Christian Community Action
168 Davenport Ave
New Haven CT 06519-1399
Contact Information
Address 168 Davenport Ave
New Haven, CT 06519-1399
Telephone (203) 777-7848 x
Fax 203-777-7923
Web and Social Media
Christian Community Action (CCA) is an ecumenical social service organization that expresses faithful witness by providing help, housing and hope to those who are poor in New Haven.
A Great OpportunityHelpThe nonprofit has used this field to provide information about a special campaign, project or event that they are raising funds for now.

CCA is making preparations to celebrate its 50th anniversary in 2017 through a yearlong series of events and activities.

It is envisioned as an opportunity to honor CCA's past efforts to respond to the needs of people who are poor and to announce a new and more transformative way of offering family-centered solutions and engaging advocacy.
Guiding it all is an Anniversary Planning Committee, led by Michael Morand and Diane Young Turner.   
Anyone interested in being involved as CCA marks this important organizational milestone can contact Rev. Bonita Grubbs.
A Great Opportunity Ending Date Jan 31 2018
At A Glance
Year of Incorporation 1968
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
CEO/Executive Director Rev. Bonita Grubbs
Board Chair Ms. Nicole Licata Grant
Board Chair Company Affiliation UIL Holdings
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Mission Christian Community Action (CCA) is an ecumenical social service organization that expresses faithful witness by providing help, housing and hope to those who are poor in New Haven.
CCA got its start as part of suburban "living room" dialogues held in 1966 between Catholics and Protestants, regarding how best to put their Christian faith into action. This led to direct assistance to victims of a fire on Congress Avenue in 1967. It was on Congress Avenue that CCA had its first office, under the direction of the late Rev. David Nehring. This office became the focus of urban encounter programs, crisis intervention, emergency housing and outreach between the inner city and the suburbs.
CCA moved to its current facility at 168 Davenport Avenue in 1971. There, CCA expanded its emergency housing, crisis intervention, coalition building, welfare reform and educational efforts. In 1978, CCA acquired the adjacent property at 166 Davenport Avenue, adding three more emergency housing units. In December 1986, the city-owned New Haven Family Shelter at 124 Sylvan Avenue was opened under CCA operation. This facility provided an additional 10 apartments for emergency housing.
In 1998, the Stepping Stone Transitional Housing Program was opened at 660 Winchester Avenue. This facility houses 18 apartments, an after school program, an activity room for resident families and their children,  a children's library, laundry and meeting/workshop rooms. Also housed within the facility is Continuum of Care's Community Mental Health Service. 
Today, Christian Community Action (CCA) operates Hillside Family Shelter (a 17-apartment emergency shelter for families), a neighborhood food pantry, a fuel assistance program and a diaper bank, the Diversion and Prevention Service, the Stepping Stone Transitional Housing Program (an 18-apartment residential program for families previously homeless) and the Advocacy and Education Project, (which organizes educational institutes, engages in advocacy and supports Mothers for Justice. CCA also organizes an annual Thanksgiving Basket Distribution and engages in neighborhood assistance (e.g., notary services).

Successful Application -   In 2014, CCA received a grant from the Community Foundation for Greater New Haven and the the CT Dept. of Social Services   the ARISE! (Accessing Resources for Independence, Skill-building and Employment) Center.

This Center opened on May 19,  2015, as a first step to promote longer-term solutions for families that are poor and/or homeless. Through a two-generational approach, families will receive tools the need to survive and thrive.

Successful Application - CCA applied for and received a grant in 2015 from the City of New Haven for operation of a Diversion and Prevention Service within its Neighborhood Assistance Program.  This new Service extends CCA's continuum of care to prevent an experience with homelessness, connects families to shelter, case management, employment and housing stabilization. It serves families with greater intensity regardless of whether they are receiving emergency assistance (i.e., food, diapers, clothing or fuel assistance) or needing housing assistance (pre and/or post shelter tenancy and community-based stabilization through the ARISE Center for up to six months after families have moved into permanent housing.  

Another Successful Thanksgiving Distribution - CCA provided turkeys and food in 2015 to 2,277 families who resided in the Hill Section in New Haven. This would never have been possible without the involvement of Blum Shapiro. Again in 2015, this Firm served as the presenting sponsor of this Distribution for the third year, provided both volunteers and financial support. Many individuals, groups and congregations also donated to this effort.



The most pressing needs are financial. In these challenging economic times, more people are seeking assistance than ever before. The increases in homelessness, hunger and unemployment have resulted in requests for services and support that are beyond our capacity to address.
Support Services
 Maintaining and expanding CCA's current efforts to respond to these pressing needs and to create a pathway out of the crises that families face remains an imperative.
ARISE! Center  
The successful implementation of this Center's activities requires raising funds  and securing  a permanent location to provide intended services. It also involves developing new relationships with organizations and volunteers to help families move towards greater stability.
Volunteer leadership
 In an effort to continue and expand its mission, CCA must have additional and committed board members.
CEO Statement
Christian Community Action endeavors to promote two forms of transformation.  That is because too many families are without food, shelter, clothing and other basic necessities and systems are not designed to liberate them from this need.
CCA seeks to change that through a service provision and graduated approach that begins with support and ends with solutions. 
As a first step,  our commitment is personal transformation to deal with the crisis that a family presents. Most often, it is related to an unmet need in the area of housing, food, fuel and/or clothing. Therefore, our strategy is to identify the underlying reason for the crisis.
Within our Hillside Family Shelter and our Stepping Stone Transitional Housing Program, we offer a compassionate and, sometimes, challenging approach to achieving greater self-sufficiency and family stability. 
 Our aim is to promote dignity and to treat everyone we serve with respect, while challenging them to take steps forward to improve their quality of life. One of the ways that we do so is through our neighborhood Food Pantry. Heads of household - individuals who are disabled, senior citizens of heads of household with children - can select their own food items from our shelves. Another way is that all of the families we serve in our housing programs reside in individual apartments that are clean, decent and furnished.
As a second step, we seek to engage in societal transformation on behalf of and along with families and other individuals who poor, homeless and in need. We know that some of the issues that individuals have to face are a result of policies and programs that don't help them to survive at the most basic level. Their voices are not often heard or welcomed in the governmental or policy making arena.
Therefore, we undertake the type of advocacy that affords them the opportunity for them to speak out about issues that are important to them; learn how to influence those in elected and appointed positions. We let them know that what they have to share is of value - as much as they are - and that they are their own best advocates for changing systems that perpetuate poverty and injustice. In the process, they gain self-confidence and self-worth and self-esteem. It is wonderful to see. Simply put, we offer Help, Housing and Hope to those we serve.
Board Chair Statement

Christian Community Action, Inc. has been living its motto of providing “Help, Housing and Hope” to New Haven families in need for 49 years. CCA board members support the organization financially and seek to generate additional gifts through personal outreach, small gatherings in people's homes, regular special giving campaigns and at least one large annual fund raising event. CCA has a long and storied history in New Haven, a dynamic Executive Director and a dedicated, hardworking staff that accomplishes a lot with very limited resources. It is a very lean organization, administratively and financially, but it is rich in faith and compassion and has a strong record of helping families that are homeless or in crisis to achieve major changes in their lives, including greater permanency and independence. The major challenge facing CCA is finding the financial resources to continue and expand the work the agency is doing, to help the increasing numbers of adults and children who are suffering in today's economy and to adequately compensate the staff for the remarkable work they do. The Board is currently working on an on-going fund raising effort to enhance existing programs and expand our newest program (The ARISE Center) focused on providing improved access to resources for skill-building and employment as a means for clients to achieve long term stability and economic independence. We have several organizational partners in this effort. Support from individuals and faith communities who share our vision of a more just and equitable world will be key in this effort, as will continued support from government resources, businesses and private foundations. Finally, we are already working on the CCA 50th Anniversary celebration that will commence in February 2017 and continue on through next year. A working committee with two external co-chairs has been formed and an honorary committee is in formation. I welcome anyone interested in learning more about CCA and its work to contact our Executive Director, Rev. Bonita Grubbs or our Director of Development, John Noonan at (203)777-7848 to arrange for a visit and a tour. Please also visit our website at


Service Categories
Primary Organization Category Housing, Shelter / Housing & Shelter NEC
Secondary Organization Category Human Services / Emergency Assistance (Food, Clothing, Cash)
Tertiary Organization Category Civil Rights, Social Action, Advocacy / Alliances & Advocacy
Areas Served
New Haven
CCA has both a neighborhood and a regional focus. Families, senior citizens and individuals in need from the Hill Section of New Haven are eligible to receive services from the Food Pantry and Fuel Assistance programs, as well as the Diaper Bank. Families who are homeless from throughout, as well as outside of, New Haven can become residents of our Hillside Family Shelter or Stepping Stone Transitional Housing Program. Our advocacy efforts are both statewide and local in nature.
CEO/Executive Director/Board Comments Christian Community Action Inc. is not Community Action Agency or Christian Community Action Agency. We are a faith based organization that provides social services and translates what we know and experience into solutions that are advocated for by those who we serve. We are an organization that focuses on what families need to survive, be sustained and achieve the highest possible level of self sufficiency and stability.

The Advocacy and Education Project (AEP) originated in 1977 as the Welfare Reform Project. This Project seeks to fulfill Christian Community Action's mission to offer hope to those who are poor in New Haven through community engagement and system change. Its goal is to promote equity, access and justice for all by focusing on issues such as empowerment, grass-roots organizing, leadership training and economic justice. Its commitment is to insure that people whose voices have previously been unheard are given the opportunity to participate in public policy conversations and advocate on the issues that concern them. It has sponsored Mothers for Justice, a group for women that was established in 1993, which is dedicated to improving the lives of families who are low-income.


In January 2015,  CCA partnered with the Connecticut Alliance for Basic Human Services’ efforts to survey 104 newly insured low income residents about their experiences accessing healthcare services.  Members of CCA Healthcare Kitchen Cabinet shared their stories and our newly created report ” What Healthcare Should Be”  with legislators, Lt. Gov. Nancy Wyman, staff from the CT Department of Social Services and the public at an event held at the Connecticut General Assembly.  


In July 2015, the Connecticut Health Foundation asked CCA, because of its grassroots advocacy approach,  to provide outreach for a "Let’s Talk Healthcare" event at the Courtland Seymour Wilson Library, located in the Hill Section of New Haven.  The event was attended by more than 40 community members. The following article in the New Haven Independent captured this Session.

Population Served Poor,Economically Disadvantaged,Indigent / Families / At-Risk Populations
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.
A central tenet of the Advocacy and Education Project is that people who are poor can become authentic contributors to the process of making public policy.
This involves recruiting people to become part of one of its groups - either Mothers for Justice or the Citizens Oversight Accountability Team - affording the opportunity to become effective spokespersons, develop their self-esteem through practice with public speaking facilitating meetings, organizing public events and meeting with legislators and policy makers.
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 Advocacy and Education Project fulfills CCA's mission of offering hope. This translates into changing systems that perpetuate poverty and injustice through grassroots organizing, mobilizing and activism around basic human needs at legislative and policy levels. It also translates into providing people who believe that they have no voice with opportunities to develop, increase and use the voice they discover that they have to benefit people who are poor.

In 2010, CCA began using Results Based Accountability as a way to measure success. Data collected by the Advocacy and Education Project (AEP) documents the extent to which it organizes empowered people to become empowered voices for social and system change. It also documents the impact that these empowered people have in their efforts to be effective and authentic in their activism and recognized for their contributions to making conditions better for people who are poor.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The success within the Advocacy and Education Project (AEP)is measured in three ways: how much the Project does in terms of the # of participants and the # of contacts engaged, how well the Project does in terms of the # of participants who attend monthly meetings, training sessions and events and the % of contacts involved in supporting its legislative/local/state agenda. Of specific interest is the # of training sessions that AEP holds to improve people's advocacy skills; and how people are better off in terms of the #/% grassroots voices (participants) whose knowledge/skill improved, the #/% contacts/participants who influence public change. Of specific interest are the # of times that group members within the AEP speak in public and/or meet with policy makers (measuring increase in people's speaking skills and ability to translate their experiences into policy language) and the changes that result from advocacy at the policy and/or legislative level.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

When Jane (not her real name) became a member of Mothers for Justice (MFJ) - one of CCA's grassroots groups - she was unable to do public speaking or facilitate a meeting. As a result of advocacy related training and meetings attended, she is now comfortable describing her experiences to policy makers and politicians.  She and other MFJ members presented recommendations included in the "Living in a Broken System" video to the Commissioner and staff of the CT Dept. of Social Services.  They continue to advocate for changes in programs that are designed to help families in need.   In addition, for the last three years, CCA has graduated 40 individuals who enrolled in the CT Commission for Children's Parent/Children Leadership Institute, a 20 week training to develop leadership skills & understand public policy so that the graduates can influence it. People have run for political office, joined boards of directors & become involved in community building activities.


The Hillside Family Shelter provides temporary housing for families who are homeless. Working from two sites, the Shelter has 10 furnished apartments at our Sylvan site and 7 at our Davenport site. Apartments range in size from 1 room efficiencies to 3 bedrooms, accommodating a range of family sizes. Within Hillside, the philosophy is that families that are homeless deserve to be treated with dignity, an essential first step toward breaking the cycle of homelessness. In addition, CCA believes that reducing stress in families' lives by providing adequate living space will increase their chances of making the initial steps towards self-sufficiency. It is because of these two beliefs that CCA provides a furnished apartment for 60-90 days through a program that is not overburdened with rules & regulations. This keeps living conditions roughly comparable to living conditions that families would have if not homeless, while giving them a time limit and guidance for locating permanent housing.

 In 2015, HFS joined with other homeless service providers to form the Greater New Haven Coordinated Access Network, as an systemic way to end homelessness, by establishing an systematic way to screen, assess and house families and individuals on the basis of the severity of their condition and need.  

In 2015, HFS served 54 families of varying sizes and configures., with a special ability to serve two parent, male headed and larger families in need. 
Population Served Families / Homeless / Poor,Economically Disadvantaged,Indigent
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. All families receive a range of services that are designed to improve their life circumstances. The heads of household develop goals that they would like to achieve and meet at least weekly to discuss the successes and barriers to achieving them. 
The progress of each head of household is aggregated into a monthly report that is submitted for purposes of tracking changes both quarterly and annually.  In addition, the quality of data reporting is monitored aggressively -  CCA and other providers of homeless services use the Homeless Management Information System, also known as Provide - as part of the regional priority to end chronic homelessness.
Ultimately, the short term success of families is the location of permanent housing, the increase in income, the successful referral to other organizations to achieve greater family stability, the timely transition from homelessness and increased motivation.
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 its Hillside Family Shelter (HFS), CCA offers housing to families of any configuration that are homeless. Through the compassionate attention that all case managers give the heads of household - as well as the children - CCA offers hope for a better and more stable future.
Because the interventions are crisis based and emergency focused, the changes desired are usually evident after the families leaves the HFS. However, they are envisioned to produce long lasting and deep results (e.g., increased motivation, healthier lifestyle and improved skills).
All families receive services at HFS that are designed to achieve and maintain self-sufficiency and independence, to allow their needs to be met more permanently and to reduce the likelihood that they are homeless again.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Using the Results Based Accountability framework, CCA documents how much HFS staff members do, measuring the # of families who move into available units; how well families are doing, measure both the % of adults developing/completing their Goal Plan within 24-48 hours and & the # of adults achieving their goals within 40 days; and how better off families are, measuring the % or families who move to permanent or transitional housing within 60 days.
By submitting monthly reports and reviewing the data quarterly and annually, HFS staff members are able to determine the trends, areas in which to change/adapt programming and document success.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. One example is personal: A woman with one child moved into the HFS with no clothes other than the items she was wearing and no form of income. The case manager offered her items to her, along with toiletries, which she refused. Subsequently, she asked the case manager "why do you want to help me?" and the case manager replied that it was what she does for all tenants. It appeared that the woman did not trust people and did not believe that help could be offered without an ulterior motive. Continued conversations resulted in her accepting the clothing and other items and securing part time employment. That meant that she was better off because she found out that someone cared enough to help (and confront), she had an income and became hopeful. 
The second example is statistical: 76% of the families move to permanent or transitional housing after they leave HFS and we can now demonstrate the link between goals achieved and permanent housing secured.

Since the early 1970's, CCA has made a food pantry available to families with children, senior citizens and people with disabilities in the Hill section of New Haven, Connecticut. Over the years we have served more than 50,000 people. Starting in the spring of 2001, we have offered a "Client Choice" Program. Food pantry participants are given the opportunity to "shop" for their food items rather than receiving a pre-made bag. CCA maintains membership with the Connecticut Food Bank, allowing us to distribute 3,217 bags of food to 7,681 in 2015. 

As extension of the Food Pantry is CCA's annual Thanksgiving Basket Distribution. Both those who are enrolled in the Pantry's data base and eligible people who live in the Hill Section of New Haven receive a bag of food and a turkey.
As part of offering services to the Hill neighborhood, CCA serves as an application site for the New Haven Diaper Bank and for Connecticut Energy Assistance Program and the Community Fuel Bank. CCA also has developed a relationship with Operation Fuel and is an intake site. In 2015, CCA provided over 100 families with diapers and 300 families with energy assistance.

CCA provides direct assistance by helping people tap the resources available to them, making referrals to other agencies, intervening between individuals and bureaucracies and helping people through crisis, such as fires, evictions and utility shut offs. CCA also provide notarizing services.

 A new program, developed in 2015 was the Diversion Service to keep people from homelessness and from crisis.  Between July 2015 and December 2015 - the first six months of that this Service was available - to 54 families. 
Population Served Poor,Economically Disadvantaged,Indigent / Families / Homeless
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. Every month or once a year, people receive a needed and tangible form of direct assistance from CCA. They also are invited to receive food from the Food Pantry and basic services - such as copying, faxing and notarizing - that CCA staff members offer. This reduces their stress and gives them hope.
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.
This service allows CCA to achieve its mission of offering help.  The goal is to offer an immediate intervention and/or referral.
People can use limited funds for other purposes because they receive free diapers. People are able to stay warm in the winter because CCA staff members complete applications for energy assistance.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. A system of Results Based Accountability has been developed for these services but the range of performance measures has not been completed. This means that CCA staff can measure how much is provided to people, - in terms of # served - how well it is provided - in terms of frequency - and what difference it makes to those who receive it - in terms of financial benefit.
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 first time, CCA can track service delivery and monitor trends. The first report is that 246 people received fuel assistance and that 436 people received diapers in 2012. The second report is that, while these numbers are lower than in previous years, the reason was due to a change external to CCA - a decision related to reduced program participation and resources - that reduced the number of people served. The third report is that CCA staff members were able to estimate the value of the service through money saved. For example, CCA staff members estimate that, on a yearly basis, the average amount saved by using CCA's Energy Assistance Program and Diaper Bank in 2012 was $272 and $216 annually. When income is limited, these savings can make a huge difference in a families quality of life.
The Stepping Stone Transitional Housing Program is a comprehensive transitional housing program, accommodating 18 families in a single site housing complex. Residents may stay for up to 24 months in an apartment that fits their family size. Families throughout the Greater New Haven, Connecticut area who are homeless or at risk of homelessness are eligible for the Stepping Stone program. This includes two-parent, one parent, male or female headed households.
The goal of the program is to offer case management services to families in a safe, supportive environment that will foster the growth and increase the self-sufficiency of each family member.While at Stepping Stone, families move through phases of increased commitment, responsibility and self-sufficiency. These promote personal responsibility, commitment and increased autonomy in the decision-making process.
In 2015, 28 families were served at SSTH. Of those, 100% secured housing at move out and 73% of the adults secured  employment 
Population Served Homeless / Families / Poor,Economically Disadvantaged,Indigent
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. As a result of the multiple interventions, the heads of heads of household will become and remain employed, secure a steady income - including child support - and receive their General Educational Equivalent (GED), if the did not receive their high school diploma. They will also become better parents, because they received training to improve their parenting, housekeeping and healthy eating practices. Finally, the children will be better able to learn because they are in a safe environment, participate in onsite activities that are designed to educate and inspire them to achieve their goals and develop better socialization skills due to their interactions at Stepping Stone and at school.
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. Stepping Stone Transitional Housing Program fulfills CCA's mission to offer housing and hope to families. Through the services and support provided, families will develop better strategies to maintain self-sufficiency and independence that will prevent them from ever becoming homeless again.
In the process, heads of household will become and remain employed and children are reared in a safer, more secure and less traumatic environment.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. In 2010, CCA developed the following performance measures: # of families served at SSTHP in one month; # of workshops coordinated/scheduled (how much); % of Family Service Plans goals developed within 7 days of move-in,%  of families visit home/office [face-to-face] in one month, % of residents attending workshops in one month and % of resident who complete standardized financial education training series (how well) and # of residents with good attendance to workshop in a series,% of participants who have reported knowledge increased in a series,% of residents who have reported knowledge/skills increased in a series,# of families who increased income by move-out,% of families who increased income at or above 30%, # of families secured housing by move-out,% of families that move to permanent housing in 24 months,# of residents [families] employed/graduated at Move-Out, % full/part time employment secured and % adult education/GED/College/Certificate Program (better off).
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. The grant related outcomes are that 70% of the families that leave Stepping Stone move to permanent housing and 30% of them have increased income.
Based on historical data over the last five years, Stepping Stone has exceeded both of these percentages.
One personal example: a woman with one son was a tenant in CCA's Hillside Family Shelter and was accepted into Stepping Stone. Motivated and ready to improve her and her child's life circumstance, she attended every workshop and meeting that staff offered. She began to take literacy classes, because her English speaking needed improvement, and continuous looked for work. She was unsuccessful and became a volunteer to improver her skills. Desperate to achieve her goals, she reached the 24 month period without employment. Yet, she was able to locate housing that she could afford, probably about $25 per month. Miraculously, she was able to secure employment and is now doing quite well.

The ARISE! Center's purpose is to prevent a first experience with or a return to homelessness, using a two-generational focus. it is to offer holistic an comprehensive services and affirm the dignity and value of everyone, not matter what a person's life experiences have been. 

An integral component of ARISE is to CCA is to hire an Employment Services Specialist and a Child and Family Specialist, along with a Director of Social Work Services  to expand and enhance services within CCA's  Hillside Family Shelter (HFS) and the Stepping Stone Transitional Housing Program (SSTHP). These efforts will offer an enhanced array of social services to entire families, rather than just serving the heads of each household and will result in more effective, evidence-based and comprehensive family services.

Additionally, CCA has engaged key community organizations to form the ARISE Center Partnership Network for coordinated social services provision in The Hill and the wider New Haven community.  
Since beginning in May of 2015, 56 individuals form 46 families received vocational intake and assessment services and 47% of the children enrolled in child care services.

Population Served / /
Program Comments
CEO Comments

CEO/Executive Director
Rev. Bonita Grubbs
Term Start Dec 1988
Experience Rev. Grubbs has 30 years of experience as an administrator, and 29 years of experience as an executive director. She earned her BA from Smith College in Sociology and Afro-American Studies. She also earned two degrees from Yale University, a Master of Arts in Religion from the Divinity School and a Masters in Public Health from the Yale School of  Public Health.
Number of Full Time Staff 17
Number of Part Time Staff 4
Number of Volunteers 100
Number of Contract Staff 2
Staff Retention Rate 95%
Staff Demographics - Ethnicity
African American/Black 8
Asian American/Pacific Islander 1
Caucasian 4
Hispanic/Latino 7
Native American/American Indian 0
Other 1 0
Staff Demographics - Gender
Male 8
Female 13
Unspecified 0
Former CEOs and Terms
Rev. Philip Grigsby Jan 1976 - Apr 1981
Rev. Karl Hilgert May 1981 - Sept 1988
Senior Staff
Title Director of Development
Title Administrative Director
Title Director of Programs
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

CCA is engaged in partnership meetings to explore potential ARISE! Center partners and working with members of the Greater New Haven Coordinated Access Network around coordinated access, ending chronic homelessness and providing a secure and stable future for families.

Bill Liddell AwardConnecticut Food Bank2012
Board Chair
Ms. Nicole Licata Grant
Company Affiliation UIL Holdings
Term June 2016 to June 2017
Board of Directors
Ms. Anna Blanding The Pilliner Group LLC
Dr. Joseph Ciasuolo Retired
Ms. Makana Ellis Murphy and Nugent LLC
Mr. Albert Franke Advisra Consulting, LLC
Mr. F. Herbert Gruendel Retired
Ms. Lynette Johnson State of CT
Ms. Wanda Lary Workforce Alliance
Ms. Dinah Milton Kinney Attorney - U.S. District Court
Ms. Andrea Perce US Districut Court, New Haven
Mr. Charles Reese Accelerated Achievements
Ms. Joan Reyolds Retired Teacher
Board Demographics - Ethnicity
African American/Black 5
Asian American/Pacific Islander 0
Caucasian 7
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 5
Female 7
Board Term Lengths 3
Board Term Limits 2
Written Board Selection Criteria Under Development
Written Conflict of Interest Policy Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 50%
Constituency Includes Client Representation No
Standing Committees
Board Governance
CEO Comments

Christian Community Action, Inc. (CCA) has been living the mission of providing “Help, Housing & Hope” to families in crisis for a half-century. CCA came into existence through a faith-led effort for one family in 1967, and has been working from New Haven’s Hill Neighborhood since.

Today, strides are being made to end homelessness in Connecticut. But what does this mean? It means that organizations including CCA use resources and talent effectively to serve families in need and divert others away from the trap of homelessness.  It does not mean that we can pack up and go away. In fact, services are more needed than ever.


CCA is unique. It is the only organization in Greater New Haven dedicated to helping families experiencing or threatened by homelessness. CCA keeps families intact, providing safe and dignified shelter through emergency apartment-style spaces as well as transitional housing to help families achieve a goal of permanent housing.  In addition, CCA offers services that ensure recovery and diversion from homelessness including food/clothing pantries, employment support, life skills classes, social events, health/service referrals and much more.  CCA’s services are in demand, because we touch families from every surrounding community and beyond.


CCA has a proven track record of lasting and positive impact, a dynamic Executive Director in Rev. Bonita Grubbs and a dedicated staff. It is a lean organization, but rich in faith and compassion that drives the work to help families achieve major changes in their lives, including greater permanency and self-determination. Yet there are challenges facing CCA today as an organization and in the mission to serve families more effectively. Public resources are contracting, yet CCA strives to improve its delivery model, measure impact more effectively and make a lasting difference in the lives of the whole family.

As we approach our 50th Anniversary (2017), CCA is committed to growing the new ARISE! Center, which will bring together families and services needed to achieve stability and economic independence under one roof. The Board is dedicated to efforts to enhance existing programs and expand ARISE!

CCA thrives by the generous donation of time, treasure and talent of many. In addition to opportunities to support our many efforts, CCA is recruiting volunteers to help with the organization and execution of events.  We are thankful to have the support from individuals and organizations who share our vision of a more just and equitable world especially for children and families.

Fiscal Year Start Jan 01 2017
Fiscal Year End Dec 31 2017
Projected Revenue $1,824,979.00
Projected Expenses $1,824,979.00
Spending Policy Income Only
Credit Line Yes
Reserve Fund No
Detailed Financials
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
Government Contributions$904,464$790,239$774,866
Individual Contributions------
Investment Income, Net of Losses$8,083$2,388$2,164
Membership Dues------
Special Events$60,037$53,194$88,135
Revenue In-Kind------
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$1,551,719$1,351,075$1,358,741
Administration Expense$83,809$76,023$74,591
Fundraising Expense$114,140$109,438$108,517
Payments to Affiliates------
Total Revenue/Total Expenses0.941.230.93
Program Expense/Total Expenses89%88%88%
Fundraising Expense/Contributed Revenue7%6%8%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$1,339,149$1,582,810$1,206,004
Current Assets$433,746$575,339$215,322
Long-Term Liabilities$217,007$250,650$272,353
Current Liabilities$74,004$168,307$127,624
Total Net Assets$1,048,138$1,163,853$806,027
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountDept. of Housing $490,535Dept. of Housing $488,343U.S. Dept. of Health & Human Services $329,272
Second Highest Funding Source & Dollar AmountHUD $200,025HUD $191,581HUD $306,226
Third Highest Funding Source & Dollar AmountDept. of Social Service $144,769Keiser Foundation $125,000The Community Foundation for Greater New Haven $75,285
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities5.863.421.69
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets16%16%23%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
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 168 Davenport Ave
New Haven, CT 065191399
Primary Phone 203 777-7848
Contact Email
CEO/Executive Director Rev. Bonita Grubbs
Board Chair Ms. Nicole Licata Grant
Board Chair Company Affiliation UIL Holdings


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