In the past year, NeighborWorks New Horizons (NWNH) has made significant progress in key areas. Its main objective of providing affordable housing opportunities reaches towns and cities in New Haven, Fairfield, New London, and Hartford counties. Currently, NWNH operates 524 affordable housing units and is projecting to complete an additional 160 units in FY 2016 - exceeding its strategic goal of developing 650 affordable housing opportunities by FY 2017. Another significant impact in 2015, has been the expansion of its after-school and summer camp programming into the Fair Haven neighborhood of New Haven, CT. Typically serving almost 30 youth in two distinct residential communities, NWNH now serves 36 youth in three communities and has gained an additional youth services partner for recreational and educational activities. This programming focuses on providing a safe, quiet place for NWNH resident youth to complete homework, assists to improve literacy skills and academic grades and fosters the development of leadership amongst youth through a variety of community building activities and events. NWNH also offers a HUD-approved, free of charge, 8-hour First-Time Homebuyer Seminar. This past year, of the 10 seminar participants that purchased their first home, five were NWNH residents, compared to two NWNH residents who purchased their first home last year. In 2016, NWNH is looking forward to even greater accomplishments in its community development efforts. Specifically, NWNH will be completing 160 additional units of affordable housing throughout CT, serving over 100 participants in our First-Time Homebuyer Seminar, provide free budget and credit coaching for at least 25 participants, and increasing staff to continue to provide quality housing and services to NWNH residents.
Twenty years ago Mutual Housing Association of South Central Connecticut, Inc. (dba NeighborWorks® New Horizons) was nothing more than a vision. An overwhelming need for affordable housing in the Greater New Haven area was identified in a regional study done by Neighborhood Reinvestment Corporation. A steering committee was soon formed which became the founding board of the organization. The initial approach was a grass roots effort to create affordable housing in Guilford, Hamden, New Haven and Milford.
Today, NWNH has developed more than 450 rental and homeownership homes and 20 retail spaces, in 10 cities and towns. NWNH also provides First-Time Homebuyer and Ready to Rent classes. In addition, residents can increase their financial stability through financial literacy and budget coaching. These services complement our “bricks and mortar” work for a holistic approach to community development and neighborhood revitalization. Hundreds of residents have been able to further their education, save money for a home or car, find better work opportunities, and spend more time with their families, all while knowing that they have a stable and safe place to live.
Looking ahead, the need for affordable housing is ever increasing as supply struggles to meet demand. According to the 2014 report from the National Low Income Housing Coalition, the hourly rate needed in Connecticut to afford a typical 2-bedroom apartment is $23.02 without spending more than 30% of household income. Unfortunately, the majority of applicants in need of quality housing earn between 30% to 50% of the AMI or $25,470 to $42,450 annually (for a family of four).
To be able to continue providing much needed services, NWNH is strategically expanding to New London and Fairfield counties. At the same time, we are strengthening and increasing our resident services and programs. But we cannot meet our goals alone; crucial partnerships for necessary resources and support are needed. We believe that the same hard work and vision for strong, vibrant, and healthy communities which drove those twenty years ago is the same commitment we pledge today for the future success of families in Connecticut.
Mutual Housing Association of South Central CT, Inc., New Haven, Connecticut
2002 – present
Oversee all aspects of the financial operations of a
Neighbor Works organization.
Supervise, train and develop professional accounting
/ administrative staff.
Streamlined the accounting systems and improved
processes through software conversion and elimination of repetitive duties and
overlapping financial operations.
reporting forms and ad-hoc management financial reports in compliance with
outside agencies and committee requirements.
Catholic Family Services, Inc., New Haven, Connecticut 1994 – 2001
Regional Financial Manager
Manage Regional Business Office, seven district offices
and two satellite offices.
Created and organized Regional Business Office
by consolidating separate district functions and converting computer
systems. First year savings totaled
$500,000, a 30% cost reduction in administrative costs.
Kayat Engineering Corp., Wallingford, Connecticut 1991 – 1993
Accounting Manager/Personnel Administrator
Supervised accounting department, billing and
collection, payroll, employee benefits, tax returns, commissions and account
reconciliations for large food processing equipment manufacturer. Prepared and evaluated monthly general ledger
adjustments and financial statements.
Set up accounting department with cost centers
and departmentalized general ledger accounts, formatted computerized financial
statements, completed a yearly budget, charted historical sales information,
and analyzed product lines for profitability.
Coordinated company’s move to Florida, relocating families, factory and
inventory. Tracked costs of new land and
building and employee moving expenses.
Edward H. Pikaart, Jr. CPA/CMA 1989-1991
Supervised a client base, which included small
and large companies in a variety of industries. Budgeting, forecasting, cash flows and preparation of financial
Corporate Tax Accountant
Consolidated fourteen subsidiary companies.
Prepared Federal and State income tax returns.
Responsible for job cost accounting, property
management and financial planning for the company president.
Kenneth Matloff P.C. CPA 1979-1986
Bachelor of Science, Accounting, Quinnipiac College,
Continuing education to maintain CPA license
Certified Public Accounting, Board Certified 1979
State Society of
Certified Public Accountants
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
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.
A strong community not only meets its members’ basic needs but also works to create long-term solutions to their problems. Provide people with affordable housing, enough to eat and access to affordable health care and you enable them to envision a better future for themselves.
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