Elm City Communities/HANH FY2018 Annual Report

FY2018

ANNUAL REPORT

Celebrating 80 Years of Making a Difference Advancing Communities of Choice and Improving Lives

A Chance to Grow.

Encouragement to Succeed.

A Foundation for Life.

A Path to Security.

Pictured above: Alicia Anderson, Jesus Arroyo & child All images courtesy of Maza Rey Photography & Bertoldi Design

TABLE OF CONTENTS 4

LETTER FROM OUR CHAIR

5

EXECUTIVE DIRECTOR’S WELCOME

7

INFORMATION & FINANCIAL STATEMENTS

8

Our History

9

Vision & Mission

10

MTW Agency

12

Properties in New Haven Map

14

Strategic Plan Summary

16

ECC/HANH by the Numbers

18

ECC/HANH Summary & Financial Statements

19

Glendower Summary & Financial Statements

20

360 Management Summary & Financial Statements

21

Senior Staff

22

Our Staff

24

RESIDENT PROFILES

26

Resident Owned Business

28

Student Training & Employment Program (S.T.E.P.)

30

ECC Believes - Teacher in Residence

32

Homeownership

33

Senior Wellness

34

Family Relocation

35

IMPACT PROJECTS

36

Mill River Crossing

38

Cornell Scott Hill Health Center

40

Smoke Free Environment

41

RAD 144: Elderly & Disabled Sites

42

Westville Manor

4

ECC/HANH FY2018 Annual Report

CHAIRMAN’S WELCOME Greetings Friends & Partners in Community: As Chairman of the Board of ECC/HANH for the past 7 years, it gives me great pleasure to welcome you to the 2018 ECC/HANH Annual Report! I have had the opportunity to witness first-hand the investment made in the lives of New Haven families in need of safe, quality and affordable places to live. We are proud to commemorate 80 years of affordable housing and community partnership, which have had clearly identifiable benefits: greater economic selfsufficiency for our residents, vibrant mixed-income communities and investment in its people and neighborhoods (among other things).

This annual report is a small glimpse into the larger, thriving bedrock that this agency has been in New Haven’s history – and you will get to read some of the stories of our residents in their journeys of new homeownership, new business owners and as educators into communities to live with our youth.

Over the years, ECC/HANH continues to redefine the standard for innovation and for which best practices work today in the ever-changing housing industry. I have seen the dedication of staff to persevere through tough economic climates, shifting governmental mandates and staff re-organization and it has been amazing to be a part of a team that works tirelessly for their purpose and vision.

I am proud to serve on a Board that recognizes the importance of breaking the cycle of poverty in our neighborhoods, of creating communities of choice and of inspiring new leaders to rise in New Haven. I truly believe that these efforts will have a reverberating effect that will change New Haven and eventually the world for good.

Sincerely,

Erik Clemons CHAIRMAN

BOARD MEMBERS Erik Clemons, Chairman William Kilpatrick, Vice Chairman Foluke Morris, Commissioner Elmer Rivera Bello, Commissioner Matthew Short, Commissioner

EXECUTIVE DIRECTOR’S WELCOME Welcome to the Elm City Communities/HANH 2018 Annual Report!

We are so proud of the many accomplishments of our residents, participants, staff and partners.

Together, we are working toward a New Haven where every individual has a safe, decent and affordable place to live and opportunities to achieve their goals.

In 2018, we celebrated ECC/HANH’s 80th Anniversary! Many of our initial developments, which include Elm Haven, Quinnipiac Terrace and Farnam Courts have been transformed into new mixed income communities with related supportive services and amenities. Throughout 2018, we moved forward with our recapitalization and redevelopment of our portfolio receiving additional funding awards and closing several deals.

Over the past 80 years, our approach has evolved to meet the changing times. Some examples include the successful implementation of RAD redevelopment within our portfolio, our focus on cultivating opportunities that partner with public and private stakeholders on innovative projects and the creation of internal systems that improve efficiency, transparency, policy and practice.

Looking back over an 80-year history, we have much to celebrate! We know that the best is yet to come as we continue our mission where we’re moving to work, moving to self-sufficiency, creating affordable communities of choice for all and co-creating partnerships within our communities that will enhance the lives of our residents and, ultimately, of our great city of New Haven. Read on for our annual summary and to hear the stories of our residents.

Yours in Community,

Karen DuBois-Walton, Ph.D. EXECUTIVE DIRECTOR

Elm City Communities

51

Our success didn’t happen alone. Thank you to our residents, Mayor Toni N. Harp, Board of Commissioners, our State & Federal Public Officials, Alders, U.S. Department of Housing & Urban Development (HUD), Connecticut Housing Finance Authority, Department of Housing (DOH), New Haven Public Schools, Private & Foundation Funders, Architects & Contractors, Community Partners, Tenant Resident Councils & Resident Advisory Boards, and ECC/HANH Staff. We appreciate you!

INFORMATION & FINANCIAL STATEMENTS

8

ECC/HANH FY2018 Annual Report

OUR HISTORY Founded in 1938 following passage of the US Housing Act of 1937, the Housing Authority of the City of New Haven (HANH) was given authority to “create and uplift public housing in the Greater New Haven area.” It held its first Board meeting on Friday August 5, 1938 convened by Mayor John Murphy with appointed Commissioner C. E. A. Winslow serving as Chair. The Authority received its startup funding through a loan from the City of New Haven and was initially housed in Yale University’s Hendrie Hall. The original main office of the agency was moved to an office building on Ashmun Street.

HANH’s first development, Elm Haven, was built in 1940 in the Dixwell neighborhood of New Haven and was one of the earliest public housing projects in the nation. Two other family developments quickly followed, Quinnipiac Terrace and Farnam Courts which were built in 1941. Many of HANH’s developments, at that time, were the city’s answer to a flood of wartime labor and a housing crisis during World War II.

“The vision of the Housing Authority has already taken shape. Some of the crowded, congested, ill-planned blocks of substandard housing have given way to clean, airy, easily-accessible, pleasurable living quarters — the fundamental facilities for greatness.”

B.M. Petit, Executive Director (1941)

HANH was the lead builder of new units in New Haven which included moderate-income housing at developments such as the McConaughy Terrace, Brookside Estates and Eastview Terrace developments.

Before these three developments were converted to the federal program, there were no subsidies and the rents were fixed (depending on the size of the units) and, consequently, some fell into disrepair due to lack of funds.

The expanding senior population of the early 1970’s produced the need for a variety of high-rises and garden apartment complexes which were built in virtually every neighborhood in the city. One of the most experimental projects around this

In 2009, the Housing Authority changed its name to Elm City

time was at the privately-owned Oriental Masonic Gardens

Communities (ECC/HANH) to better capture the essence of

development in which HANH purchased the land, razed the site

that to which the Housing Authority of New Haven aspires: to

and developed what we know as Westville Manor in its place.

create affordable, safe, decent neighborhoods with stability

In 2001, HANH received HUD status as a Moving to Work (MTW) agency, one of 39 agencies nationwide to receive this designation. These funds have allowed HANH to: • Redevelop and transform neighborhoods into communities of choice • Make significant capital improvements • Provide research-based programs that assist residents in their path to self-sufficiency & create initiatives to assist students in achieving academic success • Streamline processes such as rent simplification and landlord/waitlist portals

and positive opportunities for our residents. In 2018, ECC/ HANH celebrates its 80th anniversary in New Haven and the agency continues to find new ways to be innovative and serve the ever-changing needs of an ever-growing population.

The way I see the work that we’re doing in the public sector is that we have to be as nimble, as flexible, as creative as we can be to continue to do this work and meet the ever growing need for affordable housing which is far outpacing the supply of existing units and units in the pipeline.”

Karen DuBois-Walton, Executive Director (2008-present)

OUR MISSION To make a positive difference in the lives of residents of the City of New Haven through the development and operation of affordable communities of choice and by providing opportunities for greater selfsufficiency

OUR VISION A New Haven where every resident has a safe and decent home that they can afford and opportunities to fulfill their goals

OUR VALUES “WE CARE” “WE CREATE OPPORTUNITIES” “WE INNOVATE” “WE ARE COMMUNITY”

OUR STRATEGIC ANCHORS: • Create distinct but interrelated public housing, development, asset management and social service entities that are profitable; • Effectively use technology; • Hire, retain, promote and develop qualified staff; • Communicate effectively and promote accountability; • Partner collaboratively in the City of New Haven and regionally to deliver quality housing and social services for low-income families.

Elm City Communities

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ECC/HANH FY2018 Annual Report

MTW AGENCY Congress established the Moving to Work (MTW) demonstration program in 1996; a pilot project that provides a high level of flexibility to Public Housing Authorities to design and test different approaches to

THERE ARE 3 MAIN GOALS ASSOCIATED WITH MTW:

our programs in order to more effectively address the needs our communities.

1.

To reduce costs and achieve greater cost

2.

To give incentives to families with children where

effectiveness in federal expenditures.

the head of household is working, is seeking to work, or is preparing to work by participating in job training, educational programs, or programs that assist people to obtain employment and become economically self-sufficient.

3.

To increase housing choice for low-income families.

ECC/HANH was awarded Moving to Work status in 2001, one of 39 Public Housing Agencies to achieve this status. ECC/HANH has since been able to create programming and housing opportunities that are in line with the needs of the families that we serve in both the Housing Choice Voucher program & Low Income Public Housing Program. With the help of the Moving to work (MTW) designation, the agency has rehabbed and redeveloped hundreds of units in the City of New Haven. The most recent RAD converted sites in 2018, pictured below, were Farnam Courts Phase I, with 86 affordable and 8 market rate units, and RAD Group I: Katherine Harvey Terrace, Constance Baker Motley, Prescott Bush Mall and New Hall Gardens, totaling 144 units.

Since becoming an MTW agency ECC/HANH has successfully created and administered over 25 social service programs designed to help families and individuals in our programs reach the goal of becoming self-sufficient. We have assisted families becoming home owners, starting their own business, and we have fostered an environment for learning and growth with ECC/HANHs youth by providing job training, internships and educational opportunities. We’ve also assisted adult household members with returning to school to earn their HS diploma, GED, attending college as well as completing certificate programs that lead to stable jobs in the community. We believe that support services are an important and necessary role of housing authorities.

IN 2018, ECC/HANH SERVED...

Some of the programs offered under the Moving to Work

6,180

program in the Community and Economic Development

14,159

increase of participation of 159% during FY 2018. In

FAMILIES

INDIVIDUALS

502

MORE FAMILIES THAN IN 2017 Were Provided with Social Services

Department (CED) include CARES, Family Self Sufficiency, Incremental Earning Exclusion, Prison Community Reentry, Teacher in Residence, Elderly/Disabled services and Section Eight Home Ownership Capital Improvement Program.

Combined, these programs showed a percentage addition, more than 100 Residents from CARES, Prison Community Reentry, and Elderly/Disabled services graduated to Self Sufficiency. This is an estimated percentage increase of over 175% from previous years when 37 Participants graduated in FY 2017 and 12 in FY 2016.

With the help of the Moving to Work designation, ECC/HANH continues to find, create and implement innovative programs and activities to help the families in our communities become self-sufficient.

Elm City Communities

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ECC/HANH FY2018 Annual Report

12

COMMUNITIES IN NEW HAVEN

4 3

5 6

1 1 1

2

2

3 8

13 9 10 3

7 8

2 4 4

*

*

SCATTERED SITES 1.

Stanley Justice

2.

St. Anthony’s l & ll

3.

Cornell Scott Ridge I & II

4.

Fulton Park

5.

Kingswood I & II

6.

Chamberlain Court

7.

David L. Echols Court

8.

County Street

Scattered Sites also include 47 single & multi-family homes not listed

8

5

FAMILY

5 2 10

9 6

12

1

11

3

1.

McConaughy Terrace

410 Valley Street

LIPH

2.

Valley Townhouses

210 Valley Street

LIPH

3.

Westville Manor

19 Level Street

LIPH

4.

Rockview Terrace

6 Rock View Circle

PBV/LIPH

5.

Twin Brook Properties

41 Augustine Street

RAD

6.

Brookside Estates

6 Solomon Crossing

PBV/LIPH

7.

Waverly Townhouses

578 George Street

LIPH

8.

Mill River Crossing

210 Hamilton Street

RAD

9.

Quinnipiac Terrace

2 John Williamson Drive

PBV/LIPH

10.

Essex Townhouses

1134 Quinnipiac Avenue

LIPH

11.

Eastview Terrace

185 Eastern Street

RAD

12.

Chatham

531 Ferry Street

RAD

13.

Monterey Place

69 Webster Street

RAD

5

7 6

4 7

ELDERLY 1.

Constance B. Motley

819 Sherman Parkway

RAD

2.

Newhall Gardens

5A-45B Daisy Street

RAD

3.

Prescott Bush Mall

220-230 County Street

RAD

4.

Katherine Harvey Terrace

81-95B Liberty Street

RAD

ELDERLY/DISABLED 1.

Wilmot Crossing

122 Wilmot Road

RAD

2.

George Crawford Manor

90 Park Street

LIPH

3.

Charles T. McQueeney Towers

358 Orange Street

LIPH

4.

Robert T. Wolfe

49 Union Street

LIPH

5.

Winslow-Celentano

60 Warren Street

LIPH

6.

Mathew Ruoppolo

480 Ferry Street

LIPH

7.

Fairmont Heights

70-72 Fairmont Avenue

LIPH

8.

William T. Rowe

33 Sylvan Avenue

PBV/LIPH

9.

Edith Johnson Towers

114 Bristol Street

RAD

10.

William Griffin

123 Bristol Street

RAD

LIPH – Low Income Public Housing PBV/LIPH – Project Based Voucher/Low Income Public Housing RAD – Rental Assistance Demonstration Elm City Communities

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14

ECC/HANH FY2018 Annual Report

THE

STRATEGIC PLAN SUMMARY In 2016, ECC/HANH launched a Strategic Plan (2016-2018) with Four Pillars: ensuring organizational stability, building organizational

Ensuring Organizational Sustainability

4

Building Organizational Capacity

PILLARS

Becoming an Effective Advocate

Deepening Community Relationships

capacity, becoming an effective advocate and deepening community relationships. Under these Four Pillars, action steps included the creation of a new organizational structure, the pursuit of regionalization opportunities, developing and training staff, strengthening partnerships with community based providers and the effective use of technology.

During 2018, ECC/HANH launched the new property management entity called 360 Management, Co. This new company is charged with providing property management services to the sites ECC/HANH has transitioned to the RAD platform. Currently those sites include, Eastview Terrace, Wilmot Crossing, Twin Brook Properties, Chatham/ Fair Haven, and RAD group I. RAD group I includes Prescott Bush Mall, Katherine Harvey Terrace, New Hall Gardens and Constance Baker Motley. In addition, Farnam Phase I was transformed to a beautiful new community named Mill River Crossings and welcomed 86 new families into their new homes.

ECC/HANH’s IT department upgraded all platforms to remain in compliance with industry standards. This provides “supported” platforms and reduces risk associated with non-compliant platforms such as viruses and ransom ware. IT also incorporated virtualization technologies to reduce cost within the data center and prepare the agency for a hybrid cloud infrastructure which incorporated business continuity and disaster recovery.

IT also incorporated technologies to reduce cost within the data center and prepared the agency for a disaster recovery and business continuity post-event.

The ECC/HANH Administration Department was instrumental in developing the new organizational structure in FY2018.

The ECC/HANH structure better reflects the current needs as titles were updated to reflect consistency across the three companies and to reflect structures familiar to our partners, investors and competitors.

Administration was a major participant in the RAD conversions in areas of analyzing of workforce, defining workloads, budgets, proposed plans and staff reductions as well as assisting the Glendower Property Management Group in the interviewing and hiring of staff, and updating several policies. They also:

• Assisted Sr. Leadership with the implementing of the 360 Management, Co. - benefits, payroll, company structure and transition of ECC/HANH staff

Under the Community and Economic

• Developed the new onboarding process to successfully select,

Development (CED) department, leadership

hire and onboard new staff to the agency who come with an

reorganized the department to better serve the

understanding of the agencies mission and vision

residents of ECC/HANH. The Department has

• Managed the Senior Leaders and Directors leadership training with the goal to continue the process of preparing staff for change in management and to deepen their self-awareness and improve

three areas of concentration: 1. Workable Families 2. Elderly/Disabled

performance • Conducted several trainings for newly-hired and newly-promoted staff embarking into a new position as well as provided assistance

3. Youth Services

for Building Maintenance Worker (BMW) trainings and testing

The CED department also launched a Program Coordinating Council, which included 40 agencies discussing points of collaboration, referral process, staff training opportunities and on site programming.

Collaboration has started with various agencies such as: • Platform to Employment,

• Cornell Scott-Hill Health,

• Rain of Hope,

• MCCA New Haven,

• Bridges of Hope,

• Literacy Volunteers,

• Strive,

• Connecticut Association for Human

• Neighborhood Music School, • Squash Haven,

Services (CAHS), • Concepts for Adaptive Learning

Within the ECC Believes! initiative, the CED Department established on-site afterschool programming at 10 family developments and partnerships with several youth organizations including Yale Rowing.

Elm City Communities

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ECC/HANH FY2018 Annual Report

ECC/HANH BY THE NUMBERS

26

%

MORE FAMILIES

are assisted through ECC/HANH’s affordable housing programs than were before ECC/HANH was granted MTW status

LIPH (LOW INCOME PUBLIC HOUSING)

with 535 Households Employment Income

ECC/HANH SERVED:

1,589

Households

3,430 Individuals

$13,763 Average Income

Households with 84% OfExtremely Low Income with 70 Households No Income

HEAD OF HOUSEHOLD:

% 65 Minority

1,166 Female

423

Household

% 35 Non-minority Household

Male

658

Families With Children

1,145

Elderly/Disabled Families

48

Average Age

HCV (HOUSING CHOICE VOUCHER) with 1760 Households Employment Income

ECC/HANH SERVED:

4,591

10,750

Households

Individuals

$16,338 Average Income

76%

Of Households with Extremely Low Income

with 176 Households No Income

HEAD OF HOUSEHOLD:

% 58 Minority

3,864 Female

679

% 42 Non-minority

Household

Household

Male

1,968

Families With Children

2,935

Elderly/Disabled Families

SINGLE ROOM OCCUPANCY (SRO)

96%

Of Non-MTW Vouchers Allocated to Formerly-Homeless Individuals Were Utilized

HOMELESSNESS

In partnership with local agencies and organizations, at the end of FY2018:

153 Formerly-Homeless Individuals & Families Were Served

51

Average Age

VETERANS AFFAIRS SUPPORTIVE HOUSING (VASH) In partnership with the Veterans Affairs Administration, at the end of FY2018: Veterans Were Referred for Vouchers

174

76%

Of Workable Formerly-homeless Households Had An Average Income Of

$10,178

Elm City Communities

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ECC/HANH FY2018 Annual Report

ECC/HANH SUMMARY & FINANCIAL STATEMENTS As part of the Strategic Plan, Elm City Communities

FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2018

became the umbrella organization that is comprised

STATEMENTS OF NET POSITION

of all affiliated organizations under its structure – The Housing Authority of the City of New Haven (HANH), The Glendower Group, 360 Management Group, Co. and a soon-to-be created non-profit social services company. ECC/HANH is seen as the

Cash and cash equivalents Restricted cash, deposits and

parent organization.

funded reserves

HANH will remain in use to manage the Low Income

Investment in the financing of

Public Housing (LIPH) portfolio within ECC/HANH,

affordable housing developments

the Housing Choice Voucher (HCV) program and to provide back office support for ECC/HANH. Using federal Moving to Work funds, HANH currently supports a wide range of services for residents including the ECC Believes! education initiative, the Family Self Sufficiency

Capital Asset, net of accumulated depreciation

$27,807,343 $7,056,435 $214,217,593 $58,865,068

Other Assets

$4,733,795

Total Assets

$312,680,234

Liabilities

$10,519,573

Net Position

$302,160,661

Total Liabilities and Net Position

$312,680,234

(FSS) and Homeownership programs, Teacherin-Residence and Officer-in-Residence programs and others that invest in students and residents to end the cycle of poverty and build a new, vibrant middle class in the City of New Haven.

STATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET POSITION Operating & Non-Operating Revenues

$111,560,536

Operating & Non-Operating Expenses

($94,487,021)

Change in Net Position

$17,073,515

Net Position - Beginning of Year

$285,087,146

Net Position - End of Year

$302,160,661

GLENDOWER SUMMARY & FINANCIAL STATEMENTS Elm City Communities/Housing Authority of the City of New Haven

FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2018

(ECC/HANH) has undertaken an aggressive redevelopment/

STATEMENTS OF NET POSITION

modernization program allowing for the transformation of our housing portfolio throughout the City of New Haven. These aggressive efforts have been facilitated by the Moving to Work (MTW) designation earned by the Authority in 2000.

ECC/HANH also formed an instrumentality/affiliate development

Restricted cash, deposits and

company, The Glendower Group, Inc. (Glendower) a CT nonprofit

funded reserves

corporation. Since 2009, Glendower has served as the sole

$7,052,211

Cash and cash equivalents

$8,890,200

developer or co-developer on 12 major affordable and market

Investment in the financing of

rate development projects. Glendower provides comprehensive

affordable housing developments

and integrated real estate development services throughout the New Haven, Connecticut market.

In 2018, Glendower was pleased to complete the total transformation of Mill River Crossing – a development with 94 units totaling $42 million. Glendower is actively bringing residents back in to the beautiful space to wonderful reviews

Capital Asset, net of accumulated depreciation

­— $156,154,283

Other Assets

$4,827,517

Total Assets

$176,924,211

Liabilities

$133,354,277

Net Position

$43,569,934

and seeking the right tenants for the on-site commercial space. Partnering with Ken Boroson of Boroson Architects, this year also brought the closing on Rockview Phase II. 2018 also saw Glendower close on RAD Group 1 and RAD Group 2, which includes 144 and 70 RAD units respectively. ECC and Glendower continue to plan for the redevelopment of Westville Manor and Valley Street townhomes, both of which are functionally obsolete.

Total Liabilities and Net Position

$176,924,211

To that end, Glendower held four day long charrettes with residents, business owners and community stakeholders, led by selected Master Planner Boroson Architects out of New Haven.

Glendower’s vision has always been high quality, innovative and fiscally sound housing for families. The firm has completed more than $336 million in development projects, and has orchestrated successful neighborhood transformations.

GLENDOWER SERVICES INCLUDED:

STATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET POSITION Operating & Non-Operating Revenues

$27,554,681

Operating & Non-Operating Expenses

($14,824,533) $12,730,148

Change in Net Position

Net Position - Beginning of Year Net Position - End of Year

Planning & Development

Relocation Services

$30,839,786 $43,569,934

Construction Oversight Elm City Communities

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20

ECC/HANH FY2018 Annual Report

360 MANAGEMENT GROUP SUMMARY & FINANCIAL STATEMENTS 360 Management Group, Co. is a non-profit instrumentality

FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2018

of HANH that was formed in 2018 to assist with not only

STATEMENTS OF NET POSITION

the management of affordable housing for New Haven’s most impacted residents but to also promote and advance neighborhood economic development and stabilization.

$98,199

Cash and cash equivalents

Through RAD redevelopment and rehabilitation with The Glendower Group, 360 Management is currently managing

Restricted cash, deposits and

a portfolio that consists of 82 buildings (456 units) including:

funded reserves

• Twin Brook Properties

• Newhall Gardens

Investment in the financing of

• Prescott Bush Mall

• Chatham

affordable housing developments

• Constance Baker Motley

• Eastview Terrace I & II

Capital Asset, net of accumulated

• Katherine Harvey Terrace

• Wilmot Crossing

depreciation

Led by Patricia Johnson, who has over 20 years of asset and property management experience, the 360 Management team development was a consistent part of the goals that

­— ­— $66,027

Other Assets

­—

Total Assets

$164,226

Liabilities

$333,124

were adopted by HANH in its Strategic Plan for 2016-2018 to ensure organization stability, create a new structure for Glendower Development and Glendower Management and generate a diversity of funding through the management of non-ECC/HANH properties and commercial leasing opportunities. 360 Management is a vehicle to increase

Net Position

($168,898)

Total Liabilities and Net Position

$164,226

ECC/HANH’s influence beyond New Haven and generate additional income for the agency.

STATEMENT OF REVENUES, EXPENSES AND CHANGES IN NET POSITION

MISSION: • To ensure that ECC/HANH’s affordable housing

Operating & Non-Operating Revenues

communities are preserved.

• To create stable and safe communities.

• To provide respectful and professional property

Operating & Non-Operating Expenses Change in Net Position

management services to residents residing in our communities.

Net Position - Beginning of Year Net Position - End of Year

421

Households

842

Family Members

­— ($168,898) ($168,898) ­— ($168,898)

$19,044 Median family income

SENIOR STAFF HANH:

Karen DuBois-Walton

Patrick Morganelli

Executive Director

Deputy Executive Director

Donna Piccirilli

James Pekar

Diana Smith

Jack Rafferty

Chief Information Director of Information Technology Officer

Hannah Sokal Holmes

Director of Planning & Development

Erik Johnson

Chief Financial Officer Senior Director of Strategy, Policy & Innovation

Comptroller

Rainbow Lin

Senior VP of Finance, I.T. & Administration

Iris Rodriguez

Gary Hogan

Director of Administration

Director of Housing Management

Evelise Ribeiro

LaVonta Bryant

LaToya McCrea

Leasley Negron

Director of Housing Choice Voucher

Director of Procurement

Director of CED Programs

Director of Moving to Work Initiatives

360 MANAGEMENT:

Patricia Johnson

Larry Siefert

Senior VP

VP of Property Operations

GLENDOWER GROUP:

Shenae Draughn

Edward LaChance

Senior VP of Development

VP of Development

Jocelyne Barsczewski

Relocation Manager

Christina Musante

Yadira Vargas

Creative Design Manager

Project Manager

Elm City Communities

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ECC/HANH FY2018 Annual Report

OUR STAFF 360 MANAGEMENT

LaChance, Edward

Canales, Itsuannette

Falcone, Dean

Acosta-Harris, Ellieben

Musante, Christina

Caraballo, Jose

Farah, Radouane

Aguilar, Maribel

Southam, Michael

Carmona, Maria

Flores, Jeffrey

Barahona, Wilmer

Vargas, Yadira

Casasola, Erick

Foreman, Juathena

Castell, Ainsworth

Garcia, Hector

Barroso, Antonio Bell, Michael

HANH

Chambers-McKay, Aimee C

Garcia, Richard

Beverly, Denisha

Acuil, Anyikor

Champagne-Vera, Melissa

Genovese, Lynn

Boyle, Candace

Adams, Michael L

Clark, Brian

Goad, Cheryl

Cossette, Julie A

Albaitis, Timothy

Coleman, Karen D

Grant, Rayan

Dawson, Marilyn

Alvarez, Rosa M

Conde, Ramon

Gray, Terrence

Hawley, Frieda

Baker, Donald

Correa, Jose J.

Handy-Morris, Geraldine

Hernandez-Perez, Yesica

Baptiste, Ramses

Correa, Marilyn

Harrington, Kenneth

Johnson, Patricia

Barbour, Kenneth

Crudup, Ellish

Harriott, James

Lugo, Miguel

Battle, Stewart

Cuevas, Manuel

Hawthorne, Catherine

Madeira, Andrea

Bethea, Donnie

Curtis III, Herbert

Heard, Pamela M

Martinez, Milka

Bogart, Brian

Dailey, Harry

Hogan, Gary

Reed, Lonzo

Bordeaux, Teena

Davis, Johanna

Huang, Xiaoqing

Rodriguez, Jessica

Boyd, Anesha

Deisser, Michele M

Hurley, Scott

Uribe, Jairo H

Brenes, Griselle

Dibenedetto, Dale

Hutcherson Jr., Louis

Brown, Diacia

Dore, Carolyn

James, Michael

GLENDOWER

Brown, Nakitta

DuBois-Walton, Karen

Jimenez, Nydia

Barsczewski, Jocelyne M

Bruno, Francesca

Eleazer, David

Johansen, Kimberly

Draughn, Shenae

Bryant, LaVonta

Emery, Francis

Johnson, Erik

Jones, Lashanda

Negron, Leasley

Ribeiro, Evelise

STEP INTERNS

Jones, Tara

Ocasio, Katiria

Rivera, Frank

Brown, Diamond

Jones, Wayne O

Olorunmaiye, Wolguine

Rivera-Franklin, Taisha

Bryant, Andrea

Knotts-Watkins, Gregory

Ortiz, Reynaldo

Roddy, Gerard

Graham, Brandon

Lake, Alan

Osborne, Ali J.

Rodriguez, Amelia

Graham, Melahn

Lin, Rainbow

Pagan, Margarita

Rodriguez, Elizabeth

Jenkins, Colby

Mac-Rizzo, Brigitta

Pekar, James A

Rodriguez, Iris M

Johnson, Shana

Manning, Keith

Pena, Keiry

Rodriguez, Victoria

McArthur, Tanayza

Marquez, Braulio

Petaway, William K

Rodriguez-Rivas, Carmen M

Morgan, Lashay B

Martinez, Eryka

Peters, Edith

Ruiz, Jasmine

Ogman, Marvinasia

McCoy, Matthew

Phillips-Sharif, Michelle

Smith, Diana

Pagan, Shanylka

McCrea, LaToya

Piccirilli, Donna M

Sokal-Holmes, Hannah

Rosario-Diaz, Omareliud

McEachern, Valarie

Post, Melanie

Sosa, Sammy

Suggs, Keja

Melendez, Vanessa

Purvis, Lee

Stanberry, Claude

Torres Rosa, Jacqueline

Melius, Lori

Quinones, Teddy

Tramel, Benjamin

Washington, Taejane

Mendez, Madeline

Rafferty, John P

Vega, Marta

White, Keniya

Miller Godwin, Robin

Ramos, Daniel

Wade, Mark

Moore, Edward

Ramos, Melody

Whittley, Weaverton V

Morganelli, Patrick A

Rana, Gayatri

Wiggins, Norman

Morris, Devon

Regan, Timothy C

Wolfork, Monica R

Moye, Lakeya

Reid, Howard S

Zoebelein, Terese

Murphy, Terrance

Rey, Maza

Zweeres, Olga

Neal, Chakell

Reynolds, Mark

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RESIDENT PROFILES

MOVING TO...SUCCESS!

MOVING TO...

STUDENT ACHIEVEMENT!

MOVING TO...

WELLNESS!

MOVING TO...

SELF-SUFFICIENCY! MOVING TO...NEW COMMUNITIES!

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ECC/HANH FY2018 Annual Report

RESIDENT OWNED BUSINESS

ECC/HANH offers greater economic opportunities and provides support for residents’ venture capital endeavors by helping develop Resident Owned Businesses (ROBs). ECC/HANH partners with program manager VASE Management LLC to offer comprehensive business consultation and technical assistance services in fields such as financial management, liability and licensing, business plan development, and business growth.

MS. CLEMENTINE JOHNSON ­—

HEAVENLY ICING (CUPCAKE TRUCK)

“Salted Pretzel,” “Oreo Crumble,” and “Black Raspberry” are some of the rich cupcake flavors offered at Heavenly Icing, LLC. Heavenly Icing is a Section 3 Resident-Owned Business and cupcake truck that offers delicious custom cakes and decorations for celebrations, corporate events, and everyday enjoyment.

The owner, Clementine Johnson, has been planning the business side of the bakery operation since 2011, but has been baking for decades. The inspiration behind Heavenly Icing came from her grandson during his baby shower.

Clementine had baked a cake and, showered with praise by friends and family, was encouraged to pursue professional baking and began considering opening a cake shop. Today, her grandson is thirteen, and with her culinary aptness and assistance from the ROB program, she has her own cupcake truck and a flourishing bakery. In the future, Clementine aspires to get the cupcake truck out onto the road. When prompted to give advice to others looking to start a business, Clementine advises, “If they have their passion to do something, they need to go out and try to do it . . . Don’t, you know, wait around because then it will never happen . . . You need to go out and get it done.”

Heavenly Icing’s cupcakes have been acclaimed by her customers, described as “very tasty” and “absolutely perfect.”

Her secret ingredient? “Love,” she says, “Everybody has their

For business inquiries,

own, you know, special touch . . . and I put love inside of mine.”

please contact: Clementine at (203) 782-4858

8

ROBs PARTICIPATED IN THE PROGRAM

21

RESIDENTS SERVED (with jobs in businesses)

11

HOUSEHOLDS

received consultation and/or technical assistance

VASE Management LLC works with all Resident Owned Businesses to assist them in obtaining their Section 3 and Minority business certifications, and ECC/HANH offers loans to help residents make their business dreams a reality. The ROB program aims to help residents realize their entrepreneurial aspirations and achieve economic self-sufficiency.

MR. EDWARD RANDALL ­—

RANDALL’S PROFESSIONAL TRANSPORTATION

Edward Randall is the owner of Randall’s Professional Transportation, LLC, a chauffeur and transportation service for local airports in Connecticut, Massachusetts, and New York. Edward began working part-time as a driver for Uber early in September 2015 and discovered his love for the social aspect of transportation, conversing eagerly with passengers and even exchanging numbers with some of his customers to give them additional rides. After switching to another job at a local limousine service, Edward soon bought a used car and launched into founding his own transportation business, working extensively with ROB and VASE to develop his vision and business plan. Edward was awarded a no-interest loan of $20,000 from ECC/HANH. Within only a year of establishing his business, he has used the loan and ECC/HANH’s services to expand his company to three cars and has recently received approval for the commercial licensing of his vehicles.

Edward advises individuals who are looking to start their own business

For business inquiries,

to do their research, [just as he did when he was starting his own

please contact:

company, looking at local transportation opportunities and networks for small businesses.] Regarding the future of Randall’s Professional

Randall’s Professional

Transportation, Edward notes that he is currently working on a website

Transportation, LLC

and that his business is still in the process of forming and growing.

(203) 407-9921

“It was a lot of work, and it’s still in process,” expresses Edward, “but I’m not giving up on it.”

Vincencia Adusei, the President and founder of VASE Management LLC, is a GhanaianAmerican entrepreneur with decades of experience as a dynamic leader and highly successful Chief Executive Officer. Pioneering the development of VASE, a successful and diverse small business enterprise that offers various services ranging from construction management to consulting services for public and private institutions, she has helped countless organizations advance their missions and implement sustainable strategic plans. She has assisted over 30 Section 3 Resident-Owned Businesses, constructed Section 3 trainings and workshops, and provided consulting and management services to over 100 developments and projects that total over $75 million. Vincencia is invested in the power of community and its residents and businesses, and her efforts and commitment to excellence have been recognized by local and national organizations.

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ECC/HANH FY2018 Annual Report

STUDENT TRAINING & EMPLOYMENT PROGRAM (S.T.E.P.)

BEN TRAMEL

INFORMATION TECHNOLOGY DEPARTMENT Raised primarily in a single-parent household, Ben Tramel views his mother as his greatest inspiration, grateful for the sacrifices that she has made and for the person that she has emboldened him to become. Ben, previously a STEP Intern turned full-time IT Department Information Specialist in 2018, has resided in New Haven for most of his life and maintains close ties with his large extended family.

Ben had worked for almost two years as an intern for STEP before he had the opportunity to apply for the IT position at ECC/HANH. Previously, he was simultaneously interning for Yale’s IT department under the Yale-New Haven health system. Balancing work and school is not easy; for Ben, a typical weekday involves working for eight hours and subsequently attending a series of intensive evening classes at Gateway where he is majoring in Political Science.

Even with a bustling schedule, not a day passes where Ben isn’t excited to come to work. “Working here has changed how I think about life and career choices,” Ben remarks, “What I’ve learned here so far are lessons that I’ll take with me for the rest of my life. I’ve met some extraordinary people.” Ben attributes STEP to his improvement in social skills and states that the program has taught him how to work with a team to problem-solve more efficiently.

Ben articulates, “If you’re passionate about serving your community and helping those who sometimes can’t help themselves, I think that this is a wonderful place to be, and I’m honored and privileged to be here every day.”

MELAHN GRAHAM FINANCE DEPARTMENT

A STEP intern working in ECC/HANH’s Finance Department, Melahn Graham has lived most of his life in public housing in New Haven. One of six children in his family, Melahn lives with his single mother and younger brother Brandon, another ECC/HANH STEP intern. Passionate about business and leadership, Melahn is a student in Business Management at Southern Connecticut State University (SCSU ’20) and has been interning for the agency for almost five years.

“It’s definitely gave me more of a love for

Melahn notes that he has both acquired

finance,” expresses Melahn, “I love the

valuable work experience and cultivated

people here, made a lot of friendships here.”

meaningful personal connections with others at the agency. He appreciates the

agency’s family culture and the close-knit community among interns in the STEP program.

Melahn aspires to obtain full-time employment in his field, hoping to work for ECC/HANH or another government agency. He also aims get more youth involved in STEP and give back to his program and the community.

“Anything is possible,” says Melahn, “as long as you put the work in.”

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30

ECC/HANH FY2018 Annual Report

ECC BELIEVES­­– TEACHER IN RESIDENCE

SHAUNQUETTA JOHNSON

As part of ECC/HANH’s youth initiative, ECC Believes! helps to make academic supports readily available to the approximately 2,000 youth residing in our developments and to bridge an historical divide between educators and their families. Modeled after the Officerin-Residence program already implemented through HUD approval, ECC/HANH proposed a new MTW initiative that would offer housing to teachers in exchange for the delivery of homework help and tutorials services for youth. Teachers housed through ECC Believes! are called Teachers-in-Residence.

Shaunquetta Johnson, who was born and raised in New Haven, is one of the teachers currently residing in Waverly Townhouses as part of this pilot program and, to date, the children who have participated have shown academic and social-emotional growth as well as

“One of the biggest challenges initially was engaging parents to take advantage of my services,” Ms. Johnson said. “I envisioned parents and students being eager to have a teacher living right in the community and available to provide homework help and enrichment services. I expected a flood of students with a wait list, thinking engagement would be easy.”

increased attendance in school.

She credits her 19 years of education experience and values of determination, selfmotivation, collaboration, positive attitude and commitment to what motivates her to do this work each day. Efforts to ensure the academic success of young people reduce the likelihood that they become the next generation of subsidized housing recipients.

Shaunquetta Johnson, who was born and raised in New Haven, was one of the teachers who resided in Waverly Townhouses as part of this pilot program and, to date, the children who have participated have shown academic and social-emotional growth as well as increased attendance in school.

Due to an upgrade planned for Waverly Townhouses in FY2019, Ms. Johnson moved her residence to McConaughy Terrace at the end of FY2018 and ECC/HANH provided transportation for families at Waverly Townhouses to continue to utilize the afterschool program. To allow the program to reach a larger number of youth participants across developments, students from neighboring Valley Townhouses were also invited to attend.

“This is such an awesome opportunity to get deep into my community and expand upon what I was doing in my classroom to other students at different schools,” says Ms. Johnson. “I enjoy watching children develop as academic learners and shaping their social and emotional development to become model citizens. It’s a joy to see children smiling and elated because they discovered and learned a new skill.”

AT WAVERLY TOWNHOUSES

25 out of 36 (69.4%)

OF SCHOOL-AGE CHILDREN ARE ENROLLED IN TEACHER-IN-RESIDENCE PROGRAMMING

90% HAVE SHOWN PROGRESS IN READING

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32

ECC/HANH FY2018 Annual Report

HOMEOWNERSHIP

ANEETRAI ROWLAND Aneetrai Rowland’s favorite room in her home is the kitchen, both a place of creation to prepare her son’s favorite meals, and a reflection of the love for her seven-year-old son that motivated her through her journey to homeownership. Inspired to become a homeowner by a desire to leave a legacy and have a space for her son to call his own, Aneetrai did not have an easy path to owning a home and she worked very closely with CED’s Family Self Sufficiency team to inform her next steps. The process involved conducting extensive research on the legal responsibilities of owning a home, complying with agreements, and budget management. “Celebrating for me has been this idea of equity and building into my investment,” Annetrai expresses. “I’m having a non-stop celebration with all of the beautification projects that I look forward to and, though it’s more responsibility to own a home, I enjoy the freedom it allows me.”

To those looking to buy their first home, Aneetrai advises doing comprehensive research about realtors and various properties. She encourages them to be assertive and confidently voice their questions and concerns. Aneetrai expresses that her young son doesn’t yet know the difference between house rental and ownership however she is sure that this experience is a valuable lesson and will continue to have a positive effect on both of their lives.

8

NEW HOME OWNERS

IN FY2018

via the FSS and CARES programs

SENIOR WELLNESS CITYSEED MOBILE MARKETS –

“Bringing Fresh Food to People” The CitySeed mobile markets are farm stands on wheels, bringing fresh produce to New Haven neighborhoods in the summer months. Operating since its pilot four years ago, the mobile markets bring fresh fruits and vegetables from Connecticut farms to food deserts of New Haven in the Housing Authority and elderly neighborhoods.

ELAINE PETERS Elaine Peters, a resident in one of ECC/HANH’s senior housing sites, is a frequent visitor of the mobile markets.

Elaine, a multimedia performance and crafts artist and the President and Founder of the Community Kwanzaa Association of New Haven, acquires almost all of her produce from the markets. Elaine says that there are various transportation and cost barriers to securing a variety of produce for many of the residents, as many local stores sell fresh produce only at exorbitant prices. Accessibility to and availability of fresh veggies, she says, are the best features of the market, as the mobile market offers the only reliable, affordable source of fresh and organically-grown fruits and vegetables in the area. Elaine also appreciates the community-building aspect of the markets, stating, “I go to a variety of places and get to know the people so that we have a rapport with them.”

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ECC/HANH FY2018 Annual Report

FAMILY RELOCATION The Glendower Group’s dedicated team of experts helped residents move seamlessly and easily in 2018. Given the extensive redevelopment efforts that came with RAD conversion and redevelopment, many residents needed assistance to find a decent, quality place to call home in a short amount of time. A dedicated Glendower relocation specialist helps residents to find safe and comparable, temporary or permanent housing while the agency is renovating and rebuilding or disposing of property. Participating individuals and families worked with their personal relocation specialist throughout their move to assist with this transition.

Niszaida Berrios, a New Haven resident, was relocated after the first phase of demolition at Farnam Courts to a home in Fair Haven. She said that she was relieved by how easy the process was and appreciates having a relocation team in her corner.

“Everything flowed well and the timeline for action was great,” she said. “We weren’t sure what to expect at first because moving itself is already stressful so I really appreciate everything that Jocelyne and the relocation team have done for my family.

It’s feels great to come home to a place that is clean, safe and fits our needs.”

The Glendower Group relocated over 2,000 families affected by RAD conversion and redevelopment within the Housing Authority of New Haven’s portfolio. They also successfully worked with other housing authorities and private corporations to assist them with their relocation efforts. The team works to ensure the rights of residents protected under the URA (Uniform Relocation Act) and provides full information about available housing options in many neighborhoods. The relocation model provides a full range of services from assessments to move-outs, offering clients peace of mind and a place to call home.

“I wouldn’t change a thing with the process and I highly recommend them,” said Dalixa Rivera, a resident of New London Housing Authority who was relocated

by The Glendower team. “I never felt alone through this - they exceeded my expectations because I felt connected. It was a great help to navigate what could have been a scary process to one without any problems – and, honestly, we love the new community here.”

584

FAMILIES RELOCATED IN FY2018

ECC/HANH Provided Relocation Services For: • New London Housing Authority • The City of New Haven (Church Street South) • AJ Capital Partners

IMPACT PROJECTS & ACTIVITIES

36

ECC/HANH FY2018 Annual Report

MILL RIVER CROSSING In FY2018, The Glendower Group revitalized the Mill River

Mill River Crossing, in its current phase, has eight market

District neighborhood by redeveloping the existing Farnam

rate units and 86 units of affordable Rental Assistance

Courts Low Income Public Housing development, now

Demonstration (RAD) program family housing: 30 one-

known as Mill River Crossing. It is a mixed-use, mixed-

bedroom, 53 two-bedroom, eight three-bedroom, and three

income community with 205 residential rental units and

four-bedroom units that range from 696-841 ft². Amenities

5,600 square feet of commercial and community space.

include: sweeping views of downtown New Haven, modern

This multi-phase project connects the neighborhood to

Energy Star appliances, beautiful, easy-care premium flooring,

both the Wooster Square and Downtown Central Business

individually controlled heat and air conditioning, land¬scaped

districts, creating a new destination urban community in

grounds and 24/7 on-call emergency maintenance staff. The

a prime location. Residents have access to the CT Transit

building also offers a Community Room with a fireplace and a

Bus Line as well as major shopping centers.

Community Kitchen, Business Center/ Computer Lab, Resident

“We appreciate the history, what was before and that this

Services Offices and on-site Property Management.

was a home over the years for thousands of families,” ECC/

At the ribbon-cutting ceremony, State Senate Democratic

HANH Executive Director Karen DuBois-Walton said. “It

President Martin Looney described Mill River Crossing as “the

has done its purpose and we want to move beyond that

latest gem in the transformation of housing in the City

because we know that there are better ways to provide

of New Haven.” The next phase of The Glendower Group’s

community for families, more than just homes.”

construction at this site is scheduled to continue into the beginning of FY2020, and includes the development of a new community center and interior park.

UNIQUE EXPERTISE:

The Glendower Group is creating a neighborhood with mixed income housing and 5,600 sq ft of community and commercial space and a public park

TYPE

New Construction INITIAL # OF UNITS

TOTAL DEVELOPMENT COST

$97.9 M

MTW COMMITMENT

240

$23 M

# OF DEVELOPED

DOLLARS LEVERAGED

205 UNIT TYPE

Affordable, Market Rate, Commercial

$75 M

Mill River Crossing’s newly created infrastructure and off-site pubic improvements along Grand Avenue reconnects the downtown Central Business District and creates a walkable Transit Orient District (TOD).

Mill River Crossing is funded through multiple sources including Low Income Housing Tax Credits (4%), state bond funds, federal HOME funds, city capital

# OF FAMILIES RELOCATED

240

funds and private financing. *Mill River Crossing is part of a multi-phase revitalization plan which includes East View and Chatham comprised of 57 town homes completed in 2016.

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ECC/HANH FY2018 Annual Report

CORNELL SCOTT HILL HEALTH CENTER AT WILMOT RD.

During FY2018, the Cornell Scott Hill Health Center had a grand opening and ribbon cutting at Wilmot Crossing with a vast array of primary and specialty services for the residents of the West Rock Neighborhood. The project was funded by a $1M grant from the U.S. Department of Health & Human Services and the center is one of 290 federally qualified health centers in 45 states, Washington D.C. and Puerto Rico that shared $260M in Affordable Care Act funding. “We began planning this project years ago when Elm City Communities began redevelopment of this community and are delighted to see it come to fruition so residents of West Rock and surrounding communities have improved access to Health Care,� said Michael Taylor, Chief Executive Officer at Cornell Scott-Hill Health Center.

This event was a monumental win for this area, as the West Rock community had previously been a health care desert where access to primary care physicians and services was difficult and time-consuming. There are approximately 850 residents and five communities in West Rock, some which include elderly/disabled residents, that live in units owned and managed by ECC/HANH that are able to take advantage of the services from leaders in healthcare innovation. The Cornell Scott Hill Health Center provides medical, behavioral health, specialty care, substance abuse assessment (among other services) and plans to incorporate classes on preventative health measures

“This neighborhood and center continues to be a reminder that through

such as diabetes.

hard work, collaboration and partnership, there are no walls or barriers that we cannot bring down together,” said Karen DuBois-Walton, Executive Director of ECC/HANH. “The health care desert that existed in West Rock before this center opened did not just impact our residents, it impacted an entire community.”

ADDITIONAL SERVICES OFFERED: Child & Family Guidance

5% 12%

Other

Pediatric Services

COMMUNITY DEMOGRAPHICS SERVED:

Hispanic

43%

80%

40% Male

AfricanAmerican

60%

11%

Spanishspeaking

Englishspeaking

9%

Other

Female

40% White

Dermatology Services

THE CENTER RECEIVED 1500 VISITS in FY2018

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ECC/HANH FY2018 Annual Report

SMOKE-FREE ENVIRONMENT On December 5, 2016, the US Department of Housing and Urban Development (HUD) published a final rule for each Public Housing Agency administering low-income, conventional public housing to initiate a smoke-free policy. All PHAs must comply with the rule and implement smoke-free policies within 18 months of the effective date, no later than July 31, 2018.

Smoke-Free Policy: As of June 1, 2018, Elm City Communities (ECC/HANH) has determined that for the benefit and well-being of the residents, staff and guests, and to comply with HUD, smoking shall not be permitted in or on ECC/ HANH properties. Staff, residents and guests are required to adhere to ECC/ HANH’s Smoke Free Policy. Copies of the Smoke-Free Policy may be obtained in the HR department.

• Smoke-Free Sites owned and/or operated by ECC/HANH: This includes any and all property and grounds owned by ECC/ HANH (which shall include all Conventional Developments, Scattered Sites, Management Offices and other Administrative Facilities, and ECC/HANH owned vehicles). This includes, but is not limited to, bedrooms, hallways, kitchens, bathrooms, living rooms, patios, balconies and unit entryway areas. This shall also include, the common areas, community rooms or adjoining grounds of such building.

SMOKING: DEFINED

SMOKING CAUSES

Smoking: As defined includes inhaling, exhaling, breathing, burning of any lighted cigar, cigarette, including e-cigarettes, pipe, other tobacco products, marijuana, or illegal substance of any similar lighted product in any manner or in any form.

100,000 FIRES PER YEAR NATIONWIDE and is the LEAD CAUSE OF FIRE-RELATED DEATHS in multifamily buildings

HUD’S SMOKE-FREE POLICY WILL SAVE PUBLIC HOUSING AGENCIES:

$153M

Per Year In Repairs and Preventable Fires

$94M

In Secondhand SmokeRelated Health Care Source: Center for Disease Control

$43M

In Renovation Of Smoking-Permitted Units

RENTAL ASSISTANCE DEMONSTRATION (RAD) 144 - ELDERLY & DISABLED SITES During 2018, the Glendower Group converted 144 units from the LIPH platform to RAD. The conversion allowed necessary improvements to be made to four developments: Constance Baker Motley, Newhall Gardens, Prescott Bush Mall and Katherine Harvey Terrace.

Through the RAD conversion, new door cameras were installed in the resident units giving elderly residents a clear view of who is ringing their units, and provided peace of mind and security. This feature offers talking abilities and easy push button with lights to let residents give entry to guests. The new flooring is much easier to maintain than the previous materials used and protects against scuffing and tripping hazards which is especially important for residents who use wheelchairs or walkers. The new lighting in all common hallways has improved visibility and safety while the installation of energy efficient appliances, bathroom sinks & toilets have decreased energy costs. Outside, weather barriers and siding have not only updated the curb appeal of the properties but have protected the building from outside elements.

The relocation efforts for the RAD conversion required the collaboration of different departments within the agency.

The CED and Operations departments, the Glendower Property Management & Relocation Team and moving companies worked together to relocate the 144 residents. These efforts included arranging transportation for residents to and from their developments to a hotel or to temporary relocation units. The relocation teams coordinated the delivery of food vouchers to residents who were transferred to a hotel and the team also assisted with packing residents’ items. The same coordination was required for the residents’ return to the development.

Relocation for the developments were completed in phases, with each phase requiring the same process to be followed.

Relocation for the developments were completed in phases allowing for a streamlined and efficient transition for our elderly/disabled families.

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ECC/HANH FY2018 Annual Report

WESTVILLE MANOR CHARRETTES Throughout the later half of the year, ECC/HANH solicited public input on the future development of Westville Manor Public Housing Development. ECC/ HANH, through its development affiliate, The Glendower Group, Inc., held a three-day public design charrette where participants collaborated during a multi-day brainstorming and design program to develop a mutually agreed upon concept for the site.

“The design charrette process provided a starting point for the redevelopment of Westville Manor,” said ECC/HANH Executive Director Karen DuBois-Walton. “With community collaboration, we were able to create a vision for the development that will meet the needs of Westville Manor residents and the community-at-large. The redevelopment of the site will not only enhance the lives of our residents but will help to ensure the long-term viability of the tremendous work that ECC/HANH and the City of New Haven have completed over the past decade.”

A charrette is an intensive planning and design session where residents, business owners, designers and other stakeholders collaborate on a vision for community development. It provides a forum for ideas which offers a unique opportunity to give designers immediate feedback while creating mutual authorship among participants in the plan.

“The charrette process was intended to specifically provide This process was led by Glendower, who had selected Kenneth Boroson Architects of New Haven teamed with Torti Gallas + Partners to serve as the master planner.

The team conducted a three-day process

the conceptual framework to guide the redevelopment of Westville Manor – and that’s just what it did! We encouraged our residents, business owners, and community stakeholders to participate in this unique and exciting process and become partners in the design,” said DuBois-Walton.

open to all members of the community to create a public consensus for the redevelopment of the site and its connection to the surrounding West Rock community. As a result, an exciting and forward-thinking site plan was developed.

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Making a Difference...

Celebrating 80 Years of Providing Opportunities for Greater Self-Sufficiency Elm City Communities/Housing Authority of the City of New Haven (HANH) 360 Orange Street New Haven, CT 06511

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