The Connection
100 Roscommon Drive
Suite 203
Middletown CT 06457
Contact Information
Address 100 Roscommon Drive
Suite 203
Middletown, CT 06457-
Telephone (860) 343-5500 x
Fax 860-343-5517
E-mail info@theconnectioninc.org
Web and Social Media
Mission

The Connection's mission is Building Safe, Healthy, Caring Communities and Inspiring People to Reach Their Full Potential as Productive and Valued Citizens. We carry out our mission by providing programs in three primary service areas: Behavioral Health, Family Support Services, and Community Justice.  Each month 6,000 Connecticut residents are assisted through The Connection.  Our services increase the health and wellness of our clients and our communities, as well as save valuable taxpayer dollars. 

The Connection was one of Connecticut's first agencies to initiate community-based treatment programs.  We have found repeatedly, and research has shown, that services provided in the community are especially effective – helping the person or family in need, as well as contributing to the well-being of the community.  We strive to offer the community a chance to recognize the power and benefits of caring for people and supporting their ability to grow. 

We embrace the “housing first” model of care, based on the concept that a homeless individual or household's first and primary need is to obtain stable housing, and that other issues that may affect the household can and should be addressed once housing is obtained. Our efforts with clients in every program area are focused on securing stable housing and acquiring the entitlements; skills; and educational, vocational, and community supports needed to maintain that housing.

 A central element of the programs and services we provide is securing safe, affordable housing that is of a standard we would expect for anyone in our family. The “bricks and mortar” component of The Connection, The Connection Fund, was incorporated in 1989 by the Board of Directors of The Connection, Inc., to develop affordable housing and community facilities.

At A Glance
Year of Incorporation 1972
Former Names
Cornerstone
Alcohol Services Organization of South Central Connecticut (ALSO)
ALSO-Cornerstone
Organization's type of tax exempt status Exempt-Other
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Mr. Peter Nucci
Board Chair Mr. John LaRosa
Board Chair Company Affiliation Faculty, Middlesex Community College
Financial Summary
 
Projected Revenue $46,189,551.00
Projected Expenses $46,189,551.00
Statements
Mission

The Connection's mission is Building Safe, Healthy, Caring Communities and Inspiring People to Reach Their Full Potential as Productive and Valued Citizens. We carry out our mission by providing programs in three primary service areas: Behavioral Health, Family Support Services, and Community Justice.  Each month 6,000 Connecticut residents are assisted through The Connection.  Our services increase the health and wellness of our clients and our communities, as well as save valuable taxpayer dollars. 

The Connection was one of Connecticut's first agencies to initiate community-based treatment programs.  We have found repeatedly, and research has shown, that services provided in the community are especially effective – helping the person or family in need, as well as contributing to the well-being of the community.  We strive to offer the community a chance to recognize the power and benefits of caring for people and supporting their ability to grow. 

We embrace the “housing first” model of care, based on the concept that a homeless individual or household's first and primary need is to obtain stable housing, and that other issues that may affect the household can and should be addressed once housing is obtained. Our efforts with clients in every program area are focused on securing stable housing and acquiring the entitlements; skills; and educational, vocational, and community supports needed to maintain that housing.

 A central element of the programs and services we provide is securing safe, affordable housing that is of a standard we would expect for anyone in our family. The “bricks and mortar” component of The Connection, The Connection Fund, was incorporated in 1989 by the Board of Directors of The Connection, Inc., to develop affordable housing and community facilities.

Background
The Connection, Inc. has been serving the Greater New Haven community since 1968, when the Cornerstone Group Home (now Dwight House), a halfway house for people discharged from psychiatric hospitals, opened its doors under the auspices of the former ALSO-Cornerstone, Inc. ALSO-Cornerstone merged with The Connection (TCI) in January 2010.TCI was formed in Middletown in 1972 as a response to the devastation being wrought on families by the problems of abuse, neglect, addiction, and crime. Since its beginnings in New Haven and Middletown, TCI has been a leader in creating community-based treatment programs. The agency has grown dramatically over the years, now totaling 36 programs in 50 locations statewide, providing services in the areas of Family Support Services, Behavioral Health and Community Justice. Many of our programs have been the first of their kind in the state. These include Supportive Housing for Families®, a unique child welfare preservation and reunification program that stabilizes families and reunites children with their parents; the Ruoppolo Manor Supportive Housing Program, a partnership with the Housing Authority of New Haven that has become a national model for public/private partnerships; and the Center for the Treatment of Problem Sexual Behavior, a nationally-recognized program that promotes public safety by treating sex offenders. We have a strong history of working in partnership with funding sources, including the Dept. of Children and Families, Court Support Services District, Dept. of Correction, and Dept. of Mental Health and Addiction Services. We partner with many agencies, including Columbus House, Hill Health Corp., Fellowship Place, Conn. Mental Health Center. TCI's diverse programs allow the agency to provide a continuum of care for our clients as they move toward stability, independence and recovery. 
The Connection's New Haven-based programs include Supportive Housing for Families, Elm City Women and Children's Program, Dwight House, Recovery House, Pendleton House, Park Street Residence, Park Street Inn, Norton Court, Ruoppolo Manor, Robert T. Wolfe Apartments, West Village, CREST, SIERRA Center, REACH (Re-Entry Assisted Community Housing), Roger Sherman House and the Outreach & Engagement Project. We also provide two Outpatient Clinics, Community based youth drug and violence prevention programs, and Pretrial Education (Driving While Intoxicated) classes at eight locations including New Haven, Branford, Milford, and Ansonia.
Impact
Top Accomplishments:
1. Accepted first clients for the Intensive Supportive Housing for Families (ISHF) program, which provides intensive re-housing and a holistic model of care for chronically homeless families in Connecticut. This program is provided in partnership with UCONN and Connecticut DCF and is funded by a five-year, $5 million grant from the Federal Administration for Children and Families.
2. Implemented an electronic health record.  Established the Meaningful Data Committee to assess and promote the “data health” of each of The Connection’s programs, implementing program-centered interventions to ensure more systematic data collection and documentation, enhance relevant measure selection.
 
3. Began construction on Jefferson Commons, which will provide HUD-funded housing 12 persons with chronic mental illness in New London County.
 
4. Awarded $852,250 in funding from the State of Connecticut's Nonprofit Grants Program to perform renovations and make building improvements to The Connection's 48 Howe Street, New Haven property and $28,000 for stand-by generators at Connection House in Middletown and Pendleton House in New Haven.
 
5.  Expanded the reach and scope of our services to include new clients and the engagement of family members in their loved ones' treatment.  

Top Goals:
1. To be a major shaper of effective state and national public policy by linking research, practice and advocacy.
 
2.  To ensure our capacity to choose the direction, depth and character of our organization; securing our ability to flexibly serve our clients and our communities, by strengthening our financial position through the growth of unrestricted income streams and reserves.
 
3.  To change the view of what the ideal composition and functions of a great nonprofit community resource should be, by operating as an integrated continuum of practitioners, advocates, researchers and trainiers.  


 

Needs
The Connection's top five most pressing needs include:
 
1. Diversify funding to help maintain the quality of our programs and services in the face of the current economic conditions.
 
2. Re-establish The Connection Fund First Time Homebuyer Program, to provide low/moderate income households access to affordable homeownership opportunities.
 
3.  Implement workforce development program to assist clients with community re-entry. 
 
4. Respond effectively to Health Care Reform by positioning The Connection as the preferred provider for both behavioral and physical health care needs for our clients and their families.
 
5.  Increase agency's system infrastructure through the purchase of updated information technology and services.
 
CEO Statement
The Connection was formed in 1972 as a community response to the devastation being wrought on families by the problems of abuse, neglect, addiction, and crime. Beginning with our flagship program, Connection House, a residential substance abuse treatment program located in Middletown, The Connection has been a leader in creating community-based treatment programs. We have found that services provided in the community are very effective, helping both the person in need and contributing to the well-being of the entire community. While the agency has grown dramatically – now totaling 36 programs in 50 locations across the state, providing services in the areas of Family Support Services, Behavioral Health and Community Justice – each of our programs must pass this simple test: it must cost the taxpayer less than if the government provided the service, or cost society more if the service were not provided at all.
We are proud of our long history of innovation. Many of our programs have been the first of their kind in the state. Examples are Liberty Commons, the first supportive housing program in Connecticut; our Center for the Treatment of Problem Sexual Behavior, a nationally-recognized program that promotes public safety by treating sex offenders; and Supportive Housing for Families®, a unique family reunification program. The Connection's new Intensive Supportive Housing for Families (ISHF) program, which is modeled on the SHF® program, is a 5-year initiative to develop, implement, and study the effectiveness of a supportive housing program for families who come to the attention of the child welfare system and present with severe housing issues and high service needs.
We have a strong history of working in true partnership with our funding sources – Connecticut’s Department of Children and Families, Court Support Services Division, Department of Correction, and Department of Mental Health and Addiction Services, the Housing Authority of New Haven – to develop, test, and implement innovative solutions to complex human problems. Many of our programs are offered in collaboration with other New Haven agencies: Columbus House, Fellowship Place, Marrakech, Hill Health Corporation, and the Yale Program on Recovery and Community Health.
Board Chair Statement

It has been an honor and privilege to serve on The Connection Board since 1976. During this time I have watched it grow a single program established for adults struggling to overcome addictions to a $44 million agency that provides programs in three distinct program areas: Family Support Services, Behavioral Health, and Community Justice. From our beginnings, The Connection’s vision has been to be the best possible provider of services to vulnerable populations in each of our service areas. Through the years we have invested considerable time and resources in diversifying our services and our funding sources to ensure our survival. Today we are funded by five State agencies: The Department of Children and Families, Department of Mental Health and Addiction Services, Department of Correction, Court Support Services Division, and the Department of Social Services; three Federal agencies: Housing and Urban Development, Substance Abuse and Mental Health Services Administration, and Administration for Children and Families; and many private funders including the Community Foundation for Greater New Haven and the United Way. 

This diversity in programming and funding has provided stability and opportunity and has made it possible for us to launch The Connection Institute for Innovative Practice, which offers collaborative research, advocacy and smart public policy for vulnerable populations, along with training in best practices and non-profit development.  The Institute  collaborates with leading universities including Wesleyan University, University of New Haven, Yale Program on Recovery and Community Health, Central Connecticut State University, and the University of Connecticut to implement research practices that guide the quality of our services.

Challenges we face include hiring and keeping highly qualified staff and the move toward fee for service funding strategies which not only require more data but also require higher levels of training and expertise among staff. Ensuring that our many facilities are of a standard that we would expect for anyone in our family poses a considerable challenge in the face of rising costs and flat funding.

High unemployment rates pose a considerable challenge for many our clients because maintaining stable employment is a critical component of their recovery and community reintegration. When our clients are discharged from our programs without stable employment, their risk for relapse and recidivism skyrockets. The increased risk for relapse has a negative emotional impact on staff, which impacts their ability to provide quality care.

Moving forward we will continue to seek to broaden our funding base by identifying underserved populations and areas of critical need and seeking to become the best, most innovative provider of services in these identified areas. We will also continue to seek to diversify our funding base through private fundraising from individuals, corporations, and foundations, as well as through state and federal governments and through national grantmaking organizations. And we will seek to contain costs wherever possible.

 

 

Service Categories
Primary Organization Category Human Services / Homeless Services/Centers
Secondary Organization Category Mental Health & Crisis Intervention / Substance Abuse Dependency, Prevention & Treatment
Tertiary Organization Category Housing, Shelter / Housing Development, Construction & Management
Areas Served
In a specific U.S. city, cities, state(s) and/or region.
Ansonia
Bethany
Branford
Cheshire
Derby
East Haven
Guilford
Hamden
Lower Naugatuck Valley
Madison
Milford
New Haven
North Branford
North Haven
Orange
Oxford
Seymour
Shelton
Shoreline
State wide
Wallingford
West Haven
Woodbridge
The Connection serves more than 4,000 individuals and families each year through 25 residential, supportive housing, and outpatient programs in Greater New Haven. Corporate offices are located in Middletown and services are in an additional 25 residential and outpatient sites in communities throughout the State, including Bridgeport, Hartford, New London, Middletown, Danbury, Torrington, Waterbury, Groton, Norwich and elsewhere. Statewide we serve more than 6,000 individuals each month.
Programs
Description

Park Street Inn (PSI), is a 15-bed Residential Living Center designed to meet the needs of adult individuals who have histories of multiple or prolonged hospitalizations due to mental illness, and who face complex challenges that complicate their recovery. PSI is operational 7 days a week, 24 hours per day, with a staff to resident ratio of 1 to 8. PSI is an innovative, multidisciplinary collaboration between The Connection, Fellowship Place, Yale Program For Recovery and Community Health, and Hill Health Corporation.  The program provides a therapeutic, homelike atmosphere, where residents can safely address their individual needs.  Through a high-structure, low demand community setting, the PSI program provides residents with a period of transition designed to assist them in gaining the skills they need to live more independently in the community.

 

Population Served Homeless / People/Families with of People with Psychological Disabilities / Other Health/Disability
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. Remaining within the program and out of the hospital; interacting well with peers and staff, making progress with established goals; progressing in work toward educational/vocational goals; engaging in job search
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 Park Street Inn program is designed to meet the needs of persons who require a high level of support to assist them in developing fundamental skills that will allow them to return to their community of origin or community of choice. Education of the resident is an integral part of helping them learn the skills necessary to maintain independence in the community.  PSI focuses on those skills that a person would use in their daily activities to live and function independently. A number of PSI program graduates, previously institutionalized for decades, have been living independently in the community for several years. Clinical and psychiatric services are provided on-site.   The medical needs are addressed by on-site nursing from the Hill Health Corporation. The Yale Program for Recovery and Community Health (PRCH) provides staff training and consultation as the philosophical commitment to supporting an individualized process of recovery is put into day-to-day practice.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Counselor notes, program/classroom participation; self-report. Consumer satisfaction surveys are given to clients upon graduation or discharge from the program.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Ability to build independence and community supports, finding and keeping a job, successful completion of educational programs and classes,  successful graduation from program and into independent housing.
Description

The Outreach and Engagement Project is an interagency endeavor that includes Columbus House, Inc., Hill Health Corporation, and Marrakech Behavioral Health Services.  This multi-agency team provides a range of community-based services to homeless adults, ages 18 years and older, with serious mental illness and/or chronic substance abuse who are currently not engaged in treatment and other services, or who have a history of being discharged from treatment for non-compliance. The services are provided along a continuum, from case finding and engagement to transition to traditional treatment and services. Outreach/Case Finding is conducted in small teams at regularly scheduled times Monday through Friday.  Outreach sites include designated street and highway bridges, soup kitchens, shelters, and public locations such as the public library, the New Haven Green, and the train station.  Outreach activities serve to identify potential clients and screen for program eligibility.

Population Served Homeless / People/Families with of People with Psychological Disabilities / Alcohol, Drug, Substance Abusers
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.

In the short-term, Outreach & Engagement Team Members focus on procuring basic needs such as food, clothing, shelter, and access to acute medical care. Efforts are made to reduce potential harm to the individual from such causes as  both imminent and chronic exposure; untreated medical conditions; persistent substance abuse; and risky sexual behavior. In the longer-term, referrals and linkages to various needed services, including Entitlements; Behavioral and medical treatment and care; Supportive/supported housing, shelter, sober house or drop-in center; Vocational and educational services; and Specialized services for seniors. Services are also provided to individuals with ABI, developmental disabilities, HIV, or in need of residential or nursing home care. Coordination of services with other providers and transition of services to new providers is is also provided.

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.

There is a strong emphasis on building a therapeutic rapport, especially with those whose illness, addiction, or prior experiences have left them distrustful of service systems.  The goal is to increase the acceptance of treatment and services, leading to improved quality of life and stability in the community.  Services at Outreach and Engagement are designed and implemented to support recovery, health and well-being; enhance the quality of life; reduce symptoms and hospitalization; increase resilience; restore and/or improve level of functioning and support the integration of the person served back into his/her community of choice. Securing basic needs such as food, clothing, shelter, access to medical care, is the first step, with the ultimate goal of transferring a client to traditional, long-term services and/or natural supports.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Counselor notes, consumer self-report, continued sobriety and independence as measured by drug screens, ability to achieve and maintain independent living.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Successful enrollment in services, finding and keeping an apartment, maintaining sobriety, successful interaction with peers and program staff, building community supports, maintaining independence.
Description

The CREST Center, a partnership between The Connection, Fellowship Place, and the Connecticut Mental Health Center is a community-based day reporting program that serves individuals involved in the Criminal Justice System who exhibit moderate impairment from a psychiatric condition, mental illness, or co-occurring disorder of a sub-acute or chronic nature.  Clients are referred by criminal justice agents as an alternative to incarceration and CREST staff work closely with the court/probation and parole/DOC agencies in an effort to provide a comprehensive and coordinated supervision plan that addresses the behavioral health needs of clients and meets community safety needs. The objectives of CREST are to offer offenders with chronic and complex behavioral health needs a positive sense of direction, to empower them to behave as law abiding citizens, and to coordinate a continuum of integrated services which inspire people to reach their fullest potential.

Population Served Offenders/Ex-Offenders / People/Families with of People with Psychological Disabilities / Unemployed, Underemployed, Dislocated
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. Participation in recovery and therapeutic groups, maintaining sobriety, enrollment in GED or high-school diploma or other educational programs; finding an apartment, finding a job.
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 objectives of CREST are to offer offenders with chronic and complex behavioral health needs a positive sense of direction, to empower them to behave as law abiding citizens, and to coordinate a continuum of integrated services which inspire people to reach their fullest potential.
The CREST Center provides individuals with information, skills, structure, and the support needed to make informed decisions about their own treatment and recovery.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Counselor notes, client self-report, active participation in therapeutic and recovery groups, successful completion of educational programs. TCI also utilizes consumer satisfaction surveys, required by our state funding agencies, that help to evaluate all services and provide information for service planning on an annual basis.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Successful completion of educational programs and classes, continued participation in recovery and therapeutic groups, achieving GED, diploma or other degree or certification, successful graduation from program, successful re-integration into community and ability to maintain independence, finding and keeping a job.
Description

Elm City Women and Children's Program, located at 48 Howe Street in New Haven, is a licensed community justice and residential treatment program for pregnant or parenting, substance abusing women ages sixteen and older, who are facing incarceration, and their young children. Children in their custody under the age of five can reside with Elm City clients and participate in selected activities. The mission of Elm City Women and Children's Center is to provide our clients with warmth, safety and structure in order to empower the rebuilding of the human spirit.  We encourage our clients to sustain wellness and live a productive future with their children, free from abuse, crime and neglect. Clients typically graduate into supported housing in the community. Program services include: substance abuse prevention education; vocational and educational skills development, assistance with finding housing, parenting skills development, and legal assistance.

Population Served Poor,Economically Disadvantaged,Indigent / Unemployed, Underemployed, Dislocated / Offenders/Ex-Offenders
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. Participation in therapeutic and 12-step groups, enrollment in GED/High School Diploma programs or college classes; resume preparation and practicing job interview skills, learning parenting skills, cooperating with program requirements, finding a job.
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.
Reunification with family, continued sobriety, completion of GED/HighSchool Diploma or other vocational/educational programs; finding and maintaining stable housing, ability to live independently in community
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Client self-report, counselor notes, Diplomas, degrees, or certifications, employer review. TCI also utilizes consumer satisfaction surveys, required by our state funding agencies, that help to evaluate all services and provide information for service planning on an annual basis.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Completion of educational programs, maintained sobriety, stable employment, maintaining stable housing and independence in community, continued custody of minor children.
Description

Roger Sherman House (RSH) is a transitional halfway house for men discharged from the correctional system. The program helps clients achieve self-esteem with positive results by providing them the resources to break the cycle of criminal activity, substance abuse, or poverty. The 61-bed facility focuses on life skills and helps clients regain their independence in the community with a strong emphasis on responsibility. All referrals for this program come from the State of Connecticut Dept. of Correction. Program services include: individual, group and family counseling, substance use education, and educational, vocational and life-skills building.

Population Served Offenders/Ex-Offenders / Alcohol, Drug, Substance Abusers / 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.

Successful completion of educational programs and classes, continued participation in recovery and therapeutic groups, achieving GED, diploma or other degree or certification, successful graduation from program, successful re-integration into community and ability to maintain independence, finding and keeping a job.

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. Located in New Haven and named after the famous Connecticut senator, Roger Sherman House provides clients being released from prison employment opportunities as well as educational opportunities. The 61-bed facility focuses on life skills and helps clients regain their independence in the community with a strong emphasis on responsibility. Long-term successes include finding and maintaining housing and employment and maintaining a stable and productive life in the community.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Counselor notes, client self-report, active participation in therapeutic and recovery groups, successful completion of educational programs. TCI also utilizes consumer satisfaction surveys, required by our state funding agencies, that help to evaluate all services and provide information for service planning on an annual basis.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
When Terry W., a 2011 graduate of the Roger Sherman House program was a client, he had a great deal of difficulty finding work. After considerable effort, fhe ound a job as a sandwich maker at a New Haven market. Because he was a such a hard worker, and was part of the organization during an expansion phase, he moved up quickly within the organization. Today he is a manager, taking classes at Gateway Community College, and has set his sights on becoming a railroad engineer. Terry's is just one of many Roger Sherman House success stories.
CEO/Executive Director
Mr. Peter Nucci
Term Start Jan 1976
Email peter.nucci.co@theconnectioninc.org
Experience
Peter A. Nucci, President and Chief Executive Officer has been with The Connection since 1976.  At that time the agency had one program, a staff of four, and a major deficit.  Since then, Peter, a musician and conductor by training (a master’s degree from the New England Conservatory of Music), has presided over the growth of the agency to its present state:  service to about 6,000 clients a month 39 programs state-wide, a staff of 450, and a budget of over $40 million.  Peter’s tenure at The Connection has been characterized by a willingness to serve clients that many agencies do not want to serve, and an expansion and mastery of a number of service areas, now including programs for women and children, community justice facilities, supportive housing apartments and houses state-wide, and behavioral health clinics.   Peter often describes his work as being very similar to conducting an orchestra, and in this case it is an orchestra that is one of the State’s largest nonprofit agencies with a growing national reputation.
Co-CEO
Ms. Lisa DeMatteis-Lepore
Term Start Apr 1991
Email ldematteis@theconnectioninc.org
Experience

Lisa DeMatteis was appointed Chief of Staff for The Connection in 2013. Lisa joined The Connection in 1991 and was instrumental in developing The Connection’s statewide Women"s and Children's, as well as our innovative Supportive Housing for Families® program. Immediately prior to being appointed Chief of Staff, Lisa oversaw The Connection's operations, agencywide service divisions, and was the Co-Director of The Connection's Institute for Innovative Practice, and served as Director of Advocacy for The Institute. Before joining The Connection staff, Lisa was a Counselor and Senior Counselor at several Connecticut non-profit agencies. She holds a BA in Community/Child Care psychology from Albertus Magnus College, and is a certified pre-school teacher.

Staff
Number of Full Time Staff 396
Number of Part Time Staff 117
Number of Volunteers 100
Number of Contract Staff 25
Staff Retention Rate 80%
Staff Demographics - Ethnicity
African American/Black 155
Asian American/Pacific Islander 6
Caucasian 283
Hispanic/Latino 57
Native American/American Indian 1
Other 11 Two or more races
Staff Demographics - Gender
Male 180
Female 331
Unspecified 2
Former CEOs and Terms
NameTerm
Ms. Katchen Coley -
Dr. Michael Rowe Feb 1974 -
Senior Staff
Title Vice President, Finance
Title Vice President, Human Resources
Title Director of Special Projects
Title Director of Communications
Title Medical Director
Title Senior Director - Behavioral Health
Title Senior Director - Supportive Housing and Women and Children's Programs
Title Director of Quality Improvement
Title Senior Director for Family Support Services
Title Senior Director for Community Justice
Title Director of Integrated Healthcare, Outpt Counseling Centers
Experience/Biography  
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

 Member, South Central Behavioral Health Network, & Community Services Network
Founding member, Greater New Haven Alliance to End Homelessness 
The Outreach and Engagement project for homeless adults is a collaboration between TCI, Columbus House, Marrakech, and Hill Health Corp.
 Supportive Housing for Families Program collaborates with agencies statewide. In New Haven we collaborate with BH Services. 
Recovery House, a collaboration with Advanced Behavioral Health
Community Reporting Engagement Support and Training (CREST) Center, a community-based day reporting program a partnership between TCI, Fellowship Place, and the Connecticut Mental Health Center.
* Ruoppolo Manor Support Services program and the Robert T. Wolfe Apartments provided in collaboration with the Housing Authority of New Haven.
* The SAMHSA and DMHAS-funded West Village program, to help end chronic homelessness, a collaboration between the TCI, Alpha Community Services and Community Builders.

* The Park Street Inn, a partnership with Fellowship Place, and Hill Health Corporation
* Administration for Children and Families intensive rapid rehousing program, a partnership with UCONN and CT Dept. of Children and families.  
Affiliations
AffiliationYear
Greater New Haven Chamber of Commerce1995
United Way of Greater New Haven1998
Connecticut Association of Nonprofits1990
Connecticut Council on Philanthropy2005
Awards
Award/RecognitionOrganizationYear
Affordable Housing Committee AwardConnecticut Mortgage Bankers Association2011
"Model Program" designation for Supportive Housing for Families programChild Welfare League of America2010
Maxwell Award of ExcellenceFannie Mae Foundation2008
Board Chair
Mr. John LaRosa
Company Affiliation Faculty, Middlesex Community College
Term Jan 2000 to Dec 2015
Email dblarosa@comcast.net
Board of Directors
NameAffiliation
Professor Gloster Aaron Wesleyan University
Ms. Margaret Jordan Addo Esq.Attorney
Mr. Joseph Bibisi Deputy Mayor, City of Middletown
Mr. Grady Faulkner CUNO Inc., a 3M Company
Ms. Judith Felton Middlesex Community College
Mr. John Ivimey Esq.Reid & Riege, P.C.
Reverend Mary Klaaren City of Middletown (Retired)
Mr. Andrew Lasko Regional Manager, Northeast Utilities (Retired)
Board Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 6
Female 3
Risk Management Provisions
Accident and Injury Coverage
Disability Insurance
General Property Coverage
Life Insurance
Medical Health Insurance
Professional Liability
Risk Management Provisions
Workers Compensation and Employers' Liability
Board Co-Chair
Reverend Mary Klaaren
Company Affiliation South Church (retired pastor)
Term Jan 2000 to Dec 2015
Email mklaaren@wesleyan.edu
Standing Committees
Finance
Executive
Human Resources / Personnel
Program / Program Planning
Additional Board/s Members and Affiliations
NameAffiliation
Professor Stephen Angle Wesleyan University
Attorney Robert Cohn Zangari-Cohn-Cuthbertson
Professor Richard Kagan Retired Professor of History
Mr. George Kennedy Retired
Mr. Tom Nolan Author
Ms. Judith Normandin Pearce Company Realtors
 
 
Financials
Fiscal Year Start July 01 2014
Fiscal Year End June 30 2015
Projected Revenue $46,189,551.00
Projected Expenses $46,189,551.00
Spending Policy Income Only
Other Documents
Other Documents 3
NameYear
Cornerstone Society Brochure2015View
The Connection Constituent Brochure2014View
The Connection Agency Brochure2014View
The Connection 2014 Gala Promotional Flyer2014View
The 19th Annual Pizza Fest Flyer2014View
18th Annual Greater New Haven Pizza Fest Flyer2013View
Women in Recovery Picnic Collage2013View
The Connection, Inc. agency brochure2012View
The Connection Annual Report2012View
The Connection Annual Report2011View
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201320122011
Total Revenue$44,177,594$41,381,643$40,065,794
Total Expenses$44,232,301$40,295,059$39,711,155
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
$23,787$92,405$38,881
Government Contributions$39,754,260$38,346,682$37,350,480
Federal------
State------
Local------
Unspecified$39,754,260$38,346,682$37,350,480
Individual Contributions$72,207$77,858$78,702
------
$4,300,225$2,844,456$2,559,918
Investment Income, Net of Losses$27,115$20,242$37,813
Membership Dues------
Special Events------
Revenue In-Kind------
Other------
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$39,342,444$35,855,014$35,209,051
Administration Expense$4,889,857$4,440,045$4,502,104
Fundraising Expense------
Payments to Affiliates------
Total Revenue/Total Expenses1.001.031.01
Program Expense/Total Expenses89%89%89%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$6,418,031$6,291,746$5,794,621
Current Assets$3,248,018$2,985,730$3,849,280
Long-Term Liabilities$487,907$724,926$984,660
Current Liabilities$2,758,272$2,340,261$2,669,986
Total Net Assets$3,171,852$3,226,559$2,139,975
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountDCF $15,733,720CT Dept. of Children & Families $13,961,678CT Dept. of Children & Families $13,917,528
Second Highest Funding Source & Dollar AmountCT Dept. of Corrections $9,448,821CT Dept. of Corrections $10,196,369CT Dept. of Corrections $8,619,847
Third Highest Funding Source & Dollar AmountCT Dept. of Mental Health & Add. Services $8,851,438CT Dept. of Mental Health & Addictive Services $9,209,815CT Dept. of Mental Health & Additive Services $8,340,542
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities1.181.281.44
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets8%12%17%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? No
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 100 Roscommon Drive
Suite 203
Middletown, CT 06457
Primary Phone 860 343-5500
CEO/Executive Director Mr. Peter Nucci
Board Chair Mr. John LaRosa
Board Chair Company Affiliation Faculty, Middlesex Community College

 

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