Beth-El Center
90 New Haven Avenue
Milford CT 06460-4827
Contact Information
Address 90 New Haven Avenue
Milford, CT 06460-4827
Telephone (203) 876-0747 x101
Fax 203-876-0328
E-mail info@bethelmilford.org
Web and Social Media
Mission

To alleviate homelessness and hunger in the Milford area through shelter, support services, advocacy and community education in partnership with the faith-based community and in collaboration with public and private organizations.

At A Glance
Year of Incorporation 1986
Former Names
Combined Parishes Action Committee, Inc.
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 Mrs. Toni I. Dolan
Board Chair Mr. Ed Davies Board President
Board Chair Company Affiliation CEO, Isaiah 61:1, Inc.
Financial Summary
 
Projected Revenue $718,212.00
Projected Expenses $718,212.00
Statements
Mission

To alleviate homelessness and hunger in the Milford area through shelter, support services, advocacy and community education in partnership with the faith-based community and in collaboration with public and private organizations.

Background
Almost 30 years ago, a small group of Milford clergy and lay people came together to discuss how people of faith could respond to the needs of hungry and homeless people in greater New Haven. Homelessness, a rarity outside cities prior to the 1970s, had moved to the suburbs like Milford by 1980. In 1981, an interfaith group founded Combined Parishes Action Committee, and opened a soup kitchen in a local Episcopal church and later a shelter for homeless men, women, and families. The shelter and soup kitchen moved to its current location, called the Beth-El Center, in 1992.  Beth-El is the sole provider of shelter and soup kitchen services in the Milford area and, as of 2010, the area’s only provider of supportive housing. Our mission is to alleviate homelessness and hunger in the Milford area through shelter, support services, advocacy and community education in partnership with the faith-based community and public and private organizations. Our broad goals are to: increase the quality of life for people in crisis by providing shelter and food and in enhancing their ability to achieve personal goals, offering permanent supportive housing and finding solutions to preventing  and ending homelessness and hunger in New Haven County.  Supportive housing is permanent housing with case management services provided on-site. This supportive housing development, known as Liberty Point, was made possible with funding provided by the Connecticut Housing Finance Authority, State of Connecticut Department of Social Services, State of Connecticut Department of Mental Health and Addiction Services, City of Milford Community Development Block Grant, and Corporation for Supportive Housing.
Impact
 In anticipation of revising our 2010 Strategic Plan, a consultant was hired to facilitate a board retreat which was held in January of 2014. An online survey of the board was done to identify organizational priorities and perceived opportunities. A meeting with key staff members was held to discuss critical operational issues and capacity. Research was done relative to the trends in housing and homelessness. The Board also developed two plans for leadership transition in an intentional and strategic way, thereby supporting the sustainability of the agency; one for Emergency Succession and one for Long-Term, planned transition. This was the result of a Succession Planning workshop that was offered by The Community Foundation for Greater New Haven. We were also able to leverage funding from The Community Foundation for Greater New Haven and were successful in obtaining grants from The Norma F. Pfriem Foundation and from the City of Milford's Community Development Block Grant funds for facilities maintenance and improvements.  Our goals for the current year are to maintain current services while continuing to raise awareness in the Milford community to the needs of the hungry and homeless, to shift business model to program and initiatives that prevent and end homelessness aligning with the federal and state plans to end homelessness, and to ensure long-term sustainability in the region for services related to homelessness and hunger. During this past year, we have played a key role in the Coordinated Access Network planning process and have been active members on those committees as well as on the Greater New Haven Opening Doors Steering Committee; this is a collaborative effort in the greater New Haven region to respond to the goal of ending homelessness. Our meals programs have been enhanced by the addition of meals provided by outside church and community groups, including the Milford and Devon Rotary Clubs, the faculty, staff, and students of Platt Technical High School, and the numerous local faith communities that continue to provide meals at our soup kitchen and/or at their facilities.
Needs Our top most pressing needs relate to the federal and state plans, Opening Doors and Opening Doors Connecticut, to end homelessness. The State of CT Department of Housing has issued a Request for Proposal for shelter services that will require a shift in the programs that we offer and a shift in staffing patterns that respond to the ultimate goal of ending homelessness. This is a competitive bid process and therefore could result in a reduction of funding for our agency, while the needs for additional staff time could be required to be responsive to the goals as outline in the Request for Proposal. Case managers will be participating in the Coordinated Access Network plans as they are implemented, which will mean that they will be working with 211 Info line as a referral source for shelter occupants, and will be managing and interviewing those clients who are referred to us on two days a week, one for single men and women and one for families. We continue to partner with the Ct Coalition to End Homelessness on advocacy and program issues. Our program staff will also be participating in the transition from one Homeless Management Information System to a statewide system, which will be happening in December. We continue to work towards the goals of our Development Plan in terms of individual gifts, major gifts and planned giving as these efforts are vital to the long-term sustainability of our agency. The food programs have seen increasing needs and we are making every attempt to insure that we meet those needs by engaging more church and community groups in the provision of additional meals and donations of food items.
CEO Statement
The Beth-El Center has offered services to the hungry and homeless for over 30 years. Our mission has been enhanced over the years by adding our Meals to Go program and our No Freeze Shelter and by our continuous advocacy efforts and our goal to continue to educate the public about these issues. Our direction over the past year and a half has been to align our programs to match the goals of the Opening Doors Greater New Haven plan to end homelessness. We have been active participants in the Coordinated Access Network Plans for Singles and for Families and will play a vital role in this process by hosting interview appointments at Beth-El with interviews held by our Duty Service Coordinators. We anticipated receiving referrals from these CAN appointments and will accommodate those referrals based upon our capacity.  We will continue to serve our residents of our 34-bed shelter program and those veterans who occupy our male dorm.  All of our efforts will be focused on the goal of ending homelessness by working with all of the area agencies to access Rapid Rehousing funding and other resources in order to provide our residents with the support services, housing and sustainable employment opportunities that they will need in order to become contributing members of society once again. We continue to improve our food services by engaging outside groups to provide additional dinners held at the center.  Milford and Devon Rotary Clubs and Platt Tech are currently providing meals that supplement those provided by our area faith communities. As noted by the United Way Asset Limited, Income Constrained, Employed (ALICE) report, there are 474,445 households in Connecticut struggling to support themselves.  These families are those who face food insecurity and rely on food banks and soup kitchens to stretch their food budgets.  The reality is that it only takes one incident, loss of a job, or an injury that leads to loss of job, or a car repair that is too costly, to force a family into homelessness.  There still remains much to be done before we have lifted these households out of poverty and have provided a safe, affordable home for all. Beth-El Center will continue to work towards these goals and to respond to the community's needs and to ultimately play a role in ending homelessness and hunger. 
Board Chair Statement

I became involved with the Beth-El Center when a friend introduced me to Toni Dolan. I learned that hunger and homelessness are not merely urban problems; they occur in our community. Seeing what the dedicated staff at Beth-El is able to do with limited resources made me want to help. I am honored to lead a group of volunteers who are committee to making a difference.

Service Categories
Primary Organization Category Housing, Shelter / Homeless Shelters
Secondary Organization Category Food, Agriculture & Nutrition / Soup Kitchens
Tertiary Organization Category Public & Societal Benefit / Public & Societal Benefit NEC
Areas Served
Milford
New Haven
West Haven
Orange
Hamden
Woodbridge
East Haven
Other
The Beth-El Center serves the Greater New Haven Area.
Programs
Description
Provides safe, stable living environment in our 34-bed shelter and case management services to single men, single women, veterans, and mothers with children. Each client develops an individualized action plan with goals established by the client.  During their stay, the client is expected to be working on those goals and progress is monitored weekly through meetings with case managers. 
Population Served Homeless / Poor,Economically Disadvantaged,Indigent / Unemployed, Underemployed, Dislocated
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 current goals are to provide the resources necessary for clients to move to self-sufficiency and to assist, on a local level, in the goals of the federal plan to end homelessness.

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. Our primary goal is to alleviate homelessness in the greater Milford community, but ultimately to work collaboratively with other agencies towards the goal of ending homelessness as defined in the federal plan, "Opening Doors".
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Progress is measured against a variety of state and federally mandated standards, including Department of Social Services, Department of Mental Health and Addiction Services, Federal Emergency Management Agency, as well as our annual self-assessment that is performed by an outside group.  We also rely heavily on the information provided through client surveys, done periodically throughout their stay.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
Program success is reflected in the shelter clients moving on to self-sufficiency provided with the tools necessary for long-term success.
 
One of our former clients is now working for a social service agency that works with veterans.  She is also attending college and works part-time for our shelter as a residential counselor.  As a former female veteran, this person holds a unique perspective on the behaviors of our residents, but, at the same time, she understands the necessity of a structured program in order for them to succeed.
 
Another former client, came to us as a young mother with a three month old baby. As soon as she was able to find day care for her child, she enrolled in the Certified Nursing Program. She succeeded in passing the CNA program and her certification. While going to school and caring for her infant, she also applied for housing and benefits through the Homeless Prevention and Rapid Re-housing Program (HPRP).  Once she was able to obtain employment, she was given some assistance through HPRP and was able to move into an apartment. 
Description
Provides hot, nutritious meals on site, five days per week, from 11:30 a.m. 1 p.m. and a bag meal distributed from 5 to 6 p.m. to community members in need. In 2013, the soup kitchen provided over 23,000 meals. Several community groups and our faith communities also provide meals in the evenings and on weekends.
Population Served Poor,Economically Disadvantaged,Indigent / Unemployed, Underemployed, Dislocated / Homeless
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 goal is to provide a hot, nutritious meal five days a week and two alternate days of the weekend to help to sustain those in need within the greater community.  We believe that providing sustenance, we build trust with our patrons in that they are invited in to a safe, clean environment without question as to means or background, and will be provided a good, healthy meal.  This program was originally intended to feed the hungry, and that continues today; however, we have recognized that we need to broaden that goal to helping those who do not have a permanent housing situation and/or support services.
We recognize that we have served thousands of meals over 30 years of service, which has prevented some health issues for our clients that could have resulted from malnutrition.  We served 19,595 meals in 2010 for our luncheon program. 
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.
Our primary goal is to provide meals and ultimately training in nutrition, food preparation, and food service so that our clients can lead productive lives and further our mission to alleviate hunger. We have recently been in contact with the local mental health agency, Bridges, to discuss an outreach program for those who live outdoors in the community in the woods, in cars, or wherever they find a place to sleep.  We recognize that many of them are patrons of our luncheon meals and would like to begin to establish some initial contact in the hopes of building relationships and educating them as to the resources that might be available to them such as mental health, employment counseling,  applications for housing vouchers, etc.  We also invited the VA of West Haven, through the Errera Community Center, to participate in this discussion.  As a result, the VA Outreach Team will be on site here at Beth-El two days a month in an attempt to begin to build trust and relationships with those patrons who are veterans and who might not be accessing the services for which they would be eligible.  The long-term success of this outreach is aligned with the goals of our Strategic Plan and the goals of the federal plan to end homelessness, "Opening Doors".  These goals are focused on ending homelessness.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Food preparation and service are carefully monitored by the local health department.  As part of our new pilot outreach program, we will be monitoring those who seek assistance.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The Soup Kitchen served 19,595 meals in 2010 and the need has increased since that time. We are serving an average of 60 - 75 meals per day for lunch.
Description
Distributes bagged meals to low income and homeless community members from 5:00 - 6:00 p.m. five evenings per week. 
Population Served Poor,Economically Disadvantaged,Indigent / Unemployed, Underemployed, Dislocated / Homeless
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. Now that we have been able to determine the need within the community for an evening meal, we are evaluating whether to make this a permanent program. 
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 provide temporary assistance to those in need of an evening meal in the community.  Long-term, this program might become a permanent program to provide a hot dinner meal, in addition to the lunch that is currently provided-perhaps prepared and served by our client trainees
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

We will be doing an analysis of the number of people served to make a determination as to whether this program should continue in its present format, or should be expanded into an evening meal that is served in the soup kitchen.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Our Meals to Go program has now served 7,575 meals since its inception.  This meal program provides an evening meal for those in need in the community, but does not open on the nights when the local churches offer an evening meal. 
Description
This program provides emergency shelter services to homeless individuals/families for an overnight stay during the winter months to those in need. This service is weather-based and operates during the evenings from 9:00 p.m. to 7a.m.  Initially implemented during the 2009 winter season, the intent was to open during the months of January through March; however, the past two seasons have produced colder temperatures earlier in the season, so we have opened the shelter in December. 
Population Served Homeless / Poor,Economically Disadvantaged,Indigent / Unemployed, Underemployed, Dislocated
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 original goal of this program was to provide shelter for those homeless people who might otherwise be exposed to the elements.  Through this effort, however, our short-term success will be measured by the relationships that have been established with a population that is generally not trusting.  Once we have been able to open that door, we can find a way to assist them with the resources necessary for them to once again become self-sufficient.
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.
Through the relationships and trust built with this chronically homeless population, it is the ultimate goal to work with them to find and access the social services necessary for them to find and sustain permanent housing and sustainable income.  The Beth-El Center is currently a member of the newly formed New Haven Regional Alliance to End Homelessness.  The goal of this alliance is to align itself with the goals of the federal plan to end homelessness, Opening Doors.  The goals of this plan include ending homelessness for individuals and veterans in five years and for families in ten year.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
We require all clients to complete a survey each night upon arrival.  This survey has demographic information and can be used to locate some of these chronically homeless.  We have begun initial conversations with the local mental health facility, Bridges, and the VA of West Haven to discuss a plan for outreach to this population.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
As of this date, we have provided shelter for 947 people who would otherwise have been forced to seek shelter outside during the winter.  We also provided food and drink for them in the evening and then again in the morning to sustain them during the day. 
Program Comments
CEO Comments
Our challenges continue to be affordable housing and adequate support services for those clients who have worked on their individualized service plans and are ready to leave the center, but are not earning wages that are sufficient enough to be able to afford safe and decent housing.  We view this lack of housing as an opportunity and are exploring the feasibility of housing development in Milford. In addition, the agencies that provide support services are increasingly overwhelmed and understaffed and are not able to respond as quickly as our client needs demand, especially in the areas of substance abuse and/or mental illness. The demand for services, shelter and food increase daily while our resources are limited.  We are still seeing the effects of the economic downturn which has resulted in loss of jobs and has led many to lose their homes and be forced to seek our services. In the recent update of  Needs Assessment for the United Way of Milford, the issue areas that are the focus of this report are housing, basic needs and health care for those who are underinsured or uninsured.  In Connecticut's statewide information and referral service, 211, housing ranks second after mental health, in the greatest number of calls from Milford. 
CEO/Executive Director
Mrs. Toni I. Dolan
Term Start Nov 2006
Email tdolan@bethelmilford.org
Experience

Toni Dolan has been the Executive Director of the Beth-El Center of Milford since November 2006. Toni has over twenty years experience in the non-profit sector, having served on nonprofit boards as well as holding several positions in nonprofit agencies, including Interim Executive Director and then permanent Executive Director of Beth-El Center, Inc., interim Executive Director of Interfaith Refugee Ministry of New Haven, Ct. She was also the Administrative Director for the Trinity College Community Child Care Center.

She also has many years of experience in her community, having served as a member of the Glastonbury Town Council, Vice Chair of the Glastonbury Town Plan and Zoning Commission, a member of the Sewer Commission and a member of the Youth and Family Services Commission. Toni also served as Co-Chair of the Regional Advisory Council of Manchester Community College for 25 years.
 
Toni is also active in the Milford community, serving on the United Way Campaign Cabinet for four years, on the Chamber of Commerce Legislative Action Committee.  Toni recently assumed the Chairmanship of the United Way Council of Executives, a group of Executive Directors from the United Way of Milford's agencies, that meets once a month to discuss strategic issues that are facing each agency and how we, as a group, can address them .                                                                                      
Co-CEO
Mrs. Toni I. Dolan
Term Start Nov 2006
Email tdolan@bethelmilford.org
Experience

Toni Dolan has been the Executive Director of the Beth-El Center of Milford since November 2006, having served as its Interim Director since November 2005. Toni has over twenty years experience in the non-profit sector, having served on nonprofit boards as well as holding several positions in nonprofit agencies, including Interim Executive Director and then permanent Executive Director of Beth-El Center, Inc., interim Executive Director of Interfaith Refugee Ministry of New Haven, Ct. She was also the Administrative Director for the Trinity College Community Child Care Center.

She also has many years of experience in her community, having served as a member of the Glastonbury Town Council, Vice Chair of the Glastonbury Town Plan and Zoning Commission, a member of the Sewer Commission and a member of the Youth and Family Services Commission. Toni also served as Co-Chair of the Regional Advisory Council of Manchester Community College for 25 years.

                                                                                              

Staff
Number of Full Time Staff 8
Number of Part Time Staff 10
Number of Volunteers 85
Number of Contract Staff 0
Staff Retention Rate 80%
Staff Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 0
Caucasian 11
Hispanic/Latino 4
Native American/American Indian 0
Other 1 0
Staff Demographics - Gender
Male 4
Female 14
Unspecified 0
Senior Staff
Title Program Director
Experience/Biography
Don is a Licensed Clincial Social Worker whose expertise is helpful in providing support to the program staff when they face particularly challenging client issues.Don was formerly employed as Clinical Coordinator for St. Raphael's Hospital, Clinical Director for Dixwell Newhallville Community Mental Health Services, and Director of Outpatient Services for ALSO-Cornerstone, Inc.  Don is a graduate of Franklin Pierce College with a BA in Sociology, and from UCONN School of Social Work with a Master's Degree in Social Work.
Title Executive Assistant
Title Soup Kitchen Manager
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
City of Milford, Human Services Department
City of Milford, Community Development Block Grant
Family Resource Center/Kids Count
Rape Crisis Center of Milford
Visiting Nurse Services of Greater New Haven
United Way of Milford
BH Care
Milford Young Parents Program
Calvary Alliance Church
Christ the Redeemer Church
Cornerstone Christian Center
First Baptist Church
First United Church of Christ 
First & Wesley United Methodist Church
Holy Infant Church
Kingdom Life Christian Church
Mary Taylor Memorial Methodist Church
Orange Congregational Church
Milford Christian Center
St. Agnes RC Church
St. Andrew's RC Church
St. Ann RC Church
St. Gabriel RC Church
St. Mary RC Church
St. Peter's Episcopal Church
Trinity Lutheran Church
United Church of Christ, Devon
United Presbyterian Church
Woodmont United Church of Christ
 Veterans Administration of West Haven
 Errera Center of West Haven
TEAM of Derby
Liberty Community Services
Bridges Community Mental Health
Greater New Haven Opening Doors Steering Committee
 
 
 
 
Affiliations
AffiliationYear
Connecticut Association of Nonprofits2010
United Way of Greater New Haven2010
United Way of Greater New Haven2006
Awards
Award/RecognitionOrganizationYear
CEO Human Service AwardMilford Chamber of Commerce2009
Community Partnership AwardVisting Nurse Association2010
Community Investment AwardUnited Way of Milford2011
Community Investment AwardUnited Way of Milford2012
Community Investment AwardUnited Way of Milford2013
Community Investment AwardUnited Way of Milford2014
Comments
CEO Comments
Over the past few years, as we have worked on the Strategic Plan goals, our Board of Directors has evolved to a group of professional people who want to be involved in strategic decision making and who want to support our fundraising efforts The board consists of a variety of backgrounds, expertise and relevant experience each recruited for those skills and talents that were needed to supplement the existing board's skills and talents. This board is especially engaged in furthering the Strategic Plan initiatives and focusing on them at each board meetings.  They are each committed to all of our fundraising efforts and they support our fundraising events generously. The Board of Directors performs an annual performance evaluation for the Executive Director and establishes annual goals that include provisions for staff development, insuring annual performance evaluations for all staff, and reviewing all revisions and/or updates to the Employee Handbook, Internal Financial Policies and Procedures, and any other governance documents.
Board Chair
Mr. Ed Davies Board President
Company Affiliation CEO, Isaiah 61:1, Inc.
Term Jan 2015 to Dec 2015
Email eddav72@aol.com
Board of Directors
NameAffiliation
Mr. Dennis Brown Self-employed
Ms. Elizabeth Carveth-Nunes Pharmaceutical Representative
Mr. Max S. Case EsqJacobi & Case, P.C.
Mr. Matt S. Kelly The Milford Bank
Mrs. Susan Lapine Waves of Change Partnership
Mrs. Suzanne Lyngaas Retired
Mr. Louis Massari Clifford W. Beers Guidance Clinic, Inc.
Mr. Nick Oldack Meyers, Harrison & Pia, LLC
Ms. Tyyne' Postel-Catapano Wild Expressions Florist
Dr. Alex Quintner Sensitive Care Associates
Ms. Eileen Schuman retired
Mr. Michael Williams Esq.Harlow, Friedman & Adams, PC
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 13
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 8
Female 5
Governance
Board Term Lengths 3
Board Term Limits 2
Written Board Selection Criteria Under Development
Written Conflict of Interest Policy Yes
Percentage Making Monetary Contributions 99%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation No
Risk Management Provisions
Automobile Insurance
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
General Property Coverage
Life Insurance
Medical Health Insurance
Special Event Liability
Board Co-Chair
Ms. Susan Lapine Vice President
Company Affiliation Educator, Post University
Term Jan 2015 to Dec 2015
Email susanlapine@wavesofchange.com
Standing Committees
Board Governance
Finance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Program / Program Planning
Advisory Board / Advisory Council
Executive
CEO Comments
As we continue on our goals of ending homelessness and hunger, we are grateful for the ongoing support of The Community Foundation for Greater New Haven and all of our other community partners. We clearly recognize that, without our community partners, we would not be able to provide the quality of services that we want to maintain. Beth-El Center continues to provide a safe, supportive environment for all of our clients.  This is key to re-building lives and to once again being able to live independently.  Our food services continue to provide healthy meals to those in need in our greater community who might otherwise not have the resources to feed themselves or their family. 
 
 
Financials
Fiscal Year Start Jan 01 2015
Fiscal Year End Dec 31 2015
Projected Revenue $718,212.00
Projected Expenses $718,212.00
Spending Policy N/A
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
$359,927$467,025$369,066
Government Contributions$480,364$416,420$415,833
Federal------
State------
Local------
Unspecified$480,364$416,420$415,833
Individual Contributions$19,400$25,000$26,000
------
$4,567$3,424$2,234
Investment Income, Net of Losses$779$1,047$1,297
Membership Dues------
Special Events----$48,126
Revenue In-Kind------
Other$53,620$55,330$13,384
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$734,851$704,386$644,619
Administration Expense$93,602$80,395$77,659
Fundraising Expense$30,159$43,011$28,325
Payments to Affiliates------
Total Revenue/Total Expenses1.071.171.17
Program Expense/Total Expenses86%85%86%
Fundraising Expense/Contributed Revenue4%5%3%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$1,024,711$935,141$847,521
Current Assets$419,122$378,096$297,098
Long-Term Liabilities$115,225$98,362$143,410
Current Liabilities$37,428$24,766$32,552
Total Net Assets$872,058$812,013$671,559
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountCity of Milford $173,627DSS $205,774DSS $185,936
Second Highest Funding Source & Dollar AmountCT Dept. of Housing $100,710City of Milford $115,159City of Milford $123,289
Third Highest Funding Source & Dollar AmountDSS $91,384CT Dept. of Mental Health & Addiction Services $57,162Norma P. Pfriem Foundation $70,000
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities11.2015.279.13
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets11%11%17%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments
As part of our Development Plan goals and objectives we have been doing some outreach to other area faith communities for their support as well as to renew our current  relationships in an effort to increase financial contributions. Our Board is also fully committed to all of our fundraising events to increase the proceeds. As housing  and food needs increase, and the shift from shelter-based to housing-based services is a targeted focus of our programs, it is especially challenging to meet those needs given the current staffing capacity, increased costs, and level or possibly decreased funding. Despite this, we have been able to improve revenues without accruing additional debt and have been able to increase revenues with approximately the same amount of fixed assets; thus assets are being used more efficiently. 
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 90 New Haven Avenue
Milford, CT 064604827
Primary Phone 203 876-0747 101
Contact Email info@bethelmilford.org
CEO/Executive Director Mrs. Toni I. Dolan
Board Chair Mr. Ed Davies Board President
Board Chair Company Affiliation CEO, Isaiah 61:1, Inc.

 

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