest quality. NHS was also successful in acquiring a four-unit building on Carmel Street, which will serve as the second phase of our Affordable Rental Program. Units in the Carmel Street property will be ready for occupancy by December 2015.
Population Served Adults / 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.

The Rental Program is a pilot program. At the present time, it consists of two properties on Edgewood Avenue, which are currently undergoing renovations and should be completed and ready for lease-up in early 2015, and a four-unit property on Carmel Street, which should be ready by December 31, 2015. To succeed in our targeted neighborhoods, we need to address the pronounced issue of investor-owned rental properties that are under-maintained and used solely for income and/or capital gains. As we have examined our clusters in the past year, we have come to the conclusion that our overall influence on Newhallville, the Hill, and Dwight/Edgewood will be limited unless we are able to control some of the multifamily properties in these areas. Poorly maintained rental properties typically exhibit blight, attract crime, and inhibit the development of quality, affordable rental units in a neighborhood.

NHS is confident in its ability to implement this project. With 35 years of experience in the restoration of houses, we will renovate our rental units to the same standards of any of our homeownership projects. Because the rental units will be thoroughly renovated, we do not anticipate them causing any problems to our tenants. Our staff is always on hand to assist our tenants in the same way that we assist our clients who are in a lease-to-purchase arrangement with us. The qualifications of our staff and our organizational commitment to the well-being of our targeted neighborhoods will make this program a success.

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.

These small multifamily rehab projects can and will integrate smoothly with our homeownership projects, helping us to maximize the impact of our cluster approach to revitalization. By acquiring small multifamily properties, we can lend additional stability to our targeted blocks, helping to link them together into corridors of healthy neighborhood activity.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Our programs are regularly monitored by NeighborWorks® America.
Program Comments
CEO Comments

The two greatest challenges facing Neighborhood Housing Services of New Haven at the present time are the difficulty in raising sufficient operating funds and a declining housing market that has inhibited many prospective homebuyers from purchasing the houses we are acquiring and rehabilitating. Having unsold houses in our inventory ties up a great deal of our equity and makes it difficult for us to begin work on additional properties. Keeping sales prices as low as possible, to make each of the houses we are rehabilitating as affordable as possible for low-income homebuyers, prevents us from taking developer fees that would make this program self-sustaining. In addition, our organization does not have a steady stream of secure revenue that we can rely on each month. For example, we do not own or manage rental properties that would at least produce a fixed amount of rental income each month.  We have no residential or commercial tenants; nor do we have fee income that is generated by our classes or workshops. We rely on corporate and foundation contributions and grants, supplemented by the generous support from individual donors. In general, the weak economy has made it difficult for us to obtain operating support from many of the sources on which we have traditionally relied over the years.

 

A particular challenge we face is in Newhallville, where most of our affordable housing development activities are focused. Newhallville is a neighborhood that once flourished with workers at the Winchester Repeating Arms Factory; today it is plagued by blight, crime and poverty, which has persisted for many years. NHS has been very aggressive in acquiring properties in the area with the intention of turning around the current physical deterioration and providing sustainable homeownership opportunities to first-time homebuyers who are committed to making the most out of their investment. Ironically, the weak housing market has made it possible for our organization to build its inventory of properties at a fairly reasonable cost. Our goal is to attain a critical mass of properties in this area so that our work will have a significant impact on the neighborhood and will motivate other property owners to reinvest in houses that are not owned by our organization.
CEO/Executive Director
Dr. James Paley
Term Start Oct 1979
Email jpaley@nhsofnewhaven.org
Experience

James Paley has been executive director of Neighborhood Housing Services of New Haven for the past 35 years and executive director of the New Haven HomeOwnership Center since its inception in March 2001. Since earning his doctorate from Cornell University in 1980 (where his dissertation focused on residential mobility patterns in New York City), he has presided over a program that has grown from a small housing rehabilitation organization to a sophisticated housing development corporation that concentrates on neighborhood stabilization, affordable housing production, and homebuyer education programs. His professional expertise focuses on innovative financing packages; neighborhood revitalization strategies; homeownership education, counseling, and training; and project management. He currently serves as vice chair of the Board of Directors of Community Housing Capital (headquartered in Decatur, Georgia).

Staff
Number of Full Time Staff 18
Number of Part Time Staff 2
Number of Volunteers 4
Staff Retention Rate 84%
Staff Demographics - Ethnicity
African American/Black 5
Asian American/Pacific Islander 0
Caucasian 9
Hispanic/Latino 6
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 8
Female 12
Unspecified 0
Senior Staff
Title Managing Director of the New Haven HomeOwnership Center
Title Director of Design and Construction
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

NHS works with the City of New Haven and the Connecticut Department of Housing to obtain down payment assistance for our homebuyers. We work with the Greater New Haven Community Loan Fund for referrals of prospective homebuyers. NHS is also a key partner with the Real Options/Overcoming Foreclosure (ROOF) Project, which raises awareness of foreclosure issues, coordinates assistance to at-risk borrowers, and develops strategies to stabilize neighborhoods. 

NHS also collaborates with the City of New Haven's Livable City Initiative to promote community engagement and to fight blight in its target neighborhoods. Other partners for various programs, activities, and volunteer events include local lending institutions, the New Haven Preservation Trust, the Connecticut Green Building Council, the New Haven Land Trust, Solar Youth, Yale University, and the Community Foundation for Greater New Haven, among others.

Awards
Award/RecognitionOrganizationYear
Harlan H. Griswold AwardConnecticut Trust for Historic Preservation and Connecticut Commission for Culture and Tourism2009
Most Intriguing Commercial BuildingConnecticut Green Building Council2009
Certificate of Special Congressional Recognition, for outstanding service to the communityUS Congress2000
Green Building Award, recognizing our commitment to developing energy-efficient housesNeighborWorks® America/Home Depot Foundation2005
Housing Heroes AwardCitizens Bank2005
Housing for EveryoneTD Bank2009
Housing For EveryoneTD Banknorth2006
Housing for EveryoneTD Bank2010
Connecticut Green Business AwardBusiness New Haven2011
GreenCircle AwardDepartment of Energy & Environmental Protection2010
Champions in ActionCitizens Bank & WTNH (Channel 8)2012
LEED® PLATINUM CertificationUnited States Green Building Council2012
Good Egg Award for James Paley, NHS Executive DirectorGreater New Haven Community Loan Fund2014
Green NeighborWorks® OrganizationNeighborWorks® America2014
Comments
CEO Comments

Sound managerial direction, commitment from board members and experienced staff have all contributed to making NHS of New Haven the leading agency in Greater New Haven that promotes homeownership opportunities to low- and moderate-income residents. The executive director has 35 years’ experience researching and acquiring properties in target neighborhoods, negotiating with various partners (including the City of New Haven, banks, and other agencies that own residential properties in New Haven) to obtain the best prices, and obtaining the subsidies to write down the development costs. The director of design and construction has 17 years’ experience with NHS, overseeing the rehabilitation of each property, establishing the project timelines, designing the reconfiguration of the space (if necessary), hiring third-party contractors, and working with the City on zoning issues and permits. He manages a staff of three highly-qualified members of the rehab team who are involved throughout the various stages of each project. The community building specialist focuses his attention on outreach in the different neighborhoods where NHS is working. He supports block watches and neighborhood management teams, and identifies and addresses specific issues that may threaten a given community’s stability.


 

Board Chair
Ms. Virginia Stevenson
Company Affiliation Retired
Term Oct 2014 to Oct 2016
Email vmsvirginia@gmail.com
Board of Directors
NameAffiliation
Raymond Chambers Neighborhood Resident
Terence Floyd People's United Bank
Velma George City of New Haven
Sandra Hadland Community Volunteer
Donna Hall City of New Haven Planning Department
Carol Heller
Cynthia Johnson Neighborhood Resident
Charles Lemert Resident
Sarah McQueen
Kevin Moran Bank of America
Chris Prokop Yale New Haven Hospital
Leslie Radcliffe Neighborhood Resident
Celeste Suggs
Jerome Tureck Community Volunteer
Board Demographics - Ethnicity
African American/Black 8
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 6
Female 9
Board Co-Chair
Ms. Celeste Suggs
Company Affiliation N/A
Term Oct 2014 to Oct 2016
Email tcsuggs@gmail.com
Standing Committees
Community Outreach / Community Relations
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Nominating
Personnel
 
 
Financials
Fiscal Year Start Jan 01 2015
Fiscal Year End Dec 31 2015
Projected Revenue $1,850,000.00
Projected Expenses $1,850,000.00
Spending Policy N/A
Documents
Form 990s
9902013
9902012
9902011
9902010
9902009
9902008
9902007
Audit Documents
Audit2013
Audit2012
Audit2011
Audit2010
Audit2009
Audit2008
Audit2007
IRS Letter of Exemption
501 c 3 letter
Other Documents
Other Documents 3
NameYear
Annual Report2014View
Visual Representation of Revitalization Plan: 2013-20152013View
Annual Report2013View
Annual Report2012View
Newsletter2010View
Detailed Financials
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
$757,993$508,511$470,580
Government Contributions$696,051$641,156$978,063
Federal------
State------
Local------
Unspecified$696,051$641,156$978,063
Individual Contributions------
------
$1,250,000$901,930$781,606
Investment Income, Net of Losses$56,840$40,049$60,542
Membership Dues------
Special Events------
Revenue In-Kind------
Other$706,348$578,276$280,111
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$2,939,005$2,540,692$1,861,250
Administration Expense$231,888$174,835$160,887
Fundraising Expense$165,928$74,430$108,918
Payments to Affiliates------
Total Revenue/Total Expenses1.040.961.21
Program Expense/Total Expenses88%91%87%
Fundraising Expense/Contributed Revenue11%6%8%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$9,853,866$9,430,230$8,383,883
Current Assets$7,772,234$7,254,342$6,187,333
Long-Term Liabilities$3,106,678$2,984,067$2,287,733
Current Liabilities$2,802,047$2,631,433$2,161,385
Total Net Assets$3,945,141$3,814,730$3,934,765
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountJP Morgan Chase $45,000 --Wells Fargo $130,000
Second Highest Funding Source & Dollar AmountWells Fargo Bank $30,000 --Eaton Vance $88,255
Third Highest Funding Source & Dollar Amount -- --Seedlings Foundation $75,000
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities2.772.762.86
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets32%32%27%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments
This is a challenging time for nonprofit organizations in New Haven. In 2013, NHS sustained an operating loss when revenues failed to meet our projections. Fortunately, most of this deficit was made up in 2014, but we remain vulnerable to economic downturns. We are working hard to make our organization more sustainable, with activities that generate a greater portion of the revenue needed to support our operations. Still, we rely on the generosity of individuals and businesses to support our operations. In the case of banks and insurance companies, our work should be seen as complementary to their financial success: stabilizing communities encourages lending activity and reduces insurance losses. Our organization benefits the entire Greater New Haven community and relies on a broad spectrum of supporters to sustain its existence.

Our affordable housing development activities continue to face financial challenges, resulting from the deterioration of the houses we are acquiring and rehabilitating. Housing values in our target areas are finally rising, which is good for the overall market but also results in higher prices for the houses we acquire for rehabilitation and sale to our first-time homebuyers. Total development costs indicate that undertakings such as ours require extensive subsidies to keep the ultimate sales prices affordable to low- and moderate-income families. These challenges make the creation of sustainable, affordable homeownership opportunities all the more important if the low- and moderate-income families we serve are going to be able to take advantage of homeownership opportunities. NHS is also now providing affordable rental housing in selected sections of our target neighborhoods.

Despite these financial challenges, our investment in the properties we are acquiring is justified for two reasons: 1) Our mission is to provide affordable homeownership opportunities for low- and moderate-income families; and 2) The rehabilitation of blighted properties is part of a comprehensive neighborhood revitalization strategy that addresses the deleterious impact that distressed houses have on overall housing values and the stability of the neighborhood. The benefits of undertaking development projects that do not appear to be cost-effective are clear. While we cannot predict the future of development subsidies in times of budget deficits and government spending cuts, it is our hope that they will remain available as long as the need for affordable homeownership opportunities and the revitalization of New Haven neighborhoods persists.

 

 

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 333 Sherman Ave.
New Haven, CT 06511
Primary Phone 203 562-0598
Contact Email jpaley@nhsofnewhaven.org
CEO/Executive Director Dr. James Paley
Board Chair Ms. Virginia Stevenson
Board Chair Company Affiliation Retired

 

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