Children's Community Programs of Connecticut
446 A Blake St Ste 100
New Haven CT 06515
Contact Information
Address 446 A Blake St Ste 100
New Haven, CT 06515-
Telephone (203) 786-6403 x127
Fax 203-786-6408
E-mail ashaughnessy@ccp-ct.org
Web and Social Media
Mission
The Children's Community Programs of Connecticut, Inc. is a private, non-profit, multi-service agency that provides diverse and creative support services to children and families throughout Connecticut to ensure that "Every Child Counts."
At A Glance
Year of Incorporation 2001
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years No
Leadership
CEO/Executive Director Mr. Brain F. Lynch MSW, LCSW
Board Chair Ms. Sharon Martin
Board Chair Company Affiliation Dept. of Children and Families, Retired
Financial Summary
 
Projected Revenue $6,000,000.00
Projected Expenses $6,000,000.00
Statements
Mission
The Children's Community Programs of Connecticut, Inc. is a private, non-profit, multi-service agency that provides diverse and creative support services to children and families throughout Connecticut to ensure that "Every Child Counts."
Background

Incorporated in 2001, the Children’s Community Programs of Connecticut, Inc. is a multiservice agency whose mission is to provide diverse and creative support services to children and families throughout Connecticut to ensure that “Every Child Counts.” Pursuant to that mission, the agency applies a certain philosophical framework to all its endeavors. This framework includes the beliefs that: (1) each client is a unique individual and deserves to be valued, respected, and heard; (2) no client exists or should exist in a vacuum; meeting a client’s needs demands an understanding of the client’s extended family and environment, and (3) all clients, all individuals, have multiple needs and a key measure of the agency’s strength is its ability to connect clients to appropriate services.

The CCPC serves approximately 500 clients annually in the Greater New Haven Region through multiple programs. These programs include a Therapeutic Foster Care program, a One on One Mentoring Program; a Nurturing Families Network; a Youth Employment Development Program; two Alternative Education Programs; and Therapeutic After School Program.

Impact

The CCPC has witnessed growth in three key programmatic areas in recent months. Through a collaboration with the Governor’s Prevention Partnership, the agency expanded its One to One Mentoring Program to provide services to juvenile offenders through Connecticut’s Court Support Services Division. The Youth and Community Development Program likewise experienced a period of growth. The program received a Youth Violence Prevention Grant from the City of New Haven which allowed it the opportunity to provide its highly successful blend of educational and vocational training to an even larger population. Finally, with the support of a grant from the United Way, the CCPC launched an Afterschool Program designed to meet the needs of a diverse population of young people that includes children in therapeutic foster care.

Looking forward, the CCPC plans to develop programs with a specific focus on the areas of kinship care, fatherhood, and education.

Needs

The agency’s current greatest needs are for funds to support:

  • Technology upgrades
  • Evaluation efforts
  • New program initiatives in the area of kinship care, fatherhood, and educational programming
  • Operating costs to fund administrative support for finance office
  • Operating costs to support vehicle upgrades/ maintenance

CEO Statement

As the Chief Executive Office, I have seen The Children's Community Programs of CT, Inc. evolve over the last ten years. We continually strive to assess the community's needs and, to meet those needs, the agency has learned to adapt while still holding true to its mission and vision.  With the goal of maintaining children in their homes, our programs provide intensive support services to children and their families. We work with several other service providers and with parents as partners because we know we cannot accomplish this difficult work alone. Accomplishing our goals also takes resources. That is why I look forward to working with the Board during this coming year to explore diversified funding. The agency leadership is committed to serving the families of the Greater New Haven area and therefore is committed to obtaining the resources necessary to do so. 

Board Chair Statement

As the newly appointed Board Chair, I am very excited to take the helm.  I have been on the board since 2003 and I am honored to take on these new responsibilities.  As a former employee of the CT Department of Children and Families, I had the opportunity to work closely with the CCPC.  I was always impressed and inspired by their leadership and their ability to help families in good times and bad.  I am humbled to be able to work with this agency and impact their successes.  During my term I hope to lead the Board through a strategic planning process that includes looking at diversified funding and meeting the changing needs of our families.  Crime, a struggling educational system and high unemployment are hitting our families hard.  In addition, the agency is seeing less and less funding available through the State.  Therefore, we as a board will be looking for creative and innovative ways to serve our community.   

 

 

Service Categories
Primary Organization Category Mental Health & Crisis Intervention / Mental Health Associations - Multipurpose
Secondary Organization Category Human Services / Family Services
Tertiary Organization Category Human Services / Foster Care
Areas Served
New Haven
Hamden
East Haven
Ansonia
Bethany
Branford
Cheshire
Milford
Orange
Shelton
Greater New Haven
Programs
Description

The The Kinship and Therapeutic Foster Care (TFC) Division oversees all agency initiatives related to kinship care and therapeutic foster care. This currently includes the Therapeutic Foster Care (TFC) Program and the Nurturing Kin Program.

 
TFC manages the placement and supervision of children in state custody with severe emotional, behavioral, and health needs into safe and caring foster home settings until such time as a permanent family and living situation can be determined. The TFC program recruits, screens, trains, approves potential foster families, and works closely with both families and Connecticut’s Department of Children and Families (DCF) once a placement is made. The TFC Program works with children ages 6-17 who reside in DCF Region 2; the program is funded through DCF.
 
The Nurturing Kin Program, funded by the Community Foundation of Greater New Haven, provides training for adult caregivers who are awarded  custody of kin through the New Haven Regional Probate Court.
 
Population Served Children and Youth (0 - 19 years) / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
1) Clients will feel that the services provided by the program were effective.
2) Fewer than 25% of the placements supervised by the program will result in an unplanned discharge. 
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.

The mission of the Therapeutic Foster Care is to provide children with safe and therapeutic home settings in which to live until a permanent family situation can be determined. 

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

The CCPC employs 1 .5 FTE Quality Control Manager to oversee Quality Control efforts. In addition, the agency dedicates a portion of each program manager’s job description to quality assurance. Each agency program is required to determine (at minimum) three program goals, along with criteria by which success will be measured. Program goals are reviewed every 6 months by the CCPC Management Team at a Review Meeting. Client Satisfaction Surveys are distributed twice each year and the results are aggregated and also reviewed at the semi annual review meeting. Each program’s practice is modified as needed based on the results

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
1) 95% of clients reported that they were satisfied with the programs service on the Client Satisfaction Survey. 
2) 7% of youth discharged through the program were unplanned discharges.  
Description

The overall mission of the Youth and Community Development Program (YCDP) is to provide youth and young adults with educational support and vocational/ job training. The program couples educational instruction (offered through partnerships with various schools and alternative education programs) and life skills training with site based vocational training in various fields. The YCDP offers these services through multiple programs funded by Workforce Alliance, the City of New Haven, and Connecticut’s Department of Children and Families (DCF).

Population Served Children and Youth (0 - 19 years) / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
1) At least 75% of youth served will be placed in employment and/or post secondary education.
2) At least 80% of participants will attain a high school diploma. 
3) At least 75% of participants will demonstrate improvement in the academic areas of literacy and numeracy.  
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. The mission of the Youth and Community Development Program is to provide programming necessary for the educational and vocational success of the youth involved in the program. 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The CCPC employs 1 .5 FTE Quality Control Manager to oversee Quality Control efforts. In addition, the agency dedicates a portion of each program manager’s job description to quality assurance. Each agency program is required to determine (at minimum) three program goals, along with criteria by which success will be measured. Program goals are reviewed every 6 months by the CCPC Management Team at a Review Meeting. Client Satisfaction Surveys are distributed twice each year and the results are aggregated and also reviewed at the semi annual review meeting. Each program’s practice is modified as needed based on the results

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
For 2012-2013:
  • 89% of youth served were placed in employment and/or secondary education. 
  • 100% of youth served attained their high school diploma.
  • 89% demonstrated an increase in literacy and numeracy skills. 
 
 
Description

Funded through a grant from the Children’s Trust Fund, the Nurturing Program Network (NFN) provides parent education to high risk, first time parents with children between the ages of 0-5. The goal of the program is to reduce incidents of abuse and neglect by empowering parents with knowledge and understanding of child development and safe and nurturing parenting techniques. NFN delivers support parenting groups, home visits, and case management. Parents are recommended to the program through a screening process at New Haven Hospital; once recommended participation in the program is optional.

Population Served / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. The objectives for the program are for participants to remain in the program and receive services for at least one year and to not be referred to Connecticut's Department of Children and Families (DCF). 
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.

The goal of the Nurturing Families Network is to reduce the incidences of abuse and neglect through education and support to high risk parents and their children, and to increase parental knowledge of child development and safe and nurturing parenting techniques.

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

The CCPC employs 1 .5 FTE Quality Control Manager to oversee Quality Control efforts. In addition, the agency dedicates a portion of each program manager’s job description to quality assurance. Each agency program is required to determine (at minimum) three program goals, along with criteria by which success will be measured. Program goals are reviewed every 6 months by the CCPC Management Team at a Review Meeting. Client Satisfaction Surveys are distributed twice each year and the results are aggregated and also reviewed at the semi annual review meeting. Each program’s practice is modified as needed based on the results


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, 65% of participants remained in the program for one year or longer and 100% of participants avoided referral to DCF. 
Description

The One to One Mentoring Program provides positive mentoring experiences designed to nurture a youth’s general development while supporting her or his educational, vocational, and emotional growth. The program recruits mentors from among the adult community and matches those mentors to youth with compatible interests and needs. Youth are referred to the program through two sources. Connecticut’s Department of Children and Families (DCF) refers youth ages 14-21 for mentoring services, and Connecticut’s Court Support Services Division refers medium risk youth ages 10-17.

Population Served Children and Youth (0 - 19 years) / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
1) At lest 75% of participants (mentors and menthes) will express satisfaction with the program through Client Satisfaction Surveys.
2) At least 75% of menthes and mentors will attend a minimum of two group activities.  
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. The mission of the One to One Mentoring Program is to provide DCF committed youth with a positive mentoring experience to increase the youth's educational, vocational, and daily life skills. 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The CCPC employs 1 .5 FTE Quality Control Manager to oversee Quality Control efforts. In addition, the agency dedicates a portion of each program manager’s job description to quality assurance. Each agency program is required to determine (at minimum) three program goals, along with criteria by which success will be measured. Program goals are reviewed every 6 months by the CCPC Management Team at a Review Meeting. Client Satisfaction Surveys are distributed twice each year and the results are aggregated and also reviewed at the semi annual review meeting. Each program’s practice is modified as needed based on the results

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
For the most recent year for which data is available:
80% of participants reported satisfaction with the program's services through the Customer Satisfaction Survey.
75% of participants attended a minimum of two group activities. 
Description

The CCPC currently operates two educational programs, Pathways School and Blake Street Leadership Academy. Pathways School is a therapeutic day school for youth in grades 6-12 with emotional and behavioral challenges. The school in based in East Haven; students are referred through local Boards of Education. Blake Street Leadership Academy is an alternative education program that supports high school students who struggle to be successful in their neighborhood school by providing an alternate setting with small class sizes and a heightened degree of individualized attention and instruction.

Population Served / /
Program is linked to organization’s mission and strategy Yes
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. The program's mission is to  facilitate a successful transition/return to a mainstream environment by re-educating students with in a safe and supportive environment, in close proximity to their homes.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The CCPC employs 1 .5 FTE Quality Control Manager to oversee Quality Control efforts. In addition, the agency dedicates a portion of each program manager’s job description to quality assurance. Each agency program is required to determine (at minimum) three program goals, along with criteria by which success will be measured. Program goals are reviewed every 6 months by the CCPC Management Team at a Review Meeting. Client Satisfaction Surveys are distributed twice each year and the results are aggregated and also reviewed at the semi annual review meeting. Each program’s practice is modified as needed based on the results

CEO/Executive Director
Mr. Brain F. Lynch MSW, LCSW
Term Start Jan 2001
Email blynch@childrenscommunityprograms.org
Experience
Brian has been the Executive Director since 2001
Staff
Number of Full Time Staff 42
Number of Part Time Staff 8
Number of Volunteers 9
Number of Contract Staff 3
Staff Retention Rate 80%
Staff Demographics - Ethnicity
African American/Black 23
Asian American/Pacific Islander 1
Caucasian 25
Hispanic/Latino 1
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 30
Female 20
Unspecified 0
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
The agency's main collaborations are with its program funding sources, which include Connecticut's Department of Children and Families, Workforce Alliance, The Governor's Prevention Partnership, New Haven Public Schools, East Haven Public Schools, the City of New Haven, Children's Trust Fund, and United Way. 
 
Additional collaborations involve organizations, agencies (nth government and private), and businesses who are integral to the success of the agency's programs. Among those collaborators are the Community Action Agency, the Food Bank of East Haven, New Haven Adult Education, various local universities, Bridges/ IICAPS, Cliford Beers, Wheeler Clinic, AFCAMP, New Haven Housing Authorite, and many more. 
 
Board Chair
Ms. Sharon Martin
Company Affiliation Dept. of Children and Families, Retired
Term June 2010 to June 2016
Email smartin38@aol.com
Board of Directors
NameAffiliation
Patricia Andriole Community Volunteer
Veronica Coleman Community Volunteer
Steven Errante Community Volunteer
Harvey Glazer Community Volunteer
Pilar Gonzalez Community Volunteer
Vivian Chris Hilton Retired
Kay Kazmaier Community Volunteer
Dr. Paul Lowe Pinnacle
Everson Maciel Community Volunteer
William Mathis Community Volunteer
Jessica Miccio Community Volunteer
Robert Nurin Retired
Kenlyn Pitt St. Raphael Hospital
Carole Porto Community Volunteer
Gary Robinson START Bank
Sylvia Vignali Community Volunteer
Board Demographics - Ethnicity
African American/Black 5
Asian American/Pacific Islander 0
Caucasian 10
Hispanic/Latino 2
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 7
Female 10
Unspecified 0
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Education
Safety
CEO Comments


 
 
Financials
Fiscal Year Start July 01 2014
Fiscal Year End June 30 2015
Projected Revenue $6,000,000.00
Projected Expenses $6,000,000.00
Spending Policy Income Only
Other Documents
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
$91,355$35,396$28,034
Government Contributions$1,346,208$1,500,176$1,498,047
Federal------
State------
Local------
Unspecified$1,346,208$1,500,176$1,498,047
Individual Contributions------
------
$5,197,675$4,771,258$5,414,923
Investment Income, Net of Losses$160$2$1,005
Membership Dues------
Special Events------
Revenue In-Kind------
Other$1,777$22,837$7,643
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$6,104,064$5,908,599$7,070,843
Administration Expense$53,709$20,050$124,050
Fundraising Expense$49,465$60,809$58,871
Payments to Affiliates------
Total Revenue/Total Expenses1.071.060.96
Program Expense/Total Expenses98%99%97%
Fundraising Expense/Contributed Revenue3%4%4%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$1,292,028$855,127$946,348
Current Assets$1,260,851$830,162$851,690
Long-Term Liabilities$90,532$134,696$184,360
Current Liabilities$349,551$298,423$680,191
Total Net Assets$851,945$422,008$81,797
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountState of Connecticut $1,067,877 -- --
Second Highest Funding Source & Dollar Amount -- -- --
Third Highest Funding Source & Dollar Amount -- -- --
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities3.612.781.25
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets7%16%19%
Capitial Campaign
Currently in a Capital Campaign? No
Goal $0.00
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments


 

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 446 A Blake St Ste 100
New Haven, CT 06515
Primary Phone 203 786-6403 127
Contact Email ashaughnessy@ccp-ct.org
CEO/Executive Director Mr. Brain F. Lynch MSW, LCSW
Board Chair Ms. Sharon Martin
Board Chair Company Affiliation Dept. of Children and Families, Retired

 

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