Neighborhood Housing Services of New Haven
333 Sherman Ave.
New Haven CT 06511-3107
Contact Information
Address 333 Sherman Ave.
New Haven, CT 06511-3107
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 housing 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 interconnectedness 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 and energy conservation 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 Mr. Christopher Prokop
Board Chair Company Affiliation Neighborhood Resident
Financial Summary
 
Projected Revenue $2,000,000.00
Projected Expenses $2,000,000.00
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 housing 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 interconnectedness 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 and energy conservation 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 (the majority of our clients earn 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 the Newhallville, Hill, and Dwight/Edgewood neighborhoods of New Haven.
Impact

Accomplishments in 2015-2016

Between July 1, 2015, and June 30, 2016, Neighborhood Housing Services of New Haven and the New Haven HomeOwnership Center:

  • Invested more than $4.3 million in the purchase and rehabilitation of houses throughout New Haven
  • Renovated 11 properties to ENERGY STAR® 3.0 and historic standards, creating 23 units of affordable housing for families to call home
  • Coached 220 customers to purchase a home through homebuyer education and counseling
  • Completed Phase II of a Success Measures survey of our target neighborhood, Newhallville
  • Launched HOC Realty, Connecticut’s only nonprofit real estate company, generating $54,000 in unrestricted revenue for programs and services offered by the New Haven HomeOwnership Center

Goals in 2016-2017

1. Partner with lending institutions to create attractive downpayment assistance resources for prospective homebuyers.

2. Complete gut rehabilitations on 12 properties in our target neighborhoods

3. We will continue to motivate and engage residents through the creation of block watches, neighborhood associations, and volunteer events.

4. Complete analysis of Success Measures survey and compile into a report to share with donors, grantors, our clients, neighbors, and the general public.

5. Increase support from individual donors  


 

Needs

1. Identify new subsidies to continue to sustain our rate of development for affordable housing.

2. Increase and strengthen partnerships with local organizations to engage more residents in our target communities

3. Raise addition $25,000 for special community engagement projects

4. Increase individual donations through participation in peer-to-peer fundraising during special events and a comprehensive donor communications plan

5. Create office space to accommodate the growing business of HOC Realty

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

My wife and I had moved into New Haven in 1999 and I was interested in the city and the resources available its residents and the surrounding communities. In 2010, a group of my colleagues at Yale-New Haven Hospital were looking for an opportunity to do a volunteer project in New Haven. I hadn’t heard of Neighborhood Housing Services of New Haven before, but something about the way their bird sanctuary project was described had our group of volunteers voting for it.

My group volunteered for a day at the Ivy Street Bird Sanctuary in the Newhallville neighborhood. Having a background in social work and an avid interest in the environment, I was impressed—not just with the fact that there was a bird sanctuary in this old New Haven neighborhood, but that there was a bird sanctuary as a result of motivated residents. More importantly, this sanctuary was the result of an organization devoted to partnering with motivated residents!

I learned that NHS had not only provided affordable housing, they also continued to provide on-going home maintenance classes, in addition to one-on-one counseling and support for all clients seeking to qualify, purchase, rent, or maintain ownership of their home. I grew interested in doing more with NHS and ultimately, they invited me to participate as a board member. These years have gone by quickly as NHS has grown, expanded, and met the ever-changing needs of residents. In January 2017, the board of directors elected me as President. This is a tremendous honor and opportunity to serve NHS.

As I enter this position, NHS has been actively serving New Haven and surrounding communities for an amazing 37+ years. Founding Executive Director, Dr. James Paley, is a visionary with a great heart for people, whose dedication and leadership has trickled down to his highly trained team who shares his same passion. Dr. Paley and his staff have designed an organization that can assist anyone to fulfill their dream.

As with any non-profit organization, NHS faces challenges, including dwindling public and private contributions and identifying new donors to replace the shortfall. Not to mention the challenging economic times we are facing as our state and federal funding options are constantly being challenged. We are a member of NeighborWorks® America and for the first time, we have been singled out as due for federal budget cuts.

Additionally, while it’s clear that NHS has a presence in New Haven and that that presence is growing, it initially took me 11 years to find this gem; and there are many more to make the same discovery. With the right support, this is an area of communications that can be addressed more effectively. There are too many who don’t know about this wonderful organization.

The need is great. Customers come through our doors in times of desperate need of immediate or long-term housing assistance. But I hope, like myself, those learning about us will support our goal of providing safe and healthy housing for all. After all, if you don’t have a safe place to lay your head at night, what does everything else matter? There is something powerful about a sanctuary in the inner city, whether for birds or for people. And for that I am extremely proud to be able to serve with Neighborhood Housing Services of New Haven.
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
East Haven
West Haven
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.

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, the New Haven Police Department identified Lilac Street, between Winchester Avenue and Newhall Street, as one of the highest-risk “hotspots” of crime in Newhallville. In 2015, we successfully secured 4 new homeowners for NHS-developed properties on this block of Lilac Street. This is evidence of rapidly changing perceptions of the neighborhood and of residents’ commitment to reinvesting in their community. Although crime remains a risk factor, we have made significant strides in transforming Newhallville into a “neighborhood of choice.”

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

In 2015, our CB&O department has supported the Hill Gardening Club as it develops as a formal, functional resident-led group with a strong core of neighborhood support. Specifically, we have worked with the gardeners to host talks, film screenings, and book discussions at the Wilson Public Library, and to attract an increasingly broad community audience. As opportunities to discuss urban gardening and gardeners’ experiences, these events have helped facilitate community cohesion throughout the Hill.

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. We have continued helping homeowners avoid losing their homes in foreclosure. In 2015, we helped 22 people obtain mortgage modifications and provided foreclosure intervention services to 118 people.
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. One of our clients, a schoolteacher and mother of three, left Newhallville 25 years ago. But since Newhallville residents have made such great strides in reducing crime and blight in the neighborhood, she is returning to the community where she grew up to find a long-term, stable residence for herself and her sons. When our client decided to remain in Newhallville long-term, she approached us for pre-purchase homebuyer education, financial counseling, and financial fitness education. We helped her meet the challenge of making a long-term investment in her family’s future through homeownership. Attaining financial feasibility takes disciplined commitment to lifestyle changes, and she is grateful that our housing specialists encouraged and supported her throughout the process. She recently put a deposit on one of NHS’ recently completed homes on Lilac Street and is looking forward to the stability that owning a home will provide for her family, and to permanent residence in Newhallville.
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’ Affordable 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.

We successfully completed the pilot stage of our affordable rental program in December of 2014 and Phase II of the program in December 2015. Our Phase II property is a four-unit building on Carmel Street, and has been rehabilitated to be energy-efficient, affordable, and of the highest quality. NHS was also successful in acquiring a three-unit building on West Hazel Street, which will serve as the third phase of our Affordable Rental Program. Please note that our affordable rental budget is included in our affordable housing development budget.

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

NHS is committed to providing affordable, beautiful, and healthy housing for community members in need as a part of our comprehensive revitalization strategy. When we were approached by a single mother living in seriously substandard housing who lacked the means to obtain a quality rental unit anywhere in New Haven, we decided to lease one of our Edgewood units for a discounted rent that was significantly below the already affordable rent. At NHS, we know that helping New Haven residents obtain stability long-term requires an investment in community members.

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. We rely on corporate and foundation contributions and grants, supplemented by the generous support from individual donors. 

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 37 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 21
Number of Part Time Staff 3
Number of Volunteers 2
Number of Contract Staff 1
Staff Retention Rate 84%
Staff Demographics - Ethnicity
African American/Black 8
Asian American/Pacific Islander 0
Caucasian 11
Hispanic/Latino 4
Native American/American Indian 0
Other 1 0
Staff Demographics - Gender
Male 8
Female 16
Unspecified 0
Senior Staff
Title Managing Director of the New Haven HomeOwnership Center
Title Director of Design and Construction
Title Director of 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

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 Capital for Change for referrals of prospective homebuyers. 

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 20 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
Mr. Christopher Prokop
Company Affiliation Neighborhood Resident
Term Jan 2017 to Oct 2019
Board of Directors
NameAffiliation
Grisel Aguillar Neighborhood Resident
Raymond Chambers Neighborhood Resident
Catherine Cordero-Domenech Wells Fargo
David Freeburg TD Bank
Sandra Hadland Community Volunteer
Donna Hall City of New Haven Planning Department
Carol Heller
Nethia Joyner Neighborhood Resident
Charles Lemert Resident
Sarah McQueen
Kevin Moran Bank of America
Jeffrey Moreno New Haven Livable City Initiative
Pastor Donald Morris Neighborhood Resident
Gonzalo Puigbo People's United Bank
Leslie Radcliffe Neighborhood Resident
Virginia Stevenson Neighborhood Resident
Celeste Suggs
Board Demographics - Ethnicity
African American/Black 7
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 4
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 8
Female 10
Board Co-Chair
Ms. Celeste Suggs
Company Affiliation Neighborhood Resident
Term Oct 2017 to Oct 2018
Email tcsuggs@gmail.com
Standing Committees
Community Outreach / Community Relations
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Nominating
Personnel
CEO Comments
   
 
 
Financials
Fiscal Year Start Jan 01 2017
Fiscal Year End Dec 31 2017
Projected Revenue $2,000,000.00
Projected Expenses $2,000,000.00
Spending Policy N/A
Credit Line Yes
Reserve Fund Yes
Documents
Form 990s
9902015
9902014
9902013
9902012
9902011
9902010
9902009
9902008
9902007
Audit Documents
Audit2015
Audit2014
Audit2013
Audit2012
Audit2011
Audit2010
Audit2009
Audit2008
Audit2007
IRS Letter of Exemption
501 c 3 letter
Other Documents
Other Documents 3
NameYear
Annual Report2016View
Annual Report2015View
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 Year201520142013
Foundation and
Corporation Contributions
$761,388$438,393$757,993
Government Contributions$2,081,059$984,503$696,051
Federal------
State------
Local------
Unspecified$2,081,059$984,503$696,051
Individual Contributions------
------
$1,994,500$1,381,000$1,250,000
Investment Income, Net of Losses$7,323$8,451$56,840
Membership Dues------
Special Events------
Revenue In-Kind------
Other$1,131,488$558,963$706,348
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$5,016,601$2,913,956$2,939,005
Administration Expense$87,706$124,768$231,888
Fundraising Expense$51,393$108,296$165,928
Payments to Affiliates------
Total Revenue/Total Expenses1.161.071.04
Program Expense/Total Expenses97%93%88%
Fundraising Expense/Contributed Revenue2%8%11%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$12,624,089$12,482,810$9,853,866
Current Assets$8,513,306$10,366,193$7,772,234
Long-Term Liabilities$5,715,848$5,043,718$3,106,678
Current Liabilities$2,401,781$3,752,690$2,802,047
Total Net Assets$4,506,460$3,686,402$3,945,141
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountNeighborworks America $143,964Wells Fargo Bank $107,438JP Morgan Chase $45,000
Second Highest Funding Source & Dollar AmountSeedlings Foundation $75,000Seedlings Foundation $78,750Wells Fargo Bank $30,000
Third Highest Funding Source & Dollar Amount --Travelers Commercial Insurance $50,000 --
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities3.542.762.77
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets45%40%32%
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, this deficit was made up in 2014 and 2015, but we remain vulnerable to economic downturns and the whims of private sector funding. 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 065113107
Primary Phone 203 562-0598
Contact Email jpaley@nhsofnewhaven.org
CEO/Executive Director Dr. James Paley
Board Chair Mr. Christopher Prokop
Board Chair Company Affiliation Neighborhood Resident

 

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