Connecticut Center for Arts & Technology
4 Science Park
New Haven CT 06511-1963
Contact Information
Address 4 Science Park
New Haven, CT 06511-1963
Telephone (203) 823-9823 x
Fax 203-745-4510
E-mail info@conncat.org
Web and Social Media
Mission

Bill Strickland built the Manchester Bidwell Corporation (MBC) in Pittsburg on the philosophy that “Every human being, despite the circumstances of his or her birth, is born full of potential, and that the way to unlock that potential is to place individuals in a nurturing environment and expose them to the kind of stimulating and empowering creative experiences that feed the human spirit.” From this vision, the National Center for Arts & Technology (NCAT) was born.  In 2012, Connecticut’s non-profit affiliate, Connecticut Center for Arts & Technology (ConnCAT) opened its doors in the Science Park neighborhood of New Haven.  The center provides market relevant career training programs in the health sciences and culinary arts to the under-employed and unemployed, as well as after-school arts programming for low- to moderate-income urban youth at risk of dropping out of school. 

 
ConnCAT’s mission is to inspire, motivate, and prepare youth and adults for educational and career advancement, through after-school arts, and job training programming.  
 
Organizational goals reach far beyond ConnCAT’s educational programs, fostering creativity and teaching job skills. Focusing on the whole person is the primary goal. Beyond providing practical knowledge, ConnCAT aims to foster individual growth, encourage confidence, and equip all graduates with the expertise and tools needed for long-term careers, to disrupt the cycle of poverty—and better lives.
 
 
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.
The Culinary Arts Academy at ConnCAT has established a state of the art teaching kitchen to train unemployed and underemployed adults for careers as skilled culinarians. The facility will include a cafe, which will operate as a social enterprise.  The cafe will be managed by culinary students and proceeds will support the Career Training Programs. 
 
Naming Opportunities are available. 
A Great Opportunity Ending Date Dec 31 2018
At A Glance
Year of Incorporation 2011
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Mr. Erik Clemons
Board Chair Carlton L. Highsmith
Board Chair Company Affiliation Specialized Packaging Group, Inc.
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission

Bill Strickland built the Manchester Bidwell Corporation (MBC) in Pittsburg on the philosophy that “Every human being, despite the circumstances of his or her birth, is born full of potential, and that the way to unlock that potential is to place individuals in a nurturing environment and expose them to the kind of stimulating and empowering creative experiences that feed the human spirit.” From this vision, the National Center for Arts & Technology (NCAT) was born.  In 2012, Connecticut’s non-profit affiliate, Connecticut Center for Arts & Technology (ConnCAT) opened its doors in the Science Park neighborhood of New Haven.  The center provides market relevant career training programs in the health sciences and culinary arts to the under-employed and unemployed, as well as after-school arts programming for low- to moderate-income urban youth at risk of dropping out of school. 

 
ConnCAT’s mission is to inspire, motivate, and prepare youth and adults for educational and career advancement, through after-school arts, and job training programming.  
 
Organizational goals reach far beyond ConnCAT’s educational programs, fostering creativity and teaching job skills. Focusing on the whole person is the primary goal. Beyond providing practical knowledge, ConnCAT aims to foster individual growth, encourage confidence, and equip all graduates with the expertise and tools needed for long-term careers, to disrupt the cycle of poverty—and better lives.
 
 
Background

ConnCAT is an affiliate of National Center for Arts & Technology created by the Manchester Bidwell Corporation in Pittsburgh.  Founded in 2012, our programs impart discipline, focus, and personal responsibility and respond to New Haven’s unemployment rate, employer needs and the academic engagement of urban youth. All programs are offered at no cost to participants.  

Adult Career Training Programs at ConnCAT are designed to provide career pathways, not just jobs. Before students can learn, they must believe they can learn and be successful. ConnCAT is grounded in and works to impart its core values: mutual respect, commitment, innovation, self-accountability, integrity, excellence and compassion. Through individual assessment, counseling, training and placement assistance, ConnCAT positions students to pursue meaningful careers, transform their lives and help to build a stronger community. Currently, ConnCAT offers three market relevant adult training programs in Phlebotomy, Medical Billing & Coding and Culinary Arts. All programs lead to national certification for students who successfully complete their coursework and pass the national exam. 

 

ConnCAT’s Youth Arts Program designed for middle and high school students, provides interactive, afternoon enrichment, five days a week, in the areas of visual arts, technology, digital media, drama, music and science. These programs align with and reinforce core instruction and curriculum delivered during the school day.  Each afternoon, students spend one hour dedicated to homework completion and individualized tutoring.  The Youth Arts Program is based on providing solutions for students who are at risk of dropping out of school. Though this population is not served exclusively, ConnCAT, parents, students and schools share information relevant to carving out a path for academic and personal success, meeting the student where they are.  These experiential programs provide youth an opportunity to express their learning through the arts.

 

Our facilities are equipped with state of the art equipment which provides students with industry level experience and exposure – making them more marketable in their job search. We believe in the philosophy that physical environment shapes behavior.  This is why we purposefully expose our students to a beautiful physical aesthetic. 

Impact

The potential for broad impact on the New Haven community is great and far reaching. ConnCAT approaches the work with a focus on impacting multiple generations of families. By providing high quality market relevant job training and placement support services to adult learners we serve, adults who acquire well-paying jobs and gain financial assistance - the entire family benefits. According to a policy report published by the Annie E. Casey Foundation, "Creating Opportunities for Families", employed and financially stable parents are less stressed and are more likely to provide a greater level of emotional and social support for their children - making this second generation better primed for success and ultimately disrupting the cycle of poverty so prevalent in the New Haven community.

Since our opening, just 4 years ago ConnCAT has been the fortunate beneficiary of the steadfast support of extraordinary partners who believe in the power of human potential, as we do.  Thank you for all that you do to help us to provide opportunity to those who are so often forgotten.   

Because of the generous support of our partners, we have been able to produce the following results. 
 
Graduates taking certification exam
100% of the current group of graduates have registered to take the national certification exam for their career training program. Passing the exam can lead to a $2 per hour wage increase.
 
Expanded programs
In an effort to deepen our impact in the community, we have launched a third career training program, in the Culinary Arts.  The Culinary Arts Academy, providea adult learners with a wide range of applicable skills in the food industry. The program aims to draw males to the program,  at least 25% of which will be exoffenders. The multi-purpose kitchen and dining space will serve as both an instructional setting and a distinctive dining destination for the surrounding community.
 
Serving more youth
This past summer, ConnCAT increased our capacity to serve more youth.  This resulted in more New Haven youth learning about the social impact of the Harlem Renaissance,  while learning 21st century technology skills. 
 
Goals: 
ConnCAT Cafe - The Culinary Arts Academy will include public cafe, retail goods, catering, and educational training. The cafe is scheduled to open June 2016. 
 
Endowment - In order to provide the organization with a stronger fiscal foundation, we plan to raise funds for an endowment over the next several years.  
 
Strategic Planning - As we begin to reflect on the organization's success over the last four years, we must also begin to plan for the future.  ConnCAT will engage in a comprehensive strategic plan to help us maximize our impact in the community going forward.  
 
Needs
Externship Partnerships - Adult Career Programs each offer an offsite externship to expose them to a productive work environment.  We are looking for medical facilities, office and restaurants who are excited to welcome a highly trained adult learner.  Cost:  FREE
 
Professional Development -  In order for ConnCAT to continue to provide high quality programs we must invest in our staff.  Research suggests that organizations who prioritize training can improve governance, program outcomes, fundraising, and increase community engagement. Cost: $15,000
 
General Operating Support - ConnCAT relies on the generous contributions of supporters, like you who fund a wide range of our initiatives including - our Harlem Renaissance summer camp, text books for adult learners and community engagement initiatives. Cost:  All amounts welcome. 
 
Catering Equipment - The cafe will include onsite and offsite catering. Proceeds from the social enterprise component of the Culinary Arts Academy will support program expenses. Cost:  $15,000
 
Volunteers -  We are always in need of volunteers willing to share their time and talent with us.  The most pressing volunteer need is to provide homework support in our Afterschool Program.  Cost:  FREE 
 
CEO Statement
Career Pathways
Professional development skills (i.e., interviewing, communication skills, public speaking, etc.) are built into the curriculum for each program to help prepare the adult learners to be valuable employees. Program staff work one on one with each adult learner to help them build their resume and cover letter, assist in the job search and practice interview skills. After each practice interview, adult learners receive evaluation and constructive feedback to help them have a successful interview. 

Support
ConnCAT puts the adult learner first. The organization works with community partners and employers to implement targeted and efficient training programs that quickly move adults into meaningful employment with the skills necessary to be successful. We work to ensure that the basic needs and any barriers for students are addressed through collaborations with partner agencies. For example, New Haven Works provides scholarships for our students to cover the costs of the national licensing exam and the Community Action Agency offers financial literacy training to adult learners.

 
Board Chair Statement
As a retired corporate C.E.O., I was looking to apply my philanthropic resources and focus on urban unemployment and the achievement gap.  ConnCAT allowed me to speak directly to both.
Service Categories
Primary Organization Category Employment / Job Training
Secondary Organization Category Arts,Culture & Humanities / Arts Education
Tertiary Organization Category Arts,Culture & Humanities / Arts Education
Areas Served
New Haven
Hamden
West Haven
Other
CEO/Executive Director/Board Comments

ConnCAT was established with several important principles in mind.

First, we believe all of our citizens should (and can) become positive contributors and should work hard toward making our community better. We all benefit when kids graduate from high school and go to college. Our community is made better when all who want to work can find meaningful and well paying jobs. We know that our communities are more vibrant when people have jobs and kids get a great education.

Secondly, we have absolute confidence that our urban communities can be transformed into safe and vibrant places to live and work by leveraging what we already know works.

Thirdly, it is important  we acknowledge the growing skills gap that exists within our urban communities and develop strategies to deal with these gaps so our citizens are equipped for jobs in the 21st century.

And finally, we must improve the quality of education our kids receive so more of them graduate from high school and go to college.

At ConnCAT we take a no nonsense and pragmatic approach to solving these problems. We, a) identify those jobs and professions that are growing in our area, b) we employ the types of innovative training models, including contexturalized learning, to teach unemployed and under-employed adults the technical skills needed to fill these growing jobs , c) we equip the unemployed and underemployed with soft skills that are important for lasting employment and d) we put in place an effective job search and placement function to find jobs for our graduates. 

We believe that ours must be a multi-generational approach and so we have designed a robust after-school digital and performing arts program for middle school and high school students. These programs are designed to stimulate and capture the imagination of these students. Our aim is to inspire them to develop a love and an appreciation for learning so they stay in school, graduate from high school in larger numbers and go on to college.

Programs
Description

The Phlebotomy program is designed to train the market need for trained phlebotomists. Graduates of the program have mastered specimen collecting, measuring, handling, protecting and transporting products. In the didactic setting, students use training arms for adults and infants as they prepare to draw blood from classmates. Coursework also includes human anatomy and physiology, standard universal precautions, safety and infection control, awareness of the potential for and intervention to patient reactions and complications associated with venipuncture, operating automated technology, as well as coping with the physical demands of constant patient contact. Graduates qualify to sit for the National Phlebotomy Association. 

 Starting salary for phlebotomists range from $24,500 to $30,000/year, based on experience and certifications.

3 cohorts per year of 17 students each (51 students total per year)

22 week program which includes 2 weeks of academy, 16 weeks of didactic training and 4 weeks of externship 


 
 
 
 
Population Served Unemployed, Underemployed, Dislocated / Adults /
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.

 

  • Serve 51 students per year
  • 65% of students receiving state assistance will receive diminished or move off state assistance
  • 85% of students complete the course
  • 95% of students who successfully complete the course will complete the externship
  • 75% of graduates take national licensing exam
  • 80% of graduates taking the national licensing exam will pass
  • 85% of graduates find employment in the related or unrelated field

 

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

· To create a learning environment that is a safe and nurturing for students and provides a path to employment and economic self-sufficiency.

· To diminish graduates’ reliance on state assistance. Thus, providing more cash flow into the local economy and strengthening the broader financial health of the community.

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

ConnCAT measures program goals and objectives by evaluating work from the Results Based Accountability (RBA) framework. This framework evaluates programs by starting with the end goals in mind and working backward to ensure that programs meet those goals. Program data is stored and analyzed in Efforts to Outcomes (ETO) which helps us to measure the incremental progress participants, understand the effectiveness of programs, and demonstrate impact. 

We track students up to one year after program graduation to get updates on employment status. This practice allows program staff to check in with graduates, inquire about employment status, and answer questions they may have and to help connect them to additional support services (child care, transportation, etc.).

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

This past year, ConnCAT served 59 adults in our Adult Career Training Programs. To date, 18 have graduated and 9 of those individuals are currently employed. Fourteen students are currently enrolled and yet to graduate. Kayla, a recent graduate recently reflected on her experience at ConnCAT. She shared, “What I appreciate most about this place is that your efforts never go unnoticed. If you ever find yourself in a bind or feeling defeated there are a number of people here that are more than willing to give you that boost that you need to kick it to overdrive and reach the finish line. ConnCAT has provided me with more than just phlebotomy skills. The resources and knowledge instilled in and available to me here are valuable in my everyday life on and off the job.”


Description

The Medical Billing & Coding program has been recently redesigned to fulfill the market demand for trained health system coders and billers. Graduates of the program have skills for positions in health insurance companies, physician offices and billing services. Graduates will also qualify to sit for the following certification exams: certified professional coder and certified professional biller.

Starting salary for medical coders range from $22,000 to $35,000/year, based on experience and certifications.

1 cohort per year of 17 students each (34 students total per year)
 
30 week program which includes 30 weeks of didactic training and 8 weeks of externship



Population Served Adults / 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.

Adult Career Training Program objectives include:

 

  • Serve 17 students per year
  • 65% of students receiving state assistance will receive diminished funding or move off state assistance
  • 85% of students complete the course
  • 95% of students who successfully finish the course will complete the externship
  • 75% of graduates take national licensing exam
  • 80% of graduates taking the national licensing exam will pass
  • 85% of graduates find employment in the related or unrelated field

 

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.

Adult Career Training Program goals are: 

· To create a learning environment that is safe and nurturing for students and provides a path to employment and economic self-sufficiency.

To diminish graduates’ reliance on state assistance, thus, providing more cash flow into the local economy and strengthening the broader financial health of the community
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

ConnCAT measures program goals and objectives by evaluating work from the Results Based Accountability (RBA) framework. This framework evaluates programs by starting with the end goals in mind and working backward to ensure that programs meet those goals. Program data is stored and analyzed in Efforts to Outcomes (ETO) which helps us to measure the incremental progress participants, understand the effectiveness of programs, and demonstrate impact. 

We track students up to one year after program graduation to get updates on employment status. This practice allows program staff to check in with graduates, inquire about employment status, and answer questions they may have and to help connect them to additional support services (child care, transportation, etc.).

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

· 63% of adults were unemployed prior to enrolling in the program and are now employed.

· 63% have achieved a significant increase in hourly wage since entering the program

Description

Professional instructors guide students in conceptualizing, planning, and completing a 4 - 6 week project. Students have opportunities to learn and apply fundamental technical skills. Production teams are developed, which offers choice for participants as they hone their skills. Youth participants may serve as writers, choreographers, photographers, actors, or graphic designers, etc.

 

Throughout each quarter, students may be planning a project, actively engaged in completing, or rehearsing for the presentation of a project. Projects are collaborative in nature, but often reflect individual effort and innovation. During a site visit, you would observe participants working in the MAC lab in the Adobe suite creating and editing graphics, while other groups perfect camera use on the green screen, simultaneously others are engaged in recording footage for a project. Participants actively create, critique, and correct their work as a part of their process. The program is driven by these 5 principals: self-discovery, creativity, production/exhibition, and market driven skills/entrepreneurship. The concentration of these principles lead to an increased positive impact and achievement in academics, economics, and social development, through exposure to arts and technology.


Population Served Adolescents Only (13-19 years) / 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.

Youth Arts Program objectives include:

· Serving 130 students

· Achieving a 95% daily average attendance rate

· Ensuring 100% of students participate in and complete their quarterly projects

· Striving to achieve 90% of parents attend a minimum of two student exhibit openings

· Working towards at least 90% of our students reporting feeling safe in the program

· Providing student and community impact with tangible transformation so 90% of parents would recommend the program to others.

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.

Youth Arts Program goal is:

To positively impact academic, social, and economic development and achievement through exposure to arts and technology.

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

ConnCAT measures and evaluates its impact using the Results Based Accountability framework. Starting with the end goals in mind and working backward ensures that program goals are met. Data analysis using Efforts To Outcomes measures incremental progress, program effectiveness and impact. 

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
Brandon a sixth grader from Esums Middle school in New Haven, came to ConnCAT with no experience in or knowledge of sculpting or mask making. Despite this, he quickly became engaged in the project and took the opportunity to grow and challenge himself. He was focused and dedicated every minute of class, understanding the process so that he could reach his goal. Not only did Brandon accomplish his goal, but he also took the lead in class, helping other students to stay on task - he helped with their sculptures, giving directions on how to properly mix the plaster and how to place it over the sculpture. He is an extraordinary example of each of ConnCAT’s core values.

· The youth program served 75 kids during the 2014-15 program year.

· Average daily attendance rate is 92% which has grown by 8% compared to last year.

· 72 youth had a parent or family member attend the summer showcase.

· 100% of youth completed at least one project.

 
 
Description

Though Black- and Hispanic-owned U.S. businesses have both shown rates of growth since 2002, these groups are disproportionately underrepresented. In addition, many Black- and Hispanic-owned businesses remain small, with few or no employees other than the owner. Black-owned businesses represent only 7.1 percent of all U.S. non-farm businesses and 0.8 percent of U.S employment, while Hispanic-owned businesses are 8.3 percent of all businesses and 1.6 percent of employment.

ConnCAT/QU Entrepreneurial Academy aims to reach New Haven youth and adults who show promise and drive, without focusing solely on academic measures.

Over the course of a school year, 10-15 students foster their business idea, learn the steps to move the concept to reality, and gain an understanding of how to market the new business. Students gain experience in presentation skills, business leadership, marketing, writing a business plan, and understanding business financials. Youth students travel to the New York Stock Exchange and regional businesses as exposure to the business world, while adult learners attend weekly thematic sessions.



Population Served Adolescents Only (13-19 years) / 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.
  • Serve 15  youth 
  • 100% of academy students complete and present a Capstone Project of their businesses.
  • 85% average daily attendance
  • 85% will report increased knowledge in entrepreneurship and business culture 
 
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The goal of ConnCAT’s Entrepreneurial Academy is to help students feel empowered and educated enough to develop and own a business.

Description

The Center serves as a safe and central location in the school where parents and community members  feel welcome. The Center’s primary purpose is to empower and engage Lincoln-Bassett’s parents and families. 

Afterschool Programming:
ConnCAT provides  afterschool programming for 100 students (grades 3-6), five days per week. ConnCAT provides enrichment in the arts, technology and digital media, drama, athletics, music, and science, technology, engineering and mathematics (STEM). Enrichment courses stimulate student engagement and interdisciplinary connections. ConnCAT works in collaboration with school faculty, staff, and partners to ensure that programs align to and reinforce core instruction delivered during the school day.

School Environment
In collaboration with the district, ConnCAT has made targeted improvements to the school’s facility. Beautification efforts include the installation of several bright and inspiring murals throughout the school that reflect the school’s mission and embody the history and potential of the Newhallville community. 
 
Parent and Community Engagement
ConnCAT makes every effort to empower and engage parents as integral partners in students’ academic development. In collaboration with Lincoln-Bassett teachers and leaders, provides workshops at the school around parenting strategies (e.g., behavior management, de-escalation) and academic supports (e.g., homework tips, reading strategies, math strategies, etc.). 

ConnCAT provides support services based on identified needs of the community.  

 
 
   
Population Served Children Only (5 - 14 years) / Adults / Poor,Economically Disadvantaged,Indigent
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Janet Brown-Clayton, Principle at Lincoln-Bassett Community School is pleased with the role The ConnCAT Center at Lincoln-Bassett has played in her school and the surrounding community. “The partnership between Lincoln Bassett Community School and ConnCAT has been a mutually beneficial collaboration. Our parent involvement and engagement has increased due to the relationships built between students, parents/guardians, ConnCAT and LBCS staff. We’ve even worked purposefully to schedule events to coincide with ConnCAT’s dismissal, therefore generating greater engagement. Finally, the security for parents/guardians who work later than the end of the school day, the exposure for the participating students in STEM, graphic arts, music and sports and the extended learning beyond the school day work in concert to impact their lives and learning.”

Description
The Culinary Arts Academy was created
in response to on-going employment challenges for men of color on a local and regional level, including ex-offenders, the long-term unemployed and unskilled workers. Up to 25% of enrolled students will be ex-offenders. Skilled professionals will be the instructional mainstay of the program, ensuring that participants receive practical, relevant training and adequate support outside the classroom. The multi-purpose kitchen and dining space will serve as both an instructional setting and a distinctive dining destination for the surrounding community. Students will qualify to sit for the Food Protection Manager ServSafe Certification.
Starting salary for trained cooks range from $25,000 to  $30,000/year, based on experience and certifications.
The Academy will serve 2 cohorts of 20 students each (40 students per year)
11 month program which includes 2 weeks of introductory sessions,
43 weeks of didactic training and 4 weeks of externship.
Population Served Adults / Unemployed, Underemployed, Dislocated / 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.

Adult Career Training objectives include:

  • Serve 34 students per year 

  • 65% of students receiving state assistance will receive diminished or move off state assistance  

  • 85% of students complete the course

  • 95% of students who successfully complete the course will complete the externship

  • 100% of graduates take national licensing exam

  • 80% of graduates pass national licensing exam

  • 90% of graduates find employment in the related or unrelated field

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 goals of the Adult Training Programs include:

  • To create a learning environment that is a safe and nurturing for students and provides a path to employment and economic self-sufficiency.

  • To diminish graduates’ reliance on state assistance. Thus, providing more cash flow into the local economy and strengthening the broader financial health of the community.


Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. ConnCAT measures program goals and objectives by evaluating work from the Results Based Accountability (RBA) framework. Outcome data is gathered from a variety of sources including, attendance logs, pre and post course surveys, and performance evaluations from externship supervisors and organized in ETO (Efforts To Outcomes). Students are tracked for up to one year after program graduation to get updates on employment status.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. The Culinary Arts Academy opened in January 2016 and enrolled 15 students. 
CEO/Executive Director
Mr. Erik Clemons
Term Start June 2011
Email eclemons@conncat.org
Experience Erik has an extensive background in non-profit management. Prior to joining ConnCAT, he served as the Executive Director of Leadership, Education, and Athletics in Partnership (LEAP), which provides academic and social enrichment programs to New Haven youth.  Prior to his position at LEAP, Erik served as Director of Vocational Training, at New Haven Job Corps Center.

Community:
A lifelong resident of Connecticut, Erik is an active member of the New Haven community and sits on the following Boards:
  •     New Haven Housing Authority (Chair)
  •     CT Voices for Children
  •     Elm City Montessori School
  •     Connecticut Board of Education

Additionally, Erik is the current Co-President of New Haven Citywide PTO (Parent/Teacher Org) and a member of the New Haven Public School Education Reform Committee. Co-facilitator, IPD: Yale School of Management.  He recently joined the Aspen Institute as an Education fellow. 
 
Erik holds a Bachelors degree in Sociology from Southern Connecticut State University and a Masters in Theology from the Hartford Seminary. 
 
Co-CEO
Experience


Staff
Number of Full Time Staff 15
Number of Part Time Staff 4
Number of Volunteers 34
Number of Contract Staff 1
Staff Retention Rate 100%
Staff Demographics - Ethnicity
African American/Black 12
Asian American/Pacific Islander 0
Caucasian 1
Hispanic/Latino 2
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 4
Female 11
Unspecified 0
Senior Staff
Title Director of Programs
Experience/Biography
Genevieve Walker was a NHPS teacher, and has extensive background in non-profit programming, as former Director, at New Haven Help Alliance.
Mrs. Walker earned an B.A. in African American Studies (Temple University)
M.S. in Education (Columbia University-Teachers College) 
 
Title Director of Culinary
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
Affiliations
AffiliationYear
Greater New Haven Chamber of Commerce2015
Awards
Award/RecognitionOrganizationYear
FBI Community Leadership AwardFederal Bureau of Investigation2014
Community Service AwardNew Haven Board of Alders Black and Hispanic Caucus2015
Board Chair
Carlton L. Highsmith
Company Affiliation Specialized Packaging Group, Inc.
Term May 2014 to May 2017
Board of Directors
NameAffiliation
Bishop Theodore Brooks Beulah Heights 1st Pentecostal Church
Mr Dan Caron
Erik Clemons (Ex Officio)CONNCAT
Alexis Highsmith Connecticut Legal Aid
Professor Gloria Holmes Quinnipiac University
Dr. Dorsey Kendrick Gateway Community College
Catherine LaMarr State of Connecticut Treasurer's office
Paul McCraven First Niagara Bank
Kevin Myatt Yale-New Haven Hospital
William Strickland Manchester Bidwell Training Centers
Michael Thomas Subway, Inc.
Dr. Milton Wallack New Haven Dental Group
Board Demographics - Ethnicity
African American/Black 11
Asian American/Pacific Islander 0
Caucasian 2
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 9
Female 4
Governance
Board Term Lengths 3
Board Term Limits 3
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
Board Co-Chair
Mr. Kevin Myatt
Company Affiliation Yale-New Haven Hospital
Term May 2014 to May 2017
Email kevin.myatt@ynnh.org
Standing Committees
Audit
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Finance
CEO Comments
In the coming year the Board will be leading a 5 year strategic plan. 
 
 
Financials
Fiscal Year Start Jan 01 2017
Fiscal Year End Dec 31 2017
Projected Revenue $1,946,117.00
Projected Expenses $2,028,953.00
Spending Policy N/A
Credit Line Yes
Reserve Fund No
Documents
Form 990s
Form 9902015
Form 9902014
Form 9902013
Form 9902012
Form 9902011
Audit Documents
ConnCAT 2015 Final Audit2015
Audit2014
Audit2013
Audit2012
Audit2011
IRS Letter of Exemption
IRS Determination Letter
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
$1,798,696$1,989,508$125,329
Government Contributions$19,200$0$6,000
Federal------
State------
Local------
Unspecified$19,200--$6,000
Individual Contributions$10,000----
------
$21,319----
Investment Income, Net of Losses$2,118$40$218
Membership Dues------
Special Events------
Revenue In-Kind------
Other$11,227$1,509$13,345
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$1,382,455$1,260,811$1,076,909
Administration Expense$420,638$353,732$355,047
Fundraising Expense$129,596$63,858$85,593
Payments to Affiliates------
Total Revenue/Total Expenses0.961.190.10
Program Expense/Total Expenses72%75%71%
Fundraising Expense/Contributed Revenue7%3%65%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$4,482,487$2,283,822$2,146,044
Current Assets$890,289$936,896$773,763
Long-Term Liabilities$1,459,996$250,000$500,000
Current Liabilities$1,231,843$173,045$97,923
Total Net Assets$1,790,648$1,860,777$1,548,121
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountThe Community Foundation for Greater New Haven $699,329Seedlings Foundation $1,500,000Norflet Progress Fund $100,000
Second Highest Funding Source & Dollar AmountSeedlings Foundation $500,000First Niagara Bank $250,000Seedlings Foundation $43,988
Third Highest Funding Source & Dollar AmountGraustein Memorial Fund $100,000Vanguard Charitable Endowment Program $15,000Yale New Haven Hospital $9,344
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities0.725.417.90
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets33%11%23%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign PurposeHelpCapital Campaigns are defined as a fundraising efforts over-and-above an organization's annual operating budget. Campaigns might include the purchase of land or a building, major renovations, and major equipment purchases. Endowment campaigns may also be included if the funds are legally restricted. To raise capitol to support the construction and operating costs of the new Culinary Arts Academy. The funds will be used to cover the costs design, construction, purchase of kitchen equipment and outfitting a 50 seat cafe.
Dates Jan 2015 to Dec 2016
Amount Raised To Date 1533000 as of Dec 2015
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments

ConnCAT’s funding model integrates private, public and community investments, providing a balanced financial structure.  After its first three years of operation, ConnCAT’s funding breakdown reflected a diverse portfolio leveraging every dollar raised.  Currently, the funding structure reflects 40% foundation grants, 30% local and state funding, 20% private donations and 10% corporate gifts.  As ConnCAT moves into its 4th year of operation, the Center is striving to reflect revenue in a more balanced partnership between the public, private and social sectors in Connecticut (34% private philanthropy, 33% public funding from federal, state and local governments, and 33% corporate giving).  Additionally, phase two of the Culinary Academy will include a café which will be run by our culinary students.  The café will be open to the public and function as a social enterprise with proceeds from the café helping to offset the costs of the program.

 

ConnCAT is also working to establish an endowment that will then generate annual income to offset operating expenses.  

 
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 Community Foundation.  Financial information is input 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 requires three years of financial information from the nonprofit organization; however, this requirement may not be available for some organizations due to their more recent incorporation or formation. 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 4 Science Park
New Haven, CT 065111963
Primary Phone 203 823-9823
Contact Email info@conncat.org
CEO/Executive Director Mr. Erik Clemons
Board Chair Carlton L. Highsmith
Board Chair Company Affiliation Specialized Packaging Group, Inc.

 

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